INSIGHT EQUALS SHARING
Results happen through people, not in isolation
Sisse Fjelsted Rasmussen CFO at Stark Group
A surprising half year By Jacob Schmidt, Owner and COO at twoHundred
The global pandemic has hit us all, some harder than others. Home offices, teleconferences and, in some countries, even curfews. But there seems to be a positive upward curve for the business communities, which under the circumstances, have adapted to the new conditions of doing business with great innovation, will and ability to overcome and survive. But what does this mean for companies and employees? What does everyday life look like when you have Corona as a risk factor that, after all, will exist still for some time in the future? We are in a situation where no one can be expected to have the answer to that question – we can only guess and prepare ourselves as good as possible. The road back to normal will be challenging – but with the great support we see and have seen from both speakers, conference participants and partners – we in TwoHundred – see a world that is connected. A community of senior businesspeople who, together with us – despite the challenge – want to share experiences, exchange knowledge and last but not least create opportunities to optimize their own businesses, processes and employees. Therefore, we are not only ready with 2021's Executive Forums for CSCO’s, CIO’s, CHRO’s, CMO’s, CISO’s and CFO’s, but also our Executive INSIGHTS magazine. Once again, we bring interviews with some of the Nordic region's absolute top business profiles, who are not only part of the INSIGHT magazine, but who are also speakers at the Executive Forums in the upcoming conference season. We have to acknowledge that the world and not least the speakers, participants and partners we communicate with every day – are in a very special "corona-influenced" state. A condition we want to respect and take very seriously in twoHundred. Enjoy the magazine and the conferences.
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Content Page 16
CVP, Strategic Sourcing at Novo Nordisk Page 24
EVP, Global Operations at Chr. Hansen Page 32
Frank Berg Rasmussen VP Global Supply Chain at Coloplast Page 42
Peter Cabello Holmberg SVP & CIO at Pandora Page 54
Thomas Okke-Frahm SVP & CIO at Vestas Page 56
EVP, Chief People & Corporate Affairs Officer at Schibsted Media Group Page 66
Hilde Vestheim Nordh EVP, People & Safety at Hydro Page 74
Maria Rosenkrantz Sundemo SVP HR Volvo Group Trucks Operations at Volvo Group
EVP People and Global Functions at Yara International Page 90
Karin Svensson EVP, People & Change at Tele2 Page 94
Sisse Fjelsted Rasmussen CFO at Stark Group Page 102
Thomas Brebøl Christensen Group CFO at DLG Page 110
Lars Troen Sørensen CFO at Danske Commodities Page 120
VP, Global Marketing at Vestas Page 122
SVP Group Brand and Communications at Securitas Page 128
VP, Sustainability, PA, Global Branding at Ørsted Page 130
EVP, Marketing & Communications at KLP
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SELECTED SPEAKERS FOR THE NORDIC EXECUTIVE FORUMS CSCO Christian KlÃ¸ve
Frank Berg Rasmussen
SVP, Global Operations
VP, Global Supply Chain
EVP Global Operations
CPO, Maersk Procurement A. P. Moeller Maersk
Asger S. B. Lauritsen EVP & CPO FLSmidth
CMO Christina MoltWengel
Helene Johansen Facchini
Jon E. Fornes
Torild Lid Uribarri
Former CMO, GN Hearing & SVP, Global Marketing
VP Global Marketing
Corporate Director Communication
SVP, Brand & Communications
Head of Marketing & Communications
EVP & Head of Group Communications
CMO & CCO
VP, Sustainability, PA, Branding & Marketing Ørsted
Charlotte Ejstrup Krogh-Jensen
Hilde Haugen Kallevig
Head of Marketing
VP, Head of Brand & Marketing
Head of Group Branding, Design & Digital Communication
Head of Marketing and Industries, Telia Global and Division X
Mikael Lenneryd CMO,
CISO Andy Powell
A. P. Moeller Maersk
Jannie Noer Mortensen
CISO & Head of Technology Risk & Compliance Coop Danmark
Niclas Jalvinger SVP, CSO & CISO TDC Group
CIO Christian Lyngaae Saugman
Antonietta Maria Mastroianni
ISS Facility Services
CIO Denmark & Northern Europe
Group IT Director
Global Process and IT Manager
SVP, CIO & Head of Digitalization
Rolf Einar Sæter
Peter Cabello Holmberg
Business Improvement & Technology Manager Norske Shell
Torbjørn F. Folgerø SVP & CDO Equinor
CHRO Thomas Grane
Elise Hauge Larsen
Laura Marie Larsen
CHRO & CIO
EVP People and Communication
EVP and Head of People, Culture & Communications
EVP People & Global Functions
EVP, Chief People & Corporate Affairs Officer
Schibsted Media Group
Jørgen Inge Ringdal
Hilde Vestheim Nordh
Maria Rosenkrantz Sundemo
Volvo Group Trucks Operations
SVP Global HR
Group EVP, Head of People
EVP People & HSE
EVP People & Change
Head of HR
Group EVP & CFO
Jesper Mølskov Høybye Group CFO
Michael Krabbe CFO
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Rune Sylow: "My speech is about reinforcing the cost focus and accelerating agility in the Strategic Sourcing function. I will, specifically, touch upon how increased specialisation is key to unlocking additional value to the organisation." 16
CVP, Strategic Sourcing at Novo Nordisk 43 years Education Rune Sylow has a Master of Innovation and Business Development from Copenhagen Business School.
Career Rune Sylow is CVP of Strategic Sourcing in Novo Nordisk. He has been with Novo Nordisk for the last 15 years in different jobs - always with a focus on improving the Strategic Sourcing of the company. Before Novo Nordisk, he has worked for Jebsen & Jessen in South East Asia and the Royal Danish Embassy in Singapore.
Private Rune is married and has three children in the ages of seven and 11. In his spare time, he likes to spend time with his family and practice road cycling. He grew up in HelsingĂ¸r in Denmark and now lives in Helsinge, also in Denmark.
• Novo Nordisk is driving change to defeat diabetes and other serious chronic diseases. • Novo Nordisk is a global healthcare company with more than 95 years of innovation and leadership in diabetes care. This heritage has given the company experience and capabilities that also enable them to help people defeat other serious chronic diseases: haemophilia, growth disorders and obesity. • Headquartered in Denmark, Novo Nordisk employs approximately 42,700 people in 80 countries and markets its products in around 170 countries and 30 million patients use Novo Nordisk diabetes care products. • More info on: www.novonordisk.com
Specialisation in Strategic Sourcing unlocks additional value How can companies increase their success when operating in ever-changing and volatile markets? For Rune Sylow, Strategic Sourcing is part of the answer by reinforcing the cost focus and accelerating agility through specialisation, and thus unlocking extra value to the organisation, in this case Novo Nordisk A/S. Rune Sylow has been part
cost base while simultaneously
But I think that the good old focus
of witnessing how Strategic
safeguarding sustainable business
on cost ca be further enhanced.
Sourcing, as a discipline, has
decisions. Additionally, they also
Indeed, it is still in fashion to focus
undergone a transition the recent
know our internal customers
on how to optimise and create
10 years in many organisations.
intimately as well as what creates
additional value of our huge
value for them. In doing so, we will
sourcing budgets. Moreover, in
Back in the days, the driver was
truly succeed in being the best
the very volatile markets, where
a need to take ‘cost out’ from
commercial sourcing partner to
many pharma companies operate,
sourced materials. In more
one cannot predict how the right
recent years, focus in many large
supply chain will look like in 10
organisations has been on driving
Reinforcing cost focus and
years. One next step for my area
‘value in’ as part of a broader and
is to strengthen the whole cost
more diverse agenda, including
Sustainable business is not
focus on top of our value-based
for instance sustainability, risk
something new to Novo Nordisk
sourcing. I call this being forensic
mitigation, delivery, quality
as it is also reflected in the
about cost; understanding cost
performance, and cost. In order
company’s ‘triple bottom line’
elements down to the tiniest
to respond faster and more agile
principle. This principle is applied
details. Something you can be
to increasingly volatile markets,
to ensure that business decisions
sure of that your suppliers do.
strengthening the cost focus and
balance financial, social and
accelerating agility in the Strategic
Another next step is to accelerate
Sourcing function are important
always keeping in mind the best
agility in the Strategic Sourcing
next steps according to Rune
interests of the patients the
approach, for instance when
Sylow. And specialisation is key to
establishing new supply chains as
succeed with this.
well as when expanding existing - A part of our value-based
supply chains to meet the market
- Five years from now, my
sourcing also includes early
organisation will be completely
involvement with our suppliers.
transformed into a specialised
Plus, that we have a more long-
Specialisation paves the way for
workforce that through
term, often 10-year, view in our
accelerated project management
sourcing strategies concerning for
Reinforcing the cost focus
and latest digital platforms keeps
instance our choice of suppliers
and being more agile are two
close tabs on Novo Nordisk’s
and the geographical locations.
important elements in the
transition that the Strategic
- We have established a digital
The right team is a game
Sourcing function in Novo Nordisk
sourcing platform from where
is undergoing. But how do they
we drive all our ‘go-to-market’
For Rune Sylow, the right team
activities, like for instance
is a game changer in order to
running auctions and quotations
bring Strategic Sourcing to the
- We need a higher degree of
for markets. These disciplines
next level. And leadership is an
specialisation in both roles and
are so important for us that we
important lever to this.
competences to be successful.
have decided to build a digital
Previously the most important role
competence centre in our own
- For me as a leader, it is all
has been the Category Manager
area. Analytics are another
about creating the best possible
who besides knowing the
important discipline, where we
conditions and environment for
category down to the last details
already now have a competence
my 65 people big team to develop
also took care of everything from
centre based out of India. Our
and perform their best – I truly
developing the strategy, collecting
colleagues in India help to crunch
believe the right team makes
the data, doing comprehensive
complex data and accordingly give
the whole difference for being
analyses, finding and introducing
recommendations to the Category
successful. Nothing beats talented
new suppliers to also handling
people with a strong purpose
the price negotiations as well
to work for. So, I continuously
as complicated contracts with
investigate how we can attract
complex legal implications. Over the years, we have realised that some of these disciplines have become more and more important, and thus require a higher degree of specialisation and aligned processes. Rune Sylow’s area started, a couple of years ago, to specialise and professionalise the discipline of negotiation and contracting. This included the establishment of a dedicated negotiation team
"... I truly believe the right team makes the whole difference for being successful. Nothing beats talented people with a strong purpose to work for."
working according to standards
and maintain the best possible team. Besides ensuring the best conditions and development for them, I also need to be ready to let them go when they want to pursue the next step in their careers. Supporting your talents in this will surely be paid back twofold as you hopefully will be known as a place where people can develop and grow, and thus be attractive for new talents. Rune Sylow has had many different leaders throughout his
enabling faster negotiations,
career, and they have all offered
thus supporting the whole agile
But where is the Category
him new inspiration and different
approach. This was the first step
Manager now? This role is still in
perspectives on how he could
of the specialisation transition
the centre of Strategic Sourcing,
develop to be the best version
and additional disciplines are
but instead of handling everything
of himself, which essentially has
now taken out of the Category
themselves, they will to a higher
brought him to where he is today.
degree have an overall role of orchestrating sharp specialised
Digitalisation enables faster
competences. This calls for an
upgrade of the management
Another specialisation area is
competences of the Category
digitalisation, meaning being
Manager, being the informal
able to capitalise on the latest
manager of the specialists.
digital platforms and understand
Additionally, the Category
how this can enable the Strategic
Manager still needs to know and
Sourcing function to drive better
understand our internal customers
and faster business decisions
in every aspect including what
across the organisation.
creates value for them.
Three pieces of advice 1. Make sure to build the best possible team around you. Nothing beats talented people with a strong purpose to work for. 2. Know your customers intimately as well as what creates value for them. Let that be your guiding star in everything you do. 3. Be forensic about cost. Sourcing is also a cost agenda, so make sure you understand every aspect of your cost base.
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EVP, Global Operations at Chr. Hansen 50 years Education Torsten holds an MSc in pharmaceutical science CPH, MSc in chemical research from UCL and a Diploma in brewing science
Career Before joining Chr. Hansen in 2013, Torsten held various leadership positions within the Carlsberg Group for 13 years. He is a board member of CO-RO A/S and ALTIA plc.
Private Torsten is married and has three children aged 14, 17 and 20. The family has called Copenhagen their home city for the past seven years after having been abroad for 8 years as expats living in Portugal and England. When Torsten is not working, he loves to read and watch a good movie and he defines himself as a true gadget lover. When it comes to staying both mentally and physically fit, Torsten ties his running shoes and hits the trails. He is a proud member of a running club called â&#x20AC;&#x2DC;Running 26â&#x20AC;&#x2122; and he expects that in 2020, he will pass the 45,000 km distance, which is equivalent to one round around the world. His passion for running does however not wipe out the love he developed for a great beer during his education as a brew master with Carlsberg.
Torsten Steenholt: "Motivate, train, communicate. Remember to share best practices. Be visible and listen."
Transforming global food systems – one microbe at a time For Danish bioscience company Chr. Hansen, tiny microbes – or good bacteria as they prefer to call them – are the true rock stars if you ask, Torsten Steenholt, Executive Vice President of Global Operations. On both a professional and personal level he finds it very meaningful to work for a company that can help address some of the problems that are facing our modern world. Food waste, antibiotic resistance and the need for more sustainable farming practices with less chemistry are all serious challenges. But they are challenges where Chr. Hansen’s good bacteria can be part of the solution by creating a sustainable food system from farm to fork.
Most people think of Chr. Hansen
and responsibility, to help shape
7,500 companies from all over
as a food ingredients supplier,
a more sustainable food system.
the world that were assessed.
which is not surprising since
A global food system where we
A corporation automatically
the company was founded on
can produce more with less and
qualifies for the assessment if it
industrialized production of
reduce the overuse of antibiotics
has a turnover above 1 billion USD.
rennet for cheese making in 1874.
and chemical pesticides. It is such
According to Torsten, the fine
Today, Chr. Hansen is still a front-
a strong and meaningful purpose
rankings are a result of a pioneering
runner and a leading player in the
and it motivates me greatly, says
approach to working strategically
food ingredients industry with 12
with United Nation’s Sustainable
production sites on four continents that run 24/4/365. Impressively, the company’s natural ingredients are consumed by more than one billion people every day. Doing well by doing good - At Chr. Hansen we believe that nature is the greatest scientist of all times, and we have almost 150
"Motivate, train, communicate. Remember to share best practices. Be visible and listen"
years of experience, studying and
Development Goals, as well as a testimony to the power of good bacteria; - I look very much forward to introducing the audience to the world of good bacteria, and how Global Operations plays a vital role for our global business. Reaching more than one billion people with our products every day requires
commercializing the brilliance
Chr. Hansen’s efforts within
a strong production set-up and
of nature. Many people do not
sustainability have been recognized
world-class supply chain.
associate bacteria with anything
two years in a row by the
good, but luckily science has
independent research company
Capacity expansions without
progressed tremendously in the
Corporate Knights, who announces
compromising on safety
past decades, and today we know
its Global100 list of the world’s most
Chr. Hansen has been on a steady
that good bacteria is nature’s
sustainable companies each year
growth journey since the company
own way of helping humans,
during the world economic forum
was listed in 2010, and in order to
animals and plants stay healthy.
in Davos, Switzerland. Chr. Hansen
keep up with a growing demand,
As a global leader in the food and
was ranked number 1 in 2019 and
the company has added close 100%
health we have the opportunity,
came in second in 202 among the
new capacity to its production
• Chr. Hansen Holding A/S (known as Chr. Hansen) is a Danish bioscience company that was founded in 1874 by pharmacist Christian Ditlev Ammentorp Hansen. • Today the company is led by CEO Mauricio Graber, is listed on Nasdaq OMX Nordic and employs around 3700 people across its more than 30 global offices and 12 production sites on four continent. • Every day, more than 1 billion people consume one of Chr. Hansen’s natural ingredients. • Chr. Hansen is committed to addressing global challenges such as food waste and the overuse of antibiotics and chemical pesticides with its natural microbial solutions. • The company was ranked as the world’s most sustainable company in 2019 by Corporate Knights during the World Economic Forum in Davos. In 2020, the company cemented its position in the world elite of sustainable companies by coming in second on the list.
network in the past 5-7 years.
asked what has worked well for
operations and supply chain
According to Torsten, one of the
him in building strong teams and
biggest challenges has been to
mobilizing people around a shared
drive a change in mindset while
goal, the message is clear;
flying. From a very entrepreneurial
- I would like for us be able to use digitalization as a way of predicting
organization to working more
- Motivate, train, communicate.
our manufacturing. As an example;
strategically on a global scale.
