Leading consulting group with a 360° approach
In 2001 the company decides to simply call itself "COWI A/S".
COWI's first acquisition is Kampsax in 2002, another consulting company with expertise in the areas of geographical information and IT.Later the same year, COWI acquires the leading Norwegian consulting company Interconsult, which subsequently drops its name and falls under the COWI AS brand.These acquisitions, which almost double the number of staff, are part of the company's business strategy of ensuring that COWI is recognised as a leading consulting company in northern Europe and selected countries in Central and Eastern Europe.
COWI is also recognised internationally as a market leader within specialist fields including major bridges, tunnels, marine structures and development planning.
The company continues to grow outside of Denmark. With 13 subsidiaries around the world, from Tanzania to the United States, COWI has 3,500 employees and is the 14th largest consulting company in Europe.Its companies in Russia and Hungary excel in the fields of planning and socio-economics, and COWI is one of the main providers of political analyses for decision-makers within the European Commission in Brussels.
Alongside traditional projects involving the development of the physical infrastructure, the company is increasingly asked to carry out assignments that centre on capacity building and human infrastructure, the labour market, welfare and health.As a result, a growing number of human sciences graduates can be found among the engineers in the company.
The early COWI – Ostenfeld & Jønson – began by building for industry. And the COWI of today is a turnkey consultant, specialising in industrial mergers, development, business, finance, IT, strategic risk management and structural design.COWI has a number of customers in the public sector for which the company analyses systems, such as environmental tax systems and financing opportunities involving the private sector.Here, COWI acts both as a professional analytical consultant and a professional process consultant.
COWI does not come out unscathed when the global economic crisis enters in 2008. However, many governments specified infrastructure and sustainability in their stimulus packages, and protecting the climate and adapting to climate change are both at the top of the international agenda. Given that all these areas feature strongly amongst COWI’s core competencies, COWI is in a position to face the economic crisis with moderate optimism.
COWI consolidated the position on the global market by taking over the Swedish company Flygfältsbyrån (FB) in 2009 – COWI's biggest acquisition ever. The company had a head count of 750 employees and that made COWI a company of more than 6,000 employees.Together with COWI’s former company in Sweden, FB now makes up the Group’s sixth region.
2010 is the year in which close to 20 per cent of COWI's employees become co-owners of the company. This is an important step towards making COWI a company wholly owned by COWIfonden (the COWIfoundation) and forging the employees even closer to COWI.Accordingly, COWI restructures the organisation, consolidating the regions and streamlining from the previous six down to four regions, and consolidating its three strongest international specialist leader services (ISLs) to create COWI’s first major business line, Bridge, Tunnel and Marine structures.COWI's ISLs have never before been more highly placed on Engineering News-Record’s lists of the world’s leading consultants, and many of COWI's business areas have achieved top ranking.