All posts by Tyler Barrott

International Leadership Interview: Jasper Spruit, Vice President Traffic Development, Avinor

Jasper Spruit

AmCham International Leadership Series

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In a globetrotting career that has taken him from his native Netherlands to Australia and then to Norway, Jasper Spruit, Avinor Vice President for Traffic Development, has learned a tremendous amount about what it takes to lead in one of the world’s most international industries: aviation.

Jasper sat down with AmCham to share his perspectives on leadership, the importance of aviation for Norway, and how aviation can open doors for Norwegian businesses in economic hot spots such as the United States and Asia.

Where did you start?  Can you give us a brief description of your path to where you are now?

I have always been very internationally oriented. While I was receiving my bachelor’s degree in Rotterdam, I had the opportunity to complete a four-month internship in Switzerland with SwissAir. This was my introduction to the aviation industry, and I found it so interesting that I knew I wanted to work in this industry following graduation.

As I was preparing to write my master thesis, I remember going to my professor and telling him that I was not the type to sit in the library all day reading books. I wanted to go to a company where I would have the opportunity to learn a lot more through experience. As a result, I was able to write my thesis for Rotterdam Airport. I stayed and worked there for about 8 months after finishing my thesis, followed by 8 months in a small airline company in southern Netherlands. This company went bankrupt, which unfortunately happens a lot in the aviation industry, so I moved again to another smaller company. I was also in this company for about 8 months before ending up at Schiphol Airport in Amsterdam.

 I sometimes say that I completed my own traineeship because I had these 8-month periods at various companies to begin my career. I started as an analyst at Schiphol but after my first few years I became interested in traffic development, which was called aviation marketing at the time.

Traffic development is inherently a very international role because there are only a few airlines from your own country. Therefore, you are constantly working with others around the globe. Schiphol Airport was holding almost 20% of Brisbane Airport Corporation so there was an agreement to share intelligence and knowledge between the two companies. As a result, I had the opportunity to swap places with an employee from Brisbane Airport and move to Australia for two years.

Brisbane Airport was responsible for the Asian Pacific markets and I often like to make a link to Norway. The Asian Pacific has a lot of islands that need a direct aviation transport link in order to successfully do business and make it possible for inhabitants to actually live in these rural places. Similarly, there are places in Norway, especially in the north and along the west coast, that also depend on direct aviation transport.

 After Australia, I returned to Schiphol for a few more years before I started looking around for the next challenge. After turning down other offers from abroad and deciding to settle down and purchase a home, a recruiting agency approached me for a position with Avinor in 2015. This position was so interesting that I decided to go for it. I saw the opportunity for growth in the position which was a fantastic step for me.

What are the important decisions you make as a leader of your organization and how do they impact its global presence? Do you have any recent examples to share?

Our traffic development department has an external focus, and my team constantly works with companies and organizations outside of Norway. Therefore, as a leader of the traffic development department, the decisions I make directly impact Avinor’s global presence. 

In addition, Avinor is owned by the Norwegian government and Norway is a country with challenging topography and vast distances, and Norwegian businesses are oriented to international markets. These businesses are entirely reliant on aviation, and aviation is also crucial for settlement, travel, the public health service, education, sports, and culture in Norway.

In order to serve both the Norwegian economy and the country’s inhabitants, we must understand how to directly connect to sources of trade, including inbound tourism and the seafood industry. This is one of the reasons our membership with AmCham has been so valuable. Connection with other AmCham members has helped us develop this understanding.

In my opinion, we are in a very competitive arena. When we approach airlines for business, they are able to reach destinations around the globe and have a number of other companies knocking at their door. So, we must be very visible within the industry. My team proactively works to ensure that Avinor is well represented using a B2B marketing strategy. For example, we share insights and business cases that we believe our public (airline network planners) find useful. The goal is to have Norway and Avinor at the top of an airline director’s mind when they make the key decisions on where to place their aircrafts.

We are also able to promote Avinor at global aviation conferences that are held several times throughout the year. At these conferences, we give pitches to a variety of airline companies. This is another great way to increase our visibility within the industry. We will host one of these conferences in Bergen in 2020. We are very excited for this opportunity as it will be yet another way to continue our promotion of Norway and Avinor.    

“I believe that today’s leadership is all about people and competencies. A leader’s ability to discern where a person finds their energy, what excites them, and where they excel is crucial to a leader’s ability to help a person reach their full potential.”

