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 […]
Subsurface Upskilling in Equinor
To succeed with both short-term and long-term value creation, Equinor’s subsurface community needed a better understanding of how technical expertise, strategy and business are interconnected. Subsurface Upskilling was developed to give more than 2500 employees clearer insight into how their work contributes to the company’s overall value creation, and strengthen cross-disciplinary collaboration. Equinor is an […]
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 2050 – Navigating the energy transition
Energy 2050 is a business simulation tool that helps participants understand how energy companies develop in a market shaped by uncertainty, technological change, and increasing sustainability requirements. It gives participants from different backgrounds the opportunity to explore strategic choices and see how these play out over time in a realistic environment. The tool is developed […]
Building confidence in the role of union representatives
Stepping into the role of a union representative is meaningful, but also demanding. New representatives often face the same questions early on: What is expected of me? What does my role actually involve? How do I handle this in my day-to-day interactions with management and colleagues? Delta wanted to address these questions head-on- The union […]
The Norwegian Media Authority – Digital Awareness 2.0
Digital Awareness is a dialogue-based tool designed for parents, guardians and professional who want support in talking about children’s digital lives. The tool is primarily used in parent meetings and sessions at primary school level, where adults come together to explore challenges, choices and responsibilities related to children’s online presence. Since its launch in 2018, […]
Essity – An end-to-end customer centric supply chain you can trust
Essity is setting the stage to become the undisputed global leader in hygiene and health with their new global supply chain strategy. During a three-day Warm Up-event, 150 site managers engaged in a gamified learning experience to understand the company’s new strategic initiatives. Essity recently launched their new global supply chain (GSC) strategy, emphasising nine […]
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 […]
Connected to the World – Strategic alignment in Elvia
As the country’s largest utility company, serving over 2 million customers, Elvia shoulders a crucial societal role: powering the renewable society. Yet societal expectations, demands, and needs are constantly changing. To remain relevant in the future, Elvia must find a balance between crafting and adhering to a resilient strategy and adapting to a dynamic environment. […]
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 […]
‘Early On and Up-Close’ – Initiative for Sick Leave Management
The initiatives in the specialized industry program, IA in hospitals, zeroes in on two focal areas: extended or recurring absences, known as “Early On and Up-Close,” and proactive workplace environment strategies, termed “Where It Matters Most.” The Industry Program IA in hospitals has developed a detailed progress description including tools and templates to support managers […]
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 […]
Operation New Energy
The energy transition is accelerating rapidly. Every country, and the people within them, must undergo major transformations to meet ambitious climate and energy goals. But how do we secure enough energy from renewable sources to meet rising demand? Electricity consumption is surging, even as fossil fuels are gradually being phased out. Fortunately, technological advances are […]
‘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 […]
Digitization in the Railway Industry
Rytec AS is a Norwegian consultancy firm based in Oslo that offers consultancy services within the transport sector in Scandinavia. In addition to advisory services, the company provides training, education, locomotive operator services, and chief safety officer roles. They have staff with extensive experience from rail-related operations and emphasize knowledge transfer in their philosophy. Specifique […]
Skill Development at Red Cross
The Norwegian Red Cross is a humanitarian movement based on volunteer work. Their purpose is to detect, prevent, and alleviate human suffering and distress and to advocate for human respect without discriminating based on nationality, race, religion, social class, or political beliefs. The Red Cross’s training department continuously develops the skills of its volunteers. This […]
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 […]
The Finance Sector Union of Norway – a new twist on the role of the employee representative
Being an employee representative can be a lonely job. But not in the Finance Sector Union. “What is actually expected of me as an employee representative?” This is perhaps the most commonly asked question by newly elected representatives. The vast majority of larger trade unions have various training programs for their employees. This is also […]
A joint digitization journey with Statoil/Equinor
Statoil/Equinor is a demanding customers, which means that Specifique constantly has to figure out new and improved solutions to the customer’s needs. Our first assignment (2003) for Equinor (Statoil) was a classic dialogue mat about the company’s values and how they should be expressed. Eventually, there were developed hybrid solutions where we adopted web-based solutions […]
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 […]
Essentials of Competitive Strategy
When Statoil (now Equinor) sought to strengthen their competitiveness and business understanding, the Essentials of Competitive Strategy (ECS) project was born. The objective was to increase employee competence within value creation, market dynamics and strategy, across all disciplines and organisational levels. The initiative was driven by significant changes in the energy market and an growing […]
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 […]
Social Investment – EVPA
The European Venture Philanthropy Association (EVPA) is a lively community of organisations sharing the same vision and a common goal: creating positive societal impact through venture philanthropy and social investment. From November 9th to November 11th 2017, 530 participants from all over the world met at Sentralen in Oslo for EVPA’s annual conference. The aim […]
The Norwegian Media Authority – Digital Awareness
There is an increasing demand for educational sessions focused on internet awareness, reflecting the need for greater insight into guiding and mentoring children in the digital realm. Educational institutions are calling for robust tools to facilitate impactful parent meetings dedicated to these topics. As the state’s authority on media oversight, The Norwegian Media Authority dedicates […]
Møllergruppen – Salvaging a reputation
In 2016, the Volkswagen group had to retract 8.5 million cars in Europe due to faults in emissions data on EA-189 engines. Møllergruppen (The Møller Group) is a Norwegian distributor of Volkswagen, and immediately had to implement crisis management to salvage operations and reputation when these issues were made public. Specifique developed a detailed plan […]
PwC – Understanding and compliance of ethical guidelines