Remember to share best practices.
when we can use multiple data
Bringing people along in the
Be visible and listen.
sources and link the performance
process made the difference. In
of our products at our customers’
the same period the company has
He also stresses the importance
plants to our processes and then
managed to reduce work accidents
of passion for what you do
adjust and improve them.
by 90%, which is something that
professionally as a key lever for
Torsten is very proud of:
personal growth, which is again
Talking more broadly on behalf
a prerequisite for being able to
of Chr. Hansen, Torsten believes
- As a company with global
inspire people around you. For
that we are entering a new era
production sites and offices that
Torsten, working within operations
when it comes to food and health.
employ around 3700 people, we
and supply chain is the perfect
Chr. Hansen is an innovation
are responsible for creating a safe
driven company and research and
work environment. We have several
development have always been key
safety initiatives implemented to
- I have always been inspired
components of its business. The
ensure that safety always comes
by technology, engineering and
company possesses the broadest
first, and we track the effect of
chemistry. As a boy I loved to make
range of cultures and has access
such initiatives by measuring
all kind of experiments at home;
to almost 40,000 microbial strains
what is called Lost Time Incident
mixing solutions and making small
that can be developed into exciting
Frequency, Torsten explains.
explosions. What I really enjoy
new products for its customers.
about my professional field is the - In 2019 we had the lowest number
combination of people, business
- There is a shift happening in the
of incidents in the history of Chr.
and technology. You’ve got to
perception of how the food that
Hansen. A great achievement
master all three disciplines well and
we eat is produced, how we can
by all employees and definitely
once you do, you will understand
get more out of less and preserve
not an easy task when a big part
how to really add value in a global
the scarce resources that we have
of our employees have come to
on this planet while feeding a
work at sites that were literally,
fast-growing population. Those
because of the expansions, a huge
- Some of my major duties are to
are trends that Chr. Hansen is
construction site for a long time.
ensure that we constantly develop
well positioned to tap into, but of
the right capacity strategies
course we also need to adjust to
Leadership – a lifelong journey
for where to expand our global
what Industry 4.0 means for us as a
Torsten Steenholt has been in
presence in Chr. Hansen. We need
food ingredients supplier. We have
leadership roles for more than 20
to take many aspects into account,
already started to develop many
years and is very much aware of
like proximity of the customer base,
advanced automation and robotic
the impact a leader can have – both
investment costs and available
solutions. In the future, even more
positive and negative. Even small
people skills. In addition, I also
digital solutions based on big data
changes or encounters with an
need to constantly look for better
will automate several of our more
employee can create a big impact.
ways of doing things as part of our
analogue continuous improvement
Today, he leads an organization
sustainability journey. For example
with more than 1,000 people
choosing more environmentally
across four continents. He truly
friendly technology solutions.”
believes that all leaders need to take the responsibility that comes
with leading others very seriously
Talking about the future there is
and acknowledge that you can
no doubt that digitalization will
always develop as a leader. When
keep playing a key role in global
Leadership – a lifelong journey: "What I really enjoy about my professional field is the combination of people, business and technology. You’ve got to master all three disciplines well and once you do, you will understand how to really add value in a global operations function”
– Torsten Steenholt
Three pieces of advice: 1. Think big, start small and scale fast. Always have a strong vision for where you are taking your organization and allow people to experiment and share best practices. 2. Change before you have to – be versatile, listen, observe and act fast. It’s a highpaced world and leaders need to stay alert and create the foundation for managing change. 3. Invest in developing people and your organization – every day. High performing teams and a strong culture don’t come from nothing. Both are direct reflections of the effort you put in as a leader.
Frank Berg Rasmussen: "Throughout my working life, I have met an incredible number of interesting and inspiring people â&#x20AC;&#x201C; the value of a wellfunctioning team can never be overestimated."
Frank Berg Rasmussen
VP Global Supply Chain at Coloplast 53 years Education Frank Berg Rasmussen has a PhD in Physics from Aarhus University and participated in the Leadership Challenge Program at the IMD Business School in 2013. He has also attended the Scandinavian International Management Institute (SIMI), and various business and leadership programs.
Career Frank Berg Rasmussen has been with Coloplast for 17 years. During this time, he has been based in Denmark and China and has had leadership positions within R&D, manufacturing and recently supply chain. Frank Berg Rasmussen now holds the global responsibility for Coloplast’s end-to-end supply chain and is working on making the Coloplast supply chain more customer oriented, more agile and prepared for the future. Notably, Rasmussen featured as number ten on IDA’s Danish Dynamite Supply Chain Executives List 2019.
Private Rasmussen grew up in Jutland in the Vejle region. He has a wife and two children aged 15 and 18 years. When he’s not at work, Rasmussen likes to travel and cook.
• Coloplast develops products and services for people with very personal and private medical conditions. They call this intimate healthcare. • Its business areas include Ostomy Care, Continence Care, Wound & Skin Care and Interventional Urology. • Coloplast is a global company and currently has 13,000 employees, made up of 70 different nationalities. The company has 42 % female managers. • Coloplast’s mission is “Making life easier for people with intimate healthcare needs.” • Coloplast began in 1957 when Elise Sørensen, a nurse, conceived the idea of the world’s first adhesive ostomy bag. • Coloplast's headquarters is in Humlebæk, Denmark where it is led by the current CEO, Kristian Villumsen. 2018/19 revenue was 17,939 million DKK. • Coloplast is represented in 41 countries, has 8 production facilities and its products are sold in 139 countries.
Delivering a more agile and customer-oriented supply chain In an industry helping people with very intimate medical conditions, Frank Berg Rasmussen and his team has helped transform Coloplast’s supply chain into one which is more agile and customer-oriented. His journey has been one of experiences, challenges and achievements. “I wanted to come to a company with more focus on commercial business and with a history and product range that actually makes an immediate difference to people.” A time of transformation
In 2016, Coloplast brought
Indeed, Rasmussen says that
Coloplast develops products and
Rasmussen back from managing
making a real documentable
services that make life easier for
a factory in Zhuhai, China to
difference to individuals is one
people with very personal and
bring about transformational
of the biggest challenges in the
private medical conditions. As
change for Coloplast’s supply
industry both now and in the
Vice President of Global Supply
chain. And that is just what he
future. This challenge informs
Chain, Frank Berg Rasmussen
has done, transforming the supply
both the product range and the
and his team acts as a link
chain to be more responsive and
development and marketing of
between Coloplast’s commercial
organization (sales and marketing)
counts this transformation as his
and its operational organization
biggest professional success in
- Working closely with the people
(manufacturing, supply chain, and
who use our products, we create
"Working closely with the people who use our products, we create solutions that are sensitive to their special needs. We call this intimate healthcare."
solutions that are sensitive to their Making a real difference
special needs. We call this intimate
One of the things that Rasmussen
is most passionate about is making a real and lasting
Making a plan and sticking to it
difference to people who have
In addition to making a difference
had a hard time with their health.
to people’s lives, the industry
In fact, the potential to make an
faces more ongoing challenges.
impact on these people is what
Healthcare costs in all countries
inspired him to work for Coloplast.
are under great pressure, so in the
This outcome guides Rasmussen’s
medical devices industry there is a
work, and the task of ensuring
significant price pressure. What’s
customer focus in operational
more, healthcare products and
organization, is one which he
services need to be profitable
counts among his most important
for society and continue to be an
as VP of Global Supply Chain.
interesting prospect for investors.
Rasmussen has seen these
important to maintain and future-
challenges face to face since
proof a skilled, dynamic and
joining Coloplast in 2003. He
committed team of employees.
has held many different roles
He keeps his employees in mind
in research and development,
when making major changes,
manufacturing, and supply chain,
spends time with them and
and has seen a number of major
expects strong results.
structural changes. He understands the challenge
- Throughout my working life,
of implementing major changes
I have met an incredible number
in a good and proper manner
of interesting and inspiring people
in relation to the employees
– the value of a well-functioning
involved, while ensuring that the
team can never be overestimated.
business goes on and the risk is handled.
A future of lasting change
But Rasmussen knows what it
The main focus of Coloplast’s
takes to meet such challenges.
supply chain making a real difference to the people who use
"Throughout my working life, I have met an incredible number of interesting and inspiring people – the value of a wellfunctioning team can never be overestimated."
its products. Rasmussen knows what the challenges are, and he knows how to tackle them. Working in supply chain is a team effort and by inspiring his team to be the best they can be, they ensure access to premium medtech products. Although Coloplast has come a long way with the planned supply chain transformation, Rasmussen and his team wants to build further on this. With continued determination, the aim is to ensure that the organization reaches its long-term goals in their entirety – to create lasting change
He places great emphasis on ensuring a detailed, thoughtthrough plan and not least that it is executed down to the last detail. Indeed, delivering on agreed plans is a part of the job that Rasmussen is most passionate about. In addition, when any problems crop up, it’s important that both Rasmussen and Coloplast respond quickly and focus on the longterm journey they are on. Another key area for Rasmussen is the people that he works with. Throughout the years he has been passionate about working with talented people, and he sees it as
now and in the future.
Three good tips for successful Supply Chain Leaders: 1. Say what you do and do what you say 2. Delegate as much as possible and expect strong results 3. Spend time with your employees and your customers
Ivalua has helped 300 leading companies achieve a competitive advantage by strategically managing over USD 500 Billion in spend In the last few years, Ivalua has taken the European market by storm, earning itself a $1B company valuation and being marked as a leader in Gartner’s Procure-toPay and Strategic Sourcing Magic Quadrants. The Ivalua platform is unique in the industry, as it relies on a single code base instead of a patchwork of acquired technologies, giving customers a single view of their supplier landscape. What’s more, Ivalua is dedicated to listening to its customers and working alongside them to help foster innovation. By creating an industry-leading Spend Management platform and taking a customer-first approach, Ivalua has maintained a customer retention rate of 98%. As GM EMEA for Ivalua, Franck is at the forefront of driving Ivalua’s unique approach to procurement innovation. With a proven track record of helping start-ups to grow their business, driving M&A programmes and helping to transform companies from smaller players into leaders in their fields, Franck chose Ivalua because of the opportunity it presented.
“I wanted something different, something to demonstrate entrepreneurship, a scale up like Ivalua. My job has been to expand the business throughout Europe, with a new focus on helping Nordic businesses to manage spend effectively and improve efficiency, risk management and innovation.” A flexible approach to procurement For Ivalua, the most important thing to offer customers is the ability to manage all kinds of spend, and all kinds of suppliers, without compromise. “Before they came to Ivalua, all of our customers experienced the same problem, their procurement solutions were too rigid and not flexible enough to meet the customers’ specific needs. Either requirements were too complex, or valuable suppliers weren’t digitised or signed up to the system. Often, this ten per cent of suppliers who aren’t signed up to procurement platforms are the ones that deliver the mission-critical goods that count most for the business. At Ivalua, we support 100 per cent of suppliers and 100 per cent of spend. In many
cases, we are chosen because we are the only platform that can deliver the customer’s complex sourcing, direct materials and direct spend requirements. We are focused on helping businesses to advance and turn procurement into a competitive advantage” Some of the most innovative organisations are often those that
"At Ivalua, we are writing the book on how to leapfrog supply chain management. Sometimes, market leaders don’t want to follow the standard ‘best practice’ model – they are unique, far ahead of competitors, so why would they be inspired by industry standard procedures?"
GM EMEA at Ivalua Career
• Franck Lheureux is GM EMEA at Ivalua and has been with the company for more than two years. • Before Ivalua, Franck worked at supply chain management software firm JDA for ten years as Regional VP EMEA and was in charge of commercial activities for the region. • Franck started his career in French start-up soft solutions. He also worked as MD of Retail in France for the SAS institute, starting a retail and consumer goods practice from scratch. • In his spare time, he likes enjoying life with his family & friends, and playing on occasion.
Education • Franck has a master’s degree in Business Management, Marketing and Related Support Services from ESCC. • He also holds a degree in Business Administration and Management from Lycée Montalembert, DoullensHead of Retail and Distribution at Vodafone in London.
Ivalua • Ivalua was founded in 2000 to help companies unlock strategic value from a company’s spend and supply chain through Procurement. • Currently, Ivalua is led by Founder and CEO David Khuat-Duy and CEO for America and APAC, Dan Amzallag. • With joint headquarters between the US and France, Ivalua has more than 500 employees across more than 15 countries.
break the mould, defining their own way of managing procurement. Ivalua recognises this and works with customers directly to ensure that the solution meets every companies’ specific requirements. Our software is flexible, with the R&D team working directly with customers to absorb their complexity and help them to solve their unique problems. We listen to customers, helping them to innovate by meeting their specific requirements. We won’t force a customer to compromise their own best practice to fit with ours and limit their transformation. Instead we want customers to be free to innovate.” Another reason for Ivalua’s high customer retention rate is the clear view it offers customers of their own supplier landscape. “Other S2P firms use a patchwork of acquired solutions that prevent the holistic 360-degree view of supplier performance and don’t help to equip the CPO to see across the supply chain, and this is the value we bring.” A market of innovators As a team leader who has worked on European expansions for all of his career, Franck understands that the Nordics is a growth opportunity for the company. “Countries like Sweden, Norway, Finland and Denmark are incredibly advanced in their business practices,
and often lead the way in Europe by setting and achieving goals in everything from the use of robotics and AI to corporate social responsibility initiatives across the enterprise. Sustainability is the topic this year, and Nordics have been leading in this area and so many others for years. Ivalua can help companies on their environmental journey, helping to rank supplier performance based on complex factors like sustainability across the supply chain and beyond.
"We help companies to extend their lead in complex areas like sustainability by giving companies a unique 360-degree view of suppliers.This means they can better assess opportunities and risks within their own company, in their suppliers and even their suppliers’ suppliers, helping them to lead by example and set the standard for procurement and supply chain management in their industry." “We’re already serving customers locally in Denmark and Sweden, and I am excited to be driving Ivalua’s growth in a market where we can help companies to achieve their ambitious goals. I truly believe we will offer these innovative companies the capability to foster innovation, lead in their markets and encourage sustainability across their supply chains.”
Our customers include:
Peter Cabello Holmberg SVP & CIO at Pandora 50 years Education Peter Cabello is cand. merc. in data science from CBS and has an Executive MBA from the same school.
Career Peter Cabello came to Pandora in 2016 from a position as CIO in GN Store Nord. Previously, he has been Director of IT Operations with the Maersk owned shipping company Damco and Vice President of IT Operations with Carlsberg. He has furthermore held IT-management positions with ISS and IBM. The 50-year old CIO is responsible for 220 employees in Pandora's global IT organisation, where there are still 50 available positions that need to be filled. The main track in the IT-organisation's effort is data collection and analysis, as well as the exploitation of the millions of sales data points to optimize production, distribution, marketing efforts, and consumer experiences.
Private Peter plays Tennis and runs in his spare time. He is married to Carmen Cabello Holmberg, and together they have three kids being 8, 13, and 15 years old, respectively. The family lives in Jyllinge.
Peter Cabello Holmberg: "There were not many people who believed that a project involving a global IT-organisation was even possible."
• Pandora was found in 1982 by the couple Winniw Liljeborg and Per Enevoldsen. They operated a goldsmith in Nørrebro for three years before they expanded to importing and sales of jewellery from Thailand under the name Pandora. From here, the business grew steadily. In 2008, they sold 60% of the company. • Pandora is the world´s largest jewellery manufacturer, and the company produced 112 million pieces of jewellery last year. That corresponds to 280.000 pieces daily. The jewelleries are sold in over 100 countries across the globe through 7.700 retailers, including 2700 concept stores. Pandora employs over 30.000 people and generated a revenue of 22,8 billion DKK in 2018. • Pandora went public on the Copenhagen Stock Exchange in 2010. According to a brand awareness-research conducted by Pandora, the company achieved the title as the world´s most recognizable jewellery brand over the competitors Swarovski and Tiffany & Co. • Pandora announced a two-year transformation plan in February 2019, aiming to cut costs with 1,2 billion DKK in 2020 to invest heavily in the brand. Additionally, Pandora is currently undergoing fundamental changes in how the company operates globally.
