Latest News
Life sciences companies need to take further steps to protect themselves against the growing problem of counterfeit drugs17 Sep 2021
Post COVID-19, NNIT is an even more Flexible Place to Work10 Sep 2021
SCALES – An NNIT Group Company24 Aug 2021
Financial results for Q2 2021 just released: Group revenue up 1.3% 12 Aug 2021
Helping veterans kick off a civilian career09 Aug 2021
NNIT executive selected for PharmaVOICE 10003 Aug 2021
NNIT further strengthens its Production IT solutions with the acquisition of Irish-based SL Controls05 Jul 2021
NNIT’s new CEO is all in14 Jun 2021
New CEO to drive NNIT’s continued strategic journey27 May 2021
​Four out of nine NNIT board members are women11 May 2021
Financial results for Q1 2021 just released: Group revenue up 1.2% 07 May 2021
Teaching secondary school children to code23 Apr 2021
NNIT Expectation Barometer: on track when it comes to digital resilience?19 Apr 2021
NNIT is manning up to support future growth16 Apr 2021
Lonza and NNIT partner to speed up MES projects26 Mar 2021
​NNIT must be a super cool place to work02 Mar 2021
Student Assistant in NNIT: Meet Rasmus25 Feb 2021
We’ve started a new chapter with our Corporate Responsibility Report 202025 Feb 2021
NNIT and SCALES enter into a contract with Norlys for the development and implementation of one consolidated Microsoft ERP solution05 Feb 2021
Interim financial report for Q4 2020/Annual Report just released 29 Jan 2021
NNIT to support COVID-19 vaccine safety data capture28 Jan 2021
The Agency for Governmental IT Services is moving in 14 Jan 2021
Acquisition-boosted Orifarm selects NNIT as new strategic IT partner 22 Dec 2020
NNIT signs largest Veeva deal to date21 Dec 2020
First step towards Microsoft Expert Managed Service Provider certification14 Dec 2020
NNIT’s newly expanded data center in Copenhagen Tier III re-certified 09 Dec 2020
New additions to the NNIT management team01 Dec 2020
An expert in transition and transformation24 Nov 2020
NNIT and BA Insight partner to accelerate clinical trials 12 Nov 2020
NNIT Talents acknowledged by Tech Publishing12 Nov 2020
NNIT Group acquires Excellis Health Solutions and continues its Life Sciences growth journey09 Nov 2020
Introducing NNIT Singapore05 Nov 2020
Introducing NNIT Singapore05 Nov 2020
Introducing NNIT Singapore05 Nov 2020
Interim financial report for Q3 2020 just released 29 Oct 2020
Interim financial report for Q3 2020 just released 29 Oct 2020
Interim financial report for Q3 2020 just released 29 Oct 2020
The importance of ensuring drug safety20 Oct 2020
The importance of ensuring drug safety20 Oct 2020
The importance of ensuring drug safety20 Oct 2020

Life sciences companies need to take further steps to protect themselves against the growing problem of counterfeit drugs

News • Sep 17, 2021 10:57 GMT

One indication is the Havoscope Black Market list, which places the life sciences industry at the very top with an estimated value of US $200 billion – closely followed by prostitution and electronics. Financially, that represents a huge loss of market share and revenue for the pharmaceutical industry, but it also represents a substantial safety risk for patients.

Another indication is the Pharmaceutical Security Institute reporting that, in 2020, “pharmaceuticals in every therapeutic category were targeted by criminals”. This means counterfeiters are not just targeting the popular ‘lifestyle’ drugs like Viagra, they are also copying life-saving therapeutics such as high-cost cancer treatments.

Despite the ongoing global regulatory march toward implementation of serialization and track and trace requirements to help secure the pharmaceutical supply chain, the problem persists and continues to grow, as infringers exploit vulnerabilities in complex global supply chains. And it is a problem.


Excellis’ Sean O’Hearen, who specializes in brand protection for life sciences companies, elaborates:

“The big risk in all of this, aside from the significant potential reputational risk and financial loss for the pharmaceutical companies, is the serious risk to people’s health. Patients potentially get a subpar product that is being traded either outside of, or as part of legitimate pharma supply chains. The consequence being that it is uncontrolled and untraceable and therefore unsafe”.

According to Chirag Shah, Sanofi’s Director of Product & Supply Chain Security, who specializes in the supply chain security aspects of brand protection, effectively managing risks related to counterfeiting and illicit trade requires a strategic, systematic, and multi-layered approach. While he endorses product serialization as an important security layer, he adds:

“The growing problem of counterfeit drugs calls for measures in addition to the regulatory requirements adhered to by life sciences companies. These days, manufacturers need to assess risk holistically, across their value chains, and understand all the points of weakness and how they can address those gaps to enhance supply chain security and patient safety. It’s a choice beyond serialization, which is not enough to stay ahead of the bad actors and protect the products or the patients in today’s risk environment”.

Getting beyond broad estimates

It is difficult to take action to counter a threat when you do not know the exact nature of that threat. And currently, the estimates available are based only on what is intercepted and only for the life sciences industry as a whole, not for an individual company, much less an individual product or brand.

So, how can we know how and where to target our efforts as a company and as an industry?

Sean O’Hearen explains:

“We have a big data problem in the sense that a lot of useful data exists to combat this problem, both company data that is proprietary and confidential and data from third parties and open-source intelligence. The main challenge is that organizations are often reluctant to share that information for obvious reasons. Another challenge is pulling all the useful data together and making sense of it and using it to drive enforcement actions. The Pharmaceutical Security Institute does collect blinded illicit trade incident data from numerous manufacturers, and they share that data with their members, but there remains a need for greater collective industry intelligence and analysis linked to coordinated action against the counterfeit industry. We need to get beyond that before we can start to ensure effective brand protection”.

He points to Excellis’ Brand Protection unit where they are currently piloting a system that can merge customer data with data from relevant networks and advanced analytics to assess and manage risk and prescribe solutions:

“We have an opportunity to design a platform that knits together disparate and numerous data sources to provide actionable intelligence to drive risk-based decisions for Brand Protection, and we are looking forward to working with many more customers on this; because if you cannot accurately assess the problem and the risk as well as gather and analyze all the intelligence, then you cannot come up with a solution to mitigate the problem and monitor its effectiveness”.

The goal – with time – is to build many of these Brand Protection platforms for individual customers and then offer to connect them to a consortium-type platform combining all data from all customers with relevant network data to provide an even clearer picture of the overall problem and risk of counterfeit drugs.

A very complex issue that needs to be addressed systematically

A further complication of the issue is that counterfeiting within the life sciences industry goes far beyond pirate copies of branded products being traded on the black market.

In addition to counterfeiting product concerns, manufacturers must deal with multiple risks, including:

  • Counterfeit products being distributed and traded via legitimate supply chains.
  • Theft of genuine products that are subsequently distributed outside the regulated and controlled streams.
  • Genuine product that is diverted from its intended market or channel and then sold through unauthorized and/or uncontrolled channels.
  • Genuine product that is tampered with in an unsafe way, such as over-labeling or modifying an expiration date for the purpose of re-selling the product.
  • Or simple expired product that exits the reverse logistics stream and is resold on the internet to an unsuspecting buyer.

As always, the primary motivation behind all of these types of counterfeiting is money – securing profit for illicit traders, or patients looking to save money on an otherwise expensive product.

Of course, the biggest losers in all of this are the patients who unknowingly consume counterfeit products that are inferior or even useless as well as unsafe.

In response, the life sciences industry has long been and is increasingly – as far as possible – taking steps toward ensuring Brand Protection as well as adhering to the many rules and regulations governing the industry. But we need a more systematic approach, yielding more accuracy and clarity as a basis on which to continuously roll out (new) Brand Protection measures.

Post COVID-19, NNIT is an even more Flexible Place to Work

News • Sep 10, 2021 09:31 GMT

NNIT has always been a flexible employer seeking to strike a great balance between company, team and individual needs. However, following the global pandemic and several lockdowns forcing us to work from home for long periods of time, it soon became evident that post-COVID times would mean a whole new take on the way we work.

The COVID-19 pandemic became a worldwide test of our ability to work remotely – rather than coming into the office – and previous concerns about productivity were put to shame. In NNIT, throughout the pandemic, we were able to perform to our usual high standards, just as we were able to help a lot of our customers accelerate their digital transformation, so they could stay in business and maintain operations.

And so, post COVID-19, the question was not can it be done, it was how will we perform our daily work going forward, and what are the main considerations?

Working Flexibly

As restrictions began to subside all over the world in the second half of 2021, the need for new global guidelines for remote work presented itself. It was obvious that we would not be going back to the standard practice of coming into work every day, but needed to provide a framework to guide units and employees across our international organization:

Senior Vice President Brit Kannegaard Johannesen, People, Communications & Marketing and Quality

“At NNIT, we have different operations with very different ways of working and demands for physical presence. For some employees, it is simply not possible to work from home. That’s one consideration when rethinking the way that we work together. Another very important one is that we have a very strong culture that we wish to preserve, and we believe that requires us to meet and mingle at the office on a regular basis. So, post COVID-19, our starting point was increased flexibility considering our business, our employees and our customers,” says Brit Kannegaard-Johannesen, Senior Vice President, People, Communications & Marketing and Quality

Effective September 2021, the following overarching principle now guides the NNIT remote work policy: “In NNIT, we embrace a flexible way of working and allow employees to work from home to an extent found appropriate by each unit”.

Prioritizing our Customers and our Culture

At the same time, due consideration must be made to accommodate our customers’ needs and to protect the unique NNIT culture.

We are mindful of the fact that our customers are at the center of all our operations and that many of our consultants work side by side with our customers, at their sites.

Going forward, this means that, while we offer and support flexibility, we must seek to find the right balance between working remotely, working at the customer site and/or at the NNIT office. It also means we will follow customer guidelines for remote work if the main place of work is a customer site.

“In principle, some employees could work 100% remotely, however, we will continue to encourage colleagues to come into the office regularly, so they may benefit from our NNIT culture, social connectivity, and employee engagement,” Brit Kannegaard Johannesen elaborates.

Rethinking our Facility Space

As a natural consequence of more people working from home on a regular basis, during the spring and summer, a lot of thought was put into rethinking our facility space.

“We are embracing the new hybrid ways of working, meaning that the need for a fixed workstation for all employees at any given office simply isn’t there anymore. For now, we have sublet part of our surplus space at our headquarters, but we will continually assess our need for office space as our new ways of working kick in,” says Brit Kannegaard Johannesen.

Expectedly, NNIT’s office environments will change quite a bit in the future, not least as a result of the need for more meeting rooms equipped to handle hybrid meetings in a highly functional and professional way.

“As leaders in digital transformation, we need to be a showcase for great digital and hybrid ways of working, but without neglecting the unique bonuses of meeting in person,” Brit Kannegaard Johannesen finishes.

SCALES – An NNIT Group Company

News • Aug 24, 2021 10:00 GMT

NNIT has evolved quite dramatically over the years, from a small independent IT consultancy born out of Novo Nordisk to a publicly listed company and now an international group of companies in its own right. This article is the first in a series looking at the individual NNIT Group Companies – what they do and how they add value to NNIT’s purpose and aspiration of making a mark in business and society; bringing digital transformation to life.

SCALES was named Microsoft ERP partner of the year for the fourth time in 2021

”Microsoft ERP [Enterprise Resource Planning] is all we’ve ever done,” says Jesper Outze who met his managing partner Hasse Bergman in high school back in 1986. Approximately ten years later, they started working together for the first time; since then, they have successfully started and sold two Microsoft ERP consultancies. Their latest and present collaboration, SCALES, which employs more than 150 people, was sold to NNIT in 2017.

SCALES is Jesper’s and Hasse’s life’s work and the result of equal parts experience, learning and focus on working with Microsoft ERP solutions. We met them earlier this year to talk about their mission and vision – as well as their cooperation with NNIT.

”There is a straight line to the company we run and the product we offer today,” Hasse Bergman explains and elaborates: ”After our first ERP consultancy firm, which offered a good product, but was challenged in terms of growing with the market, we rethought the whole concept with SCALES. Even though we started out small, we thought of ourselves as a big company from the get-go – this time, we built scalability into our organization and mindset to enable the company to grow.”

Even the logo with the steppingstones was designed with scalability in mind. And the breakthrough came as soon as 2012 and 2013 when SCALES succeeded in landing LM Wind Power and Alfa Laval as their first big customers. ”That really made a difference,” Jesper Outze recalls.

Ever since, SCALES has gone from success to success, which is also a testament to the fact that the Microsoft Dynamics market is so hot at the moment that demand has now overtaken supply.

A rock-solid company with a giant potential for growth

SCALES has made a mark as leading Microsoft ERP partner in Denmark. ”We have a great position in the market,” Jesper Outze says: ”We are close to a 100% level of awareness among both potential customers and employees, and we’ve been nominated for Microsoft ERP partner of the year every year since 2013”.

The numbers for the last five years are also clear, showing a growth of 187 and 437 % on top and bottom line, respectively, putting SCALES in a league of their own.

”We like to say that SCALES is a ’safe bet’ if you’re looking at implementing Dynamics. We’ve been doing this for many years for a lot of different customers, so we know what we’re talking about. We are the safe and solid choice, and we can deliver on time and on budget. We know that it’s business critical for a company to change ERP platforms, and we have a great deal of respect for that,” he elaborates.

SCALES has clearly found their niche in the Danish market as experts in Microsoft ERP solutions.

”We have no plans to expand to other countries, and we don’t want to expand our portfolio of products either. For us, it’s important to keep the focus. We have chosen to play a small field that we know and play well. We understand the needs of our customers and how to match them with the right ERP solutions. Microsoft is all we have ever worked with, from XAL over Axapta and to Dynamics 365 Finance & Operations. We’ve been on that journey always, so we have history, experience and a giant network. That, among other things, is the expertise we’re selling to our customers,” says Hasse Bergman.

Jesper Outze and Hasse Bergman, co-founders and managing directors of SCALES Group

NNIT and SCALES make each other stronger

The Dynamics 365 market is so hot it makes sense to find partners with whom to form an alliance. And that is how the relationship between NNIT and SCALES came about.

”The marriage with NNIT came about via a gradual engagement, which began back in 2013. Through a series of collaborations, we were able to get to know each other and test the relationship before signing the contract in 2017, and we have no regrets,” Hasse Bergman tells.

