CfL is owned by its members, and all organisations – both private and public – are eligible to join. The most important criterion is that your organisation is committed to achieving leadership excellence.
CfL is a self-governing, non-profit organisation and, as an affiliate, you become part of the CfL Community. This means that all of your managers and HR professionals are free to participate in all the activities that take place within the association. For many organisations, this forms the backbone of their ongoing leadership development.
Read about the many benefits here.
As a member of CfL, you not only achieve a number of benefits, but also endorse our object, which is to raise the quality of leadership in Denmark.
We believe that leadership is the one single factor with the greatest and most lasting positive impact on value creation. This is why CfL’s activities, including our highly effective suite of leadership development resources, revolve around leadership.
Each year, in consultation with our member organisations and the CfL Advisory Board, we set an agenda to address the key topics and trends of leadership best practices.
The many value-for-money benefits of CfL membership cover all managers and HR within your organisation.
| Organisation payroll | No. of employees | Fee 2023 |
| up to MDKK 24 | op til 49 | DKK 26,500 |
| MDKK 25 - 99 | 50-199 | DKK 37,900 |
| MDKK 100 - 199 | 200-399 | DKK 47,400 |
| MDKK 200 - 299 | 400-599 | DKK 54,650 |
| MDKK 300 - 399 | 600-799 | DKK 61,200 |
| MDKK 400 - 699 | 800-1399 | DKK 72,700 |
| MDKK 700 - 999 | 1400-1999 | DKK 90,500 |
| MDKK 1,000 - 1,299 | 2000-2599 | DKK 106,000 |
| MDKK 1,300 - 1,699 | 2600-3399 | DKK 119,000 |
| Over MDKK 1,700 | 3400+ | DKK 137,000 |
The membership fee is determined on the basis of your organisation’s total payroll. The number of employees is based on an average annual salary per employee of DKK 500,000.
The membership fee is payable annually and can be terminated in writing with six months’ notice until the end of a calendar year.