Peter has transformed Pandora's global IT: "It has been the largest change management-task in my career." Pandora's 50-year-old CIO, Peter Cabello, has in just two and a half years created a global it-organisation from scratch. From having invested substantially in expanding capacity, the task will, in the coming years, be to streamline the organisation. In October 2017, Pandora's CIO
has built a global IT-organisation
- Pandora had experienced rapid
Peter Cabello Holmberg received
from the bottom up, outsourced
growth, and we had to realize that
praising words following a meeting
the operations, and implemented
everything needs to be built from
with Pandora's Board.
global ERP systems as well as a
scratch. Hence, A large part of the
stream of other global applications.
task was to ensure that people
The reason was that he had
were on board with the project,
successfully conducted a global
- The way Pandora's IT had been
IT-deployment, and a series of IT-
managed and operated until then
projects were finalized. However,
couldn't continue as it was too
When the CIO started in Pandora
it took one and a half years of hard
fragile and non-scalable. It didn't
in 2016, it was very limited in how
work and several tense discussions
have the necessary transparency,
employees in the IT-organisation
to succeed. At one point, the
and the costs were too high. The
knew each other across national
discussions even evolved into
costs proceed to be high. However,
borders. During a kickoff at
having a managing co-worker
that is because we are in the
Global IT in Frankfurt, Peter
shouting at him.
middle of a transition says Peter
Cabello Holmberg noticed that
Cabello and adds:
representatives from the different
- Several colleagues told me that
says Peter Cabello Holmberg.
countries were standing in different
they didn't expect me to deliver.
- It has been a huge change
corners without talking to one
One co-worker even said that he
management-task. Probably one of
was almost afraid of the pace with
the largest I have faced.
which we were heading, Peter Cabello explains.
- There were not many people who IT-management was divided
believed that a project involving
into every corner. The way the
a global IT-organisation was even
I am meeting the 50-year old
organisation was built before was
possible. So, we started behind
Pandora CIO in bright settings in
that each region managed their
before we even started, he says.
Havneholmen, Copenhagen. For
own IT. In other words, there were
the last two and a half years, he
no global IT processes, IT-systems,
The 50-year-old CIO launched a
has been working in these offices
or central places where IT projects
program for top management in
where he, amongst other things,
had to be approved.
the new global IT-organisation with
four modules and a final exam,
Exactly this approach has entailed
which the jewellery company will
to bind the employees together.
that the organisation at the
use to optimize internal design
In the span of a year, they were
beginning of 2018 had 280 projects
brought together five times where
in the pipeline. Peter Cabello and
they attended lectures for a couple
his team, therefore, had to sort the
- What many companies struggle
of days on project management,
projects and identify what needed
with is that their data on customers
root course-analysis, and change
to be delivered in 2018 and what
and transactions are stored in
management, where they were
could be postponed to 2019.
different places. We have made
tasked with building global IT as a
sure that the data is stored in a
case. In that way, they realized that
The acceptance of Global IT is
central database. We have not
we were facing a large task, says
in place, and Peter Cabello has
collected all the existing data yet.
Peter Cabello Holmberg.
achieved that the IT-organisation
However, we are not building
is now regarded as a key partner to
it anywhere else, which means
that we will be able to do quite
- It was vital that they were speaking in the same language
advanced stuff with artificial
that they had met each other
- It is expected that IT has an
intelligence and machine learning
and worked together. In the
opinion in which projects make
so that we can identify patterns
beginning, they were standing in
sense, and it is also expected that
that we cannot see today. This will
individual corners, but one year
Global IT can and will say no,
be our most important focus area
later, when they met for dinner and
going forward he says and adds:
champagne, they were all talking and laughing with one another. I wanted them to know each other and know what they can use each other for. And with that, we succeeded, he says. Discussions with the management board One of the other techniques that Peter Cabello used to make the employees accept the new ITorganisation was to turn down as few IT-projects as possible in the first one and a half years. However,
"I often think about what I would do if Pandora was my own business. It has helped me when I needed to make tough decisions."
this did not mean that it was a freefor-all.
- We are beginning to be able to measure how campaigns affect sales very precisely. For example, we can â&#x20AC;&#x153;geofenceâ&#x20AC;? our campaigns in specific cities or countries to see how they affect sales. Programmed Pac-Man-games as child Peter Cabello Holmberg has an extensive it-career behind him, which beyond a cand. merc. degree in data science from CBS, includes several IT-management positions. He has, amongst others, been
Data is the future
CIO at GN Store Nord, Director
One of the key areas that Peter
of IT-operations with the Maersk
- One of the first cornerstones
Cabello Holmberg and the global
shipping company Damco and Vice
we laid in our governance-model
IT-organisation must prioritize in
President of IT-operations with
was our demand-model. All
the coming years is to understand
investments must go through a
and apply customer data to offer
central demand process, where
customers the right products
The interest in technology has
there needs to be a business case,
and create a better customer
more or less always been around.
and then it was decided whether
experience. The data must
Peter Cabello Holmberg was so into
to allocate resources. Many
likewise be used to investigate
technology that he programmed
disliked the implementation of this
how Pandora's resources are
his copy of the well-known Pac-
process, but we made sure not to
applied optimally. Furthermore,
Man computer game when he was
say no so that we did not seem
there are many exciting initiatives
too bureaucratic since we needed
in the pipeline with for example,
everyone to accept that Global IT
augmented reality in Pandora's
- I had a Sinclair Spectrum-
was a great idea, he says.
stores as well as virtual reality,
computer (Sinclair ZX Spectrum),
Retail Transformation and Advanced Data Analytics: "We have many considerations regarding the customer journey in Pandora, and how we can apply data to create a better experience. The entire consumer experience and digital experience across our online store, as well as physical stores, is thus something that we are quite focused on. We are not entirely there yet, but I strongly believe that many others have similar considerations."
â&#x20AC;&#x201C; Peter Cabello Holmberg
which was the computer before
his goals this quickly because
thinking that the time would
the Commodore 64, on which I
of his competent team, but also
comeat some point, he says.
would program my games, and I
because he has been provided with
remember that I saved the games
resources to invest.
Retail Transformation and Advanced Data Analytics
on a tape recorder, he says with - We were allowed to speed up the implementation with consultants.
- We have many considerations
The great love for new technology
Amongst others, we made a fixed
regarding the customer journey in
and gadgets has not left him since.
price deal with the brightest minds
Pandora, and how we can apply
from Microsoft Consulting to avoid
data to create a better experience.
- I often check whether new apps
any subsequent extra charges.
The entire “consumer experience”
have arrived, and I curiously follow
Furthermore, we decided to hire
and “digital experience” across our
what my three boys are interested
the best consultants available for
online store, as well as physical
in because, after all, they are ahead
our factories in Thailand. It was a
stores, is thus something that we
on the technology front, says Peter
large investment, but we decided
are quite focused on. We are not
to commit because it was the right
entirely there yet, but I strongly
thing to do. Naturally, it is not a
believe that many others have
The 50-year old CIO has three
viable long-term option. However,
similar considerations, says Peter
boys who are respectively 8, 13,
it was a necessity to succeed with
and 15 years old with his Chilean
our ambitions, says Peter Cabello
wife, Carmen. He was raised
in a completely Danish family in Taastrup with his mom, dad,
In the coming years, the 50-year
and big sister. Hence, it is from
old CIO and den new global IT-
Carmen that he took the Spanish
organisation will contribute to
sounding last name “Cabello”.
Pandora's growth ambitions.
The parents were independent
However, the jewellery company
business owners with a wholesale
ended in 2018 as the poorest
business in Roskilde with about 15
performing stock in the Danish
employees that sold industrial tools
C25-index. The stock lost 56
for larger projects, including the
percent of its value, and more than
Storebaelt-bridge, amongst others.
40 billion DKK disappeared into thin
The parents’ work as independent
air. Furthermore, it was announced
business owners can be credited to
that a company-wide cost-saving
how he conducts business today.
initiative would commence in 2019. Therefore, a main task in the
- I often think about what I
coming years will also be to reduce
would do if Pandora was my own
costs, which the CIO is not trying
business. It has helped me when I
needed to make tough decisions, says Peter Cabello Holmberg. How do you feel about cutting Made the money succeed
costs? I suppose that it is more fun
The 50-year old CIO is not afraid
to invest and build something than
to admit that there have been
to save money?
many tough decisions that needed to be made in the process of
- I feel okay with the task that I
building a global IT-organisation,
face. I told the top management
deploy global applications and
when I started that we would
outsource operations in less than
not succeed in building a global
two and a half years. The Pandora
organisation if we had to save
CIO believes that he has achieved
money. So, I have always been
Peter Cabello Holmberg's three keys to success in the CIO role: 1. Make sure to have the right team around you. 2. Think three-five steps ahead and consider what your successor would do. 3. Know the business and keep your stakeholders on a leash.
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Equals Sharing Facts Thomas Okke-Frahm SVP & CIO at Vestas Professional: What will the content of your
What are the biggest challenges
What has been the biggest
presentation at Executive Forum
facing your industry now - and in
be? Please elaborate.
- How to deal with the imbalance
- I will discuss how the role of the
- Commoditization is a risk. It is
when convincing business
CIO has changed over the past 20
very good for the entire world
leadership on spending more time
that price of wind energy on land
- I will discuss what is the same?
in many cases are the cheapest
What has changed? - What is the role of the CIO? Have the influence peaked? How to reinvent? What are some of the most important tasks in your role? - Create value for Vestas shareholders via IT and digital capabilities. - Measure value created by IT/ Digital.
form of energy The Industry
What do you want to achieve
must adapt and be even better at
within the next few years?
- I would like to do more teaching/
What inspired you to work within your field? - Energy is an information industryIT/Digital is at the core.
how to get more out of their IT functions.
where you are today? - My education at Maersk has been extremely defining for me as a leader and a commercial thinking
What part of your job are you most
What has been your biggest
- I have been good at driving
- I love creating results through
change in different industries.
people and I love to see how the
The IT functions have moved from
talents I have guided develop
back office to sharp end of the business.
- I would like to assist boards in
What / who inspired you to get to
- Protect value created by IT/
What inspired you to work at your
- I have shown the value of MVP (minimal viable product) at different and fun occasions:
- Green energy – change the
Big Data, Augmented reality,
world (and it is realistic).
Private: Do you have a partner and/ or children? - Married since 1999 3 sons Where were you born? - Born in Copenhagen What do you like to do when you are not at work? - I like to follow my sons following their ambitions within sport. Where did you grow up? - In Sorø on Sjælland
Three good pieces of advice to achieve success in your role: 1. Always be curious. 2. Raise your hand (Get things done). 3. Work hard and have fun while doing it.
EVP, Chief People & Corporate Affairs Officer at Schibsted Media Group 51 years Education Mette Krogsrud holds a Master’s degree in finance from the Norwegian School of Economics and Business Administration in Bergen, Norway (NHH) and an MSc in Organizational Change from Ashridge Business School, UK.
Career Krogsrud is the Chief People & Corporate Affairs Officer at Schibsted Media Group and has worked with the group since early spring 2019. She has previously worked at Schibsted as Head of Talent and VP Organizational Development (2005–2011) and joined the group most recently from the position of Managing Director of Korn Ferry in Norway. Krogsrud has held several roles including CHRO, Investment Director and Finance Director across various companies – among them Elopak, Ard Group, SATS. In her current role Krogsrud takes ultimate responsibility for HR, supporting and driving culture building across business units within the group. She is also in charge of Communications, Sustainability and Public Policy.
Private Krogsrud grew up in Oslo and is married to a Scotsman. She has two children aged 24 and 28. Outside of work she enjoys being with friends and family, spending time outdoors and online and keeping fit
Mette Krogsrud: "Creating competitive edge through how we attract, develop and retain our people and create work cultures that enable growth of people and businesses has always thrilled me."
• Schibsted is an international family of digital consumer brands with locations in Denmark, Finland, Norway Poland and Sweden. • The group consists of world-class Scandinavian media houses, leading marketplaces and digital services. • 200 million people interact with Schibsted companies every day. Its mission is "Empowering people in their daily lives". • Schibsted is the largest media group in Scandinavia with media houses including: VG, Aftenposten, Bergens Tidende, Aftonbladet and Svenska Dagbladet among others. • Schibsted Publishing House was established in 1839. Christian Michael Schibsted, an orphan, became sole proprietor of the printing house in 1843. • Currently, Schibsted has more than 5000 employees and is led by CEO Kristin Skogen Lund from its headquarters in Norway with a revenue of about 13 billion NOK.
What is the future of organizations? In the face of disruption and hyper competition, Mette Krogsrud is shining a light on how to create successful organizations of the future with open, interconnected networks and a fluid workforce driven by purpose with a focus on sustainability. "Our challenge and opportunity is to be an agile player and create new, sustainable business models within the disruptive landscape."
We live in disruptive times.
comfort of your own home.
constructs into open,
Disruption that shows no signs
Or finding what you need in user-
of letting up, particularly in the
led marketplaces at half the price
populated by a fluid workforce
industries Schibsted operates in
you thought you had to spend.
and values of transparency and
– media, online marketplaces and
And when you do pay for it, you
immediacy, just like the world wide
digital services including the likes
can do so with a swipe from your
web. This is how organizations
will foster the innovative culture needed to succeed in our world of
The way we absorb information
It is this kind of unending disruption
isn’t just about morning radio or
that Mette Krogsrud wants to
the evening news on TV. These
ensure Schibsted is prepared for by
Transforming the HR function
days we’re ‘always-on’, digital
taking the lead on innovative HR
Any organization is only as good
mobile consumers. Searching
as its people, which is why HR
for information during every
is increasingly critical for the
spare moment – day or night.
Having recently joined Schibsted
success of today’s businesses.
Traditional newspapers, radio and
during early 2019, she is leading
Understanding how to get the
flow TV bulletins have their digital
the group into its next phase of
best from your people according
counterparts, not to mention the
to Krogsrud, starts with driving
proliferation of online, specialist
It is clear to Krogsrud that just
transformation and change within
publications and blogs enabling
as our businesses have been
the HR function itself. Attracting
endless choice of what, from
disrupted by digitalization, the
and developing talent to create
where and how we consume our
sharing community and resulting
a competitive advantage means
new business models – the way
being increasingly strategic. And in
organizations structure themselves
the era of big data, a data-driven
in the future, must also follow suit.
strategy is key.
or walking down the high street on
- I believe that future-proof
HR data can be used to improve
a Saturday. It’s scrolling through
organizations must transform
business decisions, optimize
your favourite brands online in the
from our traditional hierarchical
processes and make employees
In the same way, shopping isn’t just about your local supermarket
happier, healthier and more
make economic and sustainable
of the most inspirational figures in
productive. These are all issues
choices. Sustainability will continue
her life as her own grandfather,
which can help businesses achieve
to be a key area of advocacy for
their strategic aims, making
Schibsted under Mette’s leadership.
HR data extremely valuable.
