SINTEF Technology and SocietyAnnual Report 2006

SINTEF Technology and Society performs research and offers advisory services to industry and the public sector with the aim ofpromoting the creation of value, safety and theenvironment. Our integrated understanding oftechnological, economic and organisationalconditions provide us with competence that isaimed at all branches of the manufacturing andservice industries. We can also point to com-petence relevant to the transport sector.

At the end of the year, SINTEF Technology andSociety had 220 employees. The Institute con-sists of 10 departments, two expert groups andthe consulting company SINTEF MRB AS.

SINTEF Technology and Society’s researchgroups work on topics that include technologytransfer, production and factory planning, logistics, systems analysis, industrial devel -opment, economic optimisation, HSE and workenvironment, risk and reliability, traffic andtransport safety, and road and transport plan-ning. We also work in the fields of school andeducational research, knowledge management,cultural understanding and change and restruc-turing processes. In addition to our top-levelexpertise in several areas, a number of our research projects deal with understanding anddeveloping interactions between technical,

social and economic systems. Our clients oftenface complex large- or small-scale challenges.A number of our research staff have been trai-ned to work in interdisciplinary teams with researchers from other SINTEF divisions orpartners outside of SINTEF.

In collaboration with NTNU, we own and operatea behavioural analysis laboratory that compri-ses a driving simulator and instrumented car,which enables us to carry out experimental stu-dies of road behaviour under controlled conditi-ons. We also perform studies of the capabilitiesof patients in traffic situations and of their vi-sual and reaction capacities following injury.

The Institute enjoys access to NTNU’s robot laboratory, automation laboratory and ma-chine-shop laboratory. These facilities are ac-tively employed in connection with our manufac-turing technology projects. We also do rese-arch in connection with the Metal Printing Pro-cess on SINTEF Materials and Chemistry’spremises.

In the course of the past few years, SINTEFTechnology and Society has built up its level ofinternational activity. At present, we are invol-ved in projects in Botswana, Serbia, Macedonia,Bosnia-Herzegovina, Moldavia and Poland.

This is SINTEF Technology and Society

Executive Vice PresidentVice President Research

Staff

Operations Management

School and Education Research Group Knowledge WorkInternational

OperationsApplied Economics andOperations Research

Smarter TogetherSafety and Reliability

Productivity and Project Management

Production Engineering

SINTEF MRB ASRoad and Transport Studies

Transport Safety and Informatics

New Praxis

Organisation of SINTEF Technology and Society

Applied Economics and Operations Rese-arch develops improved foundations for strategic and operational decision-making inindustry and the public sector, and modelsand optimises complex relationships.

International Operations combines techno-logy with capacity development and innova-tion. This increases the ability of companiesto create value and contributes to regional,national and international development.

Knowledge Work does research on know-ledge in organisations, through its under-standing of how knowledge is generated,maintained and renewed at work.

Operation management does research onthe flow of goods and information within companies and value chains, and on how business models are adapted to the market’sgoods supply requirements.

New Praxis contributes to the creation of afuture-oriented working life that take people’squality of life and need to develop into account, as well as innovation and improvedvalue creation for companies.

Production Engineering studies product development from the idea stage to finishedproduct, including aspects related to produc-tion, use and recycling.

Productivity and Project Management doesresearch and development in the fields ofproductivity, performance management andmeasurement, process analysis and projectmanagement for industry and the public sector.

Safety and Reliability contributes its competence to the process of assessing, monitoring and dealing with risk at a timewhen new forms of organisation and growingcompetition mean that companies need todeliver more complex products and servicesat ever lower prices.

Smarter Together acts to create more valueusing fewer resources in the petroleum industry. To do so requires company resources to be utilised in a smarter way.

Transport Safety and Informatics solvesproblems related to safety and passengerand goods transport. Our research is inten-ded to lead to the best, safest and most efficient means of transport.

Road and Transport Planning deals with thetransportation of people and goods, in orderto ensure that this can be done safely, effici-ently, with high quality and low consumptionof resources, and without negative impact onthe environment.

Our School and Education Research Groupdoes research on and evaluates and contri-butes to, the content, organisation, manage-ment, ownership, governance, approach toknowledge and teaching practices of edu-cational institutions at national and inter-national level.

SINTEF MRB is our subsidiary company. MRBcreates additional value for its clients by supplying development processes that lead tochange and growth. It does so by means of itssector insight, commercial understanding andexploitation of research-based knowledge.

