VEFF magazine 1 2019

Page 1



the beginning of a new journey

Country Chair and Digital Manager in Group

Chief Communications Officer

Chief Digital Transformation Officer





THE BEGINNING OF A NEW JOURNY FOR DNV GL DNB used close to 2,5 billion NOK on downsizing, now they have changed strategy and are investing in the remaining people. NINA IVARSEN, CHAIRPERSON VEFF

BI-DEXTEROUSLEADERSHIP AND RISK TAKING 2019 has started out good, and we have secured better orders and contracts than projected. Thanks to a better Q4 than expected, we can all be happy that we will receive the Group Bonus, and Maritime, Oil and Gas, and Business Assurance receive their BA Bonus too. Nina Ivarsen, chairperson VEFF

“The new playbook for strategy: - Continuos reconfiguration - Healthy disengagement - Deft resource allocation - Innovation proficiency - A discovery driven leadership mindset - Enterpreneurialcareer management.”

We have a new tariff agreement, and for those of you that unfortunately will be redundant we can offer a severance package that you keep even if you go straight to a new job. The trend goes from evaluation individuals and creating lists of high performers, top talents and up-and-coming employees, to defining interdisciplinary talent pools, teams and cluster work. VEFF regards this as the new direction and wants as many as ­possible to experience such an organization as positive.

“We believe in freedom of the individual requires a sustainale society with equal opportunities, trust and small differences” By defining talent pools, teams are developed into strong, agile and robust, high-performing and preferably interdisciplinary groups, capable of interacting and exploiting different skills and personal profiles.

The VEFF magazine is produced by employees in DNV GL and sponsored by VEFF union, which is a union for DNV GL employees. © VEFF 09-2018 Editor: Nina Ivarsen Front cover photo: ©iStock Back cover photo: ©iStock Design and print: Bodoni, 117268


For example, a talent pool of teams can be a surveyor or sales team, a product development team, the quality control team, all the managers in an organization, or a consultant team as we have in Advisory Services today. What’s important is the composition and strength of the team, rather than making traditional lists of potential successors per 1:1


position. If our talent pools are strong enough, we will always find people with the right profiles when we need them. These pools will not necessarily have only employees from the same organization – one can look outside the company when defining a talent pool.


VEFF wants to support this work and organizes many of those in the Advisory pool today. The pool consists of young employees in salary groups 5–9. We believe that this way of being organized will serve the employees and the company and will strengthen the ability to secure interesting workplaces. For VEFF to be an attractive union for young people who most likely have another membership from a University or a College, we need to invest in projects that focus on what young employees want, the issues they have, and the challenges they face. In the extension of the #metoo campaign, which has been going on for a long time, many people worldwide have wanted to communicate their unpleasant experiences. Norway has been no exception, with some experiences sharply highlighted in the media. As an employer and union, we must work actively and preventively against sexual harassment, in accordance with legislation. The Norwegian Working Environment Act states that employees shall not be subjected to harassment or other improper conduct. Regulations on systematic health, environment and safety work in the business, often referred to as the Internal Control Regulat­ ions, require that businesses work preventively and systematically with all aspects of HSE. The way employees treat each other ­affects the working environment, so preventing and stopping harassment must be handled in a systematic manner in accordance with the internal control regulations.

EDITORIAL Digitalization, to be smarter and more efficient in what we do and create – not to eliminate jobs. 08

Interview with Tommy Bjørnsen


Intervju med Tommy Bjørnsen (NO)


GPM Horizon


Meet Ulrike Haugen


Møt Ulrike Haugen (NO)


Global Employee Forum (GEF)


Responsible use of artificial intelligence (AI) at work


Interview with Klas Martinius Bendrik


Intervju med Klas Martinius Bendrik (NO)


HVO – The Nordic Model


Defined Contribution Pension Plan


Generation Z to our workforce


Parat meeting


Parat24 takes the TV lead

In the summer of 2017, the regulations for notification of unacceptable circumstances were updated. Now it is required that all businesses with more than four employees must have written routines for how to report unacceptable circumstances. They shall include encouragement to notify, procedures for notification, and how to receive and process alerts. Notification of sexual harassment comes under these regulations. It is important that employees know about these routines, and not least that the company strives to p ­ romote a culture in which employees dare to report objectionable ­conditions.

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When it comes to harassment, it is important to note that the employees are not only entitled to notify, but in fact are required to alert the employer or safety delegate about possible harassment in the workplace. As employee representatives, we also have an important role in safeguarding both whistle-blowers and those exposed to harassment. We want to contribute toget-



“The trade unions are more than serice organizations. They are a crucial part of the foundation of sociaty as we know it.” her with the safety delegates when it comes to information, ­debates and meetings to keep focus on preventive work.

lenge. Some will leave their positions after many years. You may also find that an employee who has succeeded well in a role no ­longer performs as well as before, due to restructuring and new competence requirements. We need to be prepared and have plans for this, to meet these challenges in a professional and wise manner and to ensure the best possible solution for each individual. In some cases, we will have to carry out demanding restructuring discussions with employees.

Projects Key competencies today can be irrelevant tomorrow due to major changes in IT, such as big data and analysis, cloud computing and social media, which are already important ­aspects of Norwegian work life. In addition to this, researchers expect that Artificial Intelligence (AI) and robotics will propel the greatest upheavals in

Future competence does not walk the streets Varying and sometimes high unemployment figures do not mean that you will get the skills you need when you need them. High unemployment makes a poor strategy of competence. Instead, you must work systematically and consciously to get an overview of current expertise, and not least future competence needs seen in the light of business plans, visions and overall strategies. You

“Businesses with more union members are more productive. One percentage point increase trade unions membership results in an average of almost two percent productivity growth.”– Barth Bryson and Dale-Olsen, 2017 work­places since the first industrial revolution (Brynjolfsson & ­Mc­Afee, 2014). At the same time, it is assumed that from one third to more than half of the jobs we have today are likely to be automated by 2030. VEFF wants to find out more about how this will impact our jobs in DNV GL.

Creativity and relational skills become more important When administrative routine tasks, control and processing of large amounts of data are automated, tasks that require assessment abilities, creativity and relational competence become increasingly important (ref. Magma 0617 by Kolbjørnsrud, BI and Senior Researcher in Accenture). Profoundly understanding how to combine artificial intelligence with real human intelligence will give the greatest effect.

“Digitalization, to be smarter and more efficient in what we do and create – not to eliminate jobs.” Things are developing rapidly, and digital solutions and processes are being used within an increasing number of work areas. For many, it can be exciting and natural to use new technology efficiently, while for others it can be a threat and a big chal-


must know what you will need in the future, when today’s work processes are challenged by new technologies.

Traditions are challenged, and HR must keep up – from best practice to next practice All these changes challenge traditional best practices, tools, processes, and HR management systems used today. HR must therefore consider strategically and proactively what will be the next practice of the future. What do changes in work processes, new technology, new competence requirements, more work in cluster, high performing and interdisciplinary teams etc. mean for us in HR? • How do we best adapt our processes and tools? What value should they have? • What do managers expect? What support should HR now provide? • HR can start by making a risk assessment of itself. We see an increasing need to be relevant and available to our members. We want to consider alternative web solutions to see if we can communicate better and be closer to each member. The new journey starts with making people … and investing in the workforce we have today.


BEGYNNELSEN PÅ EN NY REISE FOR DNV GL DNB brukte nærmere 2,5 million kroner på nedbemanning. Nå har de endret strategi og investerer i de gjenværende menneskene. NINA IVARSEN, STYRELEDER VEFF

2019 har startet bra, og vi har fått bestillinger og kontrakter som er bedre enn forventet. Takket være et bedre fjerde kvartal enn forventet kan vi alle være glade for at vi vil motta ­konsernbonus, og Maritime, Oil and Gas og Business Assurance vil også få BA-bonus. Vi har en ny tariffavtale, og for de som dessverre blir overtallige kan vi tilby en sluttpakke som man beholder uavhengig av om man går rett over i en ny jobb. I år skal vi jobbe med noen interessante prosjekter. Hvis du vil bidra og være en del av teamet, vennligst gi oss beskjed. Trenden går nå fra å vurdere enkeltpersoner og lage lister over høyt presterende, topptalenter og nye og lovende ansatte, til å definere tverrfaglige talentsammenslutninger, team og arbeid i grupper. VEFF anser dette som den nye retningen, og ønsker at så mange som mulig vil oppleve en slik organisering som positivt. Ved å definere talentsammenslutninger utvikles teamene til sterke, smidige og robuste, høyt presterende og gjerne tverrfaglige grupper, som evner å samhandle og utnytte ulikhet i kompe­tanse og personlige profiler. En talentsammenslutning av team kan f.eks. være et surveyor- eller salgsteam, et produktutviklingsteam, kvalitetskontrollteamet, alle ledere i en organisasjon, eller konsulentteam slik vi har i Advisory Services i dag. Det viktige er sammensetningen og styrken i teamet, fremfor å lage tradisjonelle lister over potensielle etterfølgere pr. 1:1-stilling. Hvis talentsammenslutningene våre er sterke nok, vil vi alltid finne folk med riktig profil når vi trenger dem. Disse sammenslutningene behøver ikke nødvendigvis kun inneholde ansatte fra samme organisasjon – man kan se ut av sel­ skapet når man definer en talentsammenslutning.

For at VEFF skal være en attraktiv fagforening for unge som mest sannsynlig kommer inn med et annet medlemskap fra universitet eller høyskole, trenger vi å investere i prosjekter

© iStock

VEFF ønsker å støtte dette arbeidet, og organiserer mange som er i sammenslutningen til Advisory i dag. Den består av unge ansatte i lønnsgruppe 5–9. Vi mener at denne måten å være organisert på vil tjene de ansatte og bedriften og styrke evnen til å sikre interessante arbeidsplasser.



“Vi kombinerer små forskjeller og høy økonomisk vekst og vi flyr som bare det: - Lykkeligst i verden - Best helse i verden - Best likestilling i verden - Mest produktive i verden - Lavest korrupsjon i verden.” som har fokus nettopp på hva unge ansatte ønsker seg av tilbud, hvilke problemstillinger de kommer med og utfordringer de måtte ha. I forlengelsen av #metoo-kampanjen, som nå har pågått lenge, har det vært mange over hele verden som har ønsket å dele sine ubehagelige opplevelser. Også i Norge har det kommet frem historier, noen av dem kraftig belyst i offentligheten. Som arbeidsgiver og fag­ forening må vi arbeide aktivt og forebyggende mot seksuell trakassering, i tråd med lover og forskrifter. Arbeidsmiljøloven sier at arbeidstakere ikke skal utsettes for trakassering eller annen utilbørlig opptreden. Forskrift om systematisk helse-, miljø- og sikkerhetsarbeid i virksomheten, gjerne omtalt som internkontrollforskriften, krever at virksomheter skal arbeide forebyggende og systematisk med alle forhold rundt HMS. Ansattes måte å behandle hverandre på virker inn på arbeidsmiljøet, og arbeidet med å forebygge og stoppe trakassering må derfor utføres på en systematisk måte i henhold til internkontrollforskriften.

Sommeren 2017 ble regelverket for varsling av kritikkverdige forhold endret. Nå stilles det krav om at alle virksomheter med mer enn fire ansatte må ha skriftlige rutiner for hvordan kritikkverdige forhold skal varsles. De skal inneholde oppfordring om å varsle, fremgangsmåte for varsling og mottak, og behandling av varsler. Varsling av seksuell trakassering kommer inn under dette regelverket. Det er viktig at disse rutinene er kjent av de ansatte, og ikke minst at virksomheten jobber for å fremme en kultur der de ansatte våger å si fra om forhold de finner kritikkverdige. Når det gjelder trakassering er det også viktig å merke seg at de ansatte ikke bare har rett til å varsle, men faktisk plikt til å melde fra til arbeidsgiver eller verneombud dersom man mener at dette forekommer på arbeidsplassen. Som tillitsvalgte har vi også en viktig rolle i å ivareta både varslere og den som er utsatt for en utilbørlig krenkelse. Vi ønsker å bidra sammen med verneorganisasjonen i opplysningsarbeid, debatter og møter for å holde fokus på forebyggende arbeid. Prosjekter Nøkkelkompetanse i dag kan være irrelevant i morgen på grunn av store endringer innenfor IT, som big data og analyse, nettsky og sosiale medier, som allerede har gjort sitt inntog i norske virksomheter. I tillegg til dette forventer forskere at kunstig intelligens (Artificial Intelligence – AI) og robo-



