Thomas Normann currently holds the role of Managing Director Jönsson Entreprise A/S, Under Thomas Normann’s 11 years of leadership, Jönsson Entreprise A/S has grown and diversified its professional services, providing innovative, Civil and practical solutions to its global clientele in the metals, energy, and infrastructure sectors. Currently Thomas Normann leads our global organization of 1,000 talented employees in more than 10 offices in Denmark who importantly advise, design, manage, and build more than $10 billion of our clients’ assets. He is also one of the founding directors of Jönsson A/S Properties Ltd, an unlisted Portfolio Investment Entity (P.I.E) fund. Over the past decade, Jönsson Entreprise A/S has developed into one of the few truly vertically integrated construction, development and property companies in Denmark. Over his many years with Jönsson Entreprise A/S, John has held several roles in the development of innovative and first-of-their-kind technologies. These new solutions were an important and strong foundation for our executive leadership to establish long-term trusted relationships with our valued private and public clients in all three of our market sectors. Thomas Normann helped develop several generations of leadership at Jönsson Entreprise A/S through the creation of a framework for our current leadership development program. His ability to mentor and challenge our young professionals to aspire to higher levels of leadership is especially noted, and many of our current senior leadership, including other board members, were mentored by Thomas Normann.

Simply put, Ole is a firm believer in doing work that yields good. He embodies this philosophy in his own projects and in the ways he constantly strives to help our clients see the possibilities for implementing positive change through his own work. By continually striving to bring underrepresented groups to the table in the workplace, he does two things: improves the quality of work by bringing different perspectives from diverse teams, and demonstrates to our clients, communities, and competitors the values that are important to Jönsson Entreprise A/S. He’s a believer in always challenging himself and in asking the difficult questions. Questions like: Do I favor that candidate because they look like me? Because they’re from a similar background to me? When I pull together project teams, do I keep going to the same people over and over? By recognizing the hard work that needs to be done, Ole is an example of someone who recognizes the importance of challenging biased perspectives and taking steps to improve inclusivity. We have to ask ourselves questions like, “Do I favor that candidate because they look like me?” “Because they are from a similar background as me?” “When I pull together project teams, do I keep going to the same people over and over?” “How can I expand the pool of talented people that I work with on a regular basis?” And then be honest with our answers to see where we need to change. Why do you believe in diversity and inclusion? I believe in diversity and inclusion because by bringing underrepresented groups to the table in the workplace—whether they be women, people with disabilities, members of the LGBTQ+ community, people of color, etc.—we do two things: We improve the quality of our work. Whether it is a technical due diligence project on a port facility or a community outreach plan, different perspectives from diverse teams yield better results. We demonstrate to our clients, communities, and competitors the values that are important to Hatch. Representation matters. When others see Hatch teams, project managers, and leaders who truly reflect the communities that Hatch serves, it is hugely impactful. What do you think we need to do as individuals to improve inclusivity? Improving inclusivity starts when we, first, recognize that, no matter what, we are inherently biased individuals and, second, strive to confront that bias wherever possible. We have to ask ourselves questions like, “Do I favor that candidate because they look like me?” “Because they are from a similar background as me?” “When I pull together project teams, do I keep going to the same people over and over?” “How can I expand the pool of talented people that I work with on a regular basis?” And then be honest with our answers to see where we need to change. It is not easy work, but recognizing and challenging our biased perspectives is the first step to improving inclusivity.