Danske Commodities has a two-tier management structure. The Board of Directors supervises the performance of the company and participates in determining the company strategy. Executive Management is responsible for daily operations. No person serves as a member of both bodies.
The Senior Management Group is responsible for the execution of strategic initiatives and for the operative supervising of the organisation by management of the overall performance of the company through target setting, monitoring and follow-up.
The Senior Management Group ensures that we deliver on our strategic targets, continuously live our corporate values and that these values are embedded in our organisation.
CEO & FOUNDER
Henrik Lind is the founder, CEO and majority owner of Danske Commodities. His entrepreneurial mind-set and business acumen have been the driving force of the company and its employees since the foundation.
Henrik was born in 1975 and raised in Aarhus, where he still lives. He studied Business Administration at Aarhus University and is an active member of the World Economic Forum's Young Global Leaders.
CFO & VP, HEAD OF FINANCE AND IT
VP, HEAD OF TRADING
VP, HEAD OF HUMAN CAPITAL
The Board of Directors is responsible for ensuring that the overall strategic management and the financial and managerial control of the group are conducted adequately in all respects. They act as formal advisors to the Senior Management Group.
As a collective body. the members of the Board combine key industry insights, expertise from European energy markets, risk management and financial skills with several years of management experience from international businesses.
Key skills: IT, risk management, corporate governance, leadership, and internationalisation.
Board memberships: Systematic A/S (Chairman), Stibo Holding A/S, Stibo A/S, Stibo Ejendomme A/S, and DitaExchange ApS (Chairman).
Key skills: European utilities, turnaround and strategic positioning, programme management and IT.
Board memberships: ECFEB of Erasmus University (Chairman), Reactive Technologies Ltd. (Chairman), Albion Community Power plc (Chairman), Spenceram Ltd. (Chairman), Elexon Ltd., Nuclear Decommission Authority, Advisory Board of EUCERS at King’s College, UK Advisory Board of PwC, and Forum for the Future (Trustee).
Key skills: Strategy, risk management, corporate governance, finance, and asset management.
Board memberships: NASDAQ OMX Nordic Ltd., NNIT A/S (Chairman of Audit Committee), VKR Holding A/S (member of Audit Committee), Købmand Hermand Sallings Fond, Købmand Ferdinand Sallings Mindefond, F. Salling Holding A/S, F. Salling Invest A/S, ATP (member ORSA/risk committee), Lønmodtagernes Garantifond, PensionDanmark, Bikuben fonden, and Velux A/S (Chairman of Audit Committee).
Key skills: General Management, sales, internationalisation, energy, and growth.
Board memberships: The Danish-German Chamber of Commerce (Chairman) and Confederation of Danish Industry’s Committee on Business Policy.
A strong culture is the greatest source of competitive advantage, and a company’s culture is the responsibility of the leadership.
This is why we have developed five management principles:
The principles are firmly incorporated in the way we think and practice leadership every day. They guide management in ensuring a winning culture. For the benefit of our company, our people and our business partners.
Our values define us as a company – and as individuals – by providing the framework for how we conduct business. They guide us in everything we do, from strategic business decisions to day-to-day activities. We create a unique, diverse and dynamic culture by adhering to our values:
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Innovation, speed to market and business acumen have been key factors in Danske Commodities' solid financial performance over the years.
Thanks to our dedicated people and a focus on value creation, 2016 was one of our strongest performing years to date.