Jasper Spruit

Avinor

How do you build team morale and maintain the creativity of a diverse team within an international organization?

We certainly have a very international team. I am Dutch, we have a group that sits here in Norway at Oslo Airport , In total we now have 13 people in the traffic development team, but of course many more throughout Norway are involved. Having working in different time zones is an advantage because it allows us to always have an eye on the markets and make key decisions when needed, but it also makes it more challenging to stay connected as a team.

Fortunately, we meet key decision makers of airlines and other industry partners and gather frequently at international conferences, and the last few years we have been able to spend some time together traveling around Norway. This gives us the opportunity to not only teach them more about Avinor and Norway, but more importantly catch up with each other and stay connected.

Day-to-day we stay connected using Skype and have found a time of day that works for everyone to be online. My leadership style strongly values creativity and team morale. I want my team members to always feel comfortable making decisions and bringing creativity to the table, knowing that it is ok to make a mistake as long as we are able to learn from it and continue to improve individually and as a team

Would you use the same leadership style in a different organization? In a different country? How important is it to tailor your leadership style to your team and environment?

There are cultural differences between organizations and countries, I believe that the reason I am here today is because of who I am as a leader and a person. Adjusting your leadership style probably depends most on the tasks that you are completing. If I were to move to a different country, organization, or even a different department within Avinor, a different leadership style would probably be more suitable, but the core is me and that will always remain the same.

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Where do new ideas and exciting proposals come from in your organization? Has your international experience helped you ‘think outside the box’ in your organization?

Everywhere. We have created an environment where it is ok, and even encouraged, to bring in new ideas. We are generally very busy day-to-day, so it has often been difficult to find time to sit down and brainstorm as a team. I want to spend more time, maybe once a month, to gather the team to talk through everyone’s thoughts, what we can do to improve and discuss what we see others doing successfully that we can learn from. As I previously mentioned, my leadership style strongly values creativity, and I want my team to feel comfortable bringing new ideas to the table, knowing that it is ok to make mistakes as long as we can learn and improve from them.

The Dutch are often known for being direct, and so am I.When I worked in Brisbane, I was exposed to a new culture and had to adjust to a new understanding of how others were perceiving me. I remember that when I returned to the Netherlands I had to get used to “being Dutch” again. One of the main reasons Avinor likes to employ foreigners is to bring the outside in, so it is my previous experience abroad that brought me here. Therefore, the way my team works today might not be “outside of the box” for me, but it is new to Avinor.

How do you ensure that your team and your company’s services are aligned to your company’s core vision?

In Avinor, it is all about communication and repetition. We use internal presentations to explain to each other the strategy behind the work we are doing.

 The repetition of these presentations and blog posts help ensure that everyone at Avinor is aligned to the company’s core vison and strategy. What I like to do, and maybe this is apart of my leadership style, is have other members of my team go and make a presentation when there is a working or strategy group meeting. This way, we have more cross understanding as a team and the message is not always just coming from me but from the team itself.

What do you believe are shared traits among good leaders? Are than any common mistakes you notice leaders making? What is unique about being a leader in Norway compared to leading an organization in another country?

I believe that today’s leadership is all about people and competencies. A leader’s ability to discern where a person finds their energy, what excites them, and where they excel is crucial to a leader’s ability to help a person reach their full potential. I think this was probably different twenty years ago. As a leader you had to carry out a task and that was it, but now everything is more knowledge based – skills require less handwork and demand more thinking.

I often like to look to great leaders to learn from what they are doing successfully. For example, Barack Obama was in Oslo last year, and I think he is a great example of a leader who truly understands the people he works with. He’s able to effectively determine where a person excels and place them into a situation where they can produce their best work. I also think it is important to create an environment of trust. The team spirit should be based on shooting for the best, knowing that is ok to also make mistakes.

A common mistake might be staying in a leadership position for too long. I don’t necessarily mean that leaders should move just for the sake of it but beware of what is best for the team and company. You don’t want to become too repetitive yourself.

I have found that, for me, the stereotypes that people have about working in Norway generally hold true. There is a strong focus on work-life balance and the workplace tends to be relatively casual. I remember the first time I went to the ministry for a meeting I was thinking that I must wear a nice suit and tie as I did in the Netherlands, where it is very formal. When I arrived, I was surprised to see that everyone participating in the meeting was wearing sweaters. However, I think Norway has taught me that this is ok. Why should it make a difference if you wear a suit or not?   

If your job was a sport, which sport would it be?

