Annual  
Report 2023  
NNIT A/S, Oestmarken 3A, DK-2860 Soeborg • CVR no. 21 09 31 06  
 
NNITꢀꢁAnnual Report 2023  
2
Table of Contents  
Management Review  
Financial Statements  
The Bigger Picture  
The NNIT Group at a Glance  
Words from the Chairman and CEO  
Highlights  
Our Business  
Strategy  
Governance  
Financial Statements  
Consolidated Financial Statements  
Income Statement  
4
5
7
8
9
11  
15  
16  
17  
18  
19  
Corporate Governance  
Risk Management  
Board of Directors  
Group Management  
Shareholder Information  
24  
28  
31  
34  
36  
Region Europe  
Region US  
41  
41  
43  
45  
46  
48  
Statement of Comprehensive Income  
Statement of Cash Flows  
Balance Sheet  
Key Figures  
Region Asia  
Outlook 2024  
Region Denmark  
Sustainability and People  
Statement of Changes in Equity  
Notes  
Parent Company Financial Statements  
Income Statement  
Related Reports  
87  
88  
89  
91  
Sustainability Report 2023  
Remuneration Report 2023  
Corporate Governance Report 2023  
Balance Sheet  
Statement of Changes in Equity  
Notes  
Statements  
Management's Statement  
Independent Auditor's Reports  
103  
104  
 
NNITꢀꢁAnnual Report 2023  
3
The Bigger  
Picture  
The NNIT Group at a Glance  
Words from the Chairman and CEO  
Highlights  
Key Figures  
Outlook 2024  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
4
The NNIT Group  
at a Glance  
NNIT is a leading provider of IT solutions to life sciences  
internationally, and to the public and private sectors in  
Denmark.
We focus on high complexity industries and thrive  
in environments where regulatory demands and complexity  
are high. We advise on and build sustainable digital solutions  
that work for end-users, customers and employees.  
OUR BUSINESS FOCUS  
Life Sciences  
Public and Private  
Building a strong, international  
position; helping life sciences  
customers digitalize key parts  
of their value chain.  
Developing our position in the  
Danish market; first and foremost  
within the public sector.  
NNIT Group consists of parent company NNIT A/S, NNIT  
subsidiaries, SCALES, Excellis Health Solutions and SL  
Controls. Together, these companies employ more than 1,700  
people in Europe, Asia and the US.  
Region:  
Region:  
EUROPE  
US  
ASIA  
DENMARK  
Operating Profit Margin  
before Special Items  
Customer  
Satisfaction Score  
Revenue Growth  
Organic Growth  
Employees  
15.2% 10.8% 6.7% 1,773
4.4  
(out of 5)  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
5
2023 was a transformative year for NNIT as we relaunched our company as  
a pure-play IT consulting business highly specialized in global life sciences  
and the public sector in Denmark and completed the divestment of the  
infrastructure operations. We reported improved business and financial  
performance throughout the year and exceeded our initial guidance.  
WORDS FROM THE CHAIRMAN AND CEO  
A Highly Focused  
IT Consulting  
Company  
As a highly specialized IT consulting busi-  
ness, strategically focused on life sciences  
internationally and the public sector in  
Denmark, NNIT has emerged as a less  
complex business with one operating model  
and a sharp focus on solidifying our leading  
position offering IT solutions for the entire  
life sciences value chain.  
Denmark
– our global enablement func-  
tions and our Global Delivery Centers, we  
have established a clear international focus  
and provided our regions with autonomy,  
P&L accountability and a strong go-to-  
market approach. On the back of this, we  
are expecting to create further growth into  
2024 despite the continued macroeconomic  
uncertainty.  
We launched our New Beginning strategy  
in May with an ambition to continuously  
increase market share within our preferred  
industries and a clear commitment to  
continually increase revenue and lift profita-  
bility through organic and acquisitive growth  
combined with efficiency enhancements.  
We also strive to further build our interna-  
tional profile focusing on making a mark  
in society – with a more streamlined and  
global approach to our sustainability efforts,  
continuing our commitment to UN Global  
Compact and aligning our select Sustainable  
Development Goals more closely with our  
strategy: adding new supportive initiatives,  
and taking the next step with the Science  
Based Targets initiative to set targets  
towards net-zero.  
A Truly International Company  
With a new organizational setup headed  
by a truly international management team  
of our four regions –
Europe, US, Asia and
 
Carsten Dilling  
Pär Fors  
Chairman of the Board of Directors  
Chief Executive Officer  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
6
ducing our financial aspirations of realizing  
a compound annual organic growth rate of  
around 10% and an annual average Group  
operating profit margin of around 10-13%  
before special items in 2024-2026.  
organic revenue growth of around 10% with  
a profit margin before special items of 8-9%  
this year.  
Onboarding our People to a New Beginning  
Following the launch of our new strategy, a  
string of roadshows and summits were held  
across our new regions to kick-start our  
New Beginning and onboard all employees  
to our future state as an industry-leading  
employer and solution provider specialized  
in international life sciences and the public  
sector in Denmark.  
We are acutely aware of the role  
we play for our customers, and  
we aspire to become the best  
possible digitalization partner by  
creating an attractive workplace  
that delivers strong business and  
financial results.  
In the longer run, we expect to grow  
throughout the strategy period by capital-  
izing on our leading position in attractive  
markets and utilizing our core skills while  
increasing profitability. After completing the  
divestment of the infrastructure operations,  
we have reduced our assets by 28% to DKK  
2 billion, enabling us to leverage our proven  
M&A and integration skills to pursue attrac-  
tive acquisition opportunities backed by a  
robust balance sheet.  
We continued the positive trajectory in the  
second half of the year, confirming our confi-  
dence in the strategic roadmap and enabling  
us to deliver on the promise of increased  
revenue and profitability. Propelled by solid  
performance on existing engagements and  
onboarding of new customers, we grew  
revenue by 15.2% to DKK 1,728 million and  
improved the profit margin before special  
items substantially to 6.7% as a result of  
higher capacity utilization and efficiency  
enhancements. We generated a significant  
uptick in operating profit to DKK 116 million  
before special items of DKK 69 million  
In the second half of 2023, we aligned busi-  
ness plans across the new regions and took  
steps to launch our new employer value  
proposition and supporting materials to be  
implemented during 2024 with a view to  
become the employer of choice.  
Solutions Developed for People by People  
As a pure IT consulting business, more than  
ever, our primary resource is our people  
who advise on and develop digital solutions  
for people operating in industries where  
quality of life is at play. In other words,  
people – their surrounding societies and  
well-being – are absolutely central to our  
business.  
Invested in the New NNIT  
After meeting with investors, customers  
and employees during an exciting 2023, we  
would like to end by expressing our joy in  
the overwhelmingly positive reactions we  
have met across all regions.  
Delivering on our Promise  
in 2023 and Beyond  
Following solid performance in the first half  
of the year, we upgraded our 2023 full-year  
outlook in August, announcing an expecta-  
tion of revenue growth around 15% and an  
operating profit margin before special items  
around 6% (against previous expectations  
of 10% and 5%, respectively).  
relating mainly to contingent consideration  
payments connected to acquisitions and  
restructuring costs to right-size the organi-  
zation after completion of the divestment of  
the infrastructure operations.  
Hearing from our customers and teams in  
Europe, the US, Asia and Denmark, as well  
as investors and analysts, we are assured  
of the widespread belief and investment in  
NNIT’s New Beginning. And we are pleased  
to report on a year of improved perfor-  
mance, exceeding our initial expectations  
and paving the way for further progress.  
With our new, regionally empowered organ-  
ization, we made it a priority to be close to  
our customers while also leveraging our  
global enablement units, and we are proud  
to have maintained a high customer satis-  
faction score (4.4 out of 5) throughout our  
transformative year.  
Looking into 2024, we see ample oppor-  
tunities for growth within the life sciences  
space and a solid pipeline within the public  
sector in Denmark, enabling us to guide for  
We subsequently hosted a Capital Markets  
Day in September, where we presented the  
New NNIT to investors and analysts, intro-  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
7
Revenue  
Highlights  
465  
732  
NNIT reached several milestones in 2023 and emerged as a highly  
specialized IT consultancy with a clearly defined strategy and great  
prospects in attractive core markets.  
1,728  
DKK million  
387  
Strategy  
Divestment  
144  
New  
Infrastructure  
Operations  
ꢀEurope  
ꢀUS  
ꢀAsia  
ꢀꢁDenmark  
Beginning  
New strategy launched to ensure profitable  
growth in industries where regulatory  
demands, high complexity and quality of life  
are at play.  
Transformative divestment completed  
to reshape NNIT and emerge as a highly  
specialized IT services provider.  
Group Operating Profit  
before Special Items  
32  
Outlook upgraded  
Capital Markets Day  
60  
116  
Profitable Growth 2026 Aspirations  
DKK million  
Revenue and profit margin guidance lifted  
after improved performance in the first half  
of 2023.  
Hosted Capital Markets Day elaborating on  
the new strategic direction and financial  
aspirations towards 2026.  
42  
-18 (Asia)  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
8
Key Figures  
Financial key figures for 2021-2023 exclude discontinued operations,  
while 2019-2020 include discontinued operations.  
DKK million  
2023  
2022  
2021  
2020  
2019  
2023  
2022  
2021  
2020  
2019  
Financial performance  
Total revenue  
Earnings per share (DKK)  
0.24  
0.24  
(10.39)  
(10.39)  
(7.05)  
(7.05)  
1.90  
1.89  
5.60  
5.55  
1,728  
1,500  
1,369  
2,830  
3,058  
Diluted earnings per share (DKK)  
EBITDA before special items  
Depreciation, amortization and impairment  
Operating profit (EBIT) before special items  
Special items, costs1  
144  
28  
61  
68  
114  
129  
401  
234  
167  
90  
501  
259  
242  
68  
Employees  
Average number of full-time employees, total  
Average number of full-time employees, continuing  
1,974  
1,773  
3,169  
1,809  
3,162  
3,083  
3,237  
116  
69  
(7)  
(15)  
278  
(285)  
(9)  
208  
Financial ratios  
Operating profit (EBIT)  
47  
(223)  
(12)  
77  
174  
7
Revenue growth  
Gross profit margin3  
15.2%  
25.8%  
8.3%  
6.7%  
9.6%  
27.2%  
4.1%  
N/A  
9.3%  
(7.5)%  
13.7%  
14.2%  
5.9%  
1.7%  
15.6%  
16.4%  
7.9%  
Net financials  
(30)  
6
(7)  
Net profit/loss for the year  
(258)  
(175)  
47  
138  
EBITDA before special items margin  
Operating profit margin before special items  
Operating profit margin  
Effective tax rate  
8.3%  
Earn-out restatement impact2  
-
(40)  
(42)  
(29)  
(45)  
(0.5)%  
(19.0)%  
12.2%  
(28.6)%  
29.6%  
(19.2)%  
(1.1)%  
(16.3)%  
12.2%  
(17.3)%  
38.6%  
(13.6)%  
Net profit/loss for the year before restatement  
6
(218)  
(133)  
76  
183  
2.7%  
2.7%  
5.7%  
64.7%  
0.7%  
32.9%  
4.4%  
23.8%  
12.9%  
43.9%  
8.4%  
Investment in tangible assets  
(4)  
(8)  
-
(95)  
(134)  
Return on equity  
Investment in intangible assets incl. acquisition  
of subsidiary  
Solvency ratio  
41.8%  
2.9%  
41.7%  
3.6%  
(18)  
1,977  
827  
-
(78)  
2,748  
814  
(40)  
2,574  
993  
-
(159)  
2,468  
1,030  
(74)  
(67)  
2,485  
1,092  
(98)  
Return on invested capital (ROIC)  
Total assets  
Equity  
1ꢀꢁSpecialꢁitemsꢁcompriseꢁcostsꢁthatꢁcannotꢁbeꢁattributedꢁdirectlyꢁtoꢁNNIT'sꢁordinaryꢁactivitiesꢁandꢁareꢁnon-recurringꢁinꢁnature.  
2ꢀꢁTheꢁDanishꢁBusinessꢁAuthorityꢁhasꢁrequiredꢁNNITꢁtoꢁchangeꢁtheꢁappliedꢁaccountingꢁtreatmentꢁofꢁtheꢁearn-outꢁpayment,ꢁ  
cf. Accounting policy.  
Dividends proposed/paid  
Free cash flow  
-
3ꢀꢁTheꢁprinciplesꢁforꢁallocationꢁofꢁcostꢁbyꢁfunctionꢁwasꢁchangedꢁinꢁ2023,ꢁandꢁcomparativeꢁfiguresꢁforꢁ2022ꢁhaveꢁbeenꢁadjustedꢁaccordingly.  
(109)  
77  
(292)  
805  
(102)  
473  
143  
242  
Interest-bearing debt, net  
377  
438  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
9
Forward-looking Statements  
Outlook 2024  
This Annual Report contains forward-looking statements. Words such as ‘believe’,  
‘expect’, ‘may’, ‘will’, ‘plan’, ‘strategy’, ‘prospect’, ‘foresee’, ‘estimate’, ‘project’, ‘antici-  
pate’, ‘can’, ‘intend’, ‘outlook’, ‘guidance’, ‘target’ and other words and terms of similar  
meaning in connection with any discussion of future operating or financial perfor-  
mance identify forward-looking statements. Statements regarding the future are  
subject to risks and uncertainties that may result in considerable deviations from the  
outlook set forth. Furthermore, some of these expectations are based on assump-  
tions regarding future events which may prove incorrect. Please also refer to the  
overview of risk factors in the ‘Risk Management’ section on pages 28-30.  
NNIT expects to maintain the  
momentum from 2023 and continue  
to deliver organic revenue growth  
and profitability improvements in  
2024, driven by good traction with  
customers and positive effects of  
efficiency measures.  
tive effect of increased use of nearshore  
and offshore capabilities following the  
introduction of global delivery centers in  
Poland, Czech Republic and the Philippines.  
In addition, the introduction of the new  
regional structure and implementation of  
new internal financial steering in 2023 entail  
efficiency gains and reduced overhead and  
corporate costs.  
Outlook and Performance  
2023  
2024  
The four regions’ successful expansion of  
engagements with existing customers and  
onboarding of new customers are expected  
to continue and drive organic revenue  
growth of around 10% in 2024. The outlook  
is supported by a strong pipeline of tenders  
for large public projects in Region Denmark.  
The ongoing implementation of a new  
ERP system and new global platforms is  
expected to have a moderate detrimental  
impact on profitability during implemen-  
tation in 2024 and deliver efficiency gains  
through reduced manual and duplicate  
work going forward. In addition, NNIT  
expects to book costs of up to DKK 15  
million for contingent consideration relating  
to completed acquisitions as special items  
in 2024.  
Outlook Updated outlook  
Realized  
Outlook  
Revenue growth  
~10%  
-
~15%  
-
15.2%  
10.8%  
-
Organic revenue growth  
~10%  
Operating profit margin before  
special items  
~5%  
~6%  
6.7%  
8-9%  
-
Special items  
Up to DKK 70m  
Up to DKK 70m DKK 69m  
* DKK 102 million special costs reclassified as part of discontinued activities.  
The Group will continue to pursue higher  
profitability and expects to increase the  
operating profit margin before special items  
to 8-9% in 2024 from the 2023 level of  
6.7%. Progress will be based on improved  
capacity utilization, driven by higher activity  
and revenue. NNIT also expects a posi-  
from the 2023 base year and delivering  
a yearly average Group operating profit  
margin of around 10-13% before special  
items in 2024-2026.  
The outlook and financial aspirations are  
based on assumptions of relatively stable  
market conditions, no further deterioration  
of the global economy and stable exchange  
rates for key currencies versus DKK.  
The outlook for 2024 is in line with NNIT’s  
2026 aspirations of generating a compound  
annual organic growth rate of around 10%  
 
NNITꢀꢁAnnual Report 2023  
10  
Our Business  
Strategy  
Region Europe  
Region US  
Region Asia  
Region Denmark  
Sustainability and People  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
11  
Strategy  
Business Model  
NNIT has relaunched the Group strategy  
with a view to become a more focused  
consultancy and solutions company with  
an asset-light business model.  
Deploying strategic assets to address business potential and pains  
Value creation  
In the relaunched NNIT, addressing the  
targeted markets requires a combination  
of NNIT’s deep IT solutions expertise and  
strong process and domain knowledge,  
which will be deployed internationally  
through a regional approach and focus  
on leveraging specific market strongholds  
in highly regulated industries where NNIT  
has a clear competitive edge.  
Customers  
Employees  
Investors  
Digital  
Customer  
Industry  
mastery  
solutions that  
experience  
work  
Talented people  
with a business first  
approach  
Superior  
quality  
Domain  
knowledge  
Customer Satisfaction is Key  
NNIT is rigorously keeping customer satisfaction a key priority  
by measuring, analyzing, and acting on key findings from  
various customer satisfaction data points. Overall, customer  
satisfaction remains high and stable – as evidenced by  
various customer satisfaction scores encompassing both end  
users and key decision makers. Our services are well-received  
by customers, and we continually monitor satisfaction based  
on an extensive Customer Feedback Program and daily  
interactions with customers and partners, providing a solid  
base for continued improvement.  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
12  
Industry Focus  
Life Sciences Global  
Public & Private in Denmark  
Solution portfolio  
Solution portfolio  
NNIT tuned in on two core industries – life  
sciences globally and the public sector  
in Denmark. In these areas, NNIT aims to  
pursue industry excellence, building on deep  
domain expertise coupled with market leading  
technologies and partnerships led by the best  
talent.  
R&D  
Manufacturing Commercial  
Quality &  
Compliance  
Data  
& Digital  
Custom  
Applications  
Microsoft  
Solutions  
SAP  
DevOps  
Advisory &  
Cybersec  
& Supply Chain  
IT  
Development (incl. Scales)  
Region:  
Region:  
Additionally, the private sector in Denmark remains an  
important market for Region Denmark. Across our industry  
focus, we see several trends affecting customers' future  
buying patterns but with an industry flavor. These trends are  
centered around AI and data enablement, cybersecurity and  
compliance, and accelerated digital transformation.  
EUROPE  
US  
ASIA  
DENMARK  
Public in Denmark  
following a continuous stream of new regulatory frameworks  
such as NIS2 as well as ESG-related frameworks, requiring  
a diligent approach to the IT setup to stay compliant. With  
the continued ambitious digital aspirations for the Danish  
society, NNIT expects a healthy pipeline of new application  
centric opportunities in this market.  
Life Sciences  
Within the Danish public sector, NNIT will continue to build  
its presence within core technology areas, such as custom  
applications development and maintenance as well as the  
standard applications Microsoft and SAP, coupled with  
advisory services within compliance and cybersecurity. The  
exclusive focus on these business areas will establish NNIT  
as a specialized IT services provider, enabling higher growth  
and profitability in the years ahead. The Danish public sector  
is expected to show a decent growth rate going forward,  
and its recession-proof character makes it attractive for  
NNIT to counter the impact of economic fluctuations on  
corporate customers in Denmark. Key industry trends in the  
Danish public sector include cybersecurity and compliance  
The life sciences market is recession-proof and less vulner-  
able to global disturbances and economic fluctuations.  
Based on external analyses, NNIT expects the life sciences  
market to maintain a healthy growth momentum in the high  
single digit range with local and regional variations. The life  
sciences industry is increasingly exploring the potential of  
new technologies, such as generative AI where NNIT sees a  
number of strong and innovative business cases. Continued  
regulatory scrutiny is expected as new advances in core  
business processes, clinical trials, drug development, etc. are  
being reinvented as new and existing life sciences organiza-  
tions rethink their operating models.  
Private in Denmark  
NNIT also focuses on the market outside life sciences and  
the public sector in Denmark in selected industries. This  
includes Utility, Manufacturing and Retail where Region  
Denmark deploys its solutions portfolio to accelerate digital  
transformation, develop and maintain critical applications  
and secure compliant and safe operations.  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
13  
Global Focus - Regional Execution  
In each region, NNIT builds repeatable solu-  
tions with global potential to improve Group  
profitability. NNIT expects to grow faster  
than the market and take market share in all  
regions.  
Czech Republic) and offshore (the Philip-  
pines) servicing each region with critical  
NNIT is organized in four regions with individual profit & loss  
responsibility. Three of these regions – Europe, US and Asia – are focused  
entirely on life sciences, whereas Region Denmark focuses on the Danish  
market except for the life sciences industry addressed by Region Europe.  
capabilities at attractive cost rates. Further,  
the four regions are supported by enabling  
units including staff functions and glob-  
ally focused units aiming to harvest global  
synergies.  
The Group has established global delivery  
centers located nearshore (Poland and  
Organization  
Principles  
GROUP MANAGEMENT  
· Regional autonomy and P&L  
· Customer proximity  
· Global coordination  
· Sales responsibility in delivery functions  
· Solution repeatability  
EUROPE  
DENMARK  
(INCL. LS DK)  
ASIA  
US  
GLOBAL DELIVERY  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
14  
Region Denmark  
Focused on building industry mastery in the public sector  
as well as maintaining and expanding presence with corpo-  
rate customers through an offering of core solutions within  
Custom Application Development, Microsoft solutions  
including Scales and SAP solutions. In the public sector,  
Region Denmark mainly targets central government oppor-  
tunities within governmental agencies and companies  
with a private/public foundation such as Sund & Bælt and  
Danmarks Apotekerforening. For the public sector, CAD  
is a core service as most central government applications  
require customized and tailored development services.  
Having strong technical competencies coupled with domain  
knowledge is a core differentiator for NNIT in this space.  
Region US  
Region Europe  
Region Asia  
Focused on life sciences domains within R&D, Manufacturing  
& Supply Chain and Quality & Compliance. Group company  
Excellis Health Solutions was acquired in 2020 and focuses  
on Manufacturing & Supply Chain, aiming to be fully inte-  
grated in NNIT during 2024. The region has physical loca-  
tions in New Jersey and Princeton close to the life sciences  
industry hubs of the USA.  
Focused on core life sciences domains within R&D, Manu-  
facturing & Supply Chain, Quality & Compliance and Data &  
Digital. Group company SL Controls was acquired in 2021  
and focuses on Manufacturing & Supply Chain, aiming to  
be fully integrated in NNIT during 2024. The region targets  
growth in midsize corporations and aims to maintain a  
stronghold with multi-national corporations. The region is  
present in a number of locations throughout Europe to cater  
for local customer needs.  
Comprises NNIT’s operations in China and Singapore with a  
strong presence in Commercial IT, Manufacturing & Supply  
Chain and Quality & Compliance and aims to grow in Manu-  
facturing & Supply Chain and the Data & Digital area. The  
region focuses on multi-national corporations with regional  
offices in Asia and regional biotech as well as local larger  
corporations in the life sciences industry.  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
15  
Region Europe delivered stable sales  
existing customers. The business unit also  
strengthened its position within Manufac-  
turing for life sciences, totaling a mid-range  
double digit DKK million order entry.  
LIFE SCIENCES SOLUTIONS  
performance in 2023 despite lower activity  
due to challenging macroeconomic condi-  
tions and customers taking a cautious  
investment approach. Full-year revenue of  
DKK 465 million was stable compared to  
last year (2022: DKK 468 million) with posi-  
tive traction from extensions and expansion  
of several long-term engagements with  
existing customers as well as onboarding of  
new customers. Performance was particu-  
larly strong within Veeva and Manufacturing  
Solutions for the life sciences industry.  
Europe  
NNIT was recognized by leading analyst  
companies such as Gens & Associates and  
Everest Consulting Group for its leading  
position within the life sciences digital  
solutions space – and maintained its leading  
position as Premier Services Partner for the  
Veeva Development Cloud. Region Europe  
delivered a high customer satisfaction score  
of 4.6 out of 5.  
The activity level in Region Europe was impacted by  
macroeconomic uncertainty in 2023, but new engagements  
and high customer satisfaction resulted in significantly  
improved profitability and solid prospects for continued  
revenue and earnings growth on the back of good traction  
in the market, higher capacity utilization and enhanced  
efficiency.  
The business unit improved capacity utili-  
zation and reduced costs during 2023  
resulting in significantly increased Group  
operating profit of DKK 32 million (2022:  
DKK -33 million) and a Group operating  
profit margin of 6.9% (2022: -7.1%). Region  
Europe is expected to continue the positive  
trajectory in the coming quarters.  
Revenue  
Group Operating Profit  
DKK  
DKK  
465 32  
million  
million  
During the fourth quarter, Region Europe  
continued the full-year trend of solidifying  
its leading position within especially R&D  
supported by new engagements within  
Veeva and other digital transformation solu-  
tions totaling a higher-range double digit  
DKK million order entry for new as well as  
2023  
2022  
465  
2023  
32  
Customer Satisfaction Score  
468  
-33  
2022  
4.6  
(out of 5)  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
16  
LIFE SCIENCES SOLUTIONS  
Customer Satisfaction Score  
US  
4.4  
The US business reported continuous  
growth throughout 2023 based on expan-  
sion of engagements and new projects with  
existing customers as well as onboarding of  
several new blue-chip customers.  
(out of 5)  
NNIT’s US operations delivered strong and profitable growth  
in 2023 driven by a high activity level among existing and new  
customers combined with improved capacity utilization and  
targeted efforts to reduce cost. The Group has a solid market  
position and good prospects for a continuation of the high  
activity level.  
Higher activity with existing and new  
customers during the year entailed an  
increase in capacity utilization and effi-  
ciency across the US business. Combined  
with a sharp focus on leveraging and  
reducing the existing cost base, the US  
Region generated significant progress in  
Group operating profit to DKK 42 million  
The region’s full-year revenue increased  
by 24% to DKK 387 million (2022: DKK  
311 million) with strong contributions from  
the NNIT business, Group company Excellis  
Health Solutions and Group company  
Valiance Partners, which was fully integrated  
into NNIT in Q4 2023.  
Revenue  
Group Operating Profit  
DKK  
DKK  
(2022: DKK -9 million) and delivered a Group  
operating profit margin of 10.9% (2022:  
-2.9%).  
387 42  
42  
million  
million  
The positive development in 2023 outper-  
formed initial expectations and is expected  
to continue in the coming period as NNIT is  
well-positioned to leverage the expanded  
customer base on the back of high  
customer satisfaction (4.4 out of 5) and the  
strong growth fundamentals in the US life  
sciences market.  
2023  
2022  
387  
2023  
The strong performance and successful  
integration of acquired Group companies is  
expected to continue, and leadership of all  
activities in the US market will be assumed  
by Senior Vice President Greg Cathcart  
during 2024.  
311  
-9  
2022  
 
