HR INSIGHT - HR EXECUTIVE FORUM MAGAZINE

INSIGHT HR Executive Forum

“When you have too many people in a room agreeing with you – you are in trouble”

CHARLOTTE LEVERT

INSIGHT

SELECTED SPEAKERS FOR THE NORDIC HR EXECUTIVE FORUMS Heidi Skaaret

Joakim Slørstad

HR EF NO, September 10th 2019

HR EF NO, September 10th 2019

Henrik Kragh Møller

Sabina Helmerson

VP, Head of Human Resources & Organisational Performance at SAS

VP, Human Resources at Atlas Copco

HR EF SE, November 12th 2019

HR EF SE, November 12th 2019

Kirsti Harsvik

Nina Sandsbråten

EVP & Group COO, People & Technology at Storebrand

Human Resources Director at Norske Shell HR EF NO, September 10th 2019

SVP, Learning & Development at Telenor Norge

Human Resources Director at Cirkle K HR EF NO, September 10th 2019

Hege Aamotsmo

Jule Knur

People & Culture Director at ISS Facility Services

Human Resources VP, R&D Organisation at Volvo Cars

HR EF NO, September 10th 2019

HR EF SE, November 12th 2019

Jacob Blom

Charlotte Levert

EVP & Head of Human Resources at Nilfisk

VP, Human Resources at Ericsson HR EF SE, November 12th 2019

HR EF DK, November 7th 2019

Karina Birkeland Lome

Camilla Ellehave

HR EF NO, September 10th 2019

HR EF DK, November 7th 2019

SVP & Head of Accelerate Innovation at DNB

Anna Wenner

SVP, Human Resources at Skanska Sweden HR EF SE, November 12th 2019

VP, Human Resources Center of Excellence, Rockwool A/S

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PFA is a pension company, but we are so much more

House of improvement

than that. In addition to pension and insurance plans,

We are a Nordic firm with a global reach, who

we also offer savings plans for individual customers

believe in continuously improvement as the

and a number of solutions within areas such as health

grounding mindset for business transformation. We

and housing. We are owned by our customers, and

help companies improve their business through

we were founded in 1917 to ensure that people in

optimising processes & technology and empowering

Denmark have the freedom to live the life that they

people. We help suppliers improve their performance

want. This is why part of our DNA is to contribute

and enhancing their service offerings through

to positive developments in society. Today, we have

strategic advice and analytics. Our services and

more than 1.3 million individual customers, and we

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HRTech-10.25-x-13.5-full-page.indd 1

8/3/18

LIST OF PARTICIPANTS IN THE NORDIC HR EXECUTIVE FORUM EVENTS PRIMO AUGUST ‘19

Company

Name

Title

4Service

Kjell Petter Eidsvik

Direktør HR og Kommunikasion

A/S Norske Shell

Kirsti Harsvik

HR-direktør

Adecco Norge AS

Elham Binai

HR Direktør

Adecco Norge AS

Susan Hansen

Konserndirektør

Ahlsell Norge AS

Monica Aune

HR Director

Aker Solutions AS

Karianne Kristiansen

VP HR

Also AS

Kristin Remøe

Head of HR, North & East Europe

Bestseller A/S

Louise Sylvest

HR Director

Biomar A/S

Sif Rishøj

CHRO

Bravida Danmark A/S

Tinne Bertelsen

HR & HSE Manager

Circle K Norge AS

Nina Sandsbråten

Senior Director Staff

Damco International A/S

Marie Ropeid Arildsen

Area HR Manager Scandinavia, Maersk

Demant A/S

Henrik Strunge Andersen

HR Director, Global Retail

Den Norske Stats Husbank

Peggy Jensen

Fagdirektør HR

DnB Bank ASA

Karina Birkeland Lome

SVP & Head of Accelerate Innovation

DnB Bank ASA

Kari Bech-Moen

Group EVP, People & Operations

DNV Gl AS

Gro Gotteberg

CHRO

DSV A/S

Henrik Fleron

Director, HR

Elektroskandia Norge AS

Heidi N. Johansen

HR Direktør

Elgiganten A/S

Magnus Granqvist

Head of HR & People Development

FLSmidth A/S

Jacob Frahm

Head of HR - Operation & Maintenance

FOSS

Michael Almer

Koncerndirektør - Organisation

Gjensidige Forsikring ASA

Jørgen Ringdal

HR og sikkerhet

Hurtigruten AS

Marit Finnanger

SVP, HR

ISS Facility Services AS

Hege Aamotsmo

Konserndirektør People & Culture

Kivi-Tex A/S

Jonas Vidar Kristiansen

HR Chef

Kongsberg Gruppen ASA

Kjersti Nystad Skeie

EVP Business Support, Maritime

Company

Name

Title

LEO Pharma A/S

Birgitte Vinzentz Gade

ED, Global People & Perform.

