Team size: +200

Major legal advisors: Moalem Weitemeyer and Freshfields

Jurisdictions your role covers: Global (90 countries)

What are the most significant cases or transactions that your legal team has recently been involved in?

In 2025, DSV closed the largest M&A transaction in DSV’s history with the acquisition of the Schenker Group. The transaction that made the DSV Group the largest freight forwarder in the world was incidentally also the largest M&A transaction in Denmark in 2025 with a transaction value of DKK108bn (EU€14.3bn). As part of the transaction there has been several records set such as the largest share capital increase in several years in the Nordic market with a EUR 5bn increase. On top of that DSV also took out a EU€5bn bond. Both transactions were part of the financing of the Schenker Group acquisition.

The Schenker Group acquisition was kicked off by the signing in October 2024 which meant that the Legal team drove a regulatory process at unprecedented scale and speed securing clearances in key jurisdictions allowing a closing in May 2025. The smooth regulatory process also demonstrated the preparation efforts that had been put into the transaction even before the documents were signed.

Since closing, the legal team has supported the DSV organization to allow an integration process which is significantly ahead of schedule. DSV has already integrated and gone live in 58 countries out of 90. As part of this exercise the legal team has taken on +250 legal entities in the Schenker Group and secured the necessary corporate changes to management, boards of directors, corporate documents etc. All these efforts in the background are crucial for the constant forward progress on the integration and value creation for the DSV shareholders.

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?

The primary aspect is for the team to see themselves as an integrated part of the overall DSV Group. Having the role in legal provides an opportunity to provide needle point support, but at the same time think in enterprise solutions. The time when teams work in silos are long gone. Now legal must consider if the local or regional suggestions also match the global strategy or if the consideration worked on locally can be applied in an enterprise setting. Global organizations have to think and work on enterprise solutions to ensure that similar tasks will not require local replication but can be resolved higher up in the chain.

How do you approach talent development and knowledge sharing within your legal team? Are there any specific practices or programmes in place?

It is a clear strategic decision to focus on recruitment, succession and development in the organization. Consequently, managers in the legal team shall annually identify talents for succession as well as incorporate development initiatives for the team members. The approach ensures that all members of the team can have a plan for their own development towards new roles. As the DSV Group is a global organization, there are possibilities for relocation to other offices and countries which the development plans can work towards.

The recruitment, succession and development approach intends to empower team members to take responsibility for their own development and career opportunities. Opportunities will not fall into someone’s lap, if that person does not reach out and work for it.

The team checks in on regular basis to share information on overall strategy of the organization and information share, but more importantly quarterly sessions, known as the Group Legal Academy, ensures knowledge sharing in specific areas of topics ensure that a global organization remains aligned on overall strategies and approaches. The sessions also ensure that new policies and procedures can be rolled out globally on short notice.