AU Class
AU Class
class - AU

Society First! Maximizing Social Value Through the Built Environment.

+3 more
このクラスを共有
ビデオ、プレゼンテーション スライド、配布資料のキーワードを検索する:

説明

The decisions we make when building and maintaining the built environment can create or destroy value. Now, more than ever, there’s a greater focus from public policy and project procurement on the delivery of value to the stakeholders that matter most—people and nature. This panel discussion will explore how the prioritization of social value will impact selection of future public investments and projects, as well as the supply chain contributors that can work on them. We'll discuss types of social value achievable in the built and natural environment, along with how organizations can prepare themselves to maximize the social impact that they make on the world and the communities they serve.

主な学習内容

  • Discover the transformative industry practice of social value delivery.
  • Discuss the social, environmental, and economic outcomes achievable through the built environment.
  • Learn about how connecting people, projects, and data can deliver better outcomes for society.
  • Learn about using the industry drivers for social value delivery to build a business strategy for change.

スピーカー

Video Player is loading.
Current Time 0:00
Duration 1:00:38
Loaded: 0%
Stream Type LIVE
Remaining Time 1:00:38
 
1x
  • Chapters
  • descriptions off, selected
  • en (Main), selected
Transcript

CHRIS CROME: All right. Welcome, everyone. Good morning. If this is your first session of the day, then welcome to Autodesk University.

For everyone else, welcome to our panel discussion today. It's titled "Society First! Maximizing Social Value in the Built Environment." So the format for our panel discussion today, we're going to do some intros to get you introduced to our panelists. We're going to do some scene settings, so setting some context around social value, why it's so prominent, and what it is, more importantly.

We're going to look to get introduced two ways. So please, have your smartphones ready. There's going to be details on the screen, just so we can learn a bit more around the people that we've got in the room, and then we will lead directly into our panel discussion. So on that point, Roni, would you like to introduce yourself, please.

RONI DEITZ: Sure. Good morning. My name is Roni Dietz. I work with Arcadis, and I am the Global Innovation Manager, leading our portfolio across water, energy, environment, sustainability, and climate, and I am based in New York City.

ANN WOULFE: I'm Ann Wolf. I'm with Mott MacDonald I'm based in the UK. My role is I'm the digital lead for our UK in Europe business, so looking at how we bring the best of technology, data, information, and how we deliver our projects and what we're taking to our clients.

AMY KING: And I am Amy King. I am the CEO of Pallet Shelter. We make transitional shelter communities for people displaced by disaster and homelessness across the US, and we're based out of Washington state.

IAN MCGREGOR: Hi. I'm Ian McGregor. I'm at Autodesk. I lead a team of consultants out of the-- I'm based in the UK. My background is in civil engineering, and I'm here to learn about social value, probably, as much as someone you are in the audience as well.

CHRIS CROME: Thank you, Ian, and my name is Chris Crome. So I'm a Customer Outcome Executive at Autodesk. I'm really pleased and privileged to be your host for this session. So Ian and I work together quite a lot, in Autodesk, and in my role as a customer outcome executive, I work with our customers and primarily our users around the purpose of their adoption of technology.

And a lot of the time, I'm asking us and them this question-- so why should we digitally transform? And I think digital transformation is going to be a really common term and phrase that we hear throughout Autodesk University, this week, driving digital transformation. And for our customers, our users, this can take form in different ways. It could be, what is the logic or rationale in upgrading to the latest version of your Autodesk software and utilizing the latest features and functions? Or it might be more enterprise scaling of new business processes, technology systems.

So digital transformation is ever present these days in what we do, but why should we digitally transform? I think a very common feeling of digital transformation is around the difficulty in identifying what success really is. What is the purpose for your digital transformation? And I think that's what's driven our engagements recently is helping our customers to understand the outcomes that they're trying to drive through digital transformation.

Outcomes can really come in different forms. So working with those personas, we see a lot of people who are looking to use technology to drive productivity. So that might be trying to deliver the same but with less. Utilizing less resource, less time, and maybe it might also account for new service offerings, so generating new revenue streams for your organizations.

But it's quite primarily led by fiscal opportunity, and that's quite common in the built environment as well. When we're considering what the business cases are for new interventions, new projects, whether it's social or economic infrastructure, quite often, we'll see phrases like the one on the screen. "1 pound of infrastructure construction raises economic activity by 2.84." So a lot of justification in business cases takes on the economic form.

But I've fallen in love with this quite simple quote from [INAUDIBLE] but one which is, I think, really succinct and powerful "Economic growth accompanied by worsening social outcomes is not success. It is failure." And that's led us to explore the types of social outcomes, which we can drive and really aspire for in the built environment.

I think more commonly understood these days are the UN Sustainable Development Goals, and these SDGs really are trying to drive a universal purpose of ending poverty, of protecting the planet, and of creating an environment where all people can thrive and prosper together. So UN SDGs, quite well understood an international level.

But what we are seeing is that, below the international level of SDGs, that we're seeing different stakeholders within AC defining their own sets of social outcomes, their own sets of objectives that they have for the work that they do. So as an example, in the UK, the UK government released a set of social value-- a social value model, which is defined under five themes-- so COVID-19 recovery, economic equality, climate change, equal opportunity, and well-being. So behind each of these five themes, there are clear outcomes, clear success metrics, trying to get a lot more deliberate in the work that they procure, the people that they hire, and what they're aspiring for.

So in the US, there's the US DOT Equity Action Plan, which in a similar vein, defines four themes around wealth creation, interventions, power of community, and expanding access. And behind all of these clear sets of outcomes and clear key performance indicators, the impact that they want to make through procurement through design and construction and operation of assets.

So we're seeing a change in mindset. This is a graphic from the built environment model by the Infrastructure Projects Authority, and it's trying to take a top-down approach to our strategies for investment, procurement, and the design, construction, and operation of our assets. So if you're able to see the graphic clearly enough-- if not, I'll walk you through it-- what we're seeing is a top-down approach, where societal outcomes-- so the impact that we want to drive by the decisions that we make-- are our top and key driver in decision making.

These social outcomes should inform our priorities, in terms of the value that we want to generate through our decision making, and that then is manifested in the design, construction, and operation of our built and natural environment. So our priorities take a top-down approach, but the value generated at the very bottom level flows all the way back up to the personas that matter the most regarding our social outcomes. So we're seeing a real shift in our approach to the decisions that we make.

And I've already gone through that introduction and already mentioned quite a few different terms. And what we just want to do by kicking off this panel is try and untangle some of this terminology and better understand from our panelists what social value means to them and their organizations. So if we go down the line Roni, would you like to start?

RONI DEITZ: Sure. I love this slide with social value outcomes, because I think there's so many different ways that you can really think about creating social value and the different dimensions, from social, to economic, to environment. When we think about social value and we think about the projects that we work on at Arcadis, it's really about contextualizing where you work and what that community needs. Engaging that community, not coming in and assuming that you're the expert, right off the bat, but rather learning and listening and understanding what's most important in that community?

And then from the start, ensuring that we've developed a program as part of our projects to meet those goals and to derive those outcomes. And making sure that, whether it's something about equity and thinking through those equitable outcomes, or how we can provide better accessibility, affordability of water, things of that sort, we're really embedding that into our design process to drive these social value outcomes along the way.

CHRIS CROME: Thank you, Roni. We'd like to go along the line, Ann.

ANN WOULFE: That was really good. I'm learning from that. This is part of it. This is continuous learning about how people put that contextualization on it.

So to me, I'm in this industry. I'm a Civil engineer, civil structural. I spent my early career in coastal and port engineers. So there was always that element of resilience and adaptation being very core to the design that I was doing.

So that is part of me making that social outcomes and social value quite relatable to the work that I do. So even though now at different times people will phrase this as this high level kind of flourishing systems and flourishing built environment, or even the UN SDGs, but that isn't really relatable to people who are designing a roadway. So there's different levels, and it's very important for me that I'm in this industry because I want to have an impact on society. But day to day, I have to relate that at a different level.