- He was a curious learner and fighter until he died aged 94 and
Harnessing HR data, analysing it,
In an environment of continual
managed to go digital with both his
forming insights and acting upon
change regarding tech, media
news sources and when shopping
them is what Krogsrud believes will
and politics, Krogsrud believes in
on finn.no at the age of 85.
place Schibsted at the forefront of
the importance of taking a front-
a new paradigm in HR.
row seat in analysing Schibsted’s
She goes on:
areas of expertise. Putting out A passion for people
positioning papers and studies is
- Creating competitive edge
sustainability and policy
vital to maintaining the group’s
through how we attract, develop
This is the second time around at
industry-leading voice. This is
and retain our people and create
Schibsted for Krogsrud. Previously
how the organization can keep
work cultures that enable growth of
she worked as Head of Talent and
policy makers informed when
people and businesses has always
VP Organizational Development
making decisions that impact both
from 2005–2011. Her enthusiasm
businesses and society at large.
for the group and in particular her
There is no doubt that her belief
work with developing its people
Clearly energized by her position
in the potential of people and her
and culture shines through. She
and belief in Schibsted’s mission of
ability to mould them into top-
voices how keen she is to evolve
‘empowering people in their daily
performing teams, led Krogsrud to
and grow Schibsted’s group of
lives’, Krogsrud describes what
turning around Korn Ferry Norway
companies beyond the sum of its
it is that brought her back to the
from a loss-making company to
parts. For her, that means not only
a hugely successful consulting
through HR and Schibsted’s people,
business in just four years. This
but also through communications,
- Schibsted has a zest like no
runaway success has really set
policy and sustainability which also
other company I know –having
the benchmark for her biggest
form part of Krogsrud’s remit.
been a consultant for many years,
challenge yet, which Krogsrud
I’ve worked with many of them–
herself confesses is the cultural and
It’s within these areas that Krogsrud
the people and the culture truly
digital transformation of Schibsted.
has the opportunity to fulfil
endorse a growth mindset, which is
Schibsted mission of ‘empowering
genuinely fun and rewarding to be
Working closely with the rest of
people in their daily lives’. In an age
the management group, Krogsrud’s
often dubbed as ‘post truth’, where
ambition in the coming years is
fact-checking is a commonly used
All Schibsted’s industries are
to play her part in the success of
term, supporting those working
among those that experience the
Schibsted’s growth agenda. Within
at the group’s media houses and
most disruption. Being proactive
HR this means being on point with
marketplaces is essential. These are
by staying informed and at the
the ambitious transformation of
the people creating new products
forefront of these industries is
being ever more data driven to
with sustainable business models
what enables Schibsted to be the
ensure the people at Schibsted
that are vital for quality journalism
agile, dynamic player it needs to
provide an increased competitive
and marketplaces to thrive.
be. Its track record of supporting
edge that will continue the group’s
innovative start-up talent is what
Equally, Mette is passionate not
has enabled the development of its
only about maintaining Schibsted’s
collection of leading media houses,
focus on acting in a sustainable
marketplaces and digital services.
and responsible manner, but also creating new sustainable business
It is this track record that really
models. As a provider of journalism
seems to resonate with Mette and
and other digital services,
a belief in people and their ability to
Schibsted empowers people to
learn and adapt. She describes one
Three good tips for successful HR Leaders: 1. Focus on how HR supports the business and measure it. 2. Embrace disruption. 3. Be a role model for the culture you want to create.
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Managing Multiple Threats: COVID-19 And Beyond THE KEY TO EFFECTIVE CRITICAL EVENT MANAGEMENT OCT 21 10:00AM CET
PFA Klima Plus
Sammen slår vi et grønt slag for fremtiden ”I Chr. Hansen arbejder vi for en grønnere og mere bæredygtig fremtid på alle niveauer. Det gælder også vores pensionsordning, som medarbejderne nu kan sætte på ekstra hårdt arbejde for klimaet med PFA Klima Plus” Annemarie Meisling, Senior Director, Corporate Affairs, Chr. Hansen
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Hilde Vestheim Nordh: "We may have different accents, but we speak with one voice."
Hilde Vestheim Nordh Executive Vice President, People & Safety at Hydro 50 years Education Master of Science degree in Materials Technology from Rheinisch Westfälische Technische Hochschule (RWTH) Aachen, Germany.
Career Hilde Vestheim Nordh is Head of People & Safety on the corporate management board of Hydro, based in the company’s headquarters in Oslo. Previously in Hydro, she was Head of Health, Safety and Environment (HSE) and Human Resources in the Energy business area, as well as HSE manager and casthouse manager at the Karmøy, Norway, aluminium plant.
Private In her spare time, Hilde Vestheim Nordh enjoys her seaside cabin and skiing, as well as spending time with family and friends. Hilde Vestheim Nordh was born in Årdal, Norway, growing up near an aluminium plant – later acquired by Hydro – where she would work summers. Hilde Vestheim Nordh is married and has three teenage children.
Over more than a century of history, Hydro has operated in many industries: hydropower, fertilizers, oil & gas, plastics, farmed salmon, aluminium. Mergers, acquisitions, and divestments along the way. Thousands of employees coming and going. How do you preserve your company culture, yet keep it relevant?
- The key is the foundation of
- We had these very different
into leadership positions with
the Hydro culture – the values
companies coming together:
personnel responsibility. Here she
and the underlying purpose
upstream and downstream in the
was able to combine her technical
behind how the company acts.
value chain, from mining and to
knowledge with learning how to
Courage, Care, and Collaboration
end products. But we put these
work with and motivate a larger
are the guideposts. The 35,000
two companies together and
group of employees.
employees pull together toward a
created something that is ours.
We have a lot of nationalities and
- That was a step into the real
businesses, but we have our core
world, she remembers.
- We may have different accents,
values and our purpose. There may
but we speak with one voice,”
be differences in how to express
- Dealing with 120 plant operators.
Nordh says. “Hydro’s purpose is
this, but we have a common
I started out as an academic
to create a more viable society
person, but I’m also a down-to-
by developing natural resources
earth person. It was always about
into products and solutions in
being myself. If you are authentic,
innovative and efficient ways.
Nordh grew up in the small
people understand that.
“company town” of Årdal, in - We have a common direction:
western Norway, where several
Open to opportunities
Lifting Profitability & driving
family members worked at the
After more than 25 years in
Sustainability. They are very
aluminium plant. In junior high
business, Nordh can look back and
interlinked. And through our
school, she wanted to become
see how opportunities presented
values and purpose, we develop
an electrician, and later spent
themselves that weren’t apparent
our people and create a common
summers working at the plant.
- My father was a teacher, and he
Indeed, how did the young girl who
convinced me to choose a more
wanted to be an electrician end up
Out of diversity - strength
academic path. When I was in high
getting a Master’s degree from a
Most recently, Hydro brought
school, he started working at the
technical university in Germany?
together two company cultures
aluminium plant in HR. I remember
Or move from aluminium to Head
when it acquired its partner’s
thinking, "I’m never going into
of Health, Safety and Environment
stake in a joint venture producing
HR, engineering is much more
in Hydro’s Energy business area in
aluminium extrusions. The task was
Oslo after 17 years in Karmøy? The
to contribute Hydro’s strengths
list goes on.
as veteran industrial concern with
After some years of working in
that of an entrepreneurial company
R&D at Hydro’s aluminium plant
- I didn’t have a path laid out that
used to a more fast-paced style.
in Karmøy, Norway, she advanced
I felt that I had to follow. I think
you have to be open. I wouldn’t be where I am today if I hadn’t beenopen to new challenges and possibilities, she says. This is an important message to employees and prospective employees alike. Hydro wants to foster more diversity and mobility, and that comes from opportunities. As a global company with several businesses in the aluminium value chain – from bauxite mining to finished aluminium solutions – Hydro offers a wide range of opportunities around the world. But a different kind of mobility is also important, Nordh says: - Mobility is not just geographical, but also between operations and staff, and between different business areas. This way, our employees can get insights into how the business works at different levels and broaden their experience. Attracting today’s talent
Open to opportunities: "I think you have to be open. I wouldn’t be where I am today if I hadn’t been open to new challenges and possibilities."
Nordh says that Hydro’s purpose, values and products that address the climate challenge resonate with people who will be employees and leaders of the future. Low-carbon aluminium
– Hilde Vestheim Nordh
products are increasingly popular with decision-makers, and will be more and more visible in the market in coming years. - This is how we can differentiate ourselves, she explains. - It is very motivational for future employees – young people, especially – who are motivated by values-based companies. That’s how Hydro has managed to preserve the best of its historical strengths, and yet stay relevant.
• Hydro was founded in 1905 by Sam Eyde and Kristian Birkeland to harness hydropower for industrial use. Over the last century, the company has produced fertilizer, oil and gas, aluminium, plastics, farmed salmon and other products. • The company’s purpose is to create a more viable society by developing natural resources into products and solutions in innovative and efficient ways. • Today, Hydro is present along the entire aluminium value chain, from bauxite mining to finished aluminium solutions. Industries served include building and construction, automotive and transportation, packaging, and heat transfer. • With a focus on more sustainable solutions, Hydro has committed to cutting greenhouse gas emissions by 30% within 2030. • The company has about 35,000 employees in 40 countries, serving over 30,000 customers worldwide.
Three pieces of advice to achieve success in the role as a HR leader: 1. Always be an authentic leader, with integrity; be yourself in all situations. 2. Be curious. Have insight into the business so you keep being relevant. 3. Take an active role in developing people, ensuring that you have a pipeline of talent for business critical roles.
Work should work for people
Book a free demo at peakon.com
How Egmont uses Peakon to execute on its digital strategy Anne-Christine Ahrenkiel, Egmont’s HR Vice President, explains below why Egmont implemented Peakon to drive the company’s digital strategy forward, and how empowering managers and HR departments at a local level was vital to that mission.
Empowering managers to take positive action locally
In a modern and constantly evolving group of companies like Egmont, it was imperative for me that HR is constantly striving to mirror the digital advances of the business and that we have an equivalent modern HR function. Peakon fits into this agenda, through its focus on real-time data and easy usability.
Our ambition with Peakon is to bring better and more timely insights to the managers and thereby help them to optimise the performance and well-being of their team.
As change is driven forward at a local level in Egmont, we needed to empower our managers to take control of the engagement and well-being of their employees. With Peakon, our managers get access to their own personal dashboards, with insights on their team, the day after the survey closes — not weeks as with the old way.
Surveys usually provide a lot of valuable information and data, but it can sometimes be a bit overwhelming for a busy manager to process. Peakon provides a simple overview of the main segments and engagement drivers to focus on for the individual manager with the option to dig deeper into the data and comments.
Measuring employee engagement as a strategic benefit We know how important employee satisfaction and engagement is for a company - both for the overall well-being of the people working here but also for the bottom line. It’s very simple; happy employees equal happy customers and company growth.
Book a free demo at peakon.com
Maria Rosenkrantz Sundemo
SVP HR Volvo Group Trucks Operations at Volvo Group 62 years Education Behavioral Sciences and of Work psychology at University of Gothenburg
Career Maria Rosenkrantz Sundemo holds the position of Senior Vice President, Volvo Group Trucks Operations, the largest industrial organization within the Volvo Group, responsible for truck manufacturing and logistics for the Volvo Group. She has held several leading positions at Volvo such as Vice President HR R&D Volvo Cars, HR Director marketing & sales Volvo Cars and General Manager Parts distribution, Volvo Trucks, Volvo Bus and Volvo Penta.
Private Maria is a passionate gospel singer and founder of a Gospel choir in Gothenburg that has now been singing together for 30 years and that has released several records. Maria was born in Stockholm, but spent her formative years in Gothenburg. When sheâ&#x20AC;&#x2122;s not singing she likes to spend time with her children and grandchildren She also likes to spend time on her boat enjoying the Gothenburg archipelago.
Maria Rosenkrantz Sundemo: "For an engineering company like the Volvo Group, technology development is not the biggest challenge, but the major one is to really succeed with the human and organizational development. Which I think is great fun!"
• Volvo was founded by Assar Gabrielsson and Gustaf Larson in 1927 and the very same year the first car rolled off the production line. The first truck is produced a year later, and the first bus was launched in 1934. • In 1999, Volvo Cars was divested, and the Volvo Group put all focus on industrial vehicles and transport solutions. Volvo has developed from a small Swedish industry to one of the leading global suppliers of commercial transport solutions providing products such as trucks, buses, construction equipment and drive systems for marine and industrial applications. • The Volvo Group continues its far-reaching drive to develop next generation transport solutions. The latest example is Vera, a system in which autonomous electric vehicles are coordinated to ensure as efficient and safe goods transport as possible. • Based on sales volumes, the Group is the world’s second largest manufacturer of heavy-duty trucks, one of the world’s largest manufacturers of construction equipment, buses and heavy-duty diesel engines, as well as a leading supplier of marine and industrial engines.
In the midst of an industrial revolution, Maria Rosenkrantz Sundemo is driving the global HR community at the Volvo Group’s largest industrial entity As a young woman in 1978 Maria
driver to management positions in
Volvo Cars belonged to the Ford
found herself looking for a summer
the operational environment and
Motor Company and the company
job and she was excited when she
was facing the challenge of
got a job as a driver for Volvo.
merging different technology areas Maria Rosenkrantz Sundemo
from the different brands such as
- I thought I was going to stay for 4
implemented the Volvo Step,
Ford Europe, Land Rover, Jaguar
weeks, I have now been at Volvo for
a program initiated in 2012 for
and Volvo Cars.
over 40 years, she says and laughs.
unemployed youths to get in contact with the industry work
- What company was going to
During her time as a driver she
environment. It is now a permanent
take the lead in the different
realized that she had a strong
initiative within the Volvo Group,
technological areas of the car and
passion for the interaction and
yearly involving around 400
with that drive it for all brands? It
dialogue with the customers.
youths/teenagers, it has continued
was a big challenge to try to merge
After completing Behavioral
to be a success and almost all of
these organizations into one. We
Sciences and of Work psychology,
them get a job offer inside Volvo or
faced a lot of different cultures,
she returned to work at Volvo.
outside at the end of the program.
organizational structures, language,
She remembers her first job as a
expertise and much more. It was
driver as an excellent education,
- It is of course a lot about society
a tough job but resulted in a great
but it took some more time before
itself and how we as a company
learning experience. Among others
it all was clear.
can contribute with something
how important the facilitators are,
concrete that makes a difference.
we really saw the benefits of having
- It was when I truly understood
But for us it has also proven to
non-engineering neutral facilitators
the full complexity of a job
be a vital tool in changing the
that could focus on driving the
within Human Resources that I
perception of the manufacturing
meetings and provide a clear
was completely hooked. There
industry, it's not only men
direction and structure.
is this broad variety from tough
working with coal and tar. The
lay-offs, salary negotiations to
manufacturing industry offers a
The Fourth Industrial Revolution
coaching leaders and developing
variety of positions and roles that
But as the curious mind Maria
organizations that makes my job so
can be very valuable. I am very
Rosenkrantz Sundemo is, it is not
excited to see that this has now
when looking back but when she
become a permanent initiative.
speaks about what’s to come that’s
Curiosity has always been Maria’s
she really lights up. Therefore,
main driver, the constant drive
Another big challenge she
she is now finding herself in great
to learn new things has naturally
remembers was when she worked
times to be working at a company
taken her further in to new exciting
as Vice president HR R&D Volvo
like Volvo Group. The Industry 4.0,
job opportunities in a big company
Cars and was responsible for a large
the fourth industrial revolution,
like Volvo. From the first job as a
synergy project. This was when
is changing a lot and puts new
challenges on the table for the
have the necessary competence
across borders. If you can succeed
Volvo Group’s largest industrial and
to explain why we are doing
there you have un-leashed a lot
certain things that affect people,
of knowledge and I see a huge
and that can require competence
potential when it comes to these
- For an engineering company
that is deeper than just about
like the Volvo Group, technology
the digital transformation itself.
I believe in our journey from
development is not the biggest
Employees who are not in on the
centralization toward accountability
challenge, but the major one is to
‘why’ can easily become hesitant
and people focused.
really succeed with the human and
and resistant. It is so important to
organizational development. Which
remember that the development
Maria speaks about the challenge
I think it is great fun!
is not only in the technical areas,
to embrace the new ways rather
the human areas are also in a big
than feel comfortable in the old
way of doing things. It should be
Maria speaks about the natural state of change and adaptation every
fun and inspiring to be part of that
"How successful we will be in the company is how we manage to remove the silos and start working across borders."
development when you see the
today to be able to make money
The Business at the top of
rejuvenate the human knowledge.
that we can invest for the future
I want our excellent engineers to
to stay competitive. The future
Maria’s highest priorities when
also become great leaders that
is already here, and we as HR
leading her HR organization are
can deliver results both today and
professionals must be a strong
to constantly secure the E2E-
tomorrow. And the HR Community
driver together with the line
perspective and the connection to
should be there to drive along the
organization in this journey.
