VEFF Magazine 2 2023 by Veff

VEFF//23 VEFF – THE DNV EMPLOYEE ASSOCIATION VEFF MAGAZINE 2023

DNV Shanghai in China A Dynamic Hub for Professional Growth Building a strong professional network in Shanghai can open doors to new opportunities, partnerships, and career advancements.

DNV SHANGHAI OFFICE WITH MINI-FAIRS

MEET VENTURE DIRECTOR KAARE HELLE

DNV COUNCIL MEETS FOR THE 200TH TIME

I EDITORIAL I

The VEFF magazine is produced by employees in DNV and sponsored by VEFF union, which is a union for DNV employees.

Exploring the Vibrant City of Shanghai – A Journey of Cultural

Richness and Modern Marvels Shanghai, the largest city in China and a global financial hub, is a destination that captivates travelers with its unique blend of ancient traditions and modern marvels. NINA IVARSEN, CHAIR VEFF

The Board of Directors in DNV and members of the Executive Committee travelled to Shanghai in late august to meet with colleagues and customers of DNV. Having the Board meet in different regions where DNV is active is important to understand our global operations and local market conditions.

Starting with one ship surveyor in Xiamen in 1888, DNV today – 135 years later – has more than 1,000 employees in 20 cities serving a diverse range of customers. Being a board member, I find it interesting to meet colleagues and visit our DNV office in China. This magazine will give you some insight in our experience seen from the perpective of an employee elected member of the Board of directors. To mark our 135th anniversary, Executive Committee (EC) hosted a DNV Board reception for 150 customers and key stakeholders.

Nina Ivarse

n, Chair V

EFF

I CONTENTS I

EDITORIAL

8 Shanghai Port Yangshan terminal: Envision a renewable technology company

This article looks into the reasons why working or traveling to

10 Striking a balance between automation and human interaction will be crucial also for DNV – Our most recent robot for Maritime – EIAPP

Shanghai is an enriching experience, highlighting its cultural heritage, architectural wonders, culinary delights, and vibrant nightlife. Working for DNV in China is an experience in itself, and many of our top leaders have been expats or are locals with experience from

14 DNV Shanghai office with mini-fair

19 DNV Council meets for the 200th time

22 Roundtable Conversations at the Council Meeting

25 Global Employee Forum (GEF) meeting 2023

China and the culture of Asia.

30 Interview with Kaare Helle –

Let us look at the cultural heritage

Shanghai boasts a rich cultural heritage, evident in its historical landmarks and traditional neighborhoods. The iconic Yu Garden, dating back to the Ming Dynasty, offers a serene escape from the bustling city.

Venture Director VBIL Golf group in DNV

38 Salary negotiations 2024 and ”Dyrtid”

40 What is your superpower?

Its classical Chinese architecture, picturesque pavilions, and tranquil ponds make it a must-visit destina-

42 Defined Contribution Pension Scheme

Membership benefits

tion for history enthusiasts. We had a visit to the Yu Garden and our Chinees colleagues and Country Chair hosted a lovely dinner at one of the oldest tea houses in Yu Garden, the Huxinting Tea House. It was in 1855 this place was converted to a teahouse. It happened during the reign of the Qing Dynasty’s Emperor Xianfeng. Yu Garden was first built in 1559 during the Ming Dynasty by Pan Yunduan as a comfort for his father, the minister Pan En, in his old age. Pan Yunduan began the project after failing one of the imperial exams.

I EDITORIAL I

Shanghai is well known for its architectural marvels

Shanghai’s skyline is a testament to it’s rapid development and architectural prowess. The Bund, a waterfront promenade, highlights a stunning collection of colonial-era buildings, including the iconic Hotel Wanda Reign (where we stayed) Peace Hotel and the Customs House. Across the Huangpu River, the Pudong district dazzles with its futuristic skyscrapers, most notably the Oriental Pearl Tower and the Shanghai Tower, the second tallest building in the world (Shanghai Tower, 2021). We did have a delightful lunch at the restaurant at 120 floor and was taken on a guided tour to the top of the building. The rooms offer panoramic views of the iconic Bund and the Huangpu River, creating a mesmerizing backdrop.

Norbert Kray, Country Chair and Regional Manager, Maritime Region Greater China.

I EDITORIAL I

Meeting with colleagues from all business areas of DNV.

At the hotel I got the first experience with robotized room service, I will write about this in an article later. Culinary delights and at our fantastic DNV customer dinners Shanghai is a paradise for food lovers, offering a diverse range of culinary experiences. The city is well known for its delectable street food, such as xiaolongbao (soup dumplings), shengji-

anbao (pan-fried buns), and jianbing (Chinese crepes). For a more upscale dining experience, Shanghai boasts a plethora of Michelin-starred restaurants, serving both traditional Chinese cuisine and international flavors (The Michelin Guide, 2021). Together with customers we had the pleasure of dining at several restaurants with impressing servings. Traveling to Shanghai is a journey that combines cultural immersion, architectural wonders and culinary delights. From exploring historical landmarks to marveling at the futuristic skyline, Shanghai offers a unique blend of tradition and modernity.

I EDITORIAL I

Visit to Yn Garden, Huxinting Tea House.

Whether you are a history enthusiast, an architecture lover, a foodie, Shanghai has something to offer for travelers or people living and working in Shanghai. 6

Many thanks to our Chinees colleagues and Country Chair and Maritime Regional Manager for Greater China, Norbert Kray for the kind hospitality given to us all. Norbert Kray was selected to receive a prestigious award, the Shanghai Magnolia Award. Named after Shanghai’s city flower, the Magnolia Award was established by the Shanghai Municipal Government in 1989 to honor foreigners for their contributions to the city’s economic, social development and foreign exchanges.

I EDITORIAL I

Norbert Kray is our first foreign colleague in DNV to receive the Shanghai Magnolia Award. Also, a big thanks to Jin James Huang SVP, Strategic Business Development Director and Yuanyuan Jane Fang, Secretary to Regional Manager and Regional Office with their teams that facilitated an organized so many interesting events and visits. Per Askeland the GSS Regional Finance Manager, North Asia hosted a mini-fair at the Shanghai office. This was impressive and you will meet some of the presenters and colleagues in several articles in this magazine.

References: - Travel China Guide. (2021). Yu Garden. Retrieved from https://www.travelchinaguide.com/attraction/shanghai/yu_ garden.htm - Shanghai Tower. (2021). Retrieved from https://www. shanghaitower.com/en/ - The Michelin Guide. (2021). Shanghai. Retrieved from https://guide.michelin.com/en/shanghai - Lonely Planet. (2021).

A symbol of architectural excellence and sustainable design introduction The Shanghai Tower, located in the heart of China's bustling metropolis, stands as a testament to architectural innovation, sustainable design, and urban development. By examining the tower's achievements, we can gain insights into the future of sustainable skyscrapers and their impact on urban environments. Iconic Design and Structural Engineering The Shanghai Tower's design is a marvel of modern architecture. Soaring to a height of 632 meters, it is the second tallest building in the world (Council on Tall Buildings and Urban Habitat, 2021). The tower's unique spiral shape, inspired by traditional Chinese architecture, not only creates a visually striking silhouette but also enhances its structural stability. The outer curtain wall, composed of double-layered glass, provides insulation, and reduces energy consumption (Foster + Partners, n.d.). The Shanghai Tower is a pioneer in sustainable design, incorporating numerous environmentally friendly features. The tower's double-skin façade acts as a thermal barrier, reducing the need for excessive heating or cooling (Council on Tall Buildings and Urban Habitat, 2021). It also utilizes a rainwater harvesting system to collect and reuse water, minimizing its impact on the local water supply (Foster + Partners, n.d.). Additionally, the tower incorporates advanced energy-efficient technologies, such as LED lighting and smart building management systems, to optimize energy consumption.

As cities continue to grapple with the challenges of urbanization and environmental sustainability, the Shanghai Tower serves as a beacon of inspiration, demonstrating that skyscrapers can be both visually stunning and environmentally responsible. By embracing sustainable design principles and integrating mixed-use functions, future skyscrapers can contribute to the creation of livable, resilient, and sustainable urban environments.