The Bigger Picture  
Our Business  
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Financial Statements  
NNITꢀꢁAnnual Report 2023  
17  
LIFE SCIENCES SOLUTIONS  
Customer Satisfaction Score  
Asia  
4.8  
2023 was a transformative year for Region  
Asia as continued macroeconomic chal-  
lenges in China entailed a continuation of  
the low activity level leading to mitigating  
actions by NNIT and adjustment of the busi-  
ness in China and Singapore.  
(out of 5)  
The Group’s Asian business was impacted by low activity  
in the Chinese market in 2023 with positive developments  
with existing large customers in China and good traction in  
Singapore partly offsetting the decline. Mitigating actions were  
taken to adjust capacity and reduce costs.  
the business in Singapore, which accounted  
for approximately 20% of revenue.  
Region Asia took mitigating actions earlier  
in the year to accommodate lower demand  
in China, and these initiatives limited the  
impact towards the end of 2023.  
Revenue  
Group Operating Profit  
Region Asia generated lower revenue of  
DKK 144 million (2022: DKK 157 million)  
in 2023 in this contect, even though the  
business unit delivered stellar customer  
satisfaction (4.8 out of 5) and maintained  
a solid foothold in its core business areas,  
e.g. Commercial IT, Manufacturing & Supply  
Chain, and Quality & Compliance.  
DKK  
DKK  
For the full-year, Region Asia generated  
Group operating profit of DKK -18 million  
(2022: DKK -14 million) corresponding to  
a Group operating profit margin of -12.5%  
(2022: -8.9%). The full effect of the adjust-  
ment of capacity was realized in Q4 2023  
and will continue to have a positive impact  
on earnings in the coming period. Market  
developments in China are carefully moni-  
tored with a view to take further mitigating  
action if necessary.  
144 -18  
million  
million  
2023  
2022  
144  
-18  
2023  
2022  
While demand for external support for  
IT-related projects remained low in China,  
Region Asia expanded its engagements with  
large existing customers in China and grew  
157  
-14  
 
The Bigger Picture  
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Financial Statements  
NNITꢀꢁAnnual Report 2023  
18  
PUBLIC & PRIVATE IN DENMARK  
Customer Satisfaction Score  
Denmark  
4.3  
(out of 5)  
Region Denmark delivered strong growth across the public  
and enterprise customer segments in 2023 and continued  
to invest in capabilities to maintain the growth momentum  
and build a stronger business. Profitability increased on the  
back of overhead cost reductions and despite investments in  
continued growth entailing higher production costs and lower  
capacity utilization.  
The activity level in Region Denmark  
increased markedly during 2023 through  
new engagements and ongoing high  
customer satisfaction resulting in solid  
revenue growth of 30% to DKK 732 million  
(2022: DKK 564 million) in 2023. The devel-  
opment was driven by organic growth of  
17.0% as well as revenue generated towards  
the divested business in Aeven. The solid  
performance was generated across public  
and enterprise customers and driven by  
double-digit growth within Custom Applica-  
tion Development and Microsoft Advisory  
and Technology. Growth was generated  
across existing customers, new small and  
mid-sized customers as well as a full-year  
effect from the Danish National Bank  
engagement. SCALES Group delivered 20%  
organic growth, contributing strongly to  
Group performance.  
Region Denmark generated a Group oper-  
ating profit of DKK 60 million (2022: DKK 49  
million) corresponding to a Group operating  
profit margin of 8.2% (2022: 8.7%).  
The increase in earnings was driven by  
overhead cost reductions, which more  
than compensated for higher production  
cost. Production cost increased, and the  
gross margin declined to 22.7% from a high  
level in 2022, which was inflated by a cost  
reimbursement of DKK 22 million for work  
performed for the infrastructure business  
before completion of the divestment. Profit-  
ability was also impacted by lower capacity  
utilization due to investments in building  
new capabilities within SAP Business  
Services, Cloud Services and Microsoft Advi-  
sory and Technology with a view to fueling  
growth in 2024.  
Revenue  
Group Operating Profit  
DKK  
DKK  
732 60  
million  
million  
2023  
2022  
732  
2023  
60  
564  
2022  
49  
 
The Bigger Picture  
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Financial Statements  
NNITꢀꢁAnnual Report 2023  
19  
Sustainability and People  
Sustainability in NNIT  
Driving Engagement  
Internationally in 2024  
Double Materiality Assessment  
and ESRS Reporting  
As part of EU's CSRD and ESRS, to come  
NNIT’s overall aspiration is to make a mark in business and society;  
bringing digital transformation to life. In other words, while building  
a successful business, we also want to contribute our expertise and  
capabilities towards creating a sustainable future.  
In May, we launched and implemented our  
New Beginning strategy, which, among  
other things, highlighted NNIT as a truly  
international company consisting of four  
regions – Europe, US, Asia and Denmark.  
into effect in 2024, publicly listed companies  
with more than 500 employees are required  
to perform a double materiality assessment  
ahead of sustainability reporting for 2024.  
NNIT will initiate and complete its double  
materiality assessment in the first half of  
2024. This, of course, will heavily influence  
our ESG profile, work and reporting in 2024  
and the years to come.  
As responsible corporate citizens, we have  
long-since committed to the UN Global  
Compact (UNGC), supporting and commu-  
nicating on our progress in adhering to the  
ten UNGC principles. This remains a key  
pillar in our sustainability and ESG work.  
As part of our commitment to the UNGC,  
we also fully support UN’s 17 Sustainable  
Development Goals (SDGs) with special  
focus on driving awareness and activities in  
support of SDG 4 Quality Education, SDG 5  
Gender Equality, SDG 9 Industry, Innovation  
and Infrastructure and SDG 12 Responsible  
Consumption and Production.  
Continuing our Efforts in 2023  
In addition to this, we disclose our environ-  
mental impact via the Carbon Disclosure  
Project (CDP); and in August 2022, we  
committed to the Science Based Targets  
initiative (SBTi), joining over 3,000 other  
businesses and institutions in reducing our  
CO2 emissions in line with climate science.  
Throughout 2023, we continually collabo-  
rated with relevant partners, including SBTi,  
to set targets towards net zero, consistent  
with limiting the global temperature rise to  
1.5°C. These targets will be agreed with SBTi  
and published no later than August 2024.  
To align our sustainability profile closer to  
our strategy, during 2023, we focused on  
adopting a more streamlined and interna-  
tional approach. This included a widening  
of our Sustainability Committee to include  
representation from all regions as well as  
the appointment of regional Sustainability  
Ambassadors to help drive and create  
awareness about our sustainability work  
across our entire organization.  
EU Taxonomy Regulation Reporting  
We refer to our Sustainability Report 2023  
for details and reporting tables in relation to  
EU Taxonomy regulation reporting.  
Sustainability Report 2023  
https://www.nnit.com/about-us/sustaina-  
bility-esg/sustainability-reports/  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
20  
Unit  
2023  
2022  
2021  
Target  
Environment data1  
Global electricity consumption  
Renewable electricity share  
Scope 1 emissions  
kWh 10,764,548 19,657,000 19,264,000  
TBD  
TBD  
TBD  
TBD  
TBD  
%
tCO2e  
tCO2e  
tCO2e  
95  
106  
97  
119  
96  
89  
Scope 2 emissions  
Scope 3 emissions2  
1,593  
7,974  
3,123  
20,373  
2,934  
463  
Social data3  
Full-time workforce4  
Number  
1,773  
66/34  
21.6  
13.6  
2.6  
1,809  
70/30  
34  
3,130  
68/32  
24.1  
18.1  
2.3  
N/A  
30  
Gender diversity (male/female)  
Employee turnover rate  
Unmanaged employee turnover rate  
Absence due to illness  
%
%
N/A  
19  
%
19  
%
3.5  
N/A  
N/A  
Employee satisfaction score6  
1 to 5  
4.0  
N/A  
4.3  
Governance data7  
Gender split, Board (male/female)8  
%
%
67/33  
67/33  
N/A  
67/33  
N/A  
30  
30  
Gender split, Other Management  
Levels (male/female)9  
87.5/12.5  
1
Data collected from locations with >100 employees (China, Czech Republic, Denmark, the Philippines) for the full year  
(including the divested infrastructure operations January-April 2023). Data in Scope 1-3 is collected internally in NNIT  
and based on information from third parties/suppliers. Data is processed in CEMAsys. See method description on p. 20  
in the Sustainability Report.  
2
In 2023, we expanded our Scope 3 reporting, now covering seven categories. See overview on p. 21 in the Sustainability  
Report.  
3
4
Data collected for all employees, including Group companies.  
Average number of full-time employees continuing after the divestment of the infrastructure operations on April 28,  
2023. Please note that the 2021 number has not been adjusted to reflect the divestment.  
Survey not conducted in 2022 due to divestment of infrastructure business.  
6
7
8
9
Data collected internally in NNIT from HR and Legal departments.  
Gender diversity on the Board in 2023 excl. the three employee-elected members.  
CEO and CFO (Executive Management) and leaders who report to Executive Management. This is a new management  
category compared to 2022 and 2021, which is why the splits for 2022 and 2021 have been omitted.  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
21  
NNIT is a People Business  
Working in NNIT means being part of an international team of talented colleagues who all  
work towards a common goal: Making a mark on business and society by bringing digital  
transformation to life – in industries where quality of life is at play.  
We focus on a good working environment  
where personal development for all indi-  
viduals is as important as developing our  
business.  
All NNIT employees, incl. all leaders, are  
trained in the policy annually, and in 2024  
we plan to review and update the Diversity  
and Inclusion Policy based on recommen-  
dations from our Diversity and Inclusion  
Community formed by employees repre-  
senting all our four regions (Europe, US,  
Asia and Denmark) in 2023.  
This result will be considered as part of the
review of our Diversity and Inclusion Policy in
2024.
We also succeeded in attracting more
women to our graduate programs and
Young Professionals positions, where we
have a gender balance of 56% men and
44% women. We make sure that women
are nominated to our leadership program
Discover Your Leadership Potential and
other leadership training, and we seek to
promote female as well as male role models
whenever possible.
The employee satisfaction survey for 2023  
showed a stable and high satisfaction score  
of 4.0 (out of 5) even in a year of transfor-  
mation, including the launch of our New  
Beginning strategy and the successful  
divestment of our infrastructure business.  
Making Progress on Gender Balance
In the IT industry, women have traditionally
been the under-represented gender, and it
remains a fairly male-dominated industry,
although certain countries are taking the
lead in achieving gender parity. Globally, the
gender split among IT professionals is 70/301.
Achieving Better Results through  
Diversity and Inclusion  
Our Diversity and Inclusion Policy is the  
baseline for all our work in this area, and  
we are continuously introducing different  
initiatives to support the implementation  
of the policy as a supplement to mandatory  
annual training.  
Always Focusing on Qualifications
Despite these great developments, we
acknowledge that we have some distance to
cover when it comes to achieving our 30%
target in 2025 and a more equal gender split
for our upper management levels2.
In 2023, we were pleased to report that we
reached a great milestone with an overall
gender split of 66% men and 34% women.
1ꢀWorldꢁEconomicꢁForum:ꢁTheꢁBusinessꢁCaseꢁForꢁDiversityꢁisꢁNowꢁOverwhelming.ꢁHere'sꢁWhyꢁ|ꢁWorldꢁEconomicꢁForumꢁ(weforum.org)  
 
The Bigger Picture  
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Financial Statements  
NNITꢀꢁAnnual Report 2023  
22  
NNIT’s diversity policy for management
levels is to employ the best candidates and,
as such, the decisive factor in external as
well as internal recruitment processes is the
candidate’s qualifications.
employees,, and we continue to strive
for broad representation among our
employees.
Gender Split (male/female)  
2025 Target 30%  
Board of Directors  
(6 shareholder-elected members)  
Diversity in the Board and Management
As of December 31, 2023, four out of six
shareholder-elected board members were
male, and two were female (67/33%) after
re-elections at the annual general meeting
in 2023.
67%  
33%  
While progress will initially be slow, we
remain confident that we will achieve a
better gender balance before the end of
2025 by continuing to focus first and fore-
most on qualifications.
Other Management Levels1 (16 members)  
87.5%  
12.5%  
For all management levels, 97 out of 151
employees were male, and 54 were female
(64/36%), which means we have fulfilled the
2025 target of having at least 30% of the
underrepresented gender on the Board of
Directors as well as in management levels.
New targets willl be set in 2024.
All Management Levels2 (151 managers)  
64%  
At the managerial level, in 2023, we contin-
uously focused on eliminating barriers that
may prevent women from applying or being
appointed to a management position. This
focus applied to all steps of the employ-
ment process: job descriptions, job adver-
tisements, screening of applicants and job
interviews.
36%  
44%  
34%  
Young Professionals3 (609)  
56%  
The Board of Directors remains committed
to having international members of the
Board. Currently, two shareholder-elected
board members are non-Danish.
All Levels (1,773 employees)  
66%  
We will adjust our targets accordingly year
by year and introduce new actions informed
by the work done by the new Diversity and
Inclusion Community.
ꢀMaleꢁꢀꢀ ꢀFemaleꢀ  
Increasing diversity is not only about
creating a more balanced gender distri-
bution among our management and
Sustainability Report 2023  
https://www.nnit.com/about-us/sustaina-  
bility-esg/sustainability-reports/  
1 CEO and CFO (Executive Management) and leaders who report to Executive Management.  
2 All managers on all levels (CEO to Line Manager).  
3 All employees under the age of 35.  
2ꢀꢁInꢁ2023,ꢁwithꢁtheꢁintroductionꢁofꢁourꢁNewꢁBeginningꢁstrategy,ꢁonꢁourꢁjourneyꢁtoꢁbecomingꢁaꢁtrulyꢁinternationalꢁcompany,ꢁweꢁexpandedꢁourꢁ  
Group Management to also include the heads of our US and Asia regions as well as the global delivery and enablement units, increasing the  
total number and ratio of men significantly. At the same time, one (female) member left NNIT in late 2023.  
 
NNITꢀꢁAnnual Report 2023  
23  
Governance  
Corporate Governance  
Risk Management  
Board of Directors  
Group Management  
Shareholder Information  
 
The Bigger Picture  
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Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
24  
Corporate Governance  
The Board of Directors of NNIT has a continued focus on  
good governance practices and complies with all suggested  
recommendations except for a separate nomination committee,  
the role of which is handled by the Chairman.  
Governance Structure  
Annual General Meetings  
As of 31 December 2023, NNIT’s Board  
of Directors consisted of six share-  
holder-elected members and three  
The shareholders of NNIT have the ultimate  
authority over the company and exercise  
their right to make decisions at general  
meetings. At the Annual General Meeting,  
shareholders approve the Annual Report  
and any amendments proposed to the  
company’s Articles of Association. Share-  
holders also elect board members and the  
independent auditor.  
employee-elected members. One board  
member is a member of the Executive  
Management of Novo Holdings A/S, and  
one board member is a former senior vice  
president of Novo Nordisk A/S. Both are  
regarded as representing the interests of  
a controlling shareholder. The remaining  
four of the six shareholder-elected board  
members are regarded as independent as  
defined by the Danish Corporate Govern-  
ance Recommendations. The composition  
of the Board of Directors ensures that its  
members represent the required profes-  
sional breadth, industry knowledge, diver-  
sity and international experience.  
Governance Structure  
SHAREHOLDERS  
The Board of Directors and Executive  
Management operate under a two-tier  
management structure. The Board of  
Directors supervises the work of Executive  
Management and is responsible for the  
overall management and strategic direction,  
while Executive Management is in charge  
of the day-to-day management. Executive  
Management has established a Group  
Management consisting of the chief exec-  
utive officer, the chief financial officer, the  
chief strategy and transformation officer  
and senior vice presidents.  
BOARD OF DIRECTORS  
CHAIRMANSHIP  
AUDIT  
COMMITTEE  
REMUNERATION  
COMMITTEE  
Board members elected by the share-  
holders at the Annual General Meeting  
serve for a one-year term and are eligible  
for re-election. Board members elected by  
employees serve for a statutory four-year  
term and have the same rights, duties and  
EXECUTIVE MANAGEMENT  
ORGANIZATION  
 
