No. 1 - 2009 (Download) - Statkraft

New magazine!
36
lost 19 000
kilograms
Great result from joint diet
at the main office
Shaking hands
across borders
This is the “new” Statkraft. We have
spoken to new colleagues in Germany,
Sweden and Wales
Blown to
success
Dalen set a wind
power record.
Anyone better?
pages of powerful
reading
Hunter in
Southeast
Europe
Tima Iyer is Statkraft’s
frontwoman in a
new market
Norway’s
most powerful
Operations technician Terje Brandt is working in some of
Norway’s most powerful natural scenery – Svartisen
A magazine for people in Statkraft I No. 1 2009

Editorial
NO 1. 2009
See
more pictures
from Svartisen!
Contents
04-05 30 per cent more power
New Leirfossene power plant gets more power
from every drop – to everyone’s benefit.
pages 10-15
06-07 Lost 19 000 kilos
The main office has gone on a diet under the
auspices of Kontorservice – with great results.
08-09 Fought his way back
Mountaineer Jamie Andrew has no arms or legs,
but was an inspiration to all at the Nobel seminar.
10-15 Norway’s most powerful
Terje Brandt and the rest of the crew in Glomfjord
work in what might be Norway’s most beautiful
surroundings. Enjoy the pictures!
16-17 Current affairs in Statkraft
Read more about the financial crisis, a powerful
birthday boy and the CO2 portal which generates
clean power in Honduras.
18-23 Shaking hands across borders
People & Power has made a journalistic tour
following the E.ON agreement.
24-25 Technology & environment
The eagle gets help against windmills, power
station becomes hatching station and much more.
26-27 We eat lunch with…
… the employees at Dalen. Can they comply with
the manual wind power standard?
Welcome to “new Statkraft”
28-29 “The objective is zero injuries”
Statkraft’s safety philosophy has led to a
continued decrease in the number of injuries.
30-33 Hunter in Southeast Europe
Tima Iyer (48) is hunting in new markets – with a
working day which almost never ends.
The year 2009 has already become a key part of Statkraft
lore. We start the year with so much renewal and growth that
we might as well call ourselves “new Statkraft”. During the
last year, Statkraft has acquired about 500 new employees and
increased the production capacity by more than 20 per cent.
About 220 new employees in the group during the last
year, and just as many again from 1 January in Germany, the
UK and Sweden, as well as 60 new employees in Trondheim
Energi Kraft, is a growth which reinvigorates and strengthens
us significantly. You are all very welcome – we have
great expectations for our future accomplishments.
Through the E.ON agreement, we have taken over 61
power and district heating plants, totaling 2500 megawatts,
in Sweden, Germany and the UK. This means that
one fourth of our production capacity is now outside of
Norway, and we have become Europe’s largest producer of
renewable energy. This is a position which provides major
opportunities for further expansion in more countries –
with the emphasis on environmentally friendly solutions.
We have the competence and weight needed to make
broad investments in clean energy, broad as regards both
forms of energy and markets. Our new strategy sets high
goals for our future contribution: It paves the way for
significant investments – in hydropower, wind power, gas
power and other renewable forms of energy. We will
invest in Norway, Europe and the rest of the world.
Part of the renewal and the adaptation of the role
as “new Statkraft” is our brand new in-house magazine
People & Power. The magazine will be published
four times each year in English, German, Swedish and
Norweg ian. Our editorial staff aims to present a crosssection
of our people and activities, both present and future.
Have a good read – and a happy new year!
Bård Mikkelsen CEO
Photo Dag Spant
34-35 New energy in Statkraft
Do you know any of the new faces?
Editor-in-chief: Ragnvald Nærø
Editor: Hanne Aaberg
hanne.aaberg@statkraft.com
On the editorial staff: Birger Baug, Irene
MacCallum, Stein Morch, Lars Magnus Günther,
Merete Knain, Anne Joeken, Ingunn Solli, Linn Bakke,
Anne Lise Aakervik, Cato Gjertsen.
Design and production: Dinamo Red.
Cover photo: Dag Spant
Print: RK Grafisk AS
Copies printed: 3500
Feel free to contribute to: pp@statkraft.com
2 statkraft
people & power 3

Current
Leirfossene power plant
More power in each drop
The new Leirfossene power plant in Sjetnemarka in Trondheim
replaces two old power plants. The plant will yield 30 per cent
more power with the same amount of water.
Text Yvonne Dybwad photo Mikal Sveen
FActs
The power plant lies underground west
of Nidelva, with the intake in the existing
basis at the Øvre Leirfoss waterfall. The
water is led in a shaft and tunnel down to the
power station and on through a 1.5 km long
discharge tunnel.
Two small units will be installed in the old
power plants to exploit the stipulated minimum
waterflow of 10 cubic metres per second
in the river distance between the aggregates.
The construction of the power plant
started in the summer of 2006, and has cost
slightly less than NOK 400 million.
The new power plant will produce 193
GWh annually, which covers the electricity
consumption of about 10 000 households.
Following an intense
construction period,
new Leirfossene
has become a top
modern power plant.
The old power plants Øvre
Leirfoss and Nedre Leirfoss
were built in 1901
and 1910, respectively, and
have produced electricity for
generations of Trond heimers.
However, as the years
progressed, the power plants
became less and less reliable and
the risk of breakdown increased.
“We had to do something,” states managing
director of Trondheim Energi Kraft, Leif Nordseth.
“We could have chosen to overhaul the
old machines and buildings completely, but
we preferred to build a modern facility under
the ground, as is the common method for
new power plants in Norway.”
More power, less water lost. The result
is noticeable. The new units have resulted
in an increased effect, and they can also
handle more water then the two old plants.
“Previously, we had to divert flood water from
the Selbusjøen lake past the two power
plants. We can now send more of the flood
water through the Leirfossene waterfalls.
This gives us the ability to produce more
power and lose less water than before,”
explains power plant manager Per Morten
Aunemo, responsible for the operation of
Leirfossene power plant and other facilities.
According to Aunemo, the annual production
is calculated to increase by about 50 GWh,
from 143 to about 193 GWh.
Good energy economy sense. Managing
director Leif Nordseth is as happy as
can be: “This is a good example of modern
Power station manager
Per Morten Aunemo
Extremely
efficient
The completion was celebrated
in a traditional manner.
technology and solutions
yielding more renewable
energy from existing power
plants and waterways,”
says Nordseth. He points
out that the increase of
the energy efficiency of the
plants at Leirfossene has been
achieved without new, major interventions
in the landscape. “We are
very proud of and happy with this project.
It is a challenge to build in the bedrock
below a residential area, but the plant has
been completed on time and budget. It will
contribute to increased profitability when
completed,” says Nordseth.
Increasing efficiency is profitable.
Trondheim Energi Kraft has no further construction
plans in the near future, but is considering
upgrading and expanding other power
plants in their waterways. The construction
of small power plants is being considered
continuously. “In 2008, we have installed a
small power plant in a small drainage tunnel
at the Sylsjø lake in Sweden, where we have
drained water for 57 years. By installing a
power plant there, we can produce electricity
while draining off water. This utilizes the
system better than before,” says Nordseth.
He emphasizes that projects which were not
profitable earlier, are now profitable.
“Many replace old power stations with new,
and find better ways of exploiting existing
systems. On a national level, this will improve
the energy balance, while maintaining
the production of clean power, and what
could be better?” asks Nordseth.
Happy environmentalists
Friends of the
Earth Norway in
Sør-Trøndelag County
believes that the Leirfoss
development sets a great
example. “We are very
positive to the Leirfoss
development. Trondheim
Energi Kraft has managed
to produce more
power without harming
nature, while exploiting
the existing power plant
in a very good way,”
says chair of the board
in Friends of the Earth
Norway in Sør-Trøndelag
County, Steinar Nygaard.
He believes the development
is a positive measure,
and that more power
companies should follow
Trondheim Energi Kraft’s
example. “Friends of the
Earth Norway believe that
there lies a great potential
in making existing power
plants more efficient,”
says Nygaard.
The salmon and sea trout
should also benefit from
the development. A prestudy
from NTNU Vitenskapsmuseet
concludes
that the development
of Leirfossene will not
have any significant
conse quences for the
salmon and sea trout
in the Nidelva river. The
exception is some minor
problems just below and
above the power plant.
“Trondheim Energi Kraft is
working to improve conditions
and reduce any
harmful effects on both
sites,” says fish biologist
and associate professor
Jan Ivar Koksvik at NTNU
Vitenskapsmuseet.
Beautiful power plant in Ullensvang
Småkraft’s latest addition – Ytre Alsåker power plant in Ullensvang municipality
in Hordaland – came online in late September. “This is a great plant and
it has been met with a lot of positive attention. Both locals and visitors consider
the power plant to be positive for the environment. The fact that it has become a
beautiful plant, well adapted and with minimal interventions in nature, is greatly
appreciated,” says Per Mælen, one of four landowners at Alsåker power plant.
Following a construction period, the plant was ready to come online on Monday
29 September. Småkraft’s own architect, Paal Kahrs, has placed the power
station in a spectacular location in the middle of the Alsåker waterfall. The construction
has taken place with great care and minimal intervention in the natural
surroundings. The power plant has a capacity of 20 GWh in a normal year, and
utilises a height difference of 216 metres.
3500 students enlightened in Trondheim
For the sixth year running, the Contractor department in Trondheim
Energi Nett participated at Fagopplæringsdagene (vocational training days) held
by the vocational training offices in Sør-Trøndelag County. Almost 3500 14 to
15-year-old students from all over the county visited the event. Trainees Anders
Østby, Fredrik Loeng, Ali J. Bakhshi and Thomas Hansen represented Trondheim
Energi Nett on the stand. They spoke to students about the realities of the profession
and praised Trondheim Energi as an employer. In addition, they brought
with them a five-metre climbing pole, where all the 15-year-olds could have a go.
An important choice is facing many of the students on 1 March, which is the
application deadline for upper secondary schools. “We hope that these days
can remove some doubts from the minds of applicants, enabling them to make
the right choice,” says Arve Haugan, project manager for Fagopplæringsdagene.
70-80
Waste energy contributes
70-80 per cent of the district
heating produced in Trondheim.
4 statkraft people & power 5