So for me, social outcomes has to take different levels, different layers, in order for everyone to appreciate that they're having an impact on somebody's life, even if it's a little bit removed from what they see day to day.

CHRIS CROME: Thank you, Ann. Amy?

AMY KING: For us at Pallet, we take a very different bottom-up approach. So we start with the folks that are impacted and that we want to serve. So more than 80% of our staff that work with us and design and manufacture our products are people with lived experience in homelessness, addiction recovery, and the criminal justice system, here in the domestic US. And our products are a byproduct of their thinking and their communication of what their needs are.

So we develop our outcomes and our social value determinants based on what they tell us they needed, when they were homeless or in the justice system or what they think others coming after them might need. And what's really interesting about our model, we then go out and build communities, whole communities for people that are marginalized, in cities across America. And as we do that we're learning a lot about the intrinsic nature of that built environment and how it impacts people's access to opportunity, not just housing, but also jobs and opportunities for wealth generation and things like that. And we're realizing how different it is everywhere, and they're really, the determinants that we've set in terms of KPIs and managing social value, are wonderful.

But I think your eyes can tell you that we're not meeting the needs, and data might look nice and look like we're making progress, but you walk around a city, even this city, and realize that it's not working. And so we really skip the data to that extent and go straight to the people and say, you're more than a data point. What is it that you need? We want to hear from you. Tell us, and then we modify models to fit that. So very different approach for us, very boots on the ground.

CHRIS CROME: Thank you very much. So great to get that context, I think leading into our next section, where we wanted to better understand the people and the understanding that we have in the room. So we've put our faith in technology, and we're hoping that you'll be able to access this Slido that we have on the screen.

So please, feel free to use the QR code. If not, in your browser, you'll be able to search for Slido.com, and within Slido.com, you'll be prompted for a reference. That reference is AU 2022 social value, and whilst you're doing that, I'll hand over to Ian who's just going to lead us through this Q&A and poll.

IAN MCGREGOR: Yes. So please, once you've done this poll-- we're going to do another one in a second just to help us understand and help our panelists talk better to you at the place that you're at. The idea is that this helps us facilitate this conversation, but we want it to be a two-way conversation. We'd like you to participate in, potentially, asking some questions or feeding back on what you're hearing from our panelists.

And so after we complete the two polls, please, stay on Slido. And switch over to the Question and Answer tab, and you'll be able to ask questions. But even if you haven't got a question, you can participate by voting up your favorite question.

So my role here is to sit here on my iPad. I'm moderating the questions, and I'll publish them. So that you can see them back, and then you'll be able to handle them. And I'll pick up the favored questions and post them and, perhaps, interject into the discussion, if that makes sense. OK?

CHRIS CROME: Thank you very much. I can see the numbers coming in. 97 of you have already voted, going up now, so thank you very much. The result should be on the screen. I think 66% of you currently are-- Ian and I aware of the term looking to better understand its application in the built environment.

IAN MCGREGOR: I like the fact that there's a few people here who've developed some organizational strategies. So we have--

CHRIS CROME: Excellent.

[INTERPOSING VOICES]

Intelligence for our next panel.

IAN MCGREGOR: Yeah. We want to know who you are, because we'll invite you up here next time.

CHRIS CROME: So thank you. Fantastic. These results will continue to come in, I'm sure, but we can tick over to the results of the next poll. So the next poll question should now be active in your browser. So theoretically, we should start to see the results coming through. Yes.

And I think appreciating the results from the last poll, if some of you are aware of the term of social value, looking to understand how best it relates to you and your role. Delivering social value, you might feel that you're not particularly strategically aligning around delivering it now, but that might be your opportunity, based in your current role or the organization that you're in. So your opportunity to deliver social value would put in that top bracket as well.

Defining social value might be those setting strategies, creating social outcome frameworks, even engaging communities and understanding the priorities. Procuring social value, you might be a client who has the opportunity to procure and deliver social value. I think that's quite telling, the results we have there. So thank you very much. I think it's good to assess where you are in terms of the audience, and we can tick on to--

IAN MCGREGOR: So Chris, just gives us confidence. There's questions already coming in, and people are voting on them. So do flick over to that Q&A tab. OK?

CHRIS CROME: That's brilliant. Thank you. So in the meantime, if you do lose track of the details, or you want to re-access the Q&A, then please do use the QR code on the screen. The details are at the bottom as well, but we'll extend the question then.

So we talked a bit around what social value is, introduced this top-down approach. It's clear that engaging the people and engaging the communities is also important, but are we seeing a change? Is this a new thing? Why does this seem to be a bit more apparent now? Amy, is that a topic of conversation you can expand on?

AMY KING: Yeah, sure. So yeah, I think it's definitely a popular topic right now, social value, for obvious reason, especially here. I can't speak to the global opportunities, necessarily, but in the domestic US, again, you can look around you and see that what we've done to date isn't working, especially as we think about the built environment.

I think we're seeing a lot of questions, which is great and we love to see, around urban planning and design, how we build housing, how we think about infrastructure access to transportation, water, energy, things like that. And a lot of, systemically, a lot of folks have been marginalized or pushed out, and we're seeing now the outcomes of that marginalization, and that looks like homelessness. It looks like justice system involvement. It looks like a lot of things, lack of access to education.

And so I think this is a really popular common topic, and it should be. And we should talk about it more, in terms of how can the built environment be adjusted in such a way that there is equal access opportunity for everyone. Right? And so when I think about specifically things like housing first-- we were talking about this before-- and some methodologies that we've used here and have been perverted in the US as an advantage to developers, we want to think about how we can provide social value for everyone through mixed income development. And thinking about diversifying our built environment to be inclusive and getting people access to each other. So those are the areas that impact who we work with and what we do.

CHRIS CROME: Thank you. Does anyone want to expand on why social outcomes or value or impact seem to be more prominent now?

ANN WOULFE: Yeah. So we've had quite a discussion about the terminology here. So you'll hear us saying social values, social outcomes, social impact as at the name of the thing. And I think in the context of this conversation, we're generally talking about similar things.

So at that level, where that slide that came up earlier that Roni put together, those are all in the bucket. Right? They're all relevant. They're all us, you adding value in what you're doing every day to people in society, communities, in different ways.

Probably, what's helping now to bring it up a level of understanding is that there's frameworks around it. So top down, the UN SDGs have really put some solid some guidance and targets for people to point to. So it's acceptable to point to those in what you do.

Bottom up is a different approach. I think, Amy, you've just covered a lot of the methodology for bottom up and getting into the communities, and in the middle is there's people who need to relate the two. So when you're designing a bridge, you're not just putting a piece of steel, sticking a piece of steel to another piece of steel. You're actually allowing communities access to jobs, access to opportunities, access to other opportunities.

When you're designing a piece of software, it's improving somebody's digital literacy. So there's loads there in what-- and it was really encouraging to see something like 70% say that they were delivering social value, even though it's a relatively new term and people define it differently. But the understanding that what people are doing every day actually is delivering social value, but it's really useful to have a look out for those frameworks that explain it, put those bits into buckets.

There's a framework that I see some of my colleagues have developed, which they put five buckets together, which is accessibility. Are we allowing the users to influence the design? So customer experience user experience.

Inclusivity, are we looking at equality, diversity, inclusion? Are we bringing in community input? Are we thinking of all of the people who might be impacted by that?

Empowerment, so a lot of you might be creating tools that will help communities themselves do more for themselves. So things like institutional strengthening, capacity building, gender empowerment. Resilience, so the climate adaptation piece is a big part of that resilience. Are we building places for people and their well-being? So do people have access to health, placemaking in cities?

