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Achievement of our ambitious goals requires engaged employees with the right competence, mobility and flexibility to take on new challenges. It also requires a high performance culture, as customer expectations continuously increase. 

Our company enables and stimulates ways of working and training to develop and utilize competences and sharing of knowledge across the organization. This requires the ability to exchange knowledge and information across functional, geographical and organizational boundaries, and will increasingly occur in the virtual collaboration space.

Project & Activities 

In 2014 DNV GL continued the implementation of a global career model with career tracks with clear expectations that will facilitate employees’ competence development, as well as transfers between business areas, units, roles, services and geographies. We will continue to develop individuals who are recognized as international specialists in their fields for their deep technical knowledge. In addition, commercial skills and behavior among all employees is emphasized in line with technical and managerial competence.  

We also continued the tailor made leadership development programme for managers at different levels in their career in 2014. The programme is designed to support them in meeting DNV GL’s leadership expectations. Furthermore, we also this year run our programme designed for technical experts jointly organized with the University of California, Berkley. The programme aims to improve the depth and breadth of our technical leadership to capitalize on technology-based business opportunities; keep us at the forefront of new technology; accelerate the adoption of new technology in DNV GL; and facilitate global thought leadership within risk management and climate change.  

The work culture at DNV GL is based on collaboration and sharing of knowledge, and mentoring is a central part of how we work. We facilitate getting in touch and learning from colleagues around the globe. In 2014 a number of exchange programmes were conducted to facilitate competence development and knowledge sharing in the organization. The mentoring programmes target the needs of different employee groups. This includes two-year-long or short-term exchanges for Maritime technical employees that were established between Hamburg and Høvik. The ‘Knowledge Booster’ programme received extra funding to increase and stimulate knowledge development and sharing across units and geographies within Oil & Gas and Maritime. We also established a buddy programme to connect colleagues based on common areas of interest.

Reporting on Performance

Career development and performance reviews

The process for managing individual performance (MIP) supports both organizational and individual success and growth. The specific intent is to facilitate and ensure effective dialogue between the line manager and employee about mutual expectations for the employee’s work and the employee’s performance and competence development.

Percentage of completed performance reviews

Note: Category A (permanent) employees and category C (temporary) employees are included in the reported numbers.
Gender
Completed
Incomplete
Gender
Female
Completed
88,36 %
Incomplete
11,64 %
Gender
Male
Completed
88,82 %
Incomplete
11,18 %
Gender
Total
Completed
88,68 %
Incomplete
11,32 %

Training

In DNV GL we follow the 70:20:10 learning model which has been identified as the most effective mix for learning: 70% from experience and practice of doing the job, 20% through other people (networks, managers and peers) and 10% from traditional courses (e-learning or classroom). For the 10% course part there are some mandatory introduction  training: WE in DNV GL, Code of Conduct web course and Anti-Corruption and Anti-Trust course in addition to HSE training: Basic Safety and Health, Travel safety and Incident reporting. There is additional business area specific training in place in order to ensure the required competencies within the different services offered. Also there are some cross DNV GL development programmes within leadership (The Journey) and technical development (TopTech programme). 

There are internal governing documents detailing and governing the competence and training within DNV GL. There is an education fund internally where employees can receive funding for further external education/training. This is governed through our Management Systems. 

As an organization, DNV GL promotes competency development and is positive to sabbatical periods, however this would be governed by the local operating procedures in the countries we operate.

In 2014, the average hours of training per employee were 16.2 hours. 

Average hours of training for DNV GL employees by gender

Gender/ type
Total number of employees
Number of employees trained
Total Hours
Average Hours/ employee
Gender/ type
Female
Total number of employees
4 654
Number of employees trained
1 951
Total Hours
36 400
Average Hours/ employee
7,82
Gender/ type
External
Total number of employees
 
Number of employees trained
333
Total Hours
5 162
Average Hours/ employee
1,11 
Gender/ type
Internal
Total number of employees
 
Number of employees trained
1 618
Total Hours
31 238
Average Hours/ employee
6,71
Gender/ type
Male
Total number of employees
10 505
Number of employees trained
8 390
Total Hours
147 897
Average Hours/ employee
14,08
Gender/ type
External
Total number of employees
 
Number of employees trained
820
Total Hours
12 094
Average Hours/ employee
1,15
Gender/ type
Internal
Total number of employees
 
Number of employees trained
7 570
Total Hours
135 803
Average Hours/ employee
12,93

Average hours of internal and external training per year per employee by employee category

Employee Category
Total Hours
Number of employees
Average Hours
Employee Category
Permanent (Cat A)
Total Hours
172 679
Number of employees
15 159
Average Hours
11,39
Employee Category
External
Total Hours
13 034
Number of employees
 
Average Hours
0,86
Employee Category
Internal
Total Hours
159 645
Number of employees
 
Average Hours
10,53
Employee Category
Temporary (Cat C)
Total Hours
6 350
Number of employees
553
Average Hours
11,48
Employee Category
External
Total Hours
477
Number of employees
 
Average Hours
0,86
Employee Category
Internal
Total Hours
5 873
Number of employees
 
Average Hours
10,62
Employee Category
Sub contractor (Cat S)
Total Hours
4 085
Number of employees
5125
Average Hours
0,80
Employee Category
External
Total Hours
3 687
Number of employees
 
Average Hours
0,72
Employee Category
Internal
Total Hours
398
Number of employees
 
Average Hours
0,08
Employee Category
Extraordinary (Cat X)
Total Hours
1 184
Number of employees
943
Average Hours
1,26
Employee Category
External
Total Hours
59
Number of employees
 
Average Hours
0,06
Employee Category
Internal
Total Hours
1 125
Number of employees
 
Average Hours
1,19

Employee Category

A – Permanent employee:
C – Contract:
S – Subcontractor:
X – Extraordinary:
A – Permanent employee:
DNV GL has the responsibilities of an employer and the employee is on DNV GL’s payroll
C – Contract:
Same as ‘A’ but time limited: Personnel with a defined contract end-date. The contract is typically for over one year.
S – Subcontractor:
Consultants, long-term hired. Paid by invoice only.
X – Extraordinary:
Temporary personnel: paid either by invoice or by DNV GL. Examples: summer temps, maternity leave cover, seasonal workers, graduates

Career endings

Due to the global nature of the operations, transition assistance programmes are implemented locally to meet local legislation and requirements. For retirees, preparatory courses are offered in larger locations like e.g. Norway.  

In case of termination of the employees, local  assistance programmes are set up in cases of large termination programmes.  In all cases, ways are sought to retain the employees in the organization, including but not limited to:

  • All available positions are advertised internally.
  • External recruitment restrictions are implemented to facilitate internal transfers.
  • All employees shall have a development plan which should focus on future capability needs of DNV GL and the career ambitions of the individual employees.
  • The DNV GL Management System sets requirements to seek mitigating actions before manning reductions are considered or executed:
    • Stop external recruitment
    • Cancel employment agreements and contracts with external consultants, sub-contractors, assistance and temporaries
    • Reduce non-invoiceable travel cost/increased use of video conferences
    • Reduce overtime, salary freezes/reductions, etc.
    • Identify and execute internal transfer opportunities

Evaluation of the management approach

DNV GL has continued its strong focus upon competence development, and according to the feedback from the employees – as provided in the 2014 People Engagement Survey – DNV GL delivers significantly better than the benchmark ‘high performing companies’.  Further, the high participation rate in the management training programmes and introduction programmes are important elements in the integration of DNV GL into a common Group with a common culture. DNV GL finds the above positive.