Maersk Supply Service A/S

Sine Juul-Olsen

Head of HR Global Partnering

MHI Vestas Offshore Wind A/S

Stine Würtz Jepsen

VP, HR & HSE

Microsoft Norge

Marianne Engebrigtsen

HR Direktør

Moelven Industrier ASA

Yngve Andreassen

HR Director

Monjasa A/S

Tracy Palm

Head of HR

Nexans Norway AS

Almedina B. Jahre

HR Manager

Nic. Christiansen Holding A/S

Jan Johannesen

Head of Group HR

Nilfisk A/S

Jacob Blom

CHRO

NKT A/S

Lika Thiesen

CHRO

NLMK DanSteel A/S

Torben W. Skaaning

Head of HR & Internal Communication

Nobia Denmark A/S

Charlotte Kruse

HR Director

Norsk Tipping AS

Per-Steinar Krogsater

HR-leder hos Norsk Tipping

Orkla ASA

Marta H. Rasmussen

VP HR Corporate Functions

Oslo Universitetssykehus Hf

Susanne Flølo

Konst. direktør. HR & Personal

Otis

Jeanette Bergheim

Nordic HR & Communication Director

Pgs Geophysical AS

Terje Bjølseth

SVP, Global HR

Protan

Pernille Rosenquist

HR Director

REMA 1000 Danmark A/S

Michael Skou

HR Director

Santander Consumer Bank AS

Katrine Meldahl

HR Director

Scandic Hotels AS

Elin Ekrol

Director of Human Resources

Scandin. Tobacco Group A/S

Rene Christensen

Director and strat. busin. Partner

Scandza Group AS

Nina Westgaard

HR Director

Scatecsolar

Torill Haaland

EVP People & Organization

Schibsted ASA

Lennart Aune Augustson

HR Director

Schibsted ASA

Hilde Sundt-Hansen

HR Director

Schibsted ASA

Monica Leidland

VP People Policy and Relations

SEB AB - Norway

Kari Ruud Johnsen

Head of HR

SpareBank 1 Gruppen AS

Tor Espen Borgersen

HR-direktør

STARK GROUP A/S

Heidi Ethelberg

Head of HR Operations

Statnett Sf

Hildegunn Bendiksen

HR chef

Statnett Sf

Elisabeth Sperre

HR Director

Storebrand ASA

Heidi Skaaret

EVP - Group COO, People & Technology

Svitzer A/S

Mette Fogh

Head of Organizational Development

Swedbank Norge

Jeanette Sandstad

Head of HR Norway

Synoptik A/S

Tina Thomsen

HR Director

Sysco

Kari Haaland Cheek

VP HR

Takeda Pharma A/S

Peder Brandhof

HR Director

Telenor ASA

Joakim Slørsted

SVP, Learning & Development

Toms Gruppen A/S

Brian Lambrecht

Director HR

Tryg Forsikring

Svein-Arne Kausland

HR Director

TV2 Danmark A/S

Lene Solberg

HR Chef

Veidekke ASA

Rita Nistad

HR-sjef

Veidekke ASA

Anne Ingrid Espås Syversen

HR-Director, Veidekke Anlegg AS

Viking LSE A/S

Mette Vistisen

Global HR Director

Vinmonopolet AS

Kirsti Christie

Direktør, strategi og organisasjon

Wallenius Wilhelmsen ASA

Benedicte Teigen Gude

SVP, HR and communications

Aalborg Portland A/S

Rasmus Bing

Dir,. HR & Intern. Com. Nordic & Baltics

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Delivering an Exceptional Employee Experience “Trust Pilot is a company that wants to make founded employee engagement platform. its employees happy,” says Sabina Notkin, VP Tech Employee Experience, “which means they Improving employee experience need to have a good experience with us. Peakon helps us retain our valuable employees.” at Trustpilot

T

he importance of a great employee experience cannot be overstated. The concept itself is born from the understanding that an employee’s time at a company should be optimised, much like a “user journey”. This means a coherent experience from the first time they hear about the business, through to their final day. As Sabina points out, a poor experience leads to an increased risk of employee turnover.

A great employee experience is a means by which to improve employee engagement – and through improving engagement, you improve talent retention, performance and profitability.

Sabina and Trustpilot are a great example of an organisation that is taking the right approach to employee experience by using Peakon - a Danish

From the VP of Employee Experience through to Engineering Managers, Peakon provides everyone with high-quality insight on how their employees feel about their experience at the company. This covers a broad range of factors, from office environment to management support.

“In Trustpilot, we’re very data-driven… and Peakon has helped give a data-driven approach to people management,” says Martin Andersen, Engineering Manager. “Especially the historical scores – you can see if the graphs are going the wrong way or the right way… and see the differences between teams.”

“All the feedback we got from Peakon we compiled, and then we basically tried to create an office and employee experience that is more optimised for the needs of our employees,” finishes Sabina.

Learn more and book a free demo at www.peakon.com

Book a free demo at www.peakon.com or call us at +45 89881780

Insight

Overview Segments Comments Topics

Improve

Acti

Onboarding 10 9

8 7 6 5

pla

Configure

Initial Development

Make data-driven people decisions Peakon is the leading employee engagement solution.

Our data-driven approach is trusted by hundreds of the world’s best workplaces, such as Capgemini, Verizon, BMW, and easyJet. Peakon gathers employee feedback, analyses it, and provides you with the insights you need to improve employee engagement, build a strong company culture, and drive better business performance.

Working with hundreds of the world’s best workplaces

1

Ongoing Developmen t and Retention

Separation

WE PROUDLY INTRODUCE CHRO BENCHMARK POWERED BY

www.houseofimprovement.com

CHRO BENCHMARK International 54%

AREA OF RESPONSIBILITY

Local 33%

FOR CHRO’S

Nordic 13%

Complying with legislation and/or IT Security 3%

Alignment and integration

COMPANYCHALLENGES

of technology 15%

CHRO’s find most critical to address over the coming year

Capability to deploy business transformation 62% Attraction and retention of the right people 20%

45%

12%

43%

CHRO’s who find it most

CHRO’s who find it most

CHRO’s who find it most important

important to invest in People

important to invest in Process

to invest in Technology over the

over the coming year

optimization over the coming year

coming year

*CHRO Benchmark is based on survey data f rom participants at HR Executive Forum Copenhagen, May 2019. Survey data is analysed and validated by House of Improvement. © Copyright 2019 twoHundred & House of Improvement.

Page 1

Heidi Skaaret

EVP & Group COO, Storebrand "People first, digital always" Speaks @ HR NO the 10th of September 2019 Gamle Logen, Oslo

Page 13

Sabina Helmerson

Vice President, HR, Atlas Copco Speaks @ HR SE the 12th of November 2019 Grand Hotel, Stockholm

Page 19

Charlotte Levert

VP & Head of people, Ericsson Speaks @ HR SE the 12th of November 2019 Grand Hotel, Stockholm

Page 27

Michael S. Kehlet

Vice President, LEGO Group

Leadership@LEGO Group – the Transformation the Organisation is asking for.

INSIGHT

EVP & Group COO in Storebrand: "People topics are soaring higher and higher on the boards’ agenda” 1

INSIGHT

Heidi Skaaret

EVP & Group COO, Storebrand 57 years old Education - MBA, University of Washington, Seattle, US

Career - Heidi Skaaret holds the position as Executive Vice President, Group COO and Head of People & Technology including HR, IT, Sourcing and PMO in Storebrand. - Heidi Skaaret has worked for the company first as Member of the Board of Directors and Audit Committee in 2010, then as a member of the group executive management team since 2012.

- She has held various leading positions/board positions in international companies, including Coor Service Management, Cognizant, Lindorff, Ikano Bank, DNB and Bank of America.

Private life - Heidi Skaaret has a husband and two sons aged 21 and 25.

- She grew up in Asker, a suburb to Oslo.

- In her spare time, she likes cross country and downhill skiing and to go to their cabin in the mountains.

- Heidi Skaaret likes travelling, outdoor activities and going for walks in the forest.

- Furthermore, she likes to spend time with friends, cook good food and enjoy good wines.