”There are more enterprise customers in the market now compared to just five years ago, so it works out very well to be able to go to market with more muscle. NNIT has an international setup, which extends to us. So, together we have the size and guise to deliver 24/7 support once the solutions have been implemented – and that’s a great advantage,” Hasse Bergman elaborates.

”We have long since found each other, and we have a continuous and very close dialogue about our common projects and deliveries – about who delivers what in the ERP value chain, and how we present the strongest front in the market. When we bid on a project together, SCALES usually handles the advisory and build parts while NNIT – depending on the setup – handles the operation and support parts. It’s very close to a perfect business match,” Jesper Outze finishes.

***

From fun to success

Jesper Outze and Hasse Bergman met each other in high school in 1986 where, among other things, they played volleyball together. That was the beginning of a business adventure that is still growing today.

  • 1997: Jesper was employed at Delfin Software where Hasse is also employed.
  • 1998: Hasse and Jesper start the company HOB Business Solutions together with a third partner.
  • 2007: HOB is sold to Avanade.
  • 2011: Hasse and Jesper leave HOB/Avanade and take a six month hiatus before starting SCALES together with two other partners.
  • 2017: SCALES is sold to NNIT.

Financial results for Q2 2021 just released: Group revenue up 1.3%

Pressrelease • Aug 12, 2021 07:44 GMT

In Q2, we saw continued strong growth within the Life Sciences International business, and we strengthened this business further with the addition of SL Controls. Once again, our Winning Solutions strategy gained traction, as it now constitutes 52% of NNIT’s revenue compared to 44% in the same period last year.

Please refer to investor.nnit.com for the full company announcement re the financial results for Q2 2021.

CEO Pär Fors comments:

“In Q2, we experienced continued strong growth within the Life Sciences International business, further highlighted by the subsequent acquisition of SL Controls in July. In addition, we announced the extension of the Novo Nordisk Infrastructure agreement – an important win for NNIT despite lower margins. While our Private & Public business was impacted by the competitive environment within the infrastructure business, resulting in margin pressure, positively our Winning Solutions now constitute 52% of NNIT’s total revenue. I am excited to head up NNIT in the pursuit of further value creation”.

  • Group revenue increased to DKK 710m, up 1.3% (-1.8% organic) from Q2 2020.
  • Life Sciences (excluding Novo Nordisk Group) grew to DKK 234m, up 35% (22% organic). This increase was related to the continued significant growth of the Life Sciences International business, where revenues increased by 56% (36% organic) to DKK 165m, while revenue from Life Sciences Denmark increased by 1.5% to DKK 69m.
  • Winning Solutions now constitutes 52% of total revenue (44% in Q2 2020).

Financial overview

Selected business highlights

  • On June 14, 2021, Pär Fors took office as new CEO of NNIT.
  • On June 29, 2021, NNIT renewed a global IT infrastructure agreement with the Novo Nordisk Group, thereby securing substantial infrastructure business with Novo Nordisk for another five years. The contract represents a value of a mid-triple digit DKK million amount.
  • Within Life Sciences International, NNIT extended a significant Compliance-as-a-Service engagement with an existing customer for an additional three years. The contract value represents a midrange double-digit DKK million amount.
  • A new IDMP (Identification of Medical Products) compliance and Data Governance advisory engagement with a major International pharmaceutical company was agreed. The program will be carried out throughout 2021 and into 2022 and represents a lower double-digit DKK million amount.
  • To further improve visibility and accelerate cost reductions, a process of extracting and gathering infrastructure operations into a dedicated business unit was initiated in June. This work will continue through the second half of 2021.

Outlook for 2021

Guidance for 2021 is maintained, following the separately announced adjustment on June 29, 2021:

  • Revenue growth of 1-4%
  • Operating profit margin before special items of around 5%
  • Investment level of 5-7% of total revenue excluding acquisitions

Helping veterans kick off a civilian career

News • Aug 09, 2021 07:30 GMT

As part of our corporate responsibility work, we support the initiative Velkommen Hjem (welcome home), a Danish organization working to ease the transition to a civilian career for military veterans. Members of NNIT’s management have volunteered to act as mentors, helping to prepare veterans for a new start.

For a couple of years now, members of NNIT’s management have made themselves available to Velkommen Hjem and have been matched with mentees who need help translating their military skills and competencies into the language that civilian companies speak.

They typically meet with their mentees every two weeks for a full year – or until their mentees are well underway in their new civilian career. Currently, three managers are active under the program:

Senior VP Brit Kannegaard Johannesen, Senior VP Ricco Larsen and VP Lars B. Petersen – and we hope to do more in the future.

On Velkommen Hjem’s homepage, the Danish Defence Minister endorses the work of Velkommen Hjem, stating that “the network of companies and mentors greatly contribute to ensuring a smooth transition from a military to a civilian career,” and stressing that there is a great need for civilian ‘activists’ to ensure that veterans have a career to come home to now and in the future.

And this is a mission, the NNIT mentors really get behind. We asked each of them to comment on why it is important to them to be a part of the program and what it has meant to them:

Passionate about making a difference

Ricco Larsen, Senior VP, Life Sciences in NNIT was paired with Per Holmgaard because of Pers technical interest and skills. While there were difficulties along the way, not least due to the Corona pandemic, towards the end of the mentorship, Ricco helped Per secure a contract with NNIT subsidiary, Scales Group.

”Personally – and in NNIT – I am passionate about making a difference, in business and society, so for me it was natural to volunteer for this and help talented people like Per who has found it difficult to land his first civilian job after a long and successful military career. It’s not always easy to translate the strong competencies you’ve acquired in one setting to another, very different setting. But as part of the process, we uncovered the following skillset: management, fast adaptation, crisis management, cooperation and the ability to perform under intense pressure – combined with a number of technical skills. These are competencies that are sought after in the civilian world too, but they needed to be extracted and repackaged to suit the new civilian setting”. - Ricco Larsen

Helping to build a bridge between two worlds

Brit Kannegaard Johannessen, Senior VP for People, Communications, Marketing, and Quality in NNIT was paired with Roberto Rangel, because Roberto was pursuing positions within people management and HR – among other things. He is now employed as manager at online supermarket giant Nemlig.com. As it turned out, it was a great personal match too:

“In a way, Roberto’s story is not that different from stories I know very well from others in my network. But the military uses a very different language to describe skills and experiences, so I really had to pay attention at first. Roberto is a very positive and inspiring person to be around, and he has allowed me to get acquainted with a part of society that I usually don’t deal with. And he has helped make it very clear to me that an open dialogue is a crucial starting point for development – also for me”. - Brit Kannegaard  Johannessen

Giving back by sharing own experiences

Lars B. Petersen, who is VP of NNIT Communications and Marketing, is naturally interested in helping other develop their career, so when several of his colleagues signed up, the decision to follow suit was easy. Lars was paired with Gudmundur Gudbergsson whom he has been mentoring for a year. As it happened, their process led to Gudmundur deciding to delay his exit from the Danish Armed Forces for personal reasons until the fall of 2021.

”I enjoy being a mentor and helping others fulfil their potential. In addition, I have a background as a sergeant in the Airforce, so I have great respect for veterans and the job they do. Having been in service for their country, they deserve all the help they can get when they return and are thinking about pursuing a civilian career; and I don’t think that’s built into the current offboarding program. But it is absolutely true that many of the skills you learn as part of your service transfer very well to a civilian career, I can testify to that as I still use some of the skills I acquired during my time in service both in daily operations and as part of my job as people manager”. - Lars B. Petersen


***

About Velkommen Hjem

Velkommen Hjem (Welcome Home) was founded by a number of companies that wish to support veterans in their endeavor to transfer their military competencies and experiences to civilian work life. The goal is to support the veterans in a smooth transition from a military to a civilian career by offering them a well-planned mentee program focusing on identifying the veteran’s competencies by matching them with a suitable mentor from a private company.

NNIT executive selected for PharmaVOICE 100

News • Aug 03, 2021 16:09 GMT

Brooke Casselberry, Senior Director, NNIT R&D Consulting has been chosen for the 2021 PharmaVOICE 100.

The PharmaVOICE 100 is an annual list comprised of the most inspirational people from across the life sciences industry. It includes forward-thinking visionaries that represent a broad set of specialties and include entrepreneurs, innovators, and change agents.

Brooke Casselberry is a seasoned Regulatory expert who has been in the industry for over 20 years. She specializes in Regulatory Informatics and has made a name for herself by actively leading, participating in, and supporting various industry organizations and their educational efforts. She was recently appointed to the DIA Annual Meeting Committee where she is part of a global team of volunteers who help to identify important themes and shape cross-functional programming for the Annual Meeting.

Mark Ohrvall, USA Vice President/Regional Head at NNIT comments, “Brooke is a great example of the type of talent we have attracted to the NNIT US team. She is a leader and frequent mentor for her team. She understands the critical systems and processes that support Regulatory and how regulatory data is used across the enterprise. She is thoughtful about her customer work and is respected for her knowledge and her commitment to customer success. We couldn’t be prouder of her success and this wonderful recognition of her hard work.”

Brooke Casselberry adds, “I am thrilled to be part of this year’s PharmaVOICE 100 and included in such a diverse and accomplished group. There are so many exciting things happening in the Regulatory space, so I am glad to bring attention to the discipline. The recognition serves as great motivation.”

The PharmaVOICE 100 are being honored in the July/August issue of PharmaVOICE. 

NNIT further strengthens its Production IT solutions with the acquisition of Irish-based SL Controls

Pressrelease • Jul 05, 2021 14:40 GMT

Today, NNIT and SL Controls have agreed to join forces. SL Controls will further strengthen NNIT’s solutions within Production IT and is yet another step towards consolidating the NNIT Group as one of the foremost suppliers of IT services to the global life sciences industry.

“We are excited to welcome SL Controls and their unique experience and expert knowledge of life sciences manufacturing onboard. The acquisition is yet another important milestone in our strategy to grow NNIT Life Sciences internationally. At the same time, we are delivering on our promise to further strengthen and grow our portfolio of IT services and solutions to the benefit of our customers. SL Controls will play an important role in securing our leading global position,” says Ricco Larsen, Senior VP of NNIT Life Sciences, and Rasmus Nelund, Corporate VP of Life Sciences, Customer Success supplements:

“We have already shown that we are able to successfully acquire IT companies within the life sciences segment and quickly leverage the joint synergies – in this case enriching our production IT and supply chain services and now offering end-to-end services”.

NNIT will acquire 100% of the shares of SL Controls Limited for an upfront payment of EUR 12.7 million before adjustments. Further, the agreement consists of an earn-out element, to be realized at the end of 2023, which at target is EUR 4.2 million, depending on performance.

Initially, SL Controls will join the NNIT Group as an independent company and brand in the same way as SCALES Group, Valiance Partners and Excellis Health Solutions. In due course, the plan is to fully integrate SL Controls with NNIT A/S (similar to the acquisition and integration of Halfmann Goetsch Partner AG in 2019).

Further bolstering NNIT’s Production IT solutions

The combination of NNIT’s Production IT solutions unit, Excellis Health Solutions, and now SL Controls enables NNIT to offer customers the full range of IT services to support the entire pharmaceutical supply chain – from the implementation of a Manufacturing Execution System (MES), over the efficient integration and validation of production equipment systems, and to packaging and delivery, including Track & Trace.

Pharmaceutical production is one of the most important life sciences industry growth areas with an annual growth rate of approx. 14%. Correspondingly, Production IT is one of NNIT’s strategic Winning Solutions based on our strong customer understanding and proven concepts. Over the last three years, NNIT Life Sciences has demonstrated an annual international growth rate of more than 40%.

SL Controls is internationally recognized as an industry leader in equipment systems integration and system support and has strong relationships with some of the largest pharmaceutical and medical device companies in the world. Both SL Controls and NNIT share an uncompromising focus on quality and compliance to support the highly regulated life sciences industry.

SL Controls CEO Keith Moran comments:

“SL Controls is excited to join a group of companies with a shared vision of excellence in service delivery in the life sciences industry. It’s an exciting time for SL Controls and its excellent staff who have supported the company’s growth over the last 19 years. Joining forces with NNIT will further enhance our service offering to meet our customers’ global requirements for fully integrated solutions across the operational and information technology layers. In the ever-evolving, fast-paced life sciences sector, digital transformation is critical in meeting our customers’ global supply demands for life-enhancing pharmaceutical and medical device products. Today, joining the NNIT Group will allow us to continue our journey to further grow globally and to provide enhanced services to our customers as well as exciting career opportunities for our staff”.

About SL Controls

SL Controls was founded in 2002 in Ireland and employs approx. 100 people across Ireland and in the US. Offices are located in Sligo, Dublin, Limerick, Galway (IE) and Florida (US). Its customers are mainly multinationals based in Ireland, across mainland Europe and the US. SL Controls helps life sciences and technology customers optimize their manufacturing processes by improving their Overall Equipment Effectiveness (OEE) and productivity, delivering efficiency savings, and simplifying compliance. They do this by delivering high-quality integration solutions for equipment systems based on the latest (Industry 4.0) production principles and technologies. Read more at www.slcontrols.com

NNIT’s new CEO is all in

News • Jun 14, 2021 11:40 GMT

Pär Fors was on sabbatical, contemplating his next executive challenge when he was approached by NNIT’s Board of Directors. As talks progressed, it became clear that NNIT fit the bill: a CEO role within the tech industry, in a company with a clear and ambitious strategy for international expansion, but slightly different to other players due to its focus on life science.

After more than 15 years working in executive roles at CGI and Logica, including six years as President for CGI Sweden/Scandinavia, Pär Fors was ready for something new, possibly even involving a move to a new country. So, when he was offered the position of CEO of NNIT, he did not hesitate:

“Since I left my previous [chief executive] role a year ago, I’ve had more time to think about my future. I quickly knew I wanted a new operational role in the tech industry, because it’s what I am passionate about. And with reflection, I also knew that I wanted to do something different. So, when I learned more about the opportunity at NNIT, I felt like it ticked all the boxes… The focus on life sciences and the clear strategy to grow the company internationally combined with the prospect of moving to Denmark made it an easy and active choice. I’ve actually known and looked up to NNIT for many years. It’s a great company with great potential.”

The first 100 days is a listening period

Pär Fors was not hired to make major strategic changes, but rather to continue the strategic journey NNIT has been on since early 2020.

