Changes to the organisation and the Executive Leadership Team of Danske Bank A/S

As a next step in the ongoing transformation, Danske Bank is changing the organisation to reduce complexity, increase efficiency and become even more competitive for our customers. Going forward, the commercial activities will be organised in two business units headed by Glenn Söderholm and Berit Behring.

As a consequence, Jakob Groot will leave Danske Bank. Head of Group HR Karsten Breum will join the Executive Leadership Team, and a new Group Leadership Team will be introduced.

The ongoing transformation of Danske Bank to become a simpler, faster and more efficient bank to the benefit of all stakeholders is progressing well. As a key next step in this, we will simplify the organisation to further reduce complexity. 

Effective 1 January 2021, our commercial activities will be consolidated in two units:

• Personal & Business Customers, which will serve personal customers and small and medium-sized business customers across all markets. This unit will be headed by Glenn Söderholm. Glenn has been with Danske Bank since 1998 and has held several positions across the organisation. He has previously headed Corporates & Institutions (C&I) and is currently Head of Banking Nordic and interim Head of Banking DK and will continue to lead both units until the new organisation takes effect.
• Large Corporate & Wholesale Customers, which will serve large corporates and institutional customers across all markets. This unit will be headed by Berit Behring. Berit has been with Danske Bank since 2007 and has had leading positions in Corporates & Institutions (C&I), been Country Manager of Danske Bank Sweden and is currently Head of Wealth Management. Until the new organisation takes effect, Berit will head both Wealth Management and C&I.

CEO Chris Vogelzang says:

“A crucial part of our Better Bank plan is to reduce complexity and become a much simpler and faster bank for our customers. We have already made tangible progress on a number of areas, including our compliance remediation, our societal impact initiatives and our new ways of working. This next key step will break down silos and enable us to further harmonise our service model across markets in order to increase our execution power, achieve faster time to market and realise synergies across our operations. This will help us become an even more competitive bank for our customers and further strengthen our position in the market.”