2

INSIGHT

- Storebrand is a leading player in the Nordic market for pensions, long-term savings, insurance and retail banking.

- By volume, the company's main activities are related to life insurance and pension savings. However, the company also has major divisions working on investments, banking and, until 1999 and again since 2006, P&C insurance products.

- The company's headquarters are located in Lysaker in the municipality of Bærum, just outside Oslo, Norway.

- Storebrand serves a total of 1.9 million customers in Norway and Sweden.

- Operations such as life insurance, asset management, and health insurance have been established in Sweden.

- As of December 2018, Storebrand had 1765 employees.

- Storebrand was founded back in Copenhagen in 1761 while Denmark-Norway was a dual monarchy. Thereby, Storebrand could celebrate its 250th anniversary in 2017.

- Storebrand got a second place on She Index in 2018, which is an index that shows how well Norwegian companies work on gender equality.

- Storebrand Asset Management is the largest private asset manager in Norway.

3

INSIGHT

HR Magazine #2

2019

A happy coincidence landed Heidi Skaaret in the world of insurance, banking, and long-term savings, and after 30 years she still loves it.

Soft values like people, digitalization and sustainability are essential in hardcore finance, she says.

As a young woman hungry for

Bank SE and later at Lindorff.

For Heidi Skaaret, attracting and

international experience, Heidi

Furthermore, she has experience

maintaining the right people is a

Skaaret left the Norwegian fjords

as Chairman and Member of the

focus point in her daily work life.

in favor of studies abroad in the US.

board at companies like Coor,

In 1986, she finished her master's

Cognizant Lithuania and several

- We have different must win

degree in Business Administration

subsidiaries under Storebrand.

battles in our group and one of

from the University of Washington,

To her, it's exciting to set the

them is related to people. Our aim

Seattle.

strategy for companies and have a

is to put people first to strengthen

saying in setting the direction and

our employer brand, get the best

ambitions.

talent, develop the talents we have,

It didn't take her long to land her first position as a Financial Services

and build internal pride.

Officer at Bank of America in San

Mixing hardcore finance with

Francisco which, as she states in

soft values

a burst of big laughter, was very

People are also a focus point for Storebrand in terms of

coincidental.

Today, Heidi Skaaret is EVP &

the organization’s external

Group COO at Storebrand and

communication. As Heidi Skaaret

- When I think back, it was more of

manages the intersection between

explains, pensions and long-term

a coincidence than anything else.

hardcore finance and people

savings are difficult and complex

I was interested in the financial

management.

matters from a customer point

sector, but I could as well have

of view and therefore, Storebrand

started in another business area.

- We are very focused on building

seeks to communicate in ways

She quickly grew fond of her job

a culture where we are curious,

that make it easier for customers

at Bank of America. It, in turn,

learning and thinking about the

to understand pensions and how

also prepared her for her first

customer first. Today it is all about

people can plan for their future.

leadership position at only 29 in

people both when it comes to

DNB ASA (then Bergen Bank),

our customers and employees.

- We make sure to have a

when she returned to Norway.

In my experience people topics

customer-centric perspective

are soaring higher and higher on

in everything we do so that we

Since then, she has been at the

the boards’ agenda in modern

really understand what customers

head of many different companies

businesses.

want and need. Too often we tend

as Managing Director first at Ikano

to talk about our products and

4

INSIGHT

HR Magazine #2

2019

investment profiles, but that's

has a very important role to play in

marks "People First, Digital

when we lose our customer's

terms of pushing the development

Always", it is crucial for Storebrand

attention.

in a good direction.

to both manage people and

According to Heidi Skaaret, it is essential for financial services

digitalization. As Heidi Skaaret People First, Digital Always

companies like Storebrand to

acknowledges, there is no digitalization without people and

integrate soft values into hardcore

At Storebrand, people has

vice versa. According to her, this

finance.

become a topic very high up

implies working a lot with the

on the agenda. In a market in

culture of the work place.

- Our customers want to secure

rapid change, speed is the most

their future, and therefore we need

important challenge, and in

- It's all about building a culture

to communicate in a way that is

order to be able to move quickly

where we have a curious mindset

easy to understand, and make sure

Storebrand has to have the right

and focus on learning. When

we lead our customers through

people.

being in an industry with so many

an informative and satisfactory journey, so they get the help and advice they need.

For more than 20 years, Storebrand has been putting great effort into sustainable investments. Storebrand has over NOK 750 billion in assets under management, and the company firmly believes that a sustainable investment strategy is profitable for the customers and good for the planet.

- It's motivating to work for a company that has sustainability high on the agenda, it speaks to

changes going on all the time, we

"It's motivating to work for a company that has sustainability high on the agenda, it speaks to my heart"

my heart, Heidi Skaaret says and adds,

need to be an agile organization in terms of how we work and develop services for our customers. In Norway, we call it ‘Smidig samspill’, which loosely translates to agile cooperation.

As she continues, she emphasizes the importance of HR to lead the way in organizations. In general, but particularly also when it comes to the digital transition.

- We need to master digital because it is crucial, for the things we do. Here it is important for HR to lead by example and by that, I mean to truly embrace

- The market is changing very

technology and new tools in the

quickly and digitalization is

HR work. HR should be the change

- I think companies that are well

impacting all businesses today.

agent to show new capabilities

positioned for climate change and

We see that speed is the most

and new ways of working in the

are helping to solve such issues will

important challenge for us right

organization.

be more successful in the future.

now so it’s important for us to

There is a lot of changes going on,

understand how we can move

and I think the government and

even quicker.

NGO’s are doing a lot, but capital

As the overall people strategy

5

INSIGHT

Three pieces of advice to get success in the role as an HRleader 1) Truly understand the business strategy of the company. In a market in such rapid change it is important to always have your eyes on the strategy.

2) Embrace technology and to lead by example so that HR are the change agents for the rest of the organization.

3) Don’t always think in big programs and systems, but start small and then build, measure, learn.

6

INSIGHT

I said yes to speak to HR leaders about a digital transformation and technology and how important people are in succeeding. In my team I have technology people and an HR development team and to merge the two is very important, because people and technology are very linked together.

If we succeed with technology, but not bring the people along, it won’t work.

So, I actually like to see the two parts working closely together and I think it is a very interesting topic.

