We move for all to grow

Purpose and strategy

We move for all to grow

Our network

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.



We move freight and passengers reliably and efficiently

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We care about the safety of our passengers and employees, and about minimising our environmental footprint

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We partner and innovate with customers and partners to grow together

Our strategy

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"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

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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

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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.

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Forest & Metals

This type of heavy industrial cargo is well suited to being transported by a combination of ferries and rail. Warehousing in port terminals is also an important part of the offering to industry supply chains.

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Cold Chain

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

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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

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Innovative solutions

We aim to improve decision-making through data and optimise operations through automation. The latter includes priority discharge from ferries and automated logistics quotations.

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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

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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.

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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.

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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

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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.

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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.

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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.

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Governance and policies

Our policies for corporate governance, diversity and remuneration are continuously evaluated with due consideration to current legislation, practice and recommendations.


Our history

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.

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