current
Dieting
on the menu
Last year, every employee at the main office produced one
kilogram of waste every day. By removing the disposable packaging
in the canteen, Kontorservice has managed to halve the
amount of waste per employee. Really a successful diet!
Text and photos Yvonne Dybwad
Food focus
on the
environment
As a result of the
environmental
effort from Kontorservice,
Statkraft’s head office
has Scandinavia’s first
canteen awarded the
Svane eco-label!
In the summer of 2007, Kontorservice
prepared its own ambitious
environmental plan, which aims to
make Statkraft more eco-friendly and its
employees more aware of green issues.
The work towards achieving the Svane
eco-label became a useful tool in this,
and the reduced waste generation was
one of many positive measures.
Kontorservice weighed all waste
going out, divided it by the number of
employees and were shocked at what
they found: One kilogram of waste per
employee. Per day!
“That was when we decided to launch
this year’s diet. The canteen seemed
like a natural place to start,” says
section manager Annette Molden.
Nineteen tonnes of waste from
single-use products. The canteen
removed all single-use products and
packaging, reducing the amount of
waste by 43 per cent. Neither Annette
Molden nor the employees had dared
believe that the results would be so good.
“We are in reality speaking about 19
tonnes of disposable packaging per
year. We have a hard time believing it
ourselves,” smiles Molden.
Greater ambitions. The Svane
label awarded to the canteen has also
generated other positive measures. The
brand requires use of local food, and
that the main ingredients served are
grown using sustainable methods.
“Our dream is to help make green
think ing part of the mentality for both
the office operations and everyone
in the group,” says Annette Molden
enthusiastically.
Planning more
Kontorservice is not resting on
its laurels. Here is a list of measures
which have either been
implemented or are underway:
Measure: Reduce waste and garbage
at the main office, through the
introduction of copying on both sides
of each sheet and other measures.
Status: Implemented
Result: Copying on both sides of the
sheet will reduce waste generation
by at least 5 tonnes in 2008. New
measurements will be taken when all
print-outs are linked directly to the
use of the access card.
Measure: Make video conferences
easily available to reduce travel.
Status: Underway.
Result: Just started.
Measure: Introduce eco-friendly
office supplies, detergents and
equipment.
Status: Implemented.
Result: In line with the environmental
plan.
Measure: Reduce the number of
machines, i.e. copiers and printers.
Status: Implemented.
Result: In line with the environmental
plan.
Measure: Provide organically
grown fruit at the main office.
Status: Implemented.
Result: 200 kg of organically grown
fruit is delivered to Statkraft Lilleaker
every week.
Measure: Svane award for Statkraft’s
printing centre at Lilleaker.
Status: Underway.
Result: Being processed.
Measure: Introduce waste sorting
stations on every floor to improve
waste handling at the main office.
Status: Underway.
Result: Will be introduced in 2009, in
line with the environmental plan.
Measure: Set environmental requirements
for suppliers.
Status: Underway.
Result: Being processed. For example,
all new standard office furniture will
be Svane labelled.
Measure: Compare our own environmental
results with comparable
companies in Norway and Europe.
Status: Underway.
Result: Will be implemented during 2009.
The employees in Kontorservice are responsible for great environmental
results in the canteen. From the back, left: Erling Sundnes,
Øyvind Sandberg, Øystein Anker Sørensen, Torill Andersen, Marianne
Stræte, Unni Sletta, Randi Elstad. From the left, front: Annette
Molden, Cathrine Gabrielsen, Tove Tverberg and Britt Ghebrezadick.
Common environment project
How do you make all the Kontorservice staff take the
time to sit down together? Ask them to formulate theirs
own vision and environment plan.
“We in Kontorservice work on servicing other departments.
It is hectic and fun, but we rarely have a chance to sit down
together,” says section manager Annette Molden.
She wanted to do something about this, and gathered all her
employees for a seminar where they developed a vision for their
department: “We shall be the leading office administration in
Europe as regards environmental management and ecology”.
This is a vision we can unite under, making it easier to make
our small contribution towards making Statkraft achieve
its overall vision of being the best in Europe on renewable
energy,” says Molden.
The new vision became the foundation for an environmental
plan which was completed in the summer of 2007. Several
measures have been implemented (see fact box to the left),
and more are underway.
“We have already achieved a great deal and are looking
forward to continuing. This project has really generated
enthusiasm and a sense of togetherness and pride among
Kontorservice’s employees,” says Annette Molden proudly.
”By using larger units
instead of disposable
packaging, we save 19
tonnes of waste per year,”
boasts section manager
Annette Molden and Tord
Huse from ISS.
This is Kontorservice
Kontorservice is an HR department responsible for:
Internal operations and maintenance, including operative
responsibility for fire safety and access control.
Cleaning and canteen services.
Common services such as mail delivery, printing centre
(which produces internal printed matters), main office
reception and switchboard for the main office and the regions.
Meeting rooms, including audiovisual equipment and video conferences.
Purchases to the main office, including office furniture, common area fittings
and furniture, coffee machines, mobile telephones, plants and printers.
19 000
In one year, Statkraft has reduced
the amount of disposable packaging
waste by 19 000 kilograms –
all due to the canteen project.
6
statkraft
people & power 7

Current
Jamie Andrew
The victor
“You can be positive about the future” is more than just the name of
Statkraft’s new ad campaign. To Jamie Andrew, it is an ethos which
helps him overcome enormous obstacles every day.
Henning Villanger and
Merete Knain were impressed
by the iron will
of Jamie Andrews.
Nobel and Statkraft
Scarlett Johansson, Michael
Caine and an army of international
stars. Statkraft is a key
sponsor of the internationally
successful Nobel Peace
Prize Concert.
Text Cato Gjertsen photo Hans Fredrik Asbjørnsen
The head of the UN weapon inspectorate,
Hans Blix, was one of many prominent
speakers at Statkraft’s Nobel seminar.
Jamie Andrew
has managed an
incredible feat:
Coming back from
losing his feet and
hands.
I was completely
unprepared for
having my arms and legs
amputated. When I woke
up and understood the
situation, I wished I had
died up on the mountain.
Jamie Andrew
A
snowstorm forced Jamie
Andrew and his best friend
to spend five days on a
4000-metre mountain top in the
Alps in 1999. When the rescue helicopter
finally arrived, Jamie’s friend
was dead and Jamie had severe
frost injuries all over his body. The
doctors at the hospital were forced to
amputate both legs below the knees
and both arms below the elbows.
Wanted to die. During the Nobel
seminar at Statkraft in December, Jamie
spoke about his experiences and
how they affected him as a person.
“I was completely unprepared for
having my feet and hands amputated.
When I awoke and understood
the situation, I wished I had died
up on the mountain. I could not see
how I could live a meaningful life.
However, there were many people
around me who loved me, and I
slowly, but surely started preparing
for my new life,” says Jamie.
He chose to approach this new
life situation as a problem to be
solved, just like he used to approach
summits. If he were to have any
chance of scaling this new, gigantic
challenge, he realized that he
had to follow two rules. The
first was that he did not have
to go any road alone. He had
friends, family and medical
personnel who were
always there for
him. He had to use
that help, even if
he realized that
there would be
many situations
where his pride
could get in the
way. The second
rule was that the road
to his new life would
not be just one big
challenge.
“A role model for everyone”
Henning Villanger, Finance
Manager, Industrial Ownership Interests,
is very impressed with Jamie
Andrew’s achievements. Villanger
and his colleague Merete Knain, communications
manager at Trondheim
Energi, were eager to give the Scot
positive feedback.
“First of all, I feel that Jamie has
an incredibly strong story. He is really
a role model, and fully understanding
his situation is impossible. Some of
the emotions he experienced during
“I set many small goals for each
day. If the nurse brushed my
teeth one day, I decided that
I would manage it on my own
the next. Whether it took 20
minutes or two hours did not
matter. I had plenty of
time and the goals I set
were always attainable,”
says Jamie.
From victory to victory.
As the sense of
mastering the situation
increased, so did the difficulty
of the goals he set.
First, Jamie aimed to learn
to walk with his prosthetic
legs. Later, the goal became
the expedition and later must have
been extreme. How he lives his life in
spite of the injuries says a lot about
him as a person,” says Villanger, and
Knain adds:
“Jamie’s experiences really give a
perspective to one’s own problems.
It is quite embarrassing when you
think of how just small everyday
things can make you complain. If
Jamie can attain all his goals, there
is no reason that we should not do
the same,” says Knain.
to complete the London Marathon.
After a few years, Jamie started
climbing again, and he has been on
Kilimanjaro and back in the area of
the Alps where he nearly died.
“People ask me what my toughest
everyday challenge is. That is
undoubtedly my three children,
Iris, Alix and Liam. If I had died on
the mountain or decided to just
lay down and die later, they would
never have been born. Today, I am
incredibly proud to pass on the
gift of life to them. If there is any
lesson to be learned from my story,
it is that nothing is impossible. Set
attainable goals and strive towards
them. There is no reason why you
should not attain them!”
“We are concerned
with
giving something
back to
the community.
To be able to
contribute to
raising the
peace prize’s profile even more, both
nationally and internationally, is an
undivided pleasure for us,” says
Statkraft’s executive vice president
for communication, Ragnvald Nærø.
Nærø emphasizes that the annual
peace prize award ceremony and
concert are the only truly international
events in Norway.
“Statkraft is also becoming an
increasingly international group. The
cooperation with the peace prize concert
therefore benefits both parties.”
In recent years, the peace prize has
more often been awarded to people
with a commitment beyond the classical
conflict resolution perspective,
e.g. environment activists Al Gore and
Wangari Maathai.
“We are concerned with clean
energy in Statkraft, and the world
needs more of this. The fact that the
Nobel committee connects peace with
the environment makes it even more
natural and appropriate for us to be
one of the sponsors,” says Nærø.
Statkraft is also a partner for the
Nobel concert in Stockholm, which
focuses on classical music. Statkraft
holds seminars both in Oslo and
Stockholm with high-profile international
speakers and guests.
The future is bright
In November 2008, Statkraft launched a broad ad
campaign in Norwegian media. The name of the campaign
is “The future can bee bright”, and the ads have been
placed in TV, cinemas, newspapers and magazines.
Head of marketing, Grete Ingeborg Nykkelmo, says
that the purpose of the campaign is to spread knowledge
about Statkraft’s work with renewable energy, and that
this is something that will benefit society in general in the
future. She says that the ads were designed before the
financial crisis struck, but that the economic downturn in
many ways has made the contents even more relevant.
“The campaign is directed towards “modern”
people. We want to reach those with children and
grandchildren growing up and young people with their
future ahead of them. Common for all those we want
to reach with our message is that they are opinion
leaders in their social circles,” says Nykkelmo.
This is the fourth ad campaign from Statkraft
to hit Norwegian media since the spring 2007. The
campaigns have been an important part of the work
to build the company’s reputation. Surveys conducted
after the three last campaigns have shown that they
hit their marks well among the target groups.
Read more on the Intranet
1500
By 2015, Statkraft aims
to produce at least 1500
megawatts from landbased
wind power
First electric taxi in Scandinavia
A new era has been launched for Trondheim’s taxis, with a
solution based on two Norwegian-made Think cars. Before the
taxis left Oslo for Trondheim over the Dovre mountains, they took
Norways Minister of Transport and Communications, Liv Signe
Navarsete, for a spin.
A two-seat Think with room for one passenger is a minimalist
solution which will face tough competition from more luxurious Mercedes
cars. However, there is great faith in the project, based partly
on the fact that 80 per cent of all taxi rides have just one passenger.
Trondheim Energi wants to contribute to more green transport
in the region, and is therefore the pilot project’s main partner.
“This means a lot to us, taking our
guests to two international-level
seminars, in addition to the special
ambience at the concerts. There is
certainly no reason to complain about
the quality of the stars. Such events
contribute to important networking
for Statkraft,” says Nærø.
This is also an opportunity to raise
awareness about the peace prize
internally:
“We have about 100 tickets for our
employees for the meeting with the
laureate in Oslo on the award day.
This is a great event which is broadcast
live on CNN,” says Nærø.
8 statkraft people & power 9

