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Reporting and performance

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Our reporting is based on our strategic goals and according to the Global Reporting Initiative framework. We commit to reporting openly on both opportunities and challenges we face, to provide clear information in a comparable manner to ensure that changes in our performance can be monitored over time, and to report as accurately and reliably as possible

We make a start on the most material aspects of how we work:

  • Integrity and ethics/ Anti corruption, anti competitive behavior, customer privacy
  • People policies
  • Occupational Health and Safety
  • Environmental aspects
  • Securing our Value Chain 

Crosshair

Building a culture of integrity

1 OUR AMBITIONS
2 WHAT WE SAID WE WOULD DO
3 WHERE WE ARE TODAY
4 WHAT WE PLAN TO DO NEXT
1 OUR AMBITIONS
We want to ensure that our value ‘We never compromise on quality or integrity’ is adhered to wherever we do business.
2 WHAT WE SAID WE WOULD DO
  • Improve the job description for investigators and clarify who to report to in cases of fraud and corruption.
3 WHERE WE ARE TODAY
  • New compliance programme set up.
4 WHAT WE PLAN TO DO NEXT
  • Prepare regional instructions and guidelines.
1 OUR AMBITIONS
 
2 WHAT WE SAID WE WOULD DO
  • Develop and implement a deployment plan to improve new and existing employees’ understanding of fraud and corruption risks.
3 WHERE WE ARE TODAY
  • All key instructions are in place.
4 WHAT WE PLAN TO DO NEXT
  • Prepare regional instructions and guidelines.
1 OUR AMBITIONS
 
2 WHAT WE SAID WE WOULD DO
  • Incorporate compliance, fraud and corruption factors in business reviews
3 WHERE WE ARE TODAY
  • Extensive communication to reach everyone in DNV GL.
4 WHAT WE PLAN TO DO NEXT
  • Improve the risk management process related to fraud and corruption risks.Strengthen the compliance network and increase communication measures.
1 OUR AMBITIONS
 
2 WHAT WE SAID WE WOULD DO
  • Develop a fraud and corruption case register.
3 WHERE WE ARE TODAY
  • Rolled out training modules 1 and 2 on Code of Conduct, Anti-Corruption and Anti-Trust.
4 WHAT WE PLAN TO DO NEXT
  • Introduce express learning modules on specific topics, such as reporting of misconduct.
1 OUR AMBITIONS
 
2 WHAT WE SAID WE WOULD DO
  • Review external corporate governance requirements.
3 WHERE WE ARE TODAY
  • A review of fraud and corruption risks has been included in the regular risk process through adding a separate risk category for bribery and fraud in our company risk tool.
4 WHAT WE PLAN TO DO NEXT
  • Initiate an annual management review of the compliance programme in order to evaluate the effectiveness of the management approach.
1 OUR AMBITIONS
 