tikk vil drive frem de største omveltningene i arbeidslivet siden den første industrielle revolusjon (Brynjolfsson & McAfee, 2014). Samtidig antas det at fra en tredel til over halvparten av dagens jobber sannsynligvis vil automatiseres frem mot 2030. VEFF ønsker å undersøke hva det betyr for jobbene våre i DNV GL. Kreativitet og relasjonskompetanse blir viktigere Når administrative rutineoppgaver, kontroll og behandling av store mengder data automatiseres, blir oppgaver som krever dømmekraft, kreativitet og relasjonskompetanse, stadig viktigere (ref. Magma 0617 v/Kolbjørnsrud, BI og seniorforsker i Accenture). Dyp forståelse av hvordan man kombinerer kunstig intelligens og ekte menneskelig intelligens vil gi størst effekt Utviklingen går fort, og digitale løsninger og prosesser tas i bruk innenfor stadig flere arbeidsområder. For mange kan det være spennende og naturlig å benytte ny teknologi på en effektiv måte, mens det for andre kan bli en trussel og en stor utfordring. Noen vil tre ut av sine roller etter mange år. Du kan også oppleve at en medarbeider som har lykkes godt i en rolle ikke lenger presterer like bra som tidligere, på grunn av omstilling og nye kompe­ tansekrav. Dette må vi være forberedt på og ha planer for, slik at vi klarer å møte disse utfordringene på en profesjonell og klok måte og ivareta den enkelte best mulig. Noen ganger kommer vi også til å måtte gjennomføre krevende omstillingssamtaler med ansatte på grunn av dette. Fremtidens kompetanse går ikke gatelangs Varierende og til tider høye arbeidsledighetstall betyr ikke at du vil få tak i den kompetansen du har behov for når du trenger den. Høy ledighet fungerer nemlig dårlig som kompetansestrategi. I stedet må du jobbe systematisk og bevisst med å få oversikt over nåværende ­kompetanse, og ikke minst fremtidige kompetansebehov sett i lys av forretningsplaner, ­visjoner og overordnede strategier. Du må vite hva du vil trenge av kompetanse i fremtiden, når dagens arbeidsprosesser blir utfordret av nye teknologier. Det tradisjonelle utfordres, og HR må følge med – fra beste praksis til neste praksis Alle disse endringene utfordrer igjen tradisjonell beste praksis, verktøyene, prosessene og prestasjonsledelsessystemene HR benytter i dag. HR må derfor tenke strategisk og proaktivt på hva som blir fremtidens neste praksis. Hva betyr endringer i arbeidsprosesser, ny teknologi, nye kompetansekrav, mer arbeid i klynge, høyt presterende og tverrfaglige team osv., for oss i HR? Hvordan tilpasser vi våre prosesser og verktøy best? Hvilken nytteverdi skal de ha? Hva forventer lederne? Hvilken støtte skal HR nå levere? HR kan starte med å gjøre en risiko­vurdering av seg selv. Vi ser et økende behov for å være relevante og og tilgjengelige for våre medlemmer. Vi ønsker å vurdere alternative webløsninger for å se om vi kan kommunisere bedre og ha ­tettere kontakt med hvert enkelt medlem.

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Det skal være lett å få hjelp eller finne medlemsfordeler når du er medlem av VEFF. Derfor ønsker vi å lage en VEFF-app som vil gi våre 900 medlemmer muligheten til å administrere medlemskapet, sjekke sine medlemsfordeler eller be om en samtale med oss.



Tommy Bjørnsen – Country Chair in Norway TEXT: LIN B. KARSTEN

Tommy had been country chair in Norway for half a year when I made a first interview with him. I am married and have three children and two bonus children. I also have two grandchildren who are 8 and 10 years old. I was born and raised in Bergen but have lived in Asker and Bærum (when I have not been abroad) since 1990. I still have my mother and two sisters in Bergen and visit them regularly. I also have a brother who lives here in the Oslo area. We are a close family that has a lot of contact, and I really appreciate that. As a person, I perceive myself as positive, curious and explorative. In addition, I would say reflective and some might think a little philosophical. I am one of those who went to NTH (NTNU) in Trondheim and finished my degree in 1984. I studied construction with replenishment of marine subjects. After I finished in Trondheim, I worked for five years in Bergen in a small company that is now part of Aker Solutions. I worked on designing underwater installations and represented the employees in the board. I started in DNV in 1990 and the plan was to start at Høvik on March 1st. I remember it very well, I


drove over Haukeli mountain from ­Bergen and got hit by really bad weather conditions and was stuck for two days in a tunnel high up in the mountains. So, I arrived late for the first day at work and was called by Trine Falck Hansen. We didn’t have mobilephones at that time, so I was not able to notify her. You could say it was a slightly special start. WE ALL WENT TO HOUSTON I was employed in the oil and gas ­business area and became the department head in 1993 for the department that worked with pipelines. At that time, we were quite few in the department. It was a very interesting time, focusing on underwater technology and developing new pipeline rules. The timing was right, and we met great interest from all over the world. This required extra resources and we became a reasonably large department with a large contact area. The time was right to leave the helm to the next man, so I told my boss that I needed something else and that I was also interested to work abroad. He came back to me after a week and

told me that I could go to the United States without a special job or role in mind. After discussing with the family and everyone involved, we all went to Houston and stayed there for almost four years. At that time, the kids were 3, 8 and 12 years old, so we had the whole range, with kindergarten, school and secondary school. It was very challenging, but also very exciting. This has probably influenced to the fact that I now have internationally oriented children. One is cohabitant with one from Australia, one has girlfriend from Russia, and one is married to a Norwegian. It was a very exciting time in the United States where I was thrown into cases and issues that I did not know much about. I remember that my first assignment was to travel to Louisiana and work as a rig inspector on the completion of two drilling rigs that later ended up in Norway. Back in Houston, I was asked to join and build a department that was going to work with technology development and consulting in deep-water technology and risk management.


In 2001 I went back to Høvik and I started in a role as section manager for Deepwater Technology and Technology Qualification in O&G. That section also had the responsibility for the laboratories and material environment in O&G, which was an exciting and new area for me. In 2005, when there was a downturn and cuts in investments for oil and gas worldwide, including Norway, it became necessary to develop new services and I took a new role in O&G in Norway to look at new opportunities in the operating market. This experience in 2006 took me into the role as responsible for “sailing rigs” in the Offshore Class unit. I had exciting tasks in close dialogue with customers and other collaborating parts of the business. When we merged Maritime and O&G into MOG, I became technical director of GGD (Global Governance and Development) and reported to Olav Nortun, and among others, I was responsible to coordinate all development projects. REGIONAL MANAGER FOR MARITIME AND OIL & GAS IN SOUTH AMERICA, BASED IN RIO DE JANEIRO In 2011, I was asked if I would like to take a trip abroad again and the timing was good. I got an exciting role as Regional Manager for Maritime and Oil & Gas in South America, based in Rio de Janeiro. I had been to Brazil several times before and knew that you had to deal with crime and a lot of poverty, but we fell in love with the country and the people and spent a total of three and a half years in Brazil. After that the plan was to go home, but before we got that far, I got a request to go to Korea and to be Regional Manager in Korea and Japan for Maritime. If you work with ships and offshore installations, this is one of the jobs you can only dream of. After negotiations with the family, it was decided to leave. This too was an incredibly educational journey, both professi­ onally and personally. The market for both ships and offshore installations had

As a person, I perceive myself as positive, curious and explorative. In addition, I would say reflective and some might think a little philosophical.

long been on the rise, and upon arrival Korea the first announcement came that it is about time to start preparing for the downturn. Culturally, it was a big leap from Brazil to Korea and Japan, but also great countries to get to know. Amazing

to observe how far Korea as a country has come, only by hard work and with few natural resources. We stayed in Korea until January last year, so it was a total of three and a half years in Korea as well.



When I am not working, I’m generally good at relaxing and not thinking about work. I relax when I can read, be in physical activity or be with family and friends. I really enjoy running, cycling or hiking in the summer and skiing in the winter. I am fortunate to have a lot of family living nearby, both children and grandchildren. It is incredibly nice to be a grandfather and last summer we were at Galdhøpiggen with the grandchildren and we are planning new challenges. When it comes to literature, I’m pretty “all-consuming”. I read old classics such as Amalie Skram and Knut Hamsun, and when it comes to recent literature, I think Rolf Jacobsen and Edvard Hoem are very good. I have also read Jon Michelet’s books about the War Sailors. I also enjoy listening to audio books in the car or on the train to work. We have recently moved into an apartment and have thus taken the step not to live in a house anymore. For us this was the right thing to do when we came home from Korea. So, we ended up in Bondilia near the center of Asker. I can walk to the train station and it is superb. When it comes to travel, I may have become a little “saturated”. After numerous of long journeys, I now look forward to exploring more of Norway, including hiking in the mountains. BOTH COUNTRY CHAIR AND DIGITAL DIRECTOR I have two roles, one is as Country Chair and the other is the role as Digital Director in Group. With cuts in all areas of the company, I think it makes sense to make it clear that we also tighten up on support roles and work more efficiently where possible. I was therefore positive to test this out and then we will see how and if it is possible to hold two roles. The role as the country chair is an important role when it comes to thinking about DNV GL in Norway across business areas. I have also been country chair in Brazil and Korea, but Norway is very different since we have so many employees and the fact that all business areas are well represented.



Facilitating good collaboration and negotiating with the unions in the best possible way and being a team player is important to me.



Having lived and worked abroad, you get another perspective and it is easier to see that things are not always black or white. You get more understanding that there can be different points of view and that it must be possible to ask questions and dare to challenge in a positive way. In political Norway, we are “good” at telling the world how to behave, that we


know best, but we must also recognize that there is much good in the rest of the world.

for our company to be an interesting and attractive workplace for existing and potentially new employees.

Facilitating good collaboration and negotiating with the unions in the best possible way and being a team player is important to me. In addition, it is in the role as country chair important to strive

It is also important for us in DNV GL to be visible and present in the local ­environment. Headquartered at Høvik, we are part of the business community in the municipality of Bærum and we


had a lot of exiting positions and been involved in a lot of different things. ­Perhaps the most interesting part of that journey has been working with amazing colleagues who share knowledge and experience with joy. Furthermore, employees who have taken responsibility and grown into new roles and positions when given the opportunity. One question is whether we as an organization are good enough to find tasks for those of our employees who raise their hand to be challenged and are set for new tasks? It is incredibly rewarding to be able to organize and follow employees who succeed with their ambitions, whether it is in terms of professional or personal development. When I look back, it has never really been my ambition to become a manager, but it has been important to be involved and create something and then the way has come along because new exciting opportunities have constantly emerged. What initially attracted me was the expertise and an international workplace

other as much as we should and deserve. Optimism disappears and it becomes difficult to see opportunities. The challenge ahead is that changes will not stop. We are probably finished with the major reductions, but we still must deal with changes. The challenge will be to see opportunities in the changes and embrace the changes that are coming. How do we manage to run good processes and maintain optimism and commitment? How can unions and manage­ment work together? As a country manager, I want to make a positive contribution to these issues. We need faith in the future, and we do a lot of good things, but it often drowns in the negative. I would like to contribute to more engagement and for us to be proud of what we do. LAST WORDS Finally, I would like to add that this company has a long history with many changes and adjustments that have been handled in a good way both for the employees, for the company, the customers we serve and ­society in general. This is a good foundation to build on. I hope we can now get the “drive” and the joy of all the exciting things we have ahead of us.

It is incredibly rewarding to be able to organize and follow employees who succeed with their ambitions, whether it is in terms of professional or personal development. and the opportunities to work abroad for periods. In addition, DNV was, and still is, a very recognized workplace.

have a responsibility to manage the beautiful park area around us for the best for all visitors. HAPPY AT WORK I have worked here for almost 30 years and you do not work in a company for that long without being happy. It has been a fantastic journey where I have

I am passionate about DNV GL being an as attractive workplace as possible, both for those who work here today and for those we want to recruit in the future. In recent years, we have had tough periods and several downsizing and adjustment processes. Those processes easily create a negative atmosphere and it becomes difficult to look forward to getting up in the morning and go to work. Maybe the “colleague” next to you is resigning and must leave the company. It has made it challenging to mark and celebrate each

I would also like to take this opportunity to say that I am very grateful to work in a company with so many competent and wonderful people. At the same time, I wish everyone a nice autumn!




Tommy hadde vært landssjef i et halvt år da jeg fikk et første intervju med ham.

Jeg er gift og har tre barn og to bonus barn. I tillegg har jeg to barne­barn som er 8 og 10 år gamle. Jeg er født og oppvokst i ­Bergen, men har bodd i Asker og Bærum til og fra (når jeg ikke har vært i utlandet) siden 1990. Har fortsatt mor og to søstre i Bergen og er der på besøk relativt ofte. Jeg har også en bror som bor her på Østlandet. Vi er en tett familie som har mye kontakt, og det setter jeg stor pris på. Som person oppfatter jeg meg som positiv, nysgjerrig og utforskende. I tillegg vil jeg si reflekterende og noen vil kanskje mene litt filosofisk. Jeg er en av de som gikk på NTH i Trondheim og var ferdig i 1984. Jeg gikk på bygglinja med påfyll av marine fag. Etter jeg var ferdig i Trondheim jobbet jeg fem år i Bergen i et lite selskap som nå er en del av Aker Solutions.