the photo story
Vignett
svartisen
There are kilowatts for the taking everywhere in
Svartisen. In the glacier, in the water and in the cre eks.
But nothing gives a more powerful impression than
the nature and the people who work in it.
Text Cato Gjertsen photo Dag Spant
Electrician Stein Harald Engen
Mechanic Kenneth Rendal
10
statkraft
people & power 11

kraftverket
Svartisen
A good hold
Einar Lorentsen has worked in the
Glomfjord power plant group for 23
years. Here, he checks that the chains
on a crane sit right. As a maintenance
manager, his job is to allocate the tasks
of the day to his employees, follow up
the work and ensure that everyone has
the right gear and equipment. Lorentsen
is also power plant manager Karl Svein
Thorrud’s deputy.
Dry in the heights
The bridge in the picture crosses the
Fykanåga river upstream of Glomfjord
power plant. There are few roads to the
installations in the catchment areas
for the three power plants. This means
the employees have to walk or use a
snowmobile when going out to repair
things. If the new equipment is too heavy
to transport on the ground, a helicopter
must be hired for the job.
Our employees
are worth their
weight in gold
12
statkraft
people & power 13

kraftverket
Vignett
Free falling
The magazines for the
three reservoirs have
about 50 creeks running
into them. The water
around the glacier goes
to Svartisen power plant,
while the catchment area
below 600 metres above
the sea goes to Glomfjord
power plant. Neverdalsåga
power plant gets its water
from creeks a little to
the west of the two other
power plants.
Power plant manager Karl Svein Thorrud
Up, up, up…
There is no room for fear of heights if you are going
to the intake reservoir for Glomfjord power plant.
To get there, you must take a cable car up to 450
metres above the sea. The cable car system was
built in the 1960s and is by far the best vantage
point from which to survey the beautiful Glomfjord.
The nature is beautiful,
but also harsh
The creators
of wealth
Glomfjord power plant group has only ten
employees, but they are all worth their
weight in gold for Meløy Municipality.
This is because Glomfjord power plant group
is the municipality’s largest tax payer, in one
of Norway’s most heavily industrialized areas,
about midway between Mo i Rana and Bodø.
This says something of the magnitude of the
wealth created in the organisation, bearing in
mind that the two major Norwegian industrial
groups Yara and REC are among its closest
neighbours.
Mechanic Willy Benjaminsen
Glomfjord power plant group consists of Glomfjord,
Svartisen and Neverdalsåga power plants.
The three have a total annual mean production
of about 2200 GWh, delivering electricity to
local industry as well as the national grid.
Glomfjord power plant was built in 1920,
Neverdalsåga power plant in 1955 and
Svartisen power plant in 1993. The nature
in the area is beautiful, but also harsh.
Employees almost always have to walk to
reach the installations in the catchment
areas, and as you can see from the pictures,
this is no walk in the park.
Energy operator Kjell Markussen
On overgrown paths
Power plant manager Karl Svein
Thorrud on his way to Glomfjord
power plant’s intake reservoir.
The rails he is walking on are used
when heavy equipment is transported
to and from the dam and the
hatch house. Like the areas around
the other two power plants, this is
a popular recreation area for the
citizens of Meløy Municipality.
Power plant manager Karl Svein Thorrud says
that even if nature makes it a rough place to
work, the employees are happy there.
“There are only ten of us, so we cannot afford
someone specializing in just one small area.
Everyone has to work on all installations, but I
think I speak for everyone when I say that this
is a bonus. It makes the days more varied
and keeps us on our toes,” says Thorrud.
Mechanic Steinar Aasmyr
Operations technician Terje Brandt
14 statkraft people & power 15

current
Taking the struggle
for the environment online
While CO2 emissions are increasing ominously and the greenhouse
effect is the subject of a heated climate debate, Statkraft is
launching a web portal which may be part of the solution.
Text Yvonne Dybwad photo Yvonne Dybwad and Gettyimages
With its new CO2 portal,
Statkraft wants to help reduce
greenhouse gas emissions.
By launching
this portal, we
have made it easy for
Statkraft’s partners
and customers to buy
UN-approved climate
quotas
Tore Melland, business
developer in Statkraft
Innovation and Growth
Clean power in Honduras
Households and companies which buy
CO2 quotas contribute to preventing the
emissions of a corresponding amount of
greenhouse gases elsewhere in the world.
In the town of La Esperanza in Honduras,
the sale of CO2 quotas has made
it possible to build a hydropower plant
which replaces energy produced from
diesel and coal. The hydropower plant has
a capacity of 12.7 MW, based on water
from the local river. This production replaces
corresponding production from fossil
fuels. Not only does the project provide
clean energy, it also secures a stable
power supply to the local community.
More information about buying quotas
under the auspices of the UN and Statkraft
can be found at www.myCO2.no
Weathering the storm
The finance crisis has hit Norwegian companies hard,
and hardly any companies or industries have been
left unscathed. Statkraft’s own experts do, however,
believe that the company is well equipped to make it
through the recession.
Both businesses and households have been made to
feel the finance crisis, but what will be the consequences
for Statkraft?
The financial crisis has had significant effects on
commodity prices, such a coal, oil and gas, and it is expected
that prices and demand for power may drop in
the short and middle term. With lower growth, Statkraft
expects some reductions in expected investments.
Treasurer Unni Hongseth says that this may have implications
for Statkraft in the period ahead.
“The value of listed companies comparable to
Statkraft has been reduced by 40 to 60 per cent from
the top quotations. Our shares are not listed, but
developments indicate that the energy sector is also
affected by the financial crisis. Statkraft has good access
to short-term loans in the certificate market, and
has therefore covered its need for financing. We are
comfortable with Statkraft’s financing situation. There
are many players which have far greater problems with
getting financing and which have to pay far more for it,”
says Hongseth.
As the financial crisis grew, there was also a new
tendency in the end-user market, according to Trondheim
Energi. Far more end-users received first-time
debt collection notifications in the third quarter of 2008
than in the same period in 2007. What is surprising in
this connection is that the number of resolved debt
collection cases also increased. The average Norwegian
seems to have become better at paying up when the
chips are down.. Read more on the Intranet.
Strengthening
government relations
“Understanding the framework conditions, and
not least following up changes and making our voices
heard, will be important for achieving the growth we
are planning,” says Oluf Ulseth, director for Europe and
head of the government relations unit on the group
staff communication and corporate responsibility.
This area has recently been strengthened with two new
employees, and another is on the way. Eivind Heløe
(42) has taken up the position of head of government
relations in Norway. His previous job was director of
political communication in Argument AS and he has
extensive experience from political analysis and lobbying
vis-à-vis political authorities and the civil service.
Simen Bræin (35) has been hired as senior advisor and
will work on government relations outside of Norway,
especially in Southeast Europe. He comes from the
Foreign Ministry, where he has worked as deputy head
of the Norwegian Embassy in Beograd, Serbia and
Montenegro. Work is also underway to fill a position as
senior advisor in energy and climate policy.
Photo Stein Morch
Gunnar Hovland and Tore
Melland launched the CO2
portal in Amsterdam.
Via www.myCO2.no, Statkraft
has established trading of UNapproved
CO2 quotas which
contribute to reducing the world’s
total greenhouse gas emissions.
“Statkraft is the biggest player in
Europe in renewable energy. Our
objective with the myCO2.no portal
is to become part of the solution by
helping to reduce greenhouse gas
emissions in a simple way,” says
managing director in Trondheim
Energi Kraftsalg, Gunnar Hovland.
Hovland had the honour of
launch ing the portal during the
anniversary seminar for Statkraft
Markets Continental (SMC) in
Amsterdam on 5 November. In
front of a shocked audience, Hovland
showed how the anniversary
conference alone produced
emissions of 100 tonnes of CO2.
The shock quickly turned into
laughter when Hovland pulled out
a payment terminal and made CEO
Bård Mikkelsen buy CO2 quotas for
1800 euros with his gold card.
For companies and households.
MyCO2.no has been
developed by Trondheim Energi in
cooperation with SMC. It has English,
German, Dutch and Norwegian
language versions and can be used
by both companies and households.
The price per CO2 quota is determined
by supply and demand in the
market and is listed on the Nord
Pool electricity exchange.
Gunnar Hovland and his colleague
Tore Melland, who is a business developer
in Statkraft Innovation and
Growth, say that the portal can be
used by both companies and households.
They expect that companies
will use the portal the most, while
households are more likely to buy
quotas via Statkraft’s partners, such
as airline and railroad companies.
Great climate commitment.
“There is an increasing commitment
to climate and environmental
measur es, especially in Germany
and the Netherlands. By launching
this portal, we have made it easy
for Statkraft’s partners and customers
to buy UN-approved climate
quotas,” says Melland.
The two colleagues emphasize that
everyone can contribute to a better
environment by compensating for
their own emissions and travel by
buying approved climate quotas.
Not stopped by the
finance crisis:
As soon as the rainy season
ends, the expansion of Theun-
Hinboun in Laos will commence.
In spite of the crisis,
the hydropower plant in which
Statkraft owns 20 per cent,
got its financing in place –
due to seven international and
Thai banks. The investment
exceeds USD 500 million.
2100
Øvre Bersåvatn and Nedre Bersåvatn
power plants in Hardanger
are the smallest built by Statkraft.
The total annual production is
about 43 GWh, enough to supply
about 2100 households.
Statkraft participates in fair
Statkraft will participate with its own stand
at Europe’s leading energy fair in Essen in
Germany from 10 to 12 February 2009. The
fair will focus on a number of topics related to
electricity and hydropower. The organisers of
the “E-World Energy & Water” fair expect almost
16 000 visitors from 30 countries, up 20 per
cent from last year's visitor numbers. More than
450 energy business players will attend with
their own stands.
120 TWh
Norwegian power production
is almost exclusively based
on hydropower. The total annual
production is about 120
TWh, of which hydropower
contributes 99 per cent.
Powerful birthday boy
On 17 October, Knapsack power plant in Nordrhein
Westfalen, Germany, celebrated its first birthday. The gas
power plant has 36 employees and will produce 800 MW
when it reaches full capacity in 2009. Operations have gone
as planned since the start-up. Sure, there have been a few
teething problems during the first year, but nothing more than
expected. The administration building will be completed this
spring. And no-one needs worry whether visitors will know that
this is a Statkraft facility. Our logo is impressively displayed on
all sides of the buildings, in addition to a dam excavated near
the entrance which has our logo in the centre.
16 statkraft people & power 17