Acting according to ethical principles and values is essentially a matter of awareness. All PwC units and employees are subject to a “Code of Conduct” (CoC). These ethical guidelines are based on PwC’s values, which are specified in various areas. Specifique’s mission was to create an understanding of, reflection about, and integration of CoC among […]
NSB – Training on track
NSB Competence Center conducts several hundred training courses a year. In recent years, there has been increased demand for efficiency and cost reduction within the company, and Specifique has been a key contributor to streamlining and modernising a number of pedagogical tools used in the training programs. Specifique has developed tailored Dialogue Mats for Central […]
KS – Ripple effects
“Ripple Effect” (“Ringvirkning”) is the name for the project initiated by the Norwegian Association of Local and Regional Authorities (KS) which entails the need to rethink the role of agriculture in local community development. Agriculture has the potential to make important contributions to local community development, such as: Increased job opportunities New dynamic industries Welfare […]
#Snillsnakk (#Nicetalk) – anti-bullying and online awareness
The Norwegian Directorate of Education wishes to prevent and reduce bullying among teenagers and has granted funds for increasing anti-bullying measures in upper secondary schools. Østfold County Council has seized this opportunity, and student and apprentice representative, Henrikke Bugdø-Aarseth, is leading the initiative.In collaboration with Østfold Country Council, Specifique has created an a training course […]
The birth of Nespresso
The Nespresso journey started with a simple but revolutionary idea: enable anyone to make the perfect cup of espresso – with exquisite crema, enticing aroma and rich flavour, just like skilled baristas. Nestlé Nespresso SA adopted this idea and pioneered the concept of “premium” portioned coffee. Suffice it to say they succeeded.Nespresso’s challenge during their […]
The People in Posten and Bring
Defining clear goals and strategies is difficult for every company, but none of this matters if you cannot get the company to move in the right direction. Posten and Bring (the Nordic Postal Service) have defined their primary objective to become a Nordic, integrated and industrialised corporation with customer focus and execution power. In order […]
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 […]
Equinor – The Future of Energy Simulation Game
We have developed a simulation game for Equinor (formerly Statoil) that takes place in the fictional country of Exlandia. Players are taken through a journey of a changing environment over a period of 10 years, where the purpose is to understand the value chains within the energy sector, as well as develop strategic skills […]
Norwegian Public Roads Administration – Cross regional collaboration
The Norwegian Public Roads Administration consists of a directorate and five regions, all of which receive advice from the internal HR and the administration department (HRA). With new leadership and organizational changes in place, HRA wanted to create an arena to communicate their new strategy and direction for the department. Specifique prepared a digital solution […]
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 […]
Culture and values in Hurtigruten
Hurtigruten’s vision is to be the world’s market leader of discovery voyages. In 2014-2015, Hurtigruten implemented a repositioning strategy, which would, among other things, establish new and high demands for the corporate culture. Specifique assisted in Hurtigruten’s culture project, which was named “We@Hurtigruten”. The project was supposed to shift the brand experience for both customers, […]
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 […]
Revitalization of values in FINN.no
FINN.no is a well-known and central actor in a constantly changing market. But how do you master the art of maintaining FINN’s identity when strategies, ambitions and the competitive environment constantly requires new thinking and innovation? During FINN’s annual employee kick-off, Specifique contributed through a combination of engaging and interactive exercises on Dialogue Mats […]
Ferd – Cookbook for Social Entrepreneurship
Ferd is a family-owned Norwegian investment-company committed to value-creating ownership of businesses and investments in financial assets. In addition to the group’s purely commercial activities, Ferd has an extensive involvement in social entrepreneurship. In November 2015, FSE invited the SosEnt conference in the Norwegian Opera’s foyer. 370 people participated, including private investors, public employees, […]
DnB – Interactive seminar
Within a legal environment in the bank and finance industry, it is not enough to simply know the laws. You must also have knowledge about banking. A prerequisite for making a difference is the ability to accumulate knowledge about the bank’s day-to-day operations. During the DnB Legal Department’s seminar, Specifique facilitated participant involvement and […]
Business and Value Chain Understanding in the Energy Sector
As the energy landscape continues to evolve and commercial understanding becomes increasingly critical, Equinor (formerly Statoil) took measures to strengthen internal business understanding. After many years as a trusted partner and learning provider, Specifique was asked to develop a training program aimed at enhancing value creation, market insight, and strategic thinking across disciplines. The project […]
Shaping the Future of Leadership at PwC
PwC is a leading expertise hub emphasizing knowledge, insight, and value creation. In Norway, it boasts over 2,300 employees spread across 28 offices nationwide, all deeply ingrained with local business and environmental insights. The company operates in 157 countries, primarily offering professional consulting services aimed at the financial sector. At the heart of PwC’s cultural […]
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 […]
Innovation (in) Norway – More than cheese slicers and paper clips
Innovation is set to shape the future of business. Without it, companies perish. Innovation is something that is new, useful, and utilized. Innovation impacts both the top and bottom lines. But what does innovation mean in practice for your specific business? Innovation Norway has a crucial societal mandate – to ensure good ideas are brought […]
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. […]
Global Talent Development Program in Aker Solutions
How do you identify future top leaders capable of advancing the company amidst fierce international competition? Which of the internal talents is best suited to lead business units in a global context? How can you ensure that leadership development yields a return on investment for the company? Aker Solutions‘ answer was a leadership program where […]
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 […]
Work Environment at Personec
As a recruitment company, Personec has a long tradition of conducting employee feedback surveys. These have traditionally been conducted individually through online platforms. However, Personec wanted to get more qualitative data from the survey that would allow for comparison over time, moving more towards a quantitative method. Additionally, the company wanted to create a system […]
