음악, så er det ut Drawingsful Sol efforts påbilhomrending, same direction next to you on your sustainability journey. This is the topic which we will deep dive into now when we turn our attention to one of the world's largest companies that are doing just that. What I believe is that in every part of the organization even if you are in Denmark or in the US or UK there are people with a green heart. So our ambitions was really to have that initiated and activated and that has been so great to see colleagues tapping into our agenda. Our environmental strategy is called Circular for Zero. So it's about having zero environmental impact by implementing circular economy. We have divided it into three main sections. So the first section is about circular supply. So that is our suppliers, how they produce our products and about the products that we buy. It's about circular company which is our own footprint and then it's about circular products. That's our own products you can say how we develop them and how we are treated them after our patients have used them. So we used to focus on our production so our manufacturing kind of a footprint focusing on more waste and water. But right now we are expanding that. So now we look across the full value chain still focusing on you can say water and waste but of course also CO2 emissions expanding from a narrow company footprint to a full value chain from our suppliers to our end products. And one of the our key key elements in is our transportation and our transportation that's the transportation of our products. So here we have entered into two partnerships. The first one being with a company called Sky Energy. They produce sustainable aviation fuel that will enable when we fly our products globally. Then instead of using conventional fossil based fuel then we use sustainable aviation fuel. We always minimize using flights so of course we should focus on using ships or trucks and that could bring me to the next partnership. We use Maersk as our primary carrier of products via ships and we went into an agreement when we are using their eco ships where they are sailing on biofuel and of course here by minimizing also our environmental footprint. In terms of circular supply we focus on suppliers that can showcase that their products are eco-labeled so that they have a stamp on being more sustainable than a conventional one. That's a long journey because not many eco-labeled exist today so here we also have a task on developing new eco-labeled together with some of our suppliers. The circular fossilized strategy has created a lot of energy in the organization. 2500 colleagues have actually joined what we call the movement which is kind of a green underground organization where we share materials. They can ask questions to us and that have really created you can see a lot of great initiatives. We know as an industry that we might be lagging a little behind. You can see fast consumer goods. Here you already see a movement in greener products. We have not seen that yet in our sector so that is something that we are looking out for and hopefully we can really you know push that agenda and at least make products that are more sustainable available for for our users. We can as companies as public partners and as suppliers work together across the value chain to make sure that that the ultimate target is reach which is really to go towards towards zero and hopefully in 2045 which is our internal target we will have zero carbon emissions. Warm welcome to the studio Dureta in Jain. It's really nice to have you here with us and I am very excited to hear more about your circular for a zero strategy and to you guys listening as well join us in the discussion. Ask your questions in the Q&A and we'll try to address that in our conversation. Now you are right now on a journey to completely transform and reinvent the way you are operating to become fully circular by 2030. And Dureta you mentioned in the video the importance of mobilizing people and that regardless of where they are working in the organization, people want to do good and have great hearts and green hearts and great hearts as well. So can you just elaborate a bit more on how you are mobilizing what you are calling the movement of 2500 co-workers? Yeah sure thanks a lot for for the question and that has been one of the key cornerstones also in our strategy and in our transformation and I want to go maybe a little back because it started already when we did the strategy. We did that back in 2018 and that could have been a strategy just sent around my department. I mean we attend 15 people but we decided that that should be a true transformation. So we actually created the strategy in eight to nine months. That's that's a long period for a strategy. But we did that because we wanted to be everybody's strategy and not only our departments. So throughout the the the months we engage with colleagues globally every part of the organization every corner of the world more or less. Why interviews why workshops and so on and I did the math and I think we engaged up to 350 people up to 350 people creating the strategy. That meant we already started the movement when we did the strategy. So when we launched in the beginning of January 2019 then I kind of felt that we hit the ground running. So at least you can say 7% maybe of our colleagues already knew. So we have really built on that culture culture that that people should be engaged and being part of you could say the strategy. So on top of that we have created what we call join the movement which is a collection of colleagues that could tap into workshops. We have a range webinars and so on. So with the aim of educating and making this everybody's responsibility. And I see the results every day from every corner of the world that could be localized. You can say planting a tree in Brazil or it could be, you know, reusing some plastic parts in Bowswear. And that's kind of, you know, having everybody being part of that, that has really, really been passionate. People coming together and actually working for a greater purpose. And how do you, how does that compare to your formal structure? I mean, now you have the very ambitious strategy and you have the movement of people that are very passionate. But then I suppose that you have more colleagues that are maybe not part of what is classified as the movement. So how are you then building the capabilities and ensuring that