References: - Council on Tall Buildings and Urban Habitat. (2021). Shanghai Tower. Retrieved from https://www.ctbuh.org/building/ shanghai-tower - Foster + Partners. (n.d.). Shanghai Tower. Retrieved from https://www.fosterandpartners.com/projects/ shanghai-tower/ Yu Garden

Shanghai Port Yangshan terminal Envision a renewable technology company At the board meeting in Shanghai, CEO and President Remi Eriksen had one group visiting the Shanghai Waigaoqiao Shipbuilding shipyard, where DNV experts were showing how we are supporting the construction of safer, smarter, and greener vessels, utilizing new fuels and technologies. TEXT: NINA IVARSEN The second group, where I participated, visited the impressive and automated Shanghai Port Yangshan terminal, where all was automated.

its impressive infrastructure, its impact on Shanghai's economy, and its contribution to China's maritime connectivity.

The third group visited Envision, a renewable technology company for wind turbines, energy storage systems and green hydrogen products – to whom we are providing a range of assurance services.

Significance and scale

This is what I learned visiting the Yangsan Terminal Shanghai Yangshan Terminal, located in Shanghai, is a state-of-the-art maritime facility that plays a crucial role in China's global trade network. When we visited the fully automated terminal, we got to explore the significance of Yangshan Terminal,

It is strategically positioned on the Yangshan Island in the Hangzhou Bay, approximately 32 kilometers southeast of downtown Shanghai. With a total area of 2.23 million square meters and a quay length of over 7 kilometers, it serves as a crucial gateway for China's maritime trade (Shanghai International Port Group, 2021). Impressive infrastructure The terminal's infrastructure is a marvel of engineering and technology. It features advanced automated systems, including automated stacking cranes, automated guided vehicles, and

Yangshan Terminal, officially known as Yangshan Deep Water Port, is the largest automated container terminal in the world.

remote-controlled operations. These innovations enable efficient cargo handling, reducing turnaround times and enhancing productivity. The terminal's deep-water berths can accommodate the world's largest container vessels, ensuring seamless connectivity to global shipping routes (Yangshan Port, 2021). Economic impact Yangshan Terminal has had a significant impact on Shanghai's economy and China's overall trade performance. Its strategic location and efficient operations have made Shanghai one of the world's busiest container ports. The terminal's capacity to handle large volumes of

Its impressive scale, advanced infrastructure, and economic impact make it a vital hub for international trade and a symbol of Shanghai's modernity.

As an integral part of China's "Maritime Silk Road," it facilitates the smooth flow of goods between China and countries along the BRI routes.

cargo has boosted trade flows, attracted multinational corporations and fostered economic growth in the region. It has also created employment opportunities and stimulated related industries, such as logistics and transportation.

Yangshan Terminal in Shanghai stands as a tes-

Contribution to Maritime connectivity

trade connectivity.

tament to China's commitment to modernizing its maritime infrastructure and fostering global

Yangshan Terminal plays a vital role in China's maritime connectivity and the Belt and Road Initiative (BRI). The terminal's advanced facilities and efficient operations enhance connectivity, enabling seamless trade links and strengthening China's position as a global trade leader.

As China continues to expand its global trade networks, Yangshan Terminal will remain a key player in facilitating seamless maritime connectivity and driving economic growth in the region.

References: Shanghai International Port Group. (2021). Yangshan Deep Water Port. Retrieved from http://www.portshanghai.com.cn/en/ - Yangshan Port. (2021). Introduction. Retrieved from http://www.yangshanport.cn/en/aboutus/introduction/

Striking a balance between automation and human interaction will be crucial also for DNV - our most recent robot for Maritime – EIAPP The Rise of Robots in the Hospitality Industry an impression from the Shanghai tour In recent years, the hospitality industry has witnessed a significant shift towards automation and integration of technology. One area where this transformation is particularly evident is in the replacement of room service personnel with robots. I experienced this when we had our DNV Board of directors meeting in Shanghai, at the hotel we stayed at in Shanghai for the first time. Also the Shanghai Port Yangshan terminal is fully automated.

TEXT: NINA IVARSEN

The experience of a robot serving as a human was my first real experience with physical AI at work. Efficiency and cost-effectiveness One of the primary reasons for the adoption of robots in room service is their ability to enhance efficiency and reduce costs. Robots can navigate through hotel corridors, deliver meals and amenities to guest rooms, and even collect used dishes or trays. By automating these tasks, hotels can streamline their operations, minimize human error, and optimize resource allocation. Additionally, robots do not require wages, benefits, or breaks, making them a cost-effective solution in the long run. We can

This article is an example of replacing humans with robots, and explores the reasons behind this trend, the advantages, and dis advantages of using robots.

Consistency and accuracy Robots are programmed to perform tasks with precision and consistency, ensuring a high level of accuracy in delivering room service. They can follow predefined routes, avoid obstacles, and deliver orders promptly, eliminating the possibility of human errors or delays. This reliability enhances guest satisfaction and helps maintain a positive reputation for the hotel.

Robots can be equipped with voice recognition technology, allowing guests to place orders or request services directly.

only imagine what it can do for DNV in the future. We must look at the fact that AI technology could and should enhance work processes and not replace workers.

For us, errors can be reduced in services rendered by AI. Then the delivery will become safer and more reliable. This is a positive trend. Enhanced guest and customers experience While some may argue that the personal touch of human interaction is lost with the introduction of robots, others believe that robots can enhance the guest experience in different ways. This instant and seamless communication can provide a unique and futuristic experience for guests, especially those who are tech-savvy (Birchall, 2019). For DNV serving customers all around the world, this can give opportunities to deliver more country specific experience by using local language and local cultural understanding of the situation to be solved or served on.

Limitations and challenges Despite the advantages, there are limitations and challenges associated with the use of robots in room service. Firstly, robots may lack the ability to handle complex guest requests or adapt to unexpected situations that require human judgment and problem-solving skills.

Additionally, technical malfunctions or breakdowns can disrupt service and require immediate attention

Impact on the hospitality industry and all other businesses

from maintenance per-

The integration of robots in room service reflects the ongoing digital transformation within the hospitality industry.

sonnel. Some guests may feel uncomfortable or unfamiliar with interacting with robots, leading to a potential decrease in customer satisfaction (Birchall, 2019).

These reflections must also be considered by us as a company.

Ultimately, the successful implementation of robots in room service can position hotels as innovative and technologically advanced, attracting tech-savvy guests and setting them ahead of competitors (Choi, 2019).

While it may lead to a reduction in certain job roles, it also opens new opportunities for employment in areas such as robot maintenance, programming, and guest support.

New bot used by approval automates issuance of air pollution certificates for DNV

“The robot's ability to work 24/7 has

With the introduction of the new bot, technical support staff and approval engineers can focus on solving technical inquiries and serving our clients better and faster. Order handling, approval of Nitrogen Oxide (NOx) Technical files, issuance of Engine International Air Pollution Prevention (EIAPP) Certificates and preparation of invoices are now automated.

significantly enhanced productivity

References: Birchall, J. (2019). The rise of the robots in hospitality. Financial Times. Retrieved from https://www.ft.com/content/0d8b0a0a-8f7a-11e9-a1c1-51bf8f989972 - Choi, C. Q. (2019). Robots are taking over room service. Forbes. Retrieved from https://www.forbes.com/sites/christinechoi/2019/07/02/robots-are-taking-over-room-service/?sh=2c3e3c4c2a8f New bot used by Approval automates issuance of air pollution certificates for DNV (sharepoint.com)

and competitiveness. We have reduced processing time from 30+ days to 1-2 working days. It has been a fantastic collaboration with the team in Hamburg, whose expertise and dedication played a vital role in the project's success.” says Kamil Dedynski, Robotic Process Automation Engineer. 13

DNV Shanghai office with mini-fair The Board of Directors were excited to visit our Shanghai office and meet so many of our enthusiastic and expert colleagues. TEXT: NINA IVARSEN “I am always so proud when I see the dedication of our colleagues, and I was particularly impressed with the cross-BA collaboration in Greater China, CEO and President Remi Eriksen”.