Just as in the previous two years – the first of whichwas marked by the merger of SINTEF Industrial Management and SINTEF Civil and EnvironmentalEngineering, and the second by the establishmentof the new division SINTEF Building and Infrastruc-ture, 2006 was marked by internal restructuring. Du-ring the spring, we closed our IFIM department andmerged our departments “Knowledge and Strategy”,and “Knowledge Work”. This was done on the basis ofa strategy of concentrating our activities on busi-ness and industry-related R & D, in order to tidy upour professional and market profiles.

Although last year was partly devoted to restruc-turing, most of our activity remained relatively un-disturbed by the process. As usual, a great deal ofexciting work was under way, our clients face com-plex challenges. We have long been attempting tomeet these challenges by creating good interdisci-plinary projects, as well as offering the top-level expertise that is available in a professional environ-ment that ranges over such subjects as manufac-turing technology, company and industrial devel-opment, logistics, project management, safety, roadsafety, highway planning, economic optimisation,knowledge management, work organisation and management.

In the summer of 2006, a multi-year effort was crow-ned with success when we became the host institu-tion for the Centre for Research-based Innovationcalled Norwegian Manufacturing Future (NORMAN),which aims to improve the competitiveness of Nor-wegian manufacturing industry. To this end, the newcentre will focus on new, innovative solutions forproducts, processes and manufacturing systems.The partnership behind NORMAN consists of an industrial consortium of 16 Norwegian companies,in addition to NTNU, RTIM and SINTEF.

It is not much use knowing a lot if one’s knowledge isnot put to good use in the external world. Althoughour wide-ranging project portfolio bears witness toour ability to reach out to many companies, there isalways a potential for improvement. Our division isresponsible for the development of models that willmake SINTEF’s knowledge more available for regionaldevelopment purposes. We have been making efforts

at strategic level in this area for many years, forexample in connection with the establishment of SIN-TEF activities in the Balkans, the establishment anddevelopment of RTIM in Raufoss and Gode Sirklar AS,an industrial development company which is ownedby the municipalities of Fjell, Øygarden and Sund.Last year, the company was nominated for DnBNOR’s Innovation Prize at regional and national level,and received an award from the Ministry of Environ-ment for a project related to cultural monumentsalong the North Sea Trail. Gode Sirklar was also a cen-tral contributor to the efforts that led to the Under-water Technology Expert Centre in Hordaland beingawarded the status of Norwegian Centre of Expertise.

We wish SINTEF to be an attractive workplace forcompetent colleagues of all ages. Competition in thelabour market is tough, and it is important for us toshowcase the exciting possibilities that we can offer.Last year, we helped to ensure that SINTEF wastaken up into the EU’s YEAR (Young European Associated Researchers) network, and we are keenparticipants in efforts to establish a network foryoung researchers within SINTEF.

International activities have long been a high-prio-rity area with us, and our research groups have beenhighly active in EU programmes for many years. Aswell as carrying out ongoing projects, both as part-ners and as coordinators, we put a great deal of effort last year into positioning ourselves vis-à-visthe EU’s 7th Framework Programme in areas suchas transport, ICT, industrial manufacturing, produc-tivity, work organisation, safety and contingencyplanning. We firmly believe that we will continue tobe a core contributor to European research, and wewill continue to put significant efforts into doing so.

Last, but absolutely not least: we are proud of thefact that our research groups maintained a highqualitative and quantitative level of activity in aca-demic publishing, doctoral theses, conferences, te-aching, research supervision, participation in thesocial debate and the completion of a very largenumber of exciting and socially beneficial projects.All this was in the spirit of our values: diversity, curiosity and daring. We look forward to continuingin the same vein!

In the sign of restructuring and development

Tonje Hamar

http://www.sintef.no/tos

Executive Vice President SINTEF Technology and Society

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A machine stands in a laboratory in Trondheim.It is the only one in the whole world that can“print out” objects made up of several differentmetals. But we are not allowed to see it.

“The metal printing process is being set up as aseparate business. And when things are beingcommercialised everything suddenly becomesso secret, so I cannot show off the machinenow,” sighs Roald Karlsen, sounding really sorry.