Why, when you build a building, is there an area around it that is good for people to live in? So you're not building a concrete block, basically. So there's frameworks that help us put this into buckets now, that help us rationalize it and make it relevant to ourselves, and I think that's very helpful.

RONI DEITZ: And to build on that too, I think the why now and maybe the wrapper around all of this too, at least three things that I'm seeing. So first, climate change, we're all feeling it in so many different dimensions, whether it's I think we're all watching the storm that's looming around Florida right now or the record heat of Europe this summer or the unprecedented wildfires and rainfall. It's every dimension, but it's also impacting communities in different ways.

So you're seeing that it's not always fairly spread across. There's a disproportionate impact. So I think that is showcasing a bit, why we need to do better in social value. I think COVID-19 also just was that pressure cooker in terms of how we think about health and well-being in a totally different way. And you started to see where there really were gaps in what a community needed in order to thrive, in order to be successful.

And then sustainability, with this push towards, I think, a greater relationship and a greater demand from the consumer in terms of what is a product going to provide, or what do we need it to do? And having the tools and the means to connect with those companies.

When you think about social media, if I'm not happy with something, I can go to Twitter. And then you start getting a following, and something goes viral. And it's good. It's bad. But you have these different dimensions that allow you to now really say, social value has to be front and center in how we address these really challenging topics in a way that I don't think was really as front and center, even a few years ago.

CHRIS CROME: Fantastic. Thank you, and I think if we interpret some of the results that we got from the poll, I think a lot of the people in the room were aware of the term that we're talking about, social value, but looking to understand how they can drive greater impact in the built environment. So on that basis, how did you prioritize where you could-- what was your area of influence, your sphere of influence, and how did you prioritize where to drive impact? Amy, if I think about your organization, can you share your personal experiences to the need that you saw around unsheltered homelessness and what prompted you to engage in that?

AMY KING: Yeah, sure. So before we launched Pallet, my husband and I ran a construction company. So building permanent product, both market rate and affordable, utilizing folks coming from the justice system, primarily out of necessity. Because as you're probably all aware, there's a shortage of workers in the construction industry, a really dramatic one. And there's a number of reasons for that that I won't go into, because that's not what this is about. But there's a lot of really significant reasons for that.

And so we started, very much by accident, hiring people from the justice system and listening to and learning from them. And just being really intentional about understanding their needs in the built environment, because that's the world we operated in was building housing. So it's just organically manifested into, there's something missing from the marketplace. Let's create it, and oh, by the way, that comes with a bunch of jobs as well. And then we started really looking at and digging into the impacts of workforce development in building out societal outcomes and thinking about the social ramifications of job creation for people that are traditionally marginalized.

And I think, just to add on and build a little bit to what Roni said too, I think this is so relevant right now as well, because we love data. And we should love data, because it's helpful in framing and defining what we do. But data is people, and people are not the same. So it's really easy to define a problem with data, but know that not everybody fits in that box, and that's what we started to learn. And we started to really understand everything you do in the built environment, the designing, the engineering, the building itself, everything has an impact on people, and even the technology.

Technology doesn't work without people. So the more we think about how does the work that we do impact the people that we seek to serve with it, but also the people that are touching it along the way? What's that impact? That's your social value. Right? And we only really learned that from talking to people and stopping to listen. I don't know if I answered the question, but that's where it came from.

CHRIS CROME: That was fantastic. Thank you, and Ann, can we move it along to you? I've observed the Mott MacDonald social outcome framework that you've just introduced there, and I think you're absolutely right, that they are incredible opportunities for us to learn more about social value and social outcomes. Can you talk a bit more around how you prioritized the areas that you did, and I think the dynamic around finding those opportunities on the projects that your people work on.

ANN WOULFE: Yeah. So we have projects, clients, global organization, different sectors, water, transport, energy. We have an international development arm as well, and that's a different area. They are professionals at understanding the social outcome impact and designing to achieve that. They are very good at that.

In the transport utilities and the infrastructure sector, we're a lot less mature, actually. We're not measuring it as well. We're not doing it systematically, or at least thinking about it systematically and applying it.

So we have a team, and we have an internal focus, and we have an external focus. So it's services to clients, services around the whole range of climate. So that's a very strong piece, as it will be for most in the infrastructure sector. But we also have people who do services around gender empowerment and around placemaking. So it's across the whole piece.

So there's a little bit-- I'll probably just for now focus on what we do for clients and how we prioritize there. It depends what the client's objectives are. So it's really strong. What's the purpose? We have our own purpose, but that's a very internal thing. We know what's important to us, and our group purpose for 17,000 people includes the word social outcomes for society and the communities.

So it's core to us, and people are-- actually, the whole organization then relate that at that lower level to themselves. So that's very strong. But when we look at our clients, where to focus, it really depends on what the client's purpose, what their objective is and back to that [INAUDIBLE] thing. If the client's focus is economic, financial improvement, without that social side, then we just help them understand, help them get on that maturity.

There's no way that we can preach to them and say, you really should do that, because we've all come from a spot of not understanding the impact, and we're all in a bit of a-- sorry to use the term-- journey. But we're all-- you just can't preach to a client and say, you really should be doing everything on this framework. It really is for them to understand their business and pick what's important to them, and we can then match up against that.

CHRIS CROME: Fantastic. That makes perfect sense, and Roni, previously in our conversations, we discussed how you're involved earlier on in projects, maybe feasibility stages and phases. How does that influence or dictate the impact that you can have, and I guess are there any challenges around making sure that intended or planned impact does actually materialize, as you move through project phases?

RONI DEITZ: Yeah. So my background, and actually very similar to Ann, I come from a climate adaptation, coastal resilience background. And I think that being early on in that planning process really gives you the opportunity to leverage data, I hate to say it, and tools and programs that help to start to say what is the benefit that you want to provide and how you calculate and drive that benefit.

And we're at least seeing, in the climate adaptation space, more and more tools to help understand environmental justice. For example for the US, our Federal Emergency Management Agency, FEMA, who manages a large portion of the funds related to disaster recovery, both proactive and reactive, is looking to understand really how you can invest in those communities that need it the most.

And I think working with clients and helping them to understand where you not only get return on your investment but also a social ROI, in a lot of ways, is really critical. And something that, when you're involved early on, and when you start with the planning piece of this, and you start to say, let's look at alternatives, let's look and understand where we can get that greatest ROI in a couple of different dimensions, you can insure and drive those outcomes.

I do think that there's still a good amount of work to be done on the measuring piece of this and the post-monitoring piece. And noted that we do have these frameworks now, and that's certainly a first step. I think in 10 years, we'll be here saying, well, how well did those frameworks do, and how did we monitor it? Did we drive those right outcomes? So that's the one piece that I think, as these projects move to later stages of design and implementation, that we still can as an industry do better in terms of understanding how best to gauge social value.

CHRIS CROME: Fantastic. Thank you.

ANN WOULFE: Can I add on?

CHRIS CROME: Please, do.

ANN WOULFE: Just one of the frameworks there. So in the UK, last year, they brought out a social value model, which is a way of measuring it, but it is very much in the capital delivery phase. It doesn't look at that impact later in the operational.

So for the 100 years of a design life, It is a way of regulation coming in to say, you should measure it. You should demonstrate it. You need to demonstrate it in order to even bid. In order to get the job, you really have to have a position on how you're going to bring social value into the capital delivery phase. Right? So a first step, but there's still 100 years of an asset to then demonstrate that you're delivering social value for the next 100 years of that asset.

RONI DEITZ: We're seeing the tools. We're seeing the benefit cost analysis. To, say, receive federal funding for a project, you have to demonstrate that social value piece, and I'm loving that we're getting there.

We're not just saying, all right, reduction in damages in the climate adaptation world, but we're saying nature-based solutions. We're saying local job creation. We're looking at those other pieces. But then to your point, you have 100 years or longer for that asset, and did you really accomplish that next step? So agreed.

AMY KING: And all that too, to clarify, I'm not against data.

