People And Values - Aker Solutions

Aker Kvaerner 2003 ■
7
On the right track
making good speed
Operations at Aker Kvaerner are
not only a matter of delivering
high-quality solutions, products
and technology. The Group is also
concerned over how such deliveries
are made.
So great importance is attached
to the work of forging a common
culture which creates lasting values
and builds trust among customers,
employees, shareholders
and the community at large.
“Earning money is basic for all
our companies, but not at the
expense of health, safety and
environmental considerations,”
says Helge Lund, Group president
and chief executive of Aker
Kvaerner.
“Any other approach would be
irresponsible. Safety and profitable
operation are essential
requirements for providing secure
jobs. Only when the business
shows a profit it will be possible to
pursue industrial development and
accept social responsibility.”
These observations exemplify
Aker Kvaerner’s basic attitudes.
“People who don’t live up to the
culture we’re building fail the
Group and our common future,”
Mr Lund adds.
“We can’t accept that, so
improvement is the only option for
such people if they want to stay
with us. We accordingly attach
crucial importance to developing
our people.”
Important changes have been
implemented by Aker Kvaerner
over the past year to strengthen
Helge Lund Group president
and CEO of Aker Kvaerner.
Aker Kvaerner achieved its best results for five years in 2002,
and has returned to a sound financial position. The transition
to a more customer-focused, vigorous and dynamic industrial
group is well under way.
the Group. A set of values and a
leadership approach have been
developed and quickly made a
clear mark on the organisation. At
the same time, efficiency has been
improved, the number of management
levels reduced, businesses
merged and problem activities
cleared up.
“We’ve become more dynamic
and enhanced our ability to deliver
results to the customer,” Mr Lund
notes. “We see a growing number
of examples which confirm that.
Our values and leadership approach
are clear and specific. They
give us the foundation we need.
“Our leaders know what we
expect and that long-term results
are not only a matter of putting
enough on the bottom line but also
how this is done. We cannot allow
our customers to feel doubt about
choosing us again.”
Hallmark
Quality will be the hallmark of
technology, products, solutions
and services delivered by Aker
Kvaerner. The Group has developed
a project execution model on
the basis of its broad expertise
and experience. This embraces
the whole value chain for projects
from identifying the best technology
and solutions to engineering,
fabrication and installation. All
phases of a project could pose
risks which have to be managed
correctly.
“Our leaders must be hands-on
in running projects and conduct
an open dialogue with the customer,”
emphasises Mr Lund. “All
the challenges must be identified
at the earliest possible stage, and
followed up.
“Responsibilities have to be
unambiguously allocated, and the
right decisions taken quickly.
That’s the only way to prevent
minor challenges developing into
big problems. So we’re refining
our expertise in project execution
to ensure value creation for the
customer.”
A focus on customers and an
entrepreneurial spirit are key components
in the Group’s values.
Delivering quality means converting
these values into action for the
customer and the community at
large. This yields lasting value creation
as well as interesting and
meaningful jobs for our people.
“It’s not enough to offer competitive
technology and solutions or
solid references,” Mr Lund notes.
“We must give that little extra
which shows we always stretch
ourselves farther”.
“We must know what we as a
group represent in terms of opportunities
for our customers and their
communities. That’s a question of
how we view the customer. We
have to demonstrate that we are
strong enough to execute a project
from the first moment contact
is established – long before the
contract has been secured.
Ensuring that our values are
reflected in our actions is a clear
management responsibility.”
Crucial
Developing the expertise of our
people is crucial in building a
culture which delivers both quality
and resources.
Aker Kvaerner has come up with
its own tools to measure support
for its values and chart the potential
for improvement. Our people
are developed through challenging
assignments, guidance and
training. Motivated and highlytrained
employees are crucial for
winning new contracts.
“There are no second awards in
our world,” says Mr Lund. “We
can’t assume that we’re the best –
we’ve got to prove it every time.
That calls for a special enthusiasm
and ability to understand customer
needs, and for the ability to put
together the best team. Our global
resources put us in a strong position,
and we’re working systematically
to develop these even further.”
He has been inspired by the
positive attitudes displayed among
Aker Kvaerner people, and perceives
the mood in the Group to
be good.
“I’ve spent a lot of time at our
various operations in Asia, the
Americas and Europe. Such visits
always give me important feedback,
and I’ve found a commitment
to thinking and acting in new
ways. It’s precisely the ability to
change and improve the Group
which allows us to create a leading
industrial enterprise.”
Looking ahead, Mr Lund
emphasises that Aker Kvaerner
will have a long-term approach.
“We apply an infinite perspective
to our business. So we attach
crucial importance to responsible
behaviour towards our people,
customers, shareholders and society
as a whole. At the same time,
we must always be ready to adapt
to secure the best prospects.
The feedback we get increasingly
describes us a reliable and
dynamic group which is able to
deliver. We’re on the right track –
and making good speed.”