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Human Resource Management Novo Nordisk Group 13 Dichow Kasper Godot Alexis Gorgec Senem Woolmore Ashley Usandivaras Juan Agenda Basic approach Brief overview of Novo Nordisk Why France? Evolving benefits Adapting to the French Environment

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novo nordisk

Human Resource Management

Novo Nordisk

Group 13Dichow Kasper

Godot Alexis

Gorgec Senem

Woolmore Ashley

Usandivaras Juan

  • Basic approach
  • Brief overview of Novo Nordisk
  • Why France?
  • Evolving benefits
  • Adapting to the French Environment
  • Translation of Scandinavian Values
  • Some HR Challenges
  • Conclusion
  • Q&A
our approach
Our Approach
  • Initial contact through Danish headquarters.
  • Contact established with HR Manager for Western Europe.
  • Several meetings and interviews
    • Senior VP Int’l Marketing Jesper HØILAND
    • Western Europe HRM Patrick PAÏKINE
    • Product Manager Nille KLÆBEL
  • Data collecting
    • Company published material
    • Internet search
    • Internal documents & working papers
brief overview of novo nordisk
Brief overview of Novo Nordisk
  • In 2003, Worldwide
    • Turnover: 3,5 Md€ (increase by 5%)
    • Net Income: 675 M€ (increase by 19%)
    • Employees: 18 756 (60% in Denmark)
  • The French subsidiary
    • Turnover: 312 M€ (2002)
    • Employees: 558 (420 in Chartres)
    • Head Office in La Defense
    • 1 Plant in Chartres (1st employer)
brief overview of novo nordisk5

World leader in Diabetes care

Brief overview of Novo Nordisk
  • Product areas
    • Diabetes care (70%)
    • Haemostasis management (14%)
    • Growth hormone therapy (8%)
    • Hormone replacement therapy (5%)
history of novo nordisk
History of Novo Nordisk
  • 1922: August Krogh(Nobel Prize winner in physiology)travels to the US with his wife who suffered from type-2 diabetes. Studies diabetes treatment and was later granted permission to produce insulin in Denmark.
  • 1922: First insulin extracted.
  • 1923: Creation of Nordisk. Harald Pedersen joins to construct machinery for production.
  • 1924: Pedersen resigns after disagreements with Krogh and founds Novo as a direct competitor of Nordisk.
  • 1989: After 65 years of rapid expansion, the two companies merge to create Novo Nordisk.
  • 2000: Demerger of healthcare business, Novo Nordisk, and enzyme business, Novozymes.
why france
Why France ?

In 1959, Nordisk opened a subsidiary in France

and the first production facilities outside Denmark.

  • France was the biggest market
  • Access to large labor force with technical knowledge
  • Expansion outside Denmark

Soon other benefits emerged…

  • Tax incentives
  • Price negotiation with French medical authorities
evolving benefits
Evolving Benefits
  • France selected due to large market
    • Later - easy access to rest of Central Europe
  • Creation of jobs and presence in France has led to stronger negotiation power:
    • Relations with medical authorities
    • Within the region (taxation)
  • Acknowledgement of the skilled workforce in France
    • Large workforce with highly skilled technicians
    • Though, high cost of labour
    • Interest in the industry
    • Provides opportunities for Danish employees
adapting to the french environment
Adapting to the French Environment
  • Learning curve
  • Initially, extensive use of expatriates
  • Still expatriates but dominated by French managers
  • Differences in mentality
  • Language - French is the language of the French subsidiary, though English is the official company language
  • The adoption of the 35-hour working week
  • Introduction of a specific bonus system for the French sales workforce - Jackpot
translation of scandinavian values
Translation of Scandinavian Values
  • Corporate values
    • ”Being there…”, multiple stakeholder approach, ethics, human values
  • Novo Nordisk perceived as Danish/Scandinavian
    • Positive perception, high ethic standards
  • Mentality: democracy vs. discipline
    • Different approaches…
  • Informality
    • Informal working environment (e.g., ”vous” is never used)
  • Design of premises
    • Danish furniture and interior design
    • (light wood, open offices)
some hr challenges
Some HR challenges
  • Implementation of the 35 hour week
    • Immediate negotiations with unions
    • First pharmaceutical company to reach agreement
    • Improved production by introducing flexible work schedules
    • Vacation of 17 days per year instead of 22 days
    • Tax subsidies
  • Implementation of corporate values
    • Different perception - management and employees
  • Training
    • Expensive external and internal training, Novo Learn, translation into French
  • Performance appraisal
    • Cultural differences
  • Initial reasons for establishment in France have evolved over time, and new benefits have been developed
  • Benefits from skilled workforce and access to rest of Europe
  • Overall adaptation to the French environment
  • Successful implementation of the 35 hour week
  • Effective use of bargaining power with national medical authorities regional and regional tax authorities
  • Some considerable differences in HRM in France
  • Not a ”full implementation” of corporate values and company procedures