2 WHAT WE SAID WE WOULD DO
  • Review ‘most corrupt countries’.
3 WHERE WE ARE TODAY
 
4 WHAT WE PLAN TO DO NEXT
  • Develop audit questions on compliance with the Internal Audit.
1 OUR AMBITIONS
 
2 WHAT WE SAID WE WOULD DO
  • Evaluate access to information.
3 WHERE WE ARE TODAY
 
4 WHAT WE PLAN TO DO NEXT
  • Communicate on integrity to business partners.
1 OUR AMBITIONS
 
2 WHAT WE SAID WE WOULD DO
  • Develop fraud and corruption training for controllers.
3 WHERE WE ARE TODAY
 
4 WHAT WE PLAN TO DO NEXT
 

Integrating people through common processes

1 OUR AMBITIONS
2 WHAT WE SAID WE WOULD DO
3 WHERE WE ARE TODAY
4 WHAT WE PLAN TO DO NEXT
1 OUR AMBITIONS
  • Our strategic People goal is ‘to develop highly competent, high performing and engaged people who are committed to our Purpose, Vision and Values’.
2 WHAT WE SAID WE WOULD DO
  • Harmonize compensation and benefits according to group-wide principles to ensure that the composition of compensation and benefits is aligned across DNV GL.
3 WHERE WE ARE TODAY
  • All countries, with the exception of the Netherlands (scheduled for 1 April 2015) and Germany (in progress), implemented harmonized compensation and benefits frameworks on 1 January 2015.
4 WHAT WE PLAN TO DO NEXT
  • Strengthen the safety culture in DNV GL through the 2015 Safety Culture initiative.
1 OUR AMBITIONS
  • A career in DNV GL should not be hindered by age, nationality or gender if the employee has the competence, attitude and values needed for the role.
2 WHAT WE SAID WE WOULD DO
  • Implement the global career model to facilitate employees’ competence development, as well as transfers between business areas, units, roles, services and geographies.
3 WHERE WE ARE TODAY
  • The MIP process was completed for 87% of employees in 2014, exceeding the Group KPI of 80%.
4 WHAT WE PLAN TO DO NEXT
  • Improve the quality of the performance management process and dialogues. The Group-wide HR Key Performance Indicator is to improve the quality of key performance management aspects by 3%.
1 OUR AMBITIONS
  • DNV GL strives to have a consistent, transparent and market-relevant compensation and benefit framework that supports the organization’s need for flexibility with respect to tasks, work location and career opportunities.
2 WHAT WE SAID WE WOULD DO
  • Implement the Managing Individual Performance (MIP) process and tool across the organization.
3 WHERE WE ARE TODAY
  • 448 managers participated in one of the four ‘Journey’ Leadership Development programmes, almost twice as many as in 2013.
4 WHAT WE PLAN TO DO NEXT
  • Continue to implement common HR processes: define and align the succession management process; roll out the common salary adjustment and promotion process; and support the implementation of workforce planning and flexibility.
1 OUR AMBITIONS
 
2 WHAT WE SAID WE WOULD DO
  • Drive aligned leadership based on the Expectations to Leaders.
3 WHERE WE ARE TODAY
 
4 WHAT WE PLAN TO DO NEXT

Managing our health and safety performance

1 OUR AMBITIONS
2 WHAT WE SAID WE WOULD DO
3 WHERE WE ARE TODAY
4 WHAT WE PLAN TO DO NEXT
1 OUR AMBITIONS
  • DNV GL is committed to managing and continually improving its occupational health and safety performance with the overall goal of preventing injury and occupational disease.
2 WHAT WE SAID WE WOULD DO
  • Define and implement a common occupational health and safety management system for the merged DNV GL group.
3 WHERE WE ARE TODAY
  • The common occupational health and safety management system was ready in early 2014. Extensive training in the HSE tools and processes has been performed.
4 WHAT WE PLAN TO DO NEXT
  • In 2015, the key focus is to strengthen the overall safety culture across the entire organization. A global initiative has been launched to start the process.
1 OUR AMBITIONS
  • Develop and implement occupational health and safety plans to deliver continual improvement in HSE performance.
2 WHAT WE SAID WE WOULD DO
  • Increase the number of reported incidents and hazards per employee so we can look at trends and identify actions to mitigate risks.
3 WHERE WE ARE TODAY
  • 2,313 work-related incidents and hazards were reported for 2014, representing 0.15 reports per employee, an increase of 36% from 2013. This reporting ratio is still considered to be too low.
4 WHAT WE PLAN TO DO NEXT
  • A successful implementation of the initiative will result in a positive safety culture where all employees take responsibility for their own and other people’s safety and health and where this is part of everyday work.
1 OUR AMBITIONS
  • Treat incidents and hazards and feedback from employees and customers as an important learning opportunity.
2 WHAT WE SAID WE WOULD DO
  • Ensure that all business areas in DNV GL set goals and implement actions to decrease their lost time accident frequency.
3 WHERE WE ARE TODAY
  • All business areas have contributed to the satisfactory decrease in the Lost Time Accident Frequency. Two business areas have developed practical Personal Safety Handbooks. A cross organizational project team has been established to develop common safety training modules for field and laboratory activities.
4 WHAT WE PLAN TO DO NEXT
  • Alignment and re-design of the global HSE training portfolio based on results from the safety culture initiative.
1 OUR AMBITIONS
 