If Karlsen and his team manage to perfect themetal printer – which is capable of building anyobject in metal, layer by layer – their techno-logy will revolutionise several industries. Thetechnique is already used to customise pros-theses, and casts and fuel cell manufacture willbecome major markets.

“The machine that we have in the lab just nowprints cylindrical objects. We made it in orderto demonstrate that we are capable of combi-ning several different metals in a solid object. In October 2006, we made a breakthrough whenwe managed to produce a support powder thatenables us to print out objects of any shape.We are currently working on our next machine,which will demonstrate just this. We know thatthe technology works, and that we will reachour goal. But even if you have an idea and seethat it works, it is not just a matter of knockingsomething up. It all takes time. With Xerox, ittook 21 years from the date of the patent untila usable copier appeared on the market,” saysKarlsen.

The comparison with Xerox is not accidental.“We took the parts for the first prototype from

a laser printer, which is why we call this metalprinting,” says Karlsen. The “theft” that he men-tions took place a good while ago. He has beendeveloping the printer for 12 years, after beingrecruited by Professor Øivind Bjørke, who wasthe first to have the idea of layered printing ma-nufacture.

“I miss Øivind. I was lucky enough to have himas a lecturer at Narvik Regional College, andafter I took my diploma he contacted me andJim Bakkelund. That was how metal printing be-came our baby. The whole team has given uptheir weekends and free time, all because ofour interest in the technology. Now that weknow that the technology is possible, we cando practically anything.”

Roald Karlsen becomes enthusiastic and saysthat he is sure that they will be successful now,that metal printing will be the way to makethings in the future, instead of taking a bigblock of solid metal and milling off a huge pileof shavings. He points out that printing isenergy-efficient, that it does not create waste,and that a lot of transport can be avoided.

“The Lockheed Martin Corporation says thatmetal printing is the one manufacturing pro-cess in the world that has absolutely most po-tential. Markets that we cannot even conceiveof today will emerge.

“I regard this as my life’s work, and hope that itwill be useful, both to industry and to individualpeople. We are already building an artificialknee that will function virtually identically to anatural one,” says Karlsen.

Man of steel

Roald Karlsen

http://www.sintef.no/metalprinting

Senior Scientist Production Engineering

It can be a problem for senior scientist ThorBjørkvoll (52) to explain to his neighbours howhe makes his living; what he does is developoptimisation models for the petroleum sector.

“What on earth is an optimisation model?”

“If you want to organise a dinner party for 40guests, your first guest can be seated in anyof forty places, guest number two in any of 39seats, and so on. The number of potential com-binations will be 40 times 39 times 38, and soon. But then there are some restrictions; youdon’t want to seat two people of the same sexbeside each other, some people just don’t geton with one another and will have to be seateda little apart, and then there might be a couplethat you DO want to sit together. There are ahuge number of solutions that will allow you tosolve this puzzle. With a mathematical optimi-sation model you can find the best solution, aslong as you have certain criteria for identifyingsome solutions as being better than others.”

“So SARA, which you are working on, is a tool ofthis sort?”

“Well, SARA is at least a mathematical optimi-sation model of the infrastructure on the Norwegian continental shelf, that we are deve-loping further for Statoil. The model is used toprovide optimal solutions for the developmentof infrastructure components such as pipe linesand processing plants. The system is too com-plex for me to be able to give you a concreteexample of what it does, as I could with thedinner party, but to put it in very simple terms:if you have a new field that is going to be deve-loped, we feed in a large amount of data, and aprofitability goal – and get an answer in termsof when and how the field should be developed,

and how much should be produced a year.”

“You say this is very simplified. How complexis the system?”

“The model comprises hundreds, in fact thou-sands, of variables and equations. Anyone whoknows a bit of mathematics will realise that introducing even one new variable makes thewhole system much more complex. For exam-ple; if at first we treat all the gas on the shelfjust as “gas”, but then decide to differentiatebetween different types of gas, the complexitywill become so much greater that it is not cer-tain that it would be possible to design a modelthat would function well. So a large part of thejob consists of deciding which variables areworth including.”

“Just so. At the moment, you are upgrading thewhole system, which should be ready in thecourse of the year. Will SARA mean even moreprofitable operation for Statoil?”

“It certainly should, but indirectly rather thandirectly. In my opinion, as well as being a deci-sion-support tool, SARA is of great educationalvalue. When we look at how the various piecesin the puzzle affect one another, we can seewhat different decision will lead to. We get anintuition about the process.”