Maria speaks passionately about
- It is so easy to get stuck into the
agile organizations that improve
different processes. I have to secure
its performance by learning from
that we always have what’s best for
experience and how that will affect
the business at the top of our minds.
organization needs to maintain a competitive advantage in the market place and for new business environments. That a faster pace and new technologies sets higher demands on an agile and change capable organization. - We speak in terms of ‘perform & transform’ which I really see go hand-in-hand, we have to perform
future leaders. She sees a future where leaders are moving towards
Many transport solution companies
a more coaching and engaging
like the Volvo Group are exploring
position, having more autonomous
all the different technologies
teams that perform without a
to use, whether it is fuel-cells
constant involvement from a
or electrification. To meet the
manager. Digital competence is
competence shift we can of course
not only for leaders and the whole
recruit externally but the biggest
organization has to be aware of its
challenge is how to manage to re-
effect on business and their roles in
train employees that are already in
- We have a culture of high
- How successful we will be in the
performance created through
company is how we manage to
engagement. As leaders we must
remove the silos and start working
value of it and feel a part of it. - I want a HR Community that is focused, that can coach and develop leaders to lead into the future. A HR Community that offer HR systems that continuously removes unnecessary administration and supports the business. I think it is very important to take back and
The Fourth Industrial Revolution: "We have a culture of high performance created through engagement. As leaders we must have the necessary competence to explain why we are doing certain things that affect people, and that can require competence that is deeper than just about the digital transformation itself."
better and more correctly rewarded. Robust performance management is also extremely valuable for the board of directors, as it supports High Performance Leadership and identifies and rewards high performers. When it comes to C-suite in general, and board members in particular, a new HR solution that builds a process for succession planning helps future-proof companies in the face of unexpected change. If a senior team member were to resign, an HR director who can
How to build the business case for HR in 2020
ensure the next person is in place and ready to take over
Sometime around summer 2019, HR directors started to notice a shift in the way internal budget discussions played out. They had lost their magic argument - they were no longer able to use GDPR compliance as leverage for obtaining budget. New HR solutions can make an HR professional’s job quicker and easier, but most solution providers are saying the same thing, and the bottom-line benefits for the rest of the company are unclear. So, how can HR directors create a compelling business case for new HR solutions?
incorporate some kind of an ROI calculator. There is
1. Highlight the positive impact on the business as a whole It is, of course, tempting to talk about how a new HR solution will save 6 minutes per recruitment, or
is very valuable for company board members.
2. Build a solid business case that uses data from the entire company The normal way to build an HR business case is to collect the data you need, create an Excel sheet, and a major problem with this approach: when the case is brought to the CFO, it is immediately distrusted as the case was not built using data provided by the finance department. A better approach is to move away from the siloed approach common in many companies, talk directly with the CFO and ask if you could work with finance data before building your business case. This same approach can be used when talking to other business functions. Once you have everyone onboard, calculate ROI both on a department basis and for the company as a whole. The result will be a much more compelling business case that addresses both the individual needs - and overall goals - of your company.
3. Work with solution providers that help you build new ways of working HR solution providers are usually strong when it comes to data capture and platform flexibility, but a little weaker when it comes to developing processes and
increase payroll admin efficiency by 20%. The truth
best practices. A common approach is to build exactly
is, the business case for operational tasks such as
what a company wants. Yet in many cases, companies
these is weak in the eyes of the rest of your company.
don’t know the best processes for things like employee
Instead of talking about how your life will be made
engagement surveys and performance reviews, especially
easier, switch your focus to thinking about how
when it comes to the specific needs of an organisation of
you can support your company’s strategic business functions. For instance, if you are planning to talk to your CFO, an HR solution that delivers a markedly improved salary review process is instantly more appealing, as it directly supports the financial outcome of the company. This is done through better usability of salary spend and development, as well as ensuring high performers are
their size and shape. Once again, this is because both companies and solution providers tend to work in silos, and best practices don’t tend to get shared. Find HR solution providers that focus on identifying the internal processes that matter most and provide a flexible system that can support building your own needs. Once this is done, they should bring in external experts who can help create best practices for a company like yours.
When building your business case, think about the following that can be of benefit for your company: Recruitment - secure the right talent for your company
Data reporting - better strategic decision making for
as quickly and securely as possible. This ensures internal
organizational development. Instead of paying external
skill shortages do not become an issue and decreases
consultants to perform a company audit, a comprehensive
new employee churn, which also reduces costs associated
and valuable HR data set will give top management a true
with recruitment advertising spend, training new recruits,
view of their company and employees.
onboarding, and acquiring certification. Talent & organizational development - secure and Salary review - ensure salary spend and development
develop the right organization and competences for the
is fairly distributed. A systematic salary review process
future in line alignment with company strategy. A well-
will see high performers fairly compensated, and will
balanced workforce that develops its skills in line with the
also address employees who feel demotivated because of
company mission is more motivated and delivers better
lower than expected salaries.
Performance Management - positively motivate your employees by continually supporting high-performance leadership. Unlike performance reviews that appraise and grade work that has already been done, a performance management system helps identify and reward high performing employees, while also continually offering positive development support for others. This will reduce churn in high performers, and will lead to less sickness and absences.
Keep in mind
At the core of HR is employee data. When properly utilised, actionable insights derived from high-quality employee data can give HR directors the ability to change an entire organisation for the better. Well-structured processes that, for instance, survey employee engagement and enable performance reviews can reveal the true strengths and weaknesses of your company. HR directors can help break down internal silos, guide management to address needs, and predict future challenges before they become major issues. By working to raise your colleague’s level, you will prove your worth and demonstrate your value.
Michael Bjerrum works as the Director of Consulting & Development at Sympa in Denmark, where he helps Sympa’s costumers digitalise their HR processes. From positions within Human Resources, Finance, Costumer Insights, Sales and Business Development he has gained a broad business experience where HR is his base and special field of expertise. He uses his strategical business perspective to help develop and engage leaders and employees – always with the goals of the company and the customer experience in mind.
Lene Trollnes: "Results happen through people, not in isolation."
EVP People and Global Functions at Yara International 52 years Education Mrs. Trollnes holds a Bachelorâ&#x20AC;&#x2122;s degree in Management Sciences and a Masterâ&#x20AC;&#x2122;s degree in Organizational Psychology from the University of Manchester Institute of Science & Technology.
Career Mrs. Trollnes has served as Executive Vice President People & Global Functions since March 2018. She is responsible for HR, Corporate Communications and HESQ (Health, Environment, Safety and Quality). From September 2016 to March 2018, Mrs Trollnes served as EVP HR and Corporate Communications & Brand. Before joining Yara, Mrs Trollnes held the position of EVP HR & Integration at Sapa from 2013 to 2016. Prior to this, she led the integration between Sapa and Hydro (2012-2013) and held several HR and management positions at Norsk Hydro between 1992-2013.
Private Lene has always loved sports. She is competitive and enjoyed team sports in her youth. Today, she aims to go to the gym three times a week. Outside of work Lene enjoys spending time with her husband and two children (20,23) as well as with friends. Her advice to young aspiring leaders is to embrace opportunities and explore the world. Be curious and dare to bring in different perspectives.
Lene Trollnes, EVP People & Global Functions, played a central role in bringing Yara’s new purpose-driven mission and vision to life throughout the organization "At Yara, we strongly believe that better business and a better world go hand-in-hand. This is reflected in our company mission, which is to responsibly feed the world and protect the planet."
People who know Lene, describe
Her deeply rooted belief in equality
The power of a unified culture
her as value-driven, solution
has guided her leadership journey
One of Lene’s first priorities when
oriented, courageous and
and sparked her interest and
she joined Yara four years ago
passionate. Already as a young
passion for promoting diversity and
was the development of leaders.
girl, Lene chose her own path.
inclusion in the workplace.
Her approach was to recognize
She played football – which was
the importance of leadership and
uncommon at that time –, she left
- This subject is very close to my
culture and put this into a business
Norway at 19 to study Science and
heart because I strongly believe
context. This started with the
Organizational Psychology in the
that every person can contribute
development and roll out of a new,
UK, and she started her first job
in a good way when given the
purpose-drive mission and vision,
just two days after graduation.
opportunity. It is important to
a new set of company values and a
listen, see different perspectives
new corporate strategy.
and have the courage to focus on Early in her career, a leader asked
diversity and inclusion. This leads
Yara’s mission, vision and values
Lene whether she didn’t have high
to better results and makes the
were first developed with
professional ambitions? Lene was
workplace more fun.
involvement of Yara’s employees
flabbergasted by this question.
and launched at the company’s
Of course, she had high ambitions!
Following several leadership
Leadership Summit in 2016, where
She then found out, that the leader
positions with HR, HSE and
250 of Yara’s top leaders actively
asked this question because she
Transformation, Lene joined Yara in
engaged in workshops on how
spoke with the people on the shop
2016 as a member of the executive
to better define and implement
floor in the same way she did with
management, responsible for
them throughout the organization.
senior management. “People are
HR, Communications, JVs and
Subsequently, the values were
people, regardless of where they
HESQ. She was attracted by
incorporated into all relevant
work, they all contribute to the
the company’s purpose-driven
core global processes, such as
company’s performance.” – This is a
approach and mission to do well by
recruitment and performance
philosophy Lene still lives by today.
management to ensure that the
Yara International • Yara grows knowledge to responsibly feed the world and protect the planet. Supporting our vision of a world without hunger, we pursue a strategy of sustainable value growth, promoting climate-friendly and high-yielding crop nutrition solutions for the world’s farming community and food industry. • Yara’s ambition is to be the Crop Nutrition Company for the Future. We are committed to creating value for our customers, shareholders, and society at large, as we work toward establishing a more sustainable food value chain. To achieve our ambition, we have taken the lead in developing digital farming tools for precision farming and work closely with partners throughout the food value chain to improve the efficiency and sustainability of agriculture and food production. • Founded in 1905 to solve the emerging famine in Europe, Yara has established a unique position as the industry’s only global crop nutrition company. With our integrated business model and a worldwide presence of 17,000 employees and operations in over 60 countries, we offer a proven track record of responsible and reliable returns. In 2019, Yara reported revenues of USD 12.9 billion.
mission, vision and values (MV&V)
Following the launch of our
co-responsible for developing the
live in every fiber of the company
MV&V in 2016, Yara’s employee
talent in the organization, as she
and that everything Yara does truly
engagement index rose to 81%.
firmly believes this to be one of the
reflects this commitment.
The mission, vision and values
most impactful priorities one can
also build the foundation for the
have as a business leader.
- Yara’s mission to responsibly feed
development of a new company
the world and protect the planet
strategy in 2018.
The program itself consists of three
defines what we do and how we do
When analyzing Yara’s recruitment
modules over three days and is
it – it frames both our purpose and
efforts, Lene’s team found that
designed to help leaders become
our role in the world. Our vision is
the company had improved
better versions of themselves –
to realize an expanded community
its attractiveness, while
as one needs to start with oneself
of collaboration that works
simultaneously being able to
before being able to coach or lead
toward protecting our planet and
express clearly what we do and
others, as Lene explains. Openness
supporting farmers. We want to
why we do it.
and trust are two denominators
create a collaborative society, and
throughout the program, and at
our values of ambition, curiosity,
- Young people today want to join
Yara all leaders are encouraged
collaboration, and accountability,
a company where they feel they
to be authentic and openly bring
guide our behavior in doing so.
can help solve some of the world’s
issues important to their business
biggest challenges. This means of
or leadership situation to the
Lene’s team developed films,
course that we need to constantly
program, to connect the session
workshop material and internal
follow-up and make sure that we
with business reality.
communication, which were
conduct business accordingly and
utilized in the entire organizations
that our values guide our behaviors
- I participate throughout all
to bring the new mission, vision
in everything we do.
modules and have one of my
and values to life. Lene recalls how Yara’s CEO personally signed 17,000 copies of the Yara book - What we do and why we do it – One copy for every employee. - We hadn’t quite taken into account how long this would take, Lene says with a smile. - Svein Tore (Holsether) spent several weekends signing books. Time well spent, as Lene sees it, as it firmly underlined the CEO’s and the company’s commitment to a common mission, vision and values.
- What we hear from our
colleagues with me as a sponsor
"Every person is different and has had different experiences in life – the sum of these perspectives creates diversity. Not harnessing these in a business context is a lost opportunity."
employees is that our mission,
in each one. In this way, we demonstrate that this is important for top management and we can engage directly with our next level leaders. This has provided valuable insight for us as a company and the dialogue with the program participants has had a real impact on our strategy process. To ensure that this is brought further out in the organization and reaches more people, Lene’s Talent Management team has developed a condensed version of the program called Yara Collaborative Culture. Here, we have certified internal facilitators, and, to date, some 400 employees have participated across the organization.
vision and values are deeply embedded in our way of working
The importance of leadership
The value of Diversity
and our DNA. It is something that
As part of the company-wide MV&V
everyone recognizes as being
rollout, Lene asked her executive
A subject Lene is very passionate
present in Yara. People feel they
management peers to join her
about is the promotion of diversity
are part of a company doing
in a leadership development
and inclusion within business – so
business with a purpose.
program to empower them to be
much so, that this year, she became
one of the first leaders in the world to be certified
clearly drives value. Investing in diversity is not only the
in diversity management, which will become an
right thing to do, but it is profitable as well – therefore,
international standard like other ISO processes.
diversity and inclusion are firmly anchored in Yara’s business strategy.
- I must admit, that after having worked with people and organizations for more than 20 years,
One initiative to promote diversity and inclusion
I thought that I had a pretty good insight into the
throughout the Yara organization is the global D&I
subject. But the certification program was a real
Ambassador network, where more than 500 employees
eye-opener for me. There are so many different
are actively engaged in efforts to strengthen D&I. On a
perspectives in this and so many layers. It is an
corporate level, Yara has moved from 10% female senior
incredibly rich and broad theme to explore.
leaders in 2015 to nearly 20 percent today. The ambition is to reach a minimum of 25% women on all levels in the
Lene strongly believes that diversity and
organization by 2025 as well as closing the gender gap a
inclusion have a positive impact on engagement,
minimum of 25% women on all levels in the organization
profitability, innovation and overall job satisfaction.
by 2025 as well as closing the gender gap within the next
They empower innovation, foster collaboration and
improve company performance. However, Lene is very clear that diversity goes far beyond
"... I am convinced that the engagement in our organization will flourish, our financial results will improve, and we are better positioned to meet a world in constant change."
gender or ethnicity. - Every person is different and has had different experiences in life — the sum of these perspectives creates diversity. Not harnessing these in a business context is a lost opportunity.
- Yara has 17,000 employees across more than 60 countries, so we have a huge talent base to tap into. I am certain that we today don’t leverage this potential to the fullest. If we can release the potential in this diversity and connect it to innovation, effectiveness and sustainability then I am convinced that the engagement in our organization will flourish, our financial results will improve, and we are better positioned to meet a world in constant change. Research by McKinsey & Company shows that companies that commit to a diverse and inclusive work environment are more successful. Those that score high on racial and ethnic diversity are 35 percent more likely to have financial returns above their respective national industry medians. For gender diversity the number is 15 percent. - It is simply good business for us to leverage our collective capabilities and diverse workforce — it
The value of Diversity and Inclusion: "I must admit, that after having worked with people and organizations for more than 20 years, I thought that I had a pretty good insight into the subject. But the certification program was a real eye-opener for me. There are so many different perspectives in this and so many layers. It is an incredibly rich and broad theme to explore."
Always Learning The winners of today are the organisations and people who make space for learning and development. Explore new ways to ďŹ nd, develop, engage, and mobilise your people. Cornerstone Recruiting
Equals Sharing Facts Karin Svensson EVP, People & Change at Tele2 Professional: What will you talk about for the HR
we have made great progress with
The most important tasks for me
Executive Forum? Please elaborate.
63% percent female recruits overall,
is to provide advice to the CEO
- Tele2 and Com Hem was merged
basically the opposite of Tele2’s
and the leadership team in the
past numbers. Even in areas known
future transformation of Tele2,
to be difficult when it comes to
prioritize business demand, and
recruiting female professionals,
create a team of high impact HR
such as IT and Technology,
professional by providing a work
we have been able to recruit
environment where everyone can
56% respectively 44% females,
perform at their best.
on Nov 5 2018 and has since then completed one of the largest integrations in Sweden in many years. We have done it in record time, delivering expected synergies in one year rather than the three years originally anticipated. A lot of activities in an integration are people oriented, for example merging cultures, organizational restructuring, leadership appointments, co-location of employees, harmonization of terms and conditions, migrating payroll and pension, updating HR
compared to the less than 30% we recruited before. At the Executive
What part of your job are you most
Forum, we will share key points
about how we have been able to
- To win in the market by ensuring
turn the trend around, lessons learned, and our plans ahead. What are some of your most
we have engaged and growing talents within the business as well as within my own HR organization.
important tasks as Leading an HR
polices, processes and information.
organization at Tele2?