USA, uten at han hadde en spesiell jobb eller rolle i tankene. Etter å ha diskutert med familien og alle var med, dro vi alle fem til ­Houston og ble der i nærmere fire år. På det tidspunktet var barna 3, 8 og 12 år, så vi hadde hele spennet, med barnehage, barneskole og ungdomsskole. Det var svært utfordrende, men også veldig spennende. Dette er nok medvirkende til at jeg har internasjonalt orienterte barn. En er samboer med en fra Australia, en har kjæreste fra ­Russland og en er norsk gift. Det var veldig spennende periode i USA hvor jeg ble kastet ut i ting jeg ikke kunne så mye om. Jeg husker at mitt første oppdrag var å reise til Louisiana og jobbe som rigg-inspektør på ferdigstillelse av to borerigger som senere havnet i Norge. Tilbake i Houston ble jeg spurt om å være med og bygge opp en avdeling som skulle jobbe med teknologi­ utvikling og rådgiving innenfor dypvannsteknologi og risikohåndtering.

« Som person oppfatter jeg meg som

positiv, nysgjerrig og utforskende. I tillegg vil jeg si reflekterende og noen vil kanskje mene litt filosofisk.

Der jobbet jeg med prosjektering av undervannsinnstallasjoner og representerte de ansatte i styret. Begynte i DNV i 1990 og skulle begynne på Høvik 1. mars. Husker det veldig godt, jeg kjørte over Haukeli fra Bergen og ble værfast i to dager i en tunnel på høyfjellet, kom for sent til første jobbdag og ble etterlyst av Trine Falck Hansen. Ikke hadde vi mobiltelefon heller, så jeg fikk ikke sagt fra. Så man kan si at det ble en litt spesiell start.

Jeg ble ansatt i forretningsområdet olje og gass og ble avdelings­ leder i 1993 for avdelingen som jobbet med rørledninger. På det tidspunktet var vi ganske få i avdelingen. Det var en veldig interessant tid med satsning på undervannsteknologi og utvikling av nye rørledningsregler. Timingen var riktig og vi møtte stor interesse fra hele verden. Dette krevde ekstra ressurser og vi ble etterhvert en rimelig stor avdeling med stor kontaktflate. Tidspunktet ble riktig for å overlate rorpinnen til nestemann så jeg fortalte sjefen min at jeg trengte noe annet og at det kunne gjerne være i utlandet.

ALLE FEM DRO TIL HUSTON Han kom tilbake til meg etter en uke og fortalte at jeg kunne dra til



I 2001 var det retur til Høvik og jeg startet i en rolle som seksjonssjef for Dypvannsteknologi og Teknologikvalifisering i O&G. I den seksjonen lå også et ansvar for laboratoriene og materialmiljøet i O&G, hvilket var et spennende og nytt område for meg. I 2005 kom det en nedgangsperiode med kutt i investeringene for olje og gass i hele verden, inkludert Norge. Det ble nødvendig å utvikle nye tjenester og jeg tok en rolle for O&G i Norge for å se på nye muligheter innenfor driftsmarkedet. Denne erfaringen tok meg i 2006 inn i rollen som ansvarlig for «seilende rigger» i Offshore Class. Spennede oppgaver i tett dialog med kunder og uteapparat. Ved sammen­ slåingen av Maritime og O&G (MOG) ble jeg teknisk direktør i GGD (Global Governance and Development) og rapporterte til Olav Nortun, blandt annet med ansvar for å koordinere alle utviklingsprosjekter.

REGIONALSJEF FOR MARITIME OG OIL & GAS I SØR-AMERIKA, MED BASE I RIO DE JANEIRO I 2011 fikk jeg en forespørsel om jeg kunne tenke meg å ta en tur ut igjen og timingen var god. Det ble en spennende rolle som


r­ egionalsjef for Maritime og Oil & Gas i Sør-Amerika, med base i Rio de Janeiro. Jeg hadde vært flere ganger i Brasil tidligere og visste at en måtte forholde seg til kriminalitet og mye fattigdom, men vi forelsket oss i landet og menneskene og tilbragte totalt tre og et halvt år i Brasil. Etter dette var det meningen å dra hjem, men før vi kom så langt dukket det opp en forespørsel om å dra til Korea og jobben som Regional Manager Korea and Japan for Maritime. Jobber du med skip og offshore installasjoner er dette jobben du bare kan drømme om. Etter forhandlinger med familien ble det beslutett å dra. Også dette ble en utrolig lærerik reise, både faglig og personlig. Markedet både for skip og offshore installasjoner hadde lenge vært på opptur og ved ankomst Korea var første melding at nå gjelder det å forberede seg på nedtur. Kulturmessig var det et stort sprang fra Brasil til Korea og Japan, men allikevel så flotte land å bli kjent med. Fantastisk å observere hvor langt Korea som land har kommet, kun på hardt arbeid og uten noen naturressurser å snakke om. Ble i Korea frem til januar i fjor, slik at det ble totalt tre og et halvt år år i Korea også.

i Brasil og Korea, men Norge er veldig annerledes med mange flere mennesker og alle forretningsområder godt representert. Etter å ha bodd og jobbet andre steder i verden får en respekt for at ting ikke alltid er svart eller hvitt. En får respekt for ulike synspunkter og at det må være mulig å stille spørsmål og tørre å utfordre på en positiv måte. I det politiske Norge er vi «flinke» til å fortelle verden hvordan de skal oppføre seg, det at vi vet best, vi som kommer herfra, men vi må også anerkjenne at det er mye bra i resten av verden. Det å tilrettelegge for et godt samarbeid og forhandle med fagforeningene på en best mulig måte og være lagspiller er viktig for meg. I tillegg ligger det i rollen som landssjef å jobbe for at vårt selskap skal være en interessant og attraktiv arbeidsplass for eksisterende og potensielt nye medarbeidere.

«Kulturmessig var det et stort

sprang fra Brasil til Korea og Japan, men allikevel så flotte land å bli kjent med.


Det er også viktig for oss i DNV GL å være synlige og tilstede i lokalmiljøet. Med hovedkontor på Høvik, er vi en del av næringslivet i Bærum kommune og vi har et ansvar for å forvalte det flotte parkanlegget rundt oss til det beste for alle besøkende.

NÅR JEG IKKE ER PÅ JOBB er jeg generelt flink til å slappe av og koble ut jobb. Jeg kobler best av når jeg kan lese, være i fysisk aktivitet eller være sammen med familie og venner. Jeg liker godt å løpe, sykle eller gå tur om sommeren og gå på ski om vinteren. Jeg er heldig som har familie som bor i nærheten, både barn og barnebarn. Det er utrolig hyggelig å være bestefar og i fjor sommer var vi på Galdhøpiggen med barnebarna og nye utfordinger venter. Når det gjelder litteratur er jeg ganske «altetende». Har vært innom gamle klassikere som for eksempel Amalie Skram og Knut Hamsun. Ellers av nyere litteratur syns jeg Rolf Jacobsen og Edvard Hoem er veldig bra. Har også lest Jon Michelet sin serie om Krigsseilerne. Jeg leser også krim og da typisk som lydbok i bilen eller på toget til jobb. Ellers har vi flyttet i leilighet og har dermed tatt skrittet som mange kvier seg for. Men for oss var det veldig riktig når vi kom hjem fra Korea. Så da endte vi opp i Bondilia i nærheten av Asker sentrum. Der kan jeg gå til toget og det er helt supert. Når det gjelder reising har jeg kanskje blitt litt «mettet» på de lange reisene og ser frem til å utforske mer i Norge, inkludert turer i fjellet.

TRIVES PÅ JOBB Jeg har jobbet her i snart 30 år, og man jobber jo ikke så lenge i et selskap uten å trives. Det har vært en fantastisk reise hvor jeg har fått gjort mye spennende og fått vært med på veldig mye forskjellig. Kanskje det mest interessante med den reisen har vært å få jobbe sammen med fantastiske kollegaer som har delt kunnskap og erfaring med glede. Videre, medarbeidere som har tatt ansvar og vokst inn i nye roller og posisjoner når de har fått muligheten. Et spørsmål er om vi som organisasjon er flinke nok til å finne oppgaver til de av våre medarbeidere som rekker opp hånden for å bli utfordret og er innstilt på nye arbeidsoppgaver. Det er utrolig givende å kunne tilrettelegge og følge med medarbeidere som lykkes i sine ambisjoner, enter det gjelder faglig eller personlig utvikling.


Når jeg ser tilbake har det egentlig aldri vært min ambisjon å bli leder, men det har vært viktig å være med og skape noe og så har veien blitt til underveis ved at det hele tiden har dukket opp nye spennende muligheter. Det som tiltrakk meg i utgangspunktet var kompetansen og en internasjonal arbeidsplass og mulighetene for å jobbe utenlands i perioder. I tillegg var jo DNV den gang som i dag en svært anerkjent arbeidsplass.

En som Country Chair eller landsjefsrolle og en rolle som digital direktør i Group. Med innstramminger på alle områder i selskapet tenker jeg at det er fornuftig å synliggjøre at vi også strammer inn på supportroller og jobber mer effektivt der hvor dette er mulig. Jeg var derfor positiv til å teste dette ut og så får vi se hvordan det går å dele to roller. Landssjefsrollen er en viktig rolle i forhold til å tenke Norge på tvers av forretningsområder. Jeg har også vært CC både

Jeg brenner for og er opptatt av at vi skal være en så attraktiv arbeidsplass som mulig, både for de som jobber her i dag og for de som vi ønsker å rekruttere fremover. Vi har de siste årene hatt tøffe perioder og flere nedbemanningsprosesser. Det gir lett en negativ atmosfære og det blir vanskelig å glede seg til å gå på jobb. ­Kanskje «kollegaen» ved siden av deg er i oppsigelse og skal forlate



selskapet. Det har gjort det utfordrende å kunne markere og feire hverandre så mye som vi burde og også har fortjent. Optimismen forsvinner og det blir vanskelig å se muligheter. Utfordringen fremover er at dette med endringer stopper ikke. Mest sannsynlig er vi ferdig med de store nedbemanningene, men endringer må vi fortsatt forholde oss til. Utfordringen blir å se muligheter i endringene og gripe fatt i de endringene som kommer. Hvordan skal vi klare å kjøre gode prosesser og beholde optimismen og engasjementet? Hvordan kan fagforeninger og ledelse jobbe sammen? Som landssjef ønsker jeg å bidra positivt i disse spørsmålene. Vi ­trenger ­fremtidstroen, og vi gjør mye bra, men det drukner ofte i det negative. Jeg vil gjerne bidra til mer engasjement og at vi skal være stolte av det vi driver med.

TIL SLUTT vil jeg bare si at dette selskapet har en lang historie med mange endringer og omstillinger som har blitt håndtert på en god måte både for de ansatte, for selskapet, kundene vi betjener og samfunnet generelt. Dette er et godt fundament å bygge videre på. Jeg håper vi nå i større grad kan få tilbake «driven» og gleden over alt det spennende vi har foran oss. Jeg vil også få benytte anledningen til å si at jeg er veldig takknemlig for å få lov til å jobbe i et selskap med så mange kompetente og flotte mennesker. Jeg vil samtidig ønske alle en fortsatt fin høst.

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Norway is a small country, but we are still at the top when it comes to innovation and digitalization. With PC and mobile phone, we can take the job everywhere. Ransom virus attacks increased by 350% last year. It is therefore important that we know the methods and capture the danger signals. In this way, the risk of incidents that can cause major losses to both the company, the manager and the employee is reduced. Do you know what to do if DNV GL is cyber-attacked? Attend the MyLearning Digital Security Awareness training and be inspired by the experts, hear how other companies have solved the challenges, and get helpful tips and advices.





Juan with the Chair of the Board of Director and Council in DNV GL.

GPM Horizon TEXT: NINA IVARSEN We would like to introduce some of our new colleagues that are based in Barcelona. The Board of DNV GL went to visit our offices in Madrid and Barcelona early this spring. We met with founder of Green Power Monitor (GPM), Juan Carlos Arevalo and his colleagues that established GPM. GPM is now a part of DNV GL and offers a market leader integrated software solution set for the management and maintenance of renewable energy assets. GPM’s purpose is to provide tools

to maximize the performance of renewable energy assets, optimize efficiency in the management of renewable energy portfolio, and contribute to have the greenest energy mix in the grid. Juan, who is the CEO of GPM, came to Høvik June 12th this year to attend our Council meeting. He gave a good presen­ tation to the Council members and the customers of energy were really interested in the concept. GPM is transitioning the energy landscape towards a fully renewable ECO System to improve the world for future generations.



Ulrike Haugen Meet our Chief Communications Officer Ulrike Haugen. She is passionate about how strategic communication can position DNV GL and create business opportunities.


My name is Ulrike. I am originally from Germany, born in Frankfurt. I am married to Erik, whom I met when I was working in London and he is Norwegian. In 2007, our son, Theodor, was born in London. When our son was a few years old we decided to move either to Norway or to Germany. We systematically went


through advantages and disadvantages. I have my family in Berlin, my three siblings and parents live there. Berlin is a fantastic city. If you work within media, art or politics, as a few examples, you have many opportunities in Berlin but with our profession, we concluded that Oslo would give us both better career opportunities.