“Is this socially beneficial research?”

“I would absolutely say so! Huge resources arebeing put into field development on the conti-nental shelf. When Statoil, and other compa-nies, reduce their consumption of resources,this has both social and environmental bene-fits. Very simply, we could say that it is betterfor all concerned if we can lay a single pipelineinstead of two.”

Perfectly optimal

Thor Bjørkvoll

http://www.sintef.no/indokonomi

Senior Scientist Applied Economics and Operations Research

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Acoustics • Applied Cybernetics • Applied Economics and Operations Research • Applied Mathematics • Applied Mechanics and Corrosion • Aquaculture Technology • Architecture and Building Technology • Basin Modelling • Bio Energy • Biotechnology • Building Process • Building Services, Energy and the IndoorEnvironment • Coast and Harbour Research Laboratory • Combustion Engineering • Communication Systems • Concrete • Cooperative and Trusted Systems •Current applications • Distribution Asset Management • Drilling and Well Construction • Electric Power Technology • e-Maritime • Energy and Indoor Air Technology• Energy Conversion and Materials • Energy Markets • Energy Processes • Energy Systems • Energy Systems and Environment • Epidemiology • Fisheries Technology • Formation Physics • Gas Technology • High Voltage Components • Health Services Research • Hospital Planning • Hydrocarbon Process Chemistry• Hydrodynamic Laboratories and Production • Instrumentation and Microelectronics • Insulation Materials • International Projects and Consulting • InternationalOperations • Knowledge Transfer • Knowledge Work • Living Conditions and Service Delivery • Maintenance Technology • Marine Environmental Technology • Marine Operations and Simulation • Marine Resources Technology • Materials and Structures • Medical Technology • Mental Health Services Research • Metallurgy • Microbiology • Microsystems and Nanotechnology • New Praxis • Offshore Hydrodynamics • Operations Management • Optical Measurement Systems and Data Analysis • Process Technology • Processing Technology • Production Engineering • Production Planning • Production Technology • Productivityand Project Management • Refrigeration Engineering • Road and Railway Engineering • Road and Transport Studies • Rock and Soil Mechanics • Safety and Reliability • School and Education Research • Seismic and Reservoir Technology • Ship and Ocean Laboratory • Ship Technology • Smarter Together • SoftwareEngineering, Safety and Security • Strategy and Logistics • Structural Engineering • Synthesis and Properties • System Dynamics • Transport Safety and Informatics • Water and Environment • Water Resources • Wellstream Technology • Work Physiology Together, we are creating technology for a better society.

At SINTEF, 1900 people in 90 different departments and scientific groups are working to make your everyday life a little better.

advanced materials

sensor technology

energy systems

road planning

noise and air calculations

metallurgy

traffic psychology

electric power technology

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A few years ago, Lisbeth Øyum met a reallygood boss. According to the manager himself,he had not been so good in his previous job.Øyum thought to herself: “Why should that be?”and she is still doing research on the verysame topic.

“Among other things, you have worked on reor-ganisation in the public sector. How does onereally do research in an area like that?“

“There are many ways of doing it, but what iscertain is that if you want to understand thesubtleties of the process, you need to get inclose; you must go out and meet people wherethey are actually working. You have to seethem in their daily work. In the project you men-tioned, one of the places I was studying was St. Olav’s Hospital here in Trondheim, where Iinterviewed managers and employees in orderto identify some good examples of good ‘management for change’.”

“There is a lot of talk of the ‘will to change’today. What does this mean in practice?“

“The will to change is as much a matter of some-thing that exists or is created in the workplace,as of a characteristic of the individual. If changewithin an organisation is to go well, it is impor-tant that we should train ourselves to cooper -ate. Once that is done, we can do anything. Andcooperation does not mean that we have tolook for harmony; honesty and curiosity regard-ing the point of view of others are key values.“

“That sounds fine. But how do you create an honest workplace?“

“If you want to create a climate of honesty, youneed to dare to tell what it is like to be a boss.

