Reviving the Spirit of Mosul

Meaningful Societies

Reviving the Spirit of Mosul

Rebecca John

rjo@voluntas.com

How can rebuilding a mosque or church help heal a city torn by war?

In Mosul, where cultural landmarks once stood as beacons of coexistence, UNESCO launched an ambitious restoration project to revive not just structures, but also spirits. Voluntās was invited to evaluate this landmark initiative—uncovering how physical reconstruction can spark social cohesion, livelihoods, and a renewed sense of meaning for a community rising from devastation.

Voluntās examined the extent to which the reconstruction of key landmarks contributed to the healing of Mosul’s community following large-scale destruction during IS’s 2014-2017 occupation. 

Mosul, once a symbol of interfaith harmony and cultural richness, suffered massive destruction during IS’s occupation from 2014 to 2017, with over 70 historic landmarks deliberately destroyed. The conflict displaced entire communities, especially minority groups, leading to a severe humanitarian crisis, weakened social bonds, and significant cultural loss.

As part of UNESCO’s flagship Revive the Spirit of Mosul initiative, the USD 50.4 million project funded by the UAE focused on the reconstruction of four prominent sites—the Al Nouri Mosque and its iconic Al Hadba Minaret, and the Al Tahera and Al Saa’a Churches. 

In addition to evaluating the physical restoration of these cultural heritage sites, the evaluation aimed to assess the broader social impacts of the project, with a focus on community engagement, livelihood support, and strategies for promoting social cohesion. Key objectives of the evaluation included:

  • Providing evidence-based insights into the project’s overall performance and outcomes for UNESCO, donors, and key stakeholders.
  • Identifying challenges and opportunities in integrating cultural heritage restoration with social cohesion, primarily through employment generation.
  • Offering actionable recommendations and lessons learned to guide the design and implementation of future initiatives by UNESCO, UN agencies, and NGOs working in urban rehabilitation, cultural management, and heritage preservation.

 

Situation

The city of Mosul, once renowned for its religious coexistence and cultural heritage, was left devastated after the 2014–2017 occupation by Daesh. Over 70 significant cultural landmarks were destroyed, leading to widespread displacement, fractured communities, and cultural erosion. In response, UNESCO launched the “Revive the Spirit of Mosul” initiative—funded by the UAE with USD 50.4 million—to reconstruct four emblematic sites and revitalize the city’s identity, cohesion, and economy.

Challenge

Beyond rebuilding monuments, the central challenge was to determine how restoring physical structures could contribute to restoring community identity, fostering social cohesion, and supporting livelihoods. The evaluation needed to explore the project’s effectiveness in engaging local communities, providing meaningful employment, and strengthening trust among diverse social and religious groups—all in a fragile post-conflict environment.

Solution

Voluntās conducted an independent final evaluation using a mixed-methods approach—combining interviews, focus groups, site visits, and surveys. The team assessed the project’s relevance, efficiency, and sustainability, with particular focus on how the initiative created employment, enhanced local capacity, and fostered community engagement. Voluntas uniquely evaluated the project’s “meaningfulness,” examining how workers and communities personally connected with and derived purpose from rebuilding efforts. The evaluation culminated in actionable insights for future cultural restoration initiatives.

Evaluating the relevance, effectiveness, efficiency, sustainability, and meaningfulness of the project.

Using a data-driven, mixed-methods approach to provide comprehensive insights, the evaluation incorporated various data collection methods, such as key informant interviews, focus group discussions, site visits, and face-to-face surveys with workers and local community members, ensuring the inclusion of both qualitative and quantitative perspectives. 

