Transformation is working: DLG Group delivers progress in the first half of the year

The progress is driven by stronger operations across the Group’s businesses as well as the initial impact of the ReGen transformation programme, which is progressing faster than planned. Seventy percent of the total improvement potential is now in execution, and DLG Group expects the programme to make a positive contribution to the bottom line already in 2026.

In the first six months of the year, DLG Group generated revenue of DKK 32.9 billion, compared with DKK 31.1 billion in the same period last year. EBITDA increased by DKK 283 million to DKK 1,158 million, corresponding to an improvement of 32% compared with the first half of 2025. 

Pre-tax profit amounted to DKK 297 million, marking a clear step forward for DLG Group at a time when the Group is implementing a number of comprehensive and necessary measures to strengthen competitiveness and future-proof the business. 

“We have made a good start to 2026, and the result shows that we have navigated well in highly volatile global markets. We can also see that the necessary changes we have initiated are beginning to take effect. We want to create a stronger company for our owners, and it is encouraging to see concrete results from our efforts. We are certainly not at the finish line, but we are well on our way,” says Group CEO Peter Giørtz-Carlsen.   

Energy and Animal Nutrition delivered results above expectations through solid commercial execution in markets characterised by geopolitical uncertainty and rising costs. Housing maintained a stable level of earnings despite continued cautious market conditions in the German construction industry, while Agriculture delivered results driven by stronger execution in highly competitive markets. The first effects of the ReGen transformation programme are visible across all areas. 
 
“When we launched ReGen, it was necessary in order to strengthen DLG Group, and now extensive changes are emerging in the agriculture sector. That is why the transformation has never been more important than it is today. It is not only about being competitive, but also about truly investing in making the Group more resilient to future challenges, and ensuring a stronger company that creates value for the owners in the future. It is crucial that we are seeing broad progress across the Group, and we are a stronger, more unified company than we were a year ago,” says Peter Giørtz-Carlsen. 

The three-year ReGen programme was launched in 2025 with the aim of delivering DKK 1 billion in gross EBITDA improvements by the end of 2027. The programme is ahead of schedule, and more than 70% of the originally identified potential is already in execution. The transformation programme also supports a culture of continuous improvement across the business, strengthening expectations that the total potential may exceed the original estimates. 

“Change is never easy and requires difficult choices, but we can now clearly see, and have begun to unlock, the potential across the entire Group. I am deeply grateful for the effort and discipline the organisation has put into ReGen. Our continued progress depends to a large extent on our ability to deliver the improvements we have initiated. The results we see today confirm that we are on the right track, and we are staying the course,” says Peter Giørtz-Carlsen. 

The results of the transformation will become visible as implementation progresses, and ReGen is expected to make a positive contribution to full-year results in 2026, while the full effect will only be realised by the end of 2027. At the same time, DLG Group continues to invest in the business to strengthen its market position across the Group and create long-term growth that will prepare the Group for an increasingly competitive market in the years ahead. 

The agribusiness sector is exposed to significant structural pressure, and persistently challenging terms of trade are placing considerable pressure on the sector. It is clear that value creation in the agribusiness sector must be strengthened in the coming years, both through increased efficiency and through new ways of creating value. This is exactly what DLG Group’s transformation is intended to enable and secure. 

“We are pleased to see that most of our core activities are now moving in the right direction and, in several areas, performing better than expected. But the market is placing new demands on us — not least in the agribusiness sector, where we must improve both efficiency and value creation. The overall start to the year gives us confidence that 2026 is off to a solid start,” says Peter Giørtz-Carlsen.