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Presentation of the results of the interview with Renato Roldo.

The interview with the project manager, Renato Roldo, was held on May 16, 2020, in Portugal and it's in the appendix of this work.Due to the coronavirus, Renato Roldo is living in Portugal for about 5 months. Renato Roldo considers himself a passionate person for life, knowledge, sustainability, traveling, diving, cooking, photography, and many other things. (appendix 1, question 2) Working and living for about 13 years in China, he is a person who accepts the differences in communication style between his country of origin, Portugal, and where he lived, China. (appendix 1, question 12) Having different cultures in the workplace in Renato's opinion has a positive impact.(Appendix 1, question 18) Living in an international and multicultural environment made him more tolerant to the differences (appendix1, question 6) So far, he loved the experience. Working and studying in such an intercultural environment has been highly beneficial for him. (appendix 1, question 30) We observe that, in general, internal communication develops through skype, team meetings, Wechat, Zoom, Webex, where professionals join the company (Appendix 1, question 22). The main barriers in communicating with foreigners are related to the language because although everyone masters a common language, words have different meanings, culture to culture. During the interview, Renato Roldo revealed that the official language most used in the company in Beijing is Chinese and that he has a basic knowledge of the Chinese language that allows him to communicate daily verbally with Chinese colleagues and friends. Also mentioning that he uses the Wechat application to write messages in characters. (appendix 1, answer 11). Therefore, in order to overcome barriers of this order, it prefers communication face to face, to understand in the expression whether the person understands the information provided or not, or whether or not you feel frustrated. Renato has revealed to us that he prefers face-to-face contact, then a cell phone, and finally email. (appendix 1, question 7) As specific communication tools for foreigners, Renato says that there are good ways to have difficult conversations. As he is the project leader in a team mainly composed of Chinese, and not being a barrier at all, he communicates with all elements in the same way of his team regardless of their nationality. Renato Roldo believes that it is important to constantly maintain open communication to keep the environment stable. The company hosts a program that consists of the evaluation of an annual performance cycle and in addition to this evaluation, it is common practice for the company to regularly give feedback to each other, at least quarterly. This process makes the company embrace a transparent and open office culture. (appendix 1, question 19). Renato also stresses that the fact that most members and their Chinese colleagues have had previous experiences either working or studying abroad and/or working for other international organizations and companies before working with him, does, in his opinion, make their cultural differences can be overcome more easily. As well as the fact that Renato Roldo has been working with Chinese and multicultural teams for thirteen years. (appendix 1, question 20). Regarding the recruitment of foreign workers and the skills, they must be, one of the main skills your company is looking for is the ability to overcome the language barrier. (Appendix 1, question 18) Recruitment is done through internal human resources professionals. (appendix1, question 29). Over the years he gained strong skills to manage himself (with strong self-awareness) and that helps him to manage other and manage teams effectively. In Portugal, people prefer to work for a team most of the time, and Renato Roldo also assumes that preference but as he mentions, as part of the teams, there is a lot of work that each of us is assigned individually. They also used to work as part of virtual teams where some members of the team seat in China and others seat elsewhere around the world. (appendix1, question 15) Formal communication is the sharing of official information about the workplace. It is dictated by the established hierarchical organization of the business. Comparing with Portugal communication style of China is more formal (appendix 1, question 9) and Portuguese also uses more body language.( appendix 1, question 10). According to Renato Roldo, the working structure has to be very good, stable, and professional. So it seems natural to be more formal. These projects are big scale projects and complex. The typical projects are multi-year projects (3+ years)and multi-million euros projects (typically something between1 Million and 10Millions euros each project). They also work with an international network of professionals that are spread around Europe and Asia. Renato Roldo referred that they have a structure with Project director,Team leader, key experts, short-term experts, project managers, financial controllers, administrative support,accounting, communications, logistics, etc. (appendix 1, question 21) Renato Roldo highlights that it's important to communicate correctively, frequently and openly with people. The most important elements are trust and respect. His teams need to fell motivated and fired up by the work they do at all times.(appendix 1, question 22) According to the attitude of people in Portugal toward climate Renato Roldo affirms that the majority of the population understand the seriousness of climate change and support actions that can mitigate that. He mentions that the Portuguese Government approved recently the 2030 Energy and Climate Plan and they have a roadmap to make Portugal Carbon Neutral by 2050. (appendix1, question 24) There are no differences with the attitude of China toward climate change in the past decade, but according to his opinion, the challenges are bigger because the scale of the problem is bigger due to country dimension and population. Even though he refers that China ha been a key actor to push forward to the multilateral agenda to fight climate change under UNFCCC.(appendix 1, question 25). Furthermore because they primarily in projects related to climate change, sustainable development goals, clean energy, and the environment he affirms that there is a strong sense of purpose of the work they do and the sense that in our own way they are contributing to a more prosperous, just and sustainable society. (appendix1, question 21) For foreign employees, and about the considerations of challenges in an environment workplace, if they join the company specifically for people who have lived outside their country of origin, as is the case with Renato Roldo, his considerations reflect the importance that he gives to the feeling of stability. For him, for example, making the space where he lives in China as comfortable as possible, with a personal touch, and always staying in the same habitation is a priority and contributes to having that feeling (appendix 1, question 5). Despite considering that it is sometimes difficult to overcome the physical/geographical side of distance, due to IT tools and the possibility of traveling frequently, they can be easily overcome (appendix 1, question 4) In terms of actions to promote effective communication with foreign employees, or multicultural teams, Renato Roldo, considers that being a good listener and being able to verbalize your ideas in a clear and structured way. You need to adjust your communication style to different audiences. According to Renato Roldo, and about challenges for a foreign in and international environment, a person needs to understand well the cultural context to be able to adapt the communication style. (appendix1, question14) The fact that he has been Chinese teams and multicultural teams in China for over 13 years has made that communication possible. And that is the most important factor that allows him now at the time of COVID-19 to be able to manage his team successfully and remotely from Portugal for the past 5 months. ( appendix 1, question 20) . The company set a contingency plan as early as mid-January and have been adapting it as needed and implementing it since the beginning of the pandemic. To Renato Roldo, after the events of Covid-19, the communication between the organizations that he works is already changing, but they are adapting very well to changes, in his opinion it will not be a problem. Renato affirms, doesn't fear the change and ,mentions "We will deal well with the new normal whatever it means and might look like"(appendix 1, question 28 and 27)

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