Voluntās evaluated the design of UNESCO’s project to meet urgent post-conflict needs, and its innovative approach that redefined the role of culture, demonstrating its potential not only as a means of preserving heritage but also as a driver of sustainable livelihoods. It examined both the implementation process and its outcomes, focusing on:

  • The restoration of historic landmarks through a participatory approach, with the endorsement of decision-making stakeholders;
  • The increased awareness and active engagement of local communities and cultural stakeholders in heritage preservation and efforts to strengthen social cohesion;
  • The strengthening of local technical capacities for cultural heritage rehabilitation/reconstruction through training, creating opportunities for employment and sustainable livelihoods.

One unique aspect of Voluntās’s approach was the focus on meaningfulness and the extent to which both workers and the wider community found meaning in the project. 

Finally, Voluntās assessed the broader impact of the reconstruction, evaluating the long-term effects of the project on workers (creating job opportunities), the broader local community (revitalizing the economy and boosting tourism), and leading decision-makers/cultural stakeholders (enhancing the ability of the government of Iraq to develop similar projects in the future).

Providing UNESCO, leading decision makers and key partners and interest groups with concrete recommendations on integrating cultural heritage reconstruction with social cohesion through employment.

Despite the complexity and large scope of the project, and the varying levels of damage to the landmarks involved, the historical landmarks of the Old City of Mosul were successfully reconstructed, restored and rehabilitated through a participatory approach and in accordance with international standards. The project raised awareness, fostering community engagement and social cohesion across religious and cultural groups through public events, community centers, and outreach. It also strengthened local capacity through training programs with international experts.

The project held significant meaning for both the workers and the broader local community. For the workers, it offered not only the opportunity to acquire new skills but also a deeper connection to their heritage and pride in rebuilding the city. 

Many saw the restoration as a way to reclaim Mosul’s identity after years of conflict. Involving both Muslim and Christian workers in the reconstruction process bridged historical divides, fostering renewed coexistence and social cohesion. 

While assessing long-term impact is challenging, the project holds potential for lasting effects. It could help ensure workers secure post-project employment, sustain the economic boost from tourism, encourage site owners to maintain the sites through a clear maintenance plan, and empower national authorities to replicate similar cultural heritage projects, demonstrating their value in building trust between community members and institutions.

UNESCO is a specialized agency dedicated to the promotion of education, science, culture, and communication. UNESCO Baghdad was founded in 2004 and supports programme implementation in line with the Iraqi National Development Plan in cooperation with its key national partners.

For further information about the project, please see https://www.unesco.org/en/revive-mosul

Annual report 2024

Annual report 2024

News

Annual report 2024

Niklas Kabel Pedersen

nkp@voluntas.com

Looking back at 2024, we reflect on the year that has passed – what worked, what did not – and the impact we had on the human beings we touched. We ask ourselves: How much self-awareness did we nurture? How many people did we remind of their worth, and support in living more fulfilling lives filled with hope and dignity?

At Voluntās, we want to assist every heroic attempt to realize human potential. Whether facing barriers in the form of poor leadership, unhealthy culture, or in the form of conflict, poverty, climate change, or dysfunctional governance.

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Ydelsescenter Aalborg | En arkæologisk rejse med mennesket i midten

Ydelsescenter Aalborg | En arkæologisk rejse med mennesket i midten

Client Case

Ydelsescenter Aalborg | En arkæologisk rejse med mennesket i midten

Carl Emil Zacho Böye

czb@voluntas.com

 Hos Ydelsescentret i Aalborg Kommune er missionen klar: at sikre borgerne den hjælp, de har brug for med respekt og forståelse. Kerneopgaven er at hjælpe mennesker med rette penge til rette tid.

Der skabes utvivlsomt meningsfulde møder med mange borgere, og på mange måder, i landets tredje største kommune. Men det kunne mærkes internt, at organisationen var en samling af tre tidligere socialcentre. Med 105 medarbejdere, fordelt på fire afdelinger og flere teams med endnu flere forskellige opgaver, var det ikke altid en selvfølge, at alle gik til kerneopgaven på samme vis.