A highlight for us was the mini-fair at our DNV office, where all BAs, Veracity, GSS, and Group Research & Development held creative and engaging presentations where we learned about important projects in the region.

Mini-Fair presenting energy system

tification, as well as technology qualification and joint industry projects.

Presenter: Tu, Ying; Liang, Xiu Feng Leon; Gao, Yuqing Lorna; Wang, Yifu; Zheng, Jun Janet; Wu, Rui Chao Roger Tu, Ying presented renewables certification for offshore floating wind turbines, including component, type, and project cer-

Liang, Xiu Feng Leon presented NBMS’s maritime assurance for offshore HVDC platform transportation and installation, and their relationship with customer COSCO Heavy Transport. Gao, Yuqing Lorna presented DNV’s role in the Belt and Road (B&R) Initiative and the relationship with customer SPIC and their market reach in renewable projects, certification and advisory. Wang, Yifu presented energy storage supplier technical due diligence, including manufacturing facility inspection, site acceptance test, bankability reports. He also mentioned their strategic cooperation with customer CEEC etc. Zheng, Jun Janet presented the evolution of ISRS certification scheme and relationship with customer SINOPEC Zhenhai Refining & Chemical Company. Wu, Rui Chao Roger presented the product certification and their relationship with customer Orient Cable.

CEO and President Remi Eriksen at the mini-fair

Chen, Jiajun Micky from GSS is the person who song the Kun Opera, rap was by Ren, Tianyou Austin from GSS.

“In summer 2017 our CEO, Knut Ørbeck-Nilssen asked me whether I could take up the role as Regional Manager for Region Greater China. The best that could happen to me; China is a huge market and over the last years we have built up DNV to be the leading foreign class society in China. This year is our most successful year with a record order intake of 170 ships which equals to 12 million GT and a market share of 40%. I am proud of our growth strategy in China. Today more than 35% of all our newbuilding’s are coming from local owners and leasing houses”, said Country Chair Norbert Kray in an interview done by VEFF in 2021 (you can find the story at: veff.no). 14

Mini-Fair presenting Maritime Presenters: Zhu, Qingwen and Gu, Xiaoli Topics: FiS service, CMC automation project, Growth in China The Growth of Newbuildings in China’s Shipping Industry China’s shipping industry has experienced significant growth in recent years, driven by the country’s expanding economy and its position as a global trade hub. As a result, there has been a surge in the construction of newbuildings to support and accommodate the growing demands of the shipping industry. Economic Expansion China’s robust economic growth has led to increased domestic and international trade activities, necessitating the construction of newbuildings to facilitate shipping operations. The country’s rising middle class and growing consumer demand have further fueled the need for efficient logistics and distribution networks. The Chinese government has implemented policies and initiatives to promote the development of the shipping industry. These include financial incen-

DNV Chair of the Board of Directors, Fredrik Baksaas

tives, tax breaks, and streamlined regulatory processes, which encourage investment in newbuildings and infrastructure. China has been investing heavily in expanding and upgrading its ports and terminals to accommodate larger vessels and handle higher volumes of cargo. This requires the construction of newbuildings, such as container terminals, warehouses, and logistics centers, to support the efficient flow of goods.

Benefits of New Building Growth The construction of new buildings in the shipping industry improves the overall infrastructure, providing state-of-the-art facilities and equipment. This enables more efficient cargo handling, storage, and distribution, leading to reduced transit times and increased customer satisfaction.

Mini-Fair presenting GSS

We are also following up on our other “Digital-

Presenters: He Jun Rong John & Mou Yi Wei Ivy

ization and Automation” projects, where

Topics: GSS service highlights

MyGSS start to generate statistics from the op-

GSS (Global Shared Services) is a leading provider of customer support solutions, offering a wide range of services to businesses across all BA’s in DNV. With a focus on delivering excellence in customer service, GSS has established itself as a trusted partner for business areas seeking to enhance their customer experience.

erations and AppZen is in the initial phase of

GSS understands the importance of catering to customers’ preferences and offers multichannel support, including phone, email, live chat, and social media. This ensures that customers can reach out through their preferred communication channel, enhancing convenience and accessibility. 24/7 Availability Recognizing the global nature of business operations, GSS provides round-the-

implementation in Mainland China, Per Askeland Regional Support Coordinator. clock support, ensuring that customers can receive assistance at any time, regardless of their time zone. This commitment to availability helps businesses maintain a competitive edge and deliver exceptional service to their customers. GSS is a team of highly skilled and trained professionals who possess in-depth knowledge of the products or services they support. Through continuous training and development programs, GSS ensures that its support team stays up to date with the latest industry trends

and best practices, enabling them to provide accurate and efficient solutions to customer queries and issues. GSS is committed to continuous improvement and regularly solicits customer feedback to identify areas for improvement. By actively seeking input from customers, GSS can refine its processes, optimize service delivery, and exceed customer expectations. This dedication to improvement ensures that GSS remains at the forefront of customer support excellence.

Mini-Fair presenting SCPA Presenter: Zhao, Hui Vincent Topic: High-Speed Train Service in Greater China Railway service is one of the strategical businesses in DNV SCPA and Vincent gave insight of its future development in Greater China.

inauguration of the Beijing-Tianjin highspeed rail line in 2008, China has rapidly expanded its network, covering over 37,000 kilometers (22,990 miles) of track, making it the largest HSR network in the world. This expansion has significantly improved travel times and connectivity between major cities.

China’s high-speed rail (HSR) network stands as a testament to the country’s commitment to technological advancement and efficient transportation

China has not only focused on expanding its HSR network but has also prioritized technological advancements. The country has developed its own highspeed train technologies, such as the CRH series, which are known for their reliability, safety features, and comfort.

China’s HSR system has experienced remarkable development and expansion over the past two decades. Since the

The high-speed rail network has had a profound impact on China’s economy. It has facilitated the movement of goods,

services, and people, stimulating economic growth and regional development. HSR has reduced travel times between major cities, making it easier for businesses to connect and collaborate. Additionally, the construction and operation of HSR lines have created employment opportunities and boosted local economies. China’s HSR network has greatly improved regional connectivity, linking major cities and regions that were previously isolated. For instance, the Beijing-Guangzhou high-speed rail line connects the capital city in the north to Guangzhou in the south, covering approximately 2,298 kilometers (1,428 miles).

China’s trains have set world records in terms of speed, with the Fuxing (formerly known as Harmony) trains reaching a maximum speed of 350 kilometers per hour (217 miles per hour).

Mini-Fair presenting Business Assurance

tives to address environmental challenges.

Presenter: Zhang Yuan, Kate

Notable examples include the Environmental Protection Law, the Air Pollution Prevention and Control Law, and the Renewable Energy Law. These policies provide a legal foundation for environmental protection and set targets for pollution reduction and resource conservation.

Topic: Chinese Culture and How Chinese think about environment protection. China’s Approach to Environmental Protection China’s approach to environmental protection has undergone significant transformation in recent years. Recognizing the importance of sustainable development, the Chinese government has implemented various policies and initia-

The government has implemented strict emission standards for industries, enforced pollution control measures, and invested in pollution monitoring and treatment facilities. For instance,

China has established a comprehensive policy framework to guide its environmental protection efforts. The government has implemented laws and regulations aimed at reducing pollution, conserving resources, and promoting sustainable practices.

the “Blue Sky” campaign has targeted air pollution by reducing coal consumption, promoting clean energy sources, and improving industrial emissions control. These efforts have resulted in visible improvements in air quality in many cities across China.

China has taken significant steps to address its air, water, and soil pollution challenges.

Mini-Fair presenting DS & Veracity Presenters: Zhou Xiao Zhen Michelle from Veracity and Yu Jingyi from DS. Topic: “GREEN DIGITALIZATION”. DS showcased the software products, which contribute to different industries with DNV’s best engineering practice in Energy transition.

Veracity presented 3 business cases, COSCO data management Centre advisory, Emissions Connect and renewables data platform. Green digitalization, the integration of digital technologies into energy systems, has emerged as a powerful tool in accelerating the global energy transition towards a sustainable future.

They enable real-time monitoring and control of energy flows, allowing for better demand response management and the integration of distributed energy resources.