The Tour de France. I think this is a great comparison because the competition is all about endurance and teamwork. If you don’t work as a team, you will never win or be successful, not even for a single day. There is fierce competition so if you weaken up for even just a minute, you can lose a lot. Although endurance is important, it isn’t everything. There are moments when you need to win the sprints. When I look to the aviation industry, I see aspects of our work that require winning the long-haul races that may take three to seven years to complete, but I also see cases where we must win the short-term sprints. 

How do you continue growing and developing as a leader?

I have learned that it is important to carefully listen to the feedback I receive from my team, the management, and our customers. This is a great way to find opportunities for personal growth and development as a leader. I remember learning in a training that you should think about who your best leaders have been and what it is that has made them so successful, then you can try to implement these traits into your own leadership style.

Personally, one of my biggest role models has been Øyvind Hasaas, who is currently the CEO of OsloAirport. He has taught me how to effectively lead others while staying dedicated to the goals I want to achieve. I also like to look to other industries and talk with leaders form other organizations to see what I can learn from them. Sometimes, I try totally new things and just see how they work out.

Lastly, I read a lot of books about successful leadership and try to put myself out of my comfort zone in order to reinvent myself.

When it comes to recent developments at Avinor, what are you are excited to talk about?

We have found that Norway has become an increasingly popular tourist destination in the United States, as we have seen the number of Americans visiting Norway double within the last five years. We have also seen a change in the profile of tourists from America. Historically, a majority of the visitors from the U.S. had family or heritage here in Norway, but recently we have seen an increase in tourists who are visiting simply because they are interested in exploring what Norway has to offer. We also know, of course, that many AmCham members are interested in direct flights to Norway so we have spent a lot of time working with Innovation Norway and various airline companies to improve connectivity.

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You get the podium at Stortinget for 5 minutes, what topic(s) do you address and why?

I would love to talk about the importance of aviation here in Norway, but at the same time I know that this is an unnecessary topic because the Norwegian government is already educated and recognizes that it is important. Therefore, I would focus on the importance of global aviation for Norway. Currently, the focus seems to be mainly domestic. How do we get connectivity all throughout Norway? While I do agree that this is important, I believe that we need to also focus on the next steps. How do we connect the Norwegian economy to the leading economies around the globe? For example, when flying to Asia from Norway, you can only fly direct to Bangkok and that’s about it. Although we can reach Thailand, there should be direct links to the economic powers of Asia such as China, Japan, Korea, and Singapore. A similar situation is also seen in the United States.

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Where do you see yourself and your company five years from now?

I am driven to make our traffic Development team, the leading team in the industry of traffic development. We have made quite a few big steps, but we are not there yet. At the past four national conferences we have been nominated by our customers and airline partners to win best team in the industry but have never ended in first place. My goal is to win this award with the team at least once within the next five years. Personally, I have the ambition to make the step into executive management in the future.

A very important topic for Avinor is sustainability. Our near-term goal is to halve our emissions by 2022 compared with 2012, and we have just stated that by 2030 our own operations will be net zero emissions. Avinor is investing with various partners in green aviation. Not only on the ground but we also believe in electrification of flying and thus aircraft.

If you could give your 20-year-old self some advice, what would it be?

Be more patient. That is something I have learned of the last few years, things will come. Also, do what you enjoy and what you gain energy from and the rest will follow. If every morning when the alarm rings you can jump out of bed and be excited for what the day brings, I believe everyone can go quite far.

What do you see in the next generation of leaders aspiring to run an international organization? Do you have any advice for them?

Learn about yourself. If you know yourself well and are connected to who you are as a person, it is a lot easier to be a successful leader and you will end up learning more along the way. Also, make sure you take the time to appreciate the people you interact with and those who help you succeed throughout your career.

What was the latest time you responded to an email last night?

Probably around 6 or 7.

Arendalsuka 2019 Summary

Arendalsuka 2019 Summary

Building the Norwegian Healthcare Industry

There are few things better than the excitement and passion of Arendalsuka, and AmCham made the trek down to southern Norway again this year to put on an exciting program of healthcare-related events featuring a diverse array of industry leaders and politicians.

Building the Norwegian Healthcare Industry and Meet Norway’s Healthcare Leaders One-on-One were held back-to-back, offering attendees an unfettered look into Norway’s healthcare industry. Well over 50 attendees joined the first session, where panelists Sveinung Stensland, Tom-Christer Nilsen, Sveinung Tornås, Ans Heirman, Atle Bergfjord, and Aksel Reksten not only discussed the challenges the industry faces in Norway, but also expanded upon how the country can unlock its potential to become a global innovation hub at the forefront of developing innovative healthcare solutions for patients around the world.

