According to Iain Light, a successful Det Norske Veritas of the future will need a broader strategy, especially in its consulting activities, because tomorrow’s customers will expect less-costly, higher-value and broader-range products, as well as a higher level of service.
As chief operating officer of DNVs Business Area Consulting, Light contends that DNV must help companies better understand and manage their risks, and emphasise implementing solutions that deliver quantifiable value in long-term partnerships. And for Consulting to continue to enjoy the positive growth it has witnessed over the past year, Light intends following a clear course: pinpointing which companies are going to be survivors in the new economy, and nurturing the skills that will add value to their business.
He explains: As part of our new strategy, we have involved over 100 customers in shaping the content and means of delivery of our services to meet the challenges ahead. Our customers have said they wish to improve their operating efficiency to significantly enhance business performance. It is important to them that they create confidence and secure their reputation by simultaneously improving safety and environmental performance.
Typical examples of the value-adding services which DNV is providing to its clients across a wide spectrum of industries are covered in this issue of DNV FORUM. Among them are oil-industry players Shell and Gulf-based Adma-Opco, Kerr-McGee and aluminium producer ALBA. Light is convinced that DNVs combination of experience, technical skills and business-risk consulting, coupled with cutting-edge technology, enable it to provide integrated services that contribute to customers value.
We want to help customers understand and manage their risks, Light concludes, by combining know-how, skills and reputation to give them the security to sleep at night and in the process save them money.
