Purpose and strategy
DFDS provides ferry and logistics services in Europe and Turkey, generating annual revenues of DKK 17bn. Our 8,000 employees are located on ferries and in offices across 20 countries. DFDS was founded in 1866, is headquartered in Copenhagen, and listed on Nasdaq Copenhagen.
"Our strategy is to leverage the reach and strength of our network in order to do more for customers and to raise efficiency."
— Torben Carlsen, President and CEO
Win23: Strategic and financial ambitions set for 2023
DFDS’ ambition to continue growing revenue and earnings considerably over the next three years builds on the Win23 strategy that has five pillars.
A. Grow solutions for selected industries
Activities today cover most parts of the automotive supply chain. The ambition is to expand the offering to the industry, also the geographical scope to particularly the UK and continental Europe.
Our services to UK producers of seafood and frozen goods are comprehensive, including both warehousing, distribution centres and transport. The ambition is to expand the offering to the industry, also the geographical scope to particularly Scandinavia and continental Europe.
B. Digitise services to accelerate growth
Easy access for customers
We want customers to work with us in flawless and efficient digital booking and post-booking systems. This includes a logistics platform, DFDS Direct, that integrates quoting, booking and tracking capabilities
We aim to improve decision-making through data and optimise operations through automation. The latter includes priority discharge from ferries and automated logistics quotations.
Cost-efficiency of sales
We aim to transition smaller customers from manual processing to more efficient digital offerings. This will allow us to increase focus on customers requiring more complex solutions.
C. Develop and expand our ferry and logistics networks
Mediterranean business plan fulfilment
The Mediterranean business unit was established by the acquisition of UN RoRo in June 2018. Besides further development of the customer offering and operations, our key goal is to raise ROIC to our return ambition.
Ferry newbuilding benefits
We have invested in six new megaferries and two new combined freight and passenger ferries for the Baltics. This will provide us with a lot more capacity. The new ferries will help our customers grow their business and increase our operational efficiency in the route networks in northern Europe and the Mediterranean.
Continuous improvement projects and acquisitions
Targeted continuous improvement projects remain an important tool for improving customer offerings and efficiency. Our growth strategy includes acquisitions and partnerships to expand the scope of our customer offerings and achieve scale advantages.
D. Create more value for passengers
Adapt onboard experience
On passenger routes Oslo-Copenhagen and Newcastle-Amsterdam, we have adapted services in light of Covid-19 restrictions. We focus on offering transport and less on the leisure/travel experience. Onboard concepts scaled down.
Integration of freight/passenger routes
On the English Channel and in the Baltics, we combine freight with passenger services. As freight volumes are stable, the number of sailings is maintained but onboard passenger facilities are scaled down.
Travel market development
The global travel market is on pause due to Covid-19. We are well prepared to scale operations up again and resume ferry travel with large numbers of passengers. Travel and onboard concepts will be adapted to market developments.
Governance and policies
Our policies for corporate governance, diversity and remuneration are continuously evaluated with due consideration to current legislation, practice and recommendations.
Our story begins in 1866, when C.F. Tietgen merged four Danish steamship companies of the day. Since then, DFDS has developed into a major European shipping and logistics company.