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