In Norway, Theo is the only grandchild and I have in-laws who are very close. It helps a lot in a busy everyday life. I also had on my list of pros- and cons, that I really enjoy spending time in the cabin in the mountains. Erik thinks that was decisive for us choosing Norway! It is now ten years ago, and we have not regretted it.



I have always loved traveling, I was an exchange student in the United States, more specifically Upstate New York, when I was 15-16. After school I moved to Italy. I took Italian courses at the University of Perugia before moving to Rome. In Rome I worked in a law firm as an intern for six months. My parents gave me support to take a “year off” as long as I was doing something sensible. At school I learned English, French and Latin and I have always been very fond of languages. After the period in Italy I studied law in Germany. Then I moved to London and took an MBA and worked for seven years in a law firm. One of the projects I worked on was for the Norwegian solar adventure, REC. I worked primarily with the process of listing them on the stock exchange. I also worked for a period after Theo was born in London, but you can say that it is not easy to balance a demanding job with children when living in London. I have always been very ambitious. At the time we decided to move to Norway, I had attended a Norwegian evening course for two years, which was very useful for me. After a couple of weeks in Norway, I got an offer to work for REC in Oslo. Working in the solar industry was incredibly exciting. REC was a young Norwegian ambitious company with a start-up culture, and it is a pity that the solar adventure ended in 2011 due to the pricing ­policy of our Chinese competitors. What I find so amazing about Norway is that it is a small country where, at the same time, you have so many opportunities. My academic background and international experience have been important to my career. I also think it is because I am open and outgoing that I have been given these opportunities. I took an MBA with a broader business focus in London, as law was very specialized. In my first job in Norway, in REC, I worked as a Global Market-

ing Manager. For almost five years after that, I worked as Communications Director for ABB Marine where I was part of the global management team. I have become fond of the shipping industry and have got a very good impression of the maritime business. I probably wouldn’t have left ABB if it wasn’t for this unique opportunity here at DNV GL. I’ve always been sad when I switched jobs. But I have to say that I was met with open arms here in May 2017, and I am so grateful for that. WHEN I AM NOT WORKING, I LOVE TO PLAY TENNIS

I have two regular training appointments a week, on Monday and Thursday. We are a group of four with a coach. Unfortunately, since I travel a lot, I can’t always be there. Tennis has been something I have always played since school. Another passion I have is skiing with my family. It is mostly downhill, I love that. We have a cabin in Trysil and I also go cross-country skiing. When I came to Norway, I felt that I had to learn cross-country skiing. In the beginning it did not go very well, so I signed up for a cross-country course in Sørkedalen. Over the past few years it has also helped on my cross-country skills to get better equipment. I have purchased “felle” skies. Sometimes we go downhill skiing in the morning and take a cross country “trip” in the afternoon. Then our dog can also come with us, which is very nice. One thing I’m not so fond of is cooking. Therefore, I am very lucky that my husband loves to cook. I also really like to travel. I travel a lot related to work, but we try to travel a little private as well. When it comes to books, unfortunately, I do not have as much time to read books as I would have liked. I love listening to Podcasts, even when traveling. One of the podcasts I listen to is a DNV GL podcast called “DNV GL Talks Energy”. I recommend it to everyone! I also listen to one called “Inside the strategy room” created by

McKinsey. I am also fond of Italian podcasts to keep the Italian skills up to date. If I read books, I love biographies. I really like the combination between something personal and for example politics, history etc. The last one I read was Michelle Obama’s biography. Otherwise it goes in various professional books, the one I am currently reading is “The post truth business” written by Sean Pillot de Chenecey. It has the subtitle “How to Rebuild Brand Authenticity in a Distrusting World”. I think it is very interesting with focus on the media today and everything that is going on with fake news, which can be very devastating, both for business and for individuals. In January 2018, I joined the EC (Executive Committee). In my role, I am responsible for everything related to communication in DNV GL. In group communication we have seve­ ral units, including the unit now called “Employee Communication” (formerly internal communication). In addition, I am responsible for “External Communications and Branding”. In my unit we also have the responsibility for “Government and Public Affairs”. “Sustainability” also lies with us. This is an area that has been very promising and now it is part of the business and it is much more credible to communicate around sustainability as an integrated part of the business, rather than being handled by a separate unit in Group. We have one team in UK that delivers services related to sustainability to customers and in addition they have tasks such as delivering the Sustainability Report, which is a part of the annual report. My team works closely with Paul McNeilli’s team in UK. We are also responsible for exciting Partnerships such as the UN Global Compact and the WBCSD (World Business Council for Sustainable Development) where Remi Eriksen is part of the Executive Committee together with Yara’s CEO Svein Tore Holseter. I am also in charge of Government and Public Affairs.



With my experience from several different business segments, my role here at DNV GL is a perfect match. I also appreciate that I feel like an international person even though I am mostly German and Norwegian. WORKING IN DNV GL

I just have to say that working here is fantastic. It is a unique culture, DNV GL feels like a big family. One thing I’m really impressed with is that people know why they work here. We work here because of our purpose, vision and values. I have never experienced a company where everybody knows the purpose of “safeguarding life, property and the environment” by heart. People who work here have it as a part of their DNA. The employees here have so much knowledge. Coming here, to a place with so much competence is completely unique. We have so much expertise. It is never difficult to ask for know­ ledge within so many disciplines and it is also never difficult to find the right expertise. In my role it is also a very exciting combination with a company that has five different business areas. I have been trying, since I came here, to work closely with the business areas, to create a close communication network. Being able to discuss across the disciplines in the teams is very useful, I consider collaboration between the BA’s and Group very important. My strength is that I am a networker and an ambassador trying to gather people. Of course, I also must mention; I love that DNV GL is international. I am passionate about our continual striving to become much more business relevant, helping to deliver value to the company. This can be done by being good at following trends. Communication is more complex now than ever. Good communication must be in line with the business goals of an organization and this must complement each other. I would like to highlight four trends that I am passionate about.


We are also responsible for exciting Partnerships such as the UN Global Compact and the WBCSD (World Business Council for Sustainable Development) where Remi Eriksen is part of the Executive Committee together with Yara’s CEO Svein Tore Holseter.




I am passionate about our continual striving to become much more business relevant, helping to deliver value to the company.

First and foremost, communication is everywhere – we have more and more target groups and channels, and we must adapt to these. Furthermore, there is also a speed in the development of technology and tools that we have never seen before. This gives us both challenges and opportunities where we must acquire new knowledge across functions and roles. The third trend is that the key to good communication lies in good content and “thought leadership” through relevant channels. The latest trend is about


getting to know the customer through analysis and measurements. If we can follow these trends, we will be able to deliver on what I am passionate about.

our “Vision and Values”. The project delivery is to create “A vision that takes us to the next level, a vision that provides aspiration and a direction and the reassessing of our values”.


As a final word, I would like to reiterate that I am very proud to work in DNV GL. In addition, I would like to take this opportunity to mention a large and important project that we are currently working on, which is about

As we know, we will soon be entering a new strategy period. Related to this work we will deliver communication, messages and a branding concept of vision and values. This is a very exciting project that I hope will engage and succeed!


ULRIKE HAUGEN Møt vår kommunikasjonssjef Ulrike Haugen. Hun brenner for hvordan strategisk kommunikasjon kan posisjonere DNV GL og skape forretningsmuligheter.


Navnet mitt er Ulrike. Jeg er opprinnelig fra Tyskland, født i Frankfurt. Jeg er gift med Erik, som jeg møtte i London og han er Norsk. I 2007 ble sønnen vår, Theodor, født i London. Når han var et par år gammel bestemte vi oss for å flytte enten til Norge eller til Tyskland. Vi gikk systematisk igjennom fordeler og ulemper. Jeg har familien min i Berlin, mine tre søsken og foreldre bor der. Berlin er et fantastisk by. Dersom man jobber innen media, kunst, politikk for eksempel så har man mange muligheter i Berlin men Oslo gav oss bedre karrieremuligheter. I Norge er Theo eneste barnebarn og jeg har svigerforeldre som stiller veldig opp. Det hjelper i en hektisk hverdag. Jeg hadde også på min liste at det er så «koselig på hytta». Erik mener fremdelse det var utslagsgivende for at vi valgte Norge! Det er nå ti år siden, og vi har ikke angret.

firma. En av prosjektetene var for det norske soleventyr REC. Jeg jobbet med prosessen der de skulle børsnoteres. Jeg jobbet også etter Theo ble født i London, men man kan trygt si at når man får barn blir man ikke lenger likestilt i England, man får ikke de spennede prosjektene. Jeg har alltid vært veldig ambisiøs. På det tidspunktet vi bestemte oss for å flytte til Norge hadde jeg deltatt på Norsk kveldskurs i to år, noe som var veldig nyttig for meg. Etter et par uker fikk jeg tilbud å jobbe for REC i Oslo. Å jobbe i solenergibransjen var utrolig spennende. REC var et ungt, norsk ambisiøs selskap med en start-up kultur og det er utrolig synd at sol-eventyret tok slutt i 2011 på grund av prispolitikken til våre kinesiske konkurrenter. Det jeg syns er så utrolig bra med Norge er at det er et lite land hvor man samtidig har mange muligheter. Min akademisk bakgrunn og internasjonal erfaring har vært viktig for karrieren min. Jeg tror også at det er fordi jeg er åpen og utadvendt at jeg har fått disse mulighetene.

«Å jobbe i solenergibransjen var utrolig spennende.»

FØRST TYSKLAND, SÅ ITALIA Jeg har alltid elsket å reise, så jeg var faktisk utvekslingsstudent i USA, nærmere bestemt Upstate New York, når jeg var 15-16 år. Etter skolen flyttet jeg til Italia. Jeg tok Italiensk kurs på Universitetet i Perugia før jeg flyttet til Roma. Der jobbet jeg i et advokatfirma som intern i seks måneder. Hjemme fikk jeg støtte til å ta et «friår», så lenge jeg skulle gjøre noe fornuftig. På skolen hadde jeg Engelsk, Fransk og Latin. Har alltid vært veldig glad i språk. Etter dette studerte jeg jus i Tyskland. Så flyttet jeg til London og tok en MBA og jobbet der i syv år i et advokat-

Jeg tok en MBA med bredere business fokus i London, ettersom jus var veldig spesialisert. I min første jobb i Norge, i REC, jobbet jeg som Global Marketing Manager. Og i nesten 5 år jobbet jeg som Kommunikasjonsdirektør for ABB Marine hvor jeg var en del av det globale management teamet. Jeg har blitt skikkelig glad i shipping bransjen og har fått et veldig godt inntrykk av den maritime

businessen. Jeg hadde nok ikke gått fra ABB hvis ikke det var for denne unike muligheten her i DNV GL. Jeg har alltid vært lei meg når jeg har byttet jobb. Men så må jeg si at jeg ble mottatt med åpne armer her i mai 2017, det var veldig hyggelig.

NÅR JEG HAR FRI ELSKER JEG Å SPILLE TENNIS Jeg har to faste treningstimer i uken, på mandag og torsdag. Da er vi en gruppe på fire med trener. Ettersom jeg reiser mye er det dessverre sånn at jeg ikke alltid klarer å være med. Tennis er noe jeg alltid har drevet med, helt siden skoletiden. En annen lidenskap jeg har er å stå på ski med familien. Da går det mest i slalom. Det elsker jeg. Vi har hytte i Trysil. Men jeg kan også gå på langrenn. Da jeg kom til Norge, følte jeg at det måtte jeg lære meg. Det gikk ikke så veldig bra is tarten, så da meldte jeg meg på et langrennskurs i Sørkedalen. Det har også hjulpet at jeg har fått meg litt bedre utstyr med blant annet felleski. Det hender nå at vi står slalom på formiddagen og tar en langresstur på ettermiddagen hvor hunden får lov å være med, det er veldig fint. En ting jeg ikke er så glad i er å lage mat. Derfor er jeg veldig heldig at min mann elsker å lage mat. Jeg liker også veldig godt å reise. Sånn sett passer det at jeg reiser mye i jobben, men vi prøver å reise litt privat også. Når det gjelder bøker, så er det desverre ikke så mye tid å lese bøker som jeg hadde ønsket. Jeg er veldig glad i å høre på Podcasts, også når jeg reiser. Noen eksempler



på podcaster jeg hører på er en DNV GL podcast som heter «DNV GL Talks Energy». Den anbefaler jeg til alle! Ellers hører jeg på en som heter «Inside the strategy room» som lages av McKinsey. Hører også på Italienske podcaster for å holde språket ved like. Dersom jeg leser bøkere, elsker jeg biografier. Jeg synes det er en bra kombinasjonen mellom noe personlig og for eksempel politikk, historie etc. Den siste jeg leste var Michelle Obama sin biografi. Ellers går det i forskjellige fagbøker, den jeg holder på med nå heter «The post truth business» skrevet av Sean Pillot de Chenecey. Den har undertittelen «How to rebuild brand authenticity in a distrusting world.» Jeg synes det er vel-


dig interessant med media i dag og alt som florerer av fake news, noe som kan være veldig ødeleggende, både for business og for enkeltindivider.