Centerchef  Lars Uldahl ønskede at tage et modigt skridt væk fra de klassiske trivselsmålinger. Han søgte en måde at realisere det menneskelige potentiale i organisationen på en mere dybdegående og meningsfuld måde.

Det handlede om at prøve noget nyt, fordi vi kunne mærke, at de traditionelle redskaber ikke altid skabte de resultater, vi ønskede. Vi stiftede bekendtskab med Voluntās’ meningsfuldhedsundersøgels og valgte at gå med den, fordi vi syntes, at det er rigtig vigtigt, at vores medarbejdere kan se mening med det arbejde, de udfører.”

Med mennesket i midten begyndte Ydelsescentret en rejse mod en fælles kulturel retning, der ikke bare er nedskrevet i dokumenter, men lever i hverdagen, hver dag. En rejse, der ikke blot handlede om at forstå, hvem de er som organisation, men også hvem, de stræber efter at blive.

Resultatet blev en kulturforvandling med medarbejdernes stemmer og borgernes virkelighed som fundament – en ambition om altid at have mennesket i midten.

Situation

Ydelsescentret i Aalborg Kommune har 105 medarbejdere, som alle arbejder for at hjælpe borgerne videre i livet – fra meningsfuld velkomst for flygtninge til en værdig pension i livets efterår. Centerchef, Lars Uldahl, og ledelsen ønskede at styrke den interne kultur og skabe en meningsfuld hverdag for medarbejderne, hvor kerneopgaven blev løftet i fællesskab og i respekt for den enkelte borger.

Udfordring

Ydelsescenter Aalborg er resultatet af sammenlægningen af tre tidligere socialcentre. Dette medfødte et naturligt behov for at flyve i flok og samle faglige tilgange under en fælles retning; i forhold til personlig vækst, feedback kultur, samarbejde og ledelse. Der skulle skabes et kulturelt kompas, som var praksisnært og kunne forankres i hverdagen. Mange stemmer skulle høres, og det krævede, at gode intentioner blev oversat til konkrete handlinger, som alle 105 sjæle kunne se sig selv i.

Løsning

Med støtte fra Voluntās sprang ledelsen ud i en alternativ tilgang til de klassiske trivselsmålinger med et gennemgående fokus på meningsfuldhed. Gennem workshops og dialog blev der skabt et fælles kulturelt kompas, der resulterede i tre overordnede dyder: Vi støtter mennesker, Vi vokser som mennesker og Vi løfter hinanden som mennesker.
Dyderne operationaliseres gennem DydsDrejebogen. Et praktisk hverdagsværkstøj, som hjælper medarbejderne med at navigere i husets opgaveløsning. Ved at skabe en fælles ramme for adfærd og dialog har centeret formået at gøre dyderne til mere end blot ord – de er blevet kulturelle rettesnore, som medarbejderne kan bruge til at møde borgerne og hinanden på en meningsfuld og værdig måde.

FAKTA FØR FORNEMMELSER

Datadrevet kulturændring

Samarbejdet startede med en meningsfuldhedsundersøgelse: en dybdegående analyse af Ydelsescentrets kultur.

Her åbnede Lars og lederteamet motorhjelmen og kiggede på, alle de tandhjul der skaber en meningsfuld arbejdsplads med en stærk følelse af formål, lederskab, tilhørsforhold og personlig udvikling.

“Nogle gange føltes det som om, vi løb i hver vores retning. Meningsfuldhedsundersøgelsen hjalp os med at sætte ord på, hvad vi kunne gøre bedre – sammen.” – Medarbejder.

Undersøgelsen påviste et stærkt fagligt engagement og en soleklar fælles forståelse af kerneopgavens betydning for borgerne. Men der var behov for en fælles retning. En kulturel rettesnor for, hvordan man tackler de situationer, som hverdagen i Ydelsescenteret byder på. Der blev peget på vigtige nedslag som feedback-kultur, onboarding, samarbejde på tværs og særligt de mange møder med borgerne.

