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Novo Nordisk

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

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  1. Human Resource Management Novo Nordisk Group 13Dichow Kasper Godot Alexis Gorgec Senem Woolmore Ashley Usandivaras Juan

  2. Agenda • 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

  3. 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

  4. 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)

  5. 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%)

  6. 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.

  7. 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

  8. 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

  9. 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

  10. 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)

  11. 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

  12. Conclusions • 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

  13. Q&A

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