I JANUAR 2018 BLE JEG MEDLEM AV EC I min rolle har jeg ansvaret for alt som har med kommunikasjon og gjøre i DNV GL. I group communication har vi flere enheter, blant annet enheten som nå heter «Employee Communication» (tidligere intern kommunikasjon). I tillegg så har jeg ansvaret for «External Communications and Branding». I min enhet har vi også de som er ansvarlige for «Government and Public

Affairs». Ansvaret for «Sustainability» ligger også hos oss. Dette er et område som har løftet seg veldig og nå er det sånn at det er en del av businessen og det er mye mer troverdig å kommunisere rundt sutainability som integrert i businessen, istedenfor at det blir håndtert av en separat enhet i Group. Vi har et team i UK som leverer til kunder og har beholdt oppgaver som å levere Sustainability rapporten, some er endel av årsrapporten. Teamet mitt jobber tett med Paul McNeillis team. Vi har også ansvaret for spennende Parternships som UN Global Compact og WBCSD (World Business Council for Sustai-


nable Development) hvor Remi Eriksen er en del av Executive Committee sammen med Yara’s konsernsjef Svein Tore Holseter. Ellers har jeg ansvaret for Government and Public Affairs. Med min erfaring fra flere forskjellige business segmenter er rollen min her i DNV GL en perfekt match egentlig. Det jeg også setter pris på er at jeg føler meg som en internasjonal person selv om jeg er mest Tysk og Norsk.

Selvfølgelig må jeg også nevne jeg elsker at DNV GL er internasjonalt. Jeg brenner for at vi hele tiden skal strekke oss etter å bli mye mer business relevant, være med på å levere verdi til selskapet. Dette kan gjøres gjennom å være gode på å følge med på trender. Kommunikasjon er mer komplekst nå enn noen gang. God kommunikasjon må være i samsvar med forretningsmålene til en organisasjon og dette

klare å levere på det jeg brenner for. Som noen avsluttende ord vil jeg gjerne få gjenta at jeg er svært stolt av å få jobbe i DNV GL. I tillegg vil jeg benytte anledningen til å nevne et stort og viktig prosjekt vi holder på med nå som handler om våre «Vision and Values». Prosjektleveransen er å skape «A vision that takes us to the next level, a vision that provides aspiration and a direction».

Å JOBBE I DNV GL Jeg må bare si at det er helt fantastisk å jobbe her. Det er en helt unik kultur, DNV GL føles som en stor familie. En ting jeg er veldig imponert over er at folk vet hvorfor de jobber her. Vi jobber her på grunn av vår «purpose, vision and values». Jeg har aldri opplevd et selskap der man kan si at man jobber for å «safeguarding life, property and the environment». Folk som jobber her har det som sitt DNA. De ansatte her har så mye kunnskap. Det å komme hit, til et sted med så mye «content» er helt unikt. Vi har så mye komptetanse. Her er det ikke vanskelig å spørre etter kunnskap innenfor et hav av fagfelt og det er heller ikke vanskelig å finne rett kompetanse. I min rolle er det også en veldig spennende kombinasjon med et selskap som har fem forskjellige forretnings områder. Jeg har prøvd, siden jeg kom hit, å jobbe tett med forretningsområdene, å skape et tett kommunkasjonsnettverk. Det å kunne diskutere på tvers av fagene i teamene, er veldig nyttig, samhandling mellom BA og Group ser jeg på som svært viktig. Min styrke er at jeg er en networker og en ambassadør som prøver å samle.

«Vi har også ansvaret for spennende

Parternships som UN Global Compact og WBCSD (World Business Council for Sustainable Development) hvor Remi Eriksen er en del av Executive Committee sammen med Yaras konsernsjef Svein Tore Holseter.


må komplettere hverandre. Jeg vil gjerne få trekke frem 4 trender som jeg er opptatt av. Først og fremst, kommunikasjon er overalt – vi har flere og flere målgrupper og kanaler, dette må man tilpasse seg. Videre er det også en hastighet i utviklingen av teknologi og verktøy som vi ikke har sett før. Dette gir oss både utfordringer og muligheter hvor vi må tilegne oss ny kunnskap på tvers av funksjoner og roller. Den tredje trenden er at nøkkelen til god kommunikasjon ligger i godt innhold og «thought leadership» gjennom relevante kanaler. Den siste trenden handler om å bli kjent med kunden gjennom analyse og målinger. Dersom vi klarer å følge med på disse trendene vil vi langt på vei

Som kjent skal vi om ikke lenge inn i en ny strategiperiode. I forbindelse med dette arbeidet skal vi levere kommunikasjon, budskap og et branding konsept av vision og verdier. Dette er et veldig spennende prosjekt som jeg håper kommer til å engasjere og lykkes.



Global Employee Forum (GEF) meeting at Høvik 25-26 April 2019 TEXT: NINA IVARSEN



Meet the forum and here are some of the topics that was discussed: – “Direct ownership” and overall update on NGF (and finance projects) – Thomas Vogth-Eriksen – BA Digital Solutions & how the BA fits into the Digital Transformation – Peter Bjerager – Brief financial update and interview – Remi Eriksen – People updates and related projects and initiatives – Gro Gotteberg – The Vision & Values project and the Group Communication team – Ulrike Haugen

Interview with Remi CEO at the Global Employee Forum (GEF) meeting Here are some of the questions that we asked Remi. For 1,5 hour he gave good answers and all employee representatives participated in the discussions. How would you evaluate the overall health of DNV GL – at present, and looking into the future? −− The global economic outlook has been adjusted down;XX what impact will this have for DNV GL? −− Interest rates are potentially rising; how will this affect DNV GL? Active ownership was included in the most recent strategy update. Please explain what this means and how it will impact the organization. −− Is this why LEEP has been put on hold? Are there any larger mergers or acquisitions planned?

The GEF Memebers AmEF: Marina Martin-Tretton AmEF: Luis Rashid Luyen De Jesus AsEF: Mustafa Dameh AsEF: Xin Yun Charles Li AsEF: Young Bum Lim EWC: Bruno Sanyas EWC: Krzysztof Kròlak EWC: Wim Nijntje NEF: Nina Ivarsen (Chair person)

This year’s participants and representatives: Ivarsen, Nina / GEF Chairperson/VEFF Chair Norway / GSS Nordics – Finance (S-I-FI) Martin-Tretton, Marina / Regional rep. US (AmEF) / Energy – Wind Technology (E-AR-AT) Luyen De Jesus, Luis Rashid / Regional rep. Mexico (AmEF) / Oil & Gas – Technical Advisory (O-AM-TAD) Dameh, Mustafa / Regional rep. UAE (AsEF) / Digital Solutions – Consulting Europe GB (D-EC-EG)

Consumers are becoming more demanding in terms of food safety. Food and beverage are a focus area for Business Assurance; how are we contributing to trust in this area, and how is our business developing? Could you give us an update on Digital Solutions’ performance since its inception last year? −− What about Veracity? Is it growing/ developing as planned?

Which business areas do you think will grow this year and next? Are there any special measures to aid their growth?

Hundreds of employees have completed the online INSEAD Leading Digital Transformation program. Have we seen any results from this huge investment?

The Maritime market has been shrinking significantly, but why do they have to downsize so much when they are still the most profitable BA?

Having employees on International Assignment comes at a cost. Are these still critical cultural roles in DNV GL? Or are they mostly due to skill needs?

−− Are we cutting too much for when the market picks up?

Work-life balance is an important and difficult topic. Could you share your advice on the balance needed to succeed in today’s competitive world?

Li, Xin Yun Charles / Regional rep. China (AsEF) / Maritime-Pre-Contract & Project Mgmt. Approval (M-C-APP) Foo, Jerome / Deputy for rep. in South Korea (AsEF) / GSS – End User Services Singapore (S-IW-EUSG) Sanyas, Bruno / Regional rep. France (EWC) – Maritime – New Building (M-WW-FSNR) Krolak, Krzysztof / Regional rep. Poland (EWC) / Maritime – Stability & ERS (M-SA-GR) Schneider, Jens-Dieter / Reg. rep. Germany is substituting for colleague from the Netherlands – SE Works Council DNV GL Europe (S-HD-EE)



Responsible use of Artificial Intelligence (AI) at work



We all know that the ongoing digitalization covers and affects most business areas and will greatly affect the Norwegian society in the coming years, this also applies to DNV GL.




The combination of ever-increasing amounts of data, more powerful computers, more efficient communication capabilities and theoretical breakthroughs has made the AI -technology mature and ready for practical implementation and testing in a variety of areas and businesses. In the future, an increasing number of decision-making and management processes will be supported by systems with elements of artificial intelligence. We must ensure that this development takes place in a responsible manner, considering both society and industry, and the individual. Responsible digitalization must be put on the agenda and followed up at all stages of the organizations in order to onboard all employees. A central area that will be affected is the Norwegian labor market. Responsible development in this area requires close

ment Act and the privacy regulations (GDPR). In addition to the current regulation, there is also a need for clear ethical guidelines and principles in this context. We support the EU’s comprehensive initiative on ethical guidelines for AI and the further work on evaluating these guidelines in practice (The Ethics Guidelines for Trustworthy Artificial Intelligence (AI): futurium/en/ai Alliance consultation). In order to ensure responsible digitalization in DNV GL, the following guidelines based on EU ethical guidelines and principles should be used as a basis for the development and use of our artificial intelligence. Decisions and recommendations with the support of artificial intelligence

Responsible digitalization must be put on the agenda and followed up at all stages of the organizations in order to onboard all employees.


must be fair, non-discriminatory and transparent.

cooperation between the authorities and the social partners locally and centrally. This must safeguard the interests of promoting the opportunities for the business and the employees, and at the same time managing the challenges and the opportunities that will emerge fast. We need guidelines and initiatives that both promote investment incentives and a dynamic in a sustainable innovation environment. At the same time, we need to ensure a fair, robust, transparent and reliable use of artificial intelligence for our customers.

Artificial intelligence must not discriminate between persons due to race, religion or gender. The data base, the system design and the use of artificial intelligence must be as neutral and open-minded as possible, and the ­i­­ndividual has a legitimate expectation to understand the content and basis of a decision or recommendation and based on this could challenge the correctness of the conclusion.

ETHICAL GUIDELINES AND PRINCIPLES Current legislation has many provisions that place important guidelines on the digital development and use of artificial intelligence. Not least, this applies for example to many of the requirements that follow from the Working Environ-

COMPETENCE-RAISING MEASURES Artificial intelligence will create new jobs and at the same time make other jobs redundant. Authorities and the social partners should therefore take an active responsibility to co-operate on competence-raising measures in

the field of digitization and artificial intelligence, including increased understanding of the ethical perspectives that development entails. This in order to strengthen the competitiveness of the Norwegian business sector and strengthen the individual’s situation and adaptability in a changing labor market. Therefore, it is important to develop employees’ skills in order to ensure that they take part in the new working life. This training must be reinforced already in ordinary education, and for continuing and further education for employees, including learning goals in ethical challenges. KNOWLEDGE OF SOCIAL AND ECONOMIC CONSEQUENCES The industrialization of artificial intelli­ gence will mean that work tasks in ­society will be influenced and perhaps even disappear. This will also happen in DNV GL if we do not take measures and educate people. One possible ­consequence is that society’s resources are skrewed and that differences between people, regions and industries are reinforced in an undesirable and unintentional way. If this happens, we loose out on opportunities. Knowledge is important in order to counteract unwanted effects of the ­digitalization of the labor market. Where relevant, the use of artificial intelligence should be analyzed and understood with respect to possible societal and economic consequences. Politicians and the social partners, together with educational institutions and research communities, should take an active responsibility to ensure that the necessary projects and processes includes the best from both intuitive and artificial intelligence.

The Ethics Guidelines for Trustworthy Artificial Intelligence (AI): wai-alliance-consultation


Remember, the future is privat and content is king TEXT: NINA IVARSEN The way we look at business will change; the upcoming technologies will disrupt business models as we know them today. To understand this better, I will use Silvija`s metaphor about Gutenberg`s invention. Comparing the printing press impact in the mid-1400s to our modern societies impacts of upcoming technologies. Modern ‘Gutenberg moments will lead to a “huge transformation of not just society but value chains, because of breakthroughs across disciplines” she adds. What we’ll see is humans working in collaboration with these amazing new tools. We must be very conscious of our humanity to know what we’re really good at, compared with what the machines are good at. Our openness, community and trust will be challenged by the polarizing nature of digital breakthroughs. We have

Technologies are maturing at hyper speed. to be conscious of our humanity, and what makes us different.”

12 Gutenberg moments at once : 1. AI, big data

MICRO - INFLUENCERS What we talk about is Sensemaking – Story making and Storytelling as new marketing tools.65 % of multinational companies will use influencers to sell their products or services. 95 % of the users of contents and contexts will be positive to what popular influencers are sharing. 75 % of modern marketing budgets will be used on influencers marketing. Micro-influencers have higher engagement and create trust.