“Of course, when a new CEO enters, there’s an expectation that something new is coming, but in the beginning I want to listen. I am going to meet with key stakeholders internally and externally, and really listen to what they have to say. I want to understand where they’re coming from – both the good and not so good experiences,” Pär Fors emphasizes and continues:

“At the same time, we have a business to run, I’m very focused on that; there will be no freeze period, it’s very much business as usual.”

During this first period, he is equally eager to meet with colleagues and customers and describes himself as a people person, heavily invested in and oriented towards both groups.

Leadership is fundamental for success

Pär Fors is very aware of his role as leader and spontaneously comments that one of his absolute favorite topics is leadership. He sees it as fundamental to success, and it is something he evaluates continuously and specifically with each role change to make sure he knows who he is as a leader and what has led his organization to success.

“Whatever you do, be yourself and base your leadership on your own personality, build your leadership on that person, not who you think you should be,” he says.

He highlights three elements as central to his leadership (and person): customer orientation, action orientation and visible leadership.

“I feel it’s very important to listen to and guide customers – and to demonstrate a strong focus on quality, because that’s where all sales begin. I also feel you must focus on action – on ensuring a sense of continuous improvement and reinvention, which includes making allowances for mistakes and making sure you learn from them. And finally, I feel you must be present and accessible – making it evident by appearance that the people you manage are important to you.

People are at the heart of it

“If you don’t have a sincere interest in people, you’re in the wrong job,” Pär Fors says matter-of-factly when weighing in on where his passion and interest lie. He’s interested in technology, absolutely, but his passion is people:

“We are a people-driven company, and managers must first and foremost love people, not technology,” which brings him to his next point: “[that] you have to play to people strengths when you build your organization:”

“I think it’s essential to make sure you place people in the right role, and I am very passionate about people development. I’ve made it a priority in my career to help accelerate other people’s careers by guiding and coaching them to success; supporting them in their roles or moving them into a new role better suited to their strengths.”

He sees the team as the guiding unit, making the point that every leader, not least himself, should surround him/herself with talented people who complement you. “Together is what makes us a success, he states.”

My focus has always been to deliver value

Pär Fors’ path to an executive career was not an obvious one. Actually, he started out in finance and then quickly discovered that it was more fun “to create the numbers than count them,” as he puts it. But he did not set out with a career plan or an aspiration to make it big:

“What I’ve done is always focus on creating value, and I believe that if that’s your focus, the opportunities will come. My career advice would be to focus on the present and maybe use 10% of your energy looking to the future, but I know some people do it the other way around. I don’t think that’s the right approach, he says.”

He is also very clear about his family being his number one priority: “I make it a point to be there for my wife and two children, taking an interest in their different activities and participating in their lives.” And that’s not going to change, Pär Fors is looking forward to starting this new chapter with his family who will be relocating to Copenhagen during the summer.

CEO of NNIT is a defining moment

Aside from meeting his wife and the arrival of his children, Pär Fors points to becoming CEO of NNIT and moving to Denmark as a defining moment for him:

“It’s a well-reflected decision, my previous roles came about on the run as part of a natural progression, whereas NNIT is an active choice. Having said that, my previous role was really good training for this job, and it was a big step up for me at the time. It has prepared me for this challenge, and I am ready and all in.”

Pär Fors loves the water and enjoys both boating and kayaking - anything to do with water. He's enthused about living in Copenhagen, because it's surrounded by water and will provide a great playground.

On a personal note

Pär Fors holds an MSc in Business Administration and Economics from Linköping University, Sweden. He has spent almost his entire working life in the IT industry but began his career as a business controller and CFO before moving into operations in various directorial roles at WM Data and Logica.

In 2012, Logica became part of CGI where Pär first held the role of Managing Director, Application and Technology Services for CGI Sweden, then he became CEO of CGI Sweden and ultimately took office as CEO of CGI Scandinavia in 2019.

Pär Fors is 55 years old, married to Sofie, and the father of two children, Smilla (16) and Fabian (14). He describes himself as an outdoorsy type who loves skiing, boating and kayaking – anything to do with water. Recently, he discovered the merits of hiking as a great space for reflection as well as exercise and recommends it to everyone.

He is excited to explore Greater Copenhagen with his family, including the ‘joie de vivre’ he feels is characteristic of the Danes. In addition to partaking in the many sports and cultural activities of his new home country, he will also be spending time at his much loved summer house located in the archipelago of Stockholm, Sweden.

New CEO to drive NNIT’s continued strategic journey

Pressrelease • May 27, 2021 12:14 GMT

Today, NNIT’s Board of Directors have entered into an agreement with Pär Fors who will join NNIT as CEO as of June 14, 2021. Pär Fors will replace Per Kogut who has served as NNIT’s CEO since 2007.

Chairman of the Board Carsten Dilling comments:

“To continue NNIT’s strategic journey and take NNIT into its next phase of development, the Board has decided that the time is right for a change in chief executive management. We wish to thank Per Kogut for his tremendous contribution to NNIT over the years and for making an unmistakable and positive mark on NNIT’s development. His great sense of loyalty, high level of energy and ambition as well as sharp customer focus are just a few of his many strong suits. I personally value our close cooperation, which has always been characterized by a very fruitful dialogue. We wish Per Kogut the best of luck in his future endeavors.”

Per Kogut has served as the CEO of NNIT from 2007-2021. During this time, he has headed a company in rapid and successful development – from a fully owned subsidiary of Novo Nordisk A/S with one major customer to an independent, publicly listed company servicing an extensive and varied portfolio of customers in Denmark and internationally. Under the leadership of Per Kogut, NNIT has demonstrated strong organic growth combined with strategic and value-adding acquisitions.

New CEO joins NNIT from CGI Scandinavia

Pär Fors, a Swedish national of 55 years, has a very strong background in the IT business. He is the former CEO of CGI Scandinavia and has previously held executive positions in Logica and WM Data.

Among Pär Fors’ clear strengths is a deep understanding of IT services, including high-end business and IT consulting, software development and application- & infrastructure outsourcing services.

During his time at CGI, he solidified the company as a leading player for customers on digital transformation journeys and, at the same time, increased both growth and profitability. He also has extensive M&A experience from this role.

Last but not least, Pär Fors has a strong business focus and is passionate about building leadership teams with a strong customer focus. He is known for strong results combined with the ability to build a culture where people enjoy working together and can develop their own career paths.

​Four out of nine NNIT board members are women

News • May 11, 2021 13:53 GMT

At NNIT, we have identified four SDGs as the focus of our corporate responsibility work; one of them is SDG #5 aiming to achieve gender equality and empower all women and girls. While we are continuously working to achieve this goal across the NNIT Group through various development programs, at the very top level, we are proud to say that we have already come a long way.

Four out of nine NNIT board members are women – two are professional members, and two are employee elected members. We also have two female members in NNIT’s executive management team, counting seven members in total. While this is a less impressive split in terms of gender diversity, it sends an important signal, not least to women who now have role models to look to and follow.

Women are well represented in NNIT’s top management, and gender diversity has been increasing by leaps and bounds over the last couple of years. “Pale, stale and male” does not apply to NNIT’s Board of Directors.

“Although the IT sector is male dominated, we’ve made it a priority to ensure a better gender balance on the NNIT Board of Directors. We feel that the Board should reflect our society as well as our workplace. And the best foundation for making good, informed decisions is to have a competent and diversified team as your board of directors. This of course includes a good gender balance.” – Carsten Dilling, Chairman of the NNIT Board of Directors

To support this important message, we asked our female board members to share their experience and perspectives in the hope that it will inspire even more women to pursue the career of their dreams as well as break through real or perceived glass ceilings.

Anne Broeng, Board Member

“I have been on the NNIT Board of Directors since 2014 and was a part of the IPO in 2015. I joined the Board right after I made a huge decision regarding my own career to resign from an executive position in the PFA Group and build a portfolio of board roles. It has been a very interesting journey to be part of NNIT developing from a Novo Nordisk company to an independent and a major player in the IT industry. I am an active supporter of more diversity in the boardroom and in executive management. I have the belief that it is a matter of opening your eyes and looking in all directions. Diversity means making much better decisions.”

Camilla Kongsted Christensen, Employee elected Board Member

“I chose to run for the Board of Directors election last year, because I found it very interesting to learn more about NNIT on a strategic level, but also because I believe I can influence some of the top management decisions in a positive way. The NNIT Board of Directors is a pretty diverse board when it comes to gender distribution, and I think it has made it easier for me to ‘fit in’ from the beginning. It is important to have role models that you can identify with from day one. I believe diversity is key for making solid and informed decisions. After being part of the board for seven months, I’m very excited about the openness and interest I’ve experienced; I often feel my ideas are included – that’s very motivating.”

Caroline Serfass, Board Member

“Today, IT and Technology are at the forefront of every company's priorities and plans for the future. I was fortunate that my parents and teachers encouraged me to pursue my interests in maths and in science as a child and in higher education. When I started my career, the technology sector was booming, and that is how I started working in the industry. With my executive career as well as board role, I hope to be a role model and help women believe in their own ability, be confident that they can succeed in anything they choose to do. And to do so by remaining authentic and having the courage of their own convictions.”

***

About Gender equality in NNIT – a work in progress at all levels of the organization

We are firm believers in equal rights and opportunities, and we believe that a diverse team performs better and thrives more. Our Diversity Policy serves to increase diversity at all levels across NNIT. In 2020, we reviewed our people policies regarding gender neutrality to ensure equality between all genders (e.g. in relation to parental leave). We also analyzed the gender salary gap at NNIT in Denmark. In 2020, the pay gap, between women and men was less than 10%, and we will continue the work to minimize gender salary gaps on both a local and global scale.

Financial results for Q1 2021 just released: Group revenue up 1.2% 

Pressrelease • May 07, 2021 08:18 GMT

In Q1, we experienced continued strong growth within the International Life Sciences business, with Excellis performing to plan. Our Private & Public business started to see positive momentum in relation to the Winning Solutions strategy, which now constitutes 49% of NNIT’s revenue.

Please refer to investor.nnit.com for the full company announcement re the financial results for Q1 2021.

CEO Per Kogut comments:

“In Q1, we experienced continued strong growth within the International Life Sciences business, with Excellis performing to plan. Our Private & Public business started to see positive momentum in relation to the Winning Solutions strategy, which now constitutes 49% of NNIT’s revenue. Expectations for 2021 remain positive and we maintain our financial guidance.”

  • Group revenue increased to DKK 731m, up 1.2% (-1.7% organic) from Q1 2020.
  • Life Sciences (excluding Novo Nordisk Group) grew to DKK 228m, up 43% (30% organic). This increase was mainly related to the continued significant growth of the Life Sciences International business, where revenues increased by 73% (49% organic) to DKK 159m, while revenue from Life Sciences Denmark increased by 3% to DKK 69m.
  • Winning Solutions now constitutes 49% of total revenue(44% in Q1 2020).

Financial overview

Selected business highlights

  • NNIT implemented a new Microsoft D365 system for an existing customer worth a double-digit DKK million amount.
  • An existing Identity & Access Management (IAM) consulting project was expanded to include implementation of a full IAM suite. The project involved more than 2,000 hours delivered in March and April 2021, with the possibility of further expansion.
  • The existing contract with AstraZeneca was extended for IT services and its Veeva Safety Program. Work will be carried out from April 2021 until the end of 2021.

Outlook for 2021

Guidance for 2021 is maintained:

  • Revenue growth of 1-4%
  • Operating profit margin before special items of 6-7%
  • Investment level of 5-7% of total revenue excluding acquisitions

Teaching secondary school children to code

News • Apr 23, 2021 09:09 GMT

NNIT supports the Danish initiative Coding Class as part of its commitment to the UN SDG 4 about Quality Education. Through Coding Class, children learn how to navigate in a digital world. This week, NNIT’s first coding class of 2021 ended with a coding finale.

Early this year, NNIT was matched with a 7th grade class at Sydhavnsskolen in Copenhagen, Denmark. The Coding Class students follow a five-day course, which culminates in them presenting their coding project, based on a specific challenge, to the IT company they have been matched with.

NNIT challenged the 7th graders to “Help NNIT employees move around more during the workday to avoid neck and shoulder pain”. Their ideas were to be presented using the 3D and coding tool CoSpaces. On day 5, following a brief company presentation by NNIT, eight different groups proudly presented their ideas.

Below are a few examples illustrating both the creativity and ability of the students:

Working in CoSpaces, group 1 built several NNIT offices. A bi-hourly notification would give employees small tasks to do, either individually or with a colleague.

Group 4 built an NNIT office with pedals installed under all desks. They were especially happy with their chain reaction code: you click a button, the pedals start turning, and the score starts running. While all eight group ideas were truly amazing, Group 4 was the winner: they won for the extensive coding they had done and the details in their idea and set-up.

“It’s truly wonderful to witness the enthusiasm for IT and coding among the students who take part in Coding Class. To us, it makes sense to take part in this initiative as it provides the children with tools to navigate in an increasingly digital world. At the same time, we give them a glimpse into the NNIT world – and what a career within IT and digital transformation might look like. Hopefully, they will remember us when they choose their educational and career paths,” says Brit Kannegaard Johannesen, Senior VP, NNIT.

More about Coding Class

Coding Class is a project aimed at preparing children and young people for the digital world, so they can become active members of the workforce and society. Coding Class teaches children to be creative and create using IT, specifically code. Coding Class was founded by a number of the Danish IT Association’s members, including NNIT.

NNIT Expectation Barometer: on track when it comes to digital resilience?

News • Apr 19, 2021 09:04 GMT

Every year, NNIT conducts an Expectation Barometer survey among larger companies centered on a theme. This year’s theme is “Digital Resilience,” and the first results, based on answers from more than 400 respondents, are in.

More results will be continuously published on nnit.com, until the final printed report is released in August 2021 and sent to all respondents. So far, it looks like companies are in fairly good shape when it comes to digital resilience – at least upwards of 70 percent of the respondents seem to think so.

Initial results for digital resilience

  • The majority of respondents (69 percent) feel that their company has been able to transform digitally at a satisfactory speed. Only seven percent disagree, and ten percent express that they have had no need to transform digitally.
  • Approximately half of the respondents (46 percent) agree that they have gained resilience without reducing agility or speed in relation to time to market.
  • More than half the respondents (51 percent) agree that business growth is management’s top priority right now.
  • Approximately half of the respondents (45 percent) feel that unclear targets and deadlines are the greatest barriers to obtain optimal agility and progression. 25 percent of the respondents suggest that lack of commitment from management is hindering business development.
  • At the same time, 25 percent of the respondents feel that business challenging initiatives from digitally focused competitors are among the greatest short-term threats.

