Lars Terp Email & Phone Number

Copenhagen, Dk

Copenhagen Metropolitan Area

Organizational,Member of CPH Management teamDirect reports from 5 managers / 35 team membersCompany headcount of 2.800 employeesResults,Managed the post-covid organizational ramp-up agenda (onboarding of 60% new staff members)Developed CPH People Strategy, including areas as Reward, Development, Talent Acquisition, Health & Safety, People Admin and Business PartneringImplemented CPH new leadership principles “License to Lead"Implemented CPH DE&I Agenda "MIT CPH"

Stockholm / Copenhagen

Organizational,Member of Siemens Europe North management teamMember of Siemens global HR leadership teamDirect reports from 8 managers / 65 team membersFunctional responsibility in 7 markets Company headcount of 14.500 employeesResults,Completed the merger and integration of two acquired businesses and the carve-out of three divested business unitsImplemented Siemens Europe North People organizationDeveloped Siemens “People Diversity” strategy as an enabler for talent attraction and succession planningImplemented Siemens leadership principles “Picture of the leader” fostering a new mindset for leadership.Implemented automation & digitalization of administrative people processes

Organizational,Member of Group management Direct reports from 6 managers / 45 team membersFunctional responsibility in 14 markets (EU, US & Asia)Company headcount of 3.200Results,Reorganized the commercial organization, from a divisional- to a regional structure Reorganized the back-end organization, incl. relocation of European production activities to Asia Establised a Group HR & Communication function Implemented Kwintet Excellence Academy, best-practice programs within Finance, Sales & Operations

Organizational,Member of senior management Direct reports from 7 managers / 80 team membersFunctional responsibility in 7 marketsCompany headcount of 8.500Results,Completed the legal & organizational merger of 6 companies into DONG Energy / ØrstedImplemented a new corporate functional structure for the HR / People area Established a Shared Service Center for administrative support Implemented in-house leadership development program for 175 directors and managers. Developed as a partner program with IMD (CH based business school)Built a Group Responsibility team, implementing the Climate Strategy with a specific focus on environment, CSR and employee safety programs. Member of Global Compact Built a Group Reputation team, implementing the “Energy in Change” strategy with a specific focus on 8 selected stakeholder groups.

Organizational,Reporting to Group CEOMember of senior management teamDirect reports from 3 managers / 18 team membersFunctional responsibility in 10 markets Company headcount; 9.200Results,Implemented a Group HR / People organizationImplemented Group strategy for leadership development, talent management & succession planning Implemented in-house training academy, focusing on leadership, strategic planning, sales & product development Developed a corporate HR-guide for building and integrating new subsidiaries in emerging markets

Organizational,Reporting to Managing Director, Carlsberg DenmarkMember of DK country management teamDirect reports from 2 managers / 14 team membersMember of Carlsberg international HR committeeCompany headcount; 2.800Results,Reorganized the sales and distribution structure to a central sales organization (account management, on- & off trade sales teams) and a modernized distribution set-up Implemented an in-house training academy, focusing on programs within leadership, sales & marketing and brewing technology Completed closure of two production sites, incl. downsizing of 450 employees Established Carlsberg EU Work Council, with participation of union representatives from 12 markets

Advanced Management Program

Executive Business Coach

Mba, Management