2. Robotics, automation 3. Biotech, bioinformatics, synthetic biology 4. Energy, smart cities and smart houses 5. 3D printing, nanotech 6. Networks, sensors 7. Digital medicine 8. Fintech, regtech, edtech 9. VR and AR 10. Genetics 11. Transport and drones 12. Blockchain




Klas Martinius Bendrik – chief digital transformation officer The last to join EC is our Swedish colleague Klas.




I am married and have three children, identical twin boys of 16 years and a girl of 13 years. I am originally from Gothenburg, born and raised there, and that is where my family still lives while I am commuting. I have worked in many different places and in many countries, so even though Gothenburg is where I grew up, I have traveled and worked in Stockholm, more specific Västerås and from 1998 to 2002 I lived in Oslo. I must also mention that I even worked one year in Taiwan. In addition, I was in New ­Zealand for almost a year. As you see, I have a gold card in the Star Alliance and have always traveled extensively. Now, when I commute, I live on weekdays in an apartment at Tjuvholmen in Oslo. When my wife and I lived here without children for four years, we first lived in Vika and then we fell in love with the city. So that’s what I was looking for when I had to find a place to stay this time. I searched the entire area from Sandvika, Skøyen, Fornebu to Majorstua and Frogner, but since I am here alone on weekdays I wanted to live centrally. I traveled around to the different locations and looked in the daytime and later in the evening, at eight o’clock, that’s when I realized I had to live where I live. Right now, it is also a fantastic season. Love that I get to see the sea both at work and when I’m at home. You just have to figure out what you like. After I came to Norway, I also bought myself a Tesla, like any other Norwegian. I got the Norwegian national identity number the last time I lived here so then I also can get the ­benefits it entails when buying an electric car. Of course, I really appreciate that.

A GOOD STORY A good story is that my first job was as a vacuum cleaner salesman for Electrolux. What is exciting about that experience is that it is as far from academia as one can get, but at the same time a very good experience in building relationships. This was before I started university. I worked as a vacuum cleaner salesman both in Sweden and Taiwan, as I said, it was an incredibly broad and good experience to carry on with. After that, I was in the military, in the navy, and continued there as a reserve officer. I worked there in parallel with my studies. I eventually got a master’s degree. I did that for almost six years while studying. I attended Gothenburg School of Economics, where I took IT and industrial economics. My first job after graduation was as a trainee in ABB. At that time, we lived in Västerås and I worked with power grids, always with an angle on IT and digitalization. Throughout the trainee period, I also lived in New Zealand, and that was when one of the IT “booms” came. The same time, the year 2000 issues was raised. At that time, I received questions from PWC in Oslo to help build services around ERP in connection with the year 2000 problem. “Yes, we are moving to Oslo” my wife said right away, then we moved here and lived here as previously mentioned from 1998-2002. I’VE DONE MANY DIFFERENT THINGS While working at PWC in Oslo, one of my clients asked me if I would like to work with digital development. This was in Mølnlycke Healthcare, which is

in Gothenburg. This really fit perfectly since we felt it was time to think about having children. I worked there for a few years before I got the opportunity to work in a completely different industry and took over the CIO role in Assa Abloy. It is a multinational company that develops and sells locks-, security- and door solutions. Their custom solutions were on the way to being developed into digital new services and new business models were on the way. During that process, I got questions from Volvo about working there and doing IT and digitalization. So, then I worked almost seven years at Volvo cars. My role there was also in digital consulting and I had to understand the whole organization. My experience is that in many “line organizations”, you have the perspective that either it works, or it doesn’t work, in the car industry this has a completely different dimension. When Remi and I started the dialogue around a role in DNV GL there was no issue for me where it was. DNV GL is an incredibly interesting company that is facing major transformations and there are so many good people. When you get a kick out of it, it’s very exciting, and of course I did. NUMBER ONE FOR ME IS THE SEA AND THE OCEAN, I LOVE IT I am so privileged now, that I almost always see the sea. It is very important to me. I can go down to the sea and have lunch, I live at Tjuvholmen by the sea and when I am home in Gothenburg with my family, I also see the sea. There-



fore, it is probably no surprise that I not only love to see the sea, I also love to sail, and I have a boat in Gothenburg. Otherwise, I am very fond of sports. Both to do sports myself but also looking at sports. I enjoy skiing, both downhill and cross-country. Can I mention that I have gone to Vasaloppet eight times? The great thing about skiing is that I get the batteries charged and the opportunity to take on both challenges and frustrations. I am also very fond of cycling and playing ice hockey, or what we call “hockey bockey”. When you work a lot and are away a lot, of course, the kids and the family are also a high priority when I have time. I’m always with them at compe­titions and matches. They are engaged in various sports, football, horse riding and athletics. I started here on September 1, 2018. The role I have is quite broad in the sense that I have both digital and transformation in my job title. If there are digital changes that need to be made, I’ll be Remi’s right hand on it. I constantly work on the border between technology and new business opportunities. I have two focus areas; The business can use digital technology to improve existing services and make more money on it, while at the same time we have a new dimension that is focusing on constantly developing new business areas and services. I don’t really work through Group; the focus is to make things happen. Be a support and at the same time challenge our business areas, countries, regions etc. There are no large multinational organizations that are simple, if that was the fact, it would have been easy. It’s always complex, “by default”. But what is exciting here in DNV GL, is that we work in different industries with different logic. In this context, it is important for me to be a facilitator between our business areas. I work a lot with our incubators, taking things to the market and creating business, that’s one of our biggest challenges. To make it add value to our customers and become an integral part of value creation over the next 150 years, constantly creating something new. I have my office here at Høvik, but digitalization will not have its


Klas and his daughter Elsa out sailing in the family’s Arcona 410.

centre here, it is out with the customers and in our countries it happens. I have been to Singapore, Korea, China, London, Hamburg, Poland, Holland, Milan, Trondheim, Sweden, USA, visited shipyards and met clients. What is important to me is spending time out talking to customers and meeting my peers there. I’m also keen to keep up with “startups” and other parts of the industry. That’s where my experience from Assa Abloy is great to have, where there were several business areas that needed new business models at the same time. In addition, I have a lot of learning from Volvo Cars. There was a great focus in Volvo on value-chain mapping of a very complex technical process.

DNV GL IS A WONDERFULLY PLEASANT ORGANIZATION The reasons for me working here is, number one; DNV GL is a wonderfully pleasant organization. It has been easy to get in. I have been incredibly friendly and genuinely met here. That is an important parameter for me. It is also about how to gather around “purpose” and everything related to neutrality is much stronger than I expected. Furthermore, I really like the dimension of environmental thinking, people, life and property. It has come closer to me, as mentioned, I have even bought an electric car. In addition, I think it’s a very exciting time. The fact that each industry (BA) has its challenges and that one must achieve cross-functionalities and that we, in addition, have Digital Solutions that must work across, is both


Klas and his family surfing in Apelviken, Varberg, on the Swedish west coast.

There are no large multinational organizations that are simple, if that was the fact, it would have been easy. It’s always complex, ”by default”.



Klas, Elsa and David skiing in Italy.

What is important to me is spending time out talking to customers and meeting my peers there. exciting and challenging. All the areas in DNV GL have their challenges, but at the same time they have great opportunities. In addition, we need to preserve 150 years of history. I need to say that the sea is a bonus, I often go down just to take a picture of the sea. With boats in the “blood” I can also now have a profession related to shipping, which is fantastic. For me it’s not “just another company”, it also has emotional links for me. I was also a little familiar with Veritas from before through my background in the navy. I love that it is a company with long traditions and a great purpose.


One thing that I am passionate about is that I always want to drive things forward, I want to feel that when you create a change, it is not temporary. This is something that I am passionate about both in my private life and at work. I am a very curious person who always wants to move forward, test and learn new things. But I must also say that over the years I may have changed a bit on that. The family is an important factor. As my loved ones grow older, it becomes even more important that they feel good. It is important to me. Otherwise, it is important for me to be able to have a good time myself. For me, being able to

work out is an important factor to do a good job and being able to contribute at home. I constantly want to do my best to bring us forward. I would like to summarize that I feel incredibly privileged to work in DNV GL with so many competent, curious and not least nice colleagues. I would also like to take this opportunity to thank you all for your commitment to the Digital Transformation Program. It has been incredibly exciting to be able to roll this out to all employees. I wish everyone a nice autumn!


KLAS MARTINIUS BENDRIK CHEIF DIGITAL TRANSFORMATION OFFICER Den siste som har kommet inn i EC er vår svenske kollega Klas.


Jeg er gift og har tre barn, eneggede tvilling­gutter på 16 år og en jente på 13 år. Jeg er opprinnelig fra Gøteborg, født og oppvokst der, og det er der familien fortsatt bor. Jeg har jobbet på mange forskjellige steder og i mange land, så selv om Gøteborg er der jeg har vokst opp, så har jeg reist og jobbet i Stockholm, nærmere bestemt Västerås og fra 1998 til 2002 bodde jeg i Oslo. Jeg må også få med at jeg til og med har jobbet ett år i Taiwan. I tillegg var jeg nesten et år på New Zealand. Som du skjønner har jeg gullkort i Star Alliance og har alltid reist mye.

EN BRA HISTORIE En bra historie er at min første jobb var som støvsugerselger for Elektrolux. Det som er spennende med den erfaringen er at det er så langt fra akademia som man kan komme, men samtidig en veldig bra erfaring i det å bygge relasjoner. Dette var før jeg startet på universitetet. Jeg jobbet som støvsugerselger både i Sverige og i Taiwan, det var som sagt en utrolig bred og bra erfaring å ta med

JEG HAR GJORT MANGE FORSKJELLIGE TING Mens jeg jobbet i PWC i Oslo spurte en av mine kunder om jeg kunne tenke meg å jobbe med digital utvikling. Dette var i ­Mølnlycke Healthcare som ligger i Gøteborg. Dette passet egentlig perfekt siden vi følte det var på tide å tenke på å få barn. Der jobbet jeg da noen år før jeg fikk mulig­heten til å jobbe i en helt annen bransje og tok over CIO rollen i Assa Abloy. Det er et multinasjonalt selskap som driver med lås-, sikkerhet og dørløsninger. Deres anloge løsninger var på vei til å utvikles til digitale nye tjenester og nye forretningsmodeller var på vei inn. Midt i den prosessen fikk jeg spørsmål fra Volvo om å jobbe der og drive med IT og digitalisering. Så da ble det nesten syv år hos Volvo cars. Rollen min der var også innenfor rådgivning i forbindelse med digitalisering og jeg måtte forstå hele organisasjonen. Min erfaring er at i mange «linjeorganisasjoner», så har man et perspektiv om at enten så funker det eller så funker det ikke, i bilbransjen har dette en helt annen dimensjon.

«Etter at jeg kom til Norge har

jeg også kjøpt meg en Tesla, som enhver annen nordmann.

Nå ukependler jeg og bor på ukedagene i en leilighet på Tjuvholmen i Oslo. Når min kone og jeg bodde her uten barn i fire år, så bodde vi først i Vika og da fikk vi en forkjærlighet for byen. Så det var det jeg så etter når jeg skulle finne meg et sted og bo denne gangen. Jeg lette i hele området fra Sandvika, Skøyen, Fornebu til Majorstua/Frogner, men siden jeg er her alene på ukedagene var jeg opptatt av å bo sentralt. Så jeg reiste rundt og så på dagtid og senere på kveldstid, i åttetiden, det var da jeg skjønte at jeg måtte bo der jeg bor. Akkurat nå er det også en fantastisk årstid. Elsker at jeg får se sjøen både på jobb og når jeg er «hjemme». Man må på sett og vis bare finne ut av hva man trives med. Etter at jeg kom til Norge har jeg også kjøpt meg en Tesla, som enhver annen nordmann. Jeg fikk norsk fødselsnummer sist gang jeg bodde her så da har jeg også muligheten til å få de godene det medfører når man skal kjøpe elbil. Det setter jeg selvfølgelig stor pris på.

seg videre. Etter det var jeg i militæret, i marinen, og fortsatte der som reserveoffiser. Jobbet der paralellt med mine sivile studier. Der fikk jeg etterhvert en kapteinsgrad. Det holdt jeg på med i nesten seks år samtidig som jeg studerte. Jeg gikk på Handelshøyskolen i Gøteborg, der jeg tok IT og industriell økonomi. Min første jobb etter eksamen var som trainee i ABB. Da bodde vi i Västerås og jeg jobbet med powergrids, alltid med en vinkling på IT og digitalisering. Gjennom traineeperioden bodde jeg også på New Zealand, og det var da en av IT «boomene» kom samtidig som år 2000 problematikken kom på banen. På det tidspunktet fikk jeg spørsmål fra PWC i Oslo om og være med på å bygge opp tjenester rundt ERP i forbindelse med år 2000 problematikken. «Ja, vi flytter til Oslo» sa min kone med en gang, så flyttet vi hit, og bodde her som tidligere nevnt fra 1998-2002.


Da Remi og jeg startet dialogen rundt en rolle i DNV GL var det ikke noe tema for meg hvor det var. DNV GL er et utrolig interessant selskap som står for store transformasjoner og det er så mye bra mennesker. Når man får et kick av det så er det veldig spennende, og det gjorde selvsagt jeg.





