DNV has adopted a new organisational structure to gear up for the growth required to meet the targets in the strategy adopted in June 2006. The goal is to ensure that DNV has an organisation that facilitates such growth and is able to capitalise on internal resources and expertise, exploit synergies in the way business areas serve clients, and create new business opportunities.
DNV’s main priority is to ensure that its growth is sustainable. This will require common effort.
Restructured business areas
The business areas have been restructured to reflect a clearer industry focus. Three of the four business areas have a strong industry focus, while the fourth, DNV IT Global Services, is service-based.
DNV Maritime will keep on a steady course and continue to grow in terms of both classification and additional services. DNV Energy aims to develop into a global service provider in the fields of classification, verification and consulting.
It is based on the strengths of the former DNV Technology Services and DNV Consulting. DNV Industry is based on DNV Certification’s global operations and DNV’s core competence in enterprise risk management. DNV IT Global Services is expected to grow into a global business area that helps customers to manage risks related to business and safety-critical software systems. It faces the challenge of being comprised of a number of companies that have only recently been acquired by DNV.
The provision of third-party certification and consulting services by the same business area prompts questions of integrity. DNV is taking a proactive approach to addressing this issue and defining which services can and should be delivered to customers. A thorough study of the services provided by DNV Industry was conducted in the autumn of 2006, and a policy on how potential conflict of interest issues are to be managed has been written for the internal governance manual. DNV is informing relevant accreditation bodies of this policy, and the feedback has been positive. Similar processes are valid for the other business areas, as well as at the corporate level.
Strengthened corporate functions
A number of corporate functions have been strengthened to drive the process for achieving strategic goals.
The Human Resources and Safety, Health and Environment (SHE) department has been empowered to take an active role in driving the DNV strategy through the creation of common processes for conveying strategic messages and maintaining DNV’s corporate culture as the company grows. The department has been expanded and strengthened with senior operational managers, learning specialists and internal communication resources. The attraction and retention of highly qualified employees will be particularly prioritised, because the fight for talent is among the most important factors that can limit DNV’s growth and thus the achievement of strategic goals.
DNV has appointed an internal Corporate Risk Manager to support the Executive Board in managing risks in a global and integrated fashion. Corporate risk management will include aligning risk strategies, as well as identifying and managing multiple and cross-enterprise risks, thereby reducing operational hazards and losses. The new position will facilitate the application of the lessons learned through DNV’s provision of enterprise risk management services to customers. A particular challenge facing DNV as it grows rapidly is the integration of acquired companies and the retention of their human assets.
To facilitate the consolidation of and coordination between the new business areas, as well as the negotiation of DNV’s extensive operational processes, the Business Process Excellence Manager position has been created as part of the CFO office. Goals include the definition and improvement of common business processes that can be shared by multiple business areas.