Green digitalization enables the development of smart grids, which optimize the generation, distribution, and consumption of electricity. Smart grids utilize advanced sensors, communication networks, and data analytics to enhance energy efficiency, grid reliability, and renewable energy integration. Digital technologies play a crucial role in forecasting renewable energy generation, such as solar and wind power. Accurate forecasting allows grid operators to optimize the integration of intermittent renewable energy sources, reducing the need for fossil fuel backup and enhancing grid stability. Advanced algorithms and machine learning techniques are employed to analyze historical data, weather patterns, and real-time measurements to improve the accuracy of renewable energy forecasts.

Mini-Fair presenting Accelerator Presenter

Topic: Belt & Road

Zhang Mingzhu

COSCO Shipping Port Construction Project

Sun Beini

Dajin Offshore Wind Farm Project

Ren Chao

Lusail Stadium Project

Lu Xiaobin

COOEC Tangshang LNG Project

Accelerator is developing well in China and many large projects is being a part of the Global portfolio of the business area led by the Chief Executive Officer, Liv Hovem.

Artificial Intelligence Research Center (AIRC) Presented by: Zhong Ning Chen Director of Artificial Intelligence Research Center The Artificial Intelligence Research Center (AIRC) was inspiring and organize an AI workshop for board members and top executives of DNV. The workshop aimed to delve into the impact of AI on DNV’s future operations and explore potential opportunities.

Before we attended this session, the board of directors and EC had a session with the Chief Digital & Development Officer Klas Bendrik and his team to learn more about AI. The discussions revolved around the current state of AI technology and its potential applications across various industries. The attendees also had the chance to learn about the latest breakthroughs in AI research center and interact with our researchers to discuss the potential implications for DNV’s business operations.

Chen, Jiajun Micky from GSS song the Kun Opera for the Board of Directors

Green Digitalization Xiao Zhen Michelle Group Leader of Delivery Management and Design China with colleagues who contribute to this joint mini-fair of DS & Veracity Yang, Yong Zhe Nicole, Liu, Yao Iris, Shen, Xin Gregory, Ji, Huili Jackie, Xie, Rong Yun Jasmine In China, energy transition is one key topic supported by government policy and ambition. Accordingly, it benefits our ROS business in Great China. The top 10 OEMs (Original Equipment Manufacturer) in China are all our customers, such as GOLDWIND and Envision. Besides ROS, we also have other software products, which also have very good sales performance here in China. They contribute to different industries with DNV’s best engineering practice.

The presentation room for green digitalization was in a camping style with environment friendly materials and the topic was “GREEN DIGITALIZATION”. 18

DNV Council meets for 200th time On 25 October, the Council of Stiftelsen Det Norske Veritas (The Foundation) which represents the highest governing body in DNV held its meeting number 200. This is a significant milestone in the journey of DNV. It has been 200 moments of collaboration, knowledge sharing and collective progress as these meetings have been a platform for counseling the board of directors for many years. In the Council meetings, the governing bodies of DNV give reports to which the Council provides its opinion and expertise. A council meeting for a foundation is a gathering where the board members and key stakeholders come together to discuss and make decisions regarding the foundation's operations, strategies, and initiatives. The meeting should have a well-defined agenda that outlines the topics to be discussed and the order in which they will be addressed. The agenda should be shared with participants in advance to allow them to prepare and contribute effectively. This is done in Stiftelsen and all council members are well prepared and participate in the meetings.

Chair of the Council and Nomination Committee by Rebecca Herlofsen

potential issues, and make informed decisions regarding resource allocation.

The council meeting is today chaired by Rebecca, first women to hold this position in Stiftelsen. The meeting opens with an update by the Chair of the Board of Directors in Stiftelsen, Fredrik Baksaas. Baksaas studied at the Norwegian Business School and IMD in Lausanne, and after graduating with a master in economy in 1979, he joined Det Norske Veritas, where he held several managerial positions until 1985.

The meeting should provide an opportunity for managers or project leads to present updates on the foundation's ongoing initiatives, including progress, challenges, and outcomes. This allows the council members to stay informed about the foundation's impact and make informed decisions regarding program continuation or adjustments.

The council meeting should include a review of the foundation's financial statements, budget, and any other relevant financial information. This allows the board members to assess the foundation's financial health, identify any

The council meeting should include discussions on the foundation's long-term goals, vision, and strategic direction. This may involve reviewing and updating the foundation's mission statement, setting strategic priorities, and identifying new areas of focus or opportunities for growth.

DNV celebrates a legacy of collaboration by dedicating solar panels to its council and Board members. Learn more about years of shared knowledge, progress, and the sustainable future the Council helped create. To commemorate this historical moment Group President & CEO Remi Eriksen and Chief Communication Officer Ulrike Haugen gifted each council member a picture featuring a solar panel dedicated to them on the headquarters' rooftop in Høvik.

Figure: Governance structure as per 1st March 2023

The council meeting should address matters related to governance and compliance, including reviewing and approving policies, ensuring adherence to legal and regulatory requirements, and discussing any governance-related issues or concerns.

The council meeting should provide updates on fundraising efforts, donation relations, and stewardship activities. This includes discussing fundraising strategies, reviewing donation engagement plans, and acknowledging and expressing gratitude for donation support. The council meeting should include discussions on evaluating the foundation's impact and assessing the effectiveness of its programs and initiatives. This may involve reviewing evaluation reports, discussing lessons learned, and identifying opportunities for improvement or innovation. The council meeting should provide a platform for board members to discuss and make decisions on various matters. It is important to ensure that all participants have an opportunity to express their views, and decisions should be made through a fair and transparent voting process or by acclamation.

Accurate and comprehensive minutes should be taken during the council meeting to document discussions, decisions, and action items. These minutes should be shared with participants after the meeting, along with any follow-up tasks or assignments. In conclusion, a council meeting for a foundation is a critical forum for board members and stakeholders to come together, discuss important matters, and make decisions that shape the foundation's operations and impact. The Council The Council was formed in 1864 when six Norwegian ship underwriters met to discuss the establishment of a Norwegian Class Society – “Det Norske Veritas”. The first Council meeting, or “Representantsskap”, as it was then called, was held in August 1864. In 1978, DNV was reorganized from an association into a self-owned foundation

as it exists today. The reorganization served as a direct continuation of DNV as it existed up until then but entailed that the “Representantskapet/Representative Assembly” changed its name to the “Rådet/Council”.

By following a well-structured agenda, address-

The Stiftelsen Det Norske Veritas Council ("the Council") has 45 members. It consists of representatives from industries and interests where DNV plays an important role. 19 of the Council's members are appointed by interest organizations for marine insurance, vessel owners, shipping, the energy industry, and the Confederation of Norwegian Enterprises.

tribute to the foundation's success and

The Council itself elects 19 members. The final 7 members of the Council are elected by and amongst the DNV Employees, Globally. DNV and the Board derive legitimacy specifically through stakeholders' participation in the Council, and this is also a way to commemorate the origins of DNV from 1864 when industry players came

ing key topics, and fostering open and collaborative discussions, the council meeting can coneffectiveness in achieving its mission. together to address the need for a company like DNV. The Council’s main function is to supervise the Board’s management of Stiftelsen Det Norske Veritas, to elect the members of the Board of Directors, the 19 Council elected Council members and the members of the Council Committees (the Council Elections). The Council also determines their remuneration, to approve amendments to the Statutes of Stiftelsen Det Norske Veritas, to appoint the external auditor, and to state its opinion on the Board’s annual

report and financial statements. The Council assigns a Nomination Committee which nominates candidates to the Board elections. The Control Committee also assigned by the Council supervises the Board of Directors on behalf of the Council. The Board of Directors The Board of Directors of Stiftelsen Det Norske Veritas and DNV AS consists of 11 members since June 2022. Seven of these have been elected by the Council, while four have been elected by and amongst the DNV employees worldwide.

