Elopak – Safety Leadership Program
Safety is not just about rules, systems and procedures – it’s about the choices people make every day. On the production floor, during service assignments, and in the daily interactions between leaders and employees. When Elopak reached out to us, their ambition was clear: they wanted to strengthen the company’s safety culture, with a particular […]
Reducing sick leave – From insight to action
High levels of sickness absence rarely have a single cause. More often, it is due to several factors such as work environment, leadership, and employees’ sense of psychological safety and belonging in their day-to-day work. To reduce absence, organisations need a deeper understanding of what influences everyday work life – and how these factors can […]
Energy Transition in Equinor
In line with the global green shift and increased investment in renewable energy, Equinor has developed a new learning initiative: Developing Energy Projects (DEP). The course is a response to the growing need for internal competence in navigating new and complex energy markets, and aims to prepare future project leaders to handle the challenges of […]
Collaborating for Progress – Leadership Support for Continuous Improvement
Each year, 140,000 employees within healthcare organizations are provided with the opportunity to share their perspectives on the work environment and patient safety by answering the annual ‘Improvement Survey’. Regrettably, sound plans and proposed actions are frequently left unexecuted. One challenge is that solutions often involve several units. Another is is capacity and ability to […]
Safety through Collaboration in Equinor
Safety and security among employees must always come first, particularly in companies that operate daily in high-risk environments. Equinor’s goal is zero harm, which they believe is achievable through sufficient safety procedures, effective risk management, and a focus on training and collaboration. Equinor is an international energy company with its roots in Norway. Traditionally, the […]
Yara HESQ – Safe by Choice
In the ever-changing landscape of HSE-regulations, it has never been more important for businesses to implement a strategy that will ensure compliance and engagement. Health, environment, safety, and quality are the cornerstones of Yara’s operations. Yara believes that every accident can be prevented, working towards the goal of zero accidents. By fostering an inclusive and […]
Power to change
The energy industry is changing. Increasing demand, security of supply and climate challenges mean that network companies have to think new. External drivers together with the necessity of digitization and innovation result in new strategies. But they must understand the whole line in order to have an effect. All companies in the Hafslund family have […]
Essity – Taking care of health, safety, and well-being
Essity is a leading global hygiene and health company breaking barriers to well-being within the business areas of Health and Medical, Consumer Goods, and Professional Hygiene. The company conducts sales in approximately 150 countries under the leading global brands TENA and Tork and other strong brands, such as Libero, Libresse, Lotus, and Saba. Essity has sales […]
Strategic alignment in NRK
To maintain its position as Norway’s leading broadcaster, NRK has defined six core areas for excellence. These strategic priorities are set to permeate the entire organisation, requiring leaders at all levels to align with a common vision while also grasping their unique contributions to its execution. NRK (the Norwegian Broadcasting Corporation) is the Norwegian government-owned […]
‘Where it matters most’ – Collaborating towards a better work environment
‘Where it matters most‘ (in Norwegian: ‘Der skoen trykker’) is developed by and for the hospital sector, and aids employers in creating a health-promoting and adequate work environment. This is achieved through close collaboration between employees, union representatives, and safety representatives in all Norwegian hospitals. Since its national initiation in 2019, the Industry Program IA […]
The Norwegian Petroleum Directorate: Digital transformation
The Norwegian Petroleum Directorate’s main goal is to contribute to the greatest possible value creation for society from the oil and gas industry through efficient and sound resource management. An important strategic ambition is utilising technology, and a common competence platform is considered a prerequisite for realising the company’s digital strategy. Therefore, in 2019, the […]
We@Salmar: working environment and organisational culture
SalMar is one of Norway’s largest producers of farmed salmon, and operates in a highly competitive environment. The management team identified the need to strengthen the interaction between the various parts of the organisation, with the aim of building a stronger organisational culture and improving the overall working environment. Their workforce consists of highly specialised […]
Healthy competition – Mutual understanding as the key to change
According to the Swedish Tax Agency, 91 billion Swedish kroner is paid out every year in unpaid wages – and the construction industry accounts for the majority of these. There has been documented falsification of invoices and assignments. Additionally, several workers experience uncertainty regarding employment and poor – even non-existent – HSE focus on the […]
