1. No category

BIG FUTURE 2025
VÆKSTSEMINAR
25. JUNI 2014
GLADSAXE OG FREDERICIA
VELKOMMEN TIL
BIG FUTURE 2025
VÆKSTSEMINAR
NIELS DUEDAHL - CEO, SE OG INITIATIVTAGER TIL BIG
FUTURE 2025
RASMUS PLOUGMANN - DIREKTØR, SE BIG BLUE
ORDSTYRER
CARSTEN BECK, FORSKNINGSCHEF
INSTITUTTET FOR FREMTIDSFORSKNING
BIG FUTURE
VÆKSTSEMINAR
25. JUNI 2024
PROGRAM
FG
08:00
08:30
Gladsaxe og Fredericia
Fredericia
Tjek ind og kaffe med croissant
Velkomst og introduktion af BIG FUTURE v. Niels Duedahl, CEO SE
08:45
Gladsaxe
Megatrends og tendenser
v. Carsten Beck, Instituttet for Fremtidsforskning
09:10
Gladsaxe
Holdbare forretninger øger værdien mest v. Ditlev Engel
09:45
10:00
Gladsaxe og Fredericia
Fredericia
Pause og netværk
Case: Ardagh Group Sustainability Strategy
v. Steffen Seehausen, Group Sustainability Manager, Ardagh Group
10:35
Gladsaxe
Case: Carlsberg - Hvor langtidsholdbar er vores forretning?
v. Jan Breinholt, VP Procurement Europe, Carlsberg A/S
11:10
11:25
11:50
Gladsaxe og Fredericia
Fredericia
Fredericia
Pause og netværk
Holdbar produktivitet v. Steen Hildebrandt, professor Aarhus Universitet
Resilience and the organisation v. Jeffery Saunders IFF
12:15
Gladsaxe
Opsamling og afrunding v. Carsten Beck, IFF
12:25
Fredericia
Tak for i dag v. Niels Duedahl
12:30
Gladsaxe og Fredericia
Frokost to go – mulighed for netværk
GROUP: BIG FUTURE 2025
WWW.BIGFUTURE.DK
[email protected]
MEGATRENDS OG
TENDENSER
CARSTEN BECK, FORSKNINGSCHEF
INSTITUTTET FOR FREMTIDSFORSKNING
AGENDA
BIG FUTURE 2025 PROCES
OUTCOME
TRENDS
1. KEY
FINDINGS
USIKKERHEDER
SCENARIE
BYGNING
KONKLUSION
OG
ANBEFALING
14/8
8/10
3/12
21/1
11/3
DYBDEINTERVIEW OG NEWSFEED
LEDELSESRAPPORT
TBD
ER VIRKSOMHEDERNE
PARATE TIL FREMTIDEN?
INDUSTRIES 1991-2001
AND IN 2001-2011
GODMORGEN
DANMARK
GODMORGEN
DANSKERE
DET ER NU!
MINDSET
•
GLOBAL MIDDLE CLASS
INDIVIDUALIZATION
GLOBALIZATION
COMMERCIALIZATION
HEALTH & WELLNESS
IMMATERIALISM
RESSOURCES
MEGATRENDS
Drivers for Change
ENVIRONMENTAL
CHANGES
DIGITALIZATION
IT SOCIETY
NETWORK ORGANISATION
POPULATION DEVELOPMENT
ACCELERATING PACE OF
(AGING)
CHANGES
KNOWLEDGE SOCIETY
URBANIZATION
24-HOUR SOCIETY
DEN FUNDAMENTALE
DRIVKRAFT
- OG DET GÅR HURTIGT
DET HANDLER OM
FORANDRINGER OG VÆKST
VI HAR BRUG FOR
SCENARIER
VIRKSOMHEDERNE SKAL
GØRE PLADS TIL FREMTIDEN
MULIGHEDER!
INDSIGTER FRA
VÆKSTPANELET
PART 1
I HVOR HØJ GRAD VURDERER DU, AT RESSOURCE-OPTIMERING OG SIKKERHED I FORSYNINGER BLIVER ET VIGTIGT INDSATSOMRÅDE FOR DIN VIRKSOMHED FREM MOD 2025?
