Our customer strategy

Customer satisfaction

Our ambition and objectives

Strong customer relationships are essential to our success and our vision is to be a trusted voice to tackle global transformations. A customer-centred approach – one that puts our customers at the heart of our business – is central to our new strategy and underpins our growth plans. By delivering excellent customer experiences and creating close, value-adding relationships we can build competitive advantage and increase customer lifecycle value. 

A strategic goal is to enable our customers’ aspirations and we work to deliver an the best customer journey that meets customers’ needs, helps them solve problems, and makes the most of their opportunities. Ultimately, our success is strongly linked to the success of our customers. Each of our business areas and Group functions is tasked with strengthening customer relationships, improving experiences and increasing customer satisfaction.

Performance in 2021

Putting our customers first

Throughout 2021, we have focused on initiatives that will support our customer centric focus and launched projects to contribute to our goal of building strong customer relationships: 

Our first project focused on optimizing our customers’ digital journey from ‘awareness to loyalty’ and supporting customer relationships with systematic customer insight. Digital customer journeys are growing in importance and we see them as a source of competitive advantage. To enhance this area, we are focusing on enhancing the DNV website, the main entry point for potential customers to discover DNV, further developing our digital products and services for new and existing customers, and implementing a voice-of-the-customer system into our customer relationship management software to collect and analyse customer feedback. 

We also launched a new Customer Relationship Management (CRM) software system that improves how we approach and manage our customer accounts. Our Energy Systems, Maritime and the Accelerator business areas were first to start using the system. The Digital Solutions and Veracity business areas will launch the new system in early 2022.

Measuring satisfaction at Group level

We continue to measure customer satisfaction at Group level by gathering 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 scores across these dimensions are combined to create our 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 satisfaction trend for DNV as a whole. 

Our CRSS score of 84.2 in 2021 is above our target of 84 and an improvement from 83.5 in 2020. A score above 80 is considered very good according to industry standards. We are aiming to keep our score at a high level with an ambitious target to achieve a customer satisfaction score of 86 by 2025.

Business area satisfaction

All our business areas conduct continuous transactional feedback surveys. 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. 

One of the objectives of implementing a voice-of-the-customer solution within our CRM software is to have a common approach across DNV on how and what we measure with respect to customer feedback, while still allowing business areas to adapt customer feedback to their business needs. In 2021, CRSS was measured according to the legacy business area structure as shown in the table. 

In 2022, the CRSS will be reported according to the new business area structure (see Group structure).

Looking ahead

Throughout 2022, we will continue optimizing our customer journey to ensure our processes are fit for stakeholders and decision makers. To make this happen we will further develop our technological platforms, operating models and business models as we work to enhance our customer-centric culture. Particular areas of focus are listening to the market and applying insights into how we improve our processes and deliver services for customers, as well as responding to our customers’ feedback. We will continue to develop our CRM system in 2022, focusing on digital commerce and optimized business processes, to ensure that we deliver excellent customer experiences whether we meet in person or digitally. 

We will complete the roll out of the new system to all relevant business areas and develop new functionality. This will ensure we adopt best practices for measuring, reporting, and improving 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 158-year history. In our last brand survey, 77% of respondents expressed trust in DNV. In first half of 2022, we plan to re-run our global brand survey to update our understanding of stakeholder trust in DNV compared to our competitors. As with the previous survey, we use the results to identify trust drivers and areas where we can improve our attractiveness to existing and potential customers.


A customer-centred approach to business is anchored in our strategy and enabling our customers’ aspirations is our overriding goal. For DNV this means: 

  • We will deliver an engaging customer experience, informed by a 360° view of our customers’ needs 
  • Our customers recognize us for superior value creation, ease of doing business, quality and integrity – as one DNV. 

Our aim is to continually serve our customers in a proactive and responsive way, including utilizing digital solutions and channels to improve their journeys 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. 

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