feature
e.on-agreement
Read the story
behind the
mammoth deal
pages 22-23
Willkommen!
“Finally back among our own!” Power plant manager Frank Pöhler was unusually
outspoken when the Norwegian delegation visited Erzhausen. Statkraft’s
take-over is the cause of happiness in Germany as well as Wales and Sweden.
We couldn’t have been
happier with our new
German colleagues.
Technical director Astrid Elisabeth Løken
18 statkraft people & power 19

feature
e.on-agreement
…as was Patrick
Hacke, who got
on well with Jens
Davidsen.
Statkraft in Northern Europe
Following the agreement with E.ON, our
map of Northern Europe looks like this:
the uk
norWay
SWeDen
What are your expectations
for the Statkraft take-over?
Hans-Georg Holz (53)
Machinist, Germany
“My first impression is that
Statkraft is a solid organization
which listens to its
employees. Competence
is king and there is broad
professional milieu with
short distances between
managers and employees.”
With open arms
The Land of Smiles is said to lie in the Far East, but if you saw how the
Statkraft employees from Norway were received by their new colleagues
in Germany, you could be forgiven for believing that Germany was it.
text cato gjertsen photo erik thallaug
At the end of October, a group
of about ten Norwegian
Statkraft employees travelled
to Germany to meet their new
colleagues and inspect Statkraft’s
new pumped-storage and river power
plant. The reception they were given
exceeded all expectations.
Senior HSE adviser Kjell Norbom
has been impressed by the openness
and warmth he and his colleagues
were received with, and adds
that the hospitality was equally
hearty in Wales and Sweden.
“We represent the new owners
from a foreign country outside the
EU, we speak a foreign language
and come from a culture which
until recently was unknown to the
Germans. All the same, we have
been received with open arms, and
I have not met any sceptics. This
Matthias Acker was also
pleased to get a visit
from Norway .
meeting signals success for our
future cooperation,” says Norbom.
Statkraft unique in Europe
The manager for E.ON’s pumpedstorage
plant, Frank Pöhler, has
not seen any scepticism towards
Statkraft from his German colleagues.
He believes the German
goodwill towards the organization
will only grow in the time ahead.
“Statkraft is unique in Europe within
eco-friendly energy. Their hydro power
competence will undoubtedly strengthen
our position and ensure continued
operation of the power plants.
It is no secret that we, at times, have
felt unappreciated in E.ON. Hydropower
has not had the same prestige
there as it does in Statkraft. This is
why I really feel that we have come
home now,” says Pöhler.
Statkraft is unique in Europe within
environmentally friendly energy. Their
hydropower competence will undoubtedly
strengthen our position and ensure continued
operation of the power plants.
Further growth
Technical director Astrid Elisabeth
Løken is focusing on the fact that
Statkraft gets more competence on
a type of power plant which the organization
has not previously owned.
“In addition, we have gained a
solid foothold on the continent,
which will undoubtedly give us
valuable experience in our future
growth in Europe. To Statkraft, it
is now important that the German
market gets to know our organization,
which is why we will proceed
cautiously and show the same
openness which characterizes
Norwegian business culture. In this
connection, we could not be more
fortunate with our new German colleagues.
I am sure they will become
great ambassadors for Statkraft,”
says Løken.
The manager for
E.ON’s pumpedstorage
plant,
Frank Pöhler
the netherlanDS
Facts
germany
The agreement with E.ON entails that Statkraft takes
over assets worth NOK 4.5 billion euro, including:
In Germany: Two gas power plants (917 MW), 11 hydropower
plants (262 MW) and shares in E.ON worth 2.2 billion euro.
In Sweden: 40 hydropower plants (975 MW) and five
district heating plants (300 GWh).
In the UK: 1 hydropower plant in Wales (56 MW)
Statkraft will get about 220 new employees.
Skilled professionals
The Norwegian Statkraft delegation is clear
in their assessment after their inspection tour of
the hydropower plants previously owned by E.ON
in northern Germany: “The employees are skilled
professionals with a high degree of competence
and professional pride. In addition, they are good at
taking care of and utilizing their power plants,” says
senior engineer in electrical/gas Otto Engen.
Outside the Erzhausen pumped-storage plant,
the Norwegian who has just had a thorough tour
of the plant with his Norwegian colleagues, gives
it the thumbs-up. He says that the technical equipment
from 1998 is very modern and holds a high
standard.
“This is in no way inferior to what we see in Norway.
Sure enough, some of the other power plants
in the area have had fewer upgrades over the last
few years, but it is still obvious that the workers are
using their broad competence to get the best from
their power plants. They are basically very smart
FinlanD
Electricity consumption
per person measured in
kWh per year (2004).
1) Norway 26,6
2) Sweden 16,7
3) Germany 7,4
4) The UK 6,7
Much is similar in the four countries involved in the E.ON
agreement. But there are also fundamental differences,
such as electricity consumption per person.
Senior engineer in electrical/gas
Otto Engen
Average price per kWh
in eurocents
1) Norway 2,81
2) Sweden 3,04
3) Germany 4,06
(No figures available
for the UK)
people who have now
become our colleagues,
and that means that
there is no need for
training. This will be
all about constructive
cooperation from day
one,” says Engen.
His views are supported
by machinist Hans-
Georg Holz, who says that there is a very strong
work culture among the German colleagues.
“We have always delivered what was expected
from us, and then some more. I have not really got
to know Statkraft yet, but I like what I have seen.
Hydropower is important for the top management,
and I understand that the chain of command will be
shorter than we are used to. With this foundation,
everything should be in place to make us feel well
cared for as part of the Statkraft family,” says Holz.
Holger Bartelt (37)
Competence manager, Germany
“I hope and trust that Statkraft
will get to know the
new power plants really
well before they make any
changes. My impression
of the new management
is that their words and
actions correlate and that
they are good at focusing on core competence. This
will hopefully reduce the bureaucracy which has
characterized some of the operations until now.”
Astrid Elisabeth Løken (46)
Technical director of production, Norway
“I have great expectations
for the cooperation. There
is no doubt that these are
two highly skilled competence
milieus, uniting
their strengths. I therefore
hope that all parties will
be good at listening, enabling
us to get the most from the synergy effects.”
Nicklas Kilstam (36)
Operations manager for
the five district heating
plants Statkraft will take
over in Sweden
“It feels great to get a
chance to work in a company
with such a clearly
defined goal of expanding
into district heating and production of green energy.
The employees in Sweden have been positive from
day one, and the integration process has been interesting
and educational. Our impression is that the
new owners are serious, responsible and competent.”
Henry Drake (58)
Power station manager
at Rheidol Power Station,
Wales
“Everyone at Rheidol is
looking forward to becoming
part of Statkraft. The
people we have met are
very nice as well as highly competent. We want to
do our bit to make the changeover as smooth as
possible, and we want to share our knowledge with
our new colleagues. The pure energy focus is also
very appealing, and we hope that Statkraft will grow
to be a success in the UK.”
20 statkraft people & power 21