38
36
19
5
3
INDSIGTER FRA
VÆKSTPANELET
PART 2
HVILKE KONKURRENCEPARAMETRE I FORHOLD TIL NUVÆRENDE OG POTENTIELLE
KUNDER VIL DU VURDERE SOM DE DOMINERENDE FREM MOD 2025?
47
51
3
18
66
18
34
38
27
7
INDSIGTER FRA
VÆKSTPANELET
PART 3
HVILKE RAMMEVILKÅR OG TENDENSER I OMVERDENEN VIL DU VURDERE FÅR STØRST
BETYDNING FOR DIN VIRKSOMHED FREM MOD 2025?
41
45
12
20
24
41
29
38
9
16
16
38
SPØRGSMÅL?
3 MINUTTER
Bemærk, at du efter seminaret vil modtage en email med links til alle slides
HOLDBARE FORRETNINGER
ØGER VÆRDIEN MEST
DITLEV ENGEL
FORMAND FOR ADVISORY BOARD, BIG FUTURE 2025
HVAD ER
BIG FUTURE 2025?
HVORFOR ER BIG FUTURE 2025
RELEVANT FOR DEN ENKELTE
VIRKSOMHED?
BIG FUTURES VHV MODEL
HVORFOR VHV NU?
FREMTIDEN
•
•
•
•
•
•
Kilde: Instituttet for Fremtidsforskning
DEN GLOBALE MIDDELKLASSE
- DINE KUNDER
•
•
•
Kilde: Instituttet for Fremtidsforskning
MANGE DANSKERE ER
BANGE FOR FREMTIDEN
•
•
Kilde: Instituttet for Fremtidsforskning – Tidssyn 2014
VHV I RISIKO PERSPEKTIV
VHV I RISIKO PERSPEKTIV
FØRSTE SPØRGSMÅL
TIL ENHVER CEO:
AMBITIONEN:
BIG FUTURES VHV-CHECKLISTE
FRA MIN KRYSTALKUGLE
TIL DIN VÆRKTØJSKASSE
§
SAMMENTÆNK
DIN VIRKSOMHEDS
VÆRDISKABELSE!
MIN DEFINITION
PÅ DET GRØNNE
§
HOLDBARHED
HANDLER OM
PRODUKTIVITET
FREMTIDENS VINDERE
- HAR STRATEGIER FOR FLG.
5 HOVEDOMRÅDER:
•
•
•
•
•
Kilde: Oxford Economics
§
VÆRDISKABELSEN FORØGES
MARKANT VED GENTAGELSE
AF TRANSAKTIONERNE
- BILLIGT OG INTEGRERET
DIN VIRKSOMHEDS VÆRDISKABELSE
SKAL ALTSÅ KOMME FRA
ANDET END SELVE PRODUKTET
UDSKIFTNINGSRATEN
I FORTUNE 1000
80
%
70
60
50
40
30
20
10
0
1973-1983
1983-1993
1993-2003
2003-2013
Kilde: Nathan Furr, Big Business ... The End is Near: Why 70% of the Fortune 1000 Will Be Replaced in a Few Years. Forbes.
21 April 2011 http://www.tlnt.com/2010/07/28/so-long-and-farewell-lon-youre-simply-part-of-the-ceo-trend/
“TESLA TOPS $30 BILLION AS
MORGAN STANLEY BOOSTS
OUTLOOK”
VÆRDISKABELSEN
MELLEM GM OG TESLA
OMSÆTNING 2013
• GENERAL MOTORS: 155.4 Milliarder USD – Indtjening 8.6 milliarder USD
• TESLA: 2 milliarder USD – Tab på 74 millioner USD
VÆRDI PÅ BØRSEN
• GENERAL MOTORS : 58 milliarder USD
• TESLA : 30 milliarder USD
Værdiskabelse i VHV-modellen: Unik holdbarhed har en enorm
værdi set fra et investorsynspunkt – tænker I sådan hos jer ?
ET TESLA-EKSEMPEL PÅ
SAMMENTÆNKNING AF
FREMADRETTET VÆRDISKABELSE:
Kilde Financial Times 23. Juni 2014:
Just what has Elon Musk given away?
Henry Ford, the grandfather of the car industry and Tesla
CEO Elon Musk, its current saviour (or enfant terrible
depending on your point of view and stockholding) had
similar views on spreading warm and fuzzy love around with
rivals.