The Bigger Picture  
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Financial Statements  
NNITꢀꢁAnnual Report 2023  
25  
responsibilities as shareholder-elected  
board members.  
The Chairman  
For a detailed view of the Chairman’s tasks  
please refer to the Chairmanship Charter on  
NNIT’s website.  
2023, the Audit Committee conducted  
four ordinary meetings; all members of the  
committee participated in all meetings.  
At the Annual General Meeting, the  
Chairman and Deputy Chairman of the  
Board of Directors are elected directly. The  
Chairman carries out administrative tasks,  
such as planning board meetings to ensure  
a balance between overall strategy setting  
and financial and managerial supervision of  
the company.  
In 2023, the Board of Directors held seven  
ordinary meetings and two extraordinary  
meetings.  
The Audit Committee  
The Remuneration Committee  
The Board of Directors has established an  
Audit Committee, which is responsible for  
assisting the Board in overseeing the finan-  
cial and sustainability reporting process  
and the effectiveness of the internal control  
and risk management systems. Further-  
more, the Audit Committee is responsible  
for assisting the Board of Directors with  
evaluating the effectiveness of NNIT's level  
of quality management and the maturity  
level of internal security management. In  
The Board of Directors has established a  
Remuneration Committee, which is respon-  
sible for assisting the Board with overseeing  
the Remuneration Policy for the members  
of the Board of Directors and Executive  
Management, including guidelines on  
incentive pay to Executive Management,  
the remuneration of the members of the  
Board of Directors, its committees and the  
members of Executive Management, as well  
as the preparation of the annual remuner-  
On March 23, 2023, Kim Høyer and Dorte  
Broch Pedersen were elected by the  
employees to the Board of Directors,  
replacing Kenn K. Jensen and Trine Io Bjer-  
regaard, respectively. Anders Vidstrup was  
re-elected, but left NNIT on December  
12, 2023, and was succeeded by Frederik  
Sparre Willumsen. Read more about the  
members of the Board of Directors on  
pages 31-33.  
At the April 2023 Annual General Meeting,  
the shareholders re-elected the Chairman,  
Carsten Dilling (independent) and Deputy  
Chairman, Eivind Kolding (independent).  
Board & committees  
Meeting attendance 2023  
Name  
Board  
Audit  
Remuneration  
Board of Directors  
Audit Committee  
Remuneration Committee  
Carsten Dilling  
Chairman  
Deputy Chairman  
Member  
Member  
Eivind Kolding  
Chairman  
Anne Broeng  
Chairman  
Member  
Member  
Christian Kanstrup  
Member  
Member  
Nigel Govett  
Member  
Caroline Serfass  
Member  
Anders Vidstrup/Frederik Sparre Willumsen*  
Kenn K. Jensen/Dorte Broch Petersen*  
Trine Io Bjerregaard/Kim Høyer*  
Member  
Member  
Member  
*ꢀEmployee-elected representativeꢂꢂ ꢀAttended ordinary meetingꢂꢂ ꢀAbsent ordinary meetingꢂꢂ ꢀAttended extraordinary meetingꢂꢂ ꢀAbsent extraordinary meeting  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
26  
ation report. In 2023, the Remuneration  
Committee conducted two meetings. All  
members of the Remuneration Committee  
participated in all meetings in 2023.  
tors and the Executive Management, Board  
composition and dynamics, preparation  
and accomplishment of board meetings,  
committee value contribution and evalua-  
tion of the chairman.  
is available from the company’s website at:  
nnit.com/about-us/sustainability-esg/policies  
Corporate Governance  
Documentation  
Data Ethics Policy
• Articles of Association  
• Remuneration Policy  
• Rules of Procedure of the Board of  
Directors as well as the Executive  
Management  
• Competence Profile of the Board of  
Directors  
• Board Committee Charters  
• Sustainability and ESG Policy  
• Diversity Policy for Management  
Levels  
At NNIT, we process large amounts of data
on behalf of our customers and within our
own organization. Data and information
security have always been a fundamental
part of NNIT's business, as it is of great
importance to us that our customers and
employees always feel safe when entrusting
us with their data.
Annual Evaluation  
Every year, the Board of Directors conducts  
a self-assessment and review of the Exec-  
utive Management's performance and  
succession preparedness.  
Overall, the self-assessment revealed  
good performance by the Board of Direc-  
tors as well as good cooperation between  
the Board of Directors and the Executive  
Management. The Board found that:  
The chairman of the Board has the overall  
responsibility for conducting the self-as-  
sessment of the Board of Directors and  
review of the Executive Management.  
1) The workload for top management was  
very high in 2023. A new strategy as an IT  
consulting service partner was successfully  
formed and launched,  
NNIT's Data Ethics Policy embodies three
key principles: Security, Fairness and Trans-
parency.
Every third year, the self-assessment and  
review is facilitated by external consultants  
who interview all members of the Board of  
Directors and the Executive Management.  
2) The closing process of the transaction  
around carving out the infrastructure busi-  
ness was comprehensive and complex,  
Security
not using it in ways that have unjustified
adverse effects on them. In that regard,
NNIT considers whether the use of personal
information is justified and whether
processing is compatible with what can be
expected in a free and democratic society
and in accordance with human rights.
In order to safeguard high ethical data
standards, NNIT ensures appropriate tech-
nical and organizational security measures
are implemented to prevent the accidental
or unlawful destruction, accidental loss,
alteration or change and unauthorized
disclosure of or access to data.
In 2023, the evaluation process, based  
on a questionnaire, was carried out by an  
external consultant.  
3) More focus on operational elements, like  
attrition, financial control and risk manage-  
ment, is needed. Actions for this were initi-  
ated and have made good progress, and the  
first early results are already materializing.  
In both 2022 and 2023, the annual self-as-  
sessment was less comprehensive than  
in 2021, but included an assessment of  
strategy development and implementation,  
cooperation between the Board of Direc-  
Transparency
Fairness
NNIT values being transparent about its
data processing activities and being clear,
open and honest about how and why it
uses personal data
Tax Policy  
Fairness is about doing what is right and
only handling personal data in ways that
people would reasonably expect and
NNIT’s Tax Policy outlines the Group’s  
stance on tax and describes the governing  
principles for tax management. The policy  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
27  
In NNIT, the type of data we process is
part of our data ethical considerations, as
security measures must correspond to the
sensitivity of the data being processed.
These considerations are also part of our
customer dialogue when advising about
software development, ensuring that
privacy-by-design and privacy-by-default
are considered from the beginning. NNIT
does not sell any data to any third parties
or profit from it in any way. The Board of
Directors approves the Data Ethics Policy,
which is updated annually. NNIT reports on
the work with Data Ethics and GDPR to the
Audit Committee on a regular basis.
Today, NNIT Adheres to All but the  
Following Recommendation:  
As part of its risk management, the  
company has also set up a whistleblower  
function which, in addition to the usual  
control functions, is intended to provide  
access to reports on suspected irregulari-  
ties in the business.  
Corporate Governance Report 2023  
• 3.4.6 establishing a separate nomina-  
tion committee. Due to the size of NNIT,  
the Board of Directors has not found it  
necessary or appropriate to establish  
a nomination committee. The tasks of  
the nomination committee are handled  
by the Chairman. For more information,  
please refer to the Statutory Corporate  
Governance Statement 2023.  
nnit.com/about-us/leadership/  
corporate-governance  
Remuneration Report 2023  
NNIT’s statutory statement on Sustain-  
ability and ESG pursuant to section 99a  
and section 107d of the Danish Financial  
Statements Act for the financial year 2023  
is available from the company’s website at:  
nnit.com/about-us/sustainability-esg/  
sustainability-reports  
nnit.com/about-us/leadership/  
corporate-governance  
Risk Management and Control Activities  
In order to sustain a robust business,  
risk monitoring and control activities are  
designed and implemented to obtain  
the desired overview and assurance.  
The control activities are based on a risk  
assessment performed by Group Manage-  
ment and installed to prevent, detect and  
take steps to counter any material risks. A  
general description of risks is provided in  
the ‘Risk Management’ section on pages  
28-30.  
Compliance with Corporate  
Governance Recommendations  
As a publicly listed company, NNIT is subject  
to the Danish recommendations on corpo-  
rate governance. In accordance with section  
107b of the Danish Financial Statements  
Act, NNIT discloses its Statutory Corporate  
Governance Statement for the financial year  
2023 at nnit.com/about-us/leadership/corpo-  
rate-governance  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
28  
Risk  
Management  
NNIT’s risk monitoring and control activities are designed and  
implemented to obtain the desired overview and assurance.  
The control activities are based on a risk assessment performed  
by Group Management and installed to prevent, detect and  
take steps to counter any material risks. As part of its risk  
management, NNIT has set up a whistleblower function which,  
in addition to the usual control functions, is intended to provide  
access to reports on suspected irregularities in the business.  
NNIT considers the risk related to climate  
and environmental impact to be limited as  
our direct impact is limited to electricity  
consumption in our offices. We do, however,  
seek to limit our footprint indirectly via  
our supply chain as we are increasingly  
becoming aware of the extent to which we  
are responsible for CO2 emissions via Scope  
3 of the GHG Protocol.  
NNIT is operating in a highly competitive  
market, which is also exposed to significant  
internal and external events. Mitigating the  
potential negative impact of these events  
requires a structured and holistic approach  
to risk management. Key identified risks are  
described below.  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
29  
1. Talent Management  
The Key Risks are Assessed for Likelihood and Impact  
NNIT’s ability to maintain and win new busi-  
ness depends on NNIT’s ability to attract,  
retain and develop qualified IT profes-  
sionals in a current market characterized  
by shortage of talent in select areas. One  
of the key focus areas in the new strategy is  
to become employer of choice by building  
further on the current strong people foun-  
dation across NNIT's international presence.  
This includes activities such as:  
1
2
3
4
5
6
7
8
9
ꢀTalent Management  
New Strategy and Customer  
ꢀEngagement  
ꢀꢁOperating Model and  
Efficiency  
8
3
ꢀCybersecurity  
ꢀLegal and Compliance  
ꢀMacroeconomic Instability  
ꢀIT Split  
4
• Attracting talent by offering employees to  
work on the latest technologies.  
5
2
ꢀPost-divestment  
• Building engagement through strong lead-  
ership and investing in training.  
Financial Model and  
Transparency  
6
1
ꢀ
7
• Incentivizing through a new bonus model.  
9
Likelihood  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
30  
improve utilization and lower overhead  
cost, supported by more standardized  
global processes and leveraging of the  
global delivery centers. Capacity increases  
must be diligently balanced with revenue  
development to ensure satisfactory  
margins. Increased transparency and  
continuous performance management with  
targeted goals on utilization and margins, in  
combination with better and ERP-supported  
processes, will improve efficiency. Efficiency  
improvements are linked to the budget and  
monitored in monthly Business Reviews.  
corporate level information security risks  
and approves related risk treatment initia-  
tives and plans.  
and operational procedures. The IT sepa-  
ration program is being closely monitored,  
and recurring meetings are held in the  
Separation Group to review progress with  
participation of leadership responsible for  
managing the IT split from the Aeven and  
NNIT organizations. NNIT has completed  
70% of the transition.  
2. New Strategy and  
Customer Engagement  
The new strategy, with increased focus  
on fewer services and a relatively higher  
number of smaller customer engagements,  
requires NNIT to transform business  
processes and deliveries to a more agile  
set-up reflecting this. As part of the new  
strategy, a Global Solution Development  
unit has been established with the respon-  
sibility to:  
5. Legal and Compliance  
Increasing complexity and intensified regu-  
latory compliance, e.g. EU legislation on  
geo-restrictions, and significant GDPR regu-  
lation changes and increasing ESG require-  
ments, pose a risk of NNIT being in breach  
of compliance requirements. The DPO  
function and Legal department monitor and  
assess new legal and regulatory require-  
ments and advise on relevant activities to  
be initiated.  
8. Post-divestment  
The divestment of the infrastructure oper-  
ations entails a range of commitments  
and obligations that can impose financial  
risk post divestment. NNIT has entered  
into back-to-back agreements with Aeven  
sharing risk on customer deliveries. Obli-  
gations and commitments are being moni-  
tored in the established forums, e.g. Sepa-  
ration Group, Customer Group and Legal  
• Ensure solution portfolio relevance and  
strength in alignment with market trends  
and customer demands.  
4. Cybersecurity  
NNIT is exposed to cybersecurity related  
risk, which can potentially harm or damage  
computer systems, networks, or digital  
environments. An Information Security  
function (led by the CISO) was estab-  
lished with the purpose of monitoring and  
addressing prioritized risk by advising on  
relevant mitigating activities. A Security  
Steering Committee (StC) was established  
with responsibility for reviewing discov-  
ered security risks, and for prioritizing and  
endorsing security initiatives suggested by  
the CISO to reduce information security  
risks to NNIT. The Security StC addresses  
6. Macroeconomic Instability  
• Drive repeatability of key solutions across  
regions and secure global partnerships  
with global anchoring.  
Financial downturn or recession may lead to  
changed customer buying behavior, pres-  
sure on rates and postponement or cancel-  
lation of projects. Pipeline and capacity is  
closely monitored to balance the effects of  
macroeconomic downturns impacting NNIT  
markets negatively.  
department, with potential escalation to the  
NNIT Group Management.  
Business plans are developed for each  
region with a direct link to financial budgets  
to support continuous monitoring of the  
strategy execution and progress.  
9. Financial Model and Transparency  
To increase financial transparency and  
enable better performance management, a  
new financial model is being implemented.  
The new financial model combined with a  
new global ERP solution will improve effi-  
ciency.  
7. IT Split  
3. Operating Model and Efficiency  
The new strategy introduced a simplified  
operating model establishing a strong  
regional ownership and accountability to  
The split of NNIT into two separate compa-  
nies continues to pose an operational risk  
due to the potential impact on IT systems  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
31  
Board of Directors  
Carsten Dilling  
Eivind Kolding  
Anne Broeng  
Chairman  
Deputy Chairman  
Board Member  
Committee  
Member of the Remuneration Committee  
Born 1962. Danish citizen.  
Chairman of the Remuneration Committee  
Born 1959. Danish citizen.  
Chairman of the Audit Committee  
Personal and  
Educational  
Background  
Born 1961. Danish citizen.  
Bachelor’s in science and bachelor’s in commerce, interna-  
tional marketing from Copenhagen Business School.  
Master’s in law from the University of Copenhagen and AMP  
from Wharton Business School.  
Master’s in economics from the University of Aarhus.  
Member of the Board of Directors since 2014.  
Member of the Board of Directors since 2016.  
Member of the Board of Directors since 2015.  
Other  
Directorships  
Chairman of the Boards of SAS AB*, MT Højgaard Holding A/S*  
and Terma A/S, and member of the Investment Committees of  
Maj Invest.  
Chairman of the Board of Directors of Nordic Transport Group  
(NTG) A/S*, Danmarks Skibskredit A/S, Den Erhvervsdriv-  
ende Fond Gl. Strand, DAFA Holding A/S and MFT Energy A/S.  
Deputy Chairman of the Board of Directors of LEO Fondet.  
Member of the Board of Altor Fund Manager AB.  
Chairman of the Board at Velliv Pension og Livsforsikring A/S,  
SleepCycle AB* and Julius P. Justesen Fond. Deputy Chairman  
of Børns Vilkår. Member of the Boards of VKR Holding A/S,  
Rambøll Gruppen, Energi Danmark A/S and Aquaporin A/S*.  
Independence  
Regarded as independent.  
Regarded as independent.  
Regarded as independent.  
Special  
Competences  
Strong executive background as CEO and Chair of a number of  
boards, and extensive experience within the IT industry.  
Extensive executive background as CEO and CFO, and strong  
competencies within finance, IT, and general management.  
Extensive executive background as CFO and experience from  
serving on a number of boards with strong competencies in  
finance, risk management, M&A and ESG.  
NNIT Shares  
8,140 shares (+5,400 in 2023)  
7,950 shares (+5,550 in 2023)  
2,516 shares (no change in 2023)  
* Listed company  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
32  
Board of Directors  
Caroline Serfass  
Christian Kanstrup  
Nigel Govett  
Board Member  
Board Member  
Board Member  
Committee  
N/A  
Member of the Audit Committee  
Member of the Audit Committee  
Member of the Remuneration Committee  
Personal and  
Educational  
Background  
Born 1961. French and British citizen.  
Born 1972. Danish citizen.  
Born 1974. British citizen.  
Master’s in robotics from the University of Montreal, Canada,  
Master’s in electrical and electronics engineering, École  
Centrale de Paris, France.  
Master’s in economics (cand. polit.) from the University of  
Copenhagen.  
Bachelor’s (Hons) in historical studies from University of  
Sunderland.  
Post graduate executive education from IMD.  
Member of the Board of Directors since 2018.  
IMD Lausanne Global Board Education Program.  
Member of the Board of Directors since 2018.  
Fellow Member of the Association of Chartered Certified  
Accountants (ACCA).  
Member of the Board of Directors since 2022.  
Other  
Directorships  
Non-Executive Director at NHS Blood and Transplant (UK  
National Health System).  
CEO of Evaxion Biotech A/S.  
CFO of Novo Holdings A/S. Non-Executive Member of Tanjun 1  
GP Limited in Guernsey (UK).  
Independence  
Regarded as independent.  
Not regarded as independent due to his previous relations to  
Novo Nordisk A/S, which is a major shareholder of NNIT A/S.  
Not regarded as independent due to his CFO position in Novo  
Holdings A/S which is a major shareholder of NNIT A/S.  
Special  
Competences  
Extensive background as a CIO in the international life sciences  
industry and strong competencies in IT and regulated indus-  
tries.  
Extensive background in the international life sciences  
industry as well as strong competences in finance and investor  
relations.  
Extensive background in corporate finance, business struc-  
turing and M&A activity, and strong competencies within  
international debt finance and private equity markets.  
NNIT Shares  
0 shares (no change in 2023)  
3,000 shares (+3,000 in 2023)  
0 shares (no change in 2023)  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
33  
Board of Directors  
Dorte Broch Pedersen  
Frederik Sparre Willumsen  
Kim Høyer  
Employee-elected Representative  
Employee-elected Representative  
Employee-elected Representative  
Committee  
N/A  
N/A  
N/A  
Personal and  
Educational  
Background  
Born 1970. Danish citizen.  
Born 1996. Danish citizen.  
Born 1974. Danish citizen.  
Master’s in internationalization and business administration  
from University of Southern Denmark.  
Master of science in economics and business administration  
from Copenhagen Business School.  
Export Engineer from the Technical University of Denmark  
(DTU).  
Employee Elected Board Member since 2023, joined NNIT in  
2019.  
Employee-elected member of the Board of Directors since  
2023, joined NNIT in 2021.  
Employee-elected member of the Board of Directors since  
2023, joined NNIT in 2012.  
Director, HR Partner for Region Europe.  
Advanced Business Consultant at NNIT.  
Regional Head of NNIT Life Sciences Nordic European region.  
Other  
Directorships  
Independence  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
Special  
Competences  
NNIT Shares  
0 shares (no change in 2023)  
24 shares (no change in 2023)  
168 shares (no change in 2023)  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
34  
Group Management  
Pär Fors  
Carsten Ringius  
Signe Nelsson  
Lars B. Petersen  
President and CEO, Member of the  
Executive Management  
Executive Vice President and CFO,  
Member of the Executive Management  
Senior Vice President,  
Head of Human Resources  
Senior Vice President, Head of  
Communications, Marketing and  
Commercial Excellence  
Born in 1966. Pär Fors joined NNIT in  
2021. Before joining NNIT, Pär was the  
CEO of CGI in Scandinavia. From 2017  
to 2021, Pär was Chair of the Board  
of the association for Swedish IT and  
Telecom Industries, and since moving  
to Denmark, he has been a member of  
the Board of the industry association  
IT Branchen. He holds an MSc in Busi-  
ness Administration and Economics  
from Linköping University.  
Born in 1972. Carsten Ringius joined  
NNIT in 2022. Before joining NNIT, he  
was Group CFO at K.W. Bruun Import  
– and before that he held a number  
of divisional CFO positions at TDC. He  
holds an MSc. in Economics & Business  
Administration – Finance from Aarhus  
School of Business, Denmark/Oregon  
State University.  
Born in 1976. Signe Nelsson became  
a part of NNIT in June 2023. Prior to  
joining NNIT, Signe held senior HR  
leadership roles within the financial  
and life sciences industries. Previously,  
she also acted as an Executive Advisor  
in the realms of public affairs and  
community engagement. Signe holds  
an MSc in psychology and business  
from Roskilde University and an  
Executive MBA from Henley Business  
School.  
Born in 1971. Lars B. Petersen joined  
NNIT in 2007. In September 2023, to  
further drive and anchor commercial  
excellence in NNIT, he was promoted  
to Senior Vice President, Communi-  
cations, Marketing and Commercial  
Excellence, thereby joining the Group  
Management team. Before joining  
NNIT, he held a number of sales  
manager positions in IBM, and he was  
a staff sergeant in the Royal Danish  
Airforce. He holds a graduate degree  
in Marketing Management from  
Copenhagen Business College.  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
35  
Group Management  
Jason Xing  
Ricco Larsen  
Kasper Søndergaard Andersen  
Greg Cathcart  
Senior Vice President,  
Head of Region US  
Senior Vice President,  
Head of Region Asia  
Senior Vice President,  
Head of Region Europe and Global  
Solution Development  
Senior Vice President,  
Head of Region Denmark  
Born in 1973. Jason Xing joined NNIT in  
2007 as the first manager hired locally  
in China. In 2019, he was promoted to  
General Manger of NNIT China, and  
starting in 2022, he was made respon-  
sible for NNIT China and Singapore. In  
April 2023, he was promoted to Senior  
Vice President, Head of Region Asia,  
thereby joining the Group Manage-  
ment team. Before joining NNIT, he  
worked in OTIS Elevators as Senior  
Manager and Motorola as Engineer  
and Manager. He holds a bachelor’s  
degree in electrical engineering from  
Tianjin University and an MBA from  
the University of Maryland.  
Born in 1973. Ricco Larsen joined NNIT  
in 1999 and has been instrumental  
in shaping the company in several  
delivery and sales management posi-  
tions, including internationalization of  
the Life Sciences business. He has held  
his current position since 2016, after  
returning from a General Manager  
position in NNIT China. He holds an  
MSc in Business Administration and  
Total Quality Management from the  
Aarhus School of Business/ Aarhus  
University.  
Born in 1978. Kasper Andersen joined  
NNIT in 2009 and has since held a  
number of different roles before  
advancing to his current position in  
2020. He has been a central driving  
force in some of the largest strategic  
transformation projects over the  
years, not least the acceleration of  
global sourcing, implementation of  
companywide automation, and the  
shaping of some of NNIT’s largest  
customer engagements. He holds an  
MSc in Business Administration – Inter-  
cultural Management from Copen-  
hagen Business School.  
Born in 1961. Greg Cathcart joined the NNIT  
Group in 2020 when NNIT acquired Excellis  
Health Solutions. In October 2023, as part  
of the initial planning to integrate Excellis in  
NNIT, he was made Senior Vice President,  
Head of Region USA, thereby joining NNIT’s  
Group Management team. In addition to  
his role as CEO of Excellis Health Solutions,  
he has comprehensive experience from  
various chief and sales executive roles  
within the life sciences industry, including  
several operational & supply chain roles at  
Johnson & Johnson (12+ years) and the role  
of Life Sciences Leader at SAP (3+ years). He  
holds a BSc in Management from Temple  
University.  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
36  
Shareholder Information  
Share information  
Stock exchange:  
Index:  
NNIT shares were priced at DKK 84.1 per  
share on December 31, 2023, for a market  
capitalization of DKK 2,102.5 million. The  
share price increased 28% in 2023.  
In 2023, the average daily turnover in the  
NNIT share was DKK 1.6 million.  
had 16,600 registered shareholders on  
December 31, 2023.  
Nasdaq CPH A/S  
Mid Cap  
Share Capital and Ownership  
51% of the share capital was directly or indi-  
rectly controlled by Novo Holdings A/S. The  
following investors reported holding more  
than 5% of NNIT’s share capital in pursu-  
ance of section 55 of the Danish Companies  
Act:  
Share capital (DKK):  
Number of shares:  
Nominal value (DKK):  
ISIN code:  
250,000,000  
25,000,000  
10  
NNIT’s share capital amounts to DKK  
250,000,000 divided into 25,000,000  
shares, each with a nominal value of DKK  
10. NNIT has a single share class, each share  
carrying 10 votes. There are no restric-  
tions on ownership or voting rights. NNIT  
By comparison, the Nasdaq Copenhagen  
A/S OMXC25 CAP index increased 5%, while  
the Nasdaq Copenhagen MidCap index, of  
which NNIT is a component, was up 2% in  
the same period.  
DK0060580512  
NNIT  
Trading symbol:  
Share price at year-end (DKK):  
Treasury shares:  
• Novo Holdings A/S, Gentofte, Denmark  
33.50% directly and 51.00% through its  
holding in Novo Nordisk A/S  
84.1  
131,208 (0.5%)  
NNIT Share Price Compared to Peers  
DKK per share  
• Novo Nordisk A/S, Gladsaxe, Denmark  
17.50%  
125  
100  
75  
• Chr. Augustinus Fabrikker Akts., Copen-  
hagen, Denmark 5.86%  
50  
25  
JAN  
FEB  
MAR  
APR  
MAY  
JUN  
JUL  
AUG  
SEP  
OCT  
NOV  
DEC  
ꢀNNITꢀꢀꢀ ꢀOMXꢁC25ꢁ(rebased)ꢀꢀꢀ ꢀOMXꢁCPHꢁMidCapꢁ(rebased)  
 
The Bigger Picture  
Our Business  
Governance  
Financial Statements  
NNITꢀꢁAnnual Report 2023  
37  
Shareholder overview  
%
Treasury Shares  
year 2023, equal to a dividend payout ratio  
of 0% of the 2023 net results.  
NNIT’s share register is managed by VP  
Securities A/S, Nicolai Eigtveds Gade 8,  
1402 Copenhagen K, Denmark, and share-  
holders can register their shares by name  
by contacting their depository bank.  
As part of its internal incentive programs  
NNIT held 131,208 shares as of December  
31, 2023 for a total value of DKK 11.0 million.  
Key Management has been granted 87,657  
shares with a fair value of DKK 7.4 million as  
of December 31, 2023.  
7.3%  
2.6%  
Communication with Shareholders  
NNIT aims to give investors the best  
possible insight into the company to ensure  
fair and efficient pricing of NNIT shares. This  
is done by pursuing an open dialogue with  
investors and analysts.  
33.5%  
NNIT Investor Relations contact  
information:  
32.7%  
Dividend Policy and Capital Structure  
NNIT aims to deliver a competitive return  
to its shareholders through a combination  
of share price increase and distribution of  
capital. The guiding principle is that excess  
capital after funding of NNIT’s growth  
opportunities, including investments,  
should be returned to the shareholders.  
Carsten Ringius  
EVP and CFO  
Contact:ꢁ+45ꢁ3077ꢁ8888ꢁ|ꢁcarr@nnit.comꢁ  
nnit.com/investors-media/investors  
NNIT's Executive Management hosts confer-  
ence calls following the release of quarterly  
financial results and participates in relevant  
seminars and meetings to ensure that  
investors can meet with NNIT on a regular  
basis.  
17.5%  
5.9%  
0.5%  
ꢀNovoꢁHoldingsꢁA/S  
ꢀNovoꢁNordiskꢁA/S  
ꢀNNITꢁA/S  
ꢀRestꢁofꢁDenmark  
ꢀNotꢁregistered  
ꢀRestꢁofꢁWorld  
ꢀꢁChr.ꢁAugustinus  
NNIT is currently focused on maintaining  
a flexible capital structure and ensuring  
a leverage ratio (NIBD/EBITDA) in the 1-3x  
range excluding the effect of potential M&A  
activity. NNIT aims to continue investing  
in the business to drive growth and effi-  
ciency, including pursuing potential M&A  
opportunities within the industry. The  
Board of Directors thus intends to propose  
to the shareholders at the Annual General  
Meeting that ordinary dividends of DKK 0  
per share be distributed for the financial  
The NNIT stock is currently covered by  
three financial analysts, who regularly issue  
research reports on NNIT. A full list of the  
analysts covering NNIT can be found at  
www.nnit.com/investors-media/investors/  
together with an overview of all company  
announcements, investor news, press  
releases, historical financial figures, analyst  
estimates, and further information on NNIT.  
Fabrikker  
Financial Calendar for 2024  
March 14  
Annual General Meeting  
Results for the first  
three months of 2024  
May 7  
On December 31, 2023, approximately 90%  
of NNIT’s shares were held by investors  
based in Denmark, while 7% were held by  
foreign investors. The outstanding 3% of  
shares were not registered by name.  
Results for the first six  
months of 2024  
August 26  
November 5  
Results for the first nine  
months of 2024  
 
NNITꢀꢁAnnual Report 2023  
38  
Financial  
Statements  
Consolidated Financial Statements  
Parent Company Financial Statements  
Statements  
 
The Bigger Picture  
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Governance  
Financial Statements – Consolidated Financial Statements  
NNITꢀꢁAnnual Report 2023  
39  
Consolidated Financial  
Statements  
Income Statement  
Statement of Comprehensive Income  
Statement of Cash Flows  
Balance Sheet  
Statement of Changes in Equity  
Notes  
 