React in time

Brian Troelsen, Head of Market Intelligence at NNIT, reacts to these results and emphasizes the importance of investing in digital transformation in time. Especially if you want to remain competitive now and in the future:

“The last year has taught us that a robust, digital response is essential, if you want to make it through hard times. This is true way beyond the Corona virus… We may see climate change, trade wars and other situations that will put pressure on our digital infrastructure. If you are on top of your digital setup and invest in updates on a regular basis, you will be able to steer clear of the biggest waves when a storm hits”.

Is your company digitally resilient?

NNIT’s Expectation Barometer survey is still open. If you complete the survey, you will get your own digital resilience score and the opportunity to benchmark your company against nine digital leaders.

NNIT is manning up to support future growth

News • Apr 16, 2021 09:17 GMT

In 2021 alone, NNIT A/S has hired 200 new employees, and manning up will continue well into the year to support future business growth, mainly within NNIT’s strategic focus areas. Currently, we are looking to fill 250 vacancies – within virtually all areas and at all levels.

CEO Per Kogut comments:

“At the moment, we are welcoming many new, smart employees all over the NNIT world. It is a great joy to meet them in the onboarding process, and I look forward to meeting many more when we can once again travel internationally. It feels great to be growing yet again and to be looking into a brighter future”.

250 vacancies to be filled over the coming months

Half of the positions are in Denmark (HQ), and the other half are distributed across our many other locations. Most new positions are focused within the NNIT Winning Solutions, particularly in relation to our life science segment and our offerings within Production IT, Hybrid Cloud and Cybersecurity, where NNIT is currently experiencing great momentum; in part due to the general momentum within digital transformation, accelerated by the onset of the Corona virus in early 2020.

“Some positions are of course replacements, but mostly, we’re talking new positions to support business growth within our strategic focus areas – or Winning Solutions as we call them, roughly plus 150 positions at this stage. Our clear aim is to retain our many talented employees while also recruiting new talent,” says Senior VP Brit Kannegaard Johannesen and adds: “We need to keep nurturing talent by maintaining a good mix of old and new talent across all diversity parameters; we believe that creates the best dynamic for the future”.

NNIT extends a warm welcome to all new employees who have joined NNIT so far in 2021.

Lonza and NNIT partner to speed up MES projects

Pressrelease • Mar 26, 2021 11:06 GMT

Across the life sciences industry, pharma companies are seeking new ways to respond to the high agility required to produce complex products like personalized cancer treatment, cell and gene therapy and Covid-19 vaccines. Central to these efforts is the manufacturing execution system (MES), which allows pharma companies to adopt pharma 4.0 production and manage their data flows to expedite product release.

Now, Lonza Bioscience Informatics and NNIT have announced a cooperation to solve the familiar industry pain-point of time-consuming and costly MES implementation.

The partnership is intended to meet the demand in the life sciences industry for faster time-to-release and digitalization of pharma production and supply chain. Pharma companies are looking to optimize their production, with a focus on integration and automation. This requires easy transfer of data from systems and devices, so organizations can make more informed decisions and track key metrics across their manufacturing and QC processes.

“Lonza Bioscience Informatics is proud to partner with NNIT to bring a complete Pharma 4.0 solution to the life science industry. Our collaboration combines our flexible and scalable MODA™ platform with NNIT’s deep domain expertise and Accelerated Implementation Methodology to deliver a truly best-in-class experience for our GMP manufacturing customers,” says Dr. Orla Cloak, Global Director of Testing Solutions and Informatics at Lonza.

“Both companies are offering the right solutions for this approach – Lonza with their MODA™ Platform specialized for personalized medicine and NNIT with our MES Accelerated Implementation Methodology. This powerful combination has been tried and tested in numerous projects, where the digital transformation was brought to life in pharmaceutical production,” says Thomas Halfmann, Global Head Production & Laboratory at NNIT.

Read more about the partnership.

​NNIT must be a super cool place to work

News • Mar 02, 2021 13:16 GMT

In December 2020, Kasper Søndergaard Andersen was appointed Senior Vice President of NNIT’s Projects, Applications & Consulting unit (PAC), and he became a member of NNIT’s Group management. Now he’s ready to share his story and vision for the future – not least that NNIT must continue to develop as a workplace.

Kasper Søndergaard Andersen describes himself as very outgoing, a real people’s person who recharges in the company of others and particularly at social gatherings. ”Togetherness and being there for each other is a real creative force,” he says several times during the hour-long interview, on which this article is based, and he also repeatedly states that this is equally important at home and at work.

”It’s important for me that people conduct themselves respectfully, that we speak in a respectful manner and that as colleagues we find a way to be something together. We need to have a respectful, balanced, but also open and honest dialogue. It’s okay to push each other’s limits a little when we need to move forward as long as we remember to huddle together again afterwards. No one figures everything out by themselves and the more we play to each other’s strengths, the more we can achieve”. This is Kasper’s answer to the question of what is important to him as a leader, adding a plea that this article does not lose itself in too much detail about strategy and ‘leadership speak,’ but also focuses on the person Kasper.

Addicted to cultural experiences and socializing

While talking to Kasper Søndergaard Andersen, it quickly becomes evident that he likes to go a bit deeper than what is usual for a professional meeting. In his spare time, he likes to be with his family and friends – to spend time with them and be in the moment when playing or leading conversations.

Socially, he enjoys “a pint of lager more than a glass of Chablis,” as he puts it. At home, he spends time with his girls on their terms, reading children’s literature or watching a kid-friendly movie at the theater. On that rare occasion when he actually has time to himself, he likes to read the paper, a book or watch a film – preferably on a historical topic, and he describes himself as “an all-consuming culture junkie”.

He brings his personality in to work too where the ambition to be present in the moment is also clear – ”being something together and being there for each other is something I’ve tried to cultivate in all the teams I have worked with,” he says and elaborates:

”It is important that we have meetings and discussions, so we can search for possibilities, be curious and develop our business together. I rarely join a discussion to win. I am thoroughly disinterested in who’s right. But I want to bring everyone on to the playing field – those who are very set in their ways and beliefs and those who are almost invisible and need to be encouraged to give their input. The more we play to each other’s strengths, the more we can achieve together”.

The team as the driving force to achieve results

Kasper orients himself towards people and relations, not at the expense of results, but as a way to achieve results. He is open and honest about being driven by ambition on his own behalf as well as that of his team:

”I am very ‘people-oriented,’ I go to work to be with people and to be something for people. We need to achieve results together, that’s a given, and the target is very clear; 5% annual growth and 10% on the bottom line, but we cannot achieve that without working together,” he states and continues:

”I am in Zen when I have eight meetings about eight different topics during the course of a day and something interesting is born out of those meetings. When I can feel my colleagues, when I’ve had a busy and varied day, then I usually drive home happy”.

He sees his new role as responsible for PAC first and foremost as people manager’s task, centered on his ability to attract, retain and develop people, and this really motivates him.

He feels his appointment comes at an interesting time where his job is to drive development and growth, and while he is humble in the face of the task at hand, he believes he can contribute to ensuring the right steps are taken – through a balanced approach to people and clear targets:

”We need to release some endorphins, and we need to feed off each other’s energies and I believe that we have the right foundation. I get a lot of energy from my management group consisting of both new and old NNIT people bringing our own individual experiences and perspectives when it comes to business and workplace development. In that sense, it’s a very diverse and dynamic group. It is kind of a ‘new deal situation,’ which excites me. That is what I joined for”.


You can’t make an omelet without breaking eggs; we must dare to make mistake and learn from them. The ’I love a big fat mistake’ sticker is mounted at Kasper Søndergaard Andersen’s daughter's kindergarten - but he thought it made so much sense, he took a photo of it with his phone. It reminds him that the Projects, Applications & Consulting team’s goal is not to avoid mistakes, but to learn and develop.

Winning teams and winning solutions

Asked about his plan for PAC, Kasper Søndergaard Andersen promptly responds that despite a challenging 2020 NNIT is on the right track. The overall strategic direction focusing on ten ’winning solutions,’ ’proven concepts,’ ’fit for purpose’ and ’first time right’ is right, he doesn’t want to change that, but he wants to empower it and execute accordingly:

The PAC team needs to go deeper, and they need to come up with a detailed plan with clear targets and corresponding named responsible persons. The plan is to establish accountability on the way to achieving the big goals as well as developing the right tools and processes to drive growth via the winning solutions focus.

Of course, this will also require PAC to look at their organization:

”If we are serious about bringing our winning solutions to market, then we need to become more empowered, and we might need to focus even more. We need to focus on getting the good stories about NNIT out there in the marketplace and for that we need special competencies; the right mix of old and new resources, of experienced and inexperienced talent who will become a super dynamic team together. We need to think more along the lines of sales and growth than internal sup optimization. And we need to remember that we are part of value streams that go far beyond our own teams. This goes for NNIT, but certainly also for our partners and the industry as a whole”.

”Finally, we need to bust some dust… which brings me back to my point about remembering to tell the good stories internally and externally. Working to find and communicate the answer to what it is that makes NNIT a super cool place to work, that is worth joining and staying at, is super important. I really think that is key to achieving long-term success”.

”I gave my management team a book for Christmas: ’Stories that stick’. I’d like to encourage a new mindset – thinking of stories as tools. Basically, we’re a group of individuals who are bound together by a collection of stories, and if we tell the right stories, we’ll get very far in terms ofcreating a value-driven universe that people want to join”.

Kasper Søndergaard Andersen’s own story is indeed a good NNIT story – of a former NNIT senior consultant who is now heading up NNIT’s PAC unit, responsible for projects, applications and consultancy services – and who after almost 12 years is still developing on the job and with NNIT.

”I am supremely happy about my NNIT journey. And I believe we’re at a very interesting point right now. We have momentum in many areas, and there’s a sense of springtime in the air, including giant potential for growth both nationally and internationally. It won’t be easy, but I believe that we will succeed – together,” Kasper Søndergaard Andersen finishes.

***

Kasper Søndergaard Andersen – professionally

Kasper holds an MSc. in ”Intercultural Management” from Copenhagen Business School. He is the first in his family to gain both a secondary and tertiary education.

He started his career in NNIT back in 2009, and since then he has worked his way up through six roles – from senior consultant to senior vice president and member of NNIT’s management group.

Before he joined NNIT, he was employed in sales and project management roles at GN ReSound and IBM, respectively.

Student Assistant in NNIT: Meet Rasmus

News • Feb 25, 2021 16:16 GMT

At NNIT, we employ a number of students and interns who are excited about the digital transformation and want to play an important role in fulfilling our customers' IT potential in different ways. Rasmus Roug Nyeland is one of them, read what he has to say here.


What do you do at NNIT?

When I started in NNIT, my leaders and colleagues quickly discovered my interest for data and numbers, so I was allocated as a project finance controller on a large project that needed financial structure in their current reporting setup. When I was done with this project, I moved on towards new challenges.

I am so lucky that I do exactly what I find most interesting meaning Cloud Cost Management, Project Finance Automation, License Management, Sales and Data Quality. This also creates a lot for wins for me personally, and for NNIT.

Right now, I am running a project where I create Dashboards in Power BI and processes to optimize Project profitability while securing quality as well. I am lead on this myself and I am definitely learning from this challenge.

Why is NNIT a relevant workplace for a student?

I think that NNIT sees students as more than arms and legs. The amount of repetitive boring tasks are kept to a minimum. NNIT finds and hires young bright people and gives them opportunities much earlier in their career than many other companies.

Another aspect is that you are often in a team with several other students who think differently, which is positive for your own personal development.

As a student at the office you are surrounded by other students whether you are working together on a project or just having lunch. This energy of course creates an awesome work environment that I personally think is rare for students in other workplaces.

Any advice for other students?

Do not be afraid to seek challenges and confront the status quo. If you have an idea that you think would improve something either for a customer or internally, GO WITH IT.

Take initiative & responsibility. This will create exciting opportunities that you would not otherwise get.

We’ve started a new chapter with our Corporate Responsibility Report 2020

News • Feb 25, 2021 10:24 GMT

In January, we published our Corporate Responsibility Report including the goals we reached in 2020, but more importantly, the report outlines how we will increase our focus on our responsibility in relation to our surroundings.

In NNIT, we have always conducted our business responsibly and with a care for our people, our customers, and our surroundings. But as the IT industry is becoming one of the biggest contributors when it comes to CO2 emissions, we feel the need to up our game.

NNIT is a company with deeply rooted values. We pride ourselves in being open and honest, conscience driven, and value adding. Living these values includes a responsibility to our surroundings, and in 2020, we increased our focus on our corporate responsibility.

Committed to four Sustainable Development Goals

For years, we have supported the UN Global Compact, reporting on our progress, and being committed to contribute to the Sustainable Development Goals in a way that makes sense to our business. In 2020, we enhanced our scope and included SDG 9 and 12 in this framework.

This means that going forward, we are committed to four SDGs:

4. Quality Education

5. Gender Equality

9. Industry, Innovation & Infrastructure

12. Responsible Consumption

Head of Corporate Responsibility at NNIT, Brit Kannegaard Johannessen, says:

“The NNIT Corporate Responsibility Report that we published recently is the first of its kind. We decided to expand our communication and incorporate our COP report in a wider description of the work we do. And perhaps more importantly; the work we plan to do in 2021. We believe it’s important to communicate openly and honestly about not only the results we can be proud of, but also our plans and the process. By sharing and sparring with peers, we can learn from each other and reach even greater results together.”

Read our Corporate Responsibility Report 2020 here and find all our COP reports here

NNIT and SCALES enter into a contract with Norlys for the development and implementation of one consolidated Microsoft ERP solution

Pressrelease • Feb 05, 2021 10:51 GMT

Under the heading ”OneERP,” NNIT and its subsidiary SCALES will start a project with Norlys to consolidate a number of existing Dynamics and AX solutions into Microsoft Dynamics365 for Finance and Operations.

On the back of the merger between SE and Eniig, Norlys is facing the large task of consolidating all financial data and processes into one system that can be scaled for future growth.