RAMMESAT AF LEDELSEN,

Farvelagt af medarbejderne

Lars Uldahl og de fire afdelingsledere i Ydelsescentret startede en arkæologisk undersøgelse med en lederworkshop, der skulle danne rammerne for organisationens ønskede kulturelle kompas.

Det åbnede et rum for refleksion og sparring, hvor ledergruppen stillede de afgørende spørgsmål: Hvem er vi som organisation? Hvem stræber vi efter at være? Og hvem ønsker vi aldrig at blive? Workshoppen satte rammen for et fælles sprog om kulturens kerne, som senere skulle fyldes ud med medarbejdernes perspektiver.

Det blev hurtigt tydeligt, at tre hovedspor – eller kulturelle korridorer – allerede definerede Ydelsescentrets DNA og ville fortsætte med at være hjørnestenene i fremtiden. Disse korridorer blev omsat til tre dyder, som nu sætter rammen for kulturen i huset:

Vi støtter mennesker
Vi gør en forskel for borgerne i Aalborg Kommune.

Vi vokser som mennesker
Vi skaber en psykologisk tryg kultur, hvor mennesker udvikler sig fagligt og personligt.

Vi løfter hinanden som mennesker
Vi samarbejder på tværs og spiller hinanden gode.

FRA ORD TIL HANDLING:

En kultur, skabt af 105 sjæle

For at undgå, at dyderne blot blev tomme ord på direktionsgangen eller hashtags på LinkedIn, var fokus på at involvere alle 105 medarbejdere, og sørge for at få dyderne koblet til netop deres hverdag – og ikke kun ledernes. En fælles bootcamp med samtlige medarbejdere blev afholdt som en del af processen, hvor dyderne blev konkretiseret gennem øvelser og dialog. Med udgangspunkt i psykologiens og dramaturgiens verden blev der skabt en kropslig og mental forståelse for, hvordan dyderne kunne omsættes til konkrete adfærdsprincipper, der er til at forstå, når man møder ind mandag morgen. 

“Involvering er lige med implementering. Når medarbejderne har været med til at definere dyderne og sætte deres præg på processen, frem for at det kommer oppefra, så lever de også. Det gør det til noget, vi alle sammen kan se os selv i – og det er derfor, det fungerer.” – Lars Uldahl.

Efterfølgende blev medarbejdere på tværs af samtlige afdelinger udpeget, til DydsAmbassadører, der gennem træningsforløb blev klædt på til at sikre, at dyderne blev integreret i de daglige processer. DydsAmbassadørerne fungerer i dag som kulturbærere, der støtter deres kolleger i at have mennesket i midten. Ikke som politimænd – men som gartnere, der gøder jorden for, at dyderne kan vokse sig store og stærke i hver enkelt kollega. En central del af deres indsats var udviklingen af DydsDrejebogen – et værktøj, der hjælper både ambassadørerne og resten af organisationen med at navigere i hverdagen.

”Vi blev mindet om, at der ikke er noget bagsæde i bussen. Der er ikke nogen, der bare kan læne sig tilbage. For dét at skabe noget godt, skal vi gøre i fællesskab.” – Medarbejder.

Bootcampens øvelser fokuserede på at gøre dyderne både håndgribelige og relevante. Medarbejderne arbejdede med scenarier fra deres dagligdag, såsom feedback-kultur, samarbejde på tværs og mødet med borgerne. Formålet var klart: At give dyderne liv og gøre dem til en naturlig del af medarbejdernes arbejdsdag.

Bootcampen var en dag, hvor alle mødtes […] og det var praksisnært, fordi Voluntas rent faktisk har gjort noget ud af at sætte sig ind i, hvem vi er som organisation, hvad er vi for et arbejdsmiljø, hvor vi som ledelse gerne vil have os hen, og hvad er det for en kultur, der allerede er til stede. Medarbejderne kunne koble sig på holdet fra Voluntas i første øjeblik, de mødte hinanden. Så derfor ramte de jo også hovedet på sømmet, kan man sige, og kunne være med til at rykke noget allerede dér.” – Christina Ebert, Afdelingsleder.