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40  
Revenue and Earnings  
Revenue  
Earnings  
part of contingent consideration agreements  
Result for discontinued operations  
Gross profit for the Group increased to DKK  
445 million (2022: DKK 408 million) for a  
slightly lower gross profit margin of 25.8%  
(2022: 27.2%) in 2023. The development was  
impacted by an increase in cost of goods sold  
to DKK 1,283 million (2022: DKK 1,092 million)  
in 2023 reflecting the higher revenue and  
activity level.  
and restructuring costs, cf. note 2.5.  
Profit from discontinuing operations was DKK  
24 million (2022: DKK 56 million) in 2023.  
NNIT grew revenue by 15.2% to DKK 1,728  
million (2022: DKK 1,500 million) in 2023  
driven by strong growth in Region Denmark  
and Region US, moderate growth in the  
European business and a slight decline in the  
Group’s activities in Asia. 2023 revenue was  
positively impacted by a moderate full-year  
effect of the acquisition of prime4services in  
March 2022.  
2023 operating profit improved significantly  
to DKK 47 million (2022: DKK -285) due to the  
decline in special costs.  
Comprehensive income  
Total comprehensive income came to DKK 12  
million (2022: DKK -180 million) in 2023 due to  
the positive development in profit for the year.  
Financial items  
The Group reported an increased net finan-  
cial expense of DKK 30 million (2022: expense  
of DKK 9 million) in 2023 mainly due to higher  
interest expenses in the financial year. The  
higher interest expense in 2023 was driven by  
higher and nearly fully utilized credit facilities  
in the first four months of the year.  
NNIT’s sales and marketing costs decreased  
by 33% to DKK 63 million (2022: DKK 94  
million), and administrative expenses were  
reduced by 17% to DKK 266 million (2022:  
DKK 321 million) in 2023.  
Earnings  
Operating profit before special items, DKKm  
Profit margin, %  
Revenue  
DKK million  
The Group generated operating profit before  
special items of DKK 116 million (2022: DKK -7  
million) in 2023 driven by higher activity and  
revenue growth combined with lower sales  
and marketing costs as well as the decline in  
administrative expenses.  
Income Tax  
1,728  
116  
Income tax was an expense of DKK 11 million  
(2022: an income of DKK 36 million) in 2023  
corresponding to an effective tax rate of  
64.8% (2022: 12.2%). The tax rate level is  
impacted by non-deductible costs.  
1,500  
1,369  
6.7%  
-0.5%  
-1.1%  
Special costs amounted to DKK 69 million  
(2022: cost of DKK 278 million) in 2023 and  
related mainly to employee benefit costs as  
Profit for the year  
Profit from continuing operations was DKK 6  
million (2022: DKK -258 million) in 2023.  
-7  
-15  
2021  
2022  
2023  
2021  
2022  
2023  
 
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Income Statement  
Statement of Comprehensive Income  
for the year ended December 31  
for the year ended December 31  
DKK million  
Note  
2.1  
2023  
2022  
DKK million  
Note  
2023  
30
2022  
Revenue  
1,728
1,283
445
1,500
1,092
408
Net profit/(loss) for the year  
Other comprehensive income:  
(202)
Cost of goods sold  
Gross profit  
2.2, 2.3, 2.4, 5.1  
Items that will not subsequently be reclassified to the  
income statement:  
Sales and marketing costs  
2.2, 2.4  
2.2, 2.4  
63
266
116
94
Remeasurement related to defined benefit pension obligations  
3.7  
(1)
14
(1)
Administrative expenses  
321
Tax on other comprehensive income related to defined  
benefit pension obligations  
Operating profit before special items  
(7)
-
Special items, costs  
2.5  
69
278
Items that may be reclassified subsequently to the  
income statement, when specific conditions are met:  
Operating profit/(loss)  
47
(285)
Exchange rate adjustments related to subsidiaries (net)  
(19)
2
22
(5)
Financial income  
4.1  
4.1  
16
46
17
21
30
Financial expenses  
Tax related to exchange rate adjustments related to  
subsidiaries (net)  
Profit/(loss) before income taxes  
(294)
Income taxes  
2.6  
3.9  
11
(36)
Recycled to financial items  
Unrealized value adjustments  
Cash flow hedges  
-
-
21
Profit/(loss) from continuing operations  
6
(258)
(32)
(11)
Profit/(loss) from discontinued operations  
24
56
Net profit for the year  
30
(202)
Tax on other comprehensive income related to  
cash flow hedges  
2.6  
-
3
Earnings per share from continuing operations  
Earnings per share (DKK)  
Other comprehensive income, net of tax  
(18)
22
4.2  
4.2  
0.24
0.24
(10.39)
(10.39)
Diluted earnings per share (DKK)  
Total comprehensive income  
12
(180)
Earnings per share from total operations  
Earnings per share (DKK)  
Total comprehensive income arises from:  
Discontinued operations  
4.2  
4.2  
1.20
1.20
(8.13)
(8.13)
24
58
Diluted earnings per share (DKK)  
Continuing operations  
(12)
(238)
 
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Cash Flows  
Cash flow from operating activities  
In 2023, the cash flow from operating  
Cash flow from investing activities  
The cash flow from investing activities  
increased significantly to an inflow of DKK  
900 million (2022: Outflow of DKK 197  
million) in 2023 due to the divestment of  
the infrastructure business completed in  
April. The continuing business generated  
a moderate cash outflow of DKK 4 million  
(2022: Outflow of DKK 80 million) from  
investing activities in 2023.  
Free cash flow  
Cash flow from financing activities  
The Group generated a cash outflow from  
NNIT generated a free cash inflow of DKK  
698 million (2022: Outflow of DKK 303  
million) in 2023 due to the divestment of  
the infrastructure business. The continuing  
business generated a free cash outflow of  
DKK 109 million (2022: Outflow of DKK 292  
million) in 2023.  
activities was an outflow of DKK 202 million  
(2022: Outflow of 106 million). The cash flow  
was positively impacted by the earnings  
improvement in 2023, whereas changes in  
working capital contributed to the outflow.  
The continuing business generated a cash  
outflow of DKK 105 million (2022: Outflow of  
DKK 212 million) from operating activities.  
financing activities of DKK 652 million (2022:  
Inflow of DKK 281 million) in 2023. The  
Group repaid a credit facility in connection  
with refinancing of its debt and the divest-  
ment of the infrastructure business.  
Net cash flow  
The net cash flow for 2023 was positive by  
DKK 46 million (2022: Negative by DKK 22  
million).  
Cash flows from operating activities  
Cash flows from investing activities  
Free cash flow  
DKK million  
DKK million  
DKK million  
-4  
-19  
-80  
-83  
-102  
-109  
-105  
-212  
-292  
2021  
2022  
2023  
2021  
2022  
2023  
2021  
2022  
2023  
 
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43  
Statement of Cash Flows  
for the year ended December 31  
DKK million  
Note  
2023  
30
2022  
DKK million  
Note  
2023  
2022  
Net profit/(loss) for the year  
(202)
Deposit (paid)/received  
3.5  
4
(66)
3
(83)
361
281
Instalments on lease liabilities  
Drawn/(repaid) on credit facilities  
Cash flow from financing activities  
4.3, 4.4  
Reversal of non-cash items  
5.3  
2.6  
(14)
(40)
36
250
(30)
4
(590)
(652)
Interest (paid)/received  
Income taxes (paid)/received  
Cash flow before changes in working capital  
12
22
Cash flow from financing activities, discontinued  
-
-
Cash flow from financing activities, continuing  
(652)
281
Changes in working capital1  
5.4  
(214)
(128)
Cash flow from operating activities  
(202)
(106)
Net cash flow  
46
(22)
Hereof cash flow from operating activities, discontinued  
(97)
106
Cash and cash equivalents at the beginning of the year  
208
230
Hereof cash flow from operating activities, continuing  
(105)
(212)
Cash and cash equivalents at the end of the year  
5.4  
254
208
1ꢀOfꢁwhichꢁDKKꢁ(248)ꢁmillionꢁrelatesꢁtoꢁfactoringꢁ(2022:ꢁDKKꢁ81ꢁmillion).ꢁPleaseꢁreferꢁtoꢁnoteꢁ3.6ꢁforꢁmoreꢁdetails.  
Capitalization of intangible assets  
Purchase of tangible assets  
3.1  
(24)
(23)
(103)
2
3.3, 5.4  
(46)
The changes in cash flow cannot all be derived directly from the income statement and balance sheet.  
Sale of tangible assets  
2
Sublease payments received  
Divestment of instrastructure business  
Paid transaction costs  
4.3  
3.9  
3.9  
5.5  
18
5
1,001
-
(51)
0
Acquisition of subsidiaries  
-
(68)
(1)
Adjustment acqusition of subsidaries  
Loan related to acquisition of subsidaries  
Cash flow investing activities  
-
-
(9)
900
(197)
Hereof cash flow from investing activities, discontinued  
904
(117)
Hereof cash flow from investing activities, continuing  
(4)
(80)
 
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Balance sheet and equity  
Assets  
Return on invested capital  
NNIT improved the return on invested  
capital (ROIC) of 2.9% (2022: -19.2%) in  
2023 driven by higher earnings and lower  
invested capital.  
Financing  
amount of DKK 33 million (2022: DKK 193  
million) at the end of 2023.  
Total assets have declined to DKK 1,977  
million (2022: DKK 2,748 million) at  
December 31, 2023. The decline was due to  
the divestment of the infrastructure busi-  
ness and increases in trade receivables and  
other receivables.  
The Group’s net interest-bearing debt  
declined to DKK 77 million (2022: DKK 805  
million) in 2023 following the divestment of  
the infrastructure business.  
The Group’s credit facility has been reduced  
to DKK 300 million (2022: DKK 1,050 million)  
after refinancing in connection with the  
divestment of the infrastructure business  
in 2023 and is subject to standard financial  
covenants, cf. note 4.4.  
Equity  
On December 31, 2023, net cash and cash  
equivalents had increased to DKK 254  
million (2022: DKK 208 million) driven by  
the positive cash flow. NNIT further had  
undrawn committed credit facilities in the  
Equity amounts to DKK 827 million (2022:  
DKK 814 million) at the end of the year for  
a solvency ratio of 41.8% (2022: 29.6%). No  
dividends have been proposed for 2023.  
Net interest-bearing debt  
Equity  
Return on invested capital  
DKK million  
DKK million  
%
2.9  
993  
827  
814  
805  
437  
77  
-13.6  
-19.2  
2021  
2022  
2023  
2021  
2022  
2023  
2021  
2022  
2023  
 
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45  
Balance Sheet  
as of December 31  
ASSETS  
EQUITY AND LIABILITIES  
DKK million  
DKK million  
Note  
2023  
2022  
Note  
2023  
2022  
Share capital  
4.2  
4.2  
250
(1)
556
22
250
(1)
526
39
Intangible assets  
Tangible assets  
Lease assets  
3.1  
3.3  
4.3  
3.4  
2.6  
3.5  
704
8
706
17
108
7
Treasury shares  
Retained earnings  
Other reserves  
Total equity  
45
Transition cost  
Deferred taxes  
Deposits  
14
827
814
78
7
Lease liabilities  
Employee benefit obligations  
Provisions  
Trade payables  
Credit facilities  
4.3  
3.7  
3.8  
13
6
27
12
267
10
83
13
30
33
-
31
27
1
Trade receivables  
Other receivables  
Total non-current assets  
25
214
1,119
9
882
4.4  
Other non-current liabilities  
Total non-current liabilities  
3
162
Inventories  
2
3
4
2
335
Transition cost  
3.4  
3.6, 5.7  
3.4  
Prepayments received, transition cost  
Prepayments received, work in progress  
Deferred income  
Lease liabilities  
Employee benefit obligations  
Provisions  
Trade payables  
Employee costs payables  
Tax payables  
Credit facilities  
3.4  
3.4  
3.4  
4.3  
3.7  
3.8  
20
74
67
51
57
15
98
122
70
-
15
55
-
73
50
-
118
131
33
857
248
Trade receivables  
Work in progress  
Other receivables  
Prepayments  
451
67
383
54
44
26
27
32
Tax receivables  
2.6  
4.4  
10
113
208
822
Cash and cash equivalents  
Total current assets  
254
858
2.6  
3.9  
Assets classified as held for sale  
Total assets  
3.9  
-
1,044
2,748
Other current liabilities  
241
1,977
Total current liabilities  
815
1,580
Liabilities directly associated with assets classified  
as held for sale  
-
192
Total equity and liabilities  
1,977
2,748
 
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Statement of Changes in Equity  
as of December 31  
Other reserves  
Share  
capital  
Treasury  
shares  
Retained Exchange rate  
Total other  
reserves  
Proposed  
dividends  
DKK million  
Note  
earnings  
adjustments  
Tax  
Total  
2023  
Balance at the beginning of the year  
250
(1)
526
46
(7)
39
-
-
814
Net profit for the year  
30
-
30
(18)
12
Other comprehensive income for the year  
Total comprehensive income for the year  
(1)
(19)
2
(17)
(17)
-
-
29
(19)
2
Transactions with owners:  
Transfer of treasury shares  
Share-based payments  
-
-
1
-
-
-
1
5.1  
4.2  
Balance at the end of the year  
250
(1)
556
27
(5)
22
-
827
 
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Statement of Changes in Equity  
as of December 31  
Other reserves  
Share  
capital  
Treasury  
shares  
Retained Exchange rate  
Cash flow  
hedges  
Total other  
reserves  
Proposed  
dividends  
DKK million  
Note  
earnings  
adjustments  
Tax  
Total  
2022  
Balance at the beginning of the year  
250
(2)
714
24
11
(4)
31
-
993
Net profit for the year  
-
-
-
-
-
-
(202)
14
-
22
22
-
-
-
8
8
-
-
-
(202)
22
Other comprehensive income for the year  
Total comprehensive income for the year  
(11)
(11)
(3)
(3)
(188)
(180)
Transactions with owners:  
Transfer of treasury shares  
Share-based payments  
-
-
1
-
(1)
1
-
-
-
-
-
-
-
-
-
-
-
-
-
1
5.1  
4.2  
Balance at the end of the year  
250
(1)
526
46
(7)
39
814
 
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Notes to the Consolidated  
Financial Statements  
1.  
Basis of preparation  
3.  
Operating assets and liabilities  
5.  
Other disclosures  
1.1 Summary of significant accounting policies  
1.2 Summary of key accounting estimates  
49  
50  
3.1 Intangible assets  
3.2 Impairment test  
3.3 Tangible assets  
63  
65  
66  
68  
69  
69  
70  
71  
72  
5.1 Long-term incentives  
82  
83  
83  
5.2 Fee to statutory auditors  
5.3 Reversal of non-cash items  
1.3 Changes in accounting policies,  
estimates and disclosures  
50  
51  
56  
3.4 Contract balances  
3.5 Deposits  
5.4 Statement of cash flows – specifications  
5.5 Acquisition of subsidiaries  
83  
84  
1.4 General accounting policies  
1.5 Financial definitions  
3.6 Trade receivables  
3.7 Employee benefit obligations  
3.8 Provisions  
5.6 Contingent liabilities, other contractual  
obligations and legal proceedings  
84  
84  
85  
2.  
Results for the year  
5.7 Related party transactions and ownership  
5.8 Events after the balance sheet date  
2.1 Segment information  
2.2 Employee costs  
57  
58  
59  
3.9 Discontinued operations  
2.3 Development costs  
4.  
Capital structure and financing items  
2.4 Amortization, depreciation and  
impairment losses  
4.1 Financial income and expenses  
74  
60  
60  
61  
4.2 Share capital, distribution to shareholder  
and earnings per share  
2.5 Special items  
2.6 Income taxes  
74  
75  
4.3 Leases  
4.4 Financial assets and liabilities,  
continuing operations  
78  
 
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1. Basis of preparation  
1.1 Summary
of significant accounting policies  
2022  
2022  
Before  
After  
adjust-  
Adjust-  
adjust-  
DKK million  
ment  
ment  
ment  
Cost of  
goods sold  
1,349  
(257)  
1,092  
Sales and  
marketing  
costs  
81  
13  
94  
Admin-  
istrative  
expenses  
77  
244  
321  
Total  
1,507  
0
1,507  
The consolidated financial statements are prepared  
in accordance with IFRS Accounting Standards as  
adopted by the EU and further requirements in the  
Danish financial statements Act. The Consolidated  
Financial Statements are prepared in accordance  
with IFRS standards and interpretations applicable  
to the 2023 financial year.  
For fixed priced projects the proportion of revenue  
to be recognized in a particular period is calcu-  
lated according to the percentage of completion  
of the project. For most contracts this is meas-  
ured by reference to the costs of performing the  
contract incurred up to the relevant balance sheet  
date as a percentage of the total estimated costs  
of performing the contract. Reference to cost is  
assessed to be the most appropriate method as  
incurred hours are the value driver for the projects.  
The sales value agreed in the contract is recognized  
over the contract period using above method.  
For time-and material contracts, we recognize  
revenue as performance takes place based on  
actual hours incurred.  
Contracts where the recognized revenue from  
the work performed exceeds progress billings are  
recognized as 'work in progress' in the balance  
sheet under assets.  
Contracts for which progress billings exceed the  
revenue are recognized as 'prepayments received'  
under liabilities.  
If it is likely that the total costs in relation to a long-  
term contract will exceed the total revenue on a  
specific project, the expected loss is recognized  
immediately in the income statement in the current  
period.  
Recognition of revenue  
Revenue is the fair value of the transaction price  
or receivable from the sale of our services and  
customized IT applications and is the gross sales  
price less VAT and any price reductions in the form  
of discounts and rebates.  
Revenue can be recognized over time or at a point  
in time.  
Revenue is recognized over time when an asset on  
behalf of a customer is created with no alternative  
use and NNIT has an enforceable right to payment  
for performance completed year to date, or the  
customer obtains control of a service and thus has  
the ability to direct the use and obtain the benefit  
from the service.  
NNIT has two different types of businesses 'projects'  
and 'Service Level agreements' (SLA) where revenue  
recognition is treated differently. Refer to note 1.4  
General accounting policies for further details.  
Changes to comparative figures  
In connection with the preparation of the Consol-  
idated Financial Statements for 2023, corrections  
to the comparative figures have been made. The  
corrections are not considered having any material  
impact on NNIT's financial position nor in relation to  
either income statement or equity.  
Change in allocation of cost by function  
In 2023, NNIT changed the principles behind  
the allocation of cost by function. Therefore the  
comparative figures for 2022 have been adjusted  
using the same principles. The effect is illustrated  
below:  
The above illustration shows 2022 original figures,  
adjustment and 2022 adjusted figures, which is  
presented in the financial statement for 2023.  
Measurement basis  
The consolidated financial statements have been  
prepared under the historical cost convention.  
The accounting policies set out below have been  
applied consistently in the preparation of the  
consolidated financial statements for all the years  
presented.  
Projects  
The project business is characterized by being  
deliveries which in nature are negotiated contracts  
based on consumption and typically comprise advi-  
sory, design and development activities. Revenue  
will be recognized over time, as the 'no alternative  
use' criteria's are met, using 'the percentage of  
completion method'.  
Accounting policies  
Considering all the accounting policies applied,  
Management regards the following as the most  
significant accounting policies for the recognition  
and measurement of reported amounts:  
 
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1.2 Summary
of key accounting estimates  
1.3 Changes
in accounting policies, estimates and disclosures  
The preparation of financial statements under IFRS  
requires the use of certain key accounting esti-  
mates.  
Determination of the carrying amount of some  
assets and liabilities requires Management to make  
judgements, estimates and assumptions about  
future circumstances.  
Estimates and assumptions are based on historical  
experience and other factors and are regarded by  
Management as reasonable in the circumstances  
but are inherently uncertain and unpredictable and  
therefore the actual outcome may differ from these  
estimates.  
Management considers judgements and estimates  
under the following items as significant to these  
consolidated financial statements:  
•
Discontinued operations (note 3.9)  
•
Impairment test, goodwill (note 3.2)  
Impairment test  
For the goodwill impairment test, a number of esti-  
mates are made on the development in revenues,  
gross profits, operating margins, future capital  
expenditures, discount rates and growth expec-  
tations in the terminal period. These estimates  
are based on assessments of the current and  
future development in the CGU's and are based on  
historical data and assumptions of future expected  
market developments, including expected long-term  
average market growth rates.  
In 2023, the Group re-allocated goodwill to align  
with the new organisational structure announced  
in May 2023 and implemented with effect from the  
release of the interim report for the first six months  
of 2023. The re-allocation was carried out to reflect  
the new internal management reporting and conse-  
quently how goodwill is monitored.  
NNIT has applied relevant new or amended stand-  
ards (IFRS) and interpretations (IFRIC) as applied by  
the EU and which are effective for the financial year 1  
January – 31 December 2023. NNIT has assessed that  
the new or amended standards and interpretations  
have not had any material impact on NNIT’s Annual  
Report in 2023.  
New Segment Reporting  
Segment performance is evaluated on the basis of  
the operating profit consistent with the consolidated  
financial statements.  
Operating segments are reported in a manner  
consistent with the internal reporting provided to  
Group Management and the Board of Directors.  
After the completion of the transformative divest-  
ment of the Group’s infrastructure business,  
NNIT has changed its financial reporting format to  
reflect its new regional organization and to ensure  
consistency with internal reporting. Refer to note 2.1  
Segment Information for further details.  
Discontinued operations  
On 28 April, NNIT completed the transformative  
divestment of the Group’s infrastructure oper-  
ations. Discontinued operations (Hybrid Cloud  
Solutions and selected parts of Cloud & Digital  
Solutions) therefore covers the first four months of  
the financial year 2023. Discontinued operations  
have been assessed in respect of IFRS 5 Discon-  
tinued operations, and it represents a significant  
accounting judgement. Refer to note 1.4 General  
accounting policies for further details.  
 
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1.4 General
accounting policies  
Translation of foreign currency  
Functional currency and presentation currency  
The financial statement items for each of the  
Group’s entities are measured in the currency used  
in the economic environment in which the entity  
operates (functional currency).  
The consolidated financial statements are  
presented in Danish kroner (DKK).  
are recognized in ‘exchange rate adjustments’ in  
other comprehensive income and presented in a  
separate reserve within equity.  
Principles of consolidation  
The consolidated financial statements include the  
financial statements of NNIT A/S (parent company)  
and entities over which the Group has control.  
The Group controls an entity when the Group is  
exposed to, or has rights to, variable returns from  
its involvement with the entity and has the ability  
to affect those returns through its power over the  
entity. NNIT A/S and its subsidiaries are collectively  
referred to as the Group.  
The consolidated financial statements are based on  
the financial statements of the Parent Company and  
the subsidiaries, and are prepared by combining  
items of a similar nature and eliminating intercom-  
pany transactions, shareholdings, balances and  
unrealized intercompany profits and losses. The  
consolidated financial statements are based on  
financial statements of Group companies prepared  
in accordance with the Group’s accounting policies.  
Acquisition of subsidiaries  
On acquisition of subsidiaries, the acquisition  
method is applied, and identifiable assets and liabil-  
ities are recognized and generally measured at fair  
value at the date control was achieved.  
Identifiable intangible assets are recognized if they  
can be separated, and the fair value can be reliably  
measured. Deferred tax on revaluations is recog-  
nized.  
Any positive differences between fair value of  
consideration transferred and fair value of net  
assets acquired on acquisition of subsidiaries are  
recognized as goodwill. Consideration transferred  
consists of shares, contingent consideration as well  
as cash and cash equivalents.  
Goodwill is not amortized but is tested annually for  
impairment.  
Transactions costs are recognized as operating  
costs as they have incurred.  
If the initial accounting for business combination  
can be determined only preliminary by the end of  
the period in which the combination is affected,  
adjustments made to the provisional fair value of  
acquired net assets or cost of the acquisition within  
12 months of the acquisition date are adjusted to  
the initial goodwill.  
Acquired entities are recognized in the consoli-  
dated financial statements at the date control was  
achieved.  
Costs  
Cost of goods sold  
The cost of goods sold comprises costs paid in  
order to generate revenue for the year, including  
amortization and depreciation, share-based  
compensation and salaries.  
Transactions and balance sheet  
Transactions in foreign currencies within the year  
are translated into the functional currency at the  
exchange rate at the transaction date. Receivables  
and liabilities in foreign currencies that have not  
been settled at the balance sheet date are trans-  
lated at the exchange rate at the balance sheet date.  
Realized and unrealized exchange rate adjustments  
are recognized in the income statement under  
“financial income and expenses”.  
Currency translation for foreign operations in the  
financial statements of foreign subsidiaries' balance  
sheet items are translated to Danish kroner (DKK)  
at the exchange rate at the balance sheet date, and  
income statement items are translated using the  
average exchange rate.  
Exchange differences arising from:  
•
the translation of subsidiaries’ net assets at the  
beginning of the financial year at exchange rates  
at the balance sheet date and  
•
the translation of subsidiaries’ income statements  
at exchange rates at the balance sheet date  
•
exchange rate adjustments of loans, which are  
seen as part of the net investment in foreign  
subsidiaries  
Sales and marketing costs  
Sales and marketing costs comprise costs in the  
form of salaries and share-based compensation for  
sales and marketing staff, advertising costs, and  
amortization and depreciation.  
Administrative expenses  
Administrative expenses comprise costs in the  
form of share-based compensation and salaries for  
administrative staff and amortization and depreci-  
ation.  
Other accounting policies  
Continuing and Discontinued operations  
Separation of operations into continuing and  
discontinued operations is based on an identifica-  
tion of contracts and revenues, direct employees  
and costs as well as identification of time spend  
by employees in one category related to the other.  
Shared costs are split based on allocation between  
the two categories based on estimates future split.  
An impairment loss is recognised for any initial or  
subsequent write-down of the asset to fair value  
less costs to sell. A gain is recognised for any subse-  
quent increases in fair value previously recognised.  
A gain or loss not previously recognised by the date  
of the sale of the non-current asset is recognised at  
the date of derecognition.  
Special Items  
Special items comprise costs or income that cannot  
be attributed directly to the Group’s ordinary activ-  
ities and are non-recurring of nature. Such costs  
and income include the cost related to significant  
restructuring of the cost base and processes as  
well as restructuring costs related to resignation of  
employees. Further special items include significant  
cost related to M&A activities, redundancy cost  
related to members of Group Management, impair-  
ment of assets and gains and losses regarding  
disposal of activities or subsidiaries.  
Special items are shown separately in the Group to  
give a true and fair presentation of the Group’s ordi-  
nary operations.  
 
