-: So evolving technologies,
they really steal all the headlines right now,
but we also know that it's talent that is at the core
of the future of work.
What are you doing here at COWI to attract
but also to retain the talent that you need for the future?
-: Well, when I speak with new joiners at COWI,
I almost unanimously here that our ability to offer
a place of work where people can match
their personal purpose with
what they do professionally at work is a super magnet,
drawing people to COWI,
not just the professionals working together
with the customers on the concrete activities.
That also goes for people that joins us
to business partner functions,
but in order to to keep people here, to retain people
and have people thrive, I think we also need
to develop a collaborative culture
and also indicate clearly that we are able to develop people
for the future, both professionally and personally.
And in order to create a collaborative culture, I try
to install the mindset of "carry your own load
and then some" mentality, particularly among leaders,
meaning that we all, all leaders
or employees have tasks to accomplish
KPIs to meet and so on.
But to be truly successful it's not enough just
to meet your own goals, your own KPIs.
I would also like people to to do so, of course,
but at the same time, also lend a helping hand to people
beside them that might be struggling more.
And the last part I think, which is also vital
for particularly going forward, would be
to really demonstrate to employees that we are able
to invest in their development for the future.
Everybody's looking into a lot of change, both in what we do
and how we do it in the future.
And as a company, we need to be able to credibly state
that we are going to ensure that our employees evolve
as the world evolves around us.
-: What are the things you are doing
to invest in sustainability
and what are some of the things that you are proudest of?
-: A lot of what we do,
what we support our customers achieve, is centered
around the green transition for the customers.
But of course, we also need
to do our part of that transition.
So we've signed up
to science-based target initiative, investing in that.
We've also invested in getting CHRD compliance accredited
well before the formal requirements to our type of company,
and more.
If I should point to one,
you can say, signature act that I'm particularly proud of,
then it is that we last year, implemented an internal
flight carbon system.
We have had a culture,
where we enjoyed flying throughout the world,
of course on the project, supporting our customers,
but we also need to limit our flights
and we invented this system of quotas internally.
And I can tell you it gave some friction last year when we
started, you know, putting a lid to how much we could fly.
But already this year, there's not much speak about it.
I don't hear any growling anymore
and we are well below the quota.
So I think we've been able to change our culture on this
small area perhaps,
but if you can change such an area culturally,
we can change just about anything.
And I'm quite proud of that achievement.
-: And understandably so.
Jens, it's been a pleasure speaking
to you today, thank you so much.
-: The pleasures all on my side, Christin, thank you too.