What your tasks are, how you are measured,what you like about the job, and what you thinkis difficult about it. If you can convey this information to your colleagues, it will be diffi-cult for them to shout you down. They will beforced to be constructive.“

“But if they aren’t, in spite of everything?“

“In that case, it is a matter of the work environ-ment. In a good company, you will have respon -sible colleagues who help to develop a goodwork environment. If you want more respon-sible colleagues, employee conversationsshould act as one channel for feedback to themanager. However, there is no ready-made recipe for good leadership; it is more a ques-tion of whom the manager can work well to-gether with. If cooperation is not functional, itis important to understand why there is a poormatch between the manager and the organis -ation.“

“There is no ready-made recipe, you say. Butsurely there is some general advice you cangive to any manager?“

“Of course. As a leader, you must realise thatyou are always visible, and that you will almostalways be heard. If you are aware of that, youare already on the right track, because thenyou have to do what you said you would do,and you need to be able to justify it. And to justify your actions to others, first you have tojustify them to yourself.“

“Anything else?“

“Practise listening. Get to know your colleagues’point of view before you present your own.“

Boss researcher

Lisbeth Øyum

http://www.sintef.com/newpraxis

Senior Scientist SINTEF Technology and Society

Champions League in goods manufacturingThese persons have an ambitious goal for Norway’s goods-manufacturing industry: the value ofgoods produced per employee will rise from one to four million kroner. They intend to reach thisgoal together with 16 Norwegian manufacturing companies. The project will be led from Trond-heim and will have an industrial division in Raufoss.

NORMAN (Norwegian Manufacturing Future) is one of 14 Centres for Research-based Innovation(CRIs). The underlying idea is to strengthen Norwegian research groups that cooperate closelywith heavily innovative groups. Being awarded CRI status by the Research Council of Norwaymeans having passed through the eye of the needle. The applicants were very strictly judged interms of their scientific quality, industrial relevance and potential for innovation.

SINTEF is a member of eight CRIs, and hosts three of them. We are grateful for the confidence shown in us.

http://www.sintef.com/crihttp://www.rtim.com/rtim

From the left:

Sverre Narvesen, RTIM; Odd Myklebust, SINTEF Technology and Society; Heidi Dreyer, NTNU; Catrine Larsen SINTEF Technology and Society;

Tormod Jensen, Teeness.

Sustainable development demands changes. At SINTEF, we want to find solutions that can make a difference. This requires both courage and wide-ranging knowledge,which is why we work within disciplines ranging from health to energy supply, road planning and materials technology.Because holistic solutions bring the world a step ahead.

Together, we are creating technology for a better society.

The courage to change. The knowledge needed to do so.

bioenergy

environmental analyses

water and environment

solar energy

natural stone

design of highways and streets

behaviour in traffic

foundations

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The family company in Stryn has been makingstaircases for three generations. Today, theycarry at least as much in their heads as in theirhands.

He was still a young boy when people from SIN-TEF visited the family company in Stryn. HagenTreindustri had started up in his grandfather’scellar, and by then it was his father who was run-ning the staircase factory with 10 – 12 employ-ees. The production line was to be tidied up.Many more staircases than before were goingto be produced. It was 1989, and the Trondheimresearchers developed new technology toget-her with the chaps on the shop floor.

“Now that I think back on it, I have to say that Iam impressed by the unafraid way in which alittle company like ours approached SINTEF,”says Ingvar Hagen, as he goes on to say thatof course he had staircases and processes inhis blood even then. There was little doubtabout where his future lay.

“After high school, I studied industrial economicsat NTNU, and ended up at SINTEF, in the samedepartment as the company had been collabo-rating with since the end of the eighties. I haveworked on the production line virtually every va-cation since I was a boy, and my practical expe-rience was probably what got me the job. And Ialso notice it in my daily work, that solid know-ledge enables me to think a bit differently frompeople whose only background is in research.We complement each other rather well.”

While Ingvar Hagen was working on logistics in

other companies, the family company contin-ued to think in new ways. Today, Hagen Tre-industri has three plants in different parts ofthe country, produces 6500 staircases a year,and is making inroads in the Danish and German markets.

“It’s funny to think that while I have been work -ing at HÅG in Røros, for example, my SINTEFcolleagues have been at my home in Stryn improving our systems and processes. Since2003, they have developed a new product con-figuration system which, in short, will be inte-grated with the plant’s other control systems.The configurator permits intelligent interactiveorders to be made for our products, as well asa visual presentation of the staircase end-pro-ducts. And when everything has been integra-ted into a single system, the time between thecustomer contacting us and the delivery of thestaircase will be much shorter,” says Hagen.Service will be improved, productivity higher,and Hagen will be able to compete with low-cost countries.