Our HR organization has played a
- As part of the merger between
significant role in the success of the
Tele2 and Com Hem, we also
needed to merge the HR
Do you have a partner and/
departments. In parallel with the
Besides completing the
integration work, we have not
integration activities, we have
only been able to support the
been able to make great progress
business, we have also been able to
around diversity & inclusion. We
transform the HR function and its
committed to a challenging mission
role. We merged four separate HR
that Tele2’sleadership team stand
departments into one, resulting in a
behind to 100%: We are going to
~25% headcount reduction.
build an inclusive environment
Despite this fact, we managed
where diverse talent can perform
to increase the HR team’s
at their best and achieve a gender
engagement and are now
balanced workforce with 50%
above top performing company
women and 50% men by 2023.
benchmarks. Feedback from the
Being a telecom company, this
business leaders is that they feel
will be far from easy, but we firmly
they are getting more support than
Where did you grow up?
believe that it is doable. In one year
- In Sätra, Sweden.
- Married to Anders and we have 3 children. When were you born? - January 23th 1965. What do you like to do when you are not at work? - Family and friends, travelling, eating out, any type of sports.
What inspired you to work for Tele2? - The unique people and culture of Tele2, and a exiting transformation agenda ahead of us. What are the biggest challenges in your industry now - and in the future? - Winning the customer, and radically
Three good tips to succeed in the role of Leader within HR:
simplify the way we operate as a business. What inspired you to work with HR? - I have worked in HR related roles since 2004, either as a consultant, interim manager, or employee. I am driven by the fact that there are endless opportunities within the HR field. What has been your biggest
1. Ensure you have a team of high impact HR professionals – use the same rigor in assigning roles and/or in recruitment as in recruitment to other business roles.
professional success? - Becoming a partner in Accenture was clearly a milestone, but for me personally taking the step to create and run my own business was a very rewarding experience, both professionally and personally.
2. High impact HR professional have unique competence and expertise – make sure it is used in the best possible way.
What has been the biggest challenge? - In my career? In this case, historically I would say the working hours in particular as we have three children and both me and my husband have had challenging work and long working hours. These days I believe keeping up with the fast phased digital developments is both exciting and challenging. What do you want to achieve within the next few years? - I am very excited about being part of Tele2’s journey and the transformation we are going through in order to fulfill
3. The demand for HR support is endless – take the lead and prioritize work based on business impact, and not based on individual manager’s needs. Also, do not forget to often stop and reflect on what has been achieved - we call it “stepping out of the car” (and look at the view).
our new vision to “Become the smartest telco in the world, creating a society of unlimited possibilities” - for consumers, businesses and society, as well as for all our current and future employees.
The CFOâ&#x20AC;&#x2122;s Scenario Planning Starter Kit
This step-by-step guide offers best practices in scenario planning, giving business leaders a deeper understanding of how Oracle Fusion Cloud solutions can help them navigate through uncertainty
When ZERO is the biggest number of them all
The green transformation requires large investments in initiatives by companies that reduces greenhouse gas emissions and energy consumptions. As Denmark’s largest lender, we can support the green transition by providing ﬁnancing. In 2019, Nykredit launched mortgage loans backed by green covered bonds and we are now market leader. Nykredit’s deep insight into our customers’ business models, challenges and potentials is a key factor to the holistic advisory services we provide. Nykredit secures a natural alignment between our customers’ green transition and the ﬁnancial solutions we oﬀer. Together we can make a positive impact. We look forward to CFO Executive Forum 2020.
Nykredit’s Corporate Management Team Søren Kviesgaard +45 20806480 or firstname.lastname@example.org
Tom Ahrenst +45 20141953 or email@example.com
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International standards and principles Nykredit is committed to:
Sisse Fjelsted Rasmussen: "I have always had fun working with numbers - but even more so with the challenge of understanding the story behind the numbers. That’s where you’ll find the code to unlocking value in the business, and that’s where you as a CFO need to acquire a deep understanding of everything that goes on in your business."
Sisse Fjelsted Rasmussen
CFO at Stark Group since August 2018 52 years Education State Authorized Public Accountant
Career Sisse Fjelsted kick-started her career at Arthur Andersen and became Partner in Deloitte. Then, after a few years as CFO in the advertising industry, she was headhunted to Scandinavian Tobacco Group where she completed the listing of the Group on Nasdaq Copenhagen. On top of this, Sisse has built a considerable experience as a board member in several large companies such as TV2, Co-Ro, Inwido, and PostNord.
Private Sisse Fjelsted Rasmussen grew up in Gilleleje, a small town north-east of Copenhagen. Today she lives with her husband in Holte and has three daughters. When Sisse Fjelsted Rasmussen is not working, she enjoys spending time with her family and friends.
On a grey afternoon in the outer region of Frederiksberg, I am meeting Sisse Fjelsted Rasmussen in one of Stark’s 412 retail stores across five countries. The store is bright and big, 1700 square meters I am told, and although its interior is simple and neat, I still can’t help becoming inspired for a new renovation project at home with all the building supplies at display. While the store is one of Stark’s most well-visited ones, few customers probably realize that just a few floors above it, a team of dedicated and competent people, constituting STARK Group’s headquarter, work hard every day to fulfill their purpose of building a future by helping others build theirs.
Sisse joined STARK Group in 2018
and challenges on a strategic level.
- I have always had fun working
at the same time as the group
When colleagues are asked
with numbers - but even
was acquired by Lone Star, a US
to explain what Sisse Fjelsted
more so with the challenge of
based PE Fund. STARK Group is
Rasmussen does well, they
understanding the story behind
the leading distributor of building
highlight two main things;
the numbers. That’s where you’ll
material to the professional
managing numbers and managing
find the code to unlocking value in
builders’ segment across the
the business, and that’s where you
Nordics and Germany with more than 10.000 employees.
as a CFO need to acquire a deep Considering Sisse’s CV, it seems
understanding of everything that
natural that she should be quite
goes on in your business.
As an industry leader in building
good with numbers.
distribution, the ongoing challenge
She kick-started her career at
What will the content of your
is to keep a close relation on
Arthur Andersen and became
presentation at Executive Forum
an ultra-local level to the core
Partner in Deloitte. Then, after a
be? Please elaborate.
costumers while maneuvering
few years as CFO in the advertising
on an international level with a
industry, she was headhunted to
- I am going to talk about diversity
demand for synergies in the supply
Scandinavian Tobacco Group where
chain and operations alongside an
she completed the listing of the
appetite for both organic growth
Group on Nasdaq Copenhagen.
and expansion through M&A.
On top of this, Sisse has built a
As a CFO, it is part of Sisse Fjelsted
considerable experience as a board
Rasmussen’s job to weigh in on
member in several large companies
this plethora of different scenarios,
such as TV2, Co-Ro, Inwido, and
which offers both opportunities
PostNord. And she loves numbers:
leadership in different ownership models. During my career, I have had the privilege of working under almost all kinds of ownerships including partnerships, privately owned, publicly listed, and now under PE ownership. They all have different characteristics with impact on the culture and the role
• STARK Group A/S operates 412 branches across Germany and the Nordics through its subsidiaries STARK Deutschland GmbH in Germany, STARK Danmark A/S in Denmark and Greenland, Beijer Byggmaterial AB in Sweden, STARK Suomi Oy in Finland and Neumann Bygg AS in Norway. STARK Group A/S has approx. 10,000 full-time employees and annual net sales of approx. EUR 4.3 billion. • STARK Group serves a wide range of customers, primarily professional builders, in the renovation and new construction sectors through a flexible delivery model.
you have to play as CFO.
members get the opportunity to
of the right products at the right
shine and play a solo on the back
place at the right time is one of
What inspired you to work at your
of the rhythm. It is also important
the most important competitive
for me to work in a team where
differentiators we have. However,
- I was attracted by the opportunity
everybody has a voice and express
as for many other companies,
their opinion as we always let the
sustainability and digitalization of
best argument win and not the
the way we operate and interact
one with the highest ranking or the
with customers will play a larger
and larger role to us in the future
What are some of your most
In that sense, I feel very engaged
to work under a PE ownership and be part of a transformation in a company with a large unlocked
important duties in your role? - My most important duty is to drive performance and value creation seen from our shareholders’ perspective. Under PE ownership, you know that your owners have a certain time horizon and that they work towards an exit. But you do not necessarily know the exact timing of the exit and
rather than simply products, price,
“building our future by helping
What inspired you to work within
others to build theirs” – a purpose
that I feel is not only related to
- I have always had fun working
STARK, but also to me personally, as I get fulfilled when I can support people around me to grow professionally and personally and help them live the lives they dream about.
or an IPO. As such, I am also very conscious about my role as a leader and a communicator both internally and to the market. What part of your job are you most passionate about? - I am extremely passionate about my role as a people manager. I have a desire to inspire and grow people through empowerment and by creating an environment which is challenging, yet safe and characterized by trust, respect, and care. I feel thrilled when I experience my team solve problems by building on our individual strengths and
"I have always had fun working with numbers, even from when I was a child. But what has driven me from the auditor role into the CFO role is the challenge of understanding the story behind the numbers."
competences. I am also excited about being able to impact the
What are the biggest operational
corporate culture in a way that
challenges facing your industry
makes people feel that the goal is
now - and in the future?
not to be perfect, but to become better every day and learn from their mistakes. I am very committed to my team and enjoy practicing jazzmanagement where all team
with numbers, even from when I was a child. But what has driven me from the auditor role into the CFO role is the challenge of understanding the story behind the numbers. That’s where you’ll find the code to unlocking value in the
whether it will be a sale to another sponsor or and industrial player
in the STARK GROUP purpose of
- The builders’ merchants and our industry are in general operating in a very traditional way in order to meet the customers’ needs of today. Our consistent deliveries
business, and that’s where you as a CFO need to acquire and maintain a deep understanding of everything that goes on in your business. What / who inspired you to get to where you are today? - Anders Colding Friis has played a vital role in my career as he had the courage to hire me as CFO in a broad leadership role at STG. Ultimately, this enabled me to take the step from a Nordic advertising group to a world leader with global operations within manufacturing, branding and sale. Anders has left a huge footprint on me as a leader. He taught me the strength of vulnerability, honesty, and integrity in a leadership role and how practicing this enables the people you are around to unlock their full potential. What has been your biggest professional success? - If I disregard the IPO of STG for moment, I have led some heavy transformations of the finance
areas in all the companies I have worked for since I left my auditor career. I have arrived to my jobs on the back of significant change in structure or ownership where the finance area including staffing, reporting systems etc. have had to be built from scratch. I have only succeeded in this as I have been able to attract a diverse team of extremely smart people who have been willing and able to deliver hard efforts and overcome heavy struggles through amazing team work. What has been the biggest challenge? - An overshadowing challenge for me has always been how to balance my time between family and work and to remember to take care and allocate time for myself. Pure professionally, it has been to lead the IPO of Scandinavian Tobacco Group in 2016, which was also my biggest learning. STG is a very solid company operating with strong values based on passion and integrity, but they are in a challenged industry and we entered the stock market when it was quite volatile in early 2016. What do you want to achieve within the next few years? - For the coming years, I will first maintain my focus on developing STARK Group to become a stronger company well equipped for the future and able to meet our customers’ demands and our shareholders’ expectations.
Three good advices on how to achieve success in your role: 1. Be authentic and stay true to who you are – lead with your heart and not with your crown. 2. Focus on your audience and your messages and keep it simple. The CFO role is very much about cutting through complexity and translate it into simple messages with focus on what really matters. 3. Your success depends on the team you have around you – having a diverse loyal team of smart people around you, who have a true desire to win together, makes the whole difference.
Secondly, and just as importantly, my team and I will continue to learn, explore and have a lot of fun working together.
PAPEGØJER SNAKKER. TAL TALER.
Basico rådgiver om økonomi og jura. Fra krisehåndtering til analyse. Fra CFO Services til interimsløsninger. Basico blev grundlagt i 2003 og rådgiver de største danske virksomheder.
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Thomas BrebĂ¸l Christensen Group CFO at DLG since July 2019 46 years Education Holds a Master of Science (M.Sc.) in Political Science from the Universities of Copenhagen and Aarhus, an Executive MBA from Warwick Business School and attended an Executive Board Programme at INSEAD. He is a Lieutenant-Commander in the Royal Danish Navy Reserve (sprogofficer).
Career Prior to joining DLG as Group CFO in July 2019, Thomas developed a profile as an international business leader, strategist and commercially minded CFO with broad experience across the entire value chain in business unit, category and central settings. For five years Thomas was Senior Vice President and CFO at Danish Crown Pork after working 12 years for Mondelez, Kraft Foods, Cadbury and Dandy, mostly abroad, where he held several General Management, Strategy and Finance positions in Denmark and abroad. Thomas started his career as Assistant to the Defence AttachĂŠ at the Royal Danish Embassy in Moscow, Russia.
Private Thomas grew up in Holstebro, Denmark. After living in Russia, the UK and Switzerland for a number of years, he now lives in Aarhus, Denmark with his wife Marie-Louise and their two daughters aged 12 and 13. Outside work, he prioritizes time with family and friends. The family often travels, and Thomas is particularly fond of spending time in the Alps, either skiing or hiking. He also does some kayaking and plays the occasional round of golf.
Thomas BrebĂ¸l Christensen: "To me leadership is all about setting the right team and organization, agreeing on a guiding vision, and being clear on roles and responsibilities"
DLG GROUP • With activities in the three core business areas Agribusiness, Premix & Nutrition and Energy & Retail, the DLG Group is one of Europe's leading agricultural companies, organized as a limited liability cooperative owned by Danish farmers. In 2019, the Group had a turnover of DKK 50 Bn, of which approximately 60% is generated in Germany, the Group’s largest market. EBITDA was DKK 1.9 Bn. The DLG Group has activities in 20 countries. • The recent strategic focus has been to sharpen the portfolio through mainly divestitures, thus positioning the Group for a renewed focus on profitable growth whilst benefiting from a Group mindset, which is also supported by joining and scaling up the head office and several regional offices into one new common location. Also, a comprehensive restructure of the Danish route-tomarket has been announced for 2020. • DLG has approximately 6,400 employees of which almost 1,500 are employed in Denmark and 4,300 are employed in Germany. Colleagues are united by the core values of being trustworthy, creating value and being ambitious.marine and industrial engines.
New DLG CFO wants to drive functional development in a transforming business Thomas Brebøl Christensen, Group CFO at DLG, wants to move his organization even closer to the business and increase its contribution to both value creation and value preservation. Joining and scaling up across the Group and leverage of IT are some of the key enablers in the process.
In the first week of February,
What was once the centre for
during transition. At the same
Thomas Brebøl Christensen
assistive technology in Fredericia
time, I decided to reorganize
delivered his first annual accounts
now serves as temporary offices
Group Finance to add more
as Group CFO at DLG. A milestone
for the DLG Group’s white-collar
focus on Business Finance, we
that marks his first seven months
employees, who share their
moved Procurement into the CFO
as Group CFO at one of Europe’s
time between the current head
organization, I filled four vacancies
leading agricultural companies
office at Axelborg in the centre
amongst my direct reports and one
with a turnover of DKK 50 Bn,
of Copenhagen and the office
of my key staff went on maternity
which also makes it one of
in Fredericia. This summer 350
leave as the year-end was rapidly
Denmark’s largest companies.
employees will move into the new
closing in. And we were assisting
head office, that is currently being
one of our German subsidiaries
It is also a company that is amid
built in a field overlooking Lillebælt
in handling a competition case,
a large-scale business-wide
– and in a location closer to DLG’s
whilst also working through how
transformation. Initiatives range
Danish owners and customer base
to handle it in the Group accounts.
from sharpening the business
as well as the German market.
