International business lines in COWI – why, what and how

1. International Business Lines in COWI – why, what and how?Point of departure, definitions and process for establishment International Business Lines - why, what and how

2. Table of contents: WHY do we need international business lines in COWI? Point of departure – Powerhouse 2015 – international ambitions WHAT - international business line (IBL) – definition and requirements Anchoring and mandate Roles and responsibilities HOW - process for establishing an international business line International business lines in COWI – why, what and how International Business Lines - why, what and how

3. WHY Increasing population growth and urbanisation worldwide are fundamental drivers for COWI's services. A continued and increased internationalisation of COWI's business outside our Scandinavian home markets is crucial for our success as consultant and employer. It is vital for COWI's future growth that we continue to develop competencies to remain a significant player in an increasingly competitive market. It is vital to have a continuous number of strong international business areas with a significant international growth potential like our present ISL businesses (bridge, tunnel, marine, mapping and airports). We are in an attractive market but also in a market where our clients access to international competencies is steadily increasing as competencies are globally available. Going forward, our international business development will mainly be driven by focused sector and service approach towards well defined market and customer segments. We need to pave the way for the next generation of new international business areas at the international scene – therefore the introduction of international business lines (IBL) in COWI. Why do we need international business lines in COWI? International Business Lines - why, what and how

4. Point of departure PowerHouse2015 outlines clear strategic ambitions for international business development in the COWI Group. • BTM – is working worldwide and is expanding business in North America • Region Denmark – has an ambition of increasing their international turnover from 25 per cent to 33 per cent which is close to a double up in Region Denmark's international turnover • CMC– works in close cooperation with the regions and BTM internationally • Region Sweden – has an international perspective within industrial processing plants • Region Norway – international ambitions not yet defined, but will be required in the future – hospital building in particular • Significant growth in North America reflected in must-win battle Powerhouse 2015 – international ambitions International Business Lines - why, what and how

5. WHAT An international business line is characterised by: Being a well-defined line of business in terms of clear market segment Having internationally recognised competencies Having international business above DKK 20 million in annual turnover Having a significant growth potential Having a well-defined market focus Having a clear strategy with well-defined KPIs Having a clear appointment of leadership responsibilities anchored in a business unit International business line – definition and requirements International Business Lines - why, what and how

6. WHAT Once established the IBLs will set the direction for international business development and business decisions outside Scandinavia and North America within their defined scope of business. Furthermore, future acquisition strategies will partly be guided by the strategic framework established by IBLs. Anchoring An IBL derives from and is anchored in the line organisation – meaning that the line management in a given business unit assesses where they have international ambitions and decides whether their business area complies with the IBL requirements. The operation of an IBL is fully financed by the business entity it is anchored in. Mandate An IBL has the lead mandate to operate in geographies outside the three home markets in Scandinavia and in North America. The elaborated strategy plan with KPIs defines the development of the individual IBL. Anchoring and mandate International Business Lines - why, what and how

7. WHAT The IBL is lead by an IBL Director appointed by the relevant business entity The role as IBL Director is a secondary position according to COWI's career system The IBL director reports to the relevant Regional Vice President/SVP The responsibility of the IBL Director is outlined in a job description Roles and responsibility International Business Lines - why, what and how

8. HOW Having met the requirements for an International Business Line (IBL) the following process applies: The line management is responsible for elaborating a strategy plan with KPIs for the IBL (please use IBL template for strategic intent). The strategy plan is discussed in the line management with involvement of the relevant SVP and Regional Vice President. The Regional Vice President is responsible for recommending the IBL for further review and endorsement in COWI's Group Management Board (GMB). GMB is to endorse the strategy plan for final approval by the Executive Board (EB). EB is to finally approve the strategy plan. Process for establishing an International Business Line International Business Lines - why, what and how