For some time, NNIT has supported the operation and development of the existing ERP systems in Norlys. Coming up is the new and exciting task of consolidating and future-proofing Enterprise Resource Planning in Norlys that has quickly developed into one of Denmark’s biggest energy and utilities companies, which is why they need to scale their systems.

In addition to consolidating a number of systems to one platform, the project entails a change from an on premise based system to a Cloud based system (Dynamics365 for Finance and Operations): a good match with NNIT’s ”winning solutions” focus on precisely Dynamics365 and Hybrid Cloud solutions.

”In connection with the merger that created Norlys, we have had a sharp focus on a full integration throughout the organization. This is not least true for the corporate systems and processes within areas such as Finance, HR and Supply Chain. In certain cases, this has required new, future-proof systems, and in relation to that we found it natural to continue the good relationship we had already established with NNIT,” says Morten Bilgrav Mathiasen, CIO in Norlys.

The project will run for two years and is worth a large two-digit DKK million amount.

A well-established cooperation

The cooperation between the parties covers operation and development of the existing ERP and CRM systems as well as a project to consolidate CRM systems into one Dynamics365 CE for Norlys’ energy division. Finally, NNIT operates part of Norlys’ critical infrastructure.

”We are proud to have been chosen as partners on the Norlys ERP consolidation journey. We are looking very much forward to contributing even more with our expertise within digitalization and the Microsoft Dynamics365 suite. Of late, NNIT has made some quantum leaps with Microsoft; we are leading partners within Dynamics365, and together with our subsidiary SCALES, we can tie together all the different elements of a Microsoft solution to the benefit of Norlys and our many other customers,” says Senior Vice President, NNIT Public & Private, Jacob Hahn Michelsen while emphasizing that the energy and utilities sector is a declared focus area for NNIT.

***

About Norlys

Norlys supplies over 1 million addresses with electricity and internet services – both in the cities and in the deep countryside. The Group is a result of a merger between SE and Eniig. With 709,000 co-owners, approx. 1.5 million customers and 2,500 employees, Norlys is Denmark’s biggest energy and teleservices supply company. They own Stofa, Boxer and N1 and are located in Silkeborg (HQ) as well as Aarhus, Aalborg, Esbjerg and Copenhagen.

Interim financial report for Q4 2020/Annual Report just released

Pressrelease • Jan 29, 2021 08:35 GMT

Per Kogut, CEO at NNIT comments:

“NNIT concluded 2020 in line with the financial guidance. Q4 contributed an organic double digit, profitable growth within the Life Sciences International business. The acquisition of Excellis positively added further growth. As expected, the Novo Nordisk Group impacted growth and margin development negatively, and the P&P business contracted partly due to the COVID-19 situation. We have focused on the execution of the set strategy in the challenging times of 2020 and are looking forward to a hopefully more normalized 2021.”

  • Group revenue decreased by 6.5% to DKK 749m in comparison to Q4 2019. Positively, revenue from Life Sciences International increased by 37% (24% organic) to DKK 136m whilst revenue from Life Sciences Denmark increased by 6.3% to DKK 67m.
  • NNIT acquired US-based Excellis Health Solutionson 9 November 2020, thereby strengthening the Group’s customer portfolio across the global pharma and biotech industries as well as enhancing its ability to provide end-to-end life sciences IT services to all customers.
  • NNIT secured significant wins in Q4:
  • End-to-end IT services including application maintenance and infrastructure operations for Orifarm.
  • Extension of Veeva Vault Safety implementation related to COVID-19 vaccine development and production for AstraZeneca.
  • Re-win of Microsoft Dynamics AX support agreement for Pandora.
  • Veeva Regulatory Information Management (RIM) for a global top-10 life sciences company.


Financial overview



Performance highlights

  • Revenue from the Novo Nordisk Groupdeclined as expected by 12% compared to Q4 2019. The share of NNIT’s revenue from customers outside the Novo Nordisk Group was 72% compared to 70% in Q4 2019
  • The COVID-19 situationcontinued to impact performance in Q4 2020 with uncertainty leading to delays of tenders and projects.
  • Operating profit marginbefore special itemswas at 7.3% compared to 10% in Q4 2019
  • Net profitwasatDKK 18m compared to DKK 58m in Q4 2019 due to a lower operating profit, increase in special items and adjustment of an earn-out agreement

Outlook for 2021

In 2021, growth is expected to return driven by Life SciencesInternational and traction in Winning Solutions. The Private & Public segment is expected to be challenged by delays in project work and tenders partly due to the COVID-19 situation.Therefore, we see significant guidance sensitivities despite having secured a solid backlog. Our guidance for 2021 is specified as follows in reported currencies:

  • Revenue growth of 1-4%.
  • Operating profit margin before special items of 6-7%.
  • Level of investment (CAPEX) is 5-7%.

NNIT to support COVID-19 vaccine safety data capture

Pressrelease • Jan 28, 2021 08:00 GMT

NNIT, a trusted partner of AstraZeneca’s since 2014, will be implementing the critical COVID-19 vaccine post-marketing safety data system.

NNIT is supporting AstraZeneca and leveraging its expertise in global pharmacovigilance systems to meet the challenges of patient safety during the ongoing global pandemic.

NNIT’s leadership of this global, federated project includes coordination and holistic management of the AstraZeneca vaccine efforts as well as tracking and oversight of the COVID-19 vaccine’s pharmacovigilance post-marketing events.

The partnership is focused on rapid scaling of global capabilities.

NNIT’s implementation team has been working closely with AstraZeneca since June 2020 to design and execute the project at an unprecedented pace to meet the expectations of vaccine delivery.

Rasmus Koch Nelund, Corporate Vice President, Life Sciences, NNIT, elaborates on the partnership:

“NNIT is providing end-to-end implementation and support services within a proven framework delivered by a dedicated team of drug safety systems experts. To meet the project’s critical timelines while maintaining accuracy and compliance with regulatory bodies, our team is conducting a parallel workstream approach. We’re very pleased that we can lend our expertise to this project and play our part in battling the ongoing pandemic. We share the sense of urgency with the world and have the very best people positioned to support AstraZeneca in their efforts to bring a vaccine to the world’s population as quickly and safely as possible.”

The Agency for Governmental IT Services is moving in

News • Jan 14, 2021 12:13 GMT

The Danish Defence was the first to move into NNIT’s extended Tier III Gold certified data center in 2020, and now the time has come for the Danish Agency for Governmental IT Services to make their big move as a result of a contract signed in the spring of 2020.

The Agency for Governmental IT has rented space at NNIT’s data center, which will be hosting some of the Agency for Governmental IT Services’ servers in the future. And with these two new tenants, NNIT has more or less sold out the newly built extension of the data center in Greater Copenhagen.

Søren Ulrich Vulff, Vice President of the Agency for Governmental IT, talks about the reason for choosing NNIT:

”We were on the lookout for a new data center to move into, where we could safely leave the operation of the facilities to others. We feel that we have found that with NNIT. Staffing, 24/7 monitoring and all the technical details are well and truly in place; and it’s a big plus that NNIT operate a data center with an eye to the green agenda and have thought about energy sourcing and consumption.”

The plan is for the Agency for Governmental IT to gradually move into the data center in Greater Copenhagen over the next couple of months. The first server cabinets are already in place, and cables are being traced, but the move must done at a slow pace:

”It will be a long gradual move, because we need to make sure we can maintain a stable operation while we move. We are dependent on certain service windows, which must be timed, so realistically we won’t finish until the summer of 2022,” Søren Ulrich Vulff adds.

The Danish Defence, the Agency for Digitisation and the Agency for Governmental IT

For NNIT, it is a great pleasure to be able to welcome yet another big, public player:

”In NNIT, we’re very excited to welcome the Agency for Governmental IT as a customer, because it is yet another confirmation that we have built a very nice and robust data center. Having the Danish Defence, the Agency for Digitisation and now the Agency for Governmental IT as tenants is firm testament that it makes sense for NNIT to operate a Danish data center, including the security and legal aspects that come with it,” recounts Lars Andersen, Vice President, NNIT Public & Healthcare.

He adds that the cooperation leading up to the signing of the contract has been a true pleasure. And Søren Ulrich Vulff agrees: ”The Danish Building and Property Agency, the Agency for Governmental IT and NNIT have come together and worked efficiently in order to ensure a smooth move, making sure that everything was ready for our arrival at the data center on October 1, 2020. We are very pleased with that.” 

***

About the Danish Agency for Governmental IT Services

The Agency for Governmental IT Services is responsible for operating an effective IT support service and for ensuring a high quality and consistent IT service across the Danish government.

The Agency for Governmental IT Service provides IT services to 17 ministries in the Danish Government and 123 different authorities and institutions. Their main tasks include the development and harmonization of IT in the government and providing operational support.

Sustainability in NNIT’s data centers

NNIT’s data centers run on green energy. That is, the sourced energy comes from either wind or hydro power plants. Furthermore, NNIT’s own data centers are energy efficient and have been rated well below the European PUE level of 1.6. Finally, NNIT is working on a solution to reuse surplus energy from the data centers to heat the surrounding neighborhood.

Acquisition-boosted Orifarm selects NNIT as new strategic IT partner

Pressrelease • Dec 22, 2020 07:35 GMT

Orifarm and NNIT have signed a contract for the delivery of end-to-end IT services in connection with Orifarm’s acquisition of a significant portfolio of select over-the-counter (OTC) and prescription pharmaceutical products from Japanese pharmaceutical giant Takeda.

The contract involves IT services prior to, during and after the acquisition and relates to preparing and assisting Orifarm in taking over the IT environment that is part of the acquisition.

Once the Takeda acquisition is formalized, NNIT will be managing applications and related infrastructure as part of a multi-year outsourcing agreement.

The contract will run for up to five years and represents a large DKK double-digit million amount.

“NNIT has a strong history of excellence as IT provider to the Life Sciences industry, and we feel confident that we have chosen the right partner to support this next step in the Orifarm journey. A number of NNIT consultants already have expert knowledge of the IT environment we’re acquiring, so we’re in very good hands,” says Klaus Mortensen, Vice President, Corporate IT, Orifarm.

“We are extremely pleased to be Orifarm’s new strategic IT partner. With the acquisition of the portfolio from Takeda, Orifarm adds another dimension to its business and evolves into a company with a significant focus on pharmaceutical production. This makes Orifarm a perfect match with NNIT’s Life Sciences focus. NNIT has a proven record of successfully working with regulated life sciences customers, and we are excited to support Orifarm on their journey,” says Flemming Kjøller, Vice President, Global Sales – Life Sciences, NNIT.

***

About Orifarm

Orifarm Group is the largest parallel importer of pharmaceuticals in Europe and the largest supplier of pharmaceuticals in Denmark. The Group comprises a number of companies engaged in the import, production, re-packaging, distribution, registration, and sales of pharmaceuticals. The Group is engaged in parallel importing of pharmaceuticals from EU countries, which are sold in Denmark, Norway, Sweden, Finland, Germany, Holland, Austria, United Kingdom, and Belgium.

Additionally, the Group is engaged in the sales of generic pharmaceuticals in the Nordic countries. A generic drug contains the same active ingredients as the original drug. The active ingredients are, however, no longer patented, and the generic drug can therefore be produced and sold at a lower price than the corresponding original.

Today, Orifarm has around 1,200 employees and expect to have around 1,900 employees after the integration of the acquisition from Takeda.

NNIT signs largest Veeva deal to date

News • Dec 21, 2020 12:25 GMT

NNIT recently signed its largest Veeva deal to date with a global top-10 life sciences company, worth a high double-digit million amount (DKK). The contract runs for four-years and sees NNIT and Valiance – an NNIT Group Company – collaborating to deliver the Veeva RIM solution to the customer.

Veeva services are an integral part of NNIT’s strategy focused on ten “Winning Solutions”, and the win includes the NNIT Veeva Powerhouse services. Similar solutions are currently being delivered to several other top-25 life sciences customers.

“The contract for Veeva Regulatory Information Management (RIM) expands our footprint significantly. It is yet another proof point that our partnership with Veeva is outstanding,” says Flemming Kjøller, Corporate Vice President of Life Sciences Global Sales at NNIT. “Our strong account team, track record of excellence of delivery and our life sciences DNA enabled the award of the contract,” Flemming Kjøller continues.

The NNIT Veeva Powerhouse journey continues

Since the first formalized partnership with Veeva in 2018, NNIT has experienced a rapidly growing demand for NNIT Veeva Powerhouse services to the international life sciences industry, with a year-over-year growth of +200%. 

“Since the beginning, our partnership with Veeva has been a strong match. We share the same growth ambitions and the expertise and knowledge that each of our companies bring to the table aligns extremely well with our customers’ needs and expectations. We expect to see a strong continued demand in the coming years within several of our NNIT Veeva Powerhouse services,” Flemming Kjøller concludes.

In July 2020, NNIT became one of the first Premiere Services Partners for Veeva Development Cloud. The Premiere Services Partner status is the highest partner acknowledgement by Veeva.

About Veeva

Veeva Systems Inc. is the leader in cloud-based software for the global life sciences industry. Veeva serves more than 950 customers, ranging from the world’s largest pharmaceutical companies to emerging biotechs.

Read more about Veeva

Read more about NNIT Veeva Powerhouse

First step towards Microsoft Expert Managed Service Provider certification

News • Dec 14, 2020 10:30 GMT

With the just acquired “Windows Server and SQL Server Migration to Azure” certification from Microsoft, NNIT is one step away from achieving Azure Expert Managed Service Providers certification – as the first Nordics based IT company.

“We are extremely happy to announce that we have just achieved “Windows Server and SQL Server Migration to Azure” certification, which is the first step towards achieving the coveted status as Azure Expert Managed Service Providers. We’re excited to be well on our way to achieving this goal, which will bring us even closer to Microsoft to the benefit of our customers. It’s something we’ve worked very hard to achieve and I’m very proud of our dedicated specialists in our Cloud organization and across NNIT.” – says Søren Svarrer Nielsen, Corporate Vice President, NNIT Hybrid Cloud, Data & AI

The Windows Server and SQL Server Migration to Azure certification will be valid for a year and renewed pending a new audit.

The plan is to call for an independent audit to become Azure Expert Managed Service Providers (MSPs) before the end of the year. NNIT will then join an exclusive club of 80 other certified MSPs worldwide.