- Heidi Skaaret

7

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INSIGHT

EVENT CALENDAR 2019 10/9 2019

HR Executive Forum

Gamle Logen, Oslo

11/9 2019

CMO Executive Forum

Gamle Logen, Oslo

26/9 2019

Supply Chain Executive Forum

Sølyst, Klampenborg

3/10 2019

CIO Executive Forum

Sølyst, Klampenborg

8/10 2019

CFO Executive Forum

Sølyst, Klampenborg

15/10 2019

CIO Executive Forum

Gamle Logen, Oslo

29/10 2019

Public IT & Digital Executive Forum

Sølyst, Klampenborg

7/11 2019

HR Executive Forum

Sølyst, Klampenborg

12/11 2019

HR Executive Forum

Grand Hotel, Stockholm

13/11 2019

CMO Executive Forum

Grand Hotel, Stockholm

21/11 2019

CMO Executive Forum

Sølyst, Klampenborg

26/3 2020

Supply Chain Executive Forum

Sølyst, Klampenborg

31/3 2020

CIO Executive Forum

Sølyst, Klampenborg

2/4 2020

CIO Executive Forum

Gamle Logen, Oslo

15/4 2020

CMO Executive Forum

Gamle Logen, Oslo

16/4 2020

HR Executive Forum

Gamle Logen, Oslo

22/4 2020

CMO Executive Forum

Grand Hotel, Stockholm

23/4 2020

HR Executive Forum

Grand Hotel, Stockholm

5/5 2020

CFO Executive Forum

Sølyst, Klampenborg

12/5 2020

Public IT & Digital Executive Forum

Sølyst, Klampenborg

14/5 2020

HR Executive Forum

Sølyst, Klampenborg

9/6 2020

CMO Executive Forum

Sølyst, Klampenborg

For more information about events or general updates, please send an e-mail to info@twohundred.dk or visit our website at www.twohundred.dk

10

PFA in brief PFA is a pension company, but we are so much more than that. In addition to pension and insurance plans, we also offer savings plans for individual customers and a number of solutions within areas such as health and housing. We are owned by our customers, and we were founded in 1917 to ensure that people in Denmark have the freedom to live the life that they want. This is why part of our DNA is to contribute to positive developments in society. Today, we have more than 1.3 million individual customers, and we are working hard every day to live up to our customer pledge: More for you

Recruitment

Talent Development

Resource Optimization

Build to manage and optimize professional skills

See how it works at www.skillzed.com

INSIGHT

Atlas Copco is in the middle of a transformation: “We need to rewrite the rules to ensure future success” 13

INSIGHT

Sabina Helmerson VP HR, Atlas Copco 37 years old Education - Sabina Helmerson has a Bachelor’s Degree in Sociology with orientation towards Work, Organization and Human Resources from the University of Uppsala as well as Business Economics with orientation towards organization.

- Sabina Helmerson has studied Human Resources Management and Business Economics at the University of Sydney.

Career - Sabina Helmerson holds the position as Vice President, Human Resources at Atlas Copco, Industrial Technique Business Area. She has been working at the company since August 2018.

- Before her time at Atlas Copco Sabina Helmerson had several positions within HR at Dentsu Aegis Network, including Senior Vice President Director, Human Resources. She worked at Dentsu Network for five years both in Stockholm and New York.

- Throughout her career, Sabina Helmerson has gained knowledge within HR in different companies and industries, including industries such as Advertising, Construction and Hospitality.

- For three years Sabina Helmerson was HR partner at YIT (now Caverion), which is a North European construction company.

Private life - Sabina Helmerson likes to be active in her spare time with both indoor and outdoor activities. She likes skiing, playing volleyball and sports in general.

- She loves to spend time with family and friends and has a great passion for travelling and exploring new places.

- Sabina Helmerson grew up in Gävle, 150km north of Stockholm.

14

INSIGHT

- Atlas Copco is a Swedish industrial company that operates globally. The company was established in 1873.

- Mats Rahmström is the current CEO and has held the position since 2017.

- Atlas Copco operates within the areas of; Compressor Technique, Vacuum Technique, Power Technique, and Industrial Technique.

- In 2018, Atlas Copco reached global revenues of SEK 95 billion.

- The company consists of 38.000 employees in more than 80 different countries and customers in more than 180 countries.

- The company manufactures products at about 100 production sites in more than 20 countries.

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INSIGHT

HR Magazine #2

2019

What has artificial intelligence got to do with industrial power tools?

And how does people working with producing and selling the tools fit in to the increasingly digitalized world, we find ourselves in?

Well that's what VP of Human Resources at Atlas Copco, Industrial Technique Sabina Helmerson, is working to figure out. Â The 150-year-old industrial

to stay on top.

manufacturer, Atlas Copco, is

We believe there will be three

experiencing an increasing

New ways of working and

key areas of transformation and

demand for digital and automated

leading

development for us in order to

solutions connected to data

continue being as successful in the

and insights from customers. A

For the HR teams in the Industrial

future as we have been in the past,

demand that is affecting the whole

Technique Business Area, with

says Sabina Helmerson,

industry, triggering the company

Sabina Helmerson at the forefront,

to seek out new technological

there is a large task ahead to

- Employee experience is one

opportunities.

attract, retain and develop

where we put focus on working in

talent, but also to find new ways

more agile, cross-functional teams.

- With that, as an example, we

of organizing teams, working

This is one example of working

need to recruit software engineers,

together and leading talent.

and structuring ourselves in new

because our customers demand a lot more software and technology.

ways that put new demands on - My job is to support the

the leader. I think the future leader

organization with a people

need to focus a lot on coaching

The new competences that Atlas

strategy that helps us reach our

and to empower talent and teams

Copco need now and in the future

goals as a business and towards

as supposed to the traditional

will involve transforming the

our customers. It means help

hierarchical leadership. Also, areas

organization. As Sabina Helmerson

finding ways to attract, retain

such as flexibility, engagement

firmly puts it,

and develop talent, but also to

and culture are key, Sabina

support our leaders in leading

Helmerson says and explains the

- We need to continue to focus

multi-generational teams within a

importance of adjusting to future

on people, development and

complex world of new technology,

environments,

leadership as we have always done.

digitalization, high pace and a

But doing things the same way

constant changing environment.

- As the world gets more complex

the next 20 years as we have done

All this with our strong culture and

and data driven, we need to ensure

it the past 20 will simply not work

values as the foundation.

we as an organization have an

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INSIGHT

HR Magazine #2

2019

active growth mindset when

- I think it is important to highlight

impacts 8.000 employees in 80

approaching challenges, tasks and

that it is not only about diversity,

different countries it was a journey

opportunities. We want to develop

but also inclusion. It is just like

that Sabina Helmerson was happy

a learning ownership culture in

being asked to the party, but then

to take on.

the organization where our talent

not being asked to dance. So, even

constantly learn, develop and seek

if you enable diversity, you need to

- Working together with the

out new opportunities.

create a culture where everyone

management team and our

can thrive, be themselves and be

global HR Network to support our

engaged. Otherwise, there is no

organization on the inevitable

Whether a transformation of a company runs successfully or not comes down to the people, says Sabina Helmerson, - Ultimately it is people that can lead a company to success if they feel engaged, motivated, empowered and onboard the mission. What excites me is the power of culture and people.