[INTERPOSING VOICES]

It's really valuable. It's truly valuable. My main point is that I think that data is often drawn from voices that are loud and often asked what their perceptions are. And there's a group of people that are marginalized from those data sets that we don't ask, and we don't follow up on what's the trickle-down effects of this asset in your community or to your community? It might be really useful for this community, but what about the adjacent community that's suffering from environmental injustice and separate it out from redlining or whatever. Right?

And so those are the things that I think, as we think about data, it needs to be very inclusive data. And we know for a fact that a lot of the data that represents marginalized communities is false and invalid, because we don't have enough people participating. Or there's a number of reasons, but that's all. I think data is very, very useful, but it needs to be more inclusive.

RONI DEITZ: A great challenge.

AMY KING: Yeah.

ANN WOULFE: There is one thing that I came across a few years ago. It's actually a Ted Talk by a woman called Tricia Wong, I think her name is, and she talks about big data, wide data, thick data. So and we've got big data all over the place now.

You're going to hear it all week. Everyone's going to be talking about the amount of data, the volume. How are we going to manage it? How are we going to visualize it?

But the wide data is what's happening in the industry, and the thick data is what's actually happening on the ground, so the listening, talking to people. Big data is fine, but it's not really telling you what's actually happening. It's just giving you an idea of what might be happening. But I recommend that it's just a short Ted Talk. It's really good.

CHRIS CROME: Yeah. Thank you. I just wanted to expand on a couple of comments that you made, actually, Ann, in terms of the Mott MacDonald's outcome approach. You have your internal view, which is your outcome framework, but then very much engaging with your customers, clients around the legacy impact that they want to generate and leave.

I'm curious, if we take another view of a persona, so internally your staff. So how does a focus on social impact affect your employees and colleagues and your overall organization? Everyone's free to answer.

ANN WOULFE: I'll take it first, but it has been a massive positive for us. People join the company because of our position on social outcomes, because it's in our external statement. People stay with the company, because they know it means something, that it's not just an external statement. It actually means something, and day to day, people talk about it.

So by having it as an external and a-- it's our purpose. Right? So it's in our purpose. It's an internal and external statement.

People look at that, and it is then repeated by the leadership. Right? And they mean it. They give it a platform. And so people understand that it's talking the talk and walking the walk, and it gives them permission to say, personally, OK, so I was probably, today, I might have been cleaning out loads of data, really boring task. But the impact of that data is on a person, on a community, on a group.

And so because it's really part of what we talk about in the organization, people stay. People join when they see it. Different parts, maybe different levels of their career, it might have different meaning. People stay, because they see it in action, and they have an opportunity to then work in those services for clients as well.

So it really works well for us, and I'd recommend it. Like if that's in your organization, the value of having it top down and bottom up really embeds it. And that's about three or four years in the making now, really accelerating that, and it's just taken a life of its own. Something-- it means, and it's very relatable to different people in different jobs as well.

RONI DEITZ: Just to quickly build on that, because I completely agree, top down and bottom up. And at our Arcadis, our mission is improving quality of life, and there's so many different dimensions that you can really take to that. But then from the bottom up, it also gives a place to really shape a voice, because there's so much that we're figuring out here.

So just one tangible example is we've created a climate equity working group, and it's been about three or four years. And it really started just grassroots of saying, how do we better integrate equity into our climate adaptation work? And we're now-- it started as a breakfast club, where just some folks grabbed coffee. This was when we were still in offices, but it's grown and evolved.

And now it's a weekly group that gets together across the nation, across the globe actually at this point, and sharing those best practices. And it gives a space to apply that then back to your work. And you don't have to be a self-proclaimed climate equity leader or expert or anything of that sort to come, to listen, to also contribute.

And there are so many different dimensions to it that I think we're all still unpacking, and it's evolving in real time. That I think it's also a place that it feels like you're getting a PhD, while you're in consulting. Like you get to deep dive into something entirely new, entirely unprecedented, and try it and see what happens, and know that you're being an industry leader in a space that desperately needs that leadership.

AMY KING: That's great. For us, it's same. I don't have a ton to add. We're very similar in terms of from all levels social impact is what we do. It's what we're about.

It's why people come to work at Pallet. A lot of organizations are struggling with workforce. We don't have that problem. Lots of people want to come and work with us, because they want to have an impact in their communities. And we have a long lineup of people who otherwise can't get work that are hoping to come and work with us, because they know we'll accept them, no matter what their background is.

But the people who come to work at Pallet come there because of our mission, and everything we do, even-- so strategic planning is an example. I'm a nerd about strategic planning. I'm obsessed with it. I make the staff do it all the time. They hate it. I think they secretly like it.

But when we do strategic planning, we don't talk about money, at all, ever. It doesn't come up. We only talk about impact, and then we layer the resources we need on top to achieve that impact later. It drives my finance people crazy, but they're getting into the swing of it too.

And it's interesting, because you can actually see-- and when we think about the societal impacts of measuring and valuing this social value concept, societal sustainability is directly related to economic sustainability, and we have often pulled the two apart. But the folks who are marginalized in your communities are the same ones who, if given opportunity, then become consumers and tax payers. And instead of users of systems, they become contributors to systems.

And so when we think about that from a social value perspective as well, it really drives that thinking around, I'm here to do a job. It has an impact on a person, who then becomes a contributing member of society, who has an impact on a person. And it becomes cyclical in nature. And we get to actually see the fruits of that every day. We get to go out into the field and see people who are coming out of homelessness and out of the justice system and improving and changing their lives, and it's incredibly rewarding.

CHRIS CROME: Brilliant. So I'm conscious, and I'm sure a question is on-- I don't know if other questions come in, Ian, but we'll see. I'm sure a question everyone has is that we're at a tech conference, we've talked a bit about data, but what role does technology and data have on driving impact? Do you have any stories to share?

IAN MCGREGOR: Just to elaborate on the question from the audience, we've got a load of questions. We've probably got way more questions than we're going to get to cover, which is great, because we wanted to start a conversation today. We're aware that this is an initiating point in this social value conversation. But some questions asked about what digital technologies would help you to understand the needs of a community? How would you go about doing that?

AMY KING: Interesting.

RONI DEITZ: I can just start with one example. So my frame of reference is very much water driven and flooding, and you think about digital twins, which is another term that we're going to hear a lot about this week. And it's not only for the asset side of things, but if you have, say, a digital twin of your sewer system or your stormwater system, and you have sensors, and you understand where that flooding is taking place and things of that sort, you can do a much better job in communicating flood risk and communicating where you need to evacuate. And starting to make plans to really ensure that you're not missing any group and that you can start to really curate the decisions that you're making in a more tangible way.

And this is something that we're seeing in New York City. They just released-- I think it was two years ago-- their first round of storm water resilience maps, and it was one of the first times that a city has really said, where do we see stormwater flooding? So not just the coastal side, but looking at a different dimension to flooding.

And now there's a question of where do you go, and how can you do even better, in terms of leveraging the data that you have? You have 311 data, which is public, data contributed back in terms of where they're seeing flooding. You can install sensors, and you can start to do different programs and pilots to understand the system even better.

And just an example of the types of tools that I personally-- sorry, touched the mic-- that I personally would love to see more of-- because you really can do better communications. You can do better education capacity building as well as doing improvements to your sewer system. So it's not only the capital side and the built asset, but also the education and capacity element of it that I think the digital and the tools would really support in that way.

AMY KING: Yeah. For us, I think technology has kind of two paths of benefit. The primary one is, similar to what Roni said, is more education, conceptualization. What we do in the field is a new idea, a new concept, and community adoption, as I'm sure you can imagine, is very difficult because of nimbyism. And so the ability to render and create opportunities to demonstrate and educate communities about what's coming and how it benefits them and what the alternative can look like, that's a huge win for us.