Member of Parliament Tom-Christer Nilsen kicked off the session by noting the important role the healthcare industry can play in diversifying the Norwegian economy. “We want to be California, not Klondike,” the Høyre parliamentarian noted, before going on to highlight how Norway’s unparalleled amount of healthcare data and access to the common market make it an ideal country for the industry to invest in.

Nilsen was followed by fellow Member of Parliament Sveinung Stensland. Stensland touched upon the cultural challenges surrounding the healthcare industry in Norway in his presentation, noting that healthcare is not just a public service, but a business – a business that generated over NOK 142 billion in taxable turnover in 2017.

Next up was Sveinung Tornås. Tornås, the head of innovation and e-health for Sunnaas Sykehus, highlighted how innovation occurs on the hospital side, noting how hospitals can be important conduits for innovation and how Sunnaas has worked with everyone from the world’s largest healthcare companies to small, Norway-based startups to develop patient centered healthcare solutions that improve outcomes.

“Because of Norwegian innovation, we’re making things cheaper than any other place in the word. Cheaper than either China or India. So, when I combine that with the new healthcare whitepaper, which is an excellent piece of work, I can go to my American owners and say this is where you should invest – Norway.”

Aksel Reksten

GE Healthcare

After the conclusion of Stensland presentation, Bergfjord, Reksten, and Reksten joined the two parliamentarians and Tornås on stage for a panel discussion moderated by AmCham’s Katja Dahl Murphy.

MSD Managing Director Ans Heirman was the first to speak, expanding upon Stensland’s comments on Norway’s healthcare culture by noting the necessity of instilling a “culture of collaboration” that understands the value of innovation in the public procurement process.

Innovation was also on Bergfjord’s mind as well. Capgemini’s VP of the Public Sector & Healthcare noted that his over fifteen years of experience with public procurement has shown him that by rewarding innovation, Norway can combine its technological prowess with the latest medical thinking, allowing the country to “not only create a lot of value, but create a better life for people.”

GE Healthcare Managing Director Aksel Reksten followed Bergfjord, highlighting the company’s tremendous Norwegian growth in the course of the past two decades and the underscoring the importance of predictable frameworks, such as the EEA Agreement (EØS). “Because of Norwegian innovation, we’re making things cheaper than any other place in the word. Cheaper than either China or India. So, when I combine that with the new healthcare whitepaper, which is an excellent piece of work, I can go to my American owners and say this is where you should invest – Norway.”

The discussion then opened up to the audience, where attendees such as Roche Managing Director Rajji MehdwanAbbVie Country Lead Kirsti Nyhus, and audience members from other industries discussed with Stensland and Nilsen the importance of remaining competitive in a regional context and building a procurement process that also takes into account treatment efficacy and innovation.

After the questions concluded, our networking event Meet Norway’s Healthcare Leaders One-on-One! kicked into gear. Event attendees had the opportunity to engage healthcare leaders such as Mehdwan, Nyhus, Reksten, Bergfjord, Pfizer Medical Director Erik Hevlin, and Bristol-Myers Squibb General Manager Hilde Bech in personal, one-on-one discussions on a variety of industry issues.

We would like to thank all our panelists and sponsors for a fantastic event this year, and we look forward to working with our healthcare industry members, government officials, and politicians to make Norway’s ambitious vision for the healthcare industry a reality.

Building the Norwegian Healthcare Industry Panel Participants

Sveinung Stensland

Tom-Christer Nilsen

Sveinung Tornås

Member of Parliament

Member of Parliament

Head of Innovation and E-health, Sunnaas Sykehus

Ans Heirman

Aksel Reksten

Atle Bergfjord

Managing Director, MSD Norway

Managing Director, GE Healthcare

VP – Public Sector & Healthcare, Capgemini

Meet Norway's Healthcare Leaders One-on-One Participating Healthcare Leaders

Kirsti Nyhus

Hilde Bech

Atle Bergfjord

Aksel Reksten

Country Lead Norway, AbbVie

General Manager, Bristol-Myers Squibb

Sector Lead – Public & Healthcare, Capgemini

General Manager, GE Healthcare.

