Report - Kongsberg Gruppen 2007 - Kongsberg Maritime ...

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132 INTELLECTUAL CAPITAL Kongsberg considers intellectual capital to be part of the sustainability concept. Our ability to innovate and create value over time is reflected in how we manage and develop our intellectual capital. Kongsberg's model for intellectual capital is based on interaction. The key to good teamwork (interaction capital) is to get employees and the organisation to work together within the Group and with cus - tomers outside the Group. In 2007, it was important to further processes initiated in 2006, while laying the foundation for 2008. Leadership principles and practices Good leadership is decisive for reaching our goals. This has resulted in the devel - op ment of a leadership model consisting of common leadership principles and prac tices. Their purpose is to give all Kongsberg employees a clear signal about what kind of leadership the Group values most. The leadership model is the point of departure for our in-house leadership development programmes, which are held continuously for new managers. New executive management programme In 2007, the Group began developing a new executive management programme. The goal for 2008 is for 130 managers to complete the financial module, which is the first module in the executive manage - ment programme. Several modules will be developed for the programme in 2008. Development programme for project managers Human resources development across the Group is an important target area for Kongsberg. The past few years have seen the emergence of a need to better under - stand the different roles of project man - ag er and line supervisor. The goal is to improve project implementation. A module-based programme gives project managers basic line supervisor compe - tence while line supervisors get basic project manager competence. In 2007, 330 managers participated in this pro - gramme. Recruitment and visibility In 2007, Kongsberg conducted a series of public relations activities aimed at educa - tional institutions in Norway and Sweden. The Group has also established closer co - operation with colleges and universities to ensure access to the expertise it needs. Co operation consists mainly of human re - sources development and research col la b - ora tion. The Group has set up a mentoring programme, where senior engineers from Kongsberg have regular meetings with engineering students. The Kongsberg model for intellectual capital VISION HUMAN Interaction capital involves the ability to get the employees and organisation to work together internally, and to work with customers externally. This is decisive for our ability to revitalise and add value over time. Human capital encompasses the expertise and motivation of each individual employee, and the employee's behaviour and values. Human capital also includes management skills. SURROUNDINGS STRATEGY INTERACTION INNOVATION/ VALUE ADDED Structural capital can be defined simply as the value of the knowledge inherent in a company's structures, routines, processes, systems, data - bases, brand names, and patents, etc. CUSTOMER VALUES STRUCTURAL Customer capital constitutes the value of all the relations Kongsberg has with its surroundings. We em phasise the importance of customer relations, at the same time as our relations with alliance partners, owners, the authorities, capital markets, suppliers and society-at-large are also important. A long-term perspec tive is crucial for all our rela - tionships. Kongsberg – Annual Report and Sustainability Report 2007
THE GROUP VISION, OBJECTIVES AND DIRECTORS' REPORT & ACCOUNTS BUSINESS ACTIVITIES CORPORATE GOVERNANCE AND SUSTAINABILITY REPORT 1–11 STRATEGY 12–19 20–75 76–101 FINANCIAL STATEMENTS 102–125 126–160 133 New opportunities for sharing knowledge Kongsberg attaches a great deal of im - portance to the sharing of knowledge and expertise across the organisation. Interac - tion, coordination and the re-use of knowledge are profitable and motivating for co-workers, at the same time as they create excess value internally and extern - ally. The new Intranet portal INSIDE will be an important policy instrument for sharing knowledge and talking about les - sons learned. Master's in Systems Engineering Buskerud University College has developed a whole new master's programme in Sys tems Engineering of fered in collaboration with Kongsberg Industry, NHO and Steven Institute of Technology of the USA. It is under the auspices of the Nor wegian Centre of Expertise (NCE), Systems Engineering in Kongsberg. Parallel to their studies, students temporarily work in a paid part-time position in one of NCE's eight partner enterprises in Kongsberg. The program me is 50/50 work/study. Kongsberg currently has five students in the three-year programme. We also pro vide spe - cialist expertise through a professor II position on the faculty of Systems Engineering. INTERVIEW Kongsberg employees in Mumbai Purvi Sahay, engineer, Process Simulation Samiksha Solanki, engineer, Process Control Aakshi Sharma, ware engineer, Technology Base Leadership model Explore employees' interests and potential Emphasise good examples Strike a balance between support and authority Ensure development through challenges Set a good example Walk the talk Kongsberg's model for WORLD CLASS leadership consists of four leadership principles. Each leader - ship principle is associated with two key leader - ship practices. The principles and practices are: Pursue ambitious goals World Class leadership involves setting crystal clear ambitions and establishing clear, attractive conceptions of our goals and strategy Leadership practices Leaders are to encourage commitment to reaching our goals through involvement and transparency. They should be accessible and use milestones actively. Promote improvement processes World Class leadership includes initiating and sustaining the momentum of improvement processes every step of the way. Leadership practices Leaders shall ensure confidence and mutual respect. Facilitating widespread enthusiasm will ensure that ideas for operational improvements and innovation develop naturally. CREATE VALUE Encourage commitment Pursue ambitious goals Promote improvement processes Ensure confidence and mutual respect Use milestones actively Facilitate enthusiasm Set a good example World Class leadership means setting a good example, especially when doing so is difficult and challenging Leadership practices Leaders should 'walk the talk'. By rendering visible and emphasising others' good examples, leaders reinforce team spirit and the feeling of mastery. Ensure development through challenges World Class leadership means promoting results through employees' development when facing challenges Leadership practices Leaders are to build good teams by actively exploring employees' interests and potential. Through close dialogue, leaders are to strike a balance between support and authority. EFFECTIVE COMMUNICATION IS ESSENTIAL What challenges do you encounter when you are far from the main office? Working in different time zones is a challenge. It is more difficult to coordinate with the head office in Norway and with Kongsberg's offices the world over. We attach a great deal of im por - tance to planning projects carefully, so that we are sure we can deliver on time. In connection with project implementation, we strive to use ef - ficient means of communication, e.g. telephone and video conferencing, e-mail, Skype or the like, to communicate with other offices. This is how we build competence. What is the key to successful interaction? We must acquire sufficient expertise to be able to supply our best and contribute to Kongsberg's growth. Successful teamwork between offices is the key to such success. The subsidiaries should be involved in the main office's activities, so that we are informed about updates, tools and pro - cedures. All documents and all e-mail should be in English. Clear communication is crucial to understanding the needs and requirements that exist. This makes it simpler to achieve our goals and deadlines. How important are good relations with customers, co-workers and other partners? An organisation is a group of people who work together to achieve success. Good relations to customers and partners are essential to achieve effective communication and a good under - standing of each other. This leads to the efficient utilisation of resources. It is also important to have good relations with our employees. They are the people with whom we work together as a team every day, often for many hours on end. What can be achieved by bringing different corporate cultures together? The Group expands its expertise in the interface in which corporate cultures from East and West meet. This contributes to diversity. A well diver sified cor - porate culture helps ensure that Kongsberg leaves a stronger international footprint. Kongsberg – Annual Report and Sustainability Report 2007
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ANNUAL REPORT AND SUSTAINABILITY RE
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THE GROUP VISION, OBJECTIVES AND DI
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13 VISJON, OBJECTIVES AND STRATEGY
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77 BUSINESS AREA ACTIVITIES Masteri
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