And then I'll be honest and say, when we first started the company, coming from construction, I was thinking the more manual work we have, the better. We need more manual jobs, and I have since changed my tune. I can be taught. And so I think the addition of technology to our production facilities has really helped us to think about adjusting our workforce model. In the sense of getting our folks ready for the digital age and thinking about how digital transformation helps them expand their work opportunities, grow their resumes, but they're still doing a lot.

They're doing manufacturing and construction still, but they're adding and layering technology on top of that and learning skill sets that they otherwise wouldn't have. And I think that's fantastic, and it allows us to be more efficient to produce more shelters for more people. So I'm on board now with that, for sure.

On the data side, I think it's really important, and we're starting to look right now at how we can create an integrated platform. That lets us pull all of our data that shows the benefits of workforce development and living wage jobs and what that means for career growth for our folks, as well as-- excuse me-- the social outcomes in the field, how those folks are being served and the opportunities that are being presented to them.

And thinking about data. When it comes to people that are marginalized, we often collect-- I'm not sure the word I want to use-- but really odd data. Like oh, someone was permanently housed, for example. You've probably heard that or seen it in the news everywhere.

There's we've had these many permanent exits from homelessness, and the reality is, usually that box is checked when someone gets a key to an apartment, but then we lose touch with them. We don't talk to them again. And the reality is, again, that's a person, and they need a lot more than just four walls and a roof. They need services. They need support. They need job opportunities, all those things.

And so now, we're starting to think about rethinking that data collection and the role that technology can play in helping us to access those transient populations that we often lose touch with, to find out long term how their well-being-- have they had access to health care? Do they feel safe? Do they have access to food, all the basic human rights that most people need to feel safe? So technology can be a great tool in accessing marginalized and transient populations as well.

ANN WOULFE: Yeah. I'll add to that. I just noted at what you described as like the data gaps. So it's great that we have all this data, but somehow, we need to use that to understand what the data gaps are and look at more data completeness. But the other thing, one example that we have, which is heavy on data, which is a piece of work that we've done in Bangkok.

So the Municipal Authority have to respond to big weather events. So big rainfall events, lots of disruption to the city. Where do they go first? How do they make the best decision with their emergency services to clear blockage, to know that it's coming?

So what we've done is we've put together a lot of data sets. We have a lot of access to weather data sets, which are easily procured. City mapping, so GIS, Geographical Information Systems, that sort of data. So several different data sets brought in together and an analytics layer on top of it. And then handing that information to the Municipal Authority, so that they can decide, when it does rain, that the impact on the people in the city is minimized.

So they know the rain is coming. They know which areas are going to get flooded. They in advance where to send the emergency services, whether it's to alleviate the flooding or whether it is to move people out of an area, if there's a particularly extreme flood event. And that is where the data really helps make better decisions.

So there is an economic impact from that, but probably, the more obvious one is for the citizens of the city. Whereas, a real social, less impact, they can get to work. They can get to their families. There's a real, tangible impact for them.

CHRIS CROME: Yeah. So I'm interested-- if we got an opportunity to close the loop on a conversation we had earlier. We mentioned, maybe early on in projects, our greatest opportunities to drive social impacts is in that capital phase. With digital twins-- and it is going to be a popular topic this week, I'm sure-- is that giving us more control to drive impact during that more operational phases?

RONI DEITZ: Yeah. I can start, and say that, going back to our favorite word, data, I think the more that we do collect and do understand the performance of those assets, the more that we are able to really improve the OpEx side of things. I just recently heard that this is, right now in the states, one of the first times that we're really seeing more investment in the OpEx side than in the capital side of things. Which lends itself to say we're doing a lot more renovation projects.

We're doing a lot more just restoration-type work. And through the use of I think so much of the tools and technologies that are emerging, when you think about sensors, IoT, other types of tools, we can really start to make better and smarter decisions throughout that lifecycle and that process.

And I think it also just points to leveraging, at least in the states, taxpayer in a lot of ways and a better way. Thinking about the multiple benefits that you can have from, when you do go to Capex and starting to invest, making sure that you're really finding that right piece of infrastructure to create that you're getting maximum benefit in those right ways.

So I do see almost a continuous feedback loop. If we're smart about it, in terms of how we take the asset data, how we start to really in the later stages of operations and maintenance, and then how do you connect that back to planning, and how do you connect that back to smarter decision making throughout the entire asset lifecycle? So definitely an opportunity in both the capital side but then the operations side, very much so on social value.

ANN WOULFE: Yeah. There's a very recent example on water resilience in the UK. We have a hosepipe ban. So just run out of water. There's less rainfall.

So that is a massive operational challenge for the water utilities companies. If they can understand where their leaks are, they have a little bit more water. If they can understand how they're managing it, how they're moving it, fastest way to get it to the people that it's needed, then it's adding resilience to a network that's already 150 years old.

So it's an old network, creaking. Where do you where do you repair first? What leak do you fix first? Who's at most risk? It's just better decisions.

RONI DEITZ: Just to quickly build, and then less energy, because you're not-- so less water loss, less energy, less chemicals used to treat the water. So it almost becomes cascading in a way, all of those positive benefits that you can really have through understanding where those leaks and gaps are in the system.

AMY KING: So my view is a little different, since I'm mostly in housing. But definitely, the capital stacks that we look at in relationship to housing have changed a lot, and we're looking a lot and thinking about that built environment in terms of investment, equal investment and equal access to opportunities. So by that, I mean we have overinvested for a very long time in low-income housing and response to the homeless crisis and affordable housing, and it hasn't really got us anywhere, if you look around.

So over the last decade, we have overinvested in this idea, and you have a lot of buildings. That asset costs a lot of money. The OpEx are not really getting the mental health services and the things that you need at the building to support the people that live there. They become trap environments, and we just perpetuate people's cycles of poverty right where they live, which is awesome. And we're just setting people up for failure.

And so I think there's a really interesting movement, and as we think about capital and investment and social impact investing, which is a really popular thing right now in America and I think across the world, as it should be, is thinking about housing in a whole new way. That creates more of a mixed income model with access to services, supports, child care, health care, the things that we need to thrive. And investing in the OpEx side to bring that to the housing, so that people have access to those things more readily and easily.

And how do we maintain and utilize structures that exist, since housing is so expensive, and construction is so expensive? So how do we think about that Capex in terms of a long term investment and maintaining it, making it usable for a long period of time, for a lot of people.

CHRIS CROME: Ian, would we like to invite another question?

IAN MCGREGOR: Yeah. So rather than just one question, there's a lot of questions around the measurement and quantifying social value. And there's some interest, do you have experience with tools of measuring it? And talk just talking about how would you know if you've been successful? Because I've measured it. Those, can you talk around that topic, perhaps?

AMY KING: That's a tough one. I'll be honest, that's a really tough question. I think from my perspective, yes. You can set your KPIs and your data points of what you want to know and understand in terms of your social value and your impact.

I think you've got to remain agile and responsive, because social impact, again, is working with people, and people evolve. And the world evolves, and the market changes. And things like COVID, you throw a curveball in, and everything just blows up. And your data might no longer be relevant, or you might need to make some adjustments to how you're collecting it and how you analyze it.

But I do think, again, social value is about the people. And so looking at the things that you're working on, how they impact the communities in which they operate. So that can look like economic benefit to your community. It can look like access to well-being and health care. It can look like engagement in services.

It just depends on where you're at. If you're working on infrastructure and transportation, how many people have access to that transportation? Does it get them to where they need to go? You can look at that in a variety of ways. So defining data that matters is up to you and your organization and should be mapped against what it is you're seeking to do and your mission, the impact you seek to have.

But there's a lot of data out there, as we talked about before, like a lot that you can leverage to your advantage. The question is, is it the right data, and does it fit the local community that you're in, or is it too broad? So those are things to think about.