Windows Server and SQL Server Migration to Azure

To achieve “Windows Server and SQL Server Migration to Azure” certification, NNIT was audited and scored across the following parameters while being held to the highest technical standards:

  • Migration delivery – documented processes and demonstrated abilities to build for and migrate customers to Azure and support customers during the migration process.
  • Tooling – having the right tools in place to build for and migrate customers to Azure and support customers during the migration process.
  • Migration practice promotion – demonstrated active promotion of Azure migration practice to customers.

Following a thorough and strict audit, NNIT was awarded the score “passed” by independent auditor ISSI, who highlighted the following strengths:

  • An outstanding approach in developing a Cloud Transformation model for customers following Azure Cloud Adoption Framework.
  • Cybersecurity consulting as a stand-alone service.
  • A well-developed and applied continuous process for migration risk assessment.
  • An excellent strategy for standardization around project templates and tooling.
  • Leveraging of Azure-native migration tools.

“We have prepared for these certifications for months. The requirements in this first migration certification is part of the NNIT Cloud Transformation Model, a structured phase-based model guiding the customer – and NNIT – through the Cloud project. Over the past months, we have built the processes, tools, assessments, design manuals and other products needed. We have worked in an agile setup to ensure sustainable products. Many Cloud experts, specialists and colleagues across the company have been involved, either in the sprint teams or as part of agile building teams. It has truly been a team effort,” - says Hanne Skovgaard Duve, Cloud Project Director – Hybrid Cloud Data & AI, NNIT and adds:

“The ability to do high quality Cloud migrations for our customers is pivotal for our relevance in the Cloud market. This certification confirms that we meet the highest standards: that we migrate for our customers in a structured and controlled manner, ensuring their continued business performance.”

Azure expertise at NNIT

The Azure team at NNIT consists of many experts who now have an even closer partnership with Microsoft. NNIT employs a total of 50+ trained Microsoft experts, including the following certified specialists: Azure Administrator Associate (15), Azure Data Engineer Associate (2), Azure DevOps Engineer Expert (6), Azure Solutions Architect Expert (13) and Azure Security Engineer Associate (8).

NNIT’s newly expanded data center in Copenhagen Tier III re-certified

News • Dec 09, 2020 07:30 GMT

Having completed a 50% capacity expansion of the existing Tier III data center in Glostrup (Greater Copenhagen), the data center has been officially re-certified by Uptime Institute® as Tier III for Design and Construction.

NNIT is one of only four other data center operators in Denmark who have been certified by Uptime Institute® – an independent 3rd party validator – and the only one to have the full range of Uptime certifications across all data centers. NNIT already holds the Operational certification at the highest level (gold).

The certification represents a commitment to operational excellence, continuous improvement, risk mitigation and resiliency, specifically relating to the design and construction of the data center. This was achieved after a diligent assessment of all aspects of the facilities in Glostrup by an expert team from Uptime Institute.

Kristian Lomholt, Vice President, NNIT comments:

“We are committed to providing excellent data center services to our customers – whether the demand is for hosting or housing. And we are proud to say that we have already filled the extra 50% capacity with new happy customers. It is not easy to get these stamps of approval year after year, and it means that our customers can feel safe and secure in the knowledge that our data centers are truly state-of-the-art. The Uptime certifications means our customers can be certain we offer premium data center services, mitigate risk successfully and operate in a safe and sustainable way.”

Facts about the NNIT data center in Glostrup

  • Room for more than 45,000 servers
  • 4,200 m2
  • 1,900 kw redundant battery and generator back-up
  • 25% estimated reduced energy consumption by harnessing low external temperatures

NNIT has two data centers, the other one also located in the Greater Copenhagen area and Tier III certified: Design Documents, Constructed Facility and Operational Sustainability (gold).

NNIT’s data centers services are offered as part of the Hybrid Cloud solution.

***

About Uptime Institute

Uptime Institute is the IT industry’s most trusted and adopted global standard for the proper design, build and operation of data centers – the backbone of the digital economy. For over 20 years, Uptime Institute has been providing customers with the assurance that their digital infrastructure can perform at a level that is consistent with their business needs, across a wide array of operating conditions. With its data center Tier Standard & Certifications, Management & Operations reviews, Efficient IT Stamp of Approval, and accredited educational curriculum for data center professionals, Uptime Institute helps organizations optimize critical IT assets while managing costs, resources and efficiency. www.uptimeinstitute.com

New additions to the NNIT management team

News • Dec 01, 2020 09:00 GMT

As a result of Claus Middelboe Andersen, Senior Vice President of Projects, Applications & Consulting, and Søren Østergaard, Senior Vice President of Cloud & Infrastructure Services, leaving NNIT 1 December and beginning of 2021, respectively, we are pleased to announce two new members of the NNIT management team:

Left: Kasper Søndergaard Andersen, new Senior Vice President of Projects, Applications & Consulting

Right: Kristian Lomholt, new Senior Vice President of Cloud & Infrastructure Services

“I am very pleased that both Kasper Søndergaard Andersen and Kristian Lomholt have accepted the promotion and offer to lead our two delivery units. They are both strongly rooted in NNIT with vast experience across the organization while also being very strong drivers of the revised NNIT strategy presented in the beginning of 2020. Claus Middelboe Andersen and Søren Østergaard have done tremendous jobs in leading their respective organizations through both good and challenging times – and I would like to thank them for their significant and much valued contribution to NNIT as well as wish them the best of luck in their future endeavors.”

– Per Kogut, CEO of NNIT

An expert in transition and transformation

News • Nov 24, 2020 11:56 GMT

NNIT’s new CFO, Pernille Fabricius, is a change management enthusiast: “I welcome and embrace change, and I enjoy leading an organization through a transformation process to stimulate growth and lasting value across the board. That’s what I’ve been doing throughout my career, and it’s what motivates me”.

Pernille Fabricius is three months into her role as CFO at NNIT. She moved back to Denmark in the Summer of 2020 to join NNIT, following a 16-year long international career in chief executive roles in Haag, Dubai, Gothenburg and London.

For Pernille Fabricius, it’s the “uniqueness of NNIT” that attracted her to her new challenge; the fact that the company was originally the corporate IT department of Novo Nordisk and has since gone through a huge transformation, carving out a market for itself as an independent company, through to an IPO and today’s standing as an international Group in its own right.

“The Novo Nordisk and life sciences roots and the Nordic values are very clear and present. NNIT’s journey so far is impressive, and I see a significant growth potential for NNIT in the future, not least within IT for life sciences. I am looking forward to contributing to the journey ahead,” she says and adds:

“As an organization, we need to identify and understand the near-term goals as clearly as possible and then strive to get there together. I love teamwork and setting the bar high, to have fun and to work with the dedicated, skilled and motivated people throughout the Group.”

Life Sciences and Winning Solutions

Pernille Fabricius very much believes in NNIT’s dual focus on International life sciences and Nordic/Danish enterprise customers combined with a zeroing in on offering standardized “Winning Solutions,” launched with the revised NNIT strategy in January 2020:

“But we need to ensure that we are structured in such a way that we are agile and can execute on the strategy. This requires continuous openness to change.”

She concedes that change can be a difficult process – even more so if the why, the what and the how, at times, have been slightly unclear within the organization. In a business such as NNIT, it starts with the people, she says, referring to CEO Per Kogut’s motto: “Happy employees create happy customers who buy more.”

“At this point, we need to ensure we communicate the strategy internally as well as externally, to all stakeholders, to get everyone onboard and press on – making sure we have the right organization and teams to support it properly.”

She firmly believes that the best team is a diverse team transcending traits and skillsets. She is looking for the dynamic and creative, the fresh and the hip, which comes naturally when you have a great mix:

"I still have my outside-in perspective, and I see a company culture characterized by a great history and tradition, but IT is a fast-moving business, and I think NNIT would benefit from bringing in new talents and profiles to challenge our old ways. Part of this, we are helping with our recent M&A activity, bringing both new products, cultures and talents to the NNIT Group.”

Evolution not revolution

Pernille Fabricius also wants to look at business systems and processes – to map and review the existing setup in a structured way complete with solid recommendations for the future.

“I want to make sure that our business is supported in the most optimal way. We must identify both strengths and weaknesses and always look for ways to improve, to do things better and more efficiently”.

This goes not least for financial systems and processes where transparency is a prerequisite for knowing the state of the business in terms of profit and loss and where NNIT needs to focus its attention and efforts.

Pernille Fabricius has her work cut out for her, but she is not fazed. “I’m used to it, and it’s what I enjoy doing. I’ve always been a hard worker, and this is a great challenge for me – to kickstart the evolutionary process that will lead to growth and lasting value.”

***

On a personal note

Pernille Fabricius holds an MSc. in Accounting and an MBA from Copenhagen Business School and has completed several prestigious Finance, Law and Leadership programs at University of Leicester, DIEU, IMD and Harvard Business School, respectively.

She started her career as an accountant at Arthur Andersen in 1988, advanced to SVP Corporate Finance at ISS in 1994 and then began her chief executive career at GN Store Nord in 2001, before moving abroad in 2005 and embarking on her international career. She freely admits that her career achievements have been “a lot of very dedicated and hard work,” hinting at her strong work ethic and belief that anything worth having never comes easy.

Currently, Pernille Fabricius is the member of several Board of Directors. She lives in Hellerup with her husband with whom she has six grown children. In her spare time, she enjoys music and spending time with family and friends.

NNIT and BA Insight partner to accelerate clinical trials

News • Nov 12, 2020 16:00 GMT

NNIT, a leading provider of IT services and consultancy, partners with US-based BA Insight, an accelerator of business transformation to the life sciences industry, to accommodate clients’ needs to accelerate processes in clinical trials.

Clinical research organizations and life sciences companies are always on the lookout to innovate and optimize their clinical studies. NNIT now offers their clients vastly increased speeds of application integration and automation of complex processes, hereby improving the efficiency of clinical operations while allowing cleaner data across studies.

This is made possible by combining NNIT’s extensive IT knowledge and experience in supporting customers in the life sciences industry with the AppBus Intelligent Integration and Automation Platform, owned by BA Insight.

“Interoperability of systems is a major issue in the entire healthcare and life sciences space,” says Massood Zarrabian, CEO at BA Insight. He continues: “The AppBus Platform offers a unique ability to integrate and automate applications making complex Clinical integrations possible at a speed not seen before. With NNIT’s deep experience in providing technical IT services to the clinical trials industry and the unique capabilities of AppBus, the partnership is poised to provide next generation efficiencies to the clinical space.”

“AppBus uses the power of automation to create API interfaces. The unique ability to bridge the API gap on top of any clinical application, regardless of the application’s technology stack is a mandatory requirement," says Franciska Darmer, Advisory Director, Global Head of Clinical at NNIT. She continues: “AppBus allows us to lift all of the clinical applications in a study into the same modern API economy, and build the study out based on an automated events-driven architecture.”

About BA Insight AppBus Platform

The AppBus Platform enables organizations to use API-led connectivity to integrate their data, providing connected experiences for employees. Furthermore, the AppBus Platform accelerates API creation across on-premises and cloud-based systems. For more information please visit us at www.appbus.com

About NNIT
With over 3,200 employees throughout Europe, US and Asia, NNIT is a recognized leader in providing IT and consulting services to the international pharmaceutical and biotech industries. For more information please visit www.nnit.com

NNIT Talents acknowledged by Tech Publishing

News • Nov 12, 2020 13:20 GMT

Every year, the Danish organization Tech Publishing casts light on the many skilled IT specialists working in Denmark by announcing three IT Talent Top 10s. Among the 2020 nominees were nine NNIT employees, three of them made the cut.

Tech Publishing (Teknologiens Mediehus) runs the competition IT Talent to celebrate the many IT professionals in Danish companies. The purpose is to inspire others, create awareness around the IT industry, and – most importantly – acknowledge some of the people who excel within their field of expertise.

The categories are IT Consultant, IT Developer, and IT Project Manager.

NNIT nominated nine employees for the competition this year, and while competition was hard, three colleagues entered the IT Talent Top 10 in the consultant category.

NNIT winners

3. Ava Davani, Business Consultant

4. Michael Zimmerman, Managing Consultant

7. Magnus Thorslund Ipsen, Advanced Operations Consultant

When nominating an employee, the respective manager sends a description of the talent and why he or she thinks the employee is worthy of the title IT Talent.

The respective managers described the three NNIT winners using these words:

“Magnus is the go-to-guy in our team when an expert is needed. He’s always ready to help others and to share his knowledge with customers as well as colleagues. He has broad experience within troubleshooting on end-users, networks, and servers on a general level, which is beneficial for both his customers and colleagues. On top of that, he can explain complex IT issues to his stakeholders so that they’re with him every step of the way,” says Samir Daif, Line Manager at NNIT.

“Ava is a highly skilled consultant with deep specialist knowledge, a good understanding of context, and shows commitment and dedication that rubs off on us all. She has deep knowledge within healthcare IT and has in short time built skills within SNOMED CT. She has a broad network and is a trusted advisor among our customers,” says Anne Werner Løhndorf, Manager at NNIT Healthcare Consulting.

“Michael can run any IT project at any level from the first analysis to ensuring operation is running smoothly. He engages people both online and face-to-face with his can-do attitude. For a large transition project, Michael developed a tool to track people satisfaction. The tool can analyze change readiness and bring knowledge to management about the state of their organization. The tool has been adopted by several large customers and our own company and is especially used when larger changes impact the organizations,” says Jeppe Juel, Director at NNIT Private & Public Consulting.

Read more about IT Talent here (in Danish).

NNIT Group acquires Excellis Health Solutions and continues its Life Sciences growth journey

Pressrelease • Nov 09, 2020 17:23 GMT

This press release expands upon NNIT Company Announcement 12/2020, published November 9, 2020.

Copenhagen, November 9, 2020 – NNIT acquires US-based Excellis, a leading specialized global provider in end-to-end supply chain consulting services to the life sciences industry. Excellis will join the NNIT Group as a subsidiary and will continue to do business as Excellis Health Solutions under the management of the current CEO and Founder, Greg Cathcart.

With the acquisition of Excellis, NNIT strengthens its leading global position within life sciences even further: An area of the NNIT business which has shown an average yearly growth of +35% over the past three years.

Excellis will strengthen NNIT’s customer portfolio across the global pharma and biotech industries and enhance the Group’s ability to provide end-to-end life sciences IT services to all customers.

In particular when it comes to the implementation and integration of TraceLink, as Excellis is the primary global reselling and implementation partner of this market-leading supply chain management platform for the pharmaceutical industry and its eco-system.

