Customer satisfaction

Value to customers

Why it matters

Strong customer relationships are essential to our success and our vision is to be a trusted voice to tackle global transformations. We work towards our vision by delivering services that truly meet our customers’ needs, helping them solve problems, make the most of their opportunities and, ultimately, enhance their own business success.

We believe that a customer-centred approach – one that delivers excellent customer experiences and creates close, value-adding relationships – leads to competitive advantage. This ambition is at the heart of our new strategy and each of our business areas is tasked with strengthening customer relationships and maintaining high customer satisfaction.

Progress in 2020

Measuring satisfaction at Group level

In 2020, we improved how we measure customer satisfaction at a Group level by gathering common feedback from all business areas on three core dimensions: overall customer satisfaction, customers’ preference for DNV over other suppliers, and their willingness to recommend us. The purpose is to have a common metric for evaluating customer satisfaction.

DNV Group
The scores are combined to create Group Customer Relationship Strength Score (CRSS), which serves as a leading indicator for the Group’s future business performance. It is an average score for all business areas, weighted by revenue, and the purpose is to monitor and improve the overall trend for DNV as a whole.

Our score of 83.1 in 2020 is above industry peers, according to the independent research company that helped to develop our customer satisfaction scoring. We believe we can improve this further, however, and have set ambitious targets to improve customer satisfaction to 84 in 2021 and 85 by 2025.

Satisfaction at business area level

All our business areas conduct annual transactional feedback surveys, but in addition to this, most of our business areas also conduct more in-depth customer satisfaction studies. Differences between the business areas occur because we use different methodologies and systems to measure satisfaction.

Maritime
Maritime conducted its annual customer satisfaction survey in 2020, receiving 3,866 responses from 2,562 customers. Customers again rated Maritime very highly on our service delivery and commercial interaction. We also improved performance in relation to our competitors.

Oil & Gas
Oil & Gas measures individual customer satisfaction with surveys on project completion. We changed our process to improve the low response rate registered in previous years, and in 2020 we received survey responses from 17% of eligible projects compared to only 1.4% in 2019.

Energy
Energy continued to improve its annual customer relationship strength indicator (CRSI) with key accounts in 2020. This indicator measures relational customer feedback on a 100-point scale. Customer satisfaction score increased, reflecting an impressive improvement in customer focus.

Business Assurance
Business Assurance measures individual customer satisfaction with project completion surveys. In 2020, we received more than 11,000 answers and a very high average customer satisfaction score of 5.19 (out of six). Customer satisfaction continues to be well above the threshold of full satisfaction (five). At year-end, our Net Promoter Score was 32, which confirms the good performance and is an improvement compared to 2019 (29).

Digital solutions
Digital Solutions maintained its high customer satisfaction level measured by its annual relationship survey. Last year, we also improved instant transactional customer feedback from events like webinars, project delivery, training and support, receiving more than 2,800 responses. Our focus going forward will be on customer experience feedback and analytics through all steps of our different customer journeys.

Looking ahead

Based on an average Group CRSS score of 83.1 in 2020, our target for 2021 is to increase the average score to 84, which is a very high satisfaction score according to our independent survey partner. By 2025, we aim to increase the score to 85. Throughout 2021 and into 2022, we will implement a new Customer Relationship Management (CRM) system. This will cover the whole of DNV except Business Assurance, which recently adopted a new CRM system that it will continue to use. The key objective is to establish systems and processes that improve how we manage our customer relationships, including customer data handling, feedback measurement and reporting.

As we roll out the new CRM system, we will use the opportunity to adopt best practices to continue to improve how we measure, report and improve customer satisfaction and relationship strength across the Group.

Brand strength

Maintaining the trust of customers and other stakeholders has enabled DNV to grow over its 157-year history. In our last survey, 77% of respondents expressed trust in DNV. In 2022, we plan to re-run our global brand survey to improve our understanding of stakeholder trust in DNV compared to our competitors. As with the previous survey, we use the results to identify areas where we can improve our services.

Approach

A customer-centred approach to business is anchored in our strategy. For DNV this means:

  • Delivering a superior customer experience
  • Enabling our customers’ aspirations by delivering services that truly meet their needs, helping them to solve problems and make the most of their opportunities
  • Placing customers first with a proactive and responsive approach and utilizing competence across the organization to the benefit of customers.

Our aim is to continually serve our customers in a proactive and responsive way, including using digital solutions to improve their experiences and our cost competitiveness. We focus on developing a customer-centred working culture, one in which our commitment to customers drives a curiosity and desire among our people to anticipate customer needs.

We create key account management plans for our most important customers, served by dedicated key account managers. Key account managers are responsible for understanding and anticipating customer’s needs and matching these with DNV’s experts and services.

The success of our customer-centred approach is measured by the value we create for the customer through projects, customer satisfaction and relationship strength, and market share within specific market segments.

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