ANN WOULFE: I would say that we're at very low maturity in terms of measuring it, and that's OK for now. That social value model that I mentioned earlier, that the UK government has brought in, I think it's just measured on what's your commitment of hours that you're going to put in to deliver social value on this capital project, hours. So hours of people's time is very basic, immature, and that's OK, at least that's just a starting point.

And then we've very little-- there's frameworks. So there's people who have experience of frameworks for measuring and evaluation frameworks. Probably the most mature level then, I mentioned earlier, was international development, where apparently, we're really good at measuring when we're giving funds to other countries where we think we're helping them, but didn't think we need to evaluate social value in our own societies. But the international development community link very, very well to the SDGs, and so their frameworks and evaluation methodologies are already linked. It's just that they're not in the context of a pipe network in the UK or bridges in the US.

So there's a bit of-- there's differences of maturity, and I would walk, if you're looking for one for what you're doing, I would just walk before you run. Just start very simple, and just accept that that's where it is. If you're not sure-- you might have loads of data, but if you're not asking the right question, you don't have the right data. So it's a bit of a loop to just increase that maturity and start basic.

RONI DEITZ: To just build I think on both those points, pick three. The social value outcomes are so broad, but work with your clients, work with your communities. Understand what's most important to them, and then figure out what metrics you're going to monitor. And when you're early on in that planning, start to identify how you're going to either get that data or talk to communities, check in, both looking look at the data but then ground truth, of course, and I think what we're saying here with the data piece today. But find three, and start small, and learn and refine and go.

And then I think as an industry, we all need to talk and share what works and also what didn't work. I think there's an example of just in terms of 311 data, which is what we use in New York City to report flooding or other types of just community issues. You see certain communities, the wealthier communities, who will report that more regularly. Whereas, lower income communities choose to not, because they either are late on bills, or they don't feel as though these problems ever get fixed in their communities, or some other reasons why they're not going and engaging. So maybe that isn't the right data set, or maybe you need to go, and you need a refine, or you need to change the ways in which you're looking and analyzing that information.

So I think it starts with goals and priorities. Find those guiding principles. Pick three. Have right metrics in place. And then, as Ann says, I think walk before you run and know that we all can collectively do better in terms of how we construct and refine these built assets.

AMY KING: And then I'll add one final thing. I think it's important too to think about quantitative versus qualitative, when you're thinking about impact data. So it's really easy to look as an organization and say, here's the volume of impact that we had, which is great and useful and definitely an easy thing to collect. But also think about the long term ramifications of that impact and the true qualitative aspect of that impact.

And what does it really mean long term for an organization? So as an example, there are great organizations doing wash-and-water provision all over the world, and they're providing systems for people to get access to clean water. And it's a huge benefit, and they can say, look, we gave clean water to all of these communities, impoverished communities. And a year later, they're no longer reaping the benefits of that, because those systems are now broken. And they don't have the technology or the education or the resources to fix the technology.

So think about, when you're thinking about data, collect what you're doing today, because that's useful, and you'll need that information to shape your impact framework, as you move forward as an organization. But think about what does that mean in a year, 5 years, 10 years, and have we set up our customers, our end users, whoever it is that you're trying to have impact on. Have we set them up for a long term success, and how do we measure that? What does that measurement look like? Because impact today might look like failure tomorrow.

CHRIS CROME: Thank you. I just want to take this opportunity to actually to plug the class handout. So in the AU app and on the AU website, you'll be able to access the class handout, which goes hand-in-hand with the panel today. And a lot of the frameworks that have either been mentioned or referenced and even methods for measurement, you'll find links to in the class handout. So you'll be able to go in and research and learn and scrutinize, maybe, some of the information that we have in there.

But otherwise, I'm conscious of time, and we're coming up to the end. So I think I want to set you the challenge of maybe, in a line or two. For those people in the room that are building their social value, social outcome capability and want to know how they can drive more impact, what would your recommendations be, just maximizing increase impact in your work?

AMY KING: It's a good question. I think find an organization that you respect and value that's doing this work, and ask them to help you. I think this is such, again, a popular thing, and there are lots of organizations that are trying to figure it out.

Don't flounder on your own. This is a great community, Autodesk, great community. Reach out to people that are doing like work or work that you want to be doing, and ask them to walk alongside you. I think that's a great way to start.

ANN WOULFE: I think one step is just to understand your own drivers of why you're in the industry and your organization drivers, and go hit that one first.

CHRIS CROME: Thank you.

RONI DEITZ: Yeah. I think both points are entirely spot on, and only to say that just try to start somewhere. You've already-- you're in this room. You've recognized the need for social value, and I think it's that place where it's human. We all can relate to it.

You don't need an expert degree in this. It's really how you work with your neighbor. It's how you work with your communities. It's how you work with your peers, and take a step in that right direction.

Find those partners. Think about where we need to get to, and know that it's within all of us to find that right outcome. So just knowing that we're having this discussion, and that there's more work that needs to be done. But by thinking about how we create a better community through our work, I think is already that first step.

CHRIS CROME: Excellent. Thank you so much, Ann, and I think that draws us to the end of our panel. So I can't thank everyone enough in our audience for coming and joining this session. Really appreciate you sharing your time with us.

And I think all credit to our panelists. Thank you so much. There's quite literally no panel without you. So thank you very much.

[APPLAUSE]

I think that this leads me to say, enjoy the rest of your Autodesk University. If you're interested-- I'll leave this slide on the screen-- in attending any further impact sessions at Autodesk University, there's a big long list here. It's not too late to swap out classes for these ones. So yeah, enjoy the rest of your week, and thank you very much.

Downloads

関連する演劇の話
______
icon-svg-close-thick

Cookieの設定

弊社にとって、お客様のプライバシーを守ることと最適な体験を提供することは、どちらも大変重要です。弊社では、お客様に合わせてカスタマイズした情報を提供し、並びにアプリケーションの開発に役立てることを目的に、本サイトのご利用方法についてのデータを収集しております。

そこで、お客様のデータの収集と使用を許可いただけるかどうかをお答えください。

弊社が利用しているサードパーティのサービスについての説明とプライバシー ステートメントも、併せてご確認ください。

サイト動作に必須:オートデスクのサイトが正常に動作し、お客様へサービスを提供するために必要な機能です

Cookie を有効にすることで、お客様の好みやログイン情報が記録され、このデータに基づき操作に対する応答や、ショッピング カートへの商品追加が最適化されます。

使用感が向上:お客様に最適な情報が表示されます

Cookie を有効にすることで、拡張機能が正常に動作し、サイト表示が個々に合わせてカスタマイズされます。お客様に最適な情報をお届けし、使用感を向上させるためのこうした設定は、オードデスクまたはサードパーティのサービス プロバイダーが行います。 Cookie が無効に設定されている場合、一部またはすべてのサービスをご利用いただけない場合があります。