“We are excited to welcome Excellis and their unique experience and expert knowledge of the life sciences end-to-end supply chain. The acquisition is an important milestone in our strategy to grow the life sciences segment further. At the same time, we are delivering on our promise to further strengthen and grow our portfolio of IT services and solutions to the benefit of our customers. Excellis will play an important role in securing our leading global position,” says Per Kogut, CEO of NNIT. Ricco Larsen, SVP of Life Sciences, supplements: “We have already shown that we are able to successfully acquire IT companies within the life sciences segment and quickly leverage the joint synergies – in this case adding supply chain management advisory services to our portfolio to the benefit of our customers.”

The Excellis acquisition marks the third consecutive life sciences acquisition in two years. In late 2018, NNIT acquired US-based Valiance Partners and in 2019, NNIT acquired Swiss-based Halfmann Goetsch Partner (HGP), both of which have successfully added significant value to the NNIT Group in terms of capabilities, services, customers and growth.

Greg Cathcart, CEO and Founder of Excellis Health Solutions comments:

“We are extremely proud to join the NNIT Group and the journey they are on. By joining a global leading provider of IT services to the life sciences industry, the Excellis team will have an opportunity to expand much faster, and we believe that the capabilities that NNIT brings to the market is something our customers will require, and vice versa. The acquisition will support our joint goals as well as our customers’ goals,” He continues: “In the NNIT Group we see a strong cultural match and we are confident that the shared cultural values will help us in leveraging the strong synergies between our two companies. Our more than a decade long journey continues with now more than 3,000 new colleagues in the NNIT Group and a vast array of new opportunities.”

Excellis was founded in 2010 and is headquartered in New Hope, Pennsylvania in the US. The company employs approximately 100 employees, mainly in the US and Europe.

Read more about Excellis

Read more about NNIT

Introducing NNIT Singapore

News • Nov 05, 2020 12:18 GMT

Following the acquisition of HGP in April 2019 and due legal processes, HGP’s Asia branch recently became NNIT Singapore Pte Ltd.

The Singapore Team has been supporting global pharmaceutical manufacturing companies in Singapore and surrounding territories since 2011. They will continue to do so as part of the NNIT Group, adding the strength and breadth of the Group to its selling proposition towards life sciences customers.

Director Wee Ming Chua elaborates:

“Working across the value chain, in lab environments, clinical operations, regulatory affairs, manufacturing and supply chain - from design to implementation, validation to operations – we bring people and technology together, create value and deliver solutions enabling our customers to deliver vital medical products to the market.”

27 NNIT employees operate out of the Singapore office, a beautifully preserved pre-wartime colonial shophouse, nestled within a conservation area amongst the skyscrapers so characteristic of Singapore’s bustling Central Business District.

The NNIT Group is growing both organically and via M&A. Eligible acquisitions within the business segment life sciences, in NNIT’s main markets Europe, Asia and the USA, is a particular focus.

NNIT Singapore Contact details:

NNIT Singapore Pte Ltd
110A Telok Ayer Street Singapore 068579
Telephone No. +65 6636 5101

Introducing NNIT Singapore

News • Nov 05, 2020 12:18 GMT

Following the acquisition of HGP in April 2019 and due legal processes, HGP’s Asia branch recently became NNIT Singapore Pte Ltd.

The Singapore Team has been supporting global pharmaceutical manufacturing companies in Singapore and surrounding territories since 2011. They will continue to do so as part of the NNIT Group, adding the strength and breadth of the Group to its selling proposition towards life sciences customers.

Director Wee Ming Chua elaborates:

“Working across the value chain, in lab environments, clinical operations, regulatory affairs, manufacturing and supply chain - from design to implementation, validation to operations – we bring people and technology together, create value and deliver solutions enabling our customers to deliver vital medical products to the market.”

27 NNIT employees operate out of the Singapore office, a beautifully preserved pre-wartime colonial shophouse, nestled within a conservation area amongst the skyscrapers so characteristic of Singapore’s bustling Central Business District.

The NNIT Group is growing both organically and via M&A. Eligible acquisitions within the business segment life sciences, in NNIT’s main markets Europe, Asia and the USA, is a particular focus.

NNIT Singapore Contact details:

NNIT Singapore Pte Ltd
110A Telok Ayer Street Singapore 068579
Telephone No. +65 6636 5101

Introducing NNIT Singapore

News • Nov 05, 2020 12:18 GMT

Following the acquisition of HGP in April 2019 and due legal processes, HGP’s Asia branch recently became NNIT Singapore Pte Ltd.

The Singapore Team has been supporting global pharmaceutical manufacturing companies in Singapore and surrounding territories since 2011. They will continue to do so as part of the NNIT Group, adding the strength and breadth of the Group to its selling proposition towards life sciences customers.

Director Wee Ming Chua elaborates:

“Working across the value chain, in lab environments, clinical operations, regulatory affairs, manufacturing and supply chain - from design to implementation, validation to operations – we bring people and technology together, create value and deliver solutions enabling our customers to deliver vital medical products to the market.”

27 NNIT employees operate out of the Singapore office, a beautifully preserved pre-wartime colonial shophouse, nestled within a conservation area amongst the skyscrapers so characteristic of Singapore’s bustling Central Business District.

The NNIT Group is growing both organically and via M&A. Eligible acquisitions within the business segment life sciences, in NNIT’s main markets Europe, Asia and the USA, is a particular focus.

NNIT Singapore Contact details:

NNIT Singapore Pte Ltd
110A Telok Ayer Street Singapore 068579
Telephone No. +65 6636 5101

Interim financial report for Q3 2020 just released

Pressrelease • Oct 29, 2020 08:28 GMT

Per Kogut, CEO at NNIT comments:

“NNIT’s Q3 was driven by double digit profitable growth in the international life sciences segment. The Novo Nordisk Group impacted the growth negatively as expected. In addition, the Private & Public business contracted in Q3. The Q3 performance evidences the importance for NNIT of having different main business segments to execute on during challenging times.”

  • Group revenue decreased by 14% to DKK 658m in Q3 2020 compared to Q3 2019.
  • Revenue from life sciences international continued the growth path with revenue increasing by 29% to 122m while revenue from life sciences Denmark increased by 3.2% to 59m.
  • In Q3 2020, for the first time, other life science customers generated more revenue than the Novo Nordisk group.

Financial highlights


Performance highlights

  • Revenue from the Novo Nordisk Group continued the expected decline (-27%). Consequently, the share of NNIT’s revenue from clients outside the Novo Nordisk Group increased to 75% in Q3 2020 from 71% in Q3 2019
  • The COVID-19 situation continued to impact performance in Q3 2020 due to the ongoing uncertainty leading to delays of tenders and projects.
  • Operating profit margin before special items were at 3.8% in Q3 2020 compared to 9.0% in Q3 2019.
  • Net profit was at DKK 9m in Q3 2020 compared to DKK 50m in Q3 2019 due to the lower operating profit and negative impact from net financials.

Outlook for 2020

COVID-19 continues to impact our business negatively by delaying project work and tenders, and we now expect that our performance for 2020 will be at the bottom of previously guided intervals.

  • Revenue growth of around - 8% in constant currencies.
  • Operating profit margin before special items of around 6% in constant currencies.
  • Level of investment (CAPEX) is 5-7% of total revenue (unchanged).

Read the full Q3 company announcement here

Interim financial report for Q3 2020 just released

Pressrelease • Oct 29, 2020 08:28 GMT

Per Kogut, CEO at NNIT comments:

“NNIT’s Q3 was driven by double digit profitable growth in the international life sciences segment. The Novo Nordisk Group impacted the growth negatively as expected. In addition, the Private & Public business contracted in Q3. The Q3 performance evidences the importance for NNIT of having different main business segments to execute on during challenging times.”

  • Group revenue decreased by 14% to DKK 658m in Q3 2020 compared to Q3 2019.
  • Revenue from life sciences international continued the growth path with revenue increasing by 29% to 122m while revenue from life sciences Denmark increased by 3.2% to 59m.
  • In Q3 2020, for the first time, other life science customers generated more revenue than the Novo Nordisk group.

Financial highlights


Performance highlights

  • Revenue from the Novo Nordisk Group continued the expected decline (-27%). Consequently, the share of NNIT’s revenue from clients outside the Novo Nordisk Group increased to 75% in Q3 2020 from 71% in Q3 2019
  • The COVID-19 situation continued to impact performance in Q3 2020 due to the ongoing uncertainty leading to delays of tenders and projects.
  • Operating profit margin before special items were at 3.8% in Q3 2020 compared to 9.0% in Q3 2019.
  • Net profit was at DKK 9m in Q3 2020 compared to DKK 50m in Q3 2019 due to the lower operating profit and negative impact from net financials.

Outlook for 2020

COVID-19 continues to impact our business negatively by delaying project work and tenders, and we now expect that our performance for 2020 will be at the bottom of previously guided intervals.

  • Revenue growth of around - 8% in constant currencies.
  • Operating profit margin before special items of around 6% in constant currencies.
  • Level of investment (CAPEX) is 5-7% of total revenue (unchanged).

Read the full Q3 company announcement here

Interim financial report for Q3 2020 just released

Pressrelease • Oct 29, 2020 08:28 GMT

Per Kogut, CEO at NNIT comments:

“NNIT’s Q3 was driven by double digit profitable growth in the international life sciences segment. The Novo Nordisk Group impacted the growth negatively as expected. In addition, the Private & Public business contracted in Q3. The Q3 performance evidences the importance for NNIT of having different main business segments to execute on during challenging times.”

  • Group revenue decreased by 14% to DKK 658m in Q3 2020 compared to Q3 2019.
  • Revenue from life sciences international continued the growth path with revenue increasing by 29% to 122m while revenue from life sciences Denmark increased by 3.2% to 59m.
  • In Q3 2020, for the first time, other life science customers generated more revenue than the Novo Nordisk group.

Financial highlights


Performance highlights

  • Revenue from the Novo Nordisk Group continued the expected decline (-27%). Consequently, the share of NNIT’s revenue from clients outside the Novo Nordisk Group increased to 75% in Q3 2020 from 71% in Q3 2019
  • The COVID-19 situation continued to impact performance in Q3 2020 due to the ongoing uncertainty leading to delays of tenders and projects.
  • Operating profit margin before special items were at 3.8% in Q3 2020 compared to 9.0% in Q3 2019.
  • Net profit was at DKK 9m in Q3 2020 compared to DKK 50m in Q3 2019 due to the lower operating profit and negative impact from net financials.

Outlook for 2020

COVID-19 continues to impact our business negatively by delaying project work and tenders, and we now expect that our performance for 2020 will be at the bottom of previously guided intervals.

  • Revenue growth of around - 8% in constant currencies.
  • Operating profit margin before special items of around 6% in constant currencies.
  • Level of investment (CAPEX) is 5-7% of total revenue (unchanged).

Read the full Q3 company announcement here

The importance of ensuring drug safety

News • Oct 20, 2020 10:23 GMT

We asked Jesper Borgstrøm, Advanced Advisory Consultant, NNIT Life Sciences – Regulatory Affairs, to take us through the safety aspects of one of the world’s most regulated product development and manufacturing processes.

Jesper Borgstrøm holds an MSc in pharmaceutical sciences and is an expert in drug safety and pharmacovigilance. In his role at NNIT, he advises pharmaceutical companies on how to best support and optimize their pharmacovigilance processes with the use of IT. Mostly, this relates to database management, ensuring data integrity, data processing and migration, but also to workflows and documentation. All of these areas need to comply with the heavy regulation imposed by governments and authorities.

“Ensuring drug safety is incredibly complex and goes way beyond drug approval. It’s an ongoing audit process and transcends all phases of drug discovery, development, manufacturing and marketing,” Jesper Borgstrøm emphasizes as his first point:

“Even after a drug is approved and released into the market, a controlled, ongoing feedback process is carried out to ensure that adverse effects and events are logged and analyzed in accordance with a strict and regulated process.”

Despite these hardcore rules and regulations, Jesper further emphasizes that taking any drug comes with an inherent risk:

“No drug is 100% safe to take, all medicines have side effects, and these vary depending on who is taking them, how they are taking them and in what context. The decision to release a drug ultimately relies on a well-documented risk-benefit analysis – even so, it’s not always easy to determine whether the pros outweigh the cons. In any case, patients should be able to rely on a certain level of safety, and that’s precisely why the pharmaceutical industry is so regulated, and pharmacovigilance is such a big deal.”

The importance of continued pharmacovigilance

To get any drug or vaccine to market, pharmaceutical companies must carry out rigid processes, which usually take 9-16 years. Throughout these, drug safety and pharmacovigilance are important aspects that must be carried out in compliance with local and regional regulation.

The phases of the drug development process. Drug safety must be ensured in accordance with regulations; and continued pharmacovigilance must be performed to monitor any adverse drug reactions – particularly once the drug is released into the market.

Patient safety is a prerequisite for getting a drug approved, but it is also likely to speed up the review and approval phase, if the pharmaceutical company can demonstrate a very high level of efficiency, which is important for two reasons: pharmaceutical companies generally have a mission relating to helping people, but they are also a business, and the quicker they can get their drug to market, the more return on investment for them – over the 20 years their patent is valid.

Drug safety and efficiency are the deciding factors in getting a drug approved (or not). Considering that less than 10% of the drug candidates are approved by the Food and Drug Administration in the USA; drug safety data and compliance are very important factors.

Nevertheless, as Jesper Borgstrøm points out:

“The real safety test of any drug is when it hits the market and is ‘tested’ among a much larger and more diverse group of patients, and that is why continued pharmacovigilance is so important. The feedback from patients of a certain age group, not part of the clinical trials, may start to report adverse effects not previously found. And these findings are then logged, analyzed and assessed for significance, and ultimately find their way into the package insert to guide doctors and patients in safe prescription and use – or are severe enough to get the drug retracted from the market,” Jesper Borgstrøm explains and elaborates:

“It’s how we ensure that a drug is safe to take for the majority of patients, across a broad variety of segments and over time.”

Is it safe to speed up the drug development process?

Right now, a number of pharmaceutical companies and laboratories are “competing” to develop a vaccine for COVID-19 within a desired timeframe of 1-2 years. But if the drug development process typically takes 12 years, how is it possible to produce a safe vaccine in 1-2 years’ time, we asked Jesper Borgstrøm?