Ans Heirman

Erik Hjelvin

Rajji Mehdwan

Managing Director, MSD

Doctor & Medical Director, Pfizer

General Manager, Roche

Arendalsuka Program Sponsors

AmCham Arendalsuka Guide 2019

AmCham Arendalsuka Guide 2019

Arendalsuka is Norway’s largest political meeting place, and a number of our 250 member companies will take part. Check out the guide below to get up to speed on patron-level member company events.

AmCham Events

Building the Norwegian Healthcare Industry: Turning Visions into Reality

Wednesday, August 14, 15:40 – 16:50

As patients, our needs are simple. We want to be well and, when we get sick, we want the best treatment so we get better as soon as possible, get home to our families and lead a good life with the right support.

How, then, can Norwegian patients benefit by a closer partnership between healthcare authorities and healthcare innovators? What are the key opportunities and obstacles to growing a dynamic, internationally oriented industrial base similar to those our Nordic neighbors have?

With the recent watershed release of the Norwegian government’s ambitious Health Industry whitepaper, there has never been a better opportunity to turn Norwegian healthcare visions into reality. Patients, providers, authorities and industry all stand to benefit – IF cooperation expands considerably.

Join political representatives and healthcare industry leaders for an honest conversation on building a viable healthcare industry for us all!

The meeting will be hosted in English to accommodate our international directors and guests. Contributing partners include AbbVie, Amgen, Biogen, Bristol-Myers Squibb, Eli Lilly, GE Healthcare, GlaxoSmithKline, Janssen, MSD, Pfizer, and Roche. Additional guest speakers to be announced.

Particpants

Sveinung Stensland

Tom-Christer Nilsen

Sveinung Tornås

Member of Parliament

Member of Parliament

Head of Innovation and E-health, Sunnaas Sykehus

Ans Heirman

Aksel Reksten

Atle Bergfjord

Managing Director, MSD Norway

Managing Director, GE Healthcareo.

Sector Lead – Public & Healthcare, Capgemini

Meet Norway's Healthcare Leaders One-on-One!

Wednesday, August 14, 17:00 – 17:30

As patients, we use their medicines, abide by their guidelines and fully expect their services to improve and prolong our lives. But do we really know the PEOPLE that lead our healthcare providers? Are these organizations to be trusted? Who, when and how do they make lifesaving decisions? Are patient needs prioritized above all else?

Please join us for a unique opportunity to speak one-on-one with directors from top companies AbbVie, Bristol-Myers Squibb, Capgemini, GE Healthcare, MSD, Pfizer, Roche . Additional leader participants will be announced.

Our rapid-pace program will provide a unique opportunity for personal conversations with attending leaders. Please join us – and have your questions ready!

Participating Healthcare Leaders

Kirsti Nyhus

Hilde Bech

Atle Bergfjord

Aksel Reksten

Country Lead Norway, AbbVie

General Manager, Bristol-Myers Squibb

Sector Lead – Public & Healthcare, Capgemini

General Manager, GE Healthcare.

Ans Heirman

Erik Hjelvin

Rajji Mehdwan

Managing Director, MSD

Doctor & Medical Director, Pfizer

General Manager, Roche

Fra modig student til uønsket jobbsøker?

Monday, August 12, 17:00 – 18:00 (US Embassy event in cooperation with AmCham, ANSA, and Akademikerne)

Er norsk næringsliv redd for å ansette norske studenter med utenlandsk utdanning? Eller tror arbeidsgivere at studentene fra USA ikke har lært like mye som de som går på NTNU? Hva med søkerens tilleggskompetanse fra utenlandsopphold – teller det positivt?

I følge Bolognaprosessen skal minst 20 prosent studere i utlandet innen 2020, men dagens tall ligger rundt 16 prosent. Noen norske politikere har uttrykt ønske om det bør blir obligatorisk å studere i utlandet, men henger dette sammen med hva arbeidslivet søker?

Norske arbeidsgivere sier de ønsker ansatte med internasjonal erfaring og utdanning. Likevel virker det som norske nyutdannede arbeidssøkere, med utdanning fra utlandet, ikke er like ettertraktet?

Den Amerikanske Ambassaden i Oslo samarbeider med ANSA (Association of Norwegian Students Abroad), American Chamber of Commerce (AMCHAM) og Akademikerne for denne spennende debatten om hva norske studenter med internasjonal utdanning møter når de skal inn i arbeidslivet.

Vi stiller spørsmålene:
– Hvorfor skriver så få arbeidsgivere at internasjonal utdanning er en ønsket kvalifikasjon i sine utlysninger?
– Hva kan norsk næringsliv gjøre for å verdsette jobbsøkere med internasjonal utdanning i ansettelseprosesser?