Roundtable Conversations at the Council Meeting Stiftelsen Det Norske Veritas At the Council meeting this year we had focus on two important topics, critical infrastructure and biodiversity and loss of nature including the risks associated with these topics related to people, society, and the business environment. TEXT: NINA IVARSEN Critical Infrastructure Escalation of risks stems from the increasing dependence of digitalization including emerging technologies such as IOT and AI, the sophistication of threat actors as well as environmental factors and geopolitical tensions. Critical infrastructure systems are interdependent, hence, the potential for systemic failures and widespread disruptions increases further reinforcing the need for robust

infrastructure risk management and assurance”. Critical infrastructure interconnectivity and technology play a crucial role in our modern society. As our world becomes increasingly interconnected and reliant on technology, the security and resilience of critical infrastructure systems are of vital importance.

Critical infrastructure refers to the essential systems and assets that are vital for the functioning of a society, including energy, transportation, telecommunications, water, and healthcare systems, among others. These systems are interconnected, meaning that disruptions in one sector can have cascading effects on others.

In an increasingly interconnected and technologically advanced world we are more dependent on critical infrastructure than before. The associated risks escalate, and with that, the need of robust strategies to mitigate them. Critical infrastructure encompasses both physical and digital systems and assets, supporting the vital functioning of our society and economy. These include power grids, transportation networks, water supply systems, financial institutions, and the digital infrastructure that underpins our communication and data storage needs.

Council meeting number 200 in 2023

A cyberattack on a power grid can lead to disruptions in transportation and communication networks, impacting the overall functioning of a region or even a country.

Technology plays a pivotal role in enhancing the interconnectivity of critical infrastructure systems. Advancements in information and communication technology (ICT) have enabled the integration and coordination of various infrastructure sectors, leading to improved efficiency and effectiveness. For instance, smart grids utilize advanced sensors, communication networks, and data analytics to optimize energy distribution, monitor consumption patterns, and enhance grid resilience. Furthermore, technology facilitates realtime monitoring and control of critical infrastructure systems, allowing for early detection of anomalies, rapid response to incidents, and proactive maintenance.

For example, the use of sensors and data analytics in transportation systems can help identify potential failures or congestion points, enabling authorities to take preventive measures and optimize traffic flow. Biodiversity and loss of nature An Introduction to the topic was given by Professor Dag O. Hessen, Professor of Biology, University of Oslo, and chair of the Centre for Biogeochemistry in the Anthropocene (CBA). Biodiversity, the variety of life on Earth, is essential for the functioning of ecosystems and the well-being of humanity. However, the loss of nature and the decline in biodiversity have become pressing global issues.

Biodiversity, the variety of life on earth, has always played a critical role in sustaining ecosystems and supporting human well-being. However, in the next 5 to 10 years, the importance of biodiversity and avoiding loss of nature will become even more pronounced due to climate change and results of excessive use of nature, while we at the same time need to provide reliable energy and secure sufficient protein to a growing population. 23

For instance, diverse ecosystems contribute to clean air and water, regulate climate, pollinate crops, control pests, and provide food, medicine, and raw materials. Biodiversity also has intrinsic value, as each species has a unique role and contributes to the overall complexity and resilience of ecosystems. Biodiversity encompasses the diversity of species, ecosystems, and genetic variation within species. It provides numerous ecosystem services that are vital for human survival and well-being.

extreme weather events. The loss of keystone species, which have a disproportionate impact on their ecosystems, can lead to cascading effects and the collapse of entire ecosystems.

However, human activities have led to a rapid loss of biodiversity at an alarming rate. Habitat destruction, primarily driven by land-use change, is one of the most significant contributors to biodiversity loss. Deforestation, urbanization, and the conversion of natural habitats for agriculture and infrastructure development have resulted in the fragmentation and degradation of ecosystems, leading to the loss of species and their habitats.

To address the loss of biodiversity, concerted efforts are needed at local, national, and global levels. Conservation and restoration of habitats are crucial to protect and enhance biodiversity. This includes establishing protected areas, implementing sustainable land-use practices, and promoting reforestation and habitat connectivity.

Other factors contributing to biodiversity loss include overexploitation of natural resources, pollution, invasive species, and climate change. Overfishing, illegal wildlife trade, and unsustainable logging practices are examples of activities that directly impact species populations and disrupt ecosystems. Pollution, such as chemical runoff and air pollution, can degrade habitats and harm species. Invasive species, introduced by human activities, can outcompete native species and disrupt ecological balance. Climate change, caused by greenhouse gas emissions, alters habitats, and affects the distribution and behavior of species. The loss of biodiversity has far-reaching consequences for both ecosystems and human well-being. Ecosystems become less resilient and more susceptible to disturbances, such as disease outbreaks and

Additionally, efforts to combat illegal wildlife trade, regulate fishing practices, and promote sustainable agriculture are essential to reduce direct threats to species and ecosystems. Education and awareness play a vital role in fostering a sense of stewardship and promoting sustainable practices. By raising awareness about the value of biodiversity and the consequences of its loss, individuals and communities can make informed choices and support conservation efforts. Furthermore, international cooperation and policy frameworks, such as the Convention on Biological Diversity, provide a platform for

By recognizing the value of biodiversity and taking collective action, we can ensure the preservation of Earth's rich natural heritage for future generations. collaboration and the development of strategies to halt biodiversity loss. In conclusion, biodiversity loss is a critical global issue with significant implications for ecosystems and human well-being. The loss of nature and the decline in biodiversity are primarily driven by human activities, but they can be addressed through conservation measures, sustainable practices, and international cooperation.

Furthermore, the loss of biodiversity threatens food security, as it reduces the resilience of agricultural systems and limits the availability of diverse and nutritious crops.

I GEF MEETING I

Global Employee Forum (GEF) meeting 2023 At Høvik, Norway 18th October and 19th October 2023 TEXT: NINA IVARSEN This year's global employee forum GEF meeting was held at Høvik offices I Norway on October 18th and 19th. We started the day out on the 18th with a joint session between the America employee Forum, GEF and management. The director of group research and development Astrid H. Rusås Kristoffersen gave a presentation of the different programs in DNV Research and where she had her research centres.

She emphasized the importance of longterm research initiatives and the fact that these may lead DNV in quite different direc-

Gotteberg the Group CPO officer, Kari Ekvall that supports GEF, and Nina Ivarsen as the Chair of GEF. Gro gave an update of DNV Group KPI and Q3, and it's very good to see how the career model is really going strong and that we now have in two new tracks that will be introduced in 2024. The two new carer tracks are IT/Software and BD/Sales. These two new tracks will be implemented in the new year, and it will slowly, but surely, also probably implement the rest of the project that has been running as a pilot in 2023. Gro also did an update on the people strategy 2021 to 2025. It goes very well, and all these scores that measure us as benchmarks are high and improving in all business areas. The employee branding roll-out and onboarding project was presented by Employer Branding roll-out and

tions than what we envision today. Astrid focused on the following programs: Digital Assurance, Sustainable food and supply chains, continued decarbonization of the Maritime industry, and Healthcare. Sverre Alvik, the Programme Director Energy Transition Outlook (ETO) gave a good and interesting presentation on the latest publication of the energy transition outlook. Thursday the 19th was the official meeting with representatives of GEF and Gro

Onboarding - Sarah Lenton, HR Specialist (EB), Anna Kesy, HR Principal. They gave a status on how the project is going for the employee branding, “That you are in the heart of it”. These topics are directly affecting all of us and there were naturally questions as well as experiences shared both in relation to onboarding of new hires as well as “onboarding” of colleagues who move units or countries. The Employer Branding roll-out was literally happening as the meeting was taking place, and the availability of country and business area tailored material is being developed and shared via DNV Brand Central. A new external Oracle Recruiting Cloud application are launched now in 2023. AI and the future plans were presented by Klas M. Bendrik. He is the Chief Digital and Development Officer. AI will be an important tool and service generator in DNV, when used right. Klas provided a lot of updated related to the AI area and mentioned that for DNV AI is not

IT and software track will be very important now that we get the company NIXU on board with more than 450 specialists in cyber security. The other new track is key account managers, and we know it is important for the salesforce that they will recognise themselves in their new tracks.