So, there really was no time for the
portfolio through M&A activity, over
classic 100-day plan. That said, I’ve
a comprehensive restructure of
- In many ways the first months in
now realized that a 100-day plan
the Danish agribusiness, including
the role have been straight on and
wouldn’t have been a good fit with
the move of the Group head office
quite demanding, but, at the same
DLG’s culture anyhow, so actually
from Copenhagen to Fredericia, to
time, they have also been fun,
it turned out quite well, Thomas
further leverage of Group synergies
challenging and presented me with
Brebøl Christensen says, smiling.
and the implementation of a
a steep learning curve.
common business platform across
I came into the business at a time
parts of the Group.
when there were a lot of things
The transformation is evident
going on. We are moving our head
He became Group CFO at DLG in
at DLG’s temporary location in
office from one part of the country
July 2019 after five years as CFO for
Fredericia, where I meet Thomas
to another, which means that a lot
Danish Crown Pork and before that
Brebøl Christensen just a few
of new colleagues are joining. This
several years in Dandy, Cadbury,
weeks after the annual results were
brings new energy and perspective,
Kraft Foods and Mondelez, where
but naturally also some challenges
he held several international roles
within General Management,
to him. In the course of his previous
all. Also, I believe we have vast
Strategy and Finance. It is by choice
roles, Thomas Brebøl Christensen
potential in joining and scaling
that he is once again employed by
worked across all parts of the value
up across the Group in all of our
a cooperative owned by Danish
chain and participated in a number
functions. This will enable a more
of major business transformation
efficient and effective use of
and integration programmes,
our resources. We have so many
- It’s no secret that I saw a position
most of which involved joining
competent and talented colleagues
as Group CFO as the right next
and scaling up across multiple
in the organization and I firmly
step in my career, but it was
international business units. This
believe that by bringing their skills
very important for me to locate
gave him valuable experience that
into play in a new way, we can both
an Executive Board position at
is beneficial as he sets the direction
increase value creation, strengthen
the right company and where
for his organization, which covers
value preservation and at the same
my fellow Directors and I would
Group Finance & Accounting,
time make our work more fulfilling,
complement each other well – and
Business Finance, Treasury, IT
Thomas Brebøl Christensen says.
at eye level. I found that here at
and Business Transformation,
DLG, Thomas Brebøl Christensen
Procurement, Legal and M&A.
says and continues:
Stepping up on digitalization and harvesting the benefits of IT in
- I am leading functional
areas such as Business Intelligence
- The fact that DLG is a farming
development in a transforming
and robotics are key enablers in the
cooperative also carried a lot of
business. My main focus right now
transformation that Thomas Brebøl
weight. In a cooperative, your focus
is working with my leadership
Christensen and his team are now
is broader than to create financial
team on creating a vision for the
returns to shareholders as in a
support area and getting our entire
listed company, as you also work to
organization to buy in to that
- We have to invest in IT and
benefit the Danish farmers as a key
vision. It is challenging, but in many
digitalization if we want to
trading partner. Their investment
ways a dream task, he says and
achieve our goal of developing
in the company is an integral part
the business. We are rolling
of their own farm business, which
out SAP Business Planning and
represents the livelihood of past
- We need to unleash our
Consolidation (BPC), are about
and future generations. This means
full potential. The goal of the
to launch SAP S/4 HANA Central
that there is less focus on quarterly
transformation of the support
Finance and will be implementing
financial statements and more
functions in DLG is all about
HANA as a common business
focus on creating long-term value
creating even more value for
platform across parts of the Group,
and securing the competitiveness
the business and our owners by
which will have a significant
of the entire farming sector now
changing our role from being a
impact. Leveraging data to develop
and in the future, which, in turn,
support function to becoming
the business becomes increasingly
this being such an integral part
a business partner – whilst also
important, and Business
of Danish society and economy,
strengthening our efforts at value
Intelligence will play an even bigger
is vital for the country. I find
preservation through areas such as
role in DLG in the future, the CFO
that extremely meaningful and
risk management and compliance.
motivating – and, frankly, awe-
I believe we have low-hanging
fruits to harvest to release the
resources required for the change
Every year DLG Group spends more
Functional development in
journey, for example by further
than EUR 500m on purchasing
a transforming business
simplifying and automating manual
goods, services and infrastructure.
After closing the 2019 accounts,
processes and by leveraging
Therefore, Group Procurement is
Thomas Brebøl Christensen and
Business Intelligence – and, rather
naturally part of the transformation.
his team now focus on setting
than seeing the change in the
the tone and direction for
business surrounding us as an
- We can only keep our market
functional development across the
obstacle, we can join forces and
leading position, remain our
change along with it, making
customers’ preferred partner, and
It is a task that is very well-known
change management easier for
keep costs down by applying our
full leverage and continuously working to harvest synergies between the companies in the Group. Important levers in these endeavours are the pooling of our purchasing power, sharing of best practices and application of world class sourcing standards across our entire business, Thomas Brebøl Christensen says. Team spirit During his first seven months at DLG, the Group CFO has put together his leadership team, whom he describes as “a great group of people, motivated for change, and professionally some of the best within their field”. - As a leader you are only as strong as your team, so it was very important for me to have the continuing and right colleagues in place before we started building the team and our shared vision for the future. I am very much aware of my role as a leader. To me leadership is all about setting the right team and organization, agreeing on a guiding vision, and being clear on roles and responsibilities – and then trust the team to define the right strategies and make the right decisions in execution. The strengths and skills we have in the leadership team is reflected in the entire organization, he says and continues: - One of the things I truly appreciate as a leader is the development of organizations, competencies and talent. We need to make sure we have a pipeline of talented colleagues with the right width and depth of competence and potential.
Team spirit: "One of the things I truly appreciate as a leader is the development of organizations, competencies and talent. We need to make sure we have a pipeline of talented colleagues with the right width and depth of competence and potential."
– Thomas Brebøl Christensen
Three good tips to succeed as CFO: 1. Encourage awareness of where and how value is created in the business - as a prerequisite for measuring the right things, for allocating scarce resources and for making the right decisions. 2. Create a strong leadership team with a shared vision for the future - and make the vision an ongoing guide for the team's functional strategies and execution. 3. Be mindful of your leadership role â&#x20AC;&#x201C; know what you should be spending your time doing and what you should not be doing, including the ability to zoom in and out, i.e. to maintain an overview and only selectively dive into details.
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Lars Troen SĂ¸rensen: "Being involved in optimising how we manage renewable energy in the company, rising power production and the transition to using new energy sources for the production of oil and gas has been an exciting process."
Lars Troen Sørensen
CFO at Danske Commodities A/S 58 years Education Shipping and finance education at A. P. Møller Graduate Diploma in Accounting & Financial Management and Graduate Diploma in Strategy & Management from Copenhagen Business School. Internal management training at Statoil/Equinor, including under the auspices of Harvard Business School, Handelshøyskolen in Bergen, etc.
Career In 2019, Lars Troen Sørensen celebrated his 25-year work anniversary at Equinor, which until 2017 was Statoil. Lars has held many different management posts here in the economic and financial areas – in Denmark, at the company’s headquarters in Norway, and many other places around the world. He joined the company’s Investor Relations department just after its IPO in 2001 and in 2006 became Head of IR. In 2010, he took the plunge as Country Manager in Azerbaijan and next became CFO in Tanzania for the company’s largest operator project outside Norway. After a few years with responsibility for the company’s energy policy and contact to public authorities, Lars became involved in business development, where the focus was on finding a way to efficiently market power from Equinor’s rapidly increasing portfolio of renewables. This led to Equinor’s acquisition of the Aarhus-based energy-trading company Danske Commodities, where Lars is now CFO. Before joining Equinor, Lars worked with Maersk and IBM.
Private Lars Troen Sørensen is married to Ida, and together they have Caroline (23), Louise (18) and Frederik (16). An interest in cars and motorcycles has been maintained since childhood, while a passion for tennis and squash has over the years been replaced by golf.
Equinor (formerly Statoil) is one of the Nordic region’s largest companies, which over the past decade has transformed from being an upstream oil company into a broad energy company with ambitious operating, earnings and climate goals. The company’s strategy is “Always safe, high value and low carbon.”
- I have been with Equinor for 25
electrification of production in the
Equinor will thus be a major
years and have had many different
coming years, Equinor will enable
consumer of power generated by
management positions in the
carbon-neutral production by
hydro, wind and solar and has itself
economic and financial areas. Being
2030 and by as early as 2025 have
a strongly growing portfolio of
involved in optimising how we
emissions of less than 8kg per BOE.
renewable energy. Aarhus-based
manage renewable energy in the
Danske Commodities (DC) is one
company, rising power production
That is less than half the average
of Europe’s largest power trading
and the transition to using new
emissions of our competitors at the
companies, so Equinor therefore
energy sources for the production
moment (OGP average is roughly
acquired DC in 2019 and it is now
of oil and gas has been an exciting
18kg per barrel) – and we have our
the group’s route to market for
process, says Danske Commodities’
minds firmly set on the target of
CFO Lars Troen Sørensen.
zero net greenhouse gas emissions
For example, through extensive
- We had three options, says Lars
energy markets. Constant shifts in
market price for power is heading,
energy requirements and/or energy
we have to collect and process
- 1. We could build systems and
production create commercial
data on energy production and
opportunities, and by being able to
energy consumption in other parts
2. We could find one or more
quickly register these changes and
of the system. We consider power
partners with access to the market,
trade on them, DC can create value.
production from hydro, nuclear,
coal, gas, etc. paired with how
3. We could acquire one or more
We buy capacity in existing power
warm/cold the weather is expected
companies with systems, expertise
and gas transport systems and use
to be, and combine this information
and market access.
this capacity to buy energy where it
with actual data from previous
When we found Danske
is cheap and transport it to where it
periods to estimate consumption.
Commodities and saw their
can be sold at a premium.
systems and business model
These forecast algorithms provide
and also how many markets the
Energy systems change and we
traders with decision-making
company has access to, the choice
are constantly finding new ways
information so they can execute
was not difficult.
to trade and compete in these
trades and take positions. We
evolving landscapes in order
also have many algorithms on the
to create value. Wind and solar
production side that automatically
energy produce power as the
execute trades based on the
wind blows and the sun shines.
market data they ‘see’. Meanwhile,
Hence, most renewable energy
our Automated Trading team
production is unpredictable or
constantly tracks existing
intermittent. With more and more
algorithms and their performance,
wind and solar in energy systems,
and at the same time they follow
the task of balancing production
market changes that can give rise
and consumption becomes even
to other or altered algorithms being
more difficult and requires even
able to create value.
"I have had the pleasure of being CFO of the company for one year now and am happy to note that the acquisition of Danske Commodities has exceeded all expectations and must be considered a success."
more data and faster response times. Prices in the system also
Margins in DC’s markets have
become more volatile, and during
traditionally diminished the more
times of major overproduction
liquid and well developed the
turn negative. With consumers at
markets become. To maintain the
the same time becoming more
same level of earnings in markets
engaged and energy producers
that are developing, we typically
becoming smaller in scale and more
have to execute more trades
decentralised, so the complexity of
from year to year due to margins
the energy markets is increasing.
declining. As well as doing more of the same, we can also develop
The key to success for DC is
more products that we can sell to
mainly the ability to predict power
market participants and thereby
DC is also a major player in the
production from renewable
increase earnings. In addition, we
trading of natural gas, and Equinor
installations. This is done by
can become established in markets
is one of the largest suppliers of
combining weather data and
that are completely new or less
natural gas to the European market.
market data. The more precise data
developed than the markets in
DC’s systems, competence and
on the market and the weather
market access for both power and
around the wind farm or solar
natural gas represent a perfect
park we can obtain, the better our
Paradoxically, the most developed,
strategic match for Equinor’s future
forecasts can become. And the
liquid and competitive power
more actual data we can compare
market in the world is the
Danske Commodities creates value
with the forecast, the more we can
US market, but because it is
by connecting producers, suppliers
refine our forecasts going forward.
undergoing considerable change
and consumers to the wholesale
To obtain an overview of where the
due to an increasing share of
renewable energy – and hence
Premier League now, and we
products that are processed by
increased supply uncertainty –
have to capitalise on the major
the front office, standardising
the US market fulfils most of the
opportunities we now have. The
back-office processes as much as
criteria that enable DC to generate
company’s three-year strategy,
possible has been important for us.
solid earnings. We got established
LEVEL UP, lays out the prerequisites
Given our increasing transaction
in the US in 2019 through an
for our further development.
volumes, further standardisation
Equinor-owned subsidiary that DC operates.
and streamlining of processes so DC processes huge amounts of
more and more reconciliation,
data every day, and given the
confirmation, settlement and so
- I have had the pleasure of being
increased volume of transactions
on can be automated will become
CFO of the company for one year
and greater number of markets
even more important.
now and am happy to note that the
and products in the portfolio, the
acquisition of Danske Commodities
requirements for data structure and
Risk management is a chapter in
has exceeded all expectations and
quality will keep on rising. Likewise,
itself at DC. With gross revenues
must be considered a success”,
the requirements pertaining to
of more than EUR 10 billion a
says Lars Troen Sørensen. “We
risk management and back-office
year and around 70 persons with
have realised more than expected
management of the many trades
market access, it is vital that all
in terms of synergies and have
and transactions will also increase.
risks are registered and tracked
transferred all the business
from the moment they arise until
activities we had planned to DC,
In 2019, DC averaged around 6,000
they are mitigated and eventually
who are now optimising them
trades per day, with a single day
neutralised. Risk management is
on a daily basis. DC is now part
in November seeing more than
an independent function, and the
of a substantially larger company
15,000 transactions pass through
company’s CRO reports to the CEO
and has been granted the
the system. We expect these
in the same way as the CFO.
opportunity to trade in markets
figures to triple in the next five
with products and counterparties
years. DC already uses Robotics
To ensure future growth, DC must
we never had before because our
Process Automation (RPA) for
be able to handle even larger data
capital base and solvency were
much of the back-office process,
volumes, and indeed the company
not large enough. We are in the
and while we have many different
has established a data strategy in
"What’s fantastic is that it is not IT who is driving the data strategy, but rather it is a demand of the business. They understand that for our systems and algorithms to work optimally in the future we need data to be high quality, accessible and unequivocal."
the past few years which via a central data office
structured and highest quality data will enjoy an
(managed by IT) ensures structured and high quality
enormous competitive advantage. Those who
data throughout the company.
fail to understand this or keep up will lose out. In our opinion, we are certainly well equipped, but
- What’s fantastic is that it is not IT who is driving
definitely cannot afford to rest on our laurels.
the data strategy, but rather it is a demand of the business. They understand that for our systems and algorithms to work optimally in the future we need data to be high quality, accessible and unequivocal, says Lars Troen Sørensen. DC is now working with Equinor to reinforce the entire group’s data strategy. DC’s strength is trading and the administrative processing of transactions, while Equinor’s strength is process and production optimisation, etc. The digitalisation of the energy market is proceeding at great speed, and those companies that have the best
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- Are you in Control of Your Experience Data?
Why should experience data help you do business? And how can you succeed with it? Customer Journey, Omnichannel, and Experience Management (XM). These are all “hot topics” being top of mind with many business leaders and something all companies need to focus on to survive in today’s experience economy. What all topics have in common is that they all address the need for understanding how products and/or services being sold convert into a great customer experience. Until now, companies have had a quite good handle on KPI’s defined by efficiency such as costs of sales or return on marketing investment, but lots of businesses are lacking behind when it comes to understanding how the resources spent translate into actual customer experiences. This is a paradox since customer experience is crucial in a buying situation and plays an even bigger role than price when choosing who to spend money with. Customers not feeling satisfied with a product or service will often be on the lookout for other alternatives. Companies need to understand what their customers think and want to deliver a great experience today. Experience data (X-data) allows them to do exactly this and can be classified as “soft data” that makes it possible to understand how people are feeling and why things are happening e.g. why a customer decides to buy or not to buy from a company. But how can you be successful with this type of data? The answer is to combine it with operational data (O-data) such as orders, products, price points, promotions, costs, revenues, and sales. An experience database that associates customer experience to the product, service, price, time and channel is the basis for kicking of processes to fix problems and be successful.