feature
e.on-agreement
Meet
chief negotiator
Stein Dale
Hands across
the border for
district heating
By Anne Lise Åkervik
the
long
journey
Read the story behind the
largest, sober business
transaction ever in the
Nordic countries.
text Birger Baug
photo Hans Fredrik Asbjørnsen
Norwegian industrial history was made
on 24 July 2008, when the CEOs of
Statkraft and E.ON shook hands and
signed the giant agreement between
the two companies. In the photograph the whole
thing may have looked easy, but every word in
the agreement was the result of a massive effort.
The person who knows most about that effort is
negotiation leader, executive vice president and
CFO Stein Dale. Throughout the process with
E.ON, he led an army of sharp lawyers, economists,
advisors and analysts. And without them
Statkraft’s world of 2009 would be very different,
a fact Dale is the first to acknowledge: “I only had
to complete the victory parade of that long relay
race. There is one single reason why this went so
well: The fact that the team completed this hard
work in such an exacting and thorough manner.
The expansion has started
No matter who did what, the fact remains
that “Project Genoa” resulted in an agreement
worth about 4.5 billion euro, or NOK 40 billion.
Statkraft has become an even bigger player in
renewable energy and has begun its expansion
on the continent in earnest. This process is sure
not to stop with the E.ON agreement, but we are
unlikely to see figures of the same magnitude
for some time. This was, after all, the largest
business transaction in Norway ever.
It was also the largest transaction in the Nordic
countries ever, if one takes a teetotal approach
and excludes the sale of Absolut Vodka.
“As we have received assets and shares equalling
the amount we traded away in shares, the transactions
in reality involve 9 billion euro,” says Dale.
Unfortunate situation
The whole thing really started in April 1996,
when Statkraft started acquiring shares in Sydkraft,
which would later become E.ON Sverige.
From 2002, Statkraft owned 45 percent and
E.ON 55 per cent of Sydkraft. This became an
unfortunate situation, as the smaller and larger
owner had diverging strategic interests.
“Something had to be done. The problem was
that we had an option to sell which valued our
shares to about 2 billion euro. However, we knew
that our shares were worth much more and
would not sell at that price. So, we both just sat
there for a while, before some small negotiation
initiatives began to be made.”
The first attempts led nowhere. “The shortest
negotiation round took place in Copenhagen,” Dale
reminisces. “It lasted 45 minutes, including lunch.”
Mutual respect
Even if the negotiations did not give any results,
the atmosphere was always one of mutual respect.
Dale personally has a great liking for the
German negotiators, especially E.ON’s secondin-command
Johannes Teyssen and their vice
president for strategy Lutz Feldmann. On the
Norwegian side, Anders Prietz, Rolf Busch, Kjetil
Hartvedt Nilsen and, not least, Finn Fossanger
made up the team in the early rounds.
“There were tough fights in a good atmosphere.
As time passed, we established good personal
relationships.”
But then, in April 2007, Teyssen called Dale to
invite Statkraft to a meeting about E.ON’s “new
organization structure”, which called for the centralization
of all management units to Düsseldorf,
including E.ON Sverige.
“They could not do that without our consent,
and they knew that we knew that,” says Dale.
And so the meetings started again. As the
Statkraft board had earlier made a decision not
When His Majesty
and two ministers
showed up, everyone,
whether from E.ON
or Statkraft, realized
how big this agreement
really was.
to exercise the sales option, the real value of the
shares could be calculated.
“Everything became much easier then. E.ON signalled
that 4 billion euro could be an acceptable
price, and we signalled that the agreement had
to include at least one third of the hydropower in
Sweden. Then we got underway.”
Flames from the fireplace
At a meeting at Laksfors in Nordland in September,
the goal was to agree on the big issues. E.ON
was represented by Teyssen, Feldman and CEO
Wulf Bernotat and Statkraft by chair of the board
Arvid Grundekjøn and CEO Bård Mikkelsen, in
addition to Dale. Beautiful scenery and a blazing
fireplace did the trick, in addition to two hardworking
teams in their respective main offices:
Two days later, Lutz and Dale shook hands on the
terrace. They had agreed on a framework they
could recommend. “That was a great moment for
many more than just Lutz and me,” says Dale.
And then the King came …
October 12 was agreed on as the date for
signing the letter of intent. This made both the
Norwegian royal family and the Norwegian
Facts
The final breakthrough in the negotiations
between Statkraft and E.ON took
place at Laksfors in Nordland on 17
September 2007.
The finalization of the negotiations
involved more then nine units and
more than 100 people in the Statkraft
system.
In the most hectic period, seven external
consultancy firms were hired.
The final agreement was signed in
Stockholm on 24 July 2008 by the
CEOs Dr Wulf Bernotat (E.ON) and Bård
Mikkelsen (Statkraft).
Project Genoa!?
Did you ever wonder why the
secret negotiations with E.ON
were given the widely adopted
name “Genoa”, which is the
name of a type of sail? If you are
into anagrams, you may have
understood already. If not, try
reshuffling the letters in E.ON
AG …
The name’s inventor? Sailing
aficionado Stein Dale.
E.ON’s code name for the
negotiations? “Elk”.
government realize what was about to happen.
“E.ON wanted a big occasion at their main office.
By coincidence, King Harald, the Minister of
Trade and Industry and the Minister of Petroleum
and Energy were all visiting Germany at the time.
We were told in no uncertain terms that the
program had been decided upon already, but
the Norwegian ambassador contacted the royal
palace anyway.
“And lo and behold: The King found the whole thing
so interesting that he ordered the curtailment of
an official luncheon. When His Majesty and two ministers
showed up, everyone, whether from E.ON or
Statkraft, realized how big this agreement really was.”
Two days of reading out loud
We could have said that this was the end of the
story, only adding that the negotiations over the
details took ten months, culminating in the signing
of the agreement in Stockholm on 24 July 2008.
However, we must tell you that in Germany, such
agreements have to be read out loud by a notary
public, and this agreement was several hundred
pages long. “The reading took almost two days.
The notary public said he drank a litre of water for
every hundred pages,” says Dale.
Through the
trade swap with
German company
E.ON AG., Statkraft
takes over five
district heating
plants in Sweden. In
Trondheim Energi
Fjernvarme, they are
ready to take over
operations and are looking forward to it.
“We have 25 years of experience with operation
and development of district heating, so
we have very good competence in this field,”
says Steinar Asbjørnsen, managing director
of Trondheim Energi Fjernvarme.
In the capital of middle Norway, the district
heating pipes are spreading across the city
and entering new buildings. About 30 per
cent of the heating in Trondheim is now supplied
by district heating, and the grid expansion
is continuous. The heat is mainly based
on waste incineration, and about 500 GWh of
heat is delivered per year. The five Swedish
plants will deliver about 300 GWh in total.
District heating goes
well with Statkraft’s
vision of becoming a
leading player in green
energy in Europe.
Environmentally correct. “District
heating goes well with Statkraft’s vision of
becoming a leading player in green energy
in Europe. The preparations for the takeover
of the plants have been underway since
summer, and Statkraft formally took over on
1 January. The local operating organization
is part of the take-over, and this means that
18 employees from E.ON will now be employed
by Statkraft. In addition, we will hire
five more in Sweden,” says Asbjørnsen.
“It has been important for us to have as many
as possible of the Swedish employees continue
with us, as they know the operations
and plants well. Their competence and
experience are important, and we will build
on that.”
Bio-energy and waste. Asbjørnsen
believes there is much to learn from the
Swedes. They have many years of experience
because Sweden has had a strong
focus on district heating for many years.
The plants we take over in Sweden burn
wood, while the plant in Trondheim burns
waste. Steinar Asbjørnsen is very pleased
with the swap trade Statkraft made with
E.ON AG.
“We have for many years wanted to develop the
district heating activity further. These plants
fit well into our portfolio, and this will give us
a broader Nordic competence milieu for bio
energy and district heating,” says Asbjørnsen.
22 statkraft people & power 23

foto Karin Rosenqvist
technology & environment
Helping the eagles
against windmills
A new research project in Statkraft aims to make windmills more
visible for sea eagles. The goal is to reduce the number of collisions
between birds and machines.
Birds see differently from people in several ways. Their colour vision is
much better than ours, enabling them to differentiate between twice as many
shades of colour. In addition, birds can see ultraviolet light, and they have a
special eye function, a double lens, which makes it easier to detect movement.
This should be a good foundation for reducing the number of collisions.
The project will calculate and improve various models in natural surroundings
at the Smøla windmill park in Norway, and also work closely
with a visual-physiological project at the University of Uppsala in Sweden.
The models will calculate the visibility of the windmills both as regards
distances and weather conditions. The project will probably result in new
colours for the windmills and pave the way for different lighting systems.
Per Rosenqvist uses the
el scooter in Stockholm.
On two wheels in Stockholm
Employees at Statkraft’s Stockholm
office are blazing new trails to help
the environment. They have not a
single company car, but the electrical
company moped has already become
a very popular means of transport when
employees are going to meetings or
running quick errands. The moped
can carry two and just needs to be
plugged into an electrical outlet
when the battery runs low.
Agents in a strange hotel
Birds can see
ultraviolet light,
and their eyes have a
special function which
detects movement more
easily.
33 restrictions in different
An overview from 2003
shows that Statkraft
implemented 33 selfimposed
environmental
waterways. The restrictions were related
to everything from bio-diversity to
erosion and aesthetics.
16 people in Trondheim Energi have been appointed “innovation agents”.
Their task is to promote a culture of innovation in the company. The group was
recently in Copenhagen for a five-day agent program.
Their lodgings were at the very peculiar Hotel Fox, where Danish and foreign
artists have been given a free hand to decorate and furnish the rooms,
resulting in very different rooms. For instance, one of the participants lived in
a room furnished like a tent, and had to sit on a log to brush his teeth! “Innovation
has to do with being able to break out of the daily, humdrum routines,”
says Kristin Bjelland, who was responsible for the study tour.
The agent projects span from reuse of transformer stations to electronic
signature systems for internal documents.
Photo Gettyimages
49
Wind power is expected
to contribute
49 per cent of the
growth in renewable
energy in Europe
leading up to 2020.
Wants to extend dam
lifetime by 40 years
A new R&D study aims to extend the
lifetime of concrete dams by 40 years.
One of the objectives is to see to what
degree Statkraft can use new materials
such as carbon fibres, which has become
increasingly common in classical
building technology in recent years.
The study is being conducted in cooperation
with the Norwegian Water
Resources and Energy Directorate
(NVE), which so far has been very
positive to the objective. The hope is
that NVE can adapt its regulations for
use of new techniques and materials
in line with the findings of the study.
Lighter materials and less use of
cement and heavy construction
equipment could also give major
environmental benefits.
Alta power plant
Focusing on tidal
and wave power
Securing new licences
for development, technology
development and competence
development is the main priority
in Statkraft’s new strategy for
investing in marine energy. The
long-term goal is to produce power
from tidal currents and waves.
“The strategy is important because
it specifies what we must
do to attain our goals,” says
Petter Hersleth, head of marine
energy in Statkraft's business
unit Innovation and Growth. “We
now have a plan for what to do in
the next few years, and we have
chosen to focus on tidal power to
begin with,” says Hersleth.
The three most important factors
to develop tidal power are to
secure licences in places suited
to plant construction, contribute
to technology development and
develop inhouse competence. The
geographical focus is on the UK
and Ireland. These countries have
good subsidy systems, a large
energy potential for tidal power
and they have come a long way in
developing regulations and licence
processes.
Statkraft also has ambitions
in wave power, but has chosen
to wait a while before making a
commitment.
The global tidal power potential
is expected to be 700 TWh per
year, as only a few areas are suited
for tidal power plants. The potential
for wave power, however, is almost
endless, as it can take place
wherever waves hit the shore.
Energy Game to be used in schools
The partly Statkraft-financed Energy Game is an online game aimed at high
school students. The objective of the game is to use energy sources in the best possible
way, with environment/climate, resource use and costs closely intertwined.
“A very interesting game and learning concept for high school education, but
also for the lower levels,” Anders Isnes from the National centre for natural
science in education says enthusiastically. The centre wants to use its network
and events to make the game known to teachers.
The Energy Game is designed to encourage a way of thinking which takes
into account the overall picture and highlights issues related to energy, environment
and climate. If you want to test a preliminary version, visit
www.energispillet.no (only in Norwegian for now).
Salmon being
brought out on
rafts from deep inside
the mountain
Power station becomes
hatching station
Expanding a 600 metre long power station tunnel is no easy task, a fact
well known at Hove power plant in Norway. The final breeding salmon
are now being taken out from deep inside the mountain, and from next
autumn the outdated Refsdal power station will be used as a hatchery.
Breeding salmon are captured
in the tunnel every year to ensure
reproduction of the local salmon stock
in the river Vikja, in competition with
escaped farmed salmon. The salmon
are put in big open tanks in the power
station area, where scale samples are
taken to separate the wild fish from the
escaped farmed fish. The wild fish are
then stroked for eggs and sperm and
the eggs are set aside to mature, before
it’s back to the river for hatching.
Due to the planned tunnel expansion,
which may affect the natural
growth of the salmon stock, extra
large numbers of fish have been taken
out this autumn and winter. In total,
130 salmon have ended up in the
open tanks by the power station.
“Today, we are inside the tunnel,
stroking the fish. How much of it is
farmed salmon, I do not know, but
previously it has been almost 50 per
cent", says maintenance manager Odd
Wild or farmed? Salmon
on its way to being tested,
in the hands of Kjell
Voll and Stian Myklatun
Bjarte Turvoll at Hove power station.
When the salmon are in the tanks, all
fish that are obviously farmed are taken
out, killed and destroyed. The rest remain
while waiting for the scale test results.
“Have you never been tempted to take
some fresh salmon home for dinner?”
“Well, that would have to be the
farmed salmon,” laughs Turvoll. “But
according to the veterinary, the meat
quality of the salmon is so poor this
time of year that it is unsuitable for
human consumption. So I guess we
have to buy our salmon in the supermarket
like everyone else.”
But from this autumn, a new era
will start when the old Refsdal power
station is put to use as a hatchery. The
station has been refurbished for NOK
3.5 million, allocated from a special
egg deployment project. When the
eggs reach the eyed egg stage, they
are moved into plastic crates and
returned to the river.
Photo Gunnar Kleven, Sogn Avis
24 statkraft people & power 25