“Culture eats strategy for breakfast” is a saying I think speaks to most successful companies. And it’s spot on.

journey of transformation and

"I think it is important to highlight that it is not only about diversity, but also inclusion"

According to Sabina Helmerson,

digitalization is really inspiring to me.

In August 2019, Sabina Helmerson celebrated her first year at Atlas Copco after having worked for several years in the advertising industry in both New York and in the Nordics. What made Sabina Helmerson change to Atlas Copco was the focus on innovation, business, and people.

- One of the drivers for me to change to Atlas Copco, is that it’s a

another key to success is to have

use in having diversity in the first

Swedish and truly global company

a diverse company to reflect both

place.

where we have focus on long-term

the customers and the society in large, but also to ensure having

results, have a high-performance Business and people

people with innovative mindsets

culture and is a highly successful company that has been around for

that bring different perspectives to

It is with great passion that Sabina

almost 150 years. In addition, Atlas

the table. Therefore, it is important

Helmerson talks about the power

Copco is determined to stay on top

at Atlas Copco to focus on diversity

of people and the impact people

and ready to invest in people and

at all levels and in all countries

have on a company. A passion she

development to ensure a strong,

around the world.

has from her background and

collaborative culture with diverse

has grown stronger ever since she

teams. It attracts ambitious people

started studying.

that want to achieve great results,

- In order to be an innovative company, we need to ensure we

she concludes.

have a mix of people with different

- I always wanted to work with

ways of thinking from different

people, which I probably got from

- To get together as a global

backgrounds, gender, ages etc.

my parents who both work with

network and move towards one

This is not an HR question, it is a

people in different ways. I just

direction and one people strategy

leadership question - we need to

wasn’t sure in what shape or form.

– that is pretty powerful.

think diversity when we recruit,

I also had an interest in business,

when we promote, develop and

so when I figured out how to

all the way through an employee

combine the two fields within

lifecycle.

HR it all came together pretty naturally.

But to Sabina Helmerson, boosting diversity is not the final

When Sabina Helmerson was

destination.

asked to lead the extensive, global people transformation that

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INSIGHT

Three pieces of advice in order to get success in the role as an HR-leader 1) Focus on learning the business and understanding the business challenges to set people priorities 2) Be brave and speak your mind. Dare to bring that alternative perspective to the table 3) Simplify and make sure what is being created adds value and support the business, leaders and teams

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INSIGHT

Charlotte Levert VP & Head of people, Ericsson 34 years old Education - Leadership programme from Ledarstudion AB with focus on personal communication and leadership.

- Charlotte has a Bachelor in management with Human Resources from Royal Holloway - University of London.

Career - Charlotte Levert works as Vice President & Head of people (Business area Managed services) at Ericsson and has worked for the company since March 2019.

- Before her position at Ericsson, she has held other HR-positions such as Head of HR Sweden & HR partner Financial services at Tieto for five years and HR Manager at GE Healthcare for three years. - At Tieto Charlotte Levert was a manager for a team consisting of 18 employees and indirect of another 15 ranging from HR operations, HR business partners, recruitment, employer branding and talent management to name a few.

- Charlotte Levert's responsibilities at GE Healthcare included business partnering, talent management, coaching, compensation & benefits, union relations and organizational design.Â

Private life - In her spare time, Charlotte Levert enjoys playing tennis, skiing and spending time with friends and family, especially her 3-year-old son.

- Charlotte Levert was born in Oslo but moved to a small town, called Arboga where she went to school. When Charlotte was 19 years old, she moved abroad and lived outside of Sweden for 7 years where she went to Royal Holloway - University of London.

- Charlotte Levert has lived in Barcelona where she attended a Spanish course. Getting international experience has always been important to her.

19

INSIGHT

VP and Head of People at Ericsson: “When you have too many people in a room agreeing with you – you are in trouble” 20

INSIGHT

HR Magazine #2

2019

VP & Head of People, Charlotte Levert, has a great passion for attracting more female employees to the tech and telecom industries.

But for Charlotte Levert, diversity is not only about equalizing the number of male and female employees.

Diversity is as much about having a varied representation of mindsets when and where decisions are made.

When the 34-year old Charlotte

- When you have too many people

- Getting more women in to tech

Levert initiates a meeting with her

in a room agreeing with you – you

will be my lifelong journey and

co-executives, she often asks, “Is

are in trouble. So as a leader, you

focus. It is a global issue to ensure

this a good setup?” Often, we all

need to find individuals who look

we get more women into the tech

think the same, she argues.

at the world in different ways and

industry. The world is becoming

have different experiences than

technologically driven whether

And why is diversity so important?

you do. Even though it is painful to

we want it or not, so it is the same,

According to Charlotte Levert,

sit in a room with 10 other people

relentless focus as it has been in

bringing in people of different

thinking differently, you will still

the past.

age and culture drive new ways of

get a better result. And that is

thinking and leads innovation in

interesting.

And diversity is still an important

an organization.

- and maybe even bigger - task to

Diversity is also about gender

fulfill for Charlotte Levert having

She mentions a study from the

shifted to the larger and more

‘70s called “The Devil’s Advocate”

Charlotte Levert is concerned with

globalized technological company

where a homogenous group and

gender equality and claims that

Ericsson. And even though she

a heterogeneous group are asked

diversity is also about men and

has only been in the job for about

to solve the same problem. The

women.

three months, Charlotte Levert is

interesting thing is that even

already full speed ahead on the

though the heterogeneous group

At her previous position at the

goals that need to be achieved.

thinks they do not solve the

Nordic-based IT-company Tieto

problem well due to disagreement

(founded in Finland), diversity

Only 23 percent of Ericsson’s

and discussion, it turns out

was a top priority. As HR Manager

100.000 employees worldwide

they actually do better than the

Charlotte Levert facilitated the

are female. Diversity is therefore a

homogenous group. That’s why

award, “Årets IT-Kvinna” (IT woman

focus very high up on the agenda

you need to diversify groups

of the Year) dedicated to a woman

for Charlotte Levert and the

attending meetings, Charlotte

who drives gender issues and

executive team.

