Horsekildegården was build in the 1930's by the architects Aage Rafn og Hans Jørgen Kampmann. It has newly been renovated and is today one of the most (if not THE MOST) well maintained buildings in Valby. There are very nice green outdoor areas and good facilities for the owners of the apartments. In total there are more than 350 apartments.See more details and information here: http://www.horsekildegaarden.dk/

Responsible for HR, Risk Management, Compliance, Legal and Secretariate

Head of HR including the following areas:- HR business partnering- HR development and training - GF Academy- HR competence centres- Payroll and administration

Member of Advisory Board, representing the parents with children at the boarding school

Reporting to the CEO. My main immediate challenge was to develop and execute a new agenda for Corporate HR & Communication in order to move the current organisation towards a more modern and international function. 

I was responsible for integrating and coordinating the HR & Comm. activities for the entire LEO Pharma globally. This included the following tasks:• Formulation, Management and Execution of goals and strategy for the Corporate HR & Communications• HR-partner for the Executive Board• Head of a function consisting of 4 directors and 35 employees, as well as functional responsibility of 5 regional HR Directors• Management development, succession planning and Integration• Must-win-Battle leader for Must-win-Battle “Growing People”• Leading the “Change Support” function to support change management in connection with implementation of the new business strategy “Going for Gold – step by step” Results/achievements:• Build a strategic and international HR & Communications function by restructuring the corporate organisation to three global centres of competence and one local HQ HR operations • Developed and implemented a global Management training program – Growing LEO Leaders for 540 leaders at the top 3 managerial levels • Moved the entire HR focus from local to global and introduced the HR business partner model• Developed and implemented ONE global Personal Development Dialogue system and process (PDD)• Implemented SAP HR globally enabling global HR KPI reporting for the first time • In the process of developing a global talent identification tool as well as a global succession planning process• Development of various change management tools to support the change process

Head of Group Human Resources, Reporting to the CEO, who was also member of the Executive Board of MAN SE (Parent Group Company). Member of the management team in the MAN Diesel & Turbo SE.Member of the HR-Circle in MAN SE, which was the Strategic HR forum for the entire MAN Group.Every year since 2006 nominated on the MAN Top 50 Top Performer/Top Potential list out of a total of 1.050 leaders in the MAN Group.As a result of the merger of the two daughter companies, MAN Diesel and MAN Turbo, it was decided to split the HR function in Operations and Development & SystemsI had the functional responsibility for Development & Systems, which in details consisted of:• Management and Employee Development & Training Globally• Global Mobility (Im- and Expatriation)• Support of the World Wide Organisation (abt. 111 locations)• HR IT & Processes • Employer Branding and HR Marketing • Direct management of an international HR team of about 20 HR professionals and indirect management of 10 local HR Managers. The home base was defined as Germany, Switzerland, Denmark, France, Italy and Czech Republic.

Head of the Global HR function for MAN Diesel, which consisted of 7,800 employees. Reporting to the CEO in the Executive Board, who was also a member of the Executive Board in MAN AG.Member of the HR-Circle in MAN AG, which was the Strategic HR forum for the entire MAN GroupDirect management of 3 Vice Presidents each responsible for a functional global area, the 4 national HR-Directors (Germany, Denmark, France & Czech Republic) as well as indirect management of 8 local HR Managers. Member of the management team in the MAN Diesel Group, which consisted of 6 Business Units and 15 Group Functions, participating regularly in management meetings in Germany, Denmark, UK and France.I was responsible for integrating and coordinating the HR activities for the entire MAN Diesel Group. This included the following tasks:• Formulation of HR goals and strategy for the MD-Group• HR-partner for the Executive Board• Organising, structuring and management of the entire HR-organisation locally as well as globally. • Remuneration of the local HR-Managers• Represent the MD-Group in all HR-matters in MAN AG• Management development, succession planning and integration on senior vice president level in the entire MBD-group Results/achievements:• Developed a global HR “home” organisation by integrating three local, country based organisations as well as Integrated the HR functions in the World Wide Organisation • Moved the entire HR focus from local to global and introduced the HR business partner model• Developed and implemented a global Management training program for the top 3 managerial levels • Created through a pilot project the MAN Group’s Corporate standard for Management Audit • Two years in row nominated in the final of “Best Practice Award” in the MAN Group for the topic Project- and Change Management, Leadership Tool Box.• Developed an HRD organisation who managed more than 15,000 training days per year• Developed and implemented a three-fold career path