visit
the operating centre at dalen
Dalen windmill
debut
Having lunch with:
The production department at
Statkraft Energi AS – Region
Eastern Norway
The 15 employees plan, monitor
and manage power production for
42 power plants across Eastern
Norway. They also monitor the
environment and the rate of water
flow.
From the operating centre at Dalen
the river system can be regulated
and help moderate flooding.
The operating centre's power
plant has a production of
9.5 TWh per year.
The canteen is a popular
gathering spot for employees,
including Hege
Jonassen Verpe, Torbjørn
Hegna, Olav Kaasa and
Axel Lang.
Full storm in Dalen
The lunch hosts at Dalen in Telemark, Norway attempt to set the
very first records in our impromptu wind power contest. Judging
from their concentration – their efforts may be hard to beat!
Tekst Yvonne Dybwad og foto Yvonne Dybwad og Arild hansen
The first to try the windmill test,
from the left: Anne Berit Kilen,
Knut Åge Hammerhaug and
Åshild Løvold.
Thousands of acres of forest.
Seven hunting clubs. Fifteen
moose felled. Not surprisingly,
moose are a hot topic
when the Statkraft employees
at Dalen take their lunch break in
the middle of hunting season.
"A lot of people are having lunch
today. When moose hunting season
started a couple of weeks ago, it
was almost empty here and in the
municipal building," chuckles hydrologist
Axel Lang.
Axel and his colleagues at
Statkraft's operating centre at Dalen
in Telemark are seated around a
table in the canteen, eating lunch and
discussing one of the most important
topics of the fall season. The king of
the forest is the source of great enthusiasm
and merriment, and there
is plenty of laughter - and also plenty
of shift swapping going on. It's not
always easy to get all the schedules
to work when "everyone" is waiting for
a chance to use their hunting licence.
Big responsibility
The rosters always get filled somehow.
Statkraft's operating centre at
Dalen in Telemark must be staffed
round the clock, regardless of season,
holidays or hunting licences.
From the control room on the second
floor, employees plan, monitor
and manage power production for
42 power plants with a total of 71
units throughout Eastern Norway.
The production engineers working
at the operating centre make sure
that power production stays within
the limits stipulated in the licence.
They are also responsible for continuous
short-term optimization. In
practical terms, this means that
they have to evaluate which units
should be run in order to extract
the maximum power, and value
from each drop of water.
The operating centre manages
even the smallest jobs to be carried
out on the high-voltage facilities.
"We must have a complete overview.
Only then can we make sure
We handle enormous assets
on behalf of the Norwegian
society. It feels important.
Production planner Kristian Aune
… is People & Power's informal lunch
contest, where the question is: which
department has the greatest lung
capacity in the Statkraft system?
The best entry each year will receive
a surprise by post.
First out is the production department
at Dalen in Telemark, which is currently
in the lead, for obvious reasons.
that the facilities are running well,
and that the people who work to
repair them can do so safely," says
production engineer Bouke Bouman.
He and the other production
engineers are also assisted by good
colleagues who monitor water levels
and environmental impact, and
who make sure that all of the power
plants receive proper maintenance
at the right time.
Heart of the production
The employees at Statkraft's operating
centre in Dalen are proud of
their workplace.
a test of strength …
"We sit at the heart of the production
process, and we handle
enormous assets on behalf of
the Norwegian society. It feels
important," says production planner
Kristian Aune.
"It is also good to know that we are
working with renewable energy,
which is significant in a global
context," adds production manager
Hege Jonassen Verpe.
The fact that Statkraft is becoming
a major interna tional
industry player has ripple
effects far into Telemark's
deep forests. Dalen employees are
already involved in several international
projects, and more jobs are
waiting.
"This means new opportunities.
An assignment abroad would be
exciting," concludes Axel Lang, who
is the veteran of two short-term assignments
in Albania and Laos.
170mA
For the record: The result is measured
in milliamperes, and the highest
readable level is what counts.
26 statkraft people & power 27

hse
injury development
Foto Norman Kjærvik
Stricter rules for
snowmobiles
and helicopters
One example of Statkraft’s safety work is
the recent move towards stricter training
requirements for helicopter pilots and
snowmobile drivers. This is definitely relevant,
as Statkraft’s 70 snowmobiles drive
about 100 000 kilometres every year and
the helicopters fly 1 500 hours for Statkraft.
“We have fortunately avoided serious
accidents, but according to our statistics,
snowmobiles have been involved in
several critical incidents in recent years,”
says Kirsti Elsfjordstrand in Statkraft. As
regards to helicopters, statistics show
that the number of incidents have fallen
since the mid-‘90s. However, Statkraft still
wants to make the rules stricter.
The objective is
zero injuries
“If you assume that accidents will occur, they will. The only acceptable
objective is zero injuries. There is no alternative in Statkraft anymore,”
states HSE director Torbjørn Lyngestad categorically.
And this mentality seems to be
working: The group safety results
are the best ever – never before
have the number and extent of the
injuries been so low.
Bigger challenges. Best ever is not
good enough for Lyngestad: “I am very
pleased that we are better than ever,
but let us not get complacent. We are
really just beginning to understand what
our ambition means, and the safety
challenges have never been greater. We
are growing in new markets and in new
technologies. We expand geographically
and are operating in an increasingly
complex portfolio of ownership interests
where we do not have direct control.”
Lyngestad is therefore more than ever
keen to create a safety culture which
saturates Statkraft on all levels. The
ambition is to be open, comply with
guidelines and requirements and show
a will for continuous improvement.
Time for change. “This means that every
day, and not just today, will be a time for
change and a time for learning. But just
writing it will not make it happen, we must
do it and, not least, wish it and want it.”
Lyngestad is inspired by Statkraft’s
production unit. The business unit has
now delivered its best safety results
ever. So far in 2008, every other month
has been injury-free, and the unit’s
registered number of HSE deviations is
at a record low.
“More and more managers display a
personal commitment to safety,” says
Lyngestad. “In addition, more cases of
undesirable HSE risk are recorded, and
I am very pleased that we
are better than ever, but
let us not get complacent.
HSE director Torbjørn Lyngestad.
more and more people are showing a
will to improve systems, processes and
behaviour. We are not yet as good as
the top international companies – but
we are getting there!”
Like in sports. The development is
not random – results and behaviour correlate,
Lyngestad believes.
“Our culture must be characterized
by learning, and maybe we can learn
something from the best in international
team sports. They convert their
ambitious goals into a focus on their
own behaviour: work tasks and training
where the potential is greatest.”
HSE director
Torbjørn
Lyngestad.
Our responsibility. Statkraft’s vision
and ambitious growth strategy open up
for other business opportunities, exciting
projects and new cooperation relations.
“At the same time, we are more exposed
to risk than ever as regards to HSE,
and it is our responsibility that safety
is taken seriously in all ownership positions
– by our own employees, consultants,
suppliers and partners.”
These days, the risk can most
easily be identified in our ownership
in the company SN Power.
“The Norwegian media coverage
of the situation concerning fatalities
in hydropower projects in
India and Chile is a liability. SN Power
is working very hard to address these
challenges, and it is our responsibility to
support this effort,” says Lyngestad.
Everyone contributes. HSE is often
associated with operational activities
and manual labour. In a growth phase
such as the one we are now experiencing,
Lyngestad emphasizes the importance of
all staff areas using their opportunities
to influence developments.
“This can be in connection with management
systems and process areas,
risk assessments, agreements and supplier
requirements,” says Lyngestad.
The Statkraft group’s HSE principles
1. A concern for health and safety shall characterise all activities.
2. The health and safety culture shall be characterised by openness,
a will to comply and continuous improvement.
3. We shall avoid injuries and health problems at all times.
4. We shall motivate for and facilitate a healthy and safe lifestyle.
5. Buildings, facilities and infrastructure must be carefully safeguarded.
6. We shall be prepared for serious accidents and critical situations.
Everyone in
Statkraft shall
be properly
safeguarded.
Even reduction in the number of injuries
35
30
25
20
15
10
5
0
1999 2000 2001 2002 2003 2004 2005 2006 2007 Q3/08
Lost time
injury index
(TRI)
(Injuries
divided by
the number of
working hours
x 1 000 000)
28 statkraft people & power 29