Medvirkende:
– Jan Grønbech, Country Director, Google Norway
– Maalfrid Brath, Managing Director, ManpowerGroup Norway
– Mari Sundli Tveit, Direktør Politikk, Næringslivets Hovedorganisasjon (NHO)
– Hanna Flood, President, ANSA (Association of Norwegian Students Abroad)

Patron Member Events

Monday

Hva skjer når kvinner ikke deltar i den teknologiske utviklingen?

Mandag 12.08.2019 11:00 – 12:00

Fra bruk-og-kast til sirkulærøkonomi: idédugnad om ansvarlig forbruk og produksjon

Mandag 12.08.2019 13:00 – 15:00

Mind the Gap

Mandag 12.08.2019 14:00 – 15:00

Kvalitet i barnehagen - vår viktigste investering?

Mandag 12.08.2019 14:15 – 15:15

Er det forskjell på kvinner og menn: Hvordan være kvinnelig leder i verdens mest likestilte land?

Mandag 12.08.2019 15:30 – 17:00

Oppvarming før partilederdebatten: quiz, debatt og politisk analyse

Mandag 12.08.2019 19:45 – 21:15

Debatt på TV - spiller det noen rolle?

Mandag 12.08.2019 20:00 – 21:00

Tuesday

Fremtiden er elektrisk - vindkraft sikrer vekst og verdiskaping for norsk industri

Tirsdag 12.08.2019 08:00 – 08:45

Kunstig intelligens - helt på jordet?

Tirsdag 13.08.2019 09:30 – 10:30

Fremtidens konkurransekraft: tillit og teknologi

Tirsdag 13.08.2019 09:45 – 10:00

Regioner i omstilling: Hvordan jobbe sammen for endring og innovasjon?

Tirsdag 13.08.2019 09:00 – 10:30

Family, fools and friends: Hvem tør å investere i norsk teknologi?

Tirsdag 13.08.2019 10:00 – 11:00

Når sykehuset kommer hjem - hvordan rigger vi fremtidens helsetjeneste?

Tirsdag 13.08.2019 10:15 – 11:15

InterCity - Norges viktigste samferdselsprosjekt?

Tirsdag 13.08.2019 11:00 – 12:00

Norske teknologi-startups forblir små og norske. Hvordan bli store og voksne?

Tirsdag 13.08.2019 11:00 – 12:00

Norsk havbruk mot 2050 - lunsjdebatt

Tirsdag 13.08.2019 11:00 – 13:30

Hvordan har kua det? En debatt om dyrevelferd og matproduksjon

Tirsdag 13.08.2019 11:30 – 12:30

Satelittbasert vegprising - hvorfor trekker regjeringen bena etter seg?

Tirsdag 13.08.2019 12:00 – 13:00

Digitale angrep - en trussel mot digitaliseringen og demokratiet

Tirsdag 13.08.2019 12:15 – 13:15

Hvordan få kraft i digitaliseringen?

Tirsdag 13.08.2019 12:30 – 13:30

Vind i seilene - Hvordan sikre ny bærekraftig energiproduksjon i Norge?

Tirsdag 13.08.2019 12:30 – 14:15

Hva tenker morgendagens ledere om fremtiden?

Tirsdag 13.08.2019 13:00 – 14:30

Hvordan skape innovasjon i reiselivsnæringen?

Tirsdag 13.08.2019 13:00 – 14:30

Hvem forer oss med frykt, og hvorfor?

Tirsdag 13.08.2019 13:30 – 14:30

Endret klima for nye energiløsninger

Tirsdag 13.08.2019 14:00 – 15:30

Usynlig syk på jobb

Tirsdag 13.08.2019 14:00 – 15:00

Kompetente hender

Tirsdag 13.08.2019 14:00 – 15:00

Kan digitalisering og kommunesammenslåing true demokratiet?

Tirsdag 13.08.2019 15:00 – 16:00

Hvordan sikre legemiddelberedskapen i Norge?

Tirsdag 13.08.2019 15:00 – 16:15

Er kua løsningen eller problemet?

Tirsdag 13.08.2019 15:30 – 16:30

Er kua løsningen eller problemet?

Tirsdag 13.08.2019 15:30 – 16:30

Hvordan jobbe systematisk med innovasjon for å øke omstillingstakten i offentlig sektor?