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1.4 General
accounting policies – continued  
Financial items  
Financial income and expenses comprise interest,  
realized and unrealized gains and losses from  
exchange rate adjustments, fair value adjustments  
on forward contracts and the cumulative value  
adjustment of these instruments transferred from  
the hedging reserve within equity.  
Interest income is recognized on an accrual basis  
according to the effective interest rate method.  
Any changes to deferred tax caused by changes in  
statutory tax rates are recognized in the income  
statement.  
For Danish tax purposes, NNIT A/S and SCALES A/S  
is assessed jointly with the Novo Group. Income tax  
is allocated between the companies in proportion to  
their taxable incomes (full allocation with compen-  
sation concerning tax losses). The jointly assessed  
companies are included in the Tax Prepayment  
Scheme.  
•
Basic transfer of services and responsibilities  
•
The minimum activities required that enable the  
delivery organization to take over operation of  
the current or similar services for the customer.  
The transition phase takes place in the period between  
contract signing and service start up (operation).  
Activities performed in the transition phase do not  
transfer services to the customer as they are seen as  
‘start-up’ costs and therefore revenue cannot be recog-  
nized as the activities are performed but will be recog-  
nized over the operation period. Cost regarding the  
transition projects is capitalized and depreciated over  
the contract period. Please refer to ‘Transition cost’.  
Any prepayments received regarding transition  
projects will be recognized as revenue over the  
operation period.  
Revenue regarding transformation projects is  
recognized over time as an asset is created with no  
alternative use and NNIT has an enforceable right  
to payment and revenue recognition in nature is  
similar to the project business.  
Operation of IT systems  
Revenue from the operation of IT systems is  
recognized in the period in which the outsourcing  
services are provided based on amounts billable  
to a customer (for fixed price components in the  
contract, revenue is typically recognized on a  
straight-line basis over the course of a year, while for  
variable components revenue is recognized based  
on usage of units, and price lists according to the  
contract).  
Tax  
Income tax comprises current tax and deferred  
tax for the year, and is recognized as follows: The  
amount that can be allocated to the net profit for  
the year is recognized in the income statement, and  
the amount that relates to items recognized in other  
comprehensive income and/or equity respectively  
is recognized in other comprehensive income and/  
or equity.  
Deferred tax is measured according to the balance  
sheet-based liability method on all temporary differ-  
ences between the carrying amount and tax base of  
assets and liabilities.  
Deferred tax assets are recognized in the balance  
sheet under non-current assets.  
Deferred tax liabilities are recognized in the balance  
sheet under non-current liabilities.  
Deferred tax is measured on the basis of the tax  
rules and tax rates that according to current legis-  
lation at the balance sheet date will apply at the  
time of the expected realization of the deferred  
tax asset or settlement of the deferred tax liability.  
Service Level Agreements (SLA)  
The SLA business comprise infrastructure and appli-  
cation outsourcing services and requires the perfor-  
mance of certain performance obligations typically  
defined as service levels. As described below under  
“Outsourcing contracts”, the revenue under an  
outsourcing contract will be recognized over time.  
Intangible assets  
Goodwill  
Goodwill arising from business combinations  
is recognized and measured as the difference  
between the total of the fair value of the considera-  
tion transferred compared to the fair value of identi-  
fiable net assets on the date of acquisition.  
Goodwill is not amortized, but the carrying amount  
is tested at relevant cash generating unit level  
(CGU-level) for impairment once a year.  
Goodwill is written down to its recoverable amount  
through the income statement if lower than the  
carrying amount.  
The recoverable amount is determined as the  
present value of the discounted future net cash  
flow from the activities goodwill relates to. In calcu-  
lating the present value, discount rates are applied  
Outsourcing contracts  
Outsourcing contracts consist of two activities,  
preparatory project (such as transition and transfor-  
mation) and operation of the IT systems e.g. applica-  
tion, servers and infrastructure. These identifiable  
components are accounted for differently to reflect  
the substance of the transaction.  
The total contract value of the outsourcing  
contracts will be split into the different perfor-  
mance obligations depending on the activities to be  
delivered. NNIT will profit align between the perfor-  
mance obligations within the contract (expected  
cost plus margin approach).  
Transformation  
Transformation is:  
•
A significant change to future state of the subject.  
•
The full set of activities required for the delivery  
organization to provide the future state operation  
of services to the customer.  
These activities transfer services to the customer as  
performed.  
The transformation phase typically starts after the  
successful completion of transition and ends when  
the environment has reached the agreed future  
state. In some circumstances the transformation  
phase will take place in parallel with the transition  
phase.  
Transition  
Transition is:  
 
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1.4 General
accounting policies – continued  
the relationship with other intangible assets or  
tangible assets.  
Intangible assets under construction are tested for  
impairment once a year.  
If the carrying amount of intangible assets exceeds  
the recoverable amount based upon the above indi-  
cators of impairment, any impairment loss is meas-  
ured based on discounted future cash flows.  
Asset residual values and useful life's are assessed  
and, where required, adjusted on each balance  
sheet date.  
Tangible assets are tested for impairment if  
there are indications of impairment. The carrying  
amount of an asset is written down to its recover-  
able amount if the carrying amount exceeds the  
estimated recoverable amount. The recoverable  
amount for the asset is determined as the higher  
of fair value less costs to sell and net present value  
of future net cash flows from continued use. If the  
recoverable amount of an individual asset cannot  
be determined, value in use is determined for the  
smallest group of assets for which it is possible to  
determine a recoverable amount. Impairment losses  
are recognized in the income statement under the  
relevant functional areas.  
Depreciation and gains or losses from disposal of  
tangible assets are recognized in the income state-  
ment under cost of goods sold, sale and marketing  
costs and administrative expenses respectively.  
•
Company cars  
The lease assets are depreciated on a straight-line  
basis over the lease term. The lease asset can be  
adjusted due to modifications to the lease agree-  
ment or reassessment of lease term.  
Payments associated with short-term leases and  
leases of low-value assets are recognized on a  
straight-line basis as an expense in profit or loss.  
Short-term leases are leases with a term of 12  
months or less. Low-value assets comprise IT-equip-  
ment and small items of office furniture with a value  
below DKK 100 thousand.  
reflecting the riskfree interest rate with the addition  
of risks relating to the individual CGU.  
IT development projects  
IT development projects are clearly specified and  
identifiable projects under development for internal  
and external use for which the technical feasibility  
of completing the development project has been  
demonstrated and resources are available within  
NNIT.  
Any development projects that do not meet the  
criteria for capitalization in the balance sheet are  
recognized as costs.  
Development costs meeting the criteria for capital-  
iztion are measured at cost less accumulated amor-  
tization and any impairment losses. Development  
costs include salaries, amortization and deprecia-  
tion and other costs that can be directly attributed  
to NNIT development activities.  
Development costs recognized in the balance sheet  
are amortized from completion of the development  
using the straight-line method, over the period the  
asset is expected to generate economic benefits.  
Straight-line amortization over the expected useful  
life of the asset:  
•
IT projects: 5-10 years  
Intangible assets that are in use and subject to  
amortization are tested for impairment whenever  
events or changes in circumstances indicate that the  
carrying amount may not be recoverable. Factors  
that could trigger an impairment test include  
changes in the economic lifes of similar assets or  
Tangible assets  
Tangible fixed assets are measured at cost less  
accumulated depreciation and any impairment  
losses.  
Cost price includes the purchase price and costs  
relating directly to the purchase. Subsequent costs  
are either included in the carrying amount of the  
asset or recognized as a separate asset, where  
there are likely future economic benefits for the  
Group and the value of the asset can be reliably  
measured.  
The depreciable amount of the assets is depreciated  
on a straight-line basis over the following estimated  
useful life periods:  
•
Other equipment: 3-10 years  
•
Leasehold improvements: 5-10 years  
•
Buildings: 10-50 years  
Major components of buildings which are expected  
to be replaced with regular intervals during the life  
of the building are treated as separated compo-  
nents of the building and are depreciated over the  
period until expected replacement.  
Subleases  
NNIT has entered into arrangements to sublease  
part of the Group's property lease agreement, while  
NNIT retains the primary obligation under the orig-  
inal lease. NNIT acts as such both the lessee and  
lessor of the same underlying asset.  
If a part of the Group's property is subleased under  
terms transferring substantially all remaining risks  
and rewards under the head lease to the lessee in  
the sublease, the right-of-use asset is derecognised,  
and a lease receivable is recognised at an amount  
equal to the net investment in the lease. Gain/loss  
on the derecognised right-of-use asset is recognised  
in the income statement as special items.  
During the term of the sublease, the receivable is  
adjusted based on a pattern reflecting a constant  
periodic rate of return on the net investment in the  
lease.  
Lease assets  
Lease assets are 'right-of-use assets' arising  
from a lease agreement. Lease assets are initially  
measured at cost consisting of the amount of the  
initial measurement of the lease liability, plus any  
lease payments made to the lessor at or before  
the commencement date less any lease incentives  
received and the initial estimate of refurbishment  
costs and any initial directs costs incurred by NNIT  
as the lessee.  
NNIT has three different types of leases:  
•
Rental of premises  
•
IT equipment  
 
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1.4 General
accounting policies – continued  
Transition cost  
Transition cost consists of cost regarding transition  
projects, which has been capitalized until operation  
begins. The cost mainly relates to employee cost  
and will be amortized over the operation period.  
result in a re-assessment of the percentage of  
completion as of the date of review. Such changes  
result in revisions to revenue attributable to work  
performed up until the date of revision. The effect  
of such changes in estimates is recognized as a  
change to revenue in the period in which the revi-  
sions are determined.  
Private Equity LLP. The associated assets and liabil-  
ities have been evaluated at year end and found  
eligible for the carve out and presented as held for  
sale in the 2022 financial statements.  
Employee benefits  
Wages, salaries, social security contributions, paid  
annual leave and sick leave, bonuses and non-mon-  
etary benefits are recognized in the financial year in  
which the NNIT employee provided the related work  
service.  
Contingent Consideration Agreement  
The contingent consideration for Excellis Health  
Solutions, SL Controls and Prime4Services is  
accrued over the period from the acquisition  
date until the payment is based on expected  
achieved performance conditioned on employment  
(projected unit credit method). The cost is recog-  
nized as wages and salaries under special items in  
the income statement.  
Equity  
Treasury shares  
Treasury shares are deducted from equity. Acqui-  
sition/disposal of treasury shares are recognized  
directly in equity.  
Inventories  
Goods for resale are measured at the lower of cost  
and net realizable value.  
Other receivables and prepayments  
Current receivables  
Current receivables are measured at amortized cost  
less potential write-downs for impairment losses.  
Write-downs are based on individual assessments  
of each debtor.  
Prepayments  
Prepayments comprise costs incurred for the next  
financial year. These are usually prepayments for  
maintenance of hardware and software licenses.  
Trade receivables  
Trade receivables are initially recognized at fair value  
and subsequently measured at amortized cost using  
the effective interest method, less allowance for  
doubtful trade receivables.  
Dividend  
Dividend distribution to the shareholders of NNIT  
is recognized as a liability when dividends are  
declared. Proposed dividends are disclosed in the  
statement of changes in equity.  
Allowance for doubtful trade receivables is made  
using the expected credit loss model, which uses a  
lifetime expected loss allowance for all trade receiv-  
ables.  
The allowance is deducted from the carrying  
amount of trade receivables and the amount of the  
loss is recognized in the income statement under  
cost of goods sold.  
Lease liabilities  
Lease liabilities arise from a lease agreement. Lease  
liabilities are initially equal to the present value of  
the lease payments during the lease term that are  
not yet paid.  
At initial recognition NNIT assess each contract  
individually to assess the likelihood of exercising  
a potential extension option in the contract.  
The option to extend the contract period will be  
included in the calculation of the lease liability if  
it is reasonably certain that NNIT will exercise the  
option.  
When calculating the net present value NNIT has  
used a discount rate corresponding to the incre-  
mental borrowing rate.  
The lease liability is remeasured when changes  
occur due to modifications to the contract (exten-  
sion, termination etc.) or indexation.  
Pensions  
NNIT operates a number of defined-contribution  
pension plans. The costs of these pension plans are  
recognized in the financial year in which the relevant  
NNIT employees provided the related service.  
In some countries NNIT operates defined-benefit  
plans. Such liabilities are measured at the present  
value of the expected payments related to benefits  
accrued at the balance sheet date less the fair value  
of plan assets by applying the projected unit credit  
method. Plan assets, if any, are measured at fair  
value and offset against the defined benefit obli-  
gation in the balance sheet. Service costs and the  
interest component are recognized in the income  
statement. Actuarial gains and losses are recog-  
nized in other comprehensive income in the period  
in which they occur. Settlements are immediately  
recognized in the income statement.  
Assets classified as held for sale  
Assets classified as held for sale comprise assets  
and liabilities for which it is highly likely that the  
value will be recovered through a sale within 12  
months rather than through continued use. Assets  
and liabilities classified as held for sale are meas-  
ured at the lower of the carrying amount and fair  
value less cost to sell at the classification date as  
“held for sale”. Assets held for sale are not depre-  
ciated. Impairment losses arising on first classifi-  
cation as “held for sale” and gains and losses from  
the subsequent measurement is recognized in the  
income statement under the items they concern.  
On 22 June 2022 the Board of Directors announced  
its decision to divest its Hybrid Cloud Solutions busi-  
ness unit as well as select parts of its Cloud & Digital  
Solutions business unit to funds advised by Agilitas  
Work in progress  
The determination of the percentage of completion  
of work in progress related to fixed price projects is  
based on estimates of future costs, hours and mate-  
rials. Each project is unique in their design. Manage-  
ment makes judgements on individual assessments  
of specific projects and their associated risk from  
the on-going monitoring, to identify any deviations  
from estimates.  
Adjustments to cost estimates may be made peri-  
odically following management review, which may  
 
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1.4 General
accounting policies – continued  
Long-term incentive and retention programs  
NNIT has two different share-based incentive  
programs; long-term incentive program (LTIP) and  
retention program (RP).  
Long-term incentive program (LTIP)  
Group Management and the Vice President Group  
are part of a long-term share-based incentive  
program (LTIP).  
Under the program, NNIT allocates shares based on  
operating profit and free cash flow.  
LTIP  
The participants receive NNIT shares. The shares  
are subject to a lock-up period of four years.  
NNIT has the obligation to deliver treasury shares,  
and accordingly, the arrangement is classified as  
an equitysettled arrangement and will be charged  
to the income statement over the four-year vesting  
period based on the market price at the grant date.  
Trade payables  
Trade payables are measured at amortized cost.  
Cash and cash equivalents  
Cash and cash equivalents include cash and  
deposits.  
The cash flow statement cannot be derived from the  
annual report alone.  
Other current liabilities  
Other current liabilities comprise accrued expenses  
and VAT.  
Cash flow statement  
The cash flow statement is prepared using the  
indirect method. The cash flow statement shows  
the cash flows for the year, divided into operating,  
investing and financing activities, and how these  
cash flows have affected the cash position for  
the year.  
Cash flow from operating activities  
Cash flows from operating activities are calculated  
as the net profit for the year, adjusted for non-cash  
operating items. These include amortization, depre-  
ciation and write-downs, share-based compen-  
sation, change in net working capital and interest  
received and paid.  
Cash flow from investing activities  
Cash flows from investing activities comprise cash  
flows from the purchase and sale of intangible,  
tangible and financial non-current assets and the  
purchase and sale of securities. Further including  
aqusition of subsidaries.  
Cash flow from financing activities  
Cash flows from financing activities comprise cash  
flows from raising and repaying long-term debt,  
dividend payments to shareholders, instalments on  
lease liabilities and credit facilities.  
Provisions  
Provisions are recognized when NNIT has a legal or  
constructive obligation arising from past events, it  
is probable that the Company will have to draw on  
its financial resources to settle the liability, and the  
liability can be reliably estimated.  
Provisions in the case of NNIT consist mainly of  
refurbishment obligations.  
Provision for refurbishment obligation  
This refers to refurbishment obligations regarding  
NNIT's lease agreements for rental of premises.  
 
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1.5 Financial
definitions  
Operating profit margin  
=
Operating profit x 100  
Revenue  
Gross profit margin  
=
Gross profit x 100  
Revenue  
Revenue growth  
=
(Revenue current year - revenue prior year) x 100  
Revenue prior year  
Return on equity  
=
Net profit after tax x 100  
Average equity  
Dividend per share for the year  
=
Proposed dividend  
The number of outstanding shares  
Return on invested capital (ROIC)  
=
Net profit ex. financials x 100  
Average invested capital 1  
EBITDA margin  
=
Operating profit + depreciation and amortization  
Revenue  
Solvency ratio  
=
Equity  
Total assets  
Effective tax rate  
=
Tax  
Profit before tax  
1ꢀAverageꢁinvestedꢁcapitalꢁisꢁcalculatedꢁexcludingꢁcashꢁandꢁcashꢁequivalents,ꢁsharesꢁandꢁnon-interestꢁbearingꢁdebt.  
The above key ratios have been prepared in accordance with the guidelines issued by the Danish Finance  
Society.  
Non-IFRS financial measures  
In the Annual Report, NNIT discloses certain finan-  
cial measures of the Group's financial performance,  
financial position and cash flows that reflect adjust-  
ments to the most directly comparable measures  
calculated and presented in accordance with IFRS.  
These non-IFRS financial measures may not be  
defined and calculated by other companies in the  
same manner and may thus not be comparable with  
such measures.  
The non-IFRS financial measures presented in the  
Annual Report are:  
• Special items  
• Financial resources at the end of the year  
• Free cash flow  
• Organic growth  
impairment of assets, gains from subleases and  
gains and losses regarding disposal of activities or  
subsidiaries.  
Special items are shown separately from the  
Group’s ordinary operations to facilitate a better  
understanding of the Group’s financial perfor-  
mance.  
Interest-bearing debt, net  
Equals interest bearing debt, including lease liabili-  
ties less cash.  
Financial resources at the end of the year  
Financial resources at the end of the year are  
defined as the sum of cash and cash equivalents at  
the end of the year and undrawn committed credit  
facilities.  
Free cash flow  
NNIT defines free cash flow as ‘net cash generated  
from operating activities less net cash used in  
investing activities’.  
Organic growth  
Expansion of operations from own (internally gener-  
ated) resources, without growth from acquisition of  
other companies and without currency effect.  
Special items  
Special items comprise costs or income that cannot  
be attributed directly to the Group’s ordinary activ-  
ities and are non-recurring of nature. Such costs  
and income include the cost related to significant  
restructuring of the cost base and processes as  
well as restructuring costs related to resignation  
of employees. Further special items include signif-  
icant cost related to M&A activities, redundancy  
cost related to members of Group Management,  
 
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2. Results for the year  
2.1 Segment
information  
Following the implementation of the new organization on May 2, 2023, NNIT consists of four regions, which  
individually can be considered an operating segment:  
•
Region Denmark (excluding life sciences)  
•
Region Europe (including life sciences in Denmark)  
•
Region US  
•
Region Asia  
The new regional structure has been introduced to increase customer proximity and enhance global coordina-  
tion across regions. From a financial perspective, the four regional P&Ls will include allocated corporate cost  
such as legal, human resources, finance and global delivery centers. A consolidation of the four regional P&Ls  
will constitute NNIT’s group P&L and be supplemented by management commentary to provide increased  
transparency in respect of financial and business performance for each region.  
The operating segments reflect the internal reporting that is reviewed by the “Chief Operating Decision makers”  
consisting of the Executive Management and the Board of Directors. The internal reporting includes commu-  
nication of revenue, costs and operating results for each of the operating segments. No reporting is made on  
assets.  
Region Denmark generated 42% of the revenue in the year ended December 31, 2023 (2022: 38%), Region  
Europe generated 27% of the revenue (2022: 31%) and Region US generated 22% in 2023 (2022: 21%) based on  
the location of the customer.  
Denmark generated 33% of the revenue in the year ended December 31, 2023 (2022: 40%) and the United  
States of America 25% in 2023 (2022:26%) based on the location of the customer  
The Novo Nordisk Group generated 10% of the continuing operations revenue in the year ended December 31,  
2023 (2022: 9%), whereof 41% relates to Region Europe (2022: 44%), 31% relates to Region Asia (2022: 28%) and  
26% relates to Region Denmark (2022: 24%).  
For depreciations and amortizations 48% relates to Region Denmark (2022: 39%), 32% relates to Region Europe  
(2022: 32%) and 20% relates to Region US (2022: 20%).  
65% of tangible assets relates to Region Denmark (2022: 100%). For intangible assets 56% relates to Denmark  
(2022: Region Denmark 56%) and 44% relates to US (2022: Region US 44%).  
Region  
Region  
Region  
Region  
DKK million  
Denmark  
Europe  
Asia  
US  
Total  
2023  
Revenue  
732  
465  
144  
387  
1,728  
Production cost  
566  
330  
135  
252  
1,283  
Gross profit  
166  
135  
9
135  
445  
Gross profit Margin  
22.7%  
29.0%  
6.3%  
34.9%  
25.8%  
Regional operating profit  
133  
78  
(4)  
80  
287  
Regional operating profit margin  
18.2%  
16.8%  
(2.8)%  
20.7%  
16.6%  
Group operating profit1  
60  
32  
(18)  
42  
116  
Group operating profit margin  
8.2%  
6.9%  
(12.5)%  
10.9%  
6.7%  
2022  
Revenue  
564  
468  
157  
311  
1,500  
Production cost  
369  
364  
134  
225  
1,092  
Gross profit  
195  
104  
23  
86  
408  
Gross profit Margin  
34.6%  
22.2%  
14.6%  
27.7%  
27.2%  
Regional operating profit  
138  
41  
11  
52  
242  
Regional operating profit margin  
24.5%  
8.8%  
7.0%  
16.7%  
16.1%  
Group operating profit1  
49  
(33)  
(14)  
(9)  
(7)  
Group operating profit margin  
8.7%  
(7.1)%  
(8.9)%  
(2.9)%  
(0.5)%  
1ꢀꢁWhenꢁdeductingꢁspecielꢁitemsꢁandꢁnetꢁfinancialsꢁconsolidatedꢁprofitꢁbeforeꢁincomeꢁtaxesꢁisꢁobtained.  
 