THE POSITION
tima iyer
Tima Iyer
Head of Southeast Europe
Business Unit.
Chartered accountant and IT auditor
with a British BSC in mathematics.
Lives at Høvik near Oslo.
Married with two children.
Leisure activities: We head for the
mountains about every second weekend
during the winter, for cross-country
(preferably) and downhill skiing. I
learnt to ski next to a golf course, and
thought the ground was very bumpy!
I have also done the 38 km Skarverennet
race and tried snowboarding. In the
summer we spend time at our holiday
home in Havstenssund in Sweden with
kayaking, sailing, golf and jogging.
BORDERLESS
Tima Iyer
Born in India. Grew up
and trained in England.
Married a Norwegian. Now
she heads up our work in
Southeast Europe. Few if any
of our Statkraft people are
as borderless as Tima Iyer.
Text Stein Morch photo Erik Thallaug
30 statkraft people & power 31

THE POSITION
The management
style and
communication style
are characterised by
openness, competence,
progress and
high ambitions.
Tirana, Podgorica, Belgrade, Bucharest,
Sofia, Ankara. Tima Iyer spends more
time in Southeast Europe than in
the headquarters at Lilleaker these
days. She and 25 colleagues are
on the look out for good hydropower
projects and cooperation partners in Albania,
Montenegro, Bosnia-Herzegovina, Serbia,
Romania, Bulgaria and Turkey.
Tima has just returned to Norway after three
days in Albania and Montenegro.
“What brought me to Statkraft? You might well ask!”
Tima leans back in the sofa outside El Café at
Lilleaker, and laughs before continuing. Her CV
shows a British education in economics, and her
professional life began with four years in the Avon
County administration in Southwest England.
“It was a man, of course,” she says, laughing
again. “We had really intended to go to Sweden,
but that was called off and we were offered an
opportunity in Norway instead. Now we have
been here for 21 years, and with a Norwegian
husband, boys of 10 and 13 and a normal
Norwegian family life, I probably should switch
from British to Norwegian citizenship soon.”
To Kent as a one-year-old
Tima started her journey into the world in
Mumbai, India, in 1960. Her father was a
university lecturer and her mother was a student.
Although they were of the same caste, it was
not acceptable to fall in love with and marry
someone of one’s own choice.
The family chose to move to England – at first
just the father and mother – to a job in the Bank
of India. The grandparents and one-year-old Tima
Tima meets the Albanian minister of
economy, trade and energy, Genc Ruli.
followed six months later. “As a result, I was an
adult before I met one half of my family,” she says.
She grew up in Kent outside London. At home,
at play and at school, the language of everyday
life was English. Tima attended a girls’ school
and then studied at Bristol University for three
years, training to be an accountant, while
working as a trainee and economist in Avon.
By 1987 she was ready to expand her horizons.
From accounting to energy
“A chance contact in the accounting and consultancy
company KPMG led to an opportunity in
Norway,” she explains. "At first for six months,
but then the engagement was extended and I
stayed on for 16 years as an accountant, consultant,
partner and head of department. I got to
know a wide variety of Norwegian businesses.”
In 2004 she was looking for something new
and interesting – something of an international
caliber. She spent one year as director of management
consulting in Norconsult, and then a year
in SN Power as director with special responsibility
for communications and social responsibility.
From January 2006 she has been working with
Statkraft and Southeast Europe.
Informal working atmosphere
“From the New Year, every fifth Statkraft employee
will be located outside Norway. What would you
Arrival Tirana with
Simen Bræin, advisor
government
relations.
say to those who wonder what it will be like to
work with us?”
“It is first of all a very informal working environment
with very little hierarchy. It is easy to get in
touch with colleagues and managers at all levels.
The management style and communication style
are characterised by openness, competence,
progress and high ambitions. At the same time,
people trust you to organise your own work, with
flexible working hours and a home office if that is
more convenient.
Norwegians think it is important that people get
out into the open air,” she says. “In our leadership
meetings the programme includes time to go for a
run before dinner. That is almost obligatory.”
“There’s nothing negative?”
“Yes, some bureaucracy. And high ambitions
can be such a challenge that it becomes frustrating.
As it is in other companies,” she says.
Assignment: more clean energy
Tima believes that those who join Statkraft now
will be part of an exciting period.
“Our task is to find more hydropower opportunities.
As we take up this task we are already
Europe’s largest generator of renewable energy,
and one fourth of our production capacity is
located abroad,” Tima states.
The degree of success depends not least on the
Southeast Europe unit, with Tima as acting director.
“We are particularly interested in hydro power
development and rehabilitation as well as
acquisitions. There is no shortage of opportunities
and potential: Turkey alone has hydropower
potential as large as the rest of Southeast
Europe put together, around 125 TWh. Several
of these countries are now getting ready to sell
government-owned power stations. We are also
keeping an eye out for opportunities in wind
power, solar power and gas power,” she says.
From Slovenia to Turkey
During Tima’s three years in Statkraft her assignment
has focused on Southeast Europe. This
region stretches from Slovenia in the west to
Romania in the north and Turkey in the southeast.
It is not hard to understand why the five people
who did the preparatory work (general assessment,
strategy and the initial contacts) during
2006-2007, have now grown to a staff of 25.
“We now have expats as well as local employees
in Belgrade, Podgorica, Tirana and Bucharest.
We cooperate closely with Statkraft Markets
Continental in the whole region. We have 17
people based in the main office, looking after
the areas of strategy and business development,
finance and technology,” Tima sums up.
After a lot of travel and many meetings with
authorities and partners, Tima is now well acquainted
with the region’s countries and people.
“I suppose I travel to Southeast Europe every
second or third week,” she says.
Albania first?
Through signing the concession agreement with
the Albanian government, EVN AG and Statkraft
were awarded the right to develop the hydropower
project on the Devoll river in Albania.
Several other projects in Southeast Europe are now
nearing finalisation with partners and authorities.
“Most of them involve construction of new
hydropower plants. We are in a good position for
other projects in Albania, Bosnia-Herzegovina
and Montenegro. In Turkey and Montenegro the
governments are also preparing for privatisation
of big government-owned power stations, and
this might start as soon as next year,” Tima says.
Southeast Europe now has the best opportunities
for expansion in the European power sector,
and all the big power companies are there.
“We were there early, one of just a few to start
with, and we are well positioned. We have demonstrated
a commitment to achieve something, we
have signed cooperation agreements and are
well known. Our history as a government-owned
company, without being a giant, and our experience
from hydropower and a free power market, create
an interest. Most people here don’t yet emphasise
renewable, clean energy as much as we do. But as
their goal is EU membership, both liberalisation and
more renewable energy will be high on these countries’
agenda in the years to come,” Tima points out.
No shortcuts!
“Isn’t this also about political issues and business
cultures that might offer some other challenges
than the ones we are used to in Northern Europe?”
Good chemistry
between different nationalities
at a seminar
at Fornebu: Stephane
Barbeau, originally from
Canada, Tima Iyer and
Biserka Tmusic from
Serbia.
“We are closely watching what is taking place
in politics as well as in business life, and it
is important to us to have a broad range of
contacts. We underline to authorities as well as
business partners that we recomend the use of
transparent processes. All contracts contain a
clause on zero tolerance for corruption, and we
do a careful analysis of our business partners.
Like everyone else, we receive creative proposals
quite regularly. It is an advantage to have
Norwegian managers, who are seen as having
easy access to the top decision makers, and to
have local employees who know the local conditions
and can help make us and our attitudes
known locally in an efficient way.”
“What do you think the situation will be in ten
years’ time?”
“By then we must have a considerable power
production. Our current ambition is to have decided
on investments for 1,2 TWh in 2015. And
that should be within our reach.”
Bonding across borders
“How will internationalisation change Statkraft?”
“There will be some changes with regard to
tima iyer
management and language, I expect. A management
that is just Norwegian will not seem natural.
We must ensure that our overseas activities and
employees are looked after as well and are given
as much attention as those in Norway.
“What about the language? It is easy to say the
solution is to use as much English as possible.
But it’s not all that easy to speak English on a
daily basis if we’re working in Norway, Sweden,
It is important that we get to know
each other across national borders.
And there is certainly a great deal of
mutual attention and interest.
The World Bank is an important partner. Here is the bank’s representative
in Albania, Demetrios Papathanasiou, and from the left
Statkraft’s Simen Bræin, Tima Iyer and Bredo Erichsen.
Always new preparations between
frequent meetings in Tirana.
Germany or the Netherlands.”
“Over time we must use more English. This
makes sense when you have several nationalities
working together. In our unit most people are
Norwegian, but it is absolutely necessary for us
to have our documentation in English. In our day
to day work, however, it will still be natural to communicate
in our local languages, with Norwegian
in Norway and German in Germany, and so on.”
“Now we are welcoming over 200 new colleagues.
How big a challenge will this be?”
“It is no small challenge, and a lot of work has
already gone into it. It is important that we get to
know each other across national borders.
I am looking forward to becoming more
international with Statkraft!”
32 statkraft people & power 33