Levert explains.

makes a difference.

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INSIGHT

- Ericsson was founded in 1876 by Lars Magnus Ericsson and is one of the leading providers of Information and Communication Technology.

- The company’s purpose is to empower an intelligent, sustainable and connected world and thus provide a positive change to the world.

- With about 40 percent of the world’s mobile traffic, Ericsson provides full value of connectivity by among other creating game-changing technology and easily used services.

- Ericsson provides network solutions, digital services, managed services, IoT and new business.

- The company consists of 94.580 employees worldwide of which 12.455 are Swedish employees.

- In 2018 Ericsson reached an operating income of SEK 1.2 billion.

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INSIGHT

- Getting more women into tech will be a lifelong journey, and needs a lot of focus.

It’s a global issue we’re facing to make sure we get more women into the tech industry.

The world is becoming technologically driven even if we want it or not, so it is the same relentless focus as it has been in the past. Diversity is not only about equalizing the number of male and female employers but also about a varied representation of mindsets.Â

- Charlotte Levert

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INSIGHT

- It’s absolutely key for us to get

Leading by connecting

that number up, she says with a

HR Magazine #2

2019

- There’s a huge scarcity of people in the areas that we operate in.

very clear voice and adds,

Today Charlotte Levert is leading

But we have the people. We are

Ericsson in areas of competence

100.000 people. So, my job is to

- We have to have a strong

and leadership development,

look at the competences we have

representation of female leaders,

which leads back to the

today and see how we can develop

because I very strongly believe

importance of diversity in the

them into new areas of what we

that role models are what it takes

organization. As she points out:

need in the future. The way I see

to get more women into the

it, it’s extremely important that we

technological area. And another

re-skill or up-skill ourselves to a

aspect is of course to ensure that we keep women in leadership positions and also, that they have the right resources to make their way up.

Becoming a leader herself Charlotte Levert has always been interested in technology and in how it can help us simplify our daily routines. But it wasn’t until she had experienced a bad manager that the then 19-year-old Charlotte Levert’s career path was clear to her.

"With customers all over the world, I need to know who my end-user is as much in India as in Sweden or in Mexico."

- What inspired me to work with

new way of working.

According to Charlotte Levert, future leaders will play key roles in facilitating new skills, new cultures and new ways of thinking going forward.

- There’s a lot of work now for us as a company as to how we ensure that we have empathic leaders in the company. Future leadership skills are not about controlling, but connecting. We’re moving away from a hierarchical way of working where all the information is top down. I’m no longer the expert sitting on all the information.

HR was that I had a really bad

- With customers all over the

Instead, we need diverse mindsets

manager. I thought, “It can’t be

world, I need to know who my

in the organization.

this bad”. For me, leadership is

end-user is as much in India as

key to drive great behavior, going

in Sweden or in Mexico. So how

forward.

do I as an HR executive ensure a

thorough understanding of our

So, Charlotte Levert went to

end-users? That is by bringing in

London to get international

new cultures and ways of thinking.

experience and also where she

got herself a bachelor’s degree

Bringing in new people won’t

in business management with a

exactly be the challenge at

minor in HR from Royal Holloway –

Ericsson. Developing the right

University of London.

competence and knowledge will.

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INSIGHT

Three pieces of advice to get success in the role as an HR-leader 1) Always be an empathic leader.

2) Be curious about technology 3) Stay humble and never be the smartest person in the room.Â

25

INSIGHT

LEGO is now developing their own talents: "I want to energize the organization."

27

INSIGHT

Michael S. Kehlet

Vice President, LEGO Group 42 years old Education - He has an education from International Business College in Aabenraa (1994-1997) and a bachelor’s degree in economy, strategy, marketing and management from Syddansk University (1997-2000).

Career - His official title is Vice President of Talent in LEGO Group. He has been in this position for about one and a half year. However, he has been in the toy company for a large part of his career.

- All in all, he has been in LEGO Group for more than 14 years, which has led to a vast array of opportunities. As a 29-year-old he became a part of the Operations Board, where he was tasked with giving recommendations on how LEGO could optimize sales and production. At 30, he became a part of the LEGO talent program. Since 2012 he has been Vice President in several areas such as; General Manager/Vice President in Central Europe and later on as Lego Group PMO (Project Management Office, red.) and Transformation.

- 2009 he was appraised as the top 100 Talent in Berlingske Magasin.

Private life - Michael S. Kehlet comes from the small village of Bov in the vicinity of Padborg in Southern Jutland. He has spoken german from a young age and therefore it made sense to work for Lego's department in Munich, Germany. During his career he has also worked in the U.S. and England.

- Michael S. Kehlet is married to Sine and together they have three kids; Jesper (13), Oliver (10) and Jack aged 2. The family lives in a little town outside Skanderborg, named Voerladegård.

- Michael S. Kehlet spends his spare time with the family, but he also prioritizes meditation, practicing mindfulness and spending time in nature. He meditates anywhere from 15 to 60 minutes a day and makes sure to get completely away from work at least once or twice a year. During this time, he will meditate for several hours in a row for several days in the family’s cabin. The approach is inspired by the Indian Vipassana meditation tradition, where you have to isolate yourself in silence and meditate for 10 days in a row.

- The top leader in LEGO is currently reading ‘The Mind of The Leader’ by Rasmus Hougaard for the second time.

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INSIGHT

HR Magazine #2

2019

During the last couple of years, 42 year old Michael S. Kehlet has been handling the task of total transformation of the talent agenda, in the toy giant from Jutland.

"We will be seeing a new approach in management and talent development, also including recruitment."