“My brother and I took over the running of thecompany when our father died last year. We arecarrying on where he left off: by really going infor innovation, turning staircase manufactu-rers into knowledge-based companies as muchas industrial companies. The enthusiasm thatthe SINTEF people have shown for the extreme degree of customising that we do, and their ability to tackle problems from various angles,mean that they will continue to be important tous.”

Faster staircases

Ingvar Hagen

http://www.sintef.no/prodlog

Managing Director Hagen Treindustri

Imagine that you are sitting in a traffic jam –metre upon metre of cars, all going in the samedirection, and all equally unable to move muchfaster than walking pace. Then imagine that aroundabout turns up out of nowhere, and thatan extra lane on your right is installed at recordspeed. Imagine that the traffic begins to flowagain, and that people can get from A to B wit-hin a reasonable time. Then you are approa-ching Andre Straume’s job; except for the factthat the senior scientist has an overview of allthe available data about our road system, pat-terns of habitation and traffic in Norway – viaa transport model – and that he uses EFFECT,an impact analysis system that SINTEF has de-veloped for Norway’s Public Roads Adminis-tration.

“The system allows us to see the effects of im-provements to a stretch of road on accidents,the environment, journey times, the cost of dri-ving and maintenance in a 25-year perspective.And a lot more,” says Straume, who has beeninvolved in upgrading the whole system. Thejob took three years, and was completed lastyear.

It is not only on individual stretches of the high-way that Straume and his colleagues can iden-tify the effects of upgrading the road system.The system can also predict how traffic willflow following the completion of road projectson major highways.

“One example is the northern relief road that isabout to be built in Trondheim. A number of dif-ferent solutions have been proposed and dis-cussed, and the Public Roads Administrationhas tested potential outcomes with the aid of

this system. This has given them answers re-garding where roundabouts should be located,how traffic will flow on and off the roads, and soon,” says Straume.

When the calculations have been made, we cansee the social economic advantages and dis-advantages of the various solutions.

“To put it briefly, this is a matter of finding theright type of project, and implementing it at theright place and at the right time. For example,take central reservations on country highways.There is no doubt that central reservationsmake roads safer. However, there are other sa-fety measures that can be evaluated whichmight have at least as great an effect. This ana-lytical model will enable the Roads Administra-tion to work out whether central reservationsare the best use of resources, or whether thesame amount of money could do more good ifother measures were adopted somewhereelse.”

Straume says that Norway has made a greatdeal of progress in combining transport modelswith impact analyses.

“Our tortuous geography, with the serious chal-lenges it presents to transport, has made thePublic Roads Administration very conscious ofthe benefits of planning, for example by deve-loping transport models for the whole country.

“In Norway we are well ahead in the use of IT inplanning, while there have also been major de-velopments in the digitalisation of the highwaynetwork during the past few years. Now, we arecapable of carrying out more thorough, detai-led analyses,” Straume concludes.

Caught in the traffic

Anders Straume

http://www.sintef.no/vegogtransportplan

Senior Scientist Road and Transport Studies

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Choosing an education and a career means making a choice for life.For many years, SINTEF has been one of the first choices of students when they are looking for their first job. Perhaps because we offer our people challenging tasks, the freedom to develop projects and solutions that cut across scientific boundaries – and enough room to balance work and leisure interests.This has made us one of Europe’s most exciting research centres.

http://www.sintef.com/job

Together, we are creating technology for a better society.

Every second, millions of choices are being made; some of them small, others big.

architecture

cybernetics

concrete

logistics

communication systems

health

natural stone

sensor technology

We have been producing hydrocarbons fromthe North Sea for a good while now. The task ofdemolishing the oldest platforms is under way– a job that requires more than heavy machi-nery and a positive attitude. Traditionally, off-shore demolition operations have poorersafety statistics than construction.

Research Scientist Geir Guttormsen and hiscolleagues in SINTEF’s “Smarter Together” department want to make this sort of worksafer.

“We go into each individual little process andlook at how it can be made as safe as possible.Then we look at behaviour rather than attitudes.If conversation becomes general, each individualperson can have his own ideas about how it wasagreed to do something in practice. For that reason, we need to speak a concrete language.”

Geir Guttormsen leads the Smarter Together –Ekofisk Cessation project, in close collabora-tion with ConocoPhillips. The company beganto prepare for the demolition of the Ekofisk in-stallations in 1994. Nine years later, their eyeswere opened wide.