“If everyone is moving forward together, then success takes
care of itself,” Ford once said. “A business that makes nothing
but money is a poor business,” another Ford pronouncement,
is certainly a view shared by Musk – who has said making
electric cars successful is more important to him than making
his company successful.
Many reckon that Musk’s act of generosity will not amount to
commercial suicide. Some commentators even think that its a
cunning business ploy dressed up as altruism — if everyone
copies Tesla’s designs, he can sell them his batteries, which is
where the big money is.
-“You can’t connect the dots
looking forward;
You can only connect them
looking backwards”
KONKLUSION
VORES FÆLLES VHV-UDFORDRING
skal løses via:
SAMMENTÆNKNING I VÆRDIKÆDEN
og
DIT LEDERSKAB
SPØRGSMÅL?
3 MINUTTER
Bemærk, at du efter seminaret vil modtage en email med links til alle slides
PAUSE
Bemærk, at du efter seminaret vil modtage en email med links til alle slides
CASE:
ARDAGH GROUP
SUSTAINABILITY STRATEGY
STEFFEN SEEHAUSEN
GROUP SUSTAINABILITY MANAGER, ARDAGH GROUP
Ardagh Group
Sustainability Strategy
Big future 2025
vækst seminar
25.06.2014
54
Ardagh Group Overview
55
Our Vision
Our vision is to be the preferred packaging partner to the
world's leading brands.
We will achieve this by:
- Delivering customer innovation
- Providing an inspirational environment for our people
- Creating sustainable value for our business
56
Global Footprint
Ardagh Group operates globally through two
business segments; Glass and Metal packaging.
In both segments, the Group has secured leading
positions in the key end markets it serves.
Americas
57
Europe
Metal 9
Metal 45
Glass 16
Glass 20
Asia Pacific
Metal 8
Ardagh Group Footprint
Glass
Metal
GROUP
€2.8bn
€2.0bn
€4.8bn
Production
Facilities
36
62**
98
Countries
8
23
24
Sales*
* Sales including VNA and after divestment
** Including two metal facilities currently under construction in North America
58
Facts & Figures
59
€4.8bn
35 bn
20,000
100 +
Group Revenue
Containers
Employees
Locations Worldwide
60
Key Group Customers
61
Sustainability Strategy
62
Global Core Issues
- Materials on earth limited
- Scarcity for oil based products
- Limited availability for clean water
- Increasing world population and parallel increased expectations for living standards
-
Growing energy and material demand
-
Growing demand for water & food
-
Aging people
-
Increasing waste volumes
-Global warming
-Social Imbalance
63
Specific Drivers for Ardagh
Heavily increased expectations from customers
• Energy & Emission reduction
• Product and process innovation
• Social & Ethical control
• Product Stewardship
Increasing legal requirements
• Carbon Emissions reduction
• Resource efficiency roadmap
• Air quality requirements
• Product stewardship requirements
• Waste legislation, etc.
64
Specific Drivers for Ardagh
Public image
• Long term “permit to operate” with stakeholders
Enhancing internal processes
• Sustainability to drive culture, efficiency, innovation and control
Enhancing external governmental & regulatory affairs
• Driving position of the Industry
• Better responsiveness to legislative changes
• Better planning security for the business
65
Strategic Process
SWOT
Assessment
Structures &
Programmes
Policies (ENV
& CSR)
Targets
Monitoring
& Reporting
66
Strategy Elements
67
Example: Ardagh Glass Holmegaard
-
68
Founded:
Taken over by:
Employees:
Numbers of furnaces:
Annual production:
Managememt system:
Holmegaard Glasværks 1825
PLM 1997 / Rexam 1999 / Ardagh 2007
320
2
approx. 700 mill. pcs. – 180 t tons
ISO 50001 (Energy), ISO 9001, ISO 14001, OHSAS 18001, ISO 22000
Example: Ardagh Glass Holmegaard
Community Involvement Project: Waste Gas Heat Recovery
–
In our process: 3.000 MWh/a
•
•
–
Supply to external: 18.000 MWh / a
•
•
•
69
Drying and preheating
Room and sanitary heating
District heat (1000 homes)
Neighbour industries etc.
Over 3.000 t CO2 saved (vs. decentralised heating)
70
SPØRGSMÅL?
3 MINUTTER
Bemærk, at du efter seminaret vil modtage en email med links til alle slides
CASE:
HVOR LANGTIDSHOLDBAR
ER VORES FORRETNING?