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Financial Statements – Consolidated Financial Statements  
58  
2.2 Employee costs  
DKK million  
2023  
2022  
Employee costs comprise:  
Wages and salaries  
1,383  
1,882  
Share-based payments  
1
2
Pensions – defined contribution plans  
91  
128  
Pensions – defined benefit obligations (note 3.7)  
4
4
Other employee costs  
132  
146  
Total employee costs  
1,611  
2,162  
Total employee costs, discontinued operations  
347  
794  
Total employee costs, continuing operations  
1,264  
1,368  
Included in the income statement under the following headings:  
Cost of goods sold  
977  
951  
Sales and marketing costs  
56  
69  
Administrative expenses  
163  
149  
Special items  
68  
199  
Total employee costs  
1,264  
1,368  
Average number of full-time employees, total  
1,974  
3,169  
Average number of full-time employees, continuing  
1,773  
1,809  
Group Management's remuneration and share-based payment  
2023  
Other  
members  
Executive  
of Group  
DKK million  
Management Management  
Total  
Base salary  
7.4  
13.6  
21.0  
Cash Bonus (STIP and employee benefit cost)1  
4.1  
7.3  
11.4  
One off bonus  
3.4  
6.0  
9.4  
Remuneration in connection with redundancy,  
resignations and release from duty to work  
-
11.6  
11.6  
Pension  
0.4  
1.6  
2.0  
Benefits  
0.4  
1.3  
1.7  
Share-based incentives 2  
-
0.3  
0.3  
Group Management total  
15.7  
41.7  
57.4  
1ꢀꢁEmployeeꢁbenefitꢁcostꢁ(contingentꢁconsiderationꢁagreement)ꢁrelatedꢁtoꢁtheꢁacquisitionꢁofꢁExcellisꢁHealthꢁSolutions.ꢁFollowingꢁaꢁdecisionꢁ  
by the Danish Business Authority concerning accounting treatment of Employee benefit cost (earn-out payment) related to acquisitions,  
these payments are to be considered and expensed as salary. NNIT has appealed this decision.  
2ꢀIncludesꢁtheꢁannuallyꢁrecognizedꢁexpenseꢁonꢁgrantedꢁshareꢁbasedꢁandꢁlaunchꢁincentiveꢁprogrammes,ꢁwhichꢁareꢁnotꢁreleased.  
2022  
Other  
members  
Executive  
of Group  
DKK million  
Management Management  
Total  
Base salary  
7.6  
6.5  
14.1  
Cash Bonus (STIP and one-off)  
1.9  
1.1  
3.0  
One off bonus  
2.1  
0.4  
2.5  
Remuneration in connection with redundancy,  
resignations and release from duty to work  
-
0.6  
0.6  
Pension  
0.5  
0.8  
1.3  
Benefits  
0.4  
0.3  
0.7  
Group Management total  
12.5  
9.7  
22.2  
Remuneration of Board of Directors and Group Management  
The current policy for the remuneration of the Board of Directors and Executive Management was adopted in  
2022 and sets out the general guidelines for the remuneration of the Group’s management. The guidelines for  
the remuneration of the Board of Directors and Executive Management are available on NNIT’s website.  
In addition to the disclosures provided in this note, more details on the remuneration of Executive Management  
and Directors are provided in the separate Remuneration report, which is not a part of the audited financial  
statements. The report is also available on NNIT’s website.  
Board of Directors remuneration  
DKK million  
2023  
2022  
Ordinary board member fee  
3.6  
3.5  
Audit Committee  
0.3  
0.3  
Remuneration Committee  
0.2  
0.2  
Total fee to Board of Directors  
4.1  
4.0  
 
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59  
2.2 Employee costs – continued  
2.3 Development costs  
DKK million  
2023  
2022  
Costs for development of new projects, not eligible for  
recognition in the balance sheet are charged immediately  
to the income statement:  
Cost of goods sold  
14  
8
Total development costs  
14  
8
Short-term incentive program (STIP)  
Group Management and certain other employees participate in a STIP program, which entitles each participant  
to receive an annual performance-based cash bonus, linked to the achievement of a number of predefined  
functional and individual business targets. Performance is measured for each financial year and the cash-based  
incentives, if any, are paid after announcement of the annual report for the subsequent year.  
Long-term incentive program (LTIP)  
LTIP is designed to promote the collective performance of Group Management and Vice Presidents to align the  
interests of executives and shareholders.  
The program is based on earnings, before interest and tax compared to the targeted level. In addition, the real-  
ized free cash flow compared to the targeted level is taken into consideration.  
NNIT's Board of Directors approves the financial targets for the coming year, ensuring that the short-term  
targets are aligned with NNIT's long-term targets and strategy.  
The allocation under LTIP for the CEO cannot exceed the equivalent of ten months’ fixed base salary including  
pension contribution, and the allocation for the CFO cannot exceed the equivalent of eight months of such  
person's fixed base salary including pension contribution. The allocation for the other members of Group  
Management cannot exceed the equivalent of six months fixed base salary including pension contribution. A  
fixed and predefined number of shares will be allocated to Vice Presidents.  
The shares allocated to the members of Group Management that are fully vested, will be released to the indi-  
vidual participants subsequent to the approval of the Annual Report 2023 by the Board of Directors.  
Based on the share price at the end of 2023, the value of the released shares is as follows:  
Number  
Market  
DKK million  
of shares  
value  
Values at December 31, 2023 of shares to be released February 19, 2024  
Pär Fors  
-
-
Carsten Ringius  
-
-
Executive Management  
-
-
Other members of Group Management  
3,130  
0.3  
Group Management total  
3,130  
0.3  
Please refer to note 5.1 for an overview of outstanding RSU’s.  
 
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60  
2.4 Amortization, depreciation and impairment losses  
DKK million  
2023  
2022  
Amortization  
-
29  
Depreciation  
33  
180  
Impairment losses  
-
13  
Total amortization, depreciation, and impairment losses  
33  
222  
Total amortization, depreciation, and impairment losses,  
discontinued operations  
5
154  
Total amortization, depreciation, and impairment losses,  
continuing operations  
28  
68  
Amortization, depreciation and impairment losses are  
recognized in the income statement:  
Cost of goods sold  
7
14  
Sales and marketing costs  
1
1
Administrative expenses  
20  
39  
Special items  
-
14  
Total amortization, depreciation, and impairment losses  
28  
68  
2.5 Special items  
DKK million  
2023  
2022  
Special items relates to:  
Impairment of assets  
-
13  
Gain from subleases  
(15)  
-
Employee benefit cost (contingent consideration agreement)  
52  
56  
Restructuring cost  
31  
126  
Cost regarding acquisition and disposal of operations  
103  
83  
Total special items  
171  
278  
Total special items, discontinued operations  
102  
-
Total special items, continuing operations  
69  
278  
If special items had been recognized in operating profit  
before special items, they would have been included in  
the following line items:  
– Cost of goods sold  
3
206  
– Sales and marketing costs  
-
-
– Administrative expenses  
66  
72  
Total special items  
69  
278  
 
The Bigger Picture  
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Governance  
Financial Statements – Consolidated Financial Statements  
NNITꢀꢁAnnual Report 2023  
61  
2.6 Income taxes  
DKK million  
2023  
2022  
Current tax  
67  
(40)  
Deferred tax  
(31)  
12  
Adjustments recognized for current tax of prior periods  
25  
10  
Adjustments recognized for deferred tax of prior periods  
(28)  
(4)  
Income taxes in the income statement  
33  
(22)  
Income taxes in the income statement, discontinued operations  
22  
14  
Income taxes in the income statement, continuing operations  
11  
(36)  
Computation of effective tax rate, continuing operations:  
Statutory corporate income tax rate in Denmark  
22.0%  
22.0%  
Deviation in foreign subsidiaries' tax rates compared to  
Danish tax rate (net)  
3.3%  
(0.2%)  
Adjustment of current and deferred tax regarding previous years  
(17.6%)  
(2.0%)  
Other adjustments to taxable income  
57.0%  
(7.6%)  
Effective tax rate  
64.7%  
12.2%  
Tax on other comprehensive income for the year  
2
3
DKK million  
2023  
2022  
Tax (payable)/receivable  
Tax (payable)/receivable at the beginning of the year  
72  
45  
Disposals related to divestment of infrastructure business  
2
1
Income tax paid/(received) during the year  
11  
18  
Tax paid/(received) related to previous years  
(45)  
(21)  
Withholding taxes paid/(received) during the year  
(2)  
(1)  
Current tax on profit for the year  
(67)  
40  
Adjustments related to previous years  
(25)  
(10)  
Exchange rate adjustment  
(1)  
-
Tax (payable)/receivable at the end of the year  
(55)  
72  
Tax (payable)/receivables, discontinued operations  
-
(15)  
Tax (payable)/receivables, continuing operations  
(55)  
87  
Tax payable/receivables are recognized in the balance sheet  
as follows:  
Tax receivables  
10  
113  
Tax payable  
(70)  
(33)  
Tax on other comprehensive income  
5
7
Total tax  
(55)  
87  
Tax on other comprehensive income for the year relates to tax on exchange rate adjustments and deferred tax  
on share-based payments.  
Due to the ownership of Novo Holding A/S, NNIT is within the scope of the OECD Pillar Two model rules. The  
Pillar Two legislation will have effect from the financial year starting from 1 January 2024. No material tax expo-  
sure is expected. Furthermore, the Group applies the exception to recognising and disclosing information  
about deferred tax assets and liabilities related to Pillar Two income taxes, as provided in the amendments to  
IAS 12 issued in May 2023.  
 
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NNITꢀꢁAnnual Report 2023  
62  
2.6 Income taxes – continued  
Net taxes received in 2023 for continuing and discontinued operations amounted to DKK 36 million and were paid/(received) as follows:  
DKK million  
CH  
CN  
CZ  
DK  
DE  
ES  
GB  
IE  
IT  
PH  
PL  
SG  
US  
Total  
Income tax paid during the year  
-
-
1
1
3
-
2
2
1
1
-
-
-
11  
Tax paid related to previous years  
2
1
-
(50)  
-
-
2
-
-
-
-
-
-
(45)  
Withholding taxes paid during the year  
-
-
-
(2)  
-
-
-
-
-
-
-
-
-
(2)  
Total  
2
1
1
(51)  
3
-
4
2
1
1
-
-
-
(36)  
Effective tax rate  
11.6%  
29.7%  
24.0%  
13.4%  
31.5%  
25.0%  
23.4%  
18.2%  
35.1%  
26.9%  
0.0%  
17.7%  
29.0%  
Lease  
Intangible  
Tangible  
Current  
receivables  
Share based  
Cash flow  
DKK million  
assets  
assets  
assets  
and liabilities  
programs  
hedges  
Provisions  
Tax losses  
Total  
2023  
Deferred tax asset  
At the beginning of the year  
(12)  
-
(19)  
12  
(1)  
-
21  
6
7
Transferred from taxes directly associated with assets and  
liabilities held for sale  
(15)  
33  
(12)  
-
-
-
6
-
12  
Adjustments related to previous years1  
(2)  
-
30  
-
-
-
2
(2)  
28  
Movements within the year  
11  
(12)  
11  
(8)  
1
-
32  
(4)  
31  
Movements in other comprehensive income  
-
-
-
-
-
-
-
-
-
At the end of the year  
(18)  
21  
10  
4
-
-
61  
-
78  
1ꢀAdjustmentsꢁrelatedꢁtoꢁpreviousꢁyearsꢁisꢁmainlyꢁregardingꢁanꢁadjustmentꢁofꢁworkꢁinꢁprogress.  
2022  
Deferred tax asset  
At the beginning of the year  
(27)  
40  
(30)  
10  
(1)  
(2)  
36  
-
26  
Adjustments related to previous years  
5
-
-
2
-
-
(3)  
-
4
Movements within the year  
(5)  
(7)  
(1)  
-
(5)  
6
(12)  
Movements in other comprehensive income  
-
-
-
-
-
2
(1)  
-
1
Transfered to taxes directly associated with assets  
and liabilities held for sale  
15  
(33)  
12  
-
(6)  
(12)  
At the end of the year  
(12)  
-
(19)  
12  
(1)  
-
21  
6
7
 
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63  
3. Operating assets and liabilities  
3.1 Intangible
assets  
Other  
IT  
IT development  
intangible  
development  
projects under  
DKK million  
Goodwill  
assets  
projects  
construction  
2023  
2023  
Costs at the beginning of the year  
696  
37  
67  
2
802  
Additions  
-
-
9
15  
24  
Disposals1  
-
-
(72)  
-
(72)  
Transfer  
-
-
2
(2)  
-
Exchange rate adjustment  
(10)  
-
-
-
(10)  
Cost at the end of the year  
686  
37  
6
15  
744  
Amortization and impairment loss at the beginning of the year  
-
37  
59  
-
96  
Amortization  
-
-
-
-
-
Amortizations reversed on disposals2  
-
-
(56)  
-
(56)  
Exchange rate adjustment  
-
-
-
-
-
Amortization and impairment losses at the end of the year  
-
37  
3
-
40  
Carrying amount at the end of the year  
686  
-
3
15  
704  
Amortization period  
2-5 years  
3-5 years  
1ꢀWhereofꢁDKKꢁ26ꢁMillionꢁrelatesꢁtoꢁdiscontinuedꢁoperations.  
2- Whereof DKK 10 Million relates to discontinued operations.  
IT development projects includes NNIT's ERP system which is used as the basis for the Group's day-to-day operations and internal IT-systems  
and developed applications for customer services.  
IT development projects under construction consists of both internal IT-systems and developed applications for customer services.  
 
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3.1 Intangible
assets – continued  
Other  
IT  
IT development  
intangible  
development  
projects under  
DKK million  
Goodwill  
assets  
projects  
construction  
2022  
2022  
Costs at the beginning of the year  
600  
37  
164  
27  
828  
Additions  
78  
-
4
19  
101  
Transfer  
-
-
24  
(24)  
-
Transferred to assets classified as held for sale  
-
-
(125)  
(20)  
(145)  
Exchange rate adjustment  
18  
-
-
-
18  
Cost at the end of the year  
696  
37  
67  
2
802  
Amortization and impairment loss at the beginning of the year  
-
35  
90  
-
125  
Amortization  
-
1
28  
-
29  
Transferred to assets classified as held for sale  
-
-
(59)  
-
(59)  
Exchange rate adjustment  
-
1
-
-
1
Amortization and impairment losses at the end of the year  
-
37  
59  
-
96  
Carrying amount at the end of the year  
696  
-
8
2
706  
Amortization period  
2-5 years  
3-5 years  
IT development projects includes NNIT's ERP system which is used as the basis for the Group's day-to-day operations and internal IT-systems  
and developed applications for customer services.  
IT development projects under construction consists of both internal IT-systems and developed applications for customer services.  
 
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3.2 Impairment test  
CGU1  
Annual  
Terminal  
Carrying  
revenue  
Discount  
Discount  
period  
DKK million  
amount  
growth rate
rate pre-tax
rate post-tax  
growth rate  
2023  
Region Denmark  
113  
2-9%  
10.8%  
8.4%  
2%  
Region Europe  
267  
8-14%  
10.8%  
8.4%  
2%  
Region US  
306  
4-14%  
10.8%  
8.4%  
2%  
1ꢀꢁTheꢁgoodwillꢁhasꢁbeenꢁreallocatedꢁtoꢁtheꢁnewꢁbusinessꢁsegmentsꢁinꢁ2023.ꢁTherefore,ꢁtheꢁcarryingꢁamountsꢁareꢁnotꢁdirectlyꢁcomparableꢁ  
with 2022. The difference in the carrying amount compared to last year is due to changes in exchange rates  
Re-allocation of goodwill  
In 2023, the Group re-allocated goodwill to align with the new organisational structure announced in May 2023  
and implemented with effect from the release of the interim report for the first six months of 2023. The re-al-  
location was carried out to reflect the new internal reporting and consequently how goodwill is monitored. No  
risk of impairment was identified prior to the re-allocation of goodwill.  
Goodwill has been re-allocated to the new group’s of CGUs (smallest identifiable group of assets) based on the  
carrying amount of goodwill connected to the individual legal entities. The new CGU’s is in all material aspects a  
grouping of previous CGU’s, which lower the estimates and judgements applied by Management in determining  
the carrying amount of the individual CGU’s as per 31 December 2023. As a result of the re-allocation, the CGU  
Region Denmark consist of Scales, the CGU Region Europe consist of SL Controls, LS EU outside DK ex. Valiance  
(HGP Group and Prime4Services) and Valiance Europe (part of previous CGU "Valiance Partners"). The CGU  
Region US consist of Excellis and Valiance US (part of previous CGU "Valiance Partners").  
Annual  
Terminal  
Carrying  
revenue  
Discount  
Discount  
period  
DKK million  
amount  
growth rate
rate pre-tax
rate post-tax  
growth rate  
2022  
SCALES  
114  
10%  
10.9%  
8.5%  
2%  
Valiance Partners  
139  
10-20%  
11.4%  
8.5%  
2%  
LS EU outside DK ex. Valiance  
(Prime4Services)  
77  
8-13%  
10.9%  
8.5%  
2%  
LS EU outside DK ex. Valiance  
(HGP Group)  
66  
8-13%  
10.9%  
8.5%  
2%  
Excellis  
210  
10-20%  
11.4%  
8.5%  
2%  
SL Controls  
90  
10-20%  
10.3%  
9.0%  
2%  
Impairment test  
The carrying amount of goodwill is impairment tested by comparison to the recoverable amount. The recover-  
able amount is determined based on value in use. Discounted cash flow models have been applied to deter-  
mine the value in use for the cash-generating units, based on the most recent financial forecasts approved  
by management. The CGU’s are in all material aspects subject to the same presumptions hence below is  
applicable for all CGU’s. When determining value in use the post-tax discount rate has been used. The pre-tax  
discount rate is for information purposes only. Net cash flows for the year 2024-2028 are determined based on  
key assumptions and expectations and estimates based on growth and profit margin expectations based on  
past experience and in accordance with NNIT business plans. From 2028 onwards, NNIT expects the growth  
rate to remain in line with the expected longterm average growth rate for the industry. The uncertainty associ-  
ated with these expectations is reflected in the discount rate used.  
Goodwill has been tested for impairment at December 31, 2023. The impairment test did not result in any  
impairment of the carrying amount. The key assumptions used are stated in the following (DKK million).  
The expected growth in revenue is based on historical performance, expected development in the market in  
which the entity operates and assumptions in terms of development in market share. The growth rates applied  
in the explicit forecast period converge from its current level experienced over the last few years to the long-  
term growth level in the market where the entity operates. The growth rates used to extrapolate cash flow  
projections beyond the explicit forecast period are not higher than the average expected long-term growth in  
the markets in which the entities operate.  
A sensitivity analysis has been carried out in relation to the discount rate (WACC) and terminal growth. The  
sensitivity analysis did not give rise to any risk of impairment.  
 
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3.3 Tangible assets  
Payments on  
account and  
Land and  
Other  
Leasehold  
assets under  
DKK million  
buildings  
equipment  
improvements  
construction  
2023  
2023  
Cost at the beginning of the year  
5
6
55  
-
66  
Additions  
-
10  
-
12  
22  
Disposals1  
(2)  
(13)  
-
(12)  
(27)  
Transfer  
(3)  
2
1
-
-
Cost at the end of the year  
-
5
56  
-
61  
Depreciation and impairment loss at the beginning of the year  
-
3
46  
-
49  
Depreciation  
-
1
4
-
5
Depreciation reversed on disposals  
-
(1)  
-
-
(1)  
Depreciation and impairment loss at the end of the year  
-
3
50  
-
53  
Carrying amount at the end of the year  
-
2
6
-
8
Depreciation period  
10-50 years  
3-10 years  
5-10 years  
1
Whereof DKK 26 million relates to discontinued operations.  
 
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3.3 Tangible assets – continued  
Payments on  
account and  
Land and  
Other  
Leasehold  
assets under  
DKK million  
buildings  
equipment  
improvements  
construction  
2022  
2022  
Cost at the beginning of the year  
390  
695  
60  
6
1,151  
Additions  
2
91  
7
19  
119  
Disposals  
-
(85)  
(3)  
-
(88)  
Transfer  
6
-
-
(6)  
-
Transferred to assets classified as held for sale  
(393)  
(695)  
(9)  
(19)  
(1,116)  
Cost at the end of the year  
5
6
55  
-
66  
Depreciation and impairment loss at the beginning of the year  
125  
490  
53  
-
668  
Depreciation  
17  
91  
3
-
111  
Depreciation reversed on disposals  
-
(85)  
(3)  
-
(88)  
Transferred to assets classified as held for sale  
(142)  
(492)  
(7)  
-
(641)  
Exchange rate adjustment  
-
(1)  
-
-
(1)  
Depreciation and impairment loss at the end of the year  
-
3
46  
-
49  
Carrying amount at the end of the year  
5
3
9
-
17  
Depreciation period  
10-50 years  
3-10 years  
5-10 years  
NNIT's fixed assets register is inspected on a regular basis to identify assets, which are no longer in use. Such assets are scrapped.  
 
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3.4 Contract balances  
Contract assets and liabilities, continuing operations  
DKK million  
2023  
2022  
Trade receivables as specified in note 3.6  
476  
384  
Contract assets from continuing operations comprise:  
Work in progress (projects)  
67  
54  
Transition projects (included in trade receivables, note 3.6)  
17  
9
Contract liabilities from continuing activities comprise:  
Prepayments received, work in progress  
(74)  
(55)  
Prepayments received, transition cost  
(20)  
(15)  
Deferred income  
(67)  
-
Revenue  
recognized  
Revenue  
from  
recognized  
Opening  
opening  
regarding  
Closing  
DKK million  
balance  
Additions  
balance  
additions  
balance  
2023  
Prepayments received,  
work in progress  
(55)  
(69)  
47  
3
(74)  
Prepayments received,  
transition cost  
(15)  
(8)  
3
-
(20)  
Deferred income  
0
(69)  
-
2
(67)  
Transferred  
to liabilities  
Revenue  
directly  
recognized  
Revenue  
associated  
from recognized  
with assets  
Opening  
opening  
regarding  
classified as  
Closing  
DKK million  
balance Additions  
balance  
additions  
held for sale  
balance  
2022  
Prepayments received,  
work in progress  
(116)  
(49)  
80  
-
30  
(55)  
Prepayments received,  
transition cost  
(30)  
(44)  
13  
-
46  
(15)  
Deferred income  
-
-
-
-
-
-
Work in progress relates to projects where the recognized revenue from work performed exceeds progress  
billings. Prepayments received, work in progress relates to projects where the progress billing exceeds work  
performed. Prepayments received transition cost relates to prepayments received regarding transition  
projects. As such the balances of these accounts vary and depend on the number of new projects at the end of  
the year.  
Besides above balances we have also capitalized cost to fulfill a contract as transition cost.  
Transition cost relates to capitalized cost incurred for preparatory projects in relation to transition or set-up  
activities required to enable delivery of the service. The cost will be amortized over the operation period which  
generally is between 3-6 years.  
As such the balance for transition cost vary depending on the number of new outsourcing contracts requiring a  
transition project or set-up activities.  
 