“Ragnar Rosness, who is a very senior figure insafety research, gave a lecture that was atten-ded by people from ConocoPhillips. After thetalk, they went over to him and asked straightout if he had anyone who could turn theory intopractice,” says Guttormsen. “It was then that hecame to us at SINTEF.”

Guttormsen’s team includes psychologists, petroleum engineers, sociologists and safetyengineers. When they want to improve the

safety of a process, the researchers base theirmethods on what is known as action research,where activity together with the client is justas important as observations.

“You don’t create high-security work practicesby writing reports. Creating a good HSE cultureis a social process. We can only succeed if eve-ryone gets involved, from the top to the bottomof the hierarchy. And by that I do not mean thateveryone should “be informed” about howthings are to be done or not done, but that eachand every employee actually participates inthe process. Everyone must contribute his ownexperience, and make constructive plans forhimself,” says Guttormsen. This means thatthose people who will actually carry out the de-molition job are brought together before theprocess starts. They focus on a limited part ofthe work which is ready to be done, and sharetheir reflections and knowledge. Then theydraw up a plan for the work – virtually down tonuts and bolts level – and promise to followtheir own good plan. The ideas and the plan arefreshened up in the course of the operation.

“A key point is to possess knowledge of otherpeople’s know-how. If you operate as an indivi-dual, you can only act on the basis of your ownexperience. Even if you have found a methodthat works well for you, it is not inconceivablethat someone else might have an even bettersolution.”

“So has Ekofisk become safer as a result of the‘Smarter Together’ project?”

“So far, the results have been very good.”

Safe destruction

Geir Guttormsen

http://www.sintef.no/ekofisk

Research Scientist Smarter Together

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Figures in NOK thousand 2002 2003 2004 2005* 2006**

Income statement

Gross revenue 275 124 288 024 287 728 354 380 240 586

Net revenue 173 659 198 981 202 441 285 197 173 858

Operating result 4 615 12 563 2 229 -4 757 -4 091

Annual result 5 850 11 436 1 393 -5 515 -8 444

Operating margin 2.7% 6.3% 1.1% -1.7% -2.4%

Key financial figures for SINTEF Technology and Society

* 2005 includes NBL, MRB and SINTEF Polska (six months)** 2006 includes MRB and SINTEF Polska

Five departments were transferred to SINTEF Building and Infrastructure on January 1, 2006.

Publication and dissemination of our contributions to knowledge 2006

Popular science articles and talks (56)

Institute reports (56)

Professional articles (32)

Refereed publications (10)

Investments in knowledge and scientific equipment, and result as percentage of net operating revenue

2005

Result Scientific equipment Knowledge

2006

-4% -2% 0% 2% 4% 6%

Employees in SINTEF Technology and Society in 2006

Administration (18)

Technical personnel (2)

Engineer (1)

Research staff (179)*

* Of whom 45 hold doctorates

Trend in net operating revenue (MNOK) and net operating margin (%)

2002 2003 2004 2005 2006

20%

15%

10%

5%

0%

-5%

Net revenue Operating margin

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Accounts

Sources of finance for SINTEF Technology and Society in 2006

Research Council of Norway basic grant 5%

Research Council of Norway strategic programmes 1%

Research Council of Norway project funding 10%

Public sector 39%

Industry 35%

International contract research 9%

Other revenues 1%

Here are some of the things you can do to reduce greenhouse gas emissions:Use low-energy bulbs • Lower indoor temperatures a couple of degrees • Use a thermostat • Buy energy-labelled products • Use a water-saving shower • Use a washing line rather than a tumble drier • Turn off the lights in rooms you are not using, and switch off electrical equipment that is not in use • Insulate yourhouse • Recycle your rubbish • Plant a tree, or several • Buy green electricity • Buy locally produced food • Cycle or use public transport whenever possible • Start a car-sharing club – or join one • Check the tyre pressure on your car; with the correct tyre pressure you use less fuel • If you are going to buy a car, choose an environmentally friendly model.

Small contributions can lead to major changes, if enough people make them.

Together, we are creating technology for a better society.

We are working to provide you with new alternatives. It is up to you to use them.