I GEF MEETING I

only the future, but colleagues are already involved in around 150 AI related projects and initiatives. He highlighted the fact that there is a sizable AI team located in Shanghai and provided input from the recent Board of Directors visit to China. One specific mentioning was related to how digital assurance may expand our work and opportunities related to AI-enabled systems within robotics. Collaboration in DNV – across business areas and units project lead by Amit Mital. The across business areas units project is very important and will show to how different business areas can work together and what kind of synergy affects you get out of the sales and markets. The scope of this important “lighthouse” project has been under development for a while, so Amit focused on what are the aspects that are currently being investigated across BA’s and units, applications, and processes to try to facilitate a higher degree of collaboration within DNV. This project will also impact KPI developments to be able to measure and encourage further initiatives in this area. Financial update and resilience with some highlights were given by Hui Feng, Head of Group Performance management in the panel discussion. We also met Fenna van der Merwe, Head of

GEF meeting in Høvik with Gro Gotteberg and Klas Bendik

Group Safety and Resilience. Safety and resilient is important to DNV and her report show that there are not many accidents in DNV, but we all need to constantly work on safety. When it comes to resilience, stress and burn out this are

important to handle as well at the wellbeing of employee’s mental health. In the end of the meeting, we had a good discussion to wrap up two days with interesting meeting among GEF members and Management.

PRESENTATION BY DIRECTOR OF GROUP RESEARCH AND DEVELOPMENT – ASTRID H. RUSÅS KRISTOFFERSEN, ACCOMPANIED BY PROGRAMME DIRECTOR SVERRE ALVIK (ETO)

In the fall we did launching the 2023 edition of DNV’s Energy Transition Outlook, our annual forecast of the most likely energy future through to 2050.

Big decarbonization policy packages rolled out

DNV claims that the global energy transition is still in the starting blocks. The transition has started in some regions, but since 2017, renewables have met

charging the transition in some regions and

in the past year are making an impact – supernudging it forward globally.

I GEF MEETING I

only half of NEW energy demand worldwide. In absolute terms, fossil fuel use is still growing, and global energy-related emissions are only likely to peak in 2024 said Sverre Alvik in his presentation to GEF. Geopolitical developments in the past 18 months, with the disruption of energy supplies and price shocks for energy importers, have brought energy security to the top of the agenda. This is bringing notable changes to the energy transition at regional level. This year we are forecasting a slightly higher share for non-fossil sources in the 2050 energy mix compared with our forecast a year ago. Transmission and distribution grid constraints are emerging as the key bottleneck for the near-tomid-term expansion of renewables.

Global emissions will not fall fast or far enough for a net-zero energy system by 2050. This means that limiting global warming to 1.5°C is less likely than ever. Hydrogen – hope or hype? Hydrogen has emerged as a promising alternative energy source with the potential to address various environmental and energy challenges. However, it is essential to critically examine the current state of hydrogen technology and its viability as a widespread energy solution. Hydrogen is the most abundant element in the universe and can be produced from a variety of sources, including fossil fuels, biomass, and renewable energy. It can be used as a fuel for transportation, electricity generation, and industrial processes, with the main advantage being its

ability to produce energy without emitting greenhouse gases or pollutants. When hydrogen is used in fuel cells, it combines with oxygen to generate electricity, with water being the only byproduct. One of the key advantages of hydrogen is its versatility. It can be stored and transported easily, making it a potential solution for energy storage, which is crucial for the integration of intermittent renewable energy sources like solar and wind power. Currently, most hydrogen is produced from fossil fuels, primarily natural gas, through a process called steam methane reforming. This method releases carbon dioxide as a byproduct, which undermines the environmental benefits of hydrogen. Producing hydrogen from renewable sources, such as electrolysis powered by renewable electricity, is more sustainable but still relatively expensive. Another challenge is the infrastructure required for hydrogen production, storage, and distribution. Building a hydrogen infrastructure network, including hydrogen refueling stations and pipelines, is a significant undertaking that requires substantial investment. Additionally, hydrogen has a lower energy density compared to fossil fuels, which means larger storage and transportation systems are needed. Safety is another concern associated with hydrogen. While hydrogen itself is not inherently dangerous, it is highly flammable and requires careful handling and storage. Safety measures and regulations

Astrid Rusås Kristoffersen – Group Director Research & Development

need to be in place to ensure the safe use and transportation of hydrogen. Despite these challenges, significant progress has been made in hydrogen technology, and various countries and industries are investing in its development. Governments are implementing policies and incentives to promote the use of hydrogen, and research and development efforts are focused on improving the efficiency and reducing the costs of hydrogen production and storage technologies.

Hydrogen can also be used in sectors that are challenging to decarbonize, such as heavy-duty transportation and industrial processes. However, there are several challenges associated with hydrogen that need to be addressed for it to become a widespread energy solution. One significant challenge is the cost of production.

I GEF MEETING I

CAREER MODEL – STATUS AND NEXT STEPS & UPDATES ON PEOPLE STRATEGY TOPICS FOR 2021-2025 The strategic Career Framework project has been paused and will not be implemented for 2024. For 2024, the existing Career Model is planned to be expanded by two new tracks, providing the opportunity for a better match between the expectations and the work performed. Establishing the two new tracks, IT/ Software and Sales/BD. Relevant employees will be identified and will be moved from the existing tracks after process with managers and employees.

EMPLOYER BRANDING ROLL-OUT, ONBOARDING, AND ACTIVE LISTENING PRESENTERS: SARAH LENTON, HR SPECIALIST (EB), ANNA KESY, HR PRINCIPAL, AND MAGDA IRZYLOWSKA, EMPL. EXPERIENCE CONSULTANT The new employee branding is now rolling out in order to achieve a broader improvement on talent acquisition. Its purpose is alto to support our DNV growth strategy, and we expect to recruit many new employees in the upcoming months and years. DNV are doing this in challenging times, in a competitive market. To achieve our goals in recruiting, we need to professionalize our internal processes. As a company, we are currently running several projects and initiatives to improve the way we attract, recruit, pre-board, onboard and retain new hires.

dow into life at DNV, benefiting the entire organization in all countries. Living up to our claim to digital innovation from the earliest candidate interactions. Separate subdomain site operating on a SaaS platform that serves content to users based on their job search parameters. Job adverts are now surrounded by relevant content such as location, Business Area, specialism so candidates get a feel for our business while accessing the information they need. All careers traffic flows through this new environment, maximizing ‘cross-pollination’ of candidates.

Why do we need a new careers site?

Pre- & Onboarding One DNV way of onboarding new joiners defined and executed globally:

The new corer sights allow us to invest in digital marketing with confidence. A modern, smooth candidate experience, reflective of our employer brand, a win-

• Consistent hiring manager ‘s engagement in pre and onboarding

activities, including buddy ✓ Seamless and automated end-to-end process (GSS Onboarding Automation project) • Onboarding journey for new joiners • Welcome Site pilot (with a strong focus on pre boarding) • New Welcome to DNV virtual sessions (former We in DNV) available • Onboarding global mandatory learning path established in My Learning • Local onboarding blueprint proposal ready.

I GEF MEETING I

Strengthening the recognition and appreciation culture by:

Representatives in GEF

• Enabling different ways of recognition with a focus on peer-to-peer

The GEF representatives come from the following regions & countries:

• Equipping leaders with skills and resources to recognize effectively • Intranet landing page with simple tools • Recognition ‚, Thank You’’ cards reflecting our EVP • Roll out of promotion and educational materials • Recognition experience exchange sessions for leaders.

AmEF: Brian Walz - US AmEF: Adriana Chamu Muñoz - Mexico AsEF: Jong Chun Kim – Republic of (South) Korea AsEF: Xin Yun Charles Li – China AsEF: Jerome Foo – Singapore EWC: Adam Niklewski – Poland EWC: Thomas Reimer - Germany (deputy for Jens-Dieter Schneider) EWC: Grethe Valdø – Norway (deputy for Noemí Corbatón)

Alumni Community to increase the available talent pool by:

NEF: Nina Ivarsen – Norway and Chair of GEF

• Staying connected with former employees who effectively can become Boomerang employees.

Americas Employee Forum (AmEF) includes south Saharan Africa countries.

• Quarterly newsletter • Stories of Boomerang employees on Career Site • Enhanced communication and interaction options will be BA-driven.