広告表示をカスタマイズ:お客様に関連する広告が表示されます

Cookie を有効にすることで、サイトのご利用内容やご興味に関するデータが収集され、これに基づきお客様に関連する広告が表示されるなど、効率的な動作が可能になります。また、継続的にデータを収集することで、お客様のご興味にさらに関連する広告を配信することが可能になります。Cookie が無効に設定されている場合、お客様に関連しない広告が表示される可能性があります。

icon-svg-close-thick

サードパーティのサービス

それぞれの情報で弊社が利用しているサードパーティのサービスと、オンラインで収集するお客様のデータの使用方法を詳しく説明いたします。

icon-svg-hide-thick

icon-svg-show-thick

サイト動作に必須:オートデスクのサイトが正常に動作し、お客様へサービスを提供するために必要な機能です

Qualtrics
弊社はQualtricsを利用し、アンケート調査やオンライン フォームを通じてお客様が弊社にフィードバックを提供できるようにしています。アンケートの回答は無作為に選んだお客様にお願いしておりますが、お客様から自発的に弊社にフィードバックを提供することも可能です。データを収集する目的は、アンケートの回答前にお客様がとられた行動を、より正しく理解するためです。収集したデータは、発生していた可能性がある問題のトラブルシューティングに役立てさせていただきます。. Qualtrics プライバシー ポリシー
Akamai mPulse
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、Akamai mPulseを利用しています。収集する情報には、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. Akamai mPulse プライバシー ポリシー
Digital River
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、Digital Riverを利用しています。収集する情報には、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. Digital River プライバシー ポリシー
Dynatrace
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、Dynatraceを利用しています。収集する情報には、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. Dynatrace プライバシー ポリシー
Khoros
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、Khorosを利用しています。収集する情報には、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. Khoros プライバシー ポリシー
Launch Darkly
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、Launch Darklyを利用しています。収集する情報には、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. Launch Darkly プライバシー ポリシー
New Relic
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、New Relicを利用しています。収集する情報には、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. New Relic プライバシー ポリシー
Salesforce Live Agent
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、Salesforce Live Agentを利用しています。収集する情報には、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. Salesforce Live Agent プライバシー ポリシー
Wistia
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、Wistiaを利用しています。収集する情報には、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. Wistia プライバシー ポリシー
Tealium
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、Tealiumを利用しています。データには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. Tealium プライバシー ポリシー<>
Typepad Stats
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、Typepad Statsを利用しています。収集する情報には、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. Typepad Stats プライバシー ポリシー
Geo Targetly
当社では、Geo Targetly を使用して Web サイトの訪問者を最適な Web ページに誘導し、訪問者のいる場所に応じて調整したコンテンツを提供します。Geo Targetly は、Web サイト訪問者の IP アドレスを使用して、訪問者のデバイスのおおよその位置を特定します。このため、訪問者は (ほとんどの場合) 自分のローカル言語でコンテンツを閲覧できます。Geo Targetly プライバシー ポリシー
SpeedCurve
弊社は、SpeedCurve を使用して、Web ページの読み込み時間と画像、スクリプト、テキストなど後続の要素の応答性を計測することにより、お客様の Web サイト エクスペリエンスのパフォーマンスをモニタリングおよび計測します。SpeedCurve プライバシー ポリシー
Qualified
Qualified is the Autodesk Live Chat agent platform. This platform provides services to allow our customers to communicate in real-time with Autodesk support. We may collect unique ID for specific browser sessions during a chat. Qualified Privacy Policy

icon-svg-hide-thick

icon-svg-show-thick

使用感が向上:お客様に最適な情報が表示されます

Google Optimize
弊社はGoogle Optimizeを利用して、弊社サイトの新機能をテストし、お客様に合わせた方法で機能を使えるようにしています。そのため弊社では、弊社サイトにアクセスしているお客様から、行動に関するデータを収集しています。収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID などが含まれます。機能のテストの結果によっては、お客様がご利用のサイトのバージョンが変わったり、サイトにアクセスするユーザの属性に応じて、パーソナライズされたコンテンツが表示されるようになる場合があります。. Google Optimize プライバシー ポリシー
ClickTale
弊社は、弊社サイトをご利用になるお客様が、どこで操作につまづいたかを正しく理解できるよう、ClickTaleを利用しています。弊社ではセッションの記録を基に、ページの要素を含めて、お客様がサイトでどのような操作を行っているかを確認しています。お客様の特定につながる個人情報は非表示にし、収集も行いません。. ClickTale プライバシー ポリシー
OneSignal
弊社は、OneSignalがサポートするサイトに広告を配置するために、OneSignalを利用しています。広告には、OneSignalのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、OneSignalがお客様から収集したデータを使用する場合があります。OneSignalに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. OneSignal プライバシー ポリシー
Optimizely
弊社はOptimizelyを利用して、弊社サイトの新機能をテストし、お客様に合わせた方法で機能を使えるようにしています。そのため弊社では、弊社サイトにアクセスしているお客様から、行動に関するデータを収集しています。収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID などが含まれます。機能のテストの結果によっては、お客様がご利用のサイトのバージョンが変わったり、サイトにアクセスするユーザの属性に応じて、パーソナライズされたコンテンツが表示されるようになる場合があります。. Optimizely プライバシー ポリシー
Amplitude
弊社はAmplitudeを利用して、弊社サイトの新機能をテストし、お客様に合わせた方法で機能を使えるようにしています。そのため弊社では、弊社サイトにアクセスしているお客様から、行動に関するデータを収集しています。収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID などが含まれます。機能のテストの結果によっては、お客様がご利用のサイトのバージョンが変わったり、サイトにアクセスするユーザの属性に応じて、パーソナライズされたコンテンツが表示されるようになる場合があります。. Amplitude プライバシー ポリシー
Snowplow
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、Snowplowを利用しています。収集する情報には、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. Snowplow プライバシー ポリシー
UserVoice
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、UserVoiceを利用しています。収集する情報には、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. UserVoice プライバシー ポリシー
Clearbit
Clearbit を使用すると、リアルタイムのデータ強化により、お客様に合わせてパーソナライズされた適切なエクスペリエンスを提供できます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。Clearbit プライバシー ポリシー
YouTube
YouTube はビデオ共有プラットフォームで、埋め込まれたビデオを当社のウェブ サイトで表示および共有することができます。YouTube は、視聴者のビデオのパフォーマンスの測定値を提供しています。 YouTube 社のプライバシー ポリシー

