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发表于 2013-5-27 19:54
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来自： 中国福建宁德
HANSA interview: DNV/GL Group - »It‘s a true merger, not a takeover «
Donnerstag, 18 April 2013
In an interview with HANSA, the CEO of Det Norske Veritas (DNV), Henrik O. Madsen, talks about the progress of the merger with Germanischer Lloyd, the Norwegian-German cultural fit, the crisis of the shipping industry, and the fairness of environmental regulations.
Since May 2006 Henrik O. Madsen, 59, is president and CEO of DNV and will also be chief executive of the merged DNV GL Group. He has been heading major business areas in DNV and the research division. Furthermore, Madsen served as regional manager in Japan and Denmark. The Danish citizen started his career at DNV in 1982 as chief scientist in structural reliability analysis, where he focused especially on the oil & gas industry.
Madsen has a PhD in civil and structural engineering from the Technical University of Denmark, where he also held a position as professor within structural mechanics. He has published several books and more than 80 papers on his fields of expertise. Madsen is a member of the World Business Council for Sustainable Development and a member of the Focus Area Core team for Energy and Climate.
Mr. Madsen, what is the status of the merger with Germanischer Lloyd? When will it be finalized?
Henrik O. Madsen: I hope so this year, but not before the summer, unfortunately. Now, this is the worst period. We are just waiting, while we are planning the merger and still have to compete with each other. It is a little bit awkward. After announcing the merger shortly before Christmas there was a lot of euphoria, but now people ask more and more questions: »What will happen to me? Will I have a new boss? Do I have to move?« It is normal, though, but I am glad when everything is set.
How many cartel authorities are involved in this process?
Madsen: Altogether five: from the United States, the EU, Norway, China and Korea. In other countries we are too small or they have other rules, so that we don’t need to get an approval there.
Will you keep the brands DNV and GL or will it be a combined brand DNV GL?
Madsen: DNV GL will be our main brand. However, with GL Noble Denton, Garrad Hassan and Kema we have other strong brands in their particular markets like offshore or energy. So we’ll see how much we keep of them. We hired some experts on brands and rely on their expertise.
Which business will remain in the former GL headquarters in Hamburg?
Madsen: Well, as you are aware of the Maritime section will be based there. This means there will be an own CEO and CFO for this part of our business, a president, a head of research & development (R&D) and a human resources department. Hamburg will also host one of four approval centers worldwide; the others are based in Oslo, Shanghai and Busan. Furthermore, the certification of wind energy sites will be in Germany.
Will the DNV staff in Hamburg move in the GL building in the HafenCity?
Madsen: Yes, they will.
How many people will you have here in Hamburg after the reorganization?
Madsen: We will have about the same number as before. Some people from Hamburg might go to Oslo for a couple of years, but the total number won’t change. Right now there are 1,200 people at GL in Hamburg, 100 maritime experts from us plus some wind people from DNV.
This merger is about growth and getting stronger. Look, DNV alone hired 1,200 people last year, and GL maybe around 500. Of course some people leave us due to normal fluctuation, but we don’t plan any redundancies of any significant magnitude, that’s not the idea. The only thing we ask our people is to show flexibility, because they are all well educated and they just have to accept that maybe they won’t do exactly the same as they did in the past.
What are the plans of GL CEO Erik van der Noordaa, as his contract ends at the end of the year? Will he join the new company or not?
Madsen: All three GL executives will continue at the new organization and will be part of the executive committee, but I cannot say on which position yet. They have been very positive and constructive on the whole process.
Do you already have an idea about the structure of the future board of directors?
Madsen: Six members on the board of directors will be appointed by DNV, three by Mayfair and then we also have five employees on the board, which will be split with two from Norway, one from Germany, one from the rest of Europe, and one from a Non-European country.
And everybody can apply?
Madsen: Yes, all employees can vote and are eligible to be elected to the board of directors. There is no democracy in China, but in DNV China there is. We have several groups within the organization who really make an effort in order to become elected. The same with India.
Some of your competitors like ABS and ClassNK are expanding in Hamburg. Do you worry about that?
Madsen: Not at all. We’ve been in Hamburg since 1882 and feel very welcomed in the center of the world’s third largest shipping nation. And actually I am happy to see competitors moving to Hamburg, because then we have to stay focused and provide the best customer service. Also, from a European perspective it is very important to have a strong class society that can stand up to the competition from America and Asia.
When Bureau Veritas (BV) tried to take over GL in 2006, there was uproar within the industry and the media as well. Nothing like this happened now, although you also take over GL more or less. Do you have any explanations for this?
Madsen: First of all, what we do is a true merger, not a takeover. Secondly, the cultural fit between DNV and GL is much better than between Bureau Veritas and GL. There is a lot of respect between people at the two organizations. They are proud of what they do. And they put quality high, work a lot on new technologies, love to serve the customers, and also know how to make money. Actually, I was asked one year ago which class society resembles DNV most and people thought I would say Lloyd’s Register, but I said Germanischer Lloyd, because GL was keeping up in investing in R&D and in people, which not all competitors are doing to this extent.
It wasn’t your first attempt to merge with Germanischer Lloyd, wasn’t it?
Madsen: Right, the first contacts between DNV and GL were already made in 1867, when GL was formed – three years after our foundation. And there were further discussions to combine DNV, GL and BV to form one register in order to become a counterweight to Lloyd’s Register, which was very strong at that time. But it didn’t happen, so we had to wait another 145 years. Along the way there were several other attempts: a very serious one in the year 2000, and also in 2006, when Bureau Veritas wanted to take over GL.
Let’s talk about the customers. After the merger has been finalized you will be the largest classification society worldwide in terms of tonnage. What does this mean for your customers?
Madsen: We will have more people and stations and thus a more condensed network. 17.000 people will be working for us in the future, 80 % of them with a university degree. We have also set a very ambitious target for R&D, investing 5 % of our revenue per year, which is 120 mill.  |
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