NUMMER EN FOR MEG ER HAVET OG SJØEN, JEG ELSKER DET Jeg er så priviligert nå at jeg ser havet nesten til enhver tid. Det er viktig for meg. Jeg kan gå ned til havet og spise lunsj, jeg bor på Tjuvholmen ved havet og når jeg er hjemme i Gøteborg med familien ser jeg også havet. Derfor er det sikkert ikke noen overraskelse at jeg ikke bare elsker å se havet, jeg elsker også å seile og har båt i Gøteborg. Ellers er jeg veldig glad i sport. Både det å være med selv men også å se på. Jeg liker godt å gå på ski, både slalom og langrenn. Kan jo nevne at jeg har gått Vasaloppet åtte ganger. Det som er fint med å gå på ski er at jeg både får ladet batteriene og får utløp for eventuelle utfordinger og frustrasjoner. Er også veldig glad i å sykle og spille ishockey, eller det vi kaller «hockey-bockey». Når man jobber mye og er mye borte så er også selvsagt barna og familien høyt prioritert når jeg ikke er på jobb. Jeg er alltid med de på konkurranser og på kamper. De driver med forskjellige idretter, fotball, ridning og friidrett.

tiden skape noe nytt. Jeg har mitt kontor her på Høvik, men digitalisering kommer ikke ha sentrum her, det er ute hos kunden og i våre land det skjer. Jeg har vært i Singapore, Korea, Kina, London, Hamburg, Polen, Holland, Milan, Trondheim, Sverige, USA, på verft og besøkt kunder. Det som er viktig for meg er å tilbringe tid ute og prate med kunder og møte mine «peers» der. Jeg er også opptatt av å følge med på «startups» og andre deler av industien. Der er erfaringen min fra Assa Abloy fin å ha, der det var flere forretningsområder som samtidig skulle ha nye forretningsmodeller.

linger for meg. Jeg var også litt kjent med Veritas fra før gjennom min bakgrunn i forsvaret. Jeg elsker at det er et selskap med lange tradisjoner og et flott formål. En sak som jeg brenner for er at jeg alltid ønsker å drive ting fremover, jeg vil kjenne at man skaper en foranding som ikke ikke er temporær, dette er noe jeg brenner for både privat og i jobbsammenheng. Jeg er en veldig nysgjerrig person som alltid vil fremover, teste og lære nye ting. Men jeg må også si at med årene har jeg kanskje forandret meg litt på det. Familien er en viktig faktor. Når de nære og kjære blir eldre så blir det desto viktigere at de har det bra. Det er viktig for meg. Ellers er det viktig for meg å selv kunne ha det bra. For meg er det å kunne trene en viktig faktor for å kunne gjøre en bra jobb og for å kunne bidra på hjemmebane. Jeg ønsker hele tiden å gjøre det beste for å bringe oss videre.

«Alle områdene vi har, har sine utfordringer, men samtidig store muligheter.


I tillegg har jeg mye læring fra Volvo Cars. Der var det et stort fokus på verdikjede tekning i en svært kompleks teknisk prosess.

JEG STARTET HER 01.09.2018 Den rollen jeg har er ganske bred, i og med at jeg har både digitalt og transformasjon i min jobbtittel. Dersom det er digitale endringer som må gjøres, blir jeg Remis høyre hånd på det. Jeg jobber hele tiden i grenseland mellom teknologi og nye forretningsmuligheter. Jeg har to fokusområder; man kan bruke digital teknologi til å gjøre eksisterende tjenester bedre og tjene mer penger på det, samtidig er det den nye dimensjonen som er basert på det å hele tiden utvikle nye forretningsområder/tjenester. Jeg jobber egentlig ikke gjennom group, det viktigste fokuset er å få saker og ting til å skje. Være en støtte og samtidig utfordre våre forretningsområder, land, regioner etc. Det er ingen store multinasjonale organisasjoner som er enkle, hadde det vært det hadde det vært lett. Det er alltid komplisert, «by defualt». Men det som er spennende her er at vi jobber i ulike industrier med ulik logikk. I den sammenhengen er det viktig for meg å kunne være en fasilitator mellom våre forretningsområder. Jeg jobber mye med våre inkubatorer, det å ta ting til markedet og skape business, det er en av våre største utfordinger. Få det til å gi verdi for våre kunder og til å bli en integrert del av verdkskapningen også de neste 150 år, hele

DNV GL ER EN FANTASTISK TRIVELIG ORGANISAJON Grunnene til at jeg jobber her er, nummer en; DNV GL er en fantastisk trivelig organisajon. Det har vært lett å komme inn. Har blitt utrolig vennlig og genuint møtt her. Det er for meg et viktig parameter. Det handler også om hvordan man samles rundt «purpose» og det som handler om nøytralitet, det er mye sterkere enn jeg hadde forventet. Videre så liker jeg veldig godt dimensjonen rundt miljøtenkning, mennesker, «life and property». Det har kommet nærmere meg, jeg har jo til og med kjøpt elbil. I tillegg syns jeg det er en veldig spennende tid. Det at hver industri (BA) har sine utfordringer og at man må få til tverrfunksjonalitet og at vi i tilliegg har Digital Solutions som må jobbe på tvers, er både spennende og utfordrende. Alle områdene vi har, har sine utfordringer, men samtidig store muligheter. Samtidig skal vi også ta vare på 150 års historie.

Jeg vil gjerne oppsummere med at jeg føler meg utrolig priviligert som får jobbe i DNV GL med så mange kompetente, nysgjerrige og ikke minst hyggelige kollegaer. Så vil jeg benytte anledningen til å takke for engasjementet rundt Digital Tranformation Programme. Det har vært utrolig spennende å få være med på å rulle dette ut til alle ansatte. Så vil jeg benytte anledningen til å ønske alle en fin høst!

Så må jeg si at sjøen er en bonus, jeg går ofte ned bare for å ta bilde av sjøen. Med båter i «blodet» så kan jeg nå også jobbe relatert til shipping, det er jo fantastisk. For meg er det ikke bare «just anorther company», det har også emosjonelle kob-



HVO – The Nordic Model Today’s article is about a phenomenon known as the “Nordic model”. It is unique in a global context and is a result of the cooperation between the workers (through unions), the government and the employers. Common for the Nordic countries is an open economy and developed welfare state, where both the employees and the employers are organised.

§ 1. Gudsfrygt, Renlighed og Realidelighed er nødvendig i Arbejdet. § 2.

Aften Personalets Arbejdstid er nu reduceret til fra kl.0600 Morgen til kl. 0600 med sig iger beskjæft man at es forutsætt med Unntagelse av Søndage, hvor det ved Morgen hver Chef øverste vor af læst blive vil Bøn Sysler. tige gudsfryk Kontorets begyndelse.

§ 3.

Naar det er nødvendigt, kræves det at Personalet arbejder udover ovennev Arbejdstid.

§ 4.

Alle yngre Ansatte og Lærlinge maa møte 10 min. før bønnerne læses og maa være til Ledelsens Disposition ogsaa efter ordinær Arbejdstids Ophør.

§ 5.

er ikke Personalet bør ikke anvendeBeklædning i lyse Farver. Støvler og frakker gjøres Det t. installere blivet er nu Ovn en lenger.Nødvendig i Arbejdet, fordi hver Undtagelse for Halstørklæder og Hatte i særlig koldt Veir. Dessuten maa Dag. hver kul ansat i Vintermaanederne. Selv medbringe 4 pund

§ 6.

Det er forbud å snakke i Arbejdstide. Der gøres oppmerksom paa at en Ansats ryger Ærbarhed, Properhed og Ansvarsfølelse vil blive draget i Tvil dersom han politiske Cigarer, Drikker Alkohol af enhver Slags, spiller Billard eller deltager i




§ 7.

kl. 12.00. Personalet har Mulighed for at intage Forfriskninger mellom kl. 1.30 og Arbejdet maa imidlertid ikke afbrydes. Kunder, Ledelsen og Pressen maa behandles høfligt og med Respekt.

§ 8.

Tilfælde De Ansatte maa holde sig friske. Lønutbetalinger standses øjeblikkelig i mot Sykdom. Det anbefales at hver Ansat foretager Opsparing for å sikre sig en bliver ikke de at saaledes men, Sykdomsfravær og for at forebygge Alderdom et. Byrde for Samfund

§ 9.

af Det understrekes at Arbejdsreglementet betyder en vesentlig Forbedring de de Ansattes Arbejdsforhold. Det ventes derfor af de Ansatte en tilsvaren Forbedring i Udført Arbejdsmengde



For Norway it all started in the middle of the 18th century. Workers began to organise themselves in unions, working collectively to increase the welfare. This was a time with long hours, little or no safety net if something should happen to you as the breadwinner of the family and high number of accidents. The first unions where linked to education and trade – “Norges Farmaceutiske Forening” was founded already in 1858. It took almost 40 years before the unskilled became organised. The different unions started to cooperate, and the first coalition of unions dates to 1883. Also, the employer started to cooperate, and by 1900 the first employers’ association was established. This organisation of work life resulted in the first national tariff agreement in 1907. By organising work with central representation, common rules on how to organise work came about. This resulted in better working conditions and job security. The government ­contributed with regulations, the first version of the “labour protection law” came in 1892. The Nordic model evolved and consists of three parts: 1. The financial model; we need to ­create wealth to redistribute it, “jobs for all” is there for a priority. 2. The cooperative model, a unique cooperation between the employees, the employer and the government has resulted in a legal framework 3. The welfare: that we all are governed by the same safety net, the right to an education, to pension and to health care.

CRITICS Critics of the Nordic model emphasise that the very high taxes and a large public sector hinder creativity, innovation and growth. In addition, there is a ­concern that large public investments may be initiated more of political considerations for “buying voters” than where they can be used most effectively. Nevertheless, all the Nordic countries have a high international competitiveness, a high technological level, a high standard of living and employees who are of the most productive in the world - measured in value produced per hour of work.

SAFETY ORGANISATION AND AKAN Both the safety organisation and AKAN are “children” for the Nordic model and are initiatives to improve work life. The safety organisation emphasised on the work environment while AKANs focus is to prevent and handle issues related to alcohol, drugs, gaming and gambling. While the system of AMU and safety ­representatives are warranted in the work environment act, AKAN is an organisation owned by the government, LO and NHO.



Defined Contribution Pension Plan The Defined Contribution Pension Plan was introduced for persons employed or rehired on 01.01.2005 or later. In addition, already employed persons prior to 01.01.2005 got to choose if they wanted to change from the previous Defined Benefit Pension Plan.


WHAT IS DEFINED CONTRIBUTION PENSION PLAN? DNV GL has an agreement with Storebrand AS (external life insurance company) for a defined contribution pension plan with coverage for DNV GL employees in Norway.

From 01.01.2015 the annual deposit constitutes: 5% of salary between 0-7,1 G 15% of salary between 7,1 G and 12 G The maximum deposit an employer can provide is: 7% of salary between 0-7,1 G 25,1% between 7,1 G and 12 G

The funds below are currently available for DNV GL employees: • «Ekstra Forsiktig Pensjon» • «Forsiktig Pensjon» • «Balansert Pensjon» • «Offensiv Pensjon» • «Ekstra Offensiv Pensjon» • «Anbefalt Pensjon» The money is put in to each employee’s personal pension account • The default fund is «Anbefalt Pensjon». It is each and everyone’s choice if they want to change or combine different funds

30% 25% 20% 15% 10%





0 1 2 3 4 5 6 7 8 9 10 11 12

Her is an overview of the return for the different funds: Fond








2019 (april)

Storebrand Ekstra Forsiktig









Storebrand Forsiktig









Storebrand Balansert









Storebrand Offensiv









Storebrand Ekstra Offensiv









Kilde: Storebrand



Each employee can decide which fund to save their pension in. Each employee can decide payout period. −− minimum 10 years, −− minimum until 77 year of age −− payout can earliest start at 62 years WHAT CAN YOU DO WITH THE MONEY PUT IN TO YOUR PENSION ACCOUNT IN STOREBRAND? It is strongly recommended to take an active ownership of your pension account. Log on to your account and get familiar with the site and the different funds to choose from. It is easy to get an overview of the development of each fund. Choose the one (or combine more funds) you feel comfortable with. It is also recommended to re-check your funds against the other funds and

re-evaluate if you are investing in the optimal fund dependent on your age (number of years left to work), and risk profile. A lot of employees never check their own accounts. Please bear in mind that the return of your investment can be a large part of the total amount saved when it is time for retirement payout. We are currently working with the unions to see if we can increase the deposit done every month. A cross business check has been done and a recommendation for an increase has been raised to The Compensation Committee which is a subcommittee of the «Board of Directors». They will make recommendations to the Board regarding pension contributions.