Many companies unfortunately seem to be hesitating when it comes to realizing the power of experience data. Too bad, since it would allow them to determine how individual customer experiences can be improved compared to segmenting on typical factors such as size, profitability and industry. What if: • You knew exactly what is causing reduced customer satisfaction and could trigger corrective action and track progress in real time? • Your real-time experience data was automatically analyzed and segmented into a format you could easily understand as a business leader? The possibilities for improving your customers’ experiences are plentiful - let’s make sure to integrate it in everything we do to make true business impact! Listening to experience data doesn’t necessarily have to be complicated - but if you do not move, you risk becoming irrelevant to your customers and might fall behind in the experience economy! Jonas Almstrup, Nordic Head of Sales at SAP Customer Experience
Equals Sharing Facts Magnus Bach VP, Global Marketing at Vestas Professional: What will the content of your
large. At different times in my
presentation at Executive Forum
career certain aspects of the
Finally, I find permission marketing
be? Please elaborate.
discipline have surfaced more
fairly interesting; in many cases
than others. Earlier in my career,
digital communities are the new
I was especially passionate about
“segments”, and the thing about
content development and strategic
communities is that you are
storytelling, i.e. the articulation
granted access to them and once
and substantiation about the
you are allowed in, you engage into
corporate value proposition; later
a dialogue rather than directing
on, I shifted focus to the digital
and controlling the conversation;
aspects of marketing, both in terms
it will require new skillsets from
of channels targeting customers
marketeers, and that’s for sure
but especially on the internal
- I will be talking about something as mundane as corporate sponsorships. In a B2B environment in particular, sponsorships easily become nothing but a high-end hospitality platform; wine & dine in other words. There is nothing wrong with that, but it has a much greater potential, in particular regarding the platform becoming a strategic communications vehicle. If you do so, you generate not only profitable growth for the company, but also brand awareness and possibly also brand relevance. With that in mind, the session will essentially touch on the transition from Sponsorships to Partnerships. What are some of the most important tasks in your role? - Finding the right balance between maintaining the core and developing the team, infrastructure, mandate and process. Otherwise we end up riding the bike while the pavement is being laid. What part of your job are you most passionate about?
infrastructure side; an area that has the potential to completely disrupt the marketing discipline at large and therefore, naturally, is high on my agenda. Another thing that always get me excited and something I have strong opinions about is creative
Private: Do you have a partner and/
concepts and art direction; the
power of symbols and imagery
- Married to Jingjing and two
should never be underestimated;
kids – a boy and a girl.
its hugely important, internally as well as externally. Since recently, with the emergence of purpose marketing, it is clear that an overarching narrative above and beyond the proposition is vital; for our part at Vestas, sustainability has always been part of who we are and what we do; now that the space is increasingly crowded, we
When were you born? - CPH, Denmark What do you like to do when you are not at work? - I read a lot of novels; I cook if wine is involved – and Spotify is a close friend of mine.
- I easily get excited and I am in
need to figure out how best to
general a fairly passionate guy;
position. A hugely interesting and
Where did you grow up?
also about B2B marketing at
important task that I am of course
- Vejle, Elsinore, Copenhagen.
What inspired you to work at your company?
current Formula E partnership we have with Mercedes
- I have worked in other industries (including bulk
Motorsports. Time will tell if the ambition level pays off
meat trading) than renewables earlier in my career, and what I realized was that especially in marketing
across all metrics.
and communications, you invest a bit of soul; a
What has been the biggest challenge?
bit of yourself in what you do. With that in mind, I
- Aligning ambitions with the realities of B2B Marketing;
would have difficulties getting up in the morning
time and resources are not always available to the extent
if I didn’t truly buy into and believe in the greater
required to deliver on ambitions.
cause; the important role that companies like Vestas can potentially play. People are motivated by
What do you want to achieve within the next few years?
different things, but for me it’s the green agenda.
- Should the opportunity manifest itself, I would like to
Vestas is the market leader, technology leader and industry pioneer of the renewable sector and to a wide extent the green agenda at large - That’s why I applied for a job at Vestas 13 years ago, and its why I
architect and facilitate the repositioning of Vestas towards a full-scope solution player within renewables; that may or may encompass an element of rebranding.
am still around. What are the biggest challenges in your industry now - and in the future? - The energy transition at large. Like many other industries, the energy business is being disrupted by new technologies and framework conditions. With the introduction of auction schemes, the price of renewables has dropped significantly, making renewable energy even more competitive and on par with other electricity generating sources – also before factoring cost to society of fossils into it. Likewise, on the technology side, companies like Vestas now has the capability to provide costcompetitive baseload energy, meaning electricity regardless of the circumstances; we do that by offering hybrid solutions, that combine wind, PV and storage, that feed “green electrons” into the grid, regardless of the wind is blowing or sun is shining. Finally, digitalization offers great opportunities, i.e. in terms of moving further up the value chain, offering digital asset management solutions to our customers. Since the business model is being finetuned to cope with these changes, there is an increasing need to tune the corporate positioning as well. . What inspired you to work within your field?? - I Tall, majestic, epic and powerful constructs of human imagination – they are called wind turbines. What has been your biggest professional success? - It depends on how success is defined, of course. In terms of potential strategic impact, investment and complexity implied, it’s the landing of the
One good tip to succeed in the role: Never underestimate the leadership role. I tend to become a player as well as a leader. Setting direction and facilitating that everyone always buys into and move towards the overarching objectives is key in leadership positions. It requires line of sight and clear communications. Luckily, given our discipline, we should be capable of that. 121
Helena Andreas: "We build pride in the role we play in society, pride in all the everyday heroes we have in the company and pride in the services we provide, which in the end makes our customers feel proud too."
SVP Group Brand and Communications at Securitas 45 years Education • MSc, Engineering Physics • BSc, Business & Economics • MBA (Marketing focus) from INSEAD
Career Helena has been employed by Securitas since the beginning of 2019. Before starting at Securitas Helena was Group Director of Marketing and Communications (CMO) at Nordea in Stockholm and before that she was Group Head of Retail and Distribution at Vodafone in London
Private Helena was born in Malmö and currently lives in Stockholm, but enjoys experiencing different cultures and has lived in London for almost a decade as well as in California, Singapore and France. In her spare time Helena loves spending time with her family, especially with her two daughters who are six and two years old. Good literature is always something that Helena turns to when she wants to get inspired or to relax off from work.
Mission: Building a +370 000 employees purpose-driven company Solution: Creating pride every day, in everything we do at all times When asked, most people would
purpose: We help make your world
transformation journey we are on
say that Securitas is a traditional
a safer place!
to use all the data we have and all
guarding company, and that is true in many ways.
the technology available to provide - We build pride in the role we play
even better services to our clients
in society, pride in all the everyday
and make the job easier for our
- We have an impressive forte and
heroes we have in the company
presence in our core guarding
and pride in the services we
business which few others can
provide, which in the end makes
Helena’s first mission was very
compare with and this is something
our customers feel proud too.
clear: Building a purpose-driven
that makes me really proud.
company. That could have been
However, I would say that it is the
We want to remain a leader in the
a more easy task if the people of
combination of this high quality
security industry, both in terms of
the company could be filled into
manpower together with our
innovation of new services and the
one room, but this is Securitas,
use of modern technology, but also
a company with over 370 000
services and our investment in
in terms of our employees ' skills
employees in 58 different countries
new intelligent products which will
and expertise. We have around
worldwide. Not only the amount
enable us to reach our aim: being
370 000 employees worldwide
of employees was the challenge,
globally recognized as an intelligent
who all help create a safer society
the over 100 000 people Securitas
protective services partner to our
every day, not only by preventing
recruits every year adds to the
clients. Taken together, all this
crimes but also by preventing fires,
equation. This was not only a
prepares us exceptionally well
performing first aid and much
mission, it was a challenge of a life
for serving a large, growing and
Helena Andreas joined Securitas
- I could not turn down an offer like
little more than a year ago. What
this. I love challenging myself and
a responsible company and as a
was the appeal?
taking on missions that almost look
vital part of the fabric of society
- There are many great things about
impossible, because it drives me to
we naturally want to contribute
Securitas, but two in particular
positively – a sense of safety and
stood out for me. Firstly, the strong
stability is a fundamental human
values and the wish to do the
need and essential for a well-
right thing and be a responsible
and sustainable company not
By protecting workplaces, public
only for the next quarter but for
spaces, infrastructure and in some
the next 100+ years is an essential
placesplace’s even homes, we help
element for me. Secondly, I am
provide this peace of mind.
inspired by the challenge to take
This is also how we live our
all our people with us on the
changing market. At Securitas we take pride in being
do my best and to always evolve. You usually overestimate what you can accomplish in three months, but underestimate what you can accomplish in three years. This was a marathon – not a sprint. Securitas was founded in 1934 and much has changed since. Yet the basic beliefs remain unchanged.
• In the beginning of the 1900’s, private security companies became increasingly common. The services that these companies offered were primarily keeping watch for fires and guarding entrances and gates. • Today, security solutions are designed to meet specialized customer demands and the industry is led by a few international focused security companies – among them Securitas. • We experienced strong market momentum in 2018 and achieved a sales milestone of more than SEK 100 million. Some important acquisitions of electronic security companies were made.
As in the past, everything we
of background, gave more or less
do today is based on the strong
the same core message and so the
values – Integrity, Vigilance, and
purpose was built from within.
Helpfulness – which have helped us ensure global business success for
However, reaching all employees
with the new purpose has been the biggest challenge of them
"What has truly amazed me unlike anything I have ever experienced before, is how people have taken to the purpose to their hearts immediately. As soon as people hear our purpose, they integrate it in their thinking and start using it completely naturally in their daily work." - I found something at Securitas that really helped in this journey, and that was pride in our values. People at Securitas feel pride of what they do, who they are and what we achieve, and this inspired me to use that pride to build the purpose. The values were already a rocksolid foundation for the company, and a decision was made to add a purpose supporting them. Securitas held purpose workshops all over the world with thousands of employees in all types of job roles and it was surprising how common the answers were. Almost all employees, regardless
all. Among the 370 000 people, many work part time or in some countries in rural areas with limited infrastructure. This means that a lot of creativity is needed and use of non-traditional communication channels – and a large dollop of patience, since fully embedding our purpose will take several years. - What has truly amazed me unlike anything I have ever experienced before, is how people have taken to the purpose to their hearts immediately. As soon as people hear our purpose, they integrate it in their thinking and start using it completely naturally in their daily work. It’s only half a year since it was revealed, and it already feel like we’ve had it forever!
Three pieces of advice on how to achieve success as a top leader in marketing and communications 1. Start from the company core values and strategy and always stay true to these. 2. Find inspiration in your organization. Listen and engage as broadly as you can, with colleagues from all geographies and roles. 3. Always, always, always put yourself in the shoes of the audience.
Equals Sharing Facts Filip Engel VP, Sustainability, PA, Global Branding at Ørsted Professional: What will the content of your presentation at Executive
green technologies to transform from black to
Forum be? Please elaborate.
green energy and stop climate change. But the
- To talk about how we at Ørsted leverage sustainability
change is still not happening fast enough.
and a purpose based brand in our marketing and the results we
What inspired you to work within your field?
- My concern over climate change. And because energy is an exciting industry with massive societal
What are some of the most important tasks in your role?
- To set build our sustainability performance and integrate it into the positioning of the company. And
What / who inspired you to get to where you are
to leverage the brand towards all our target audiences
including our customers. I also spend a lot of time
- Too many people for me to mention. I get
digitalizing our marketing and communication in general.
inspired all the time.
What part of your job are you most passionate about? - On a personal level it is to be a part of a company that delivers some of the solutions to tackle what I would label the most important challenge we are facing globally; climate change. On a more professional level it is to define the strategies
Private: Do you have a partner and/
and execute on the and see the results materialize. I also
take great joy in being a leader and help talented people
- I live with Nynne who works at DR and we
grow and succeed.
have a 3 year old son together. When were you born?
What inspired you to work at your company?
- To help transform the company from black to green energy. When I started back in 2008 DONG Energy was a
What do you like to do when you are not at
very fossil based company but senior management had
a vision to change the company to green energy and I wanted to be a part of that. What are the biggest challenges facing your industry now - and in the future? - To deliver on the green transformation. Contrary to what many believe the world actually has most of the
- Spend time with family and friends and enjoy good food and wine. Where did you grow up? - I'm from Valby Copenhagen.
What has been your biggest professional success? - I would mention two results. The full rebranding from DONG Energy. It was a sizeable task to do a full rebranding of that magnitude including finding a new name, visual identity, purpose driven narrative, launch strategy and subsequent brand building strategy. Secondly, that Ørsted was recently named the most sustainable company in the world which is the result of many years continued work to drive the sustainability
Three good tips to succeed in the role: 1. Build a strong team around you. You need it.
performance of Ørsted forward. What has been the biggest challenge? - To continue to drive our positioning forward and always try to be ahead of the curve. When the world changes so much as it does and you as a company does the same you continuously have to look ahead and revise your strategy. What do you want to achieve within the next few years? - To continue to strengthen our global set up even more than today as Ørsted grows and expands to still more markets.
2. Be persistent but in a constructive way with your organization who perhaps not always at first hand appreciate your recommendations. 3. Don’t be afraid to stick around in an organization for some time. Often that will give you the chance to create long term and lasting impact which is really rewarding.
Equals Sharing Facts Gro Myking EVP, Marketing & Communications at KLP Professional: What will the content of your presentation at Executive
What inspired you to work at your company?
Forum be? Please elaborate.
- I had noticed KLP of course, being among the 10
- At the CMO-forum I will be talking about the
largest companies in Norway. What appealed to
importance of long-term brandbuilding in a strategic
me the most was the impression of KLP as very
perspective. I will elaborate on some of the choices KLP
open and transparent in their investment strategy
has made working towards a clearer and more distinct
and also ambitious in contributing to a sustainable
position for the company.
development through responsible investment. KLP being a mutually owned company also feels very
What are some of the most important tasks in your role?
motivating as our customers are our owners. So
- I am in charge of KLPs communication overall and we
basically, our customer’s needs and owner’s needs
are responsible for KLPs positioning, brand building,
are the same, so there is no conflicting interest.
marketing, public relations and media, customer experience, market insight and more. KLP is Norway’s largest pension company with total assets of NPK 745 billion. The group also includes a bank, an insurance company, one of Scandinavia’s largest real estate managers - so it is a wide range of communication. What part of your job are you most passionate about?
- Although I love my job and everything about it, a few
Do you have a partner and/
things really stand out: The long term responsibility KLP
has of managing the future pensions for almost one million Norwegians working in the public sector, is a huge issue that makes me both inspired and humble. Also we aim to really understand what’s important for the public employers and their employees, and to give them the best possible return on the pension assets
- Yes, I am in a relationship. Two children who are teenagers. What do you like to do when you are not at work?
along with the best possible customer experience.
- Being outdoors as much as possible,
The pension-and insurance industry in the past has
hiking and sometimes skiing. I am also very
been known for communicating with the customers in a complicated manner which can create a distance
preferably in the Norwegian mountains, social, love being with family and friends.
between the companies and the customers. KLP has
Where did you grow up?
for many years been on the forefront for an easier and
- In beautiful Bergen.
more customer-oriented communication. The work has resulted in great and measurable results, and we just received a major industry award for our work in this area.
What are the biggest challenges facing your industry now - and in the future?
What do you want to achieve within the next few years? - Within the next few years KLP would like to contribute
- Climate-risk and how it affects the world and
even more towards assessing climate risk and working for
the finance-sector is the biggest challenge in my
a sustainable future. We have many years of experience
and would like to share knowledge and inspire others.
What inspired you to work within your field? - I have always had an interest in macroeconomics,
I will also be very happy if our customers also in the future consider KLP as being a company that communicates in a simple, relevant and human manner.
strategy and communications and how they work together in the positioning of companies. During my education at NHH, Norwegian School of Economics, I took an interest in these specific areas and have built my career within strategic communication and brand positioning. What / who inspired you to get to where you are today? - All the competent people I have worked with during my career have inspired and motivated me. I also remember something my amazing mother said when I was little; “Remember that the biggest barriers exist within yourself.” She was one of the first female leaders in her area, in the seventies and eighties - leading the way for the coming generations. Sadly, she died in a car accident at only 49 years old. What has been your biggest professional success? - That is not for me to judge, but I am very proud of the work I am doing in KLP now together with my team. Another thing: In 2018 KLP was awarded Norwegian Champion in Customer Experience, in a global survey by KPMG. “Integrity” was one of six factors that were measured, and KLP had the highest rating of all the measured companies worldwide. I am also proud of leading a very successful brand strategy-transition for Posten and Bring in my previous job. What has been the biggest challenge? - The biggest challenge in communications right now is the technology and the way people consume information. At the same time this is also the biggest enabler for an even more dynamic and integrated way of communicating. I think working in communications and brand positioning is more
One good tip to succeed in the role: I only know what has been valuable in my career, I’m not sure how it applies to others, but for what it’s worth: Be genuine, be curious, be respectful of others’ point of view. And always keep a high standard of quality for your work.
exciting than ever before, because we must find ways of using the new possibilities in a responsible way that is beneficial for people and for the society.
twoHundred Denmark ApS firstname.lastname@example.org / Kalkbrænderiløbskaj 6A, 2100 København Ø