Jesper Borgstrøm confirms that 1-2 years is indeed very fast and would be a first:

“In most markets, compromising the safety aspects is not an option, so provided you are able to progress from the research and development phase and speed up the review and approval phase via fast-tracking, which is likely given the acute attention, your best bet is to optimize the whole process by implementing smart tools to support each phase. Correct data processing and quality management are essential and huge parts of the drug development process and are both incredibly time-consuming and overwhelming if you don’t have the right supporting tools.”

The quicker and easier you can ensure compliance with pharma regulation, the quicker you can get your product to market, Jesper Borgstrøm states and continues:

“Pharmacovigilance as a discipline is growing with more and more demands being made. In addition to adverse drug reactions, you now also have to monitor no effect or declining effect [events]. When processing personal patient data, you have to ensure compliance with data privacy regulations, and of course you have to ensure correct data logging and categorization at all times. It’s really a very complex, manual and expensive process, which lends itself very well to digitalization as well as automation technologies such as robotics and artificial intelligence. These can be implemented across all phases and disciplines to aid and fast-track the process.”

This of course is precisely NNIT’s specialty, and Jesper confirms an increased interest in his area of expertise, precisely because it can make a huge difference to how quickly pharmaceutical companies are able to get their products to market – in full compliance with local and regional regulation.

“The point of drug safety and pharmacovigilance is to ensure that any given drug does more good than harm. And it’s so much easier to get a good result when you’re only testing it on a small scale. The difficult part comes after, when it’s released to market and you start getting reports from patients on a grand scale. At this stage, pharmacovigilance plays such a big role in ensuring continued drug safety,” Jesper Borgstrøm finishes.

***

About drug safety and pharmacovigilance

The terms Drug Safety and Pharmacovigilance are broadly and interchangeably used to describe the processes and methods of ensuring drug safety by gathering and reporting adverse drug reactions.

So, what is the difference? Put simply, drug safety (DS) is reactive while pharmacovigilance (PV) is proactive: DS is about reporting and compliance, whereas PV focuses on interpreting signals in the more strategic context of marketing.

DS comes into play mostly before a drug is introduced into the market to ensure that the drug is safe to prescribe and use (doing more good than harm).

Pharmacovigilance involves proactively identifying signals and trends with an increased focus on the post-marketing environment:

How is the drug performing in the real world among much larger and more diverse patient groups?

The insight gained is then used to design additional trials, to provide better information for patients and doctors and for improved market positioning for new medicines.

source: Dr Glenn Carter, Healthcare Professionals Group

The importance of ensuring drug safety

News • Oct 20, 2020 10:23 GMT

We asked Jesper Borgstrøm, Advanced Advisory Consultant, NNIT Life Sciences – Regulatory Affairs, to take us through the safety aspects of one of the world’s most regulated product development and manufacturing processes.

Jesper Borgstrøm holds an MSc in pharmaceutical sciences and is an expert in drug safety and pharmacovigilance. In his role at NNIT, he advises pharmaceutical companies on how to best support and optimize their pharmacovigilance processes with the use of IT. Mostly, this relates to database management, ensuring data integrity, data processing and migration, but also to workflows and documentation. All of these areas need to comply with the heavy regulation imposed by governments and authorities.

“Ensuring drug safety is incredibly complex and goes way beyond drug approval. It’s an ongoing audit process and transcends all phases of drug discovery, development, manufacturing and marketing,” Jesper Borgstrøm emphasizes as his first point:

“Even after a drug is approved and released into the market, a controlled, ongoing feedback process is carried out to ensure that adverse effects and events are logged and analyzed in accordance with a strict and regulated process.”

Despite these hardcore rules and regulations, Jesper further emphasizes that taking any drug comes with an inherent risk:

“No drug is 100% safe to take, all medicines have side effects, and these vary depending on who is taking them, how they are taking them and in what context. The decision to release a drug ultimately relies on a well-documented risk-benefit analysis – even so, it’s not always easy to determine whether the pros outweigh the cons. In any case, patients should be able to rely on a certain level of safety, and that’s precisely why the pharmaceutical industry is so regulated, and pharmacovigilance is such a big deal.”

The importance of continued pharmacovigilance

To get any drug or vaccine to market, pharmaceutical companies must carry out rigid processes, which usually take 9-16 years. Throughout these, drug safety and pharmacovigilance are important aspects that must be carried out in compliance with local and regional regulation.

The phases of the drug development process. Drug safety must be ensured in accordance with regulations; and continued pharmacovigilance must be performed to monitor any adverse drug reactions – particularly once the drug is released into the market.

Patient safety is a prerequisite for getting a drug approved, but it is also likely to speed up the review and approval phase, if the pharmaceutical company can demonstrate a very high level of efficiency, which is important for two reasons: pharmaceutical companies generally have a mission relating to helping people, but they are also a business, and the quicker they can get their drug to market, the more return on investment for them – over the 20 years their patent is valid.

Drug safety and efficiency are the deciding factors in getting a drug approved (or not). Considering that less than 10% of the drug candidates are approved by the Food and Drug Administration in the USA; drug safety data and compliance are very important factors.

Nevertheless, as Jesper Borgstrøm points out:

“The real safety test of any drug is when it hits the market and is ‘tested’ among a much larger and more diverse group of patients, and that is why continued pharmacovigilance is so important. The feedback from patients of a certain age group, not part of the clinical trials, may start to report adverse effects not previously found. And these findings are then logged, analyzed and assessed for significance, and ultimately find their way into the package insert to guide doctors and patients in safe prescription and use – or are severe enough to get the drug retracted from the market,” Jesper Borgstrøm explains and elaborates:

“It’s how we ensure that a drug is safe to take for the majority of patients, across a broad variety of segments and over time.”

Is it safe to speed up the drug development process?

Right now, a number of pharmaceutical companies and laboratories are “competing” to develop a vaccine for COVID-19 within a desired timeframe of 1-2 years. But if the drug development process typically takes 12 years, how is it possible to produce a safe vaccine in 1-2 years’ time, we asked Jesper Borgstrøm?

Jesper Borgstrøm confirms that 1-2 years is indeed very fast and would be a first:

“In most markets, compromising the safety aspects is not an option, so provided you are able to progress from the research and development phase and speed up the review and approval phase via fast-tracking, which is likely given the acute attention, your best bet is to optimize the whole process by implementing smart tools to support each phase. Correct data processing and quality management are essential and huge parts of the drug development process and are both incredibly time-consuming and overwhelming if you don’t have the right supporting tools.”

The quicker and easier you can ensure compliance with pharma regulation, the quicker you can get your product to market, Jesper Borgstrøm states and continues:

“Pharmacovigilance as a discipline is growing with more and more demands being made. In addition to adverse drug reactions, you now also have to monitor no effect or declining effect [events]. When processing personal patient data, you have to ensure compliance with data privacy regulations, and of course you have to ensure correct data logging and categorization at all times. It’s really a very complex, manual and expensive process, which lends itself very well to digitalization as well as automation technologies such as robotics and artificial intelligence. These can be implemented across all phases and disciplines to aid and fast-track the process.”

This of course is precisely NNIT’s specialty, and Jesper confirms an increased interest in his area of expertise, precisely because it can make a huge difference to how quickly pharmaceutical companies are able to get their products to market – in full compliance with local and regional regulation.

“The point of drug safety and pharmacovigilance is to ensure that any given drug does more good than harm. And it’s so much easier to get a good result when you’re only testing it on a small scale. The difficult part comes after, when it’s released to market and you start getting reports from patients on a grand scale. At this stage, pharmacovigilance plays such a big role in ensuring continued drug safety,” Jesper Borgstrøm finishes.

***

About drug safety and pharmacovigilance

The terms Drug Safety and Pharmacovigilance are broadly and interchangeably used to describe the processes and methods of ensuring drug safety by gathering and reporting adverse drug reactions.

So, what is the difference? Put simply, drug safety (DS) is reactive while pharmacovigilance (PV) is proactive: DS is about reporting and compliance, whereas PV focuses on interpreting signals in the more strategic context of marketing.

DS comes into play mostly before a drug is introduced into the market to ensure that the drug is safe to prescribe and use (doing more good than harm).

Pharmacovigilance involves proactively identifying signals and trends with an increased focus on the post-marketing environment:

How is the drug performing in the real world among much larger and more diverse patient groups?

The insight gained is then used to design additional trials, to provide better information for patients and doctors and for improved market positioning for new medicines.

source: Dr Glenn Carter, Healthcare Professionals Group

The importance of ensuring drug safety

News • Oct 20, 2020 10:23 GMT

We asked Jesper Borgstrøm, Advanced Advisory Consultant, NNIT Life Sciences – Regulatory Affairs, to take us through the safety aspects of one of the world’s most regulated product development and manufacturing processes.

Jesper Borgstrøm holds an MSc in pharmaceutical sciences and is an expert in drug safety and pharmacovigilance. In his role at NNIT, he advises pharmaceutical companies on how to best support and optimize their pharmacovigilance processes with the use of IT. Mostly, this relates to database management, ensuring data integrity, data processing and migration, but also to workflows and documentation. All of these areas need to comply with the heavy regulation imposed by governments and authorities.

“Ensuring drug safety is incredibly complex and goes way beyond drug approval. It’s an ongoing audit process and transcends all phases of drug discovery, development, manufacturing and marketing,” Jesper Borgstrøm emphasizes as his first point:

“Even after a drug is approved and released into the market, a controlled, ongoing feedback process is carried out to ensure that adverse effects and events are logged and analyzed in accordance with a strict and regulated process.”

Despite these hardcore rules and regulations, Jesper further emphasizes that taking any drug comes with an inherent risk:

“No drug is 100% safe to take, all medicines have side effects, and these vary depending on who is taking them, how they are taking them and in what context. The decision to release a drug ultimately relies on a well-documented risk-benefit analysis – even so, it’s not always easy to determine whether the pros outweigh the cons. In any case, patients should be able to rely on a certain level of safety, and that’s precisely why the pharmaceutical industry is so regulated, and pharmacovigilance is such a big deal.”

The importance of continued pharmacovigilance

To get any drug or vaccine to market, pharmaceutical companies must carry out rigid processes, which usually take 9-16 years. Throughout these, drug safety and pharmacovigilance are important aspects that must be carried out in compliance with local and regional regulation.

The phases of the drug development process. Drug safety must be ensured in accordance with regulations; and continued pharmacovigilance must be performed to monitor any adverse drug reactions – particularly once the drug is released into the market.

Patient safety is a prerequisite for getting a drug approved, but it is also likely to speed up the review and approval phase, if the pharmaceutical company can demonstrate a very high level of efficiency, which is important for two reasons: pharmaceutical companies generally have a mission relating to helping people, but they are also a business, and the quicker they can get their drug to market, the more return on investment for them – over the 20 years their patent is valid.

Drug safety and efficiency are the deciding factors in getting a drug approved (or not). Considering that less than 10% of the drug candidates are approved by the Food and Drug Administration in the USA; drug safety data and compliance are very important factors.

Nevertheless, as Jesper Borgstrøm points out:

“The real safety test of any drug is when it hits the market and is ‘tested’ among a much larger and more diverse group of patients, and that is why continued pharmacovigilance is so important. The feedback from patients of a certain age group, not part of the clinical trials, may start to report adverse effects not previously found. And these findings are then logged, analyzed and assessed for significance, and ultimately find their way into the package insert to guide doctors and patients in safe prescription and use – or are severe enough to get the drug retracted from the market,” Jesper Borgstrøm explains and elaborates:

“It’s how we ensure that a drug is safe to take for the majority of patients, across a broad variety of segments and over time.”

Is it safe to speed up the drug development process?

Right now, a number of pharmaceutical companies and laboratories are “competing” to develop a vaccine for COVID-19 within a desired timeframe of 1-2 years. But if the drug development process typically takes 12 years, how is it possible to produce a safe vaccine in 1-2 years’ time, we asked Jesper Borgstrøm?

Jesper Borgstrøm confirms that 1-2 years is indeed very fast and would be a first:

“In most markets, compromising the safety aspects is not an option, so provided you are able to progress from the research and development phase and speed up the review and approval phase via fast-tracking, which is likely given the acute attention, your best bet is to optimize the whole process by implementing smart tools to support each phase. Correct data processing and quality management are essential and huge parts of the drug development process and are both incredibly time-consuming and overwhelming if you don’t have the right supporting tools.”

The quicker and easier you can ensure compliance with pharma regulation, the quicker you can get your product to market, Jesper Borgstrøm states and continues:

“Pharmacovigilance as a discipline is growing with more and more demands being made. In addition to adverse drug reactions, you now also have to monitor no effect or declining effect [events]. When processing personal patient data, you have to ensure compliance with data privacy regulations, and of course you have to ensure correct data logging and categorization at all times. It’s really a very complex, manual and expensive process, which lends itself very well to digitalization as well as automation technologies such as robotics and artificial intelligence. These can be implemented across all phases and disciplines to aid and fast-track the process.”

This of course is precisely NNIT’s specialty, and Jesper confirms an increased interest in his area of expertise, precisely because it can make a huge difference to how quickly pharmaceutical companies are able to get their products to market – in full compliance with local and regional regulation.

“The point of drug safety and pharmacovigilance is to ensure that any given drug does more good than harm. And it’s so much easier to get a good result when you’re only testing it on a small scale. The difficult part comes after, when it’s released to market and you start getting reports from patients on a grand scale. At this stage, pharmacovigilance plays such a big role in ensuring continued drug safety,” Jesper Borgstrøm finishes.

***

About drug safety and pharmacovigilance

The terms Drug Safety and Pharmacovigilance are broadly and interchangeably used to describe the processes and methods of ensuring drug safety by gathering and reporting adverse drug reactions.

So, what is the difference? Put simply, drug safety (DS) is reactive while pharmacovigilance (PV) is proactive: DS is about reporting and compliance, whereas PV focuses on interpreting signals in the more strategic context of marketing.

DS comes into play mostly before a drug is introduced into the market to ensure that the drug is safe to prescribe and use (doing more good than harm).

Pharmacovigilance involves proactively identifying signals and trends with an increased focus on the post-marketing environment:

How is the drug performing in the real world among much larger and more diverse patient groups?

The insight gained is then used to design additional trials, to provide better information for patients and doctors and for improved market positioning for new medicines.

source: Dr Glenn Carter, Healthcare Professionals Group