everyone, regardless where in the organization, is working towards your targets? So you can say, of course, we have the formal structure. So our strategy consists of, you know, seven strategic tracks with, you know, formalized steering groups, project managers and so on. So that's more the formalized part of our strategy. Strategy. But I think when we supplement then with the movement, then we also mobilize people that are not seen themselves as part of the specific tracks, but just like an add on and a supplement to that. In that way, we push our leaders. We push the organization, you can say, both from a more structural point of view, but also from, if I can say, from the bottom. So, so, so, so really, you know, if you have a manager that might not be so keen on the whole transformation of environment and circular economy, then if you, when you feel the push from your, your employees, your colleagues, then you also start to think, okay, maybe there is something here that I want to tap into. Yeah. No, but I just think it has actually created a lot of informal networks in the company, because one thing is a big strategy and the tracks to follow there. But I really see that colleagues are connecting across departments and across countries to have sparing sessions and learning from each other and, and sharing what they're doing for inspirations for others. So the informal networks are definitely being created as well. Jane, when we talked before this interview, you mentioned the importance of not only creating the networks inside of your own company to, to drive and improve your, just your own operation. But the importance of going outside of your gates, collaborating with suppliers, but even competitors as well. Can you just elaborate a bit and share with our audience that just the whole discussion about the importance of the change in the business right now? Yeah, I think it is crucially important for everyone now to understand that just doing business on our own is not going to solve that massive challenge that the environmental challenge is. And I do see that we are now connecting on that joint purpose of actually making the change across industries, but also between competitors. We have the same challenges on reducing our footprint. We have the same challenge of reducing plastic consumption. So I see it almost weekly. These requests for collaboration forms being passed on, because how can we jointly solve that massive challenge, whether it's taking CO2 out of product distribution or use or taking a look at the single use systems that we are all using for our septic filling? How can we actually work on getting that material back in a value chain and be reused or recycled in a good way? So it's happening everywhere because everybody feels the responsibility of doing something about it. So it's really utilizing the whole ecosystem to drive the change. And how do you, I mean, it is still like that for many companies that, okay, they are the competitors, so we need to improve our value proposition. But can you just share how you are doing it when you are inviting the competitors to the table to solve some of these challenges? Yes. And I think it's about the daring. It's about also being the one that puts out, you can say, sharing what we are doing and not hold back. If you are in a room with your competitors, then everybody might be, you know, we look at each other. Will you go first? Should I go first? And I would like that our company takes the role as first movers. So we should be the one that shares both what we are doing, but also the challenges that lay ahead of us in terms of what we can then solve together. So being the company that puts ourselves in the spot, you can say, and just say, hey, you know, we have this challenge. We have this kind of thinking around it. What do you think? And at least that has been the position that we have deliberately taken on the challenges on the environment. I think something that we are seeing for many of the companies that are seen as sustainable leaders is that they do have a clear purpose with the business. And that's just connecting to what Martin also touched upon. But then the second one is going beyond the business and being able to mobilize your ecosystem in an effective way. And I think this is just a great example of that. And I mean, you have a large number of suppliers, 60,000 of them. And for the companies, for some of the companies that I've been working with, the supplier base can be very, very diverse in terms of maturity in capabilities. And what challenges does a big, diverse supplier base bring when you want to mobilize 60,000 suppliers? Yeah. But it is a challenge, you can say. And definitely, as you say, they are very, very different. So you can say from key suppliers, we are very much depending on in terms of creating our products to smaller suppliers where we buy, you can say, pins and papers. But the approach that we have taken is to, of course, focus a lot on the key suppliers. So the one that matters the most and where we have a large kind of leverage. And what we ask them to do is simply to switch to renewable power. So instead of asking you 10,000 things that they can do or maybe should do, then ask one thing. And that also the transformation that we have been on ourselves. The first target we achieved was back in 2020, where all our production units were powered by renewable electricity. So by asking one question of them and being able to assist them in, how can we then achieve it? So that's, you can say, for the key suppliers. We simply share, you know, how do you buy renewable electricity in your market? I mean, we know that, so we can share. So that's part of it. And then for the majority of the suppliers, then we put it into the contracts. So whenever we renew the contracts, then there is a clause that, you know, if you want to do business with a notice, then you have to use renewable power whenever you supply to us. And then we give them, you can say, a couple of years to figure that out. And then they will do, hopefully. And you have business all around the world. And some markets are more mature than others. And what I'm hearing is that you are putting the requirements and also making sure that you have cleaned your own house, that you are actually doing the same things, but also assisting the bigger ones. But in some markets, they might need much more assistance. So this is maybe a question to you, Jane. What role and responsibilities