personell
Text Yvonne Dybwad photo Stein Morch
The right competence
at the right time
“If we are to achieve the strategic goals we have set, it is crucial to
have employees with the right competence at the right time,” says
Statkraft’s vice president of human resources, Beate Hamre Deck.
STATKRAFT IS IN A STRONG GROWTH PHASE.
This means many new people are to be recruited.
“At the same time we must facilitate development
of the employees we already have so that they can
take on new challenges and perform optimally. We
are well underway,” assures HR vice president
Beate Hamre Deck.
Statkraft’s HR Department works systematically
on helping managers set goals for the employees
and prepare development plans, at the same time
as development measures are implemented through
management courses, coaching, career plans and
technical courses. Many employees also find it exciting
to transfer to other jobs within the organisation.
Beate Hamre Deck emphasises that a lot
will change when Statkraft goes from being a
Norwegian hydropower producer to becoming an
HR Vice President Beate
Hamre Deck is concerned
about multi-lingual
competence
international company within renewable energy.
“This creates other demands on the organisation.
We must become even better at cooperating and
thinking innovatively. Multi-lingual skills become
increasingly important and we must make room for
more disciplines,” she says.
She finds it interesting to head the HR process. At
the same time she feels humble in the face of the
tasks she and the rest of the organisation will be
handling.
“HR can design tools and provide support, but the
line managers must do the biggest job. Close contact
between HR, line managers and employee representatives
will therefore be even more important in the
future. We particularly need good managers who
motivate and bring out the best in our employees,
and who achieve interaction,” says Hamre Deck.
30
District heating
covers about
30 per cent of
Trondheim’s
heating
requirements.
150
A total of 150
kilometres of pipe
have been laid
all over Trondheim
for district
heating.
18428
Germany is the
European country
that produces the
most wind power:
18 428 MW.
(www.ewea.org)
New energy
Statkraft Norway
Maja Egeland,
Trainee Strategy
Grethe Skaarn,
Accounting Assistant, Region
Khai Nguyen,
Controller, Accounting
Depart.
Turid Strand,
Adviser, Communication
and Social Responsibility
Ole Kristian Gravrok,
Adviser, IT and Processes
Mark Ivin,
Vice-President, Finance
Freddy Hafskjold,
Section Manager,
IT and Processes
Mikjel Bjercke,
Adviser, IT and Processes
Simen Bræin,
Special Adviser, Communication
and Corporate
Social Responsibility
Lars Magnus Günther,
Adviser, Communication
and Corporate Social
Responsibility
Sandro Olivieri,
Analyst, Solkraft
Olav Peter Hypher,
Manager, Corporate Social
Responsibility, Communication
and Corporate
Social Responsibility
Eivind Heløe,
Manager, Public Affairs,
Communication and Corporate
Social Responsibility
Torunn Solbraa Ramos,
Chief Accounts Officer,
Back Office
Stephan Skaane,
Analyst, Front Office
Cathrine Bull Wiik,
Accounting Assistant,
Accounting Dept.
Ellen Sofie Hunsbedt,
Manager, Recruitment and
Introduction, HR
Lene B. Sveen,
Personnel Adviser, Recruitment
and Introduction, HR
Rune Øyan,
Project Manager,
Innovation and Growth
Chr Fredrik Grøner,
Project Manager,
Southeast Europe
Jørgen Olsen,
Trainee, Windpower
Morten de la Forest,
Project Manager,
Innovation and Growth
Geir Magnar Brekke,
Specialist, Innovation and
Growth
Øystein Jerkø Kostøl,
Trainee Windpower
Johan Wergeland Brekke,
Project Manager,
Innovation and Growth
Ellen Lidgren,
Advisor, Innovation
and Growth
Gori Singh Bains,
Junior Controller,
Windpower
Kjell Øivind Oulie,
Analyst, Energy Disposal
Nordic Countries
Siv Helen Lillehauge,
Skilled Worker Trainee
Maintenance Gr. Høyanger
Stian Ossi Næs,
Apprentice Energy
Operator Mauranger
Marte Lind,
Trainee, Energy Disposal
Nordic Countries
Maren Sisilie P Jone,
Trainee, Region
Northern Norway
Hege Kvernmoen,
Adviser, Production
Henning Syvertsen,
Section Manager, Production
Hanne Guri Haavik
Bøhmer,
Specialist, Trading and
Continental Operations
Bjørn Moen,
Skilled Worker –
Mechanical.
Maintenance Gr.
Ulla-Førde Mek.
New names in Statkraft in the
period 1 August to 31 October
Trond Nærheim,
Apprentice – Industrial
Mechanic, Maintenance Gr.
Ulla-Førde Mek.
Svein Elgstøen,
System Consultant,
Trading and Continental
Operations
André Soot,
Hydrologist, Energy Disposal
Nordic Countries
Asgeir Petersen-
Øverleir,
Hydrologist. Energy Disposal
Nordic Countries
Aleksander Marek
Derdowski,
Trainee, Production
Harald Hole
Dietrichson,
Trainee, Production
Jon Peder Gjesdal,
Trainee, Trading and
Continental Operations
Petter Fosse
Schreiner,
Trainee, Trading and
Continental Operations
Endre Jacobsen,
Trainee, Production
Marius Røthe Arnesen,
Trainee, Energy Disposal
Nordic Countries
André Damslora,
Adviser, Trading and
Continental Operations
Arild Magne Gjerdevik,
Power Plant Manager,
Power Plant Group Aura
Einar Kobro,
Executive Officer,
Technical, Technical and
Maintenance, Region
Eastern Norway
Knut Fredrik Nes,
Apprentice – Energy
Operator, Maintenance
Group, Jostedal
Kenneth Rendal,
Skilled Worker – Mechanical,
Power Plant Group
Glomfjord
Stein Frode Tryti,
Skilled Worker – Mechanical,
Maintenance Gr. Vik
Torgeir Funderud,
Skilled Worker – Mechanical,
Maintenance Group Mår
Stig Engell, 26
Skilled Worker Trainee,
Power Plant Group Mår
Jostein Eggerud,
Executive Officer –
Technical, Production
Hugo Solbakken,
Skilled Worker – Mechanical,
Windpower
John Eivind Jensen,
Skilled Worker – Electrical,
Maintenance Group Kobbelv
Anette Neverdalen,
Apprentice – Industrial
Mechanic, Maintenance
Group Tokke
Morten Johan Vigdal,
Skilled Worker – Maintenance
Group Jostedal
Hans Jakob Creutzig,
Controller, Trading and
Continental Operations
Christian Braarud
Hauknes,
Adviser, Trading and
Continental Operations
Sven Hystad,
Works Engineer, Production
and River Systems
Kai Vik Skjerdal,
Apprentice, Energy
Operator. Maintenance
Group Eidfjord
Kari Korsvolla,
Executive Officer –
Technical, Glomfjord
Håvard Zahl Nordnes,
Works Engineer Operations
Centre Control
Bjarne Sæther,
Power Trader, Trondheim
Torbjørn Tuften,
Specialist, Technical and
Maintenance Central
Norway
Kristine Vatnan,
Sanitation Worker, Bjerka
Henrik Karlsen,
Skilled Worker Trainee,
Power Plant Group Nore
Berge Østenstad,
System Consultant,
Trading and Continental
Operations
Hans Andreas Antonsen,
Works Engineer, Region
Northern Norway
Katrine J Aarstein,
Financial Consultant,
Trading and Continental
Operations
Jan-Olav Olsen,
Skilled Worker Trainee,
Maintenance Group
Finnmark
Ole Bull Romsdal,
Skilled Worker – Electrical,
Maintenance Group
Finnmark
Jan Tore Kvale,
Skilled Worker Trainee,
Maintenance Group
Eidfjord
Edvin Johannessen,
Skilled Worker Trainee,
Maintenance Group
Mauranger
Statkraft Markets
germany
Milena Wolff,
Senior Accountant
Anne Joeken,
Communication Manager
Marc Mertes,
Controller
Anna Maria Meurer,
Junior Portfolio Manager
Thomas Rinke,
Junior Originator
Servet Akgün,
Cross Border Trader
Lilian Dale,
Gas Operations Manager
Tobias Müller,
Accountant
Christel Harfeld,
Accountant
Jürgen Schenkewitz,
Accountant
Statkraft Markets
Amsterdam
Jo Deketelaere,
Carbon Business
Developer
Lodewijk Antonides,
ICT Coordinator,
Statkraft Treasury
Centre Brüssel
Anne Wandevalle,
Management assistant
Statkraft sweden
Kjell Stenklyft,
General Manager
Linda Åberg,
HR Adviser, Production
Gabriel Waaranperä,
Technical Manager, Production
Anders Sjödin,
Technical Manager - River
Systems, Production
Mikael Hernqvist,
Executive Officer,
Production
Joakim Lindström,
Works Engineer, Production
Roger Svensson,
Works Engineer, Production
Anders Åberg,
Works Engineer, Production
Trondheim Energi
Arne Eidsli,
Group Manager, Dept.
Waste Receival, District
Heating
Gunnar Hovland,
CEO, Trondheim Energi
Kraftsalg
Håvard Engjom,
Construction Manager
Leirfossene Power Plant
John Kristian Evjen,
Project Engineer Nett
Entreprenør
Tommy Gjølga,
Consultant, Enita
Ingebright Bævre,
Chartered Engineer, Kraft
How do you
feel about
working for
Statkraft?
Jostein Eggerud,
Executive Officer – Technical,
Statkraft Lilleaker
“Statkraft is a group with
substantial international
growth, which entails
interesting tasks and major
development potential. It
is beneficial to society,
valuable and motivating to
be able to contribute to production
and the development
of clean energy.”
Torunn Solbraa Ramos,
Chief Accounts Officer,
Statkraft Lilleaker
“My background is in
finance/IT, so for me it
has been exciting to get
to know Statkraft’s core
activities and strategies.
I had already heard a lot
of positive things about
the working environment,
and so far this seems to
agree with my experience.
Øystein Kostøl,
Trainee Statkraft
“I am one of the 11 new
trainees employed in the
autumn and am extremely
satisfied with the first job
I chose. Statkraft is big
and solid, but at the same
time the organisation is
dynamic. The commitment
to new, eco-friendly
energy makes me enthusiastic
about my job.
Linda Åberg,
HR, Statkraft
Sverige AB
”I began working for
Statkraft in September
and am proud to
be part of developing
the Swedish activities.
This industry is
exciting and my job
satisfaction is tops!”
Statkraft …
… is the European leader in renewable energy.
The group develops and produces hydropower,
wind power, gas power, solar power and district
heating, and is a significant player on the
European energy exchanges. Through ownership
in other companies, electricity and heating
are delivered to about 600 000 customers in
Norway. In 2007 Statkraft posted a profit after
tax of EUR 827 million. The group has about 3 000
employees in 20 countries. The world needs
clean energy. Statkraft works with this every day.
34 statkraft people & power 35

the story
The train’s best friend
The power plant that delivers electricity to the entire
Norwegian railway network is located in Øvre Eiker in
Buskerud County. It is still in full operation with the
same units as pictured!
akavik Power Plant was
completed in 1922 following a
Hconstruction period of four years.
The power plant utilizes a waterfall of 389
metres from Øksenvannet to Eikeren. Four
Pelton turbines of a total of seven megawatt
are installed, of which two are still in use.
Normal annual production is 21 GWh.
“The plant delivers 16 2/3 Hz electricity and
only the railway benefits from this. But converters
have been placed around the country so
that if there is a break in our supply the trains
won’t stop due to this,” says Arne Grimnes
who is in charge of operations at Hakavik.
Grimnes has worked here since 1981,
when there were 11 employees at Hakavik
Power Plant alone. Grimnes has had sole
Same
units as in
1922
responsibility from 2002.
“There’s enough to do. We contract firms
for major work tasks, but I perform minor
maintenance myself. There are also some
lawns to keep track off,” he says.
The power station is an imposing building
and has been retained nearly identical to
how it was built in the 1920s. The photo
is probably from the early years after the
power plant was completed.
And perhaps the most remarkable feature:
the units pictured are still in operation!
“Apart from a few minor components,
everything is as it was back then,” says
Grimnes. “Most other plants have fully automated
operations, but here we still have to
start and stop the units manually.