2 WHAT WE SAID WE WOULD DO
  • Implement the revised DNV GL group crisis management procedures.
3 WHERE WE ARE TODAY
  • Crisis management plans and procedures have been developed at country level. The group crisis management team performed a total of 10 crisis exercises in 2014.
4 WHAT WE PLAN TO DO NEXT
  • Sustain the emergency preparedness level with the continuation of crisis management exercises.

Aligning our efforts for the environment

1 OUR AMBITIONS
2 WHAT WE SAID WE WOULD DO
3 WHERE WE ARE TODAY
4 WHAT WE PLAN TO DO NEXT
1 OUR AMBITIONS
  • DNV GL is committed to managing and continually improving its environmental performance with the overall goal to protect the environment.
2 WHAT WE SAID WE WOULD DO
  • Implement a common environmental tool at all office locations, test sites and laboratories subject to the mandatory reporting requirement.
3 WHERE WE ARE TODAY
  • The common environmental management system for the merged DNV GL group was ready and documented early in 2014. To facilitate the implementation of the system in the merged organization, extensive training in environmental management tools and processes has been performed during the year.
4 WHAT WE PLAN TO DO NEXT
  • Increase the focus on environmental management, in particular in relation to test sites and laboratories.
1 OUR AMBITIONS
  • We aim to foster a culture where we take responsibility for our environmental performance through the impact of our services, of our operations and of our employees’ personal behaviour.
2 WHAT WE SAID WE WOULD DO
  • Define and implement a common environmental management system for the merged DNV GL group.
3 WHERE WE ARE TODAY
  • 77 of the 82 locations that were required to report environmental performance used the common tool in their annual environmental reporting.
4 WHAT WE PLAN TO DO NEXT
  • Improve the quality of the environmental reporting process to ensure reliable data.

Living the values in our value chain

1 OUR AMBITIONS
2 WHAT WE SAID WE WOULD DO
3 WHERE WE ARE TODAY
4 WHAT WE PLAN TO DO NEXT
1 OUR AMBITIONS
  • Our ambition is to positively influence the sustainability performance of our partners in our value chain, and thereby to h practices around the world.
2 WHAT WE SAID WE WOULD DO
  • Implement a system in DNV GL for systematically assessing, monitoring and mitigating sustainability risks in our supply chain.
3 WHERE WE ARE TODAY
  • The assessment of current procurement practices has been completed and recommendations have been presented to the Sustainability Board and CEO.
4 WHAT WE PLAN TO DO NEXT
  • Update key governance documents and embed new procedures in the management system.
1 OUR AMBITIONS
  • To this end, we aim to develop a global procurement system which enables us to effectively communicate our expectations to our suppliers world-wide.
2 WHAT WE SAID WE WOULD DO
  • Establish a project to review the extent to which DNV GL faces unacceptable sustainability risks associated with our customers.
3 WHERE WE ARE TODAY
  • A plan on how to incorporate recommendations to strengthen sustainable procurement has been established, to be executed in 2015..
4 WHAT WE PLAN TO DO NEXT
  • Implement the roll-out of the plan for new policies and procedures, including screening of suppliers’ performance based on the criteria set out in the Supplier Code of Conduct.
1 OUR AMBITIONS
 
2 WHAT WE SAID WE WOULD DO
 
3 WHERE WE ARE TODAY
  • Because the new procurement system is not yet in place, we were not able to monitor and report in a centralised way on how many suppliers were screened in 2014 according to the criteria in the Supplier Code of Conduct. Consequently, we are not able to report the impact of our supply chain for 2014.
4 WHAT WE PLAN TO DO NEXT
  • The system for monitoring and following up on these issues in our supply chain will be incorporated in our new financial / procurement system, to be launched in 2015.