JAN BREINHOLT
VP PROCUREMENT EUROPE, CARLSBERG A/S
Hvor langtidsholdbar
er vores forretning?
Jan Breinholt, VP Procurement, Carlsberg Group
BIG FUTURE  Gladsaxe  25 June 2014
Carlsberg Group i dag
Nr. 4
Fjerdestørste internationale brygger
500
øl brands
119,7 m
hektoliter øl solgt in 2013
100 m
flasker per dag
66,6 mia DKK
Netto omsætning i 2013
9,8 mia DKK
EBIT i 2013
+15%
EPS vækst (CAGR) fra 2005 til 2013
74
Udvalgte faktorer der påvirker vores langsigtede
bæredygtighed
Konkurrenter
Ejerstruktur
Markeder
Brands
Produkter
Omdømme
Emballage
Regulering
Råvarer
Energi & CO2
75
EJERSTRUKTUR:
Carlsbergfondet har vist sig at være en styrke
Free
float
Carlsbergfondet
30% af aktiekapitalen
75% af stemmerne
70% af aktiekapitalen
25% af stemmerne
Carlsberg A/S
Børsnoteret på Nasdaq
OMX Copenhagen
100%
• Værn mod overtagelse
• Ambitiøs og risikovillig
Carlsberg
Breweries A/S
• Køb af Orkla (2004)
• Køb af S&N (2008)
• Ændring af fundats for at øge
kapitalberedskab gennem
aktieemmission
Datterselskaber
76
KONKURRENCEN:
Vi tager del i konsolideringen af den globale ølindustri
• Vi ønsker at være en betydende aktør på de markeder, hvor vi har besluttet at være
• Det meste af den vestlige verden er fuldt konsolideret – de store lokale bryggerier ejes
af en af de fire globale bryggere
• To større akkvisitioner: Orkla (2001 and 2004); S&N (2008)
77
MARKEDER:
Balance mellem modne markeder og vækstmarkeder
Vesteuropa
Østeuropa
Asien
41
35
24
(2009: 44%)
(2009: 13%)
36
17
(2009: 52%)
(2009: 7%)
Group
2013
% af samlet
ølvolumen
(2009: 43%)
2013
% af EBIT
47
(2009: 41%)
Full year result ended 31 December 2013
78
BRANDS:
+500 forskellige brands i Carlsberg Group
PRODUKTET:
Øl er core – men vi ser på relaterede kategorier
80
OMDØMME:
Udfordringer og muligheder for øl-kategorien
SANDT
TYPISKE OPFATTELSER AF ØL
Med til at bringe folk
sammen ved uofficielle
anledninger, som f.eks.
sport
VORES MISSION
“At skabe en opfattelse af
øl som en socialt
accepteret, lav-alkoholisk
drikkevare, produceret af
naturlige råvarer af
ansvarlige og dedikerede
bryggere”
FALSK
En unik tørstslukker
Lavet med kunstige
tilsætningsstoffer – ikke
naturligt
Har ingen
sundhedsfremmende
egenskaber – i
modsætning til vin
81
REGULERING:
Regulering og afgifter er blandt de vigtigste
rammevilkår for vores forretning
Højere afgifter
• Ikke et effektivt redskab til at reducere alkoholmisbrug
• Hyppigt brugt som element til at dække budgetunderskud
Salgs- og markedsføringsbegrænsninger
• Fælles spilleregler afgørende
• Strenge interne og industriregulerede standarder sikrer ansvarlig
markedsføring
• Forbud forhindrer ikke uansvarlig adfærd
Pludselige regulatoriske ændringer
• Gennemsigtighed og forudsigelighed afgørende
• Rusland som eksempel
 Vi arbejder målrettet med myndigheder og
politikere over hele verden
82
RÅVARER:
Maltbyg
• Maltbyg udgør kun 1% af verdens produktion
af kornprodukter
• Klimaforandringer har reduceret maltudbyttet
• Stigende behov for fødevareproduktion
• Voksende forbrug i Asien
Strategi
• Integration bagud i forsyningskæden
• Uddannelse af landbrug i vækstregioner mht.