CO2 capture

bioenergy

wind power

hydrogen research

solar cell technology

environmental technology

CO2 storage

energy saving

Our Institute Council recommends the necessary objectives and strategies for SINTEF Technology andSociety within the framework of SINTEF’s overall strategy, and provides the conditions needed for colla-boration with NTNU, the University of Oslo and other important partners.

The Council stays updated on the economic situation of SINTEF Technology and Society and offers the Executive Vice President advice regarding our professional and market development, as well as discus-sing matters submitted to the Council by the Executive Vice President.

If the Institute Council so requires, the Executive Vice President provides the Council or its individual mem-bers with further details of specific matters.

SINTEF Technology and Society thanks the members of the Institute Council for their good spirit of cooperation in the course of the past year.

The Institute Council

Tove Håpnes

Line Bakkevig

Ingvald Strømmen Jan Morten Dyrstad

Unni M. SteinsmoChairman

Anthony Kallevig

Kjell Bjørvig

Karin Aslaksen

Tonje HamarExecutive Vice President

Inger Anne Sætermo

Ida Munkeby

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This is SINTEF

The SINTEF Group is the largest research orga-nisation in Scandinavia. Our vision is “Techno-logy for a better society”, and our aim is to con-tribute to increased value creation, improvedquality of life and sustainable development.SINTEF sells research-based knowledge andassociated services based on deep insight intotechnology, the natural sciences, medicine andthe social sciences.

Our basic values are honesty, generosity, cour-age and solidarity. SINTEF’s aim is to become themost respected research institution in Europe.

The SINTEF Group comprises the SINTEF Foun-dation, plus four limited companies and SINTEFHolding. We are a competitive research groupwith a significant potential to make a positivecontribution to the development of society atregional, national and international level.

We contribute to the development of existingknowledge-based employment and to the crea-tion of new workplaces. Our business conceptis that of promoting the closer interaction of business and research cultures.

Key figuresAt the turn of the year, the SINTEF Group had

1901 employees, who generated new knowledgeworth NOK 2 billion in 2006.

Contracts for industry and the private sectorand project funding provided by the ResearchCouncil of Norway account for more than 90% ofour income. Around seven percent takes theform of basic grants from the Research Council.

Partners in cooperationSINTEF cooperates closely with the NorwegianUniversity of Science and Technology (NTNU)and the University of Oslo. NTNU personnelwork on SINTEF projects, while many SINTEFstaff teach at NTNU. Our collaboration involveswidespread common use of laboratories andequipment, and more than 500 people are jointlyemployed by NTNU and SINTEF.

International activityIn 2006, 12 percent of our turnover derived frominternational contracts. About one third of ourinternational turnover comes from the EU’s research programmes. We give these high prio-rity, because we believe that it is important toparticipate in multinational knowledge-genera-tion efforts, and because such projects give usaccess to interesting networks.

The rest of our international turnover comesfrom contract research projects performed onbehalf of overseas clients. Our ambition is togrow in other countries, and for this reason weare investing in areas in which we are particu-larly strong: oil and gas, energy and the envi-ronment, materials technology and marinetechnology.

Commercial spin-offsSINTEF also acts as an incubator for new industrial companies. In 2006, we were involvedin the commercialisation of 12 SINTEF techno-logies, through licensing agreements and theestablishment of new companies. We are activeowners of our start-up companies, and we helpthem to continue to develop. Selling our share-holdings in successful spin-offs realises liquidassets that we subsequently invest in the generation of new knowledge. Nevertheless, themost important part of our work is the develop-ment of existing industrial companies. Everyyear, SINTEF supports the ongoing develop-ment of some 2000 Norwegian and foreign com-panies via its research and developmentactivities.

SINTEF‘s CouncilSINTEF‘s Board

SINTEF Health Research

SINTEF MarineMarintek

SINTEF Fisheries and Aquaculture

SINTEF ICT SINTEF Materials and Chemistry

SINTEF Petroleum and Energy

SINTEF Petroleum ResearchSINTEF Energy Research

SINTEF Holding

SINTEFTechnology and Society

President of the SINTEF GroupVice-President ofthe SINTEF Group

Group staff

SINTEF Building and

InfrastructureR

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SINTEF Technologyi and SocietyAddress: NO-7465 TrondheimVisiting address: S. P. Andersens vei 5Phone: +47 73 59 03 00Fax: +47 73 59 03 30E-mail: info.ts@sintef.noWeb: http://www.sintef.com/tos

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