“Vi har skabt en kultur, hvor det er okay at øve sig. Vi kommer til at ramme ved siden af, men det handler om at lære af det og justere kursen sammen. Det er dét, der gør dyderne så stærke – de er dynamiske og levende.”

Lars Uldahl
Centerchef

ET KONKRET VÆRKTØJ

Dydsdrejebogen

En central del af arbejdet med at omsætte dyderne til daglig praksis blev udviklingen af en dydsdrejebog. Drejebogen er et praktisk værktøj, der gør dyderne konkrete og anvendelige i hverdagen. Den indeholder 24 typiske situationer, som medarbejderne møder i deres hverdag, og giver konkrete forslag til, hvordan dyderne kan bruges i disse scenarier. Eksemplerne dækker alt fra onboarding af nye medarbejdere til konflikthåndtering, ressourcefordeling og feedback.

“Dydsdrejebogen gør det hele meget konkret. Når vi står i svære situationer, kan vi slå op og finde guidance til, hvordan vi møder borgerne eller sparrer med hinanden på en måde, der er i overensstemmelse med dyderne.” – Lars Uldahl.

INTEGRERET DEL AF HVERDAGEN

En ny kultur i praksis

I dag er dyderne og DydsDrejebogen blevet en integreret del af hverdagen i Ydelsescentret. Medarbejderne oplever et stærkere fællesskab og bedre samarbejde på tværs af afdelinger.

”Der er rart, at dyderne er lavet på en måde, der gør dem nemt tilgængelige i hverdagen. For det er det, der gør forskellen i at få dem brugt eller ej.” – Medarbejder.

Ydelsescentrets rejse viser, hvordan man som kommunal organisation kan skabe en stærk kultur, der både løfter medarbejderne og gør en forskel for borgerne. For Lars Uldahl og Ydelsescenteret var dét at tage springet – fra det velkendte til det uprøvede – ikke bare et modigt valg. Det var et nødvendigt skridt for at udvikle og værne om en organisation, hvor mennesket altid er i midten.

Tidslinje

1

Meningsfuldshedsundersøgelsen skydes i gang

Undersøgelsen af organisationens facilitering af mening for de 105 medarbejdere viser en stærk forståelse af kerneopgaven og værdiskabelsen for borgerne. Men den belyser også et klart behov for en fælles kulturel rettesnor – fra on-boarding og sparring til personlig udvikling og feedback.

2

Arkæologisk undersøgelse ind i Ydelsescentrets kultur

Med et klart billede af organisationens kulturelle kardiogram, begynder Ydelsescentret en arkæologisk undersøgelse: Først bliver den ønskede kultur rammesat af ledergruppen gennem en workshop, hvor det overordnede dydsunivers fødes. Herefter mødes de 105 medarbejdere til en  heldagsbootcamp, hvor de underliggende adfærdsprincipper formes gennem tværgående dialog og dramapædagogiske øvelser. 

3

Lancering af Dyderne

De tre dyder tager sin endelige form: Vi støtter mennesker, vi løfter hinanden som mennesker, og vi vosker som mennesker: En trivsels-treenighed eller et kulturelt kompas der, med 9 underliggende adfærdsprincipper, hjælper medarbejderne med at navigere i hverdagens sparrings- og mødesituationer og sikrer en meningsfuld arbejdsplads indenfor tilhørsforhold, formål, personlig udvikling og lederskab. 

4

Udrulning af dyderne i hverdagen

DydsAmbassadører udvælges på tværs af samtlige teams. Gennem workshop og kontinuerlig dialog, trænes de inden for psykologisk tryghed og sparrer omkring dydernes anvendelighed i hverdagens mange korridorer. De finder frem til behovet for et fælles værktøj til forankring af dyderne i hverdagen sammen med +100 kollegaer.