Hopefully, the recommendation will be to increase the deposit. As pension is more and more on the agenda in the media, and we wish to attract young professionals, competitive pension rates should be an important part of the total compensation package. If you have questions regarding defined contribution pension, both Storebrand AS and we in the steering committee are available for question. CONTACT PERSONS: Arnfinn Hansen Christian Himberg



Ageism – is this a problem in DNV GL? – let us invite Generation Z to our workforce



Even though plenty of anti-discriminatory laws are in place, tackling ageism remains an issue. The workforce in DNV GL is getting older as we have not recruited new personnel for more or less three years. It is true that we urgently need the newest member like generation Z to the workforce to join us. Every generation approaches the workplace differently. Over the last decade there has been a large focus on understanding the work habits and attitudes of Millennials, it’s now time for a new generation to enter the fold. TEXT: NINA IVARSEN PHOTOS: ELIN EIKE WORREN

Generation Z, the group born after the Millennials, are entering their early adult years and starting their young careers. This generation is born between late 1990s and the early 2010s. What makes them different, and how will they approach things differently than past generations? GREAT RECESSION Generations are not homogenous groups, and the dates they start and stop vary depending on the source. In general, researchers draw generational lines according to pivotal events certain groups share. For example, baby boomers were defined by the Vietnam War and 1960s counterculture movement. Generation Z witnessed the recession of 2008 and the slow recovery that has followed. The oldest members of Generation Z were 11 when the housing market ­collapsed, and the U.S. spiraled into the worst economic downturn since the Great Depression. They watched their parents’ generation lose 45% of their net fortune in average during the recession. Not surprisingly, Gen Z has their

minds on their money. They’re more frugal than millennials, and they’re prepared to work hard to achieve financial stability. In a national survey, 77% of Gen Z currently earns their own spending money through freelance work, a part-time job, or an earned allowance. More than half (60%) in a study said they have their own savings account, and 57% in another survey said they preferred to save money instead of spending it. In yet another study, 20% said they want to avoid debt at all costs. Some researchers compare Gen Z to the Silent Generation, born between 1928 and 1945. Both groups tend to value family connections and be risk-averse, thrifty and optimistic, perhaps because they grew up during severe economic declines. HYPER-CONNECTED GENERATION Generation Z is the first group born after the internet was created, and they became teenagers during the age of mobile devices. Digital tools have always been integrated into their lives, and

their learning tools are available and on-demand. In a study, 51% of them said they learn best by doing. In another survey, most of the Gen Z (85%) said they had watched an online video ­during the past week to learn a new skill. Three-quarters of Gen Z say there are ways other than college to get a good education. (Keep this in mind when recruiting a Gen Z-er—while they may not have a traditional degree, they may have invaluable real-world experience.) Companies are eager to connect with Generation Z, who will be 40% of consumers by 2020. However, Gen Z isn’t as brand loyal as previous generations. Because they can easily research companies online and find customer reviews on nearly anything, they have access to more authentic information than previous generations. They rely on social media friends, instead of traditional advertising, to help them find products. Gen Z prefers open, unfiltered, two-way interactions with companies and saves their devotion for companies that are transparent and authentic.



For millennials, childhood was defined by experiencing the terrorist attacks on the morning of September 11, 2001. More than half (55%) of millennials say they were emotionally impacted by the day.



EQUALITY IS NON-NEGOTIABLE Many members of Generation Z grew up during the Obama years, and as such equality and diversity are important issues for them (just as they were during Obama’s presidency). In a study, 72% of Gen Z members said racial equality is the most important issue today, while 64% said gender equality and 48% said sexual orientation equality were the most important. More than one third (36%) of Gen Z members in another survey said equality is the most important cause they want their employers to support. And 60% said they’d support companies that take a stand on human rights, race, and sexual orientation. THE ANTI-MILLENNIALS? It may be tempting to lump Gen Z with millennials because they’re both diverse and digitally-savvy generations. But there are a few key ways in which millennials and Gen Z are very ­different. First, most millennials were raised by baby boomers, while most of Gen Z are the children of Gen-X parents. ­Secondly, their age experiences are drastically different. For millennials, childhood was defined by experiencing the terrorist attacks on the morning of September 11, 2001. More than half (55%) of millennials say they were emotionally impacted by the day. Some demographers theorize witnessing the tragic event made millennials more cautious, closer to their parents, and more likely to shelter their own children later. Even the oldest members of Gen Z are too young to remember S ­ eptember 11, 2001. Eventually, demographers may look back and see the Parkland High School shooting and “Me Too” as pivotal events for them as it has inspired organized marches and school walkouts among high school s­ tudents across the country. Relationships with technology vary a great deal between these two generations as well. Millennials were digital pioneers. They grew up with dial-up



Generation Z may be especially entrepreneurial. In a 2017 Gallup poll, 39% of students said they plan to start their own business someday, and 9% said they already own a business.



Learn More about Gen Z • Watch the TEDx video explaining Generation Z In this TEDx talk on Gen Z, Jason Dorsey shares new research and generational context™ to start the conversation about the new generation. The video has over 200,000 views! Watch the video at • 2017 State of Gen Z™ study with white papers and infographics In this 2017 national study comparing Gen Z and Millennials, The Center’s team un­ covered many unexpected findings specific to Gen Z and money, education, workforce, and more. Get the white paper, infographics, and watch the video at Gen-Z-2017. • 2016 State of Gen Z™ study with white papers and infographics In this 2016 national study investing Generation Z and Millennials, The Center’s team looked at the role of technology, politics, and social attitudes to get a frontline understanding of Gen Z as they emerge. Get the white paper, infographics, and watch the video at • Read the Washington Post featured story on Gen Z and The Center for Generational Kinetics The Washington Post sent a journalist and photographer to Austin, TX to observe The Center’s team in action while researching Gen Z. The piece became a feature story in the Washington Post, including photos with Gen Z. Read the story at Washington-Post. • How to tell where generations start and stop This is one of The Center’s most popular blog posts. Their experts explain how to tell where generations start and stop—and where they are more of a transition than a hard line. This answers many questions including the birth years for Millennials, Gen Z, Gen X, Baby Boomers, and Traditionalists. Click to read or share the popular article here:

internet and landlines and later adapted to smartphones. Gen Zers are digital natives who’ve always had mobile devices and Wi-Fi. Both generations are tech savvy and comfortable multitasking on various devices. However, Gen Zers may have learned from mistakes made by older digital pioneers. For instance, while most millennials favor Facebook, Gen Z is increasingly using Snapchat and Instagram as their favorite social apps because it offers them more control over sharing. Snapchat and Instagram Stories allow users to share photos or messages with only a discrete group of friends for a short time before the data disappears forever. GEN Z IN THE WORKPLACE Because they grew up during a recession, Gen Zers may be more motivated by financial stability and job security than

previous generations. Several studies and surveys show that members of all generations have similar values at work. For instance, workers universally appreciate good pay and benefits. However, Generation Z seems to put more value on mentorship than previous generations. In one survey, 33% of them said mentorship was the most important benefit a company could offer. Nearly one third (29%) said the factor that would keep them in a job for more than three years was an empowering work culture, while 28% most valued career growth opportunities.

No matter where they decide to work, Generation Z seems particularly eager to succeed. In a Berkeley study, 53% of Generation Z members valued success as the most important thing in life, compared to 46% of millennials, 35% of Generation X, and 31% of baby boomers. In another survey, most of the Gen Zers (88%) said they’d be willing to re­­ locate for the right career opportunity. Ironically, the generation who came of age during the era of texting, may prefer face-to-face communication in the workplace. In a survey, 72% of Generation Zers said they prefer in-person communication to instant messaging or video conferencing. WELCOME, GENERATION Z Pew Research Center, a nonpartisan fact tank that conducts generational research, cautions against using generational research to oversimplify differences between groups. Instead, they say it’s best to view generations as “a lens through which to understand societal change.” As we welcome Generation Z to the workplace this year, we’ll continue to learn more about them. Early glimpses suggest this diverse and digitally savvy generation may bring big changes to the workplace in the coming years.

Generation Z may be especially entrepreneurial. In a 2017 Gallup poll, 39% of students said they plan to start their own business someday, and 9% said they already own a business.



brought the whole national meeting with him.

Hans-Erik Skjæggerud and Vegard Einan.

Parat meeting During the summer, Vegard Einan has been given leave from the role as leader of Parat to work as Secretary of State for Anniken Hauglie. Unn Kristin Olsen has been appointed as leader and Anneli Nyberg has been appointed as deputy leader. During Parat’s national meeting in Bergen, Vegard Einan was elected as new leader and Unn Kristin Olsen was elected as new deputy leader. Einan thus moves up and takes over after Hans-Erik Skjæggerud, who has led Parat for the past ten years. The leader of Parat, Vegard Einan (41), is a cohabitant and has two children. Today they have settled in Jessheim in Akershus, but Einan is originally from Sørvær in Finnmark. He has a background as a cabin employee and an employee representative in SAS, in addition to studying Master of Management at BI. Parats Deputy leader, Unn Kristin Olsen (46), has two children aged 26 and 20. Olsen lives and comes from Bergen and is an educated economist. She works in the police, mainly in the field of civil justice. Olsen has held several positions centrally, locally and at


regional level in Parat. For the past six years, Unn Kristin Olsen has been the leader of Parat in the police. HERE ARE SOME OF THE ISSUES THAT WERE DECIDED AT THE NATIONAL MEETING Requirements for pension from the first krone Parat’s new leader, Vegard Einan, says pension is deferred salaries. – It will be unthinkable to demand that you earn at least NOK 100,000 before you are paid a pension. Today, it is so in private companies that you must earn NOK 96,000 before you receive pension benefits, says Einan. He says this is dramatic for those who earn the least and those with short contracts or a temporary contract. – This is the main theme in the negotiations between the Krf (Kristelig Folkeparti) and the government parties. It is therefore important that Parat’s national meeting gives Krf a clear message that this is a topic that is of great and decisive importance to many ­Norwegian workers, says Einan, who

CONVENTION ON VIOLENCE AND SEXUAL HARASSMENT Parat’s national meeting decided to work for Norway to be a country with a safe, organized and equal working life, to use its expertise as a driving force for an ILO convention on gender-based violence and sexual harassment in the workplace. Leader of Parat’s Gender Equality and Diversity Committee, Anneli Nyberg, presented a resolution to strengthen women’s protection against violence and harassment. – I am glad that Parat’s National Assembly so clearly endorsed the work against gender-based violence and sexual harassment in the workplace, she says. Nyberg says that as an employee in the aviation industry and with board positions in the International Transport Federation (ITF), she has all too often heard bad stories from real life. “This is precisely why it has been important for the Gender Equality and Diversity Committee to commit the whole of Parat in this work, and to accelerate the work on a new ILO convention that can set an international standard for protection against harassment,” she says. COMBINATION OF UNEMPLOYMENT BENEFIT AND EDUCATION Parat will work to make it easier to combine unemployment benefit and education, following a resolution presented by Parat Ung leader, Idar Gundersen. In 2017, a parliamentary majority asked the government to investigate “access to a greater degree to allow education, including education that gives credits while receiving unemployment benefits”, but little has happened. Social security is a right that you as an employee accumulate over time, but it is not allowed to combine social security and student loans. – Prepare for jobseekers to be re-trained and acquire new knowledge as a jobseeker. This is to ensure mobility and demand for expertise. Education can be a tool that counteracts unemployment, the basis for the national meeting resolution states.


Trygve Bergsland and Vetle Daler.

Parat24 takes the TV lead Weekly news magazine on Internet TV is Parat24’s new flagship – a tough journalistic initiative that is unique in the professional press and arouses great interest inside and outside Parat. The TV news in short form is supplemented with recesses on podcasts, and the goal is to reach a wide audience. The new editorial initiative Parat24 started in February but was developed throughout last year. It started with re­­ design of the website, while the weekly TV broadcasts premiered in mid-October, and will initially be broadcasted this year. The Parat24 website is today a modern news service, not unlike some other sector news (E24, Media24 and others). The key is regular updates, efficient angling and wide range of topics, in a mix of in-house production and NTB themes. – The goal in the future is to increase the production of our own material,

and we also have a desire for more digging journalism, says the editor Trygve Bergsland, who aims for an expanded audience. He says Parat24 should be for the members, but also wants to reach people outside the organization with workplace news. NEW TV OPPORTUNITIES The editor would have liked more feedback on Parat24’s media products. – But we think we’ve got OK response to the new video broadcasts. These are productions that would have been impossible for us a short time ago, but where youtubers and niche players have shown the way with new, cheap and very good technology, says Bergsland.

– The news broadcast will be ­ ublished towards the end of the week, p but will alternate between Wednesday, Thursday and Friday. Initially, there are short broadcasts of less than ten minutes, with a fairly fixed number of cases. In addition, Parat24 will also make “podcasts on video” – with longer studio discussions that go into depth on one or more topics, says Bergsland. Editor Trygve Bergsland and program director Vetle Daler during the recording of this week’s Parat24 TV news.

Parat24’s new weekly TV news is published on Vimeo and is spread on all its own websites, newsletters and social media.


© VEFF 01-2019. Front cover photo: iStock. Editor: Nina Ivarsen. Design and layout: Bodoni, 117268


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