Tirsdag 13.08.2019 16:00 – 17:00

Vend i tide, det er ingen skam å snu - når personvernet går seg vill på norske byggeplasser

Tirsdag 13.08.2019 16:00 – 17:00

Lansering av EY's klimabarometer for norsk næringsliv og klimabrøøl

Tirsdag 13.08.2019 17:15 – 18:15

Super Tuesday

Tirsdag 13.08.2019 20:30 – 21:30

Wednesday

Hvorfor tjener ikke entreprenørene penger på prosjekter i anleggsbransjen?

Onsdag 14.08.2019 08:00 – 08:45

Grønt og lønnsomt

Onsdag 14.08.2019 08:00 – 09:15

Hvordan kan finansbransjen tiltrekke seg flere kvinner?

Onsdag 14.08.2019 08:30 – 10:00

Hvordan sikrer vi økt og bærekraftig matproduksjon i Norge?

Onsdag 14.08.2019 08:30 – 10:00

Utenlandske anleggsentreprenører - venn eller fiende?

Onsdag 14.08.2019 09:00 – 09:45

Sosiale medier og politisk påvirkning

Onsdag 14.08.2019 09:00 – 09:45

Teknologi som redder verden

Onsdag 14.08.2019 09:00 – 10:00

Gründerfrokost: går de offentlige pengene til de smarteste bedriftene?

Onsdag 14.08.2019 09:45 – 10:45

Hvordan kan Norge lykkes med global skalering og internasjonalisering?

Onsdag 14.08.2019 09:45 – 10:45

Washingtonseminaret 2020: Hvor går USA?

Onsdag 14.08.2019 10:00 – 11:00

Unge oppfinnere: fremtidens kreftmedisin gjennom barns fantasi

Onsdag 14.08.2019 10:00 – 13:00

Cyberangrep kan vi lære av de? Hva og hvorfor?

Onsdag 14.08.2019 10:30 – 11:30

Hvordan selge Norge som innovasjonshub?

Onsdag 14.08.2019 10:30 – 12:30

Camel uten filter live med Rune Bjerke: hvordan lykkes med en vinnende kultur?

Onsdag 14.08.2019 11:00 – 12:00

"Grønne investeringer" - Godt for miljøet eller grønnvasking og symbolpolitikk?

Onsdag 14.08.2019 11:00 – 12:00

Legemidler: Billigst mulig - til hvilken pris?

Onsdag 14.08.2019 15:00 – 16:00

Skattedebatten: skatteproveny i åpne økonomier - fri buffet eller tvangstrøye?

Onsdag 14.08.2019 16:00 – 17:00

Hvordan tilpasse seg når jobben endres?

Onsdag 14.08.2019 16:00 – 17:00

Har vi todelt helsevesen?

Onsdag 14.08.2019 16:15 – 17:30

Thursday

Et todelt helsevesen - bær vi bekymre oss?

Torsdag 15.08.2019 09:00 – 10:00

Vondt i ryggen koster flesk

Torsdag 15.08.2019 11:00 – 12:15

Ledelse i hardt vær

Torsdag 15.08.2019 11:15 – 12:15

Sysla: ConocoPhillips økte inntektene med ti milliarder kroner på to år

Oljeselskapets omsetning har ikke vært høyere siden før krisen. Bedre oljepris er årsaken.

Selskapene som produserer olje og gass, var ikke de som ble hardest rammet av den alvorlige krisen som begynte sommeren 2014. Langt lavere oljepris førte likevel til at inntektene falt kraftig.

Slik var det også for ConocoPhillips’ norske virksomhet. På to år ble inntektene nesten halvert da de falt med ti milliarder kroner fra 2014 til 2016, da de endte på 14,8 milliarder.

Høyere oljepris

Men de siste årene har situasjonen snudd. I 2017 økte inntektene med 43 prosent til 21,1 milliarder kroner, og i fjor fortsatte framgangen. Inntektene i 2018 endte på 24,9 milliarder kroner.

Resultatet før skatt ble 13,6 milliarder kroner, en økning på 45 prosent fra 9,6 milliarder kroner i 2017.

– ConocoPhillips Skandinavia har i 2018 nok en gang levert et år med verdiskapning og sterkt finansielt resultat, skriver kommunikasjonsdirektør Stig S. Kvendseth i en e-post til Sysla.

Les hele saken HER.