My area of responsibility was Human Resources, Organisational development and Strategic Planning for the Danish company consisting of about 2,500 employees.I was a member of the management team with a direct reference to the Executive Vice President. My area of responsibility contained direct management of 8 employees and indirect management of additional 9 employeesFurthermore I was responsible for coordinating HR activities together with my German colleague for the whole Diesel Group. This included the following tasks:• Staff policies and guidelines, including development, education, policies, union relations including salary negotiations with the five unions at MAN B&W Diesel A/S• Management and staff development• ”Personal assistant” to the Executive Vice President• Market analysis and other relevant studies to evaluate the company’s strategic measures and actions• Organising, planning and processing of the business strategic planning process, including coordination of planning- and budget follow-up meetings for the entire Danish Company• Responsible for the Company’s occupational health care• Member of the corporation committee• Chairman of the Employees association Results/achievements:• Developed the HR org. from admin. service to strategic business partner• Moved the entire HR focus from local to global• Headed and moderated the strategic planning process for the business by the use of “Scenario Planning” leading to the best result ever in the history of the company• Increased employee satisfaction remarkably through conducting satisfaction surveys amongst more than 1,000 blue- and white-collar employees. • Role model and Change Agent for culture and management style change through implementation of value based leadership. • Improved the internal employer branding value by hosting “Family Day” (open house) events and big scale company parties.• Restructuring and close down of production facility in Holeby (Denmark) – approx. 400 employees

My area of responsibility contained about 800 white-collar employees within the following main areas:• Recruiting of employees in close corporation with the line managers. • Planning, implementation and improvement of the internal trainee education (office and technical) as well as the company’s contact person to the various education-institutions• In combination with the HR-director represent the company in all union matters including the yearly negotiation of salary appraisal.• Assist the HR-director in various statistical matters• Responsible for the issuance of contracts for employees being stationed abroad• Chairman of the safety and environment committee including daily contact the occupational healthcareResults/achievements:• Improved hiring process including introduction of testing tools securing lower turn-over• Targeted improvement on Employer Branding resulting in a remarkable increase in various indexes targeted at Engineers• Improved the cooperation with engineering universities and technical schools• Improved the co-operation with the local union representatives

I was the Human Resource Manager and member of the Management Group. My responsibility contained all HR aspects for a staff of about 160 employees within the following main areas:• Management of the Human Resource Department including all HR-administrative tasks. I recruited and dismissed staff.• Planned and implemented employee training and education.• I represented the company in the Employers’ association and was responsible for all union relations and negotiations• I was the MD’s (English) advisor on legal matters.Results/achievements:• Improved hiring process securing staff turn-over was more than halved • As Chairman of the Casino Association I negotiated and implemented the cheapest collective agreement in Denmark in 1995• Improved the cooperation between foreign management and local employees • Remarkable improvement of the co-operation with the local union representatives and the authorities• Developed and implemented the Casino’s own wage- and administration system

Maersktankers.Operator. Responsible for the operation of 5 Very Large Gas Carriers, VLGC.

Human Resources department.Returning from abroad I became responsible for the running of the internal Shipping School, including recruiting and education of shipping- , economy and office-trainees - 80-100 trainees per year. I also recruited external “experts”.1 January 1989 I was promoted to Manager

For 2 years I was stationed in Bangkok as Executive Sales Representative. My responsibility consisted of 40 local customers as well as all major customers (VIP’s) travelling through Bangkok. Wining and Dining

Operator of smaller tankers. Primarily inchartered on the spot market as well as 3 to 4 chemical carriers operated exclusively on behalf of an overseas owner

Purchasing, Chartering and Brokering.During my trainee ship I got more responsibility than normal due to my commitment and abilities. I was thoroughly trained in purchasing, Chartering and Brokering and got in depth experience with these areas of business

(Active in the reserves until 2009)I served as private at the supply and logistics troops. Thereafter I was appointed sergeant and later officer of the reserves. I left active full-time service as Lieutenant. After more than 25 years of part-time duty I left the army as Captain of the Reserves after being the Leader of various logistics units.