does companies have when assisting, when they are putting requirements on their suppliers, but also when assisting them, especially in markets that are not developed or maybe even more hit by the climate change effects that we are seeing? Well, I think we have, as Duret is alluding to, we are taking the approach that we are not asking people to do stuff that we are not willing to do ourselves. And we will always go the extra mile to help them off and find the right solutions. But all countries are different. I mean, right now, if we look at our production in both Brazil and China, those factories are located in what is defined as water-scarced area. So we go in and say, well, with that knowledge, we know that we have to do all we can to actually reduce the amount of water that we are using in production and are finding ways to reuse the waste water to the maximum extent. So I think it's really important that we understand the local context and the environmental challenges and environmental solutions that are available in the markets where we operate and that we actively go in and take that responsibility to lower our impact. It's not going to be done in the same way in the different factories around the world. It will be set in the local context. Super good answer. Thank you for that, Jane. And we have a question from the audience. So let's invite them in. I have a question from Anders who's asking, so how do novel balance profit and sustainability? Even with the movement, they still have shareholders and have to take tough decisions. I wonder how they assess the value of sustainability versus bottom line profit. So I think our EVP of product supply said it quite wisely just recently. He said, well, being a sustainable business is a prerequisite for being a business in the future. So it's not a choice. It is something that you have to do to be relevant and to be there on the long term. Of course, we are also a for-profit company. So of course, we have to make profit. But I think I see a management team that are willing to make the required investments and actually also push for technology solutions that will take us to the next step. Burete talked about sustainable aviation fuel in the video. We've actually gone out and made agreements on that, even though we don't use aviation fuel ourselves or we don't own any aircraft. But that you go beyond your value chains and are willing to put monies into technologies that do something better for the environment. I think that's where Novo is taking a commitment. So we are playing that cat as well. And in some parts of the business, I mean, you have set ambitious targets and you are well on the way to try to achieve them. But there are in some parts of the business, there are still gaps. And just connecting into the discussion with Martin about steering in the unknown. I think people are very interested about just hearing your take on, OK, when you don't have all the answers and just navigating in this complexity. How do you do that? But that's a given, right? And also something that I personally find very difficult, to be honest. It used to back then make the decision that we were making were kind of, you know, we can look 10 years into the future and they will still hold. Now that's not the case. But I think the worst thing you can do is not to act. So at least whenever we make a decision, then we think that's the best decision I can make with what I know now. And then, of course, look at the risks and there might be risks and then being clear about them and then follow them. And then be ready to make another decision, you can say, in three or four years, even though you thought that this solution will be, you know, a 10-year solution. But that has been difficult to us, to the organization, to kind of get a hold on. That's the new reality. So maybe that's one of the most challenging part of being or doing this right now, I think. And also the fun part as well. No, but I think dare to take the steps. The most wrong thing you can do is to take none. So don't wait for the ideal solution. Again, when we talk transport, the ideal solution is not there yet. So sitting and waiting for 2028 to happen, to me, that's not a choice. So you have to then go in and look at, so what can I do? Can I avoid shipping by air? Can I reduce the number of pallets that I need to put on a truck by condensing my packaging sizes? So you can act even though the solutions are not there. So I would really encourage people to take a look at their own business and, you know, avoid, reduce are the first good steps to start. I think that's a great takeaway. But we still ask you to give the audience your three key takeaways on how, I mean, if they want to do a similar journey to them, as you have done. Yeah. What are the three key takeaways that they should take from this conversation? So at least I think the first one is kind of you know your data, know your impact, know where to focus. That's understand that and have that laid out. But do not spend too much time on numbers. I mean, get it right at a certain level and then you can kind of go and act. And yeah, that's the first one, I think. And then I think partnerships is super important. We need to engage in partnerships to solve these significant challenges. None of us can do it on our own. So really go out there and engage, create the partnerships that support taking environmental footprint out of your business. That's right. And the last one and maybe some of the more longer term is, of course, ensure to integrate it into the business. But what does that mean? But that means that every decision you make, then sustainability or environment is part of that decision. So when you design a new product, you need to understand the footprint of that new product and how that will kind of evolve in the future. So make sure that this is not our departments that are doing this, but it's, you could say, the whole company, our nearly 50,000 colleagues will help us on this journey. And it requires innovation and technology. And it, again, requires us to engage a lot more with other partners to find these new solutions that will create the sustainable products in the future. But it can be done. It can be done. It can be done. And on that note, I mean, I can sit here for many more hours and discuss this topic with you. Huge thank you to you and best of luck in your journey moving forward. Thanks a lot. Thank you so much. Thanks for having us.