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3.4 Contract balances – continued  
3.5 Deposits  
DKK million  
2023  
2022  
Cost at the beginning of the year  
27  
34  
Additions  
5
-
Disposal  
(1)  
-
Transferred to assets classified as held for sale  
-
(7)  
Carrying amount at the end of the year  
31  
27  
Transferred  
Amortized  
to assets  
cost from
Amortized  
classified  
Opening  
opening cost
from Impairment  
as held  
Closing  
DKK million  
balance Additions  
balance  
additions  
loss  
for sale  
balance  
2023  
Transition cost  
9
13  
(2)  
(3)  
-
-
17  
Transferred  
Amortized  
to assets  
cost from
Amortized  
classified  
Opening  
opening cost
from Impairment  
as held  
Closing  
DKK million  
balance Additions  
balance  
additions  
loss  
for sale  
balance  
2022  
Transition cost  
70  
52  
(33)  
-
-
(80)  
9
3.6 Trade
receivables  
DKK million  
2023  
2022  
Total trade receivables (gross)  
482  
618  
Allowances for bad debt in the year  
6
-
Total trade receivables (net)  
476  
618  
Total trade receivables (net), discontinued operations  
-
234  
Total trade receivables (net), continuing operations  
476  
384  
Trade receivables is recognized in the balance sheet as follows:  
Trade receivables, non-current  
25  
1
Trade receivables, current  
451  
383  
Total trade receivables  
476  
384  
Transition cost for the continuing operations are recognized in the balance sheet as follows:  
DKK million  
2023  
2022  
Transition cost, non-current  
14  
7
Transition cost, current  
3
2
Total transition cost  
17  
9
Future contract obligations  
Below table shows performance obligations resulting from contracts which will be satisfied in the future:  
DKK million  
2023  
2022  
Aggregated amount of transaction price allocated to contracts that will  
be satisfied in the future as at December 31  
1,257  
1,352  
NNIT applies the IFRS 9 simplified approach to measure expected credit losses, which uses a lifetime expected  
loss allowance for all trade receivables. NNIT has assessed historical realized losses adjusted by a forward-looking  
estimate related to the probability of a significant change in the economic environment. Historically NNIT has not  
realized any losses on trade receivables due to the economic environment. Losses have been due to claim settle-  
ment with customers.  
Further NNIT continuously conduct individual assessments of bad debts. If this leads to an assessment that NNIT  
will not be able to collect all outstanding payments, an allowance for bad debt is made. NNIT A/S has based on an  
individual assessment recognised expected credit loss of DKK 6 million as of 31 December 2023 (2022: DKK 0.3  
million).  
2023 and 2022 balances reflects continuing operations.  
Management expects that DKK 1,025 million of the transaction price allocated to the future contract obligations as  
of December 31, 2023 will be recognized during 2024. The remaining part will be recognized as revenue within 2-3  
years. The amount disclosed above includes both fixed and variable consideration.  
 
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3.6 Trade
receivables – continued  
3.7 Employee
benefit obligations  
Defined benefit pension obligations  
DKK million  
Pension liability  
Plan asset  
Net liability  
2023  
At the beginning of the year  
61  
59  
2
Current service costs  
(4)  
-
(4)  
Interest cost  
(2)  
1
(3)  
Employer contributions  
2
5
(3)  
Benefits paid from plan asset  
13  
(13)  
26  
Remeasurement gains/(losses) recognized in  
other comprehensive income  
(1)  
(1)  
-
Plan participant contribution etc.  
(2)  
2
(4)  
Exchange rate adjustments  
(5)  
3
(8)  
At the end of the year  
62  
56  
6
DKK million  
2023  
2022  
Aging of non-impaired trade receivables:  
Non-invoiced trade receivables  
60  
208  
Not due at balance sheet date  
281  
300  
Overdue between 1 and 30 days  
81  
59  
Overdue between 31 and 60 days  
34  
23  
Overdue by more than 60 days  
20  
28  
Total trade receivables  
476  
618  
Total trade receivables, discontinued operations  
-
234  
Total trade receivables, continuing operations  
476  
384  
Part of the non-invoiced trade receivables are regarding long-term projects, where the amount will be invoiced  
to the customer over the operation period which is more than one year. The long-term project amount to DKK  
49 million as of 31 December 2023 (2022: DKK 23 million), of these 24 million will be invoiced in 2024.  
DKK million  
Pension liability  
Plan asset  
Net liability  
2022  
At the beginning of the year  
79  
62  
17  
Current service costs  
5
-
5
Employer contributions  
-
5
(5)  
Benefits paid from plan asset  
(12)  
(12)  
-
Remeasurement gains/(losses) recognized in  
other comprehensive income  
(14)  
-
(14)  
Plan participant contribution etc.  
2
2
-
Transferred to liabilities directly associated with  
assets classified as held for sale  
(5)  
(4)  
(1)  
Exchange rate adjustments  
6
6
-
At the end of the year  
61  
59  
2
The defined benefit plans are usually funded by payments from Group companies and by employees to funds  
independent of NNIT. Where a plan is unfunded, a liability for the retirement obligation is recognized in the  
balance sheet. NNIT does not expect the contributions over the next five years to differ significantly from current  
contributions. The weighted average duration of the defined benefit obligation is 11.5 years (2022: 11.7 years).  
 
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3.7 Employee
benefit obligations – continued  
3.8 Provisions  
DKK million  
2023  
2022  
Provision for refurbishment obligation*  
At the beginning of the year  
30  
25  
Additions  
3
5
Disposals  
(6)  
At the end of the year  
27  
30  
*ꢀꢁProvisionꢁforꢁrefurbishmentꢁobligation,ꢁincludedꢁunderꢁnon-currentꢁliabilities,ꢁrelatesꢁtoꢁ  
theꢁleaseholdꢁagreementsꢁinꢁtheꢁGroupꢁwithꢁa refurbishmentꢁobligation.ꢁ  
Other provisions*  
At the beginning of the year  
-
-
Additions for the year  
15  
-
At the end of the year  
15  
0
*ꢀOtherꢁprovisionsꢁmainlyꢁconsistꢁofꢁprovisionsꢁforꢁrisksꢁrelatedꢁtoꢁprojects.ꢁ  
Provision are recognized in the balance sheet as follows:  
Non-current liabilities  
27  
30  
Current liabilities  
15  
0
Total liability  
42  
30  
DKK million  
2023  
2022  
Assumptions used for valuation1  
Discount rate  
1.75%  
2.46%  
Price inflation  
1.25%  
0.91%  
Projected future remuneration increases  
1.75%  
1.80%  
Interest crediting rate  
1.75%  
1.83%  
1ꢀꢁAssumptionsꢁareꢁcalculatedꢁandꢁpresentedꢁasꢁtheꢁDefinedꢁBenefitꢁPlansꢁinꢁNNITꢁSwitzerlandꢁAG.ꢁInꢁ2022ꢁtheꢁassumptionsꢁincludeꢁNNITꢁ  
Switzerland AG and NNIT Philippines Inc.  
Actuarial valuations are performed annually. The most recent actuarial valuation is dated November 2023.  
DKK million  
2023  
2022  
Defined benefit pension obligations  
4
4
Employee benefit obligations (contingent consideration agreement)  
59  
60  
Total employee benefit obligations  
63  
64  
Total employee benefit obligations, non-current discontinued operations  
-
1
Total employee benefit obligations, continuing operations  
63  
63  
Employee benefit obligation is recognized in the balance sheet as followed:  
DKK million  
2023  
2022  
Non-current liabilities (1-5 years)  
6
13  
Current liabilities  
57  
50  
Total employee benefit obligation  
63  
63  
 
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3.9 Discontinued
operations  
June 22, 2022 it was announced that NNIT was divesting the infrastructure operations and in December 2022 it  
qualified for recognition as Discontinuing operations according to IFRS 5.  
DKK million  
2023  
2022  
Revenue  
504  
1,451  
Cost of goods sold  
405  
1,244  
Gross profit  
99  
207  
Sales and marketing costs  
15  
71  
Administrative expenses  
54  
68  
Operating profit before special items  
30  
68  
Gain from discontinuing operations  
76  
-
Special items  
102  
-
Operating profit/(loss)  
4
68  
Financial income  
-
2
Financial expenses  
2
-
Profit/(loss) before income taxes  
2
70  
Income taxes  
(22)  
14  
Profit for the year of discontinued operations  
24  
56  
Earnings per share  
Earnings per share (DKK)  
0.96  
2.25  
Diluted earnings per share (DKK)  
0.96  
2.24  
Cash Flows from discontinued operations  
Cash flow from operating activities  
(97)  
106  
Cash flow from investing activities  
904  
(117)  
Cash flow from financing activities  
-
-
Cash flow from discontinued operations  
807  
(11)  
Assets held for sale  
DKK million  
2023  
2022  
Intangible assets  
-
86  
Tangible assets  
-
475  
Deferred taxes  
-
12  
Deposits  
-
7
Transition cost  
-
80  
Trade receivables  
-
234  
Work in progress  
-
82  
Prepayments  
-
68  
Assets classified as held for sale  
-
1,044  
Employee benefit obligations  
-
1
Prepayments received, transition cost  
-
46  
Prepayments received, work in progress  
-
30  
Employee costs payables  
-
85  
Tax payables  
-
15  
Other current liabilities  
-
15  
Liabilities directly associated with assets classified as held for sale  
-
192  
Net assets classified as held for sale  
-
852  
Assets and liabilities directly associated with assets classified as held for sale in 2022 solely relates to the  
discontinued operations in relation to Hybrid Cloud Solutions and selected parts of Cloud & Digital Solutions.  
 
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3.9 Discontinued
operations – continued  
Divestment of infrastructure business  
DKK million  
2023  
Consideration received/receivable:  
Cash  
1,001  
Fair value of contingent consideration  
200  
Net working capital/Net interest bearing debt adj. and other adjustments  
(209)  
Sales price for discontinued operations incl. adjustments  
992  
Transaction costs  
51  
Sales price for discontinued operations, after transaction costs  
941  
Carrying amount of net assets sold  
821  
Gain on sale of discontinued operations before tax  
120  
Tax on divestment  
44  
Gain on sale of discontinued operations after tax  
76  
Assets and liabilities in the business sold comprise of:  
Intangible assets  
102  
Tangible assets  
501  
Lease assets  
38  
Deferred taxes  
1
Deposits  
7
Transition cost  
80  
Trade receivables  
96  
Work in progress  
28  
Other receivables  
7
Prepayments  
114  
Cash  
21  
Total assets  
995  
DKK million  
2023  
Employee benefit obligations  
1
Lease liabilities  
34  
Prepayments received, transition cost  
40  
Prepayments received, work in progress  
16  
Employee costs payables  
62  
Tax payables  
2
Other current liabilities  
14  
Provisions  
5
Total liabilities  
174  
Net assets  
821  
On 28 April, NNIT completed the transformative divestment of the Group’s infrastructure operations to funds  
advised by Agilitas Private Equity LLP as initially described in company announcement no. 9/2022 on June 22,  
2022.  
Financial information relating to the discontinued operation is set out in the table.  
 
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4. Capital structure and financing items  
4.1 Financial
income and expenses  
DKK million  
2023  
2022  
Financial income  
Fair value adjustments of cash flow hedges (net)  
recycledꢁfromꢁother comprehensiveꢁincome  
-
21  
Realized/unrealized loss on currency  
-
2
Interest income  
15  
-
Tax related interests  
1
-
Total financial income  
16  
23  
Total financial income, dicontinued operations  
-
2
Total financial income, continuing operations  
16  
21  
Financial expenses  
Realized/unrealized loss on currency  
4
-
Interest expenses lease liability  
2
4
Interest expenses  
32  
12  
Bank charges and other fees  
10  
10  
Guarantee commission  
-
1
Other financial expenses  
-
3
Total financial expenses  
48  
30  
Total financial expenses, dicontinued operations  
2
-
Total financial expenses, continuing operations  
46  
30  
4.2 Share capital, distribution to shareholder and earnings per share  
DKK million  
2023  
2022  
Profit/(loss) from continuing operations  
6
(258)  
Profit/(loss) from discontinued operations  
24  
56  
Net profit/(loss) for the year  
30  
(202)  
Number '000  
Average number of shares outstanding  
24.869  
24,838  
Dilutive effect of share-based payments  
112  
120  
Average number of shares outstanding,  
including dilutive effect of share-based payments  
24.981  
24,958  
Earnings per share from continuing operations  
Earnings per share (DKK)  
0.24  
(10.39)  
Diluted earnings per share (DKK)  
0.24  
(10.39)  
Earnings per share from discontinued operations  
Earnings per share (DKK)  
0.96  
2.25  
Diluted earnings per share (DKK)  
0.96  
2.24  
Earnings per share  
Earnings per share (DKK)  
1.20  
(8.13)  
Diluted earnings per share (DKK)  
1.20  
(8.13)  
Earnings per share and diluted earnings per share are calculated in accordance with IAS 33. Basic earnings  
per share are calculated by dividing the profit attributable to equity holders of the Company by the weighted  
average number of ordinary shares in issue during the year, excluding ordinary shares purchased by the  
Company and held as treasury shares. Diluted earnings per share is calculated by adjusting the weighted  
average number of ordinary shares outstanding to assume conversion of all dilutive potential ordinary shares.  
RSUs are only included when performance requirements have been met.  
The share capital has a nominal value of DKK 250 million divided into 25 million shares with a nominal value of  
DKK 10 each. No shares carry special rights.  
 
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4.2 Share capital, distribution to shareholder and earnings per share – continued  
4.3 Leases  
Lease assets  
Rental of  
IT-  
Company  
DKK million  
premises  
equipment  
cars  
2023  
2023  
Costs at the beginning of the year  
617  
17  
19  
653  
Additions1  
29  
-
5
34  
Disposals  
(395)  
(17)  
(2)  
(414)  
Exchange rate adjustment  
(5)  
(5)  
Costs at the end of the year  
246  
-
22  
268  
Depreciation and impairment loss at  
the beginning of the year  
520  
17  
8
545  
Depreciation  
22  
-
6
28  
Impairment loss  
-
-
-
-
Depreciation reversed on disposals  
(329)  
(17)  
(2)  
(348)  
Exchange rate adjustments  
(2)  
-
-
(2)  
Depreciation and impairment loss  
at the end of the year  
211  
-
12  
223  
Carrying amount at the end of the year  
35  
-
10  
45  
1ꢀWhereofꢁDKKꢁ15ꢁmillionꢁrelatesꢁtoꢁgainꢁonꢁsubleases.  
Number  
Nominal Market
value  
As % of  
of shares  
DKK  
value  
(million) share
capital  
(thousand)  
2023  
Treasury shares  
Holding at the beginning of the year  
1
11  
0.6%  
162  
Disposal  
-
(3)  
(0.1%)  
(31)  
Value adjustments  
-
3
0.0%  
-
Holding at the end of the year  
1
11  
0.5%  
131  
Treasury shares held relates to the long-term incentive program. Retained earnings are accumulated earnings.  
Exchange rate adjustments are the difference between average exchange rates in the year and exchange rates  
at the balance sheet date when consolidating subsidiaries.  
Proposed dividends are the dividends proposed by the Board of Directors for the financial year.  
DKK million  
2023  
2022  
Net cash distribution to shareholders  
-
-
Ordinary dividends Interim dividends  
-
-
Total  
-
-
No interim dividend was declared in 2023 and no dividend will be declared at the end of 2023.  
 
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4.3 Leases – continued  
Lease assets  
Rental of  
IT-  
Company  
DKK million  
premises  
equipment  
cars  
2022  
2022  
Costs at the beginning of the year  
673  
17  
19  
709  
Additions  
33  
-
6
39  
Disposals  
(89)  
-
(6)  
(95)  
Transferred to assets held for sale  
-
-
-
-
Costs at the end of the year  
617  
17  
19  
653  
Depreciation and impairment loss at  
the beginning of the year  
522  
17  
8
547  
Depreciation  
63  
-
6
69  
Impairment loss  
13  
-
-
13  
Depreciation reversed on disposals  
(74)  
-
(6)  
(80)  
Exchange rate adjustments  
(4)  
-
-
(4)  
Transferred to assets held for sale  
-
-
-
-
Depreciation and impairment loss  
at the end of the year  
520  
17  
8
545  
Carrying amount at the end of the year  
97  
-
11  
108  
Lease liabilities  
Lease liabilities expiring within the following periods from the balance sheet date:  
DKK million  
2023  
2022  
Within 1 year  
53  
83  
Between 1 and 5 years  
15  
80  
After 5 years  
-
-
Total lease liability, non-discounted  
68  
163  
Lease liabilities are recognized in the balance sheet as follows:  
Non-current liabilities  
13  
83  
Current liabilities  
51  
73  
Total lease liabilities  
64  
156  
Recognized in the profit and loss statement  
Interest expenses related to lease liabilities  
3
4
Expense relating to short term leases, not capitalized  
-
-
Expense relating to leases of low-value assets, not capitalized  
-
-
3
4
In 2023 the Group has paid 66 million (2022: 87 million) regarding lease agreements where of interest expenses  
related to lease liabilities amount to DKK 3 million (2022: 4 million) and repayment of lease liability amount to  
DKK 61 million (2022: 83 million)  
As of 31 December 2023, the lease liability excludes DKK 193 million (undiscounted) of potential lease payments  
related to lease term extension rights on properties, which were not considered reasonably certain to be exer-  
cised.  
 
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4.3 Leases – continued  
Subleases  
NNIT has entered into arrangements to sublease part of the Group's property lease agreement. In accordance  
with IFRS 16, the right-of-use asset covering the subleases is derecognised, and a lease receivable is recog-  
nised.  
DKK million  
2023  
2022  
Amounts recognised in the income statement  
Rent from subleases  
18  
4
Amounts recognised in the statement of cash flows  
Installment on sublease receivables  
18  
5
Receivables from subleasing  
Receivables from subleases at 1 January  
18  
11  
Additions  
26  
12  
Disposals  
-
-
Payments received  
(18)  
(5)  
Receivables from subleases  
26  
18  
 
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4.4 Financial assets and liabilities, continuing operations  
Depending on the purpose of each asset and liability, NNIT classifies these into the following categories:  
•
Cash and cash equivalents  
•
Financial assets at amortized cost  
•
Financial liabilities measured at amortized cost  
Cash and cash  
Financial assets at  
DKK million  
equivalents  
amortized cost  
Total  
2023  
Financial assets by category  
Deposits  
-
31  
31  
Trade receivables  
-
476  
476  
Work in progress  
-
67  
67  
Other receivables  
-
258  
258  
Prepayments  
-
27  
27  
Cash and cash equivalents  
254  
-
254  
Total financial assets at the end of the year  
254  
859  
1,113  
Cash and cash  
Financial assets at  
DKK million  
equivalents  
amortized cost  
Total  
2022  
Financial assets by category  
Deposits  
-
27  
27  
Trade receivables  
-
384  
384  
Work in progress  
-
54  
54  
Other receivables  
-
35  
35  
Prepayments  
-
32  
32  
Cash and cash equivalents  
208  
-
208  
Total financial assets at the end of the year  
208  
532  
740  
 
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4.4 Financial assets and liabilities – continued  
Financial  
liabilities  
Financial liabilities  
measured at  
measured at  
undiscounted  
DKK million  
amortized cost  
paymentsl  
2023  
Financial liabilities by category  
Lease liabilities  
64  
68  
Credit Facilities  
267  
267  
Trade payables  
110  
110  
Other non-curret and current liabilities  
251  
251  
Total financial liabilities at the end of the year  
692  
696  
Credit  
Lease  
DKK million  
Facilities  
liability  
Total  
2023  
Financial liabilities included in finance activities  
Financing liabilities included in finance activities  
at the beginning of the year  
857  
156  
1,013  
Cash flows:  
Instalments  
-
(66)  
(66)  
Ingoing/outgoing payments during the year  
(590)  
-
(590)  
Non-cash flows:  
Addition  
-
15  
15  
Disposals  
-
(40)  
(40)  
Exchange rate adjustment  
-
(1)  
(1)  
Total financial liabilities included in finance activities  
at the end of the year  
267  
64  
331  
Financial  
liabilities  
Financial liabilities  
measured at  
measured at  
undiscounted  
DKK million  
amortized cost  
paymentsl  
2022  
Financial liabilities by category  
Lease liability  
156  
163  
Credit Facilities  
857  
857  
Trade payables  
151  
151  
Other non-curret and current liabilities  
251  
251  
Total financial liabilities at the end of the year  
1,415  
1,422  
Credit  
Lease  
DKK million  
Facilities  
liability  
Total  
2022  
Financial liabilities included in finance activities  
Financing liabilities included in finance activities  
at the beginning of the year  
496  
207  
703  
Cash flows:  
Instalments  
-
(83)  
(83)  
Ingoing/outgoing payments during the year  
361  
-
361  
Non-cash flows:  
Addition  
-
36  
36  
Disposals  
-
(4)  
(4)  
Exchange rate adjustment  
-
-
-
Total financial liabilities included in finance activities  
at the end of the year  
857  
156  
1,013  
 
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4.4 Financial assets and liabilities – continued  
Fair value measurement hierarchy  
Financial assets and liabilities at fair value through comprehensive income are categorized in the fair value hier-  
archy as level 2 (directly or indirectly observable market data). The fair value is measured according to generally  
accepted valuation techniques. Market-based parameters are used to measure the fair value. The remaining  
categories of financial assets and liabilities are measured at amortized cost.  
DKK million  
2023  
2022  
EUR  
10  
25  
CNY  
(2)  
(18)  
CZK  
(6)  
(12)  
USD  
12  
18  
CHF  
-
-
PHP  
(9)  
(11)  
A corresponding appreciation of the Danish kroner against the above currencies would have had the opposite  
impact.  
Financial risks  
NNIT’s objective at all times is to limit the Company’s financial risks.  
Financing and sufficient liquidity are fundamental to NNIT´s continuing operations and future growth. Liquidity  
is managed centrally from the Parent Company.  
To cover the Group’s liquidity needs, an agreement on credit facilities for a total of DKK 300 million has been  
entered (DKK 1,050 million in 2022 as interim facility in connection with carve-out costs). The Group's credit  
facilities are subject to standard financial covenants.  
The liquidity risk is countered by consistent focus on budgeted and realized cash flow.  
Currency sensitivities1  
Estimated annual impact on NNIT´s operating profit of a 10% increase in the outlined currencies against DKK  
DKK million  
2024  
EUR  
2
CNY  
3
CZK  
(3)  
PHP  
(7)  
CHF  
1
USD  
15  
1ꢀꢁThe above sensitivities addresses hypothetical situations and are provided for illustrative purpose only. The sensitivities assume our  
business develops consistently with our current 2023 business plan.  
NNIT is exposed to exchange rate risks in the countries where NNIT has its main activities. The majority part  
of NNIT’s sales is in DKK and EUR, implying limited foreign exchange risk, due to the Parent Company’s func-  
tional currency being DKK and Denmark’s fixed-rate policy towards EUR. NNIT’s foreign exchange risk therefore  
primarily stems from transactions carried out in the currencies of other countries in which NNIT mainly oper-  
ates: Primarily the Philippines peso, US Dollar, Czech Koruna and to a lesser extent Chinese yuan and the Swiss  
franc.  
Most of the foreign exchange risk in the Chinese yuan and US dollar and all of the foreign exchange risk in the  
Czech koruna and the Philippines are due to intercompany transactions.  
Foreign exchange sensitivity analysis  
NNIT estimates that all other variables being constant, a 10% depreciation of the average 2023 exchange rate of  
the Danish kroner against the following currencies would have had the indicated impact (in Danish kroner) on  
our operating profit (EBIT) for 2023. The following sensitivity analysis addresses hypothetical situations and is  
provided for illustrative purposes only:  
As of December 31, 2023 NNIT, A/S’ net balance position (trade receivables minus trade payables) divided on  
currency amounted to a short-term outflow primarily in Chinese yuan and Czech koruna and a short term  
inflow on US dollars and Euro. A 10% depreciation of the exchange rate of the Danish kroner against NNIT A/S’  
transaction exposures (net balance position) will have the below illustrated impact (in Danish kroner) on the net  
profit before tax for the year ended December 31, 2023.  
 
