A. The Oresund Bridge connects Denmark and Sweden. It runs from Copenhagen in Denmark to Malmö in Sweden. Before the bridge opened in 2000, people had to take a ferry or drive a long way around the coast. The new bridge improved trade and tourism between the two countries. The idea for a fixed connection had been discussed for many years, but the use of modern technology finally made this possible. Once the construction of the bridge was finished, it completely changed transport in the region. The Oresund Bridge is an important transportation link that not only connects two Scandinavian countries, but it also helps connect the region to the rest of Europe by providing a direct route for both people and goods.

B. The Oresund Bridge was built to make travel easier and to connect the two countries more closely. It has made commuting possible for people who work in one country but live in the other. In the 1990s, Europe was changing quickly and more countries were beginning to cooperate. The bridge became part of this new European network. Leaders also hoped it would help create a shared region across the Oresund Strait. This area now works like one large city in two countries. Since the bridge opened, the number of people travelling between the two countries has increased rapidly. The Oresund Bridge opened up new job opportunities for both countries.

C. The Oresund Bridge is not only a bridge - it is also a tunnel. The crossing begins with a bridge that is about eight kilometres long. It then reaches a man-made island called Peberholm. From there, the road continues under the sea through a tunnel that is four kilometres long. This design was necessary because the area is close to Copenhagen Airport. A tall bridge in this part of the route could have been dangerous for airplanes flying nearby. For this reason, engineers decided to build a tunnel for the final section instead of extending the bridge over the water. The bridge was also designed with safety in mind. This clever combination of bridge and tunnel makes the crossing both safe and impressive.

D. Building the Oresund Bridge was a huge project. Construction began in 1995 and took five years to complete. Thousands of workers were involved in building this engineering marvel. The tunnel was made from large concrete sections built in another location. These pieces were then moved and lowered into place under the sea. Peberholm Island was created from materials taken from the sea floor during construction. The bridge's towers are about 200 meters high, so special machines were designed to build them. There is even a special vehicle that drives under the bridge every day to check for damage. This machine can repair small problems immediately.

E. Many people worried that building the bridge might harm the environment. Engineers took special care to protect the plants and animals in the water. Over time, Peberholm island became home to more than 500 species of plants and animals, making it a lively place that scientists now study. The bridge cost around 4.5 billion USD and was financed through loans. Drivers pay a fee to cross, to help repay the loans. Experts believe the bridge will be fully paid for by 2030, and it already supports the local economy.

F. Every day, thousands of people cross it by car or train, making it a vital link for both nations. The bridge also carries internet cables that connect parts of Europe online. It became even more famous after appearing in the TV series The Bridge. Today, it stands as one of the few places in the world where a bridge turns into a tunnel. The Oresund Bridge is much more than just a structure - it is a symbol of friendship and cooperation between Denmark and Sweden. It shows how countries can work together to solve practical problems and improve daily life. Today, the bridge stands as an important example of modern engineering and international collaboration.

This is a story told by Howard Schultz, the former Chief Executive Officer of Starbucks.

Growing up in a poor neighbourhood in Brooklyn, New York, I never imagined that one day I would lead a global company. My family didn't have much money. My father had many jobs but they were all low-paying without security or health insurance. Things became even harder when I was seven. My father had an accident at work and couldn't move for weeks. Though he later returned to his job, we still had no money and no help. I became the first in my family to attend college, earning a scholarship through hard work and sports. After graduating, I joined Starbucks, then a small coffee company in Seattle that only sold coffee beans and some equipment. But everything changed in 1983, when I took a trip to Milan, Italy. The smell of roasted coffee beans filled the stores in Milan, the coffee there was expensive, the coffee machines cost even more. However, what caught my attention the most were small cafés on every street corner where people were talking, laughing and enjoying coffee.

I had an idea. What if we brought that culture to America? What if Starbucks coffee shop became a place where people could meet, relax and enjoy quality coffee? I shared my idea with the owners of Starbucks, but they didn't agree. They thought it was too risky. So, I decided to leave the company and open my own coffee shop. It was very hard at the beginning. I had to ask people to believe in my dream. I borrowed money to buy coffee beans and for training staff in order to treat customers well. Later in 1987, I returned to Starbucks and bought the company. I started to build the kind of coffee shop I had seen in Milan. It wasn't always easy. We made mistakes and I sometimes felt tired and unsure. But I always remembered that my aim was not to imitate Italians in America or just to gain a lot of profit. I wanted to build a company where employees were respected, had better health care and educational support and where everyone, not just the bosses, had opportunities. Even part-time workers at Starbucks could get health insurance and support for college education. Now when I manage the company, one of the things I'm most proud of is how we treat our partners - that's what we call our employees.

Later, when we opened shops in new countries, we tried to learn about local cultures and traditions. We didn't want to simply copy the same model everywhere. Instead, we listened to people in each country and tried to become part of their community. This helped us grow while still focusing on connection and respect. Today, Starbucks is in more than 80 countries. But for me, the success isn't only about the number of shops, employees or income. It's about giving people a place to connect and creating opportunities for others like the ones I never had as a child. Looking back, I often think about the seven-year-old boy in Brooklyn who watched his father suffer without support. That memory pushed me to build a different kind of company - one that cared for its people. I hope my story shows that it doesn't matter where you start in life. With vision, hard work and a little luck, you can create something meaningful that helps others too.