5

Strukturel forankring af dyderne

Gennem sparring med DydsAmbassadørerne skabes DydsDrejebogen – et hverdagsværktøj, der guider medarbejderne gennem 24 møde- og sparringssituationer med det rigtige mindset og dydsuniverset for øje. Herefter trænes ledergruppen i gode greb indenfor proces- og mødefacilitering. Voluntas hjælper med at bygge fiskestangen, så Ydelsescentret kan fange sine egne fisk i det lange løb.  

6

 Meningsfuldhedsundersøgelsen udrulles på ny, og dyderne testes

Til efteråret udruller Ydelsescentret den årlige Meningsfuldhedsundersøgelse. Udover værktøjets faste fokus på driverne af mening i hverdagens korriderer, tilføjes skræddersyede spørgsmål om dyderne: Om de 105 sjæle i huset kan spejle sig i formuleringen, og i hvor høj grad, de reelt støtter medarbejderne i arbejdet. 

Weaving meaning into the fabric of sustainability

Weaving meaning into the fabric of sustainability

Meaningful Organizations

Weaving meaning into the fabric of sustainability

In a quiet corner of central Denmark, the hum of machines in Ege Carpets’ factory is not merely the sound of production; it is the rhythm of a deeply meaningful journey. Since its founding in 1938, Ege Carpets has been creating textiles that are as beautiful as they are functional. But in recent decades, the company has embraced a mission that transcends aesthetics—a commitment to sustainability and meaningfulness that touches every thread of its work.

Ege’s story begins with an ambition as audacious as it is inspiring: to design carpets that respect the planet and enrich the lives of those who create and use them. By the mid-1990s, this ambition evolved into action when Ege began systematically reducing its environmental impact. From minimizing water consumption to transforming waste into raw materials, the company’s efforts culminated in products certified as cradle-to-cradle—a stamp of ecological rebirth.

But sustainability at Ege Carpets was never just about environmental metrics. As Morten Albæk argues in One Life, true meaning lies in integrating our work and our existence into a coherent whole. For Ege, this meant ensuring that their journey toward sustainability was as much about people as it was about products. How could their employees feel a genuine connection to the company’s purpose? How could leadership become a source of inspiration rather than mere instruction?

Nicolai E. E. Iversen

nei@voluntas.com

Jacob Mittun

jmi@voluntas.com

Jeppe Fischer

jfi@voluntas.com

Situation

Ege Carpets, a Danish carpet manufacturer since 1938, sought to align their timeless designs with a future of sustainability and meaning, embracing both environmental responsibility and employee well-being.

Challenge

The company faced the dual challenge of drastically reducing their environmental footprint while ensuring their employees found purpose and alignment in their work—a delicate balance of innovation and human connection.

Solution

Ege implemented groundbreaking sustainability practices, such as using recycled yarns and cradle-to-cradle certification, while embedding their virtues—beauty, respect, and quality—into every aspect of leadership. Through initiatives like their “Meaningfulness Survey,” they ensured alignment across their team, creating a workplace driven by purpose and pride.

The answer lay in crafting a strategic narrative—a story that wove together Ege’s virtues of beauty, respect, and quality. These virtues were not abstract ideals; they became the foundation for nine leadership principles, carefully designed to align every decision and action with the company’s higher purpose. As one employee put it, “If the job makes sense, people are much more likely to stay.”

In the heart of this human-centered approach was a bold innovation: the annual “Meaningfulness Survey.” Unlike traditional performance reviews, this survey asked employees a profound question: Does your work feel meaningful? The results were not just metrics for HR; they were reflections of the company’s soul. Leadership teams used these insights to act as role models, embodying the values they championed.