Asia Employee Forum (AsEF) includes Australia & NZ, MEI and northern African countries. European Works Council (EWC) includes all European Economic Area countries and the UK. Norway Employee Forum (NEF) includes all unions in Norway.

GEF meeting with Astrid Rusås Kristoffersen and Sverre Alvik

Interview with Kaare Helle

– VENTURE DIRECTOR TEXT: LIN B. KARSTEN Please tell us a few words about yourself. I am 47 years old and live at Smestad at Skøyen with my wife and two children aged 9 and 12. Grew up in Bærum in Løkenhavna. Growing up, I spent a lot of time in Veritasparken swimming, water skiing from the pier (although we knew it was not allowed) and playing volleyball. In high school, I attended the music program with saxophone as my main instrument. I was never more than "decent" at playing the saxophone, so I understood that music would be an uphill battle as a profession for me. From an early age, I loved to fix things. I took my walkman apart and tried to reassemble it (no more music for Kaare). Later, I worked at my bike and moped, and helped my parents build stuff at our summer house. Eventually, I decided I wanted to become an engineer. Since I had not chosen the typical science subjects in high school, I had to take the classes I needed as a private student. Following that, I moved to Trondheim and started at NTNU. This meant that I had a bit of a thin specialization in thermodynamics, so when I was writing my master's thesis, I was recommended to take a summer job at the institute in NTNU. I worked on a project and ended up writing my master's thesis

The 4th year I had an eventful year and a lot of fun as an exchange student at the University of Glasgow. By chance, I took some courses that weren't engineering oriented (finance for example), but as luck made it, they are quite relevant in my current role.

Kaare Helle, Ventrure Director, DNV Ventures

on that topic. During my studies, I also had summer jobs in DNV, both at the print shop and in the kiosk. This was great experience, and I enjoy still meeting some of my colleagues from back then here at Høvik. What do you do when you’re off work? I spend a lot of my spare time engaged in my children's activities. They attend choirs, the school band, football, theater and skiing during winter. I am therefore involved in both flea markets, as football coach (with very little football skills myself), and in the board of the ski club called Ullr. This is a free ski club with focus on the fun and enjoying skiing, without the competitive element.

“Bump and jump” and “Smiles per miles” is our catch phrases. In addition, I have also always been involved in VBIL and am a kind of internal founder of the windsurf group here. We have now teamed up with the kite group and formed a wind sport group in VBIL. My family also have a cabin in Farsund, where my wife comes from. We spend as much time as possible there.

It was also there I got hooked on windsurfing together with my brother-in-law, DNV employee Erlend Moe.

Kaare with his family using the DNV cabins at Sangefjell.

I had a lot of experience with JIPs (Joint Industry Projects), could I now work with innovation? As for VBIL, I was the chair of the sailing group several years ago and am today a board member of the Alpine group. Another thing I love doing is playing the piano. I'm happy to sit and "strum" if I have time to spare. I would say I am completely mediocre, but I really enjoy it. The change from saxophone to piano probably came after a break-in in our storage facility a few years ago where the saxophone was stolen, and I asked myself whether I would spend so much money to buy a new one. The conclusion was no, it was anyway full of dust

and had not been used for quite some time. Your role in DNV? I started my career in DNV working with Technology Qualification and CCS (carbon capture storage) and was an early joiner in the team that built several of our Recommended Practices and current services in this sector. A truly learningful and joyful experience. In 2014, many CCS projects were generally halted due to government decisions and lack of funding. At that time, I was working in a department with 14-15 people who were

2018 was probably the most exciting and educational year I ever had. We had full speed on a concept that we believed strongly in, got people involved and ran the initiative as a real start-up. suddenly more or less out of work and I had to reconsider my future. It turned out that way and I started doing this in 2014. During the previous strategy period, I led several innovation projects. At that time, I probably had a somewhat naïve approach to how easy this was going to be. All pieces of the puzzle were in place, strong domain knowledge, access to customers, strong brand and digital skills. However, we ran a few projects and none of them were as successful as I intended. We lacked one key component of the puzzle, we needed much more insights to our customers future behavior, and to develop purely new digital services. Even after reading all of the innovation books I could think of, and running the initiative in the correct way, we over estimated the customers need. When 2019 came, we understood that we need more ideas for DNV to work with. We have many good ones, but the likelihood to bring them to success is still very slim.

I got help from some other key people in DNV and took the initiative to set up DNV Ventures, a tool to accelerate digital innovation in DNV, by investing and partnering with startups. Windsurfing at Lista together with the VBIL Windsport group.

The next few months I spent time organizing the practicalities and launched 1

Catching the Cardinal of the sea.

March 2020. It was then 12 days in "free flight" before it was straight to home office and partial layoffs due to Covid.

where we now have a limit on how much we can invest. All investments must have a strategic foundation.

In retrospect, I wonder whether it was not such a bad idea that I got a break. In 2020, the plan was to make more investments. However, we only made one. We spent the fall in 2020 building momentum. In 2021, we got a renewed mandate

We have also found challenges in the accessibility of the business areas in DNV or with taking them to the next step. One project might have a positive investment potential, however, internally in DNV, finding funding is challenging.”

Start-ups outside of DNV have no speed limit, they must deliver commercial success in order to convince investor to fund their future journey, or they die. This is not always the case for large corporates like us in DNV. We can carry-on an innovation project for much longer, without getting the same signals from market. Then we are maybe carrying on in funding an initiative on just corporate

We now have invested in 10 companies and one fund, all with a clear thought and plan for what makes them valuable to us and we to them. We are now starting to see some of the strategic values being realized, and I find great joy and pride when DNV launch new digital services together with “our” startups.

belief, as I did in 2018. On the other hand, when we have a great idea, and we do have quite a few, we are not governing/investing in them in the same way as how the external startups are driven. All though it is difficult, I believe we can improve how we bring new digital services to success for DNV, by using similar investment practices as the external startups are doing. I am in the position I am now because I both have internal experience and know what is going on externally. We have an enormous amount of experts in DNV and we need to figure out how to bring this expertise and our purpose to market in different ways. If we can do this, we'll have a lot more impact. We should seek to be farsighted and to allow the external response to correct progress. If a company has a revenue of 10 million in 2021 and 30 million in 2022, it is easy to see what we should do, and if it is the opposite. We have the willingness to invest, we just have to get it into the organizational structure.

It's also a completely different external exposure as well as I really believe in our purpose. I know that DNV is part of making a difference in the world. It is a truly unique company. I love all the super-geeks in DNV.

We need to ask ourselves how we can use the investment capacity we have better and more precisely than we have done so far. We are good innovators in what we do. We are good at adopting new technology, but not always at seeing how it should be done.

A few weeks ago, it was announced that we are establishing a new IBU, DNV Ventures. This IBU is mandated to invest in both external start-ups and internal DNV start-ins in collaboration with the different business areas. The IBU will be governed by an investment committee consisting of DNV stakeholders and external members to leverage the synergies between internal and external investment. I am really looking forward to heading this new IBU.

DNV, and what it's like working here? I personally think I have a fantastic job, maybe the best I’ve ever had. So, when someone occasionally calls and wants me to change job, that's out of the question. I have had so many exciting jobs here and have felt very lucky. You spend one third of your life at work and then it should be enjoyable. You will always find someone with a PhD in an interesting topic. Field of expertise

is something I find exciting, and as I have now removed myself from it quite a bit, I sometimes miss it. One thing you may not always see or think about is all the opportunities that we have in DNV. These are things that cannot be put a value on too. But I think this also helps build DNV as a brand. We have a lot of intangible values, and just the fact that they are there is a good thing. I think it is important to hit on social benefits.

I’m passionate about climate change and that technology can solve it. I’m about innovation and how it can build new value for society and DNV. I’m passionate about skiing and spending time on water, either in a boat, sailboat or on a board.

VBIL Golf group in DNV The DNV VBIL Golf group has a long history. Throughout the years the group has been involved in different activities like participation in local golf series, green-card courses, and trips to Sweden in the spring to kick off the season when there still was snow in Norway. TEXT: ANDREAS HERZOG

Today the group has 205 members and agreements with 5 local clubs – Haga, Holtsmark, Asker, Bærum and Kjekstad GK – where our members can play for a discounted price. This is probably the best corporate offer in Norway!