In the well-known toy

Proclaimed a talent

manufacturer, LEGO, everyone is now looked upon as talent.

them the ability to choose their learning package. Obviously, we

Alongside his team of 50

also work on talent and graduate

employees, he is transforming

programs. This won’t be via the

Michael S. Kehlet, who is Vice

the talent division in LEGO. It is a

traditional way of making people

President of “Talent� is leading

journey that started just about 1,5

do courses. It will be catered to the

the talent development, which

years ago.

needs of the specific individual. We

is a part of People Operation &

allow the career path to be more

Development. It is a department

In 2017 the LEGO organization

fluid. For an example changing

that deals with the entire talents

experienced massive growth, but

paths within the organization and

value chain; recruitment, learning

then we started facing obstacles

welcoming that change, Michael S.

and development, leadership

and growth turned inactive. Sales

Kehlet explains.

development, diversity and

were falling and the organization

inclusion and also the talent and

had become too complex. This

The 42-year-old Vice President has

graduate programs.

meant that the company had to

more than 14 years of experience

reduce the number of employees

in the company and was declared

- We have redefined the

by 8 percent globally, amounting

a talent when he was 29 years

definition, so that talent is a term

to just about 1400 positions. The

old. He went through a two-year

encompassing all the employees

new journey in HR started just

talent program where he received

in the organization. The approach

after this incident in 2017 and

management training, alongside

was that when talking about talent

involved a more progressive and

an array of experienced colleagues.

it was only about the top tier of a

inspiring HR-agenda. We will

Bali Padda acted as a mentor and

company, or those being groomed

elaborate on this later in the article.

leader, who at the time, was the

to reach the top. I believe this to

COO and later the CEO of LEGO,

be an outdated approach. It might

- Looking back four to five years we

have worked 10 years ago to think

had a lot of focus on handpicking

that way, but everyone has talent.

specific talents and developing

In 2009 Michael S. Kehlet was

It is our mission as a company

them, through specific mapped

honored wit the title as top

to ensure that we develop those

out steps. We were investing a

100 talent in by the renowned

talents in our employees, Michael

lot of time and energy in the top

Berlingske newspaper. He believes

says smiling and with a clear

part of the organization. Our new

it to be his curiosity and having the

Jutland accent.

direction is all about including the

privilege to work in an amazing

whole organization and providing

company with very skilled coworkers

the learning opportunities to

as inspiration, that has propelled his

employees at all levels and giving

career to where it is today.

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for a shorter period in 2017.

INSIGHT

- The LEGO organization is very international. However, it is still owned by the Danish family Kirk Kristensen, who founded it.

- The founder Ole Kirk Kristiansen established the business in 1932. In 1934 he came up with the name LEGO, it originates from the putting the two words ‘Leg’ and ‘Godt’ together, which mean play and well. It was a coincidence that the word lego actually means to ‘I put together’ in latin.

The LEGO brick that we know from today was launched in 1958.

- The LEGO company produces and sells a wide variety of toys, that all share the LEGO system, which makes them integrable with each other. The varieties include LEGO City, LEGO Ninjago, LEGO Friends and LEGO Star Wars.

- LEGO’s main office is in Billund, but they have departments all around the world and the products sell, in more than 140 countries. Other global offices are found in Enfield USA, London, Shanghai and Singapore.

- The LEGO organization has around 17.000 employees worldwide out of which approximately 3800 are in Denmark. In 2017 the company wanted to build a less complex organization. That meant that LEGO reduced the number of employees globally with 8 percent, corresponding to about 1400 employees.

- The 1st of October 2017 LEGO hired a new CEO in Niels B. Christiansen, whom had been the administrating director in Danfoss. He superseded Bali Padda.

- LEGO had a revenue of over 36 billion kroner in 2018, which is four percent higher than the year before.

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INSIGHT

Three pieces of advice to get success in the role as an HR-leader 1) Always come back to the result for the customer.

What you do must always create value for the customer and consumers.

2) Create energy in the organization.

3) Be brave. When you dare to think in new ways then you will inspire everyone around you.

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HR Magazine #2

2019

- I am very curious about

after he stopped as a General

strategy, and a marketing plan, he

everything and always have

Manager in Germany. He was

says.

been, but perhaps the size of the

asked what he was most gratified

organization had a real influence

with achieving.

on my development. In the

- It is our most important mission to create energy. That way we

culture I was raised in LEGO it

- The first thing I mentioned was

will perform exceptionally. That

was completely acceptable to

the fact that we found most of our

is apparent in the long history

suggest things that were ”way

leaders within the organization.

of LEGO, where we experienced

above your pay grade”. I was able

Secondly, the culture had become

growth.

to go directly to our EVP of Supply

more flexible and able to adapt,

Chain and say a thing like: “I have

making it less hierarchical. We had

- To implement the current

a killer idea”. Followed by the

also created strong partnerships

strategy today in HR, the toy giant

opportunities to actually pursue

with some of the clients. After

went through a rough crisis in the

some of those ideas. That part is

mentioning several progressions,

autumn of 2017. It led to a bunch of

lacking a bit today, where there

a coworker made me aware that

layoffs and organizational changes.

is less willingness to take risks in

I hadn’t even talked about the

Michael describes the time as a

terms of talent.

results of us gaining market shares

wakeup call for LEGO. Even though

and experiencing continuous

they had to go through hard times

growth over the last five years.

and a lot of skilled employees had

- I am proud of increased

to leave. Today there is a renewed

HR is the dream job The lack of courage and opposition

energy and a changed mindset in

to take risks in the organization

the organization.

were some of the factors, that made Michael S. Kehlet put on the HR uniform. It was also one of the reasons why everyone started being viewed as talent.

Even though he had a lot of experience in Operations and Markets and at one point was in the position as General Manager, through the five years he was

"It is our finest mission to create energy.

That way we will perform exceptionally"

living with his family in Munich.

- 13 years of double-digit growth and constant success was exchanged with stagnation. We had to realize that we had lost some of that hunger that leads us to that same growth in the first place. Part of what happened was that we as an organization had a rough awakening. It wasn't just Niels Bjørn (Legos CEO, red.) that

growth, profit and increased

needed to be the savior. He has

Michael S. Kehlet wasn’t aware of

market shares, a central part of

always done an exceptional job,

his interest HR in the early years

success. More importantly, it is

but was up to everyone in LEGO to

of his career, but through the last

the employees that create those

rise to the occasion, he says.

couple of years, it has become

results. That is where I get my

increasingly apparent. He believes

energy. I enjoy that I get to spend

Michael S. Kehlet points out

that the joy he experiences every

as much time collaborating with

that before the crisis there was

day is proof that it is his dream job.

people as possible, he adds.

a tendency to follow processes

He tells us that he has always

Having dropped the notion to

individual’s initiative and sense of

measured his own success by how

“just follow the process”

responsibility.

him and the culture has been.