optimal gødning, optimering af udbytte
• Udvikling af nye hårdføre bygsorter
• Direkte kontakt til landbrug, for at sikre
forsyning + sikre bæredygtig produktion,
lokalt miljø og lokal økonomi
83
RÅVARER:
Vand er en kritisk ressource
•
Vandmangel er en stigende
udfordring – specielt i vores
vækstmarkeder
•
Carlsberg Group gns. 2013:
3,3 liter/liter (best in class)
•
Stigende produktion =>
stigende vandforbrug
•
Løbende reduktion af
relativt forbrug
IMPROVE
EFFICIENCY
DEVELOP
NEW TECHNOLOGIES
RESEARCH
NEW VARIETIES
WORK
WITH OTHERS
84
ENERGI OG CO2:
Løbende forbedring af nøgletal
• Tilgængelighed og pris på energi vil være konstante udfordringer
• Konstant fokus på øget energieffektivitet
• Carlsberg er i dag førende blandt de globale bryggere mht. energi- og CO2 effektivitet (kg
CO2 / hl)
• Konstant pres fra myndigheder og andre stakeholders for at skifte til renere energikilder
• Visse vækstmarkeder har i realiteten kun få alternativer til kul i dag
IMPROVE
EFFICIENCY
USE BY-PRODUCTS
AS ENERGY SOURCE
INVEST IN
RENEWABLE ENERGY
85
EMBALLAGE:
End-to-end CO2 effekt – emballage tegner sig for 45%
86
Sustainable packaging
87
Cradle to cradle
• Cradle to Cradle® konceptet indebærer, at produktet er
designet, så materialer kan genbruges i stedet for at
blive til affald
• Produkter kan indgå enten i en “biosfære” eller en
“teknosfære”
88
EMBALLAGE:
Samarbejde med udvalgte leverandører mhp. at udvikle næste
generation emballage gennem Carlsberg Circular Community
Cans
Glass bottles
Card board
Coatings
Shrink wrap
PET kegs
89
EMBALLAGE:
Aluminumsdåser kan genbruges igen og igen…
90
EMBALLAGE:
…eller de kan blive til noget andet…
91
Konklusion
Konkurrenter
Ejerstruktur
Markeder
Brands
Produkter
Omdømme
Emballage
Regulering
Råvarer
Energi & CO2
92
Læs mere online
www.carlsberggroup.com
93
Tak for opmærksomheden
94
SPØRGSMÅL?
3 MINUTTER
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PAUSE
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HOLDBAR PRODUKTIVITET
STEEN HILDEBRANDT
PROFESSOR, AARHUS UNIVERSITET
SPØRGSMÅL?
3 MINUTTER
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RESILIENCE AND THE
ORGANIZATION
JEFF SAUNDERS
HEAD OF STRATEGY AND INNOVATION,
COPENHAGEN INSTITUTE FOR FUTURE STUDIES
Resilience and the organization
Jeffrey Saunders
[email protected]
25 June 2014
At least 70% of the Fortune 1000 will
be replaced by 2024
Companies respond by:
•
Changing workplace strategies
continuously
•
Cutting costs, working longer hours
•
Seeking protection in networks
•
Increasing flexibility and shifting
assets into managed cash flow
through ”freedom from ownership”
•
Changing to a ”resilience” mindset
Source: Nathan Furr, Big Business ... The End is Near: Why 70% of the Fortune 1000 Will Be Replaced in a Few Years. Forbes. 21 April 2011
http://www.tlnt.com/2010/07/28/so-long-and-farewell-lon-youre-simply-part-of-the-ceo-trend/; Harvard Business Review’s, Cracking the Code of Change, and
Gallup Business Journal’s, Most Change Initiatives Fail – But They Don’t Have To,
Resilience requires a new mode of
thinking
• Looking backwards at your data won’t show ”black swans” or ”tail risks”
• Experts are too locked into a certain way of thinking to challenge what they
are seeing
• Many managers are not competent enough to look beyond data
• To have a chance to see disaster coming, you have to look beyond the data,
ask challenging questions and be “future savvy”
• To act when the unexpected happens, requires leadership and the right
organizational culture – it requires resilience
Significance
Resilience and what kills organizations
Resource
Availability
Political Risk
Business
Interruption
Δ Customer
Preference
Reputation
Competitor
Shifts
Innovation
Technology
Shifts
Δ Economic
Conditions
Regulation
Terrorism
Interest rates
Foreign
Exchange
Hazards
Credit Risk
Compliance
Likelihood
Source: Torben Juul Andersen, SRM, 2006
Resilience – the ability to mitigate and
bounce back from the impact of shocks
The Future of
People
The
Future
of
Security
Resilience
The
Future
of
Supply
The
Future of
Supply
What are the future resource
constraints?