icon-svg-hide-thick

icon-svg-show-thick

広告表示をカスタマイズ:お客様に関連する広告が表示されます

Adobe Analytics
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、Adobe Analyticsを利用しています。収集する情報には、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. Adobe Analytics プライバシー ポリシー
Google Analytics (Web Analytics)
弊社は、弊社サイトでのお客様の行動に関するデータを収集するために、Google Analytics (Web Analytics)を利用しています。データには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。このデータを基にサイトのパフォーマンスを測定したり、オンラインでの操作のしやすさを検証して機能強化に役立てています。併せて高度な解析手法を使用し、メールでのお問い合わせやカスタマー サポート、営業へのお問い合わせで、お客様に最適な体験が提供されるようにしています。. Google Analytics (Web Analytics) プライバシー ポリシー<>
Marketo
弊社は、お客様に関連性のあるコンテンツを、適切なタイミングにメールで配信できるよう、Marketoを利用しています。そのため、お客様のオンラインでの行動や、弊社からお送りするメールへの反応について、データを収集しています。収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、メールの開封率、クリックしたリンクなどが含まれます。このデータに、他の収集先から集めたデータを組み合わせ、営業やカスタマー サービスへの満足度を向上させるとともに、高度な解析処理によって、より関連性の高いコンテンツを提供するようにしています。. Marketo プライバシー ポリシー
Doubleclick
弊社は、Doubleclickがサポートするサイトに広告を配置するために、Doubleclickを利用しています。広告には、Doubleclickのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Doubleclickがお客様から収集したデータを使用する場合があります。Doubleclickに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Doubleclick プライバシー ポリシー
HubSpot
弊社は、お客様に関連性のあるコンテンツを、適切なタイミングにメールで配信できるよう、HubSpotを利用しています。そのため、お客様のオンラインでの行動や、弊社からお送りするメールへの反応について、データを収集しています。収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、メールの開封率、クリックしたリンクなどが含まれます。. HubSpot プライバシー ポリシー
Twitter
弊社は、Twitterがサポートするサイトに広告を配置するために、Twitterを利用しています。広告には、Twitterのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Twitterがお客様から収集したデータを使用する場合があります。Twitterに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Twitter プライバシー ポリシー
Facebook
弊社は、Facebookがサポートするサイトに広告を配置するために、Facebookを利用しています。広告には、Facebookのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Facebookがお客様から収集したデータを使用する場合があります。Facebookに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Facebook プライバシー ポリシー
LinkedIn
弊社は、LinkedInがサポートするサイトに広告を配置するために、LinkedInを利用しています。広告には、LinkedInのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、LinkedInがお客様から収集したデータを使用する場合があります。LinkedInに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. LinkedIn プライバシー ポリシー
Yahoo! Japan
弊社は、Yahoo! Japanがサポートするサイトに広告を配置するために、Yahoo! Japanを利用しています。広告には、Yahoo! Japanのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Yahoo! Japanがお客様から収集したデータを使用する場合があります。Yahoo! Japanに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Yahoo! Japan プライバシー ポリシー
Naver
弊社は、Naverがサポートするサイトに広告を配置するために、Naverを利用しています。広告には、Naverのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Naverがお客様から収集したデータを使用する場合があります。Naverに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Naver プライバシー ポリシー
Quantcast
弊社は、Quantcastがサポートするサイトに広告を配置するために、Quantcastを利用しています。広告には、Quantcastのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Quantcastがお客様から収集したデータを使用する場合があります。Quantcastに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Quantcast プライバシー ポリシー
Call Tracking
弊社は、キャンペーン用にカスタマイズした電話番号を提供するために、Call Trackingを利用しています。カスタマイズした電話番号を使用することで、お客様は弊社の担当者にすぐ連絡できるようになり、弊社はサービスのパフォーマンスをより正確に評価できるようになります。弊社では、提供した電話番号を基に、サイトでのお客様の行動に関するデータを収集する場合があります。. Call Tracking プライバシー ポリシー
Wunderkind
弊社は、Wunderkindがサポートするサイトに広告を配置するために、Wunderkindを利用しています。広告には、Wunderkindのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Wunderkindがお客様から収集したデータを使用する場合があります。Wunderkindに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Wunderkind プライバシー ポリシー
ADC Media
弊社は、ADC Mediaがサポートするサイトに広告を配置するために、ADC Mediaを利用しています。広告には、ADC Mediaのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、ADC Mediaがお客様から収集したデータを使用する場合があります。ADC Mediaに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. ADC Media プライバシー ポリシー
AgrantSEM
弊社は、AgrantSEMがサポートするサイトに広告を配置するために、AgrantSEMを利用しています。広告には、AgrantSEMのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、AgrantSEMがお客様から収集したデータを使用する場合があります。AgrantSEMに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. AgrantSEM プライバシー ポリシー
Bidtellect
弊社は、Bidtellectがサポートするサイトに広告を配置するために、Bidtellectを利用しています。広告には、Bidtellectのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Bidtellectがお客様から収集したデータを使用する場合があります。Bidtellectに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Bidtellect プライバシー ポリシー
Bing
弊社は、Bingがサポートするサイトに広告を配置するために、Bingを利用しています。広告には、Bingのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Bingがお客様から収集したデータを使用する場合があります。Bingに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Bing プライバシー ポリシー
G2Crowd
弊社は、G2Crowdがサポートするサイトに広告を配置するために、G2Crowdを利用しています。広告には、G2Crowdのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、G2Crowdがお客様から収集したデータを使用する場合があります。G2Crowdに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. G2Crowd プライバシー ポリシー
NMPI Display
弊社は、NMPI Displayがサポートするサイトに広告を配置するために、NMPI Displayを利用しています。広告には、NMPI Displayのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、NMPI Displayがお客様から収集したデータを使用する場合があります。NMPI Displayに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. NMPI Display プライバシー ポリシー
VK
弊社は、VKがサポートするサイトに広告を配置するために、VKを利用しています。広告には、VKのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、VKがお客様から収集したデータを使用する場合があります。VKに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. VK プライバシー ポリシー
Adobe Target
弊社はAdobe Targetを利用して、弊社サイトの新機能をテストし、お客様に合わせた方法で機能を使えるようにしています。そのため弊社では、弊社サイトにアクセスしているお客様から、行動に関するデータを収集しています。収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID、お客様の Autodesk ID などが含まれます。機能のテストの結果によっては、お客様がご利用のサイトのバージョンが変わったり、サイトにアクセスするユーザの属性に応じて、パーソナライズされたコンテンツが表示されるようになる場合があります。. Adobe Target プライバシー ポリシー
Google Analytics (Advertising)
弊社は、Google Analytics (Advertising)がサポートするサイトに広告を配置するために、Google Analytics (Advertising)を利用しています。広告には、Google Analytics (Advertising)のデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Google Analytics (Advertising)がお客様から収集したデータを使用する場合があります。Google Analytics (Advertising)に提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Google Analytics (Advertising) プライバシー ポリシー
Trendkite
弊社は、Trendkiteがサポートするサイトに広告を配置するために、Trendkiteを利用しています。広告には、Trendkiteのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Trendkiteがお客様から収集したデータを使用する場合があります。Trendkiteに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Trendkite プライバシー ポリシー
Hotjar
弊社は、Hotjarがサポートするサイトに広告を配置するために、Hotjarを利用しています。広告には、Hotjarのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Hotjarがお客様から収集したデータを使用する場合があります。Hotjarに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Hotjar プライバシー ポリシー
6 Sense
弊社は、6 Senseがサポートするサイトに広告を配置するために、6 Senseを利用しています。広告には、6 Senseのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、6 Senseがお客様から収集したデータを使用する場合があります。6 Senseに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. 6 Sense プライバシー ポリシー
Terminus
弊社は、Terminusがサポートするサイトに広告を配置するために、Terminusを利用しています。広告には、Terminusのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、Terminusがお客様から収集したデータを使用する場合があります。Terminusに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. Terminus プライバシー ポリシー
StackAdapt
弊社は、StackAdaptがサポートするサイトに広告を配置するために、StackAdaptを利用しています。広告には、StackAdaptのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、StackAdaptがお客様から収集したデータを使用する場合があります。StackAdaptに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. StackAdapt プライバシー ポリシー
The Trade Desk
弊社は、The Trade Deskがサポートするサイトに広告を配置するために、The Trade Deskを利用しています。広告には、The Trade Deskのデータと、弊社サイトにアクセスしているお客様から弊社が収集する行動に関するデータの両方が使われます。弊社が収集するデータには、お客様がアクセスしたページ、ご利用中の体験版、再生したビデオ、購入した製品やサービス、お客様の IP アドレスまたはデバイスの ID が含まれます。この情報に併せて、The Trade Deskがお客様から収集したデータを使用する場合があります。The Trade Deskに提供しているデータを弊社が使用するのは、お客様のデジタル広告体験をより適切にカスタマイズし、関連性の高い広告をお客様に配信するためです。. The Trade Desk プライバシー ポリシー
RollWorks
We use RollWorks to deploy digital advertising on sites supported by RollWorks. Ads are based on both RollWorks data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that RollWorks has collected from you. We use the data that we provide to RollWorks to better customize your digital advertising experience and present you with more relevant ads. RollWorks Privacy Policy

オンライン体験の品質向上にぜひご協力ください

オートデスクは、弊社の製品やサービスをご利用いただくお客様に、優れた体験を提供することを目指しています。これまでの画面の各項目で[はい]を選択したお客様については、弊社でデータを収集し、カスタマイズされた体験の提供とアプリケーションの品質向上に役立てさせていただきます。この設定は、プライバシー ステートメントにアクセスすると、いつでも変更できます。

お客様の顧客体験は、お客様が自由に決められます。

オートデスクはお客様のプライバシーを尊重します。オートデスクでは収集したデータを基に、お客様が弊社製品をどのように利用されているのか、お客様が関心を示しそうな情報は何か、オートデスクとの関係をより価値あるものにするには、どのような改善が可能かを理解するよう務めています。

そこで、お客様一人ひとりに合わせた体験を提供するために、お客様のデータを収集し、使用することを許可いただけるかどうかお答えください。

体験をカスタマイズすることのメリットにつきましては、本サイトのプライバシー設定の管理でご確認いただけます。弊社のプライバシー ステートメントでも、選択肢について詳しく説明しております。