Energy is exactly the key in terms

- When I look back on 2015-2016,

“Success is not a destination – it is

of what Michael S. Kehlet wants

there were many examples of me

the train you leave behind,” is one

to create in his new role, where

as Vice President stating: “That’s

of his most used quotes.

he has to reach 17.000 employees

what the process is, so that is what

too much, which lowered each

the well-being of people around

around the world. It is a big task

I should follow.” It isn’t the process

Michael S. Kehlet emphasizes an

that demands focus, inspiring

that is to be blamed for us ending

example of a situation that arose

leadership, a communication

up in a difficult situation. It was our

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INSIGHT

HR Magazine #2

2019

mindset at the time, that made us

counting the big gatherings. If you

When we were speaking to

run into problems.

accumulate the team meetings,

Michael S. Kehlet, he had just

one on ones, lunch meetings and

come back from a couple of days

- I sometimes chose to “do

so on, where there has been room

spent alone in his cabin, where

things the right way rather than

for a relatively intimate dialogue.

he had meditated for nine hours

doing the right things.” That was

In the end, you will have reached

over two days. The method is

definitely not the right approach

many in a year that will, in turn,

inspired by the Indian Vipasanna

even though I thought: “It will

reach others, he says.

meditation tradition, where you

work out fine anyway.” Simply put,

go through 10 days in silence and

it was not good enough and that

- The purpose of one on one

meditation, up to 11 hours per day.

mindset has changed completely

meetings is not to get cozy. The

He has attended the meditation

now, he says.

purpose is to create a culture in

retreat twice, with the first time

the company where initiative

being a couple of years ago in

Setting up one on one meetings

and ownership is something the

India. Since then he as practiced a

to engage

individual can grasp.

milder version of the method, for

We will only succeed in the future

a few days at a time and once or

Michael S. Kehlet applied tools

when our employees show up

twice a year.

to create more energy in the

and say, “I want to do this, and I

organization. One was to have one

will take personal responsibility to

- It is a mental cleansing for me

on one meetings and so-called

ensure LEGO’s success now and

to get this time away, almost like

“engagement sessions” when he

many years into the future.” That is

you get to turn off the background

traveled around the world. I use a

what we want to make continuous

noise in your head. Your focus

big portion of this time speaking

progress towards, Michael states

moves automatically to what is

to the many people in the

important and motivates you. It

organization, whether it be over

was actually my wife that a couple

lunch or on the way home in the

of weeks ago asked me if I thought

car, he reveals.

- It is quite a challenge to create the energy needed because there are 17.000 employees to reach. It is a massive organization. One might think that it would be possible to reach the employees through the 12 top leaders, but that is not so.

With that approach the chance of reaching all 17.000 is not very likely, Michael says. That is why it is important to meet people face to face.

- It can be as little as ten minutes

"The purpose is to create a culture in the company where initiative and ownership is something the individual can grasp"

now might be a good time to take a couple of days in silence again, he recalls and smiles.

Talents should play in LEGO In their office in Billund, the HRtop leader will start his mission during the coming years to “turn the entire talent department on its head,” as he likes to put it.

This means developing a new recruitment system and a new way to approach management development.

of dialogue, where you listen to

Michael S. Kehlet is not happy with

how the employee’s energy is at

the current recruitment system,

the moment and what they are

Gaining energy from meditation

which he declares to be “terrible.”

having issues with.

Even though the 42-year-old Vice

- The recruitment process is

- It may sound like a banal

president loves meeting people,

getting a good response from

approach but let us say that I

he has a limit and like everyone

candidates, but the system utilized

reach 300 talents in a year, with

else needs to recharge. That is

seems to be a thorn in the side of

either a one on one meeting or

something he achieves by daily

the company. It is obvious to see

in a relatively small circle, not

meditation.

that there has been a noticeable

33

INSIGHT

The talk will be about our transformation from having many processes with very obvious and defined expectations to our managers, to a different organization that allows autonomy and creates responsibility where it is supposed to be. That will affect our culture and raise performance in the future.

My observations have been, not saying that it is this way everywhere, that HR can be a bit centralized. That means HR sometimes defines a leadership tool.

They shouldn’t make it just to create a tool, but rather to make a difference for the clients. Our journey started in March through April last year and we have turned almost everything upside down since then.

I hear from many HR colleagues in other companies that they really wish for a new direction to follow. So how do you start a journey? I want to give my input as to how LEGO has started this journey.

- Michael S. Kehlet

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INSIGHT

frustration for some time, he says.

models that a leader was given

very low. We needed to stabilize

He lets us know that together with

when he needed to develop, which

and design this new approach.

the rest of the HR organization

made it impossible to get started.

That we were able to make that

they are implementing a new and

With the new management

happen in a year with our team of

different way, in which everything

role, it is important to work with

optimists is a great achievement.

will be done shortly.

our attitude and how we acted

There are a ton of people that

towards the business. Of course,

approach me saying that this was

- We want to obtain a talent

there need some centralized

just what was needed, and I am

agenda in two years where

efforts from HR, but we really aim

extremely proud that we can make

the candidates go through a

to make our efforts more focused

that dream come to life, he says.

recruitment process with us and at

and inspiring. In the end, we are

the end will say; ”This recruitment

here to make a difference for

Michael S. Kehlet reveals that it

experience is completely unique,

clients and consumers.

by no means has been an easy

and this experience makes sense

process. There has been a lot of

at LEGO.” Even though we are

challenges and at times it has

a very attractive prospect as a company, I don’t think we have been sufficiently apt in presenting us from our best angle. That is even though we are in the very top when it comes to our reputation, he says and reveals that the new recruitment system will involve playing, also with LEGO bricks.

In management, LEGO has launched the concept; ”Leadership playground,” where 12 people from the business defined how a new leadership model needs to look in collaboration with the HR department, whereas before it was HR that defined management

"Even though we are a very attractive prospect as a company, I don’t think we have been sufficiently apt in presenting us from our best angle"

development along with the top management.

been hard to see which direction things were going. Overall there is a consensus that the strategy for the HR-agenda is right and will help LEGO’s future growth, he affirms.

- The idea, that everyone needs to lead and take responsibility is important. The strategy, in which everyone is a talent and that this notion isn’t just reserved for top management, but rather that we invest in educating and developing everybody is also transcendent. The positive energy it has created in the organization is something I am very pleased to be a part of. I will promise that

Everyone needs to lead

there’s a lot more to look forward to, Michael proudly proclaims.

- When I look back in time, HR has

The first phase of the

played a central role and in many

transformation towards a new

ways been the key to manifesting

talent agenda was realized mid-

our success. During a period, we

January of 2019, which made the

took on a false role that could

42-year-old Vice President very

be defined as a “decider role.”

proud.

We were very prescriptive. For

- We started over a year ago with a

example, we had over 20 different

new team and the motivation was

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twoHundred Denmark ApS info@twohundred.dk / Kalkbrænderiløbskaj 6A, 2100 København Ø

Magazine #2

2019