The
Future of
Safety
What new safety challenges do
new technologies introduce?
The
Future of
Security
What are the new challenges
and how do we marshal the
resources to solve them?
The Future of
Safety
The
Future of
People
How do we develop the right
skill-sets and attitudes in our
populations?
Resilient organizations
•
Explore: Develop multidisciplinary approach to the study
and exploration on a constant basis
•
Execute: Enact the business plan
with upmost efficiency and
effectiveness
•
Engage: Employees and
stakeholders in ways that best
exemplify organizations’ strategies
and need for agility
Source: Photo Poptech, Climate Resilience Lab - Nairobi, Kenya, 2012
Approach to resilience will be affected by
an organization’s need for strategic agility
and position in a value network
“Classical
Type of strategic agility
“Leader”
“Adaptive”
“Visionary”
Characteristics
Organization sets goal,
defends position
Organization can shape
industry’s development by
placing “big bets”
Organization must constantly
refine goals and tactics
Organizations can affect and
be effected by high innovation
rates
Ability to plan
High
High
Low
Low
Execution v. agility
Execution high, agility low
Execution high, agility
medium. Must be able to
divest quickly and efficiently
if “bets” go wrong
Agility high. Willing to pay a
divestment premium
Agility, high risk-taking
Approach to leadership
Strong managers and
hierarchy
Strong leader focused on
results and teams that
compete against each other
Employee engagement and
collaboration
Approaches to resilience
Analytical opportunity seeking
Brand enhancement,
Focus on risk mitigation
Analytical opportunity seeking
Brand enhancement, desire
to be best in class
Employee involvement
Top-down initiatives meet
bottom-up engagement
Innovative risk takers Testing,
willing to try new
arrangements, strong
openness to external
involvement
Partner involvement Focus on
untested, groundbreaking
solutions
Approaches to
outsourcing
Policy-driven, focus on
standardization, efficiency,
risk mitigation
Analytical, performancebased collaboration,
“acquisitional”
Team-orientation and interest
in ”how” services are
delivered
Source: CIFS; ISS 2020 Vision: NWOW, 2013, Competing Values Framework, 1990, BCG’s strategic agility, 2012.
Partnering, testing, willing to
try new arrangements, strong
openness to external
involvement
Making Resilience ‘Smarter’
- Configurable components for calibration (example from
military)
Cooperation
Start with ‘less critical’ functions
to begin with; then as system
gains momentum, build-up
functions, including relating to
criteria such as their ‘criticality’.
Overcoming obstacles
(i)
More realistic (lower) level of
ambition;
(ii) Derive a more credible
catalogue of minimum
capability requirements -->
greater consensus; then these
(iii) Serve as an incentive to align
priorities with collective
(iv) Structurally and culturally,
“islands of cooperation” should
be developed between
organizations with common
interests
Prioritization
Start broadly with general
priorities, then over time - as
trust, standardised best practices,
etc., develops/build up increasingly add narrower, more
specific, priorities
Specialization (I) - role
and task sharing
Specialization (II) pooling and sharing
(e.g. relating to equipment,
assets, etc.)
107
Employees’ innovative abilities
Create resilience within your organization
– How would you describe your
organization?
Lush
undergrowth
and colossus
with feet of
clay
The higher
level!
Organizational
arthritis
The
management
has the
employees
behind them ...
way behind
70% percent of the
company doesn’t
get when CEO
talks strategy and
doesn’t care
Management’s innovative abilities
Source: Model, CIFS. Harvard Business Review’s, Cracking the Code of Change, and Gallup Business Journal’s, Most Change Initiatives Fail – But
They Don’t Have To, Harvard Business Review article, “When CEOs Talk Strategy, Is Anyone Listening?” and “When CEOs Talk, 70% of The
Company Doesn't Get It.”
Resilience and the organization
Jeffrey Saunders
[email protected]
SPØRGSMÅL?
3 MINUTTER
Bemærk, at du efter seminaret vil modtage en email med links til alle slides
OPSAMLING &
AFRUNDING
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