DNV Master winner 2018 – VBIL Golf Chair Andreas Herzog and Ketil Aamnes.

Every August the DNV Masters tournament is arranged to crown the best golfers in different categories. From the beginners to the more “professional” golfers. When the snow comes back and the courses closes, we have a cooperation with Fornebu Golf where you can extend the season on the best-in-class Trackman simulators. We also arrange a low-key Winter Tour tournament where we meet 5 evenings during the winter to socialise and to keep the swing “warm”.

If you are new to golf and want to start to play, you will be able to get a good deal on the “Veien til golf” course at one of the clubs we cooperate with. Or if you haven’t played for a few years and want to pick up golf again, we are happy to invite you as a member. If you have any questions, please reach out. You can also find more relevant information on the VBIL webpage. I wish you stamina and wisdom, and a lot of birdies.

You can also reed more about golf in our extra

edition: “The fastest way to improve your golf” by Hans-Jørgen Isene. 37

Salary negotiations 2024 and “Dyrtid” HIGH INFLATION AND AN INCREASE IN GENERAL PRICES FOR GOODS AND SERVICES Before Christmas every year we prepare for the salary negotiations in 2024. This year we know that high inflation and high interest rates is a problem when it comes to the level of the salary frame. If the society gives too high salary increase, the inflation will continue to go up and the interest rates as well. TEXT: NINA IVARSEN

The balance we and the rest of the businesses in Norway must look at, is a level that is sustainable and will give a fair raise that will not drive the inflation. 38

During peak times, the prices of food, clothing, fuel, and other necessities can rise rapidly, which can lead to financial strain on individuals and households. Downtimes can be caused by various factors, including increases in production costs, exchange rate changes, increased demand, or scarcity of resources. "Dyrtid" is a Norwegian term used to describe a period of high inflation and an increase in general prices for goods and services. It is an expression that is often used when the cost of consumer goods rises significantly, and people experience a reduction in the purchasing power of their money.

To deal with challenging economic times, the authorities can implement measures such as price regulation, subsidies, import controls or increased production to stabilize prices and curb inflation. Central banks can also adjust interest rates to affect the money supply and thus affect inflation. It is important to note that a boom is a temporary increase in prices and not a long-term condition. Economies tend to go through cycles of booms and busts, and boom times are part of this cycle. It is important to have a solid economic policy and measures in place to deal with economic times and maintain economic stability.

WHAT IS YOUR

TEXT: ELLEN MARGRETHE PHIL KONSTAD I recently learned a new word “Tilleggskompetanse”. It may be translated to “additional skills” .

SUPER POWER?

I came across the concept while preparing a gathering for local safety delegates. I had invited Tor Andreas Bremnes, Managing Director in InClue AS, to give a speech on inclusion. He talked about the extra skills you’ve have by living your life lived (not work or school) E.g., being the oldest sibling and having to take care of sisters and brothers, growing up together with older relatives or by having a disability.

His example was Emily, the best project manager he had ever met. She did not have a formal training or education as a project manager. Through a lifetime of not seeing, and therefore having to plan for every eventuality, she gained a unique competence. She had to know what to do if the bus stopped a few yards before or after the actual stop, or if the sidewalk suddenly was closed due to road work. Her ability to plan was her additional skill and made her a very good project manager. It is said that to be good at something, you must practice for 10 000 hours. (Gladwell). There is 8760 hours in a year and say that you sleep for 1/3 of that time (8 hour a day) that still leaves you with 5840 hours where you learn. After growing up with younger siblings, by the age of 18 you may therefor be an expert to take responsibility and getting things done. And this competence might be your additional skills. This autumn the DNV UK Wellbeing Project Team hosted an event with Alex Manners. He talked about his experience with autism, and that this was his additional skill, or as he called it his superpower. He knew that he viewed the world differently than the majority, and that being part of a minority had its challenges, but it also had its advantages. His ability to focus on details. The good thing is that we all have some sort of superpower, a skill we have required by simply having lived. But how aware are we about our additional skillset? We might have skills that we are not even aware of that we have. Illustration: This is the superpower out safety delegates holds.

Defined Contribution Pension Scheme From January 2024, our Defined Contribution pension scheme will be significantly improved. TEXT: LIN B. KARSTEN The annual retirement saving will be increased for employees in Norway on the defined contribution pension scheme (those who have joined DNV since 2005). We have very good news for everyone on the defined contribution pension scheme. Having strived to increase the rates for defined contribution pensions for our employees, this has now been concluded.

Table 1

At the board meeting of DNV Group in October, it was decided that the rates will be significantly increased.

The changes will take effect from 01.01.2024.

Current annual contribution rates: • 5 % of salary from 0 to 7.1G (currently NOK 842,202) • 15 % of salary between 7.1G and 12G (currently NOK 1,423,440) New contribution rates from January 2024 will be: • 7 % of salary from 0 to 7.1G • 18 % of salary between 7.1G and 12G

Here are some calculations on how much more you will get (Table 1). Investment opportunities For those who do not choose to change their savings profile, the pension capital will, as previously, be saved in the fund “Aktiv Bedrift 80”. From the age of 55, the risk (equity share) in this fund will be reduced by gradually, reducing the equity portion to 10 percent at the age of 70. In addition to asset management, there are several options in Nordea's fund

menu, where you can choose between specially tailored pension portfolios with extra focus on sustainability or index management, which also includes a reduction in risk towards retirement. You can find an overview of the funds by logging in to your page on www.nordealiv.no. Intranet article published in October: From January 2024, our Defined Contribution pension scheme will be significantly improved (sharepoint.com) You can read more about pension and the different schemes here: HR Pension Norway (sharepoint.com) HR Pension Norway (sharepoint.com)

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JOIN VEFF TODAY!

MEMBERSHIP BENEFITS Being a member of a local Norwegian union like VEFF provides several benefits to workers. TEXT: LIN B. KARSTEN

What is VEFF:

Unions provide legal support and representation to workers who face issues such as discrimination, harassment, or unfair treatment in the workplace. In Norway, unions have a strong presence and are an integral part of the country’s labor market. They work closely with employers and the government to ensure that workers’ rights are protected and that they receive fair treatment.

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VEFF union is only for employees in DNV and has existed for more than 50 years

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VEFF is an organization that protects the interests of all employees in DNV.

By being member of a union, workers

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VEFF covers all professions and business areas within the group.

can also participate in various activities

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VEFF is DNV’s largest union, with approximately 800 members.

and events that promote social and political

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VEFF has good cooperation with management and the Country Chair.

causes that are important to them. Furthermore, being a member of VEFF provides a sense of community and support. Workers can connect with others who share similar experiences and challenges in the workplace and can receive guidance and advice from union representatives and fellow members.

Referring to one member’s experience: “I almost lost my job due to reorganisation, it was VEFF that helped me and supported me to get into the position I have today. Not sure if I would have been in DNV anymore without the VEFF support”.

What is PARAT: As a member of Parat, you have access to a number of different membership benefits, such as a mortgage in Nordea Direct at one of the market’s lowest interest rates, and good discounts on insurance in Gjensidige. As a member, you also receive one hour of free legal assistance in private cases every year. You quickly save on the membership fee when you use Parat’s membership offer!

Overall, being a member of a VEFF can provide numerous benefits to you and your colleagues, including better wages, benefits, and working conditions, legal support and representation, opportunities for social and political engagement, and a sense of community and support. Here are some links and explanations of what VEFF and PARAT are. A lot of the information is in Norwegian so if you have any questions or need assistance to translate, please let us know at veff@dnv.com.

As a member of YS and Parat, you will get access to many membership benefits.

Lin B. Karsten, Deputy Chair VEFF

Parat for deg – Medlems fordeler

Check out our benefits calculator!

Gjensidige insurance

VEFF

WE VALUE FLEXIBILITY AND WORK-LIFE BALANCE A WIN WIN FOR ALL!

HVORDAN BLI MEDLEM AV VEFF

HOW TO BECOME A VEFF MEMBER

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

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