E24: Equinor vil bygge verdens største flytende havvindpark

Equinor, Korea National Oil (KNOC) og det koreanske kraftsselskapet Korea East-West Power (EWP) har etablert et konsortium til å utvikle det flytende havvindprosjektet Donghae 1 utenfor Ulsan i Sør-Korea, skriver Equinor i en melding torsdag.

– Dersom vi lykkes med å realisere prosjektet, vil det flytende havvindprosjektet Donghae bli verdens største flytende havvindpark, over dobbelt så stort som Hywind Tampen-prosjektet på norsk sokkel, sier Stephen Bull, direktør for vindkraft og karbonfangst i Nye energiløsninger, i pressemeldingen. 

Hywind Tampen i Nordsjøen skal etter planen installere elleve vindmøller med 8 megawatt-turbiner, og delelektrifisere inntil fem installasjoner på sokkelen, ifølge Sysla

Les hele saken HER.

Oslo Børs NewsWeb: Kongsberg inngår milliardkontrakt med Lockheed Martin

Kongsberg Defence & Aerospace AS (KONGSBERG) har inngått kontrakt med Lockheed Martin Aeronautics akkumulert til 2 milliarder kroner for levering av deler til F-35 Joint Strike Fighter. NOK 700 millioner av kontrakten er allerede produsert og levert kunde. Det resterende er for leveranser fremover i tid. Avtalen omfatter produksjonspartiene 12-14 for leveranse av halerorsdeler og strukturdeler til flykroppen for alle tre variantene av F-35, totalt mer enn 500 fly.

“Denne kontrakten befester KONGSBERGs sterke og langsiktige posisjon i F-35 programmet. Produksjonen for flyet vil løpe i mange år og sikrer kontinuerlig produksjon ved KONGSBERGs fabrikk, og like viktig, baner vei for ytterligere fremtidige oppdrag», sier Eirik Lie, Administrerende Direktør Kongsberg Defence & Aerospace AS.

Les hele saken HER.

Elektrek: Tesla becomes best-selling brand in Norway, pushing electric car market share to almost 50%

Tesla’s deliveries increased significantly in June in Norway – making Tesla the best-selling brand for the year and pushing the electric market share across all vehicles sold in the country to almost 50%.

As Elektrek has previously reported, Tesla tried to deliver a record number of vehicles in the second quarter and based on our data, it looks like Tesla was ‘very close’ to its delivery record at the end of the period.

The official global delivery numbers are not expected to be released until later this week.

However, Elektrek is already getting some registration data from some markets like Norway.

Tesla’s sales jumped to 3,760 units in June – making Tesla the best-selling brand for the month with a 24.5% market share and also for the whole year-to-date with a 16.1% market share.

Read entire article HERE.

World Oil: ConocoPhillips submits re-development plan for Tor field

On behalf of the licensees, operator ConocoPhillips has submitted a Plan for Development and Operation (PDO) for a re-development of Tor field, in the Greater Ekofisk area in the North Sea.

The field was in production from 1978 until it was shut down in 2015 when the installation reached the end of its lifetime. At shutdown, just 20% of the resources in place had been produced.

Read entire article HERE.

American Wine Club Summer Tasting

American Wine Club Summer Wine Tasting

To welcome the start of summer, AmCham Norway hosted a casual summer wine tasting for members of the recently formed American Wine Club.

Featuring wines from California producers such as Joel Gott, Mandolin, and Ferrari-Carano, among others, guests were able to sample a broad range of wines while also enjoying an assortment of pastries provided by Hotel Bristol’s new in-house bakery. Along the way, attendees deepened their understanding of California wines and had the opportunity to experience vintages from a geographically diverse array of producers from the Golden State.

More tastings are in the works for the future, so be sure to join the American Wine Club today to make sure you don’t miss out on our next tasting!

About the American Wine Club

The American Wine Club is a joint AmCham / member wine importer initiative. Founded in March 2019, the club is a testament to the excitement American vintages are inspiring across Norway. The club’s Facebook group is a digital meeting place for American wine lovers from all over the country, featuring relevant reviews, wine-oriented news articles, and food pairings.

Would you like to be the club’s next member? Sign up HERE today!

Bloomberg: DNB Eclipses Nordea as the Biggest Bank in the Nordic Region

Norway’s DNB ASA has eclipsed perennial Nordic powerhouse Nordea Bank Abp as the biggest lender by market value in the Nordic region.

DNB’s market value has now exceeded that of Nordea for the first time since the Helsinki-based lender was created through the merger of four Nordic banks at the end of 2001.

Read entire article HERE.