For Ege, sustainability and meaningfulness became two sides of the same coin. Around 40% of the yarn they use now comes from recycled materials like fishing nets and old carpets. Their carpet backings are made from used water bottles. These innovations are not just environmentally conscious; they reflect a broader philosophy that waste is not just a physical byproduct but a missed opportunity to create something new and better.

The results have been transformative. Ege Carpets is not just a workplace but a community where employees feel seen, valued, and aligned with a larger purpose. Clients, too, are drawn to Ege not just for their products but for the story behind them—a story of resilience, creativity, and responsibility.

Like the patterns of their carpets, Ege’s journey is rich and intricate. It is a story of how a company can redefine success—not as profit alone but as the creation of beauty, respect, and quality in every aspect of its being. It is a reminder, as Voluntās often emphasizes, that the most profound success is one that harmonizes with the planet and the people who inhabit it.

Ege Carpets has shown us that it is possible to weave meaning into every fiber of our work. Their story inspires us to ask not only, “What are we making?” but “Why are we making it?” In answering that question, we might just find the threads that make life truly meaningful.

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The Dreams of the Youth 2024

The Dreams of the Youth 2024

Meaningful Societies

The Dreams of the Youth 2024

Voluntās has supported The Tuborg Foundation in conducting a comprehensive and representative study titled “Unges Drømme 2024” (The Dreams of the Youth 2024), providing deep insights into the dreams, hopes, and concerns among 1,507 young Danish people aged 16 to 29. 

Key Findings:

  • Young people dream of starting a family: When asked openly, their main dreams revolve around having children, finding a life partner, and creating a loving home. Supporting this conclusion, 64% of respondents ranked “spending time with close relationships” as either their first or second most meaningful activity in life.
  • Young people want less pressure and perfection in education: Many young people dream of an inclusive education system with less performance pressure. When asked broadly to suggest one initiative for a hopeful future, most focus on rethinking education to reduce stress and better prepare them for life, including teaching practical skills like personal finance, taxes, and digital literacy.
  • Young people are concerned about climate and war: The climate crisis emerged as the top concern for 27% of respondents, followed by fears of war and global instability (17%)
  • Mental well-being and welfare are most important to prioritize: When asked about various areas, 62% of young people believe that “Mental well-being and welfare” should be the top priority. Additionally, just under half of young Danes consider the most important areas to be “Human rights” (48%), “Physical well-being” (46%), “Climate change, sustainability, and biodiversity” (46%), and “Education and research” (44%).

Nicolai E. E. Iversen

nei@voluntas.com

Jacob Mittun

jmi@voluntas.com

Rasmus Hjalgrim

rhj@voluntas.com

Situation

The Danish foundation, Tuborgfondet, wanted to better understand the aspirations and concerns among young people across the country to shape initiatives that truly resonate with them. They partnered with Voluntās to conduct an extensive survey involving over 1,500 young people between the ages of 16 and 29, aiming to explore their dreams for the future, the issues that matter most to them, and how these vary across different demographics.

Challenge

The challenge lay in ensuring that the findings accurately represented the diverse voices of Danish youth while also uncovering the deeper patterns in their hopes and concerns. There was a need to gather not only quantitative data but also meaningful qualitative insights to provide a full picture of their perspectives. 

Solution

Voluntās developed a research design that included both survey questions and open-ended responses, allowing young people to express their individual views. To maintain neutrality, Tuborgfondet’s name was kept anonymous during data collection, ensuring the responses were free of potential bias. With data analysis and in-depth interpretation, Voluntās provided a clear, representative narrative of what the future looks like to Danish youth.

The Tuborg Foundation provides opportunities for young people to collectively create a hopeful and sustainable future. The Tuborg Foundation was established in 1931 to benefit society, with a particular focus on supporting Danish businesses. Over time, this purpose has been translated into concrete actions, with respect for both the founder’s intent and the current societal challenges and opportunities that shape the foundation’s work.

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