Slide 1: NNIT Introduction 2017
NNIT Introduction 2017 NANIT
Slide 2: Leveraging our Novo Nordisk Heritage and Differentiated Compliance DNA
Leveraging our Novo Nordisk Heritage and Differentiated Compliance DNA to Win Profitable Market Shares Danish IT Market Leader Top 3 Leading market share in IT services market in Denmark and Fastest Growing Large Player (1) Market Share Winner with Global Delivery Model Historical Organic Revenue 41
Slide 3: Who we are
Who we are • We are based in Copenhagen and are one of Denmark’s leading IT service providers and consultancies • We provide a wide range of IT services to our customers using our fully integrated international delivery capabilities • Our services include advising, building, implementing, managing a
Slide 4: Great Track Record of Profitable Growth while Diversifying Our Revenue Base
Great Track Record of Profitable Growth while Diversifying Our Revenue Base Revenue Mix Development Since 2004 Novo Nordisk vs. non-Novo Nordisk DKKm IPO Non-Novo Nordisk Revenue Novo Nordisk Revenue 10th consecutive Operating Margin (%) year with double New Data 2.765 digit growth center 2.600 Per
Slide 5: Leveraging Our Compliance DNA Drives Diversification
Leveraging Our Compliance DNA Drives Diversification Our Core Leveraging Our Compliance DNA Life Public Finance Enterprise Sciences DKK 1,597m DKK 385m DKK 237m DKK 546m (58%) (14%) (9%) (20%) See Note (1) DKK 941m (34%) IT Solutions Services: Advisory services, business solutions and application ma
Slide 6: Our Delivery Model
Our Delivery Model Innovate, Transform, Orchestrate STRATEGIC INDUSTRIES LIFE SCIENCES PUBLIC FINANCE ENTERPRISE ADVISE BUILD OPERATE SUPPORT OFFERINGS Advisory Business Application Infrastructure Support Services Solutions Outsourcing Outsourcing Optimize IT impact Line of Business Application Mana
Slide 7: The Key Pillars of Our Growth Strategy
The Key Pillars of Our Growth Strategy Increase our share of existing customers’ IT spending 1 Win new customers In Denmark 2020 Strategy 2 Support clients of Danish origin international Win Profitable Market Share Internationally 3 Life Sciences Supporting Pillars Continue our cost efficiency eff
Slide 8: Datacenter Capacity
Datacenter Capacity Future Datacenter setup Current State Owned 1,200m2 and 2,000 kVa datacenter in Denmark DC1 Rented capacity in secondary datacenter Denmark Operating datacenters in External affiliates in US and China leased Going Forward TIER III datacenter under construction to be compl
Slide 9: Markets
Markets NANIT
Slide 10: Denmark - all segments
Denmark - all segments NNIT
Slide 11: Leading Market Share in Danish IT Services Market
Leading Market Share in Danish IT Services Market 2016 Data Danish IT Services Market Development vs. NNIT Danish IT Services Market (2016 Revenue (1)) DKKm +x% 2013-2016 CAGR -6% 5.000 4.713 +4% Danish IT service market 2016 4.455 4.500 Growth 2013-2016 was 1.8% CAGR 4.000 Market size: 36.2 bn
Slide 12: Space to Grow Further As The Leading Local Provider
Space to Grow Further As The Leading Local Provider – As Seen In Other European Countries 2016 Market Share of Leading Local IT Services Providers in Their Country of Origin % market share and ranking Norway Sweden Denmark 1st 1st Finland 23% 8% 3rd 1st 7% 14% France Germany 1st 1st 10% 8% Spain Swi
Slide 13: Market situation for our Danish segments: Enterprise, Public
Market situation for our Danish segments Enterprise Public Market size 2016E: 13.0bn Market size 2016E: 13.0bn Market size 2021E: 15.1bn CAGR: 3.0% Market size 2021E: 14.6bn CAGR: 2.2% Still a significant portion of larger companies NNIT targeting Regions and Central 4.2% 3.0% run IT in-house Go
Slide 14: Market situation for our Danish segments: Finance, Novo Nordisk
Market situation for our Danish segments Finance Novo Nordisk Market size 2016E: 6.7bn Market size 2016E: 2.6 – 2.7bn Market size 2021E: 8.1bn CAGR: 3.6% Large and mature IT organizations with More challenging and uncertain due to Novo 3.5% significant use of outsourcing but a recent ~50% Nordis
Slide 15: International - Life sciences
International – Life sciences
Slide 16: Market situation for our international segment: Life sciences
Market situation for our international segment *IT services excl. Life sciences (non-Novo Nordisk) BPO in North America, Western Focused Europe, China Market size 2016E: 66.5bn Market* Full IT service Market size 2021E: 84.9bn CAGR: 5.0% DKK 67bn market within Life Sciences and Regulatory driven c