Discovering the ‘Kinder Surprise’
Face-to-face discussions have their charm, but digital platforms often fit the bill just right. Navigating Flexibility, Involvement, and a Pandemic – we discovered the ‘Kinder Surprise’ Approach. Moelven embarked on an ambitious journey to involve all 3,400 of its employees in envisioning the company’s future. The plan was simple: gather physically and employ dialogue mats as […]
The Power of Tight-Loose-Tight
How to implement a global leader philosophy during a pandemic? In the wake of the Covid-19 crisis, Telenor has been at the forefront of leading a flexible working environment. The company has established the Tight-Loose-Tight (TLT) principle, where you must ensure close (tight) follow-up, establish expectations and provide direction, be flexible (loose) in giving managers […]
Field Development in Equinor
Since 2009, Equinor (Statoil) has used educational tools and process design delivered by Specifique in their field development courses. The core of Equinor’s business is the extraction of oil and gas. Most of us probably imagine an oil rig in the North Sea when trying to visualise what this entails. However, in line with technological […]
Vestre Viken – Creating a Better Work Environment
The most important part of a work environment is the people, and how they together create a culture where each individual feels valued and involved. This was the foundation of Vestre Viken’s development process. Due to the reorganisation in Vestre Viken‘s organisation, in addition to fragmented and distributed business areas, the department for organisational development […]
Powering a Green Future
In 2018, Statkraft launched its new strategy: Powering a Green Future. The ambition of this strategy is to become a leading company in renewable energy by 2025. Statkraft is a Norwegian state-owned energy company primarily focused on producing renewable energy. It is one of Europe’s largest generators of renewable energy and specializes in hydropower, wind […]
Reducing sick leave in the public sector
One in ten employees in the public sector is absent from work every day. KS and NAV are therefore working together to help reduce sick leave. The effort is specifically aimed at 25 municipalities which have above average percentage of absent employees. In close collaboration with KS and NAV, we have developed a learning process […]
TINE – Vision and behavioural values
Specifique began its collaboration with TINE in 2006, with a focus on ethical business operations and clear value definition. In recent years, we have collaborated on increased innovation and awareness, as well as internal competence development. In 2013, TINE launched its new vision and adjusted its behavioural values accordingly. Specifique initially created an educational program […]
Kjøpmannshuset – Service reinforcement
Joker consists of 466 retail stores spread across Norway, and celebrated its 20th anniversary in 2017. In conjunction with the celebration, Kjøpmannshuset invited their sales personnel to a large gathering, where the focus was a mutual understanding of the service concept and company pillars. A total of 600 participants were gathered in the same […]
Developing a safety culture in Posten and Bring
Health, environment and safety is an important area for Posten and Bring to succeed in. The vision of no harm creates the fundament for all organisational processes and routines, which is why HSE training is absolutely crucial. Simultaneously, it helps develop a sustainable safety culture – which Posten and Bring is completely dependent on. Specifique […]
People @ Statoil
Statoil ASA (now Equinor) is Norway’s largest private owned company, with offices and operations across the world. The organisation is a key supplier within the energy industry, mainly oil and gas. In 2006, Statoil was to introduce a new system for employee feedback and personnel development – ‘P@S’ (People @ Statoil). There was a need […]
Vales and culture at Nycomed
Nycomed is an international pharmaceutical company, headquartered in Zürich, Switzerland. The company has 12,000 employees worldwide and partners in more than 50 countries. Nycomed’s portfolio of brands and medicines is focused on gastroenterology, respiratory and inflammatory diseases, pain, osteoporosis and tissue/joints. You will find an extensive selection of over the counter products in their portfolio. […]
Statoil: Anchoring Vision and Values in a New Organisation
Two years after the merger of Statoil and Hydro, the need arose to create a shared identity and understanding of values across the new company. While the fusion brought structural and operational changes, it also represented a challenging human and cultural transition. The NEMO – New Energy Mission & Orientation project was launched to build […]
The Safe Behaviour Programme – A New Approach to Safety
When Statoil (now Equinor) set out to improve its safety culture, the goal was clear: to deepen understanding of how colleagues influence each other’s safety in daily work. The Safe Behaviour Programme was established as a strategic initiative to embed the vision of “Zero Harm” throughout the organisation – from offshore to onshore environments, from […]