Slide 17: Strong Expertise in Life Sciences and focused strategy
Strong Expertise in Life Sciences and focused strategy NNIT Delivers Value Added and Leading-edge Solutions tailored to Well- Recognized Pharmaceutical Groups by focusing… Pharma value Drug development chain Regulatory Affairs Regulatory Quality management driven Supply Chain Selected Tier
Slide 18: NNIT covers the life sciences value chain
NNIT covers the life sciences value chain NNIT focus Life Sciences Value Chain Pharmaceutical Clinical Development Pharmaceutical Production Marketing Drug Trial Analysis & Strategic Manufacturing Quality Marketing & Research Execution reporting Planning & Supply Chain Control Sales • Discovery • Tr
Slide 19: Financials
Financials NANIT
Slide 20: Rationale for an IPO and Continuous Commitment
Rationale for an IPO and Continuous Commitment Rationale for an IPO, for NNIT and Novo Nordisk Increased independence in developing path for Continuous focus on capital and resource growth and strategy allocation, through a willingness to separate high-quality businesses that are not core to L
Slide 21: We Have a Track Record of Strong Organic Growth
We Have a Track Record of Strong Organic Growth Long Track Record of Resilient Organic Growth We Have Delivered According to Our Long-Term Historical Operating Targets DKKm Realised vs. Target +8% +6% 3.000 +9% +9% 2.500 Realised +13% Mgmt 5-year +9% Targets (1) Average +4% +14% 2.000 +20% Revenue
Slide 22: Novo Nordisk Connection to NNIT
Novo Nordisk Connection to NNIT Development of revenue from Novo Nordisk Novo Nordisk Relationship DKKm Novo Nordisk’s strategic IT partner − NNIT has developed highly complex mission- critical solutions for Novo Nordisk 1.316 − NNIT operates Novo Nordisk’s strategic systems 1.260 1.238 1.154 1.17
Slide 23: Organic Double Digit Growth outside Novo Nordisk
Organic Double Digit Growth outside Novo Nordisk Development of non-Novo Nordisk revenue Development from other customer segments DKKm NNIT operates in four segments outside of Novo Nordisk: − International life sciences(1) (Denmark and 1.526 international) − Enterprise (Denmark only) 1.285 − Fina
Slide 24: Backlog Provides Strong Visibility
Backlog Provides Strong Visibility High visibility supported by more than 70% of annual sales covered by the backlog (1) at beginning of the year NNIT’s Order Backlog DKKm As % of Following Year’s Revenue Backlog for year 1 Backlog for years 2 and 3 74,5 74,8 73,7 +13% 70,8 2.533 -15% +4% +5% -9% +6
Slide 25: Via Continued Focus on Cost Efficiency
…Via Continued Focus on Cost Efficiency… % of employees based in low cost locations (1) Employee cost per FTE (rebased to 100 in 2012) 25% 30% 33% 37% 41% 100 95 93 92 90 2012 2013 2014 2015 2016 2012 2013 2014 2015 2016 Other Offshore / Nearshore At group level, overall employee cost per FTE decl
Slide 26: Non-financials
Non-financials NANIT
Slide 27: Strong Focus on Customer Satisfaction
Strong Focus on Customer Satisfaction Success for Our Clients: High Customer Satisfaction (1) EvalGO Satisfaction Scale of 1 (Lowest) to 5 (Highest) 5 4 3 Low client attrition Greater investment 2 Ability to conduct in employee training greater cross- 1 and team-building selling, upselling & 0 r
Slide 28: Well-Integrated Global Delivery Model
Well-Integrated Global Delivery Model The integrated delivery model allows NNIT to price its services competitively compared to offshore vendors Full integration between delivery centers, with direct relationships and lines of communication between teams Strategic decision to open offshore in
Slide 29: Experienced Management Team with a Proven Track Record
Experienced Management Team with a Proven Track Record At NNIT Relevant Since Experience 2007 Per Kogut (President and Chief Executive Officer) 2014 Carsten Krogsgaard Thomsen (EVP and Chief Financial Officer) 1999 Ricco Larsen (SVP, IT Operation Services) 2010 Brit Kannegaard Johannessen (SVP, Peop
Slide 30: Guidance
Guidance NANIT
Slide 31: Segmental Breakdown of Guidance
Segmental Breakdown of Guidance Segmental guidance should be seen as a guidance over time and not for individual years. This is due to the size of our segments where addition or loss of a single large contract can result in very volatile developments Segmental Novo Int’l Life Public Finance Enterpri