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4.4 Financial assets and liabilities – continued  
Trade  
Trade  
Net balance  
Transaction  
10%  
Million  
Receivables  
Payables  
position  
exposure1  
sensitivity2  
December 31, 2023  
CNY  
0.2  
0.6  
(0.4)  
(0.4)  
0.0  
CZK  
-
11.1  
(11.1)  
(11.1)  
(1.1)  
CHF  
0.3  
1.8  
(1.5)  
(1.5)  
(0.1)  
USD  
3.6  
7.9  
(4.3)  
(4.3)  
(0.4)  
EUR3  
3.6  
11.7  
(8.1)  
(8.1)  
(0.8)  
Cash management  
NNIT is committed to maintain a flexible capital structure. As of December 31, 2023, NNIT had undrawn  
committed credit facilities in the amount of DKK 33 million (2022: DKK 193 million). The credit facility includes  
financial covenants with reference to the ratio between net debt and EBITDA, Available liquidity and minimum  
EBITDA.  
The facility has been decreased to DKK 300 million (December 2022: 1,050) after completion of the divestment.  
The total credit facility of DKK 266 million is classified as long-term, as the maturity of the facility is beyond one  
year from reporting date, experation in 2026. As of December 31, 2023, NNIT had ‘cash and cash equivalents’  
DKK 254 million outside Denmark and ‘bank facilities’, net of DKK 266 million in Denmark.  
Capital management  
NNIT monitors capital on the basis of the solvency ratio, which is calculated on the basis of the total equity as a  
percentage of the total equity and liabilities. At the end of the year, the solvency ratio was 40.4% (2022: 29.6%).  
Trade  
Trade  
Net balance  
Transaction  
10%  
Million  
Receivables  
Payables  
position  
exposure1  
sensitivity2  
December 31, 2022  
CNY  
0.3  
49.2  
(48.9)  
(48.9)  
(4.9)  
CZK  
-
35.5  
(35.5)  
(35.5)  
(3.5)  
CHF  
0.1  
0.1  
-
-
-
USD  
11.2  
4.5  
6.7  
6.7  
0.7  
EUR3  
7.6  
2.9  
4.7  
4.7  
0.5  
Credit risk  
NNIT’s credit risk principally arises from trade receivables, which amounted to DKK 474 million as of December  
31, 2023 (December 31, 2022: DKK 618 million). The maximum credit risk corresponds to the carrying amount.  
For many years, NNIT has not realised any significant losses on receivables. The classification of trade receiva-  
bles according to maturity date is set out in the note 3.6.  
 
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5. Other disclosures  
5.1 Long-term
incentives  
Long-term share-based incentive program  
Group Management and the Vice Presidents are included in a long-term share-based incentive program.  
For more information regarding the long-term share-based incentive program, please refer to note 2.2  
'Employee costs'  
Outstanding restricted stock units (in NNIT shares):  
Number '000  
2023  
2022  
Outstanding at the beginning of the year  
141  
190  
Long-term incentive program (LTIP)2  
125  
17  
Retention Program (RP)  
-
3
Transfer to employees  
(31)  
(62)  
Committed to employees  
(9)  
-
Forfeiture during the year  
(17)  
(7)  
Outstanding at the end of the year (in NNIT shares)  
209  
141  
Fair value of the RSU's end of period (DKK million)1  
18  
9
1ꢀꢁTheꢁshareꢁpriceꢁasꢁofꢁDecemberꢁ31,ꢁ2023ꢁhasꢁbeenꢁusedꢁwhenꢁcalculatingꢁtheꢁfairꢁvalueꢁofꢁtheꢁRSU’s.  
2ꢀKeyꢁmanagementꢁhasꢁbeenꢁinꢁtotalꢁgrantedꢁ87,657ꢁsharesꢁwithꢁaꢁfairꢁvalueꢁofꢁDKKꢁ7.4ꢁmillionꢁasꢁofꢁDecemberꢁ31,ꢁ2023  
Share-based payments are recognized at the following amounts:  
DKK million  
2023  
2022  
Long-term incentive program (LTIP) in NNIT shares - share based  
1
1
Incentive program charged to income statement  
1
1
Recognized in the income statement:  
Cost of goods sold  
1
1
Total  
1
1
Shares are recognized over the four-year vesting period at the market value at the grant date. Value adjust-  
ments are recognized as financial items.  
 
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5.2 Fee to statutory auditors  
DKK million  
2023  
2022  
Statutory audit  
2.6  
7.2  
Audit-related services  
0.1  
0.1  
Tax advisory services  
1.2  
0.3  
Other services  
1.3  
0.9  
Total fee to statutory auditors  
5.2  
8.5  
Fees for services other than statutory audit of the financial statements provided by PricewaterhouseCoopers  
Statsautoriseret Revisionspartnerselskab to the Group consists of carve-out services and related tax services.  
5.4 Statement of cash flows – specifications  
DKK million  
2023  
2022  
Changes in working capital  
Increase/(decrease) in current receivables less non-current  
transition cost and tax receivables  
3
(70)  
Increase/(decrease) in current liabilities less provisions  
and tax payables  
(241)  
(42)  
Change in trade payables related to investments  
24  
(16)  
Total  
(214)  
(128)  
Purchase of tangible assets  
Purchase of tangible assets  
(22)  
(119)  
Change in trade payables related to purchase of tangible assets  
(24)  
16  
Total  
(46)  
(103)  
Additional cash flow information1  
Cash and equivalents, assets  
254  
208  
Drawn on credit facilities  
(267)  
(857)  
Undrawn committed credit facilities  
300  
1,050  
Financial resources at the end of the year  
287  
401  
Cash flow from operating activities  
(202)  
(106)  
Cash flow from investing activities  
900  
(197)  
Free cash flow  
698  
(303)  
1ꢀꢁAdditionalꢁnon-IFRSꢁmeasures.ꢁ'Financialꢁresourcesꢁatꢁtheꢁendꢁofꢁtheꢁyear'ꢁisꢁdefinedꢁasꢁtheꢁsumꢁofꢁcashꢁandꢁcashꢁequivalentsꢁatꢁtheꢁendꢁ  
of the year (net) and undrawn committed credit facilities. Free cash flow is defined as 'cash flow from operating activities' less 'cash flow  
from investing activities'.  
NNIT has a total credit facility of DKK 300 million with Nordea, consisting of DKK 100 million as line of credit and  
revolving credit facility of DKK 200 million.  
5.3 Reversal of non-cash items  
DKK million  
2023  
2022  
Income taxes  
33  
(22)  
Amortization, depreciation and impairment losses  
33  
222  
Gain/loss on disposed assets  
(1)  
(2)  
Gain on sublease  
(15)  
-
Gain on divestment  
(120)  
-
Increase/(decrease) in provisions, non-current transition cost  
8
(19)  
Provision share-based payments NNIT shares  
1
2
Allowances for bad debt  
6
4
Third party financing agreement  
-
35  
Interests  
28  
30  
Sublease addition  
26  
12  
Other adjustments for non-cash items  
(13)  
(12)  
Total  
(14)  
250  
 
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5.5 Acquisition of subsidiaries  
The fair value of net assets acquired and goodwill at the date of acquisition is summarized below:  
DKK million  
2023  
2022  
Acquisition cost  
Cash paid  
-
81  
Deferred consideration  
-
6
Total acquisition cost  
-
87  
Fair value of net assets acquired  
Intangible assets  
-
-
Other non-current assets  
-
-
Trade receivables and work in progress1  
-
16  
Tax receivable  
-
1
Cash and cash equivalents  
-
13  
Loan from NNIT A/S  
-
(9)  
Non-current liabilities  
-
-
Employee costs payable  
-
(8)  
Other current liabilities  
-
(3)  
Net assets acquired  
-
10  
Goodwill  
-
77  
Acquisition cost  
-
87  
Of which cash and cash equivalents  
-
(13)  
Deferred consideration  
-
(6)  
Paid acquisition cost, net  
-
68  
1ꢀAllꢁcontractualꢁreceivablesꢁareꢁexpectedꢁtoꢁbeꢁcollected.  
5.6 Contingent
liabilities, other contractual obligations and legal proceedings  
NNIT has entered into short-term and low-value lease agreement for printers, coffee makers, watercoolers and  
storage. The total value of these agreements are immaterial.  
Other contractual obligations expiring within the following periods from balance sheet date  
DKK million  
2023  
2022  
Within 1 year  
18  
30  
Between 1 and 5 years  
5
28  
Total  
23  
58  
Other contractual obligations recognized as an expense  
28  
30  
NNIT and its Danish subsidiary SCALES A/S are jointly taxed with the Danish companies in the Novo Group.  
The Danish companies are jointly and individually liable for the joint taxation. Any subsequent adjustments to  
income taxes and withholding taxes may lead to a larger liability. The tax for the individual companies is allo-  
cated in full on the basis of the expected taxable income.  
5.7 Related
party transactions and ownership  
Ownership  
NNIT
A/S
is controlled by
Novo Holdings A/S
, of which the
Novo Nordisk Foundation
is the ultimate owner.  
The consolidated financial statements of the ultimate parent company, the Novo Nordisk Foundation, may be  
obtained from the Novo Nordisk Foundation, Tuborg Havnevej 19, DK-2900 Hellerup, Denmark.  
Related party transactions  
NNIT has engaged in related party transactions regarding ordinary business with Novo Holdings A/S, the Novo  
Nordisk Group, the Novozymes Group and Xellia Pharmaceuticals Group. All agreements, of which most are  
for one year, have been negotiated on arm's length basis. There have been no transactions other than the  
payment of remuneration with the Group Management of NNIT A/S and the NNIT Board of Directors. For infor-  
mation on remuneration to the Group Management of NNIT, please refer to note 2.2 'Employee costs'.  
The figures for related parties are for the continuing business. Comparison figures are not split between  
continuing and discontinued operations for the balancesheet statement.  
Acquisitions during 2023  
No acquisitions during 2023.  
Acquisitions during 2022  
On March 11, 2022, NNIT acquired full ownership and control of Prime4Service (P4S), a company operating  
solely within the Life Science industry.  
 
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5.7 Related
party transactions and ownership – continued  
5.7 Related
party transactions and ownership – continued  
DKK million  
2023  
2022  
Net sales, continuing operations  
Novo Nordisk Group  
178  
183  
Novo Holdings A/S  
-
-
Novo Nordisk Foundation  
2
-
Total Novo Nordisk Group  
180  
183  
Novozymes Group  
4
35  
Total Novo Group  
184  
218  
Trade receivables  
Novo Nordisk Group  
63  
57  
Novozymes Group  
1
7
Novo Holding A/S  
-
-
Total  
64  
64  
Work in progress  
Novo Nordisk Group  
2
2
Total  
2
2
Liabilities from related parties  
Novo Nordisk Group  
1
-
Liabilities from related parties  
1
-
Prepayments from related parties  
Novo Nordisk Group  
17  
10  
Total  
17  
10  
Dividends  
Novo Holdings A/S  
-
-
Novo Nordisk A/S  
-
-
Total  
-
-
Companies in the NNIT Group:  
Year of  
Percentage  
incorporation/  
Share  
of shares  
Country  
acquisition  
capital  
owned  
NNIT (Tianjin Technology Co. Ltd.)  
China  
2007  
CNY 10,804,229  
100  
NNIT Switzerland AG  
Switzerland  
2010  
CHF 100,000  
100  
NNIT Germany GmbH  
Germany  
2011  
EUR 25,000  
100  
NNIT Inc.  
USA  
2011  
USD 3,250,000  
100  
NNIT UK Ltd.1  
UK  
2015  
GBP 50,000  
100  
SCALES A/S  
Denmark  
2017  
DKK 600,000  
100  
NNIT Ireland Ltd  
Ireland  
2018  
EUR 100  
100  
NNIT Poland Sp. Z o.o.  
Poland  
2019  
PLN 5,000  
100  
NNIT Singapore Holdings Pte. Ltd.  
Singapore  
2019  
SGD 546,278  
100  
NNIT Singapore Pte. Ltd.  
Singapore  
2019  
SGD 66,700  
100  
Excellis Health Solutions LLC  
USA  
2020  
USD 250,000  
100  
Excellis Europe Ltd.2  
UK  
2020  
GBP 100  
100  
SL Controls Ltd.  
Ireland  
2021  
EUR 100  
100  
SL Controls USA Inc.  
USA  
2021  
USD 60,000  
100  
NNIT Italy S.r.l  
Italy  
2022  
EUR 40,000  
100  
NNIT España Consultoria Tecnologica  
y de la informaction siciedad limitada  
Spain  
2022  
EUR 50,000  
100  
NNIT Czech Republic 2022 s.r.o.  
Czech Republic  
2023  
EUR 20,000  
100  
NNIT Digital & Life Sciences  
Philippines Inc.  
Philippines  
2023  
PHP 11,200,000  
100  
1ꢀꢁNNITꢁUKꢁLimited,ꢁregistrationꢁnumberꢁ09399926,ꢁisꢁexemptꢁfromꢁtheꢁUKꢁrequirementsꢁrelatingꢁtoꢁtheꢁauditꢁofꢁfinancialꢁstatementsꢁunderꢁ  
section 479A of the Companies Act 2006.  
2ꢀꢁExcellisꢁEuropeꢁLtd.,ꢁregistrationꢁnumberꢁ09184253,ꢁisꢁexemptꢁfromꢁtheꢁUKꢁrequirementsꢁrelatingꢁtoꢁtheꢁauditꢁofꢁfinancialꢁstatementsꢁ  
under section 479A of the Companies Act 2006.  
5.8 Events after the balance sheet date  
There have been no events after the balance sheet date which would have a significant impact on an assess-  
ment of NNIT's financial position as of December 31, 2023.  
 
Parent Company  
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Income Statement  
Balance Sheet  
Statement of Changes in Equity  
Notes  
 
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Income Statement  
for the year ended December 31  
DKK million  
Note  
2.1  
2023  
690  
2022  
Revenue  
476  
Production cost  
648  
639  
Gross profit  
42  
(163)  
Distribution cost  
2.1  
2.1  
34  
97  
30  
93  
Administration cost  
Operating profit before special items  
(89)  
(286)  
Special items, income  
2.2  
3
(185)  
Operating profit  
(86)  
(471)  
Financial income  
4.1  
4.1  
140  
55  
171  
25  
Financial expenses  
Profit before income taxes  
(1)  
(325)  
Income taxes  
(27)  
(88)  
Profit/(loss) from continuing operations  
26  
(237)  
Profit/(loss) from discontinued operations  
3.7  
4.2  
18  
44  
Net profit for the year  
44  
(193)  
 
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Balance Sheet  
as of December 31  
EQUITY AND LIABILITIES  
ASSETS  
DKK million  
Note  
4.3  
2023  
2022  
DKK million  
Note  
2023  
2022  
Share capital  
250  
437  
9
250  
326  
75  
Intangible assets  
Tangible assets  
Lease assets  
Transition cost  
Financial assets  
Financial assets – related parties  
Total non-current assets  
3.1  
3.2  
4.3  
12  
5
31  
10  
11  
64  
Retained earnings  
Reserve IT-development projects  
Total equity  
696  
651  
14  
7
3.3  
3.3  
921  
351  
1,334  
687  
342  
1,121  
Lease liabilities  
Employee benefit obligations  
Provisions  
Deferred tax  
Trade payable  
Loan - related parties  
Credit facilities  
Other non-current liabilities  
Total non-current liabilities  
3
2
26  
-
12  
97  
267  
10  
417  
55  
1
26  
5
31  
62  
0
3.6  
3.5  
Inventories  
Trade receivables  
Trade receivables – related parties  
Work in progress  
Work in progress – related parties  
Contract assets  
Other receivables  
Prepayments  
Deferred taxes  
Tax receivables  
2
245  
54  
2
1
3
24  
13  
69  
1
28  
29  
471  
4
188  
5
5
1
3.4  
3
183  
2
Prepayments received  
Prepayments received – related parties  
Deferred income  
Lease liabilities  
Employee benefit obligations  
Provisions  
29  
6
7
11  
-
54  
19  
25  
15  
-
100  
20  
-
67  
45  
13  
15  
77  
138  
13  
63  
29  
-
4.3  
3.5  
3.7  
-
Financial assets – related parties  
Cash and cash equivalents  
Total current assets  
Trade payables  
105  
158  
40  
69  
-
856  
200  
1,519  
Trade payables – related parties  
Loan - related parties  
Employee costs payable  
Tax payables  
Credit facilities  
Other current liabilities  
Total current liabilities  
365  
Assets related to discontinued operations  
Total assets  
-
1,038  
2,524  
1,805  
197  
692  
Liabilities related to discontinued operations  
Total equity and liabilities  
3.7  
-
171  
1,805  
2,524  
 
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Statement of Changes in Equity  
as of December 31  
Reserve IT  
development  
projects  
Share  
capital  
Treasury  
share  
Retained  
earnings  
Proposed  
dividends  
DKK million  
Total  
2023  
Balance at the beginning of the year  
250  
(1)  
327  
75  
-
651  
Net profit for the year  
-
-
-
44  
66  
-
(66)  
-
-
-
-
-
44  
-
Capitalized IT development projects  
Share-based payments  
-
-
-
1
1
Balance at the end of the year  
250  
(1)  
438  
9
696  
 
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Statement of Changes in Equity  
as of December 31  
Reserve IT  
development  
projects  
Share  
capital  
Treasury  
share  
Retained  
earnings  
Reserve cash  
flow hedges  
Proposed  
dividends  
DKK million  
Total  
2022  
Balance at the beginning of the year  
250  
(2)  
516  
79  
8
-
851  
Net profit for the year  
-
-
-
(193)  
-
-
-
-
-
-
-
-
-
(193)  
Capitalized IT development projects  
Transfer of treasury shares  
Share-based payments  
-
4
(1)  
1
(4)  
-
-
-
-
1
-
-
-
-
-
-
1
Cash flow hedges  
-
-
-
-
-
(11)  
3
(11)  
3
Tax on cash flow hedges  
Balance at the end of the year  
-
-
-
250  
(1)  
327  
75  
-
651  
 
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Notes to the Parent Company  
Financial Statements  
1.  
Basis of preparation  
4.  
4.1 Financial income and expenses  
4.2 Proposed allocation of Net profit for the year 99  
Capital structure and financing items  
1.1 Accounting policies  
92  
99  
2.  
Results for the year  
4.3 Leases  
100  
2.1 Employee costs  
2.2 Special items  
93  
93  
5.  
Other disclosures  
5.1 Fee to statutory auditors  
101  
3.  
Operating assets and liabilities  
5.2 Contingent liabilities, other contractual  
obligations and legal proceeding  
3.1 Intangible assets  
3.2 Tangible assets  
3.3 Financial assets  
94  
95  
96  
101  
101  
5.3 Related party transactions and ownership  
3.3 Financial assets  
(Financial assets - related parties)  
96  
96  
96  
97  
97  
3.4 Trade receivables  
3.5 Deferred taxes  
3.6 Provisions  
3.7 Discontinued operations  
 
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1. Basis of preparation  
1.1 Accounting policies  
The parent company financial statements are  
presented in accordance with the Danish Financial  
Statements Act. (class D) and other accounting  
regulations for companies listed on NASDAQ Copen-  
hagen.  
figures for 2022 have been adjusted using the same  
principles. The effect is illustrated below:  
Investments in subsidaries  
Investments in subsidiaries are measured at cost. If  
there is any indication of impairment, investments  
are tested for impairment as described in the  
accounting policies applied by the Group. If the cost  
exceeds the recoverable amount, the investment is  
written down to this lower value.  
2022  
2022  
After  
adjust-  
ment  
Before  
adjust-  
ment  
Adjust-  
ment  
DKK million  
The parent company also applies IFRS 16, IFRS 15,  
IFRS 2 and IFRS 9 in accordance with IFRS Accounting  
Standards as adopted by the EU.  
Production  
cost  
The contingent consideration for Excellis Health  
Solutions, SCALES, Valiance Partner, HGP Group and  
SL Controls is recognized as an employee benefit  
obligation and is accrued over the period from the  
acquisition date until the payment is unconditional  
based on expected achieved performance. The  
cost is recognized as an addition in investment in  
subsidiaries.  
683  
47  
(44)  
(17)  
639  
30  
Distribution  
cost  
Special items are shown separately in the parent  
company to give a true and fair presentation of the  
company's ordinary operations.  
Administra-  
tion cost  
32  
61  
93  
The parent company financial statements are contin-  
uously presented according to the same practice as  
the consolidated financial statements, except for the  
following deviations.  
Total  
762  
-
762  
The above illustration shows 2022 original figures,  
adjustment and 2022 adjusted figures, which is  
presented in the financial statement for 2023.  
Cash flow statement  
A separate cash flow statement regarding the  
parent company is not prepared.  
Changes to comparative figures  
In connection with the preparation of the Financial  
Statements for 2023, corrections to the comparative  
figures have been made. The corrections are not  
considered having any material impact on NNIT's  
financial position nor in relation to either income  
statement or equity.  
Supplementary accounting policies for  
the parent company  
For the group cash flow statement, please refer to  
page 42.  
Financial assets  
Dividends from investments in subsidiaries.  
Dividends from investments in subsidiaries are  
recognized as income in the Parent's income state-  
ment under financial income in the financial year in  
which the dividends are declared.  
Change in allocation of cost by function  
In 2023, NNIT changed the principles behind the allo-  
cation of cost by function. Therefore the comparative  
 
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2. Results for the year  
2.1 Employee costs  
2.2 Special items  
DKK million  
2023  
2022  
DKK million  
2023  
2022  
Wages and salaries  
Pensions  
582  
55  
917  
88  
Special items relates to:  
Impairment of assets  
-
12  
13  
89  
-
Other employee costs  
Total employee costs  
21  
26  
Restructuring cost  
658  
1,031  
Gain from subleases  
(15)  
99  
Cost regarding acquisition and disposal of operations  
Total special items  
83  
185  
Employee costs, discontinued operations  
287  
589  
96  
Total employee costs, continuing operations  
371  
442  
Total special items, discontinued operations  
99  
-
Included in the income statement:  
Production cost  
Total special items, continuing operations  
(3)  
185  
299  
3
299  
9
Capitalized under IT development projects  
Distribution cost  
If special items had been recognized in operating profit before special  
items, they would have been included in the following line items:  
27  
37  
5
30  
46  
58  
442  
Production cost  
-
-
115  
-
Administration cost  
Distribution cost  
Administration cost  
Total special items  
Special items  
(3)  
(3)  
70  
185  
Total employee costs  
371  
Average number of full-time employees, total  
745  
544  
1,225  
688  
Average number of full-time employees, continuing operations  
For further information about fees to Board of Directors and salary to Group Management, please refer to note  
2.2 'Employee costs', in the consolidated financial statements.  
 
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3. Operating assets and liabilities  
3.1 Intangible assets  
IT development  
projects under  
construction  
IT development  
DKK million  
projects  
2023  
2022  
Costs at the beginning of the year  
Additions  
Disposals1  
67  
9
2
9
69  
18  
(72)  
-
191  
23  
-
(72)  
2
-
Transfer  
(2)  
-
Transferred to assets classified as held for sale  
Cost at the end of the year  
-
(145)  
69  
6
9
15  
Amortization and impairment loss at the beginning of the year  
Amortization  
Amortizations reversed on disposals2  
59  
-
-
-
-
-
59  
90  
28  
-
-
(56)  
-
-
(56)  
-
Transferred to assets classified as held for sale  
Amortization and impairment loses at the end of the year  
(59)  
59  
3
3
Carrying amount at the end of the year  
3
9
12  
10  
Amorization period  
3-5 years  
1 Whereof DKK 26 Million relates to discontinued operations.  
2 Whereof DKK 10 Million relates to discontinued operations.  
IT development projects mainly include NNIT's ERP system which is used as basis for the Group's day-to-day operations.  
IT development projects under construction consist of both internal IT-systems and developed applications for customer services.  
 
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3.2 Tangible assets  
Payments on  
account and  
assets under  
construction  
Land  
and buildings  
Other  
equipment  
Leasehold  
improvements  
DKK million  
2023  
2022  
Costs at the beginning of the year  
1
-
2
11  
(12)  
-
46  
-
-
49  
23  
(25)  
-
1,124  
118  
(83)  
-
Additions  
Disposals1  
Transfer  
12  
-
(1)  
(12)  
(1)  
1
-
-
-
-
Transferred to assets classified as held for sale  
-
-
-
(1,110)  
49  
Cost at the end of the year  
-
1
46  
47  
Depreciation and impairment losses at the beginning of the year  
Depriciation  
-
-
-
-
-
1
-
37  
4
-
-
-
-
-
38  
4
647  
109  
(83)  
(635)  
38  
Depriciation reversed on disposals during the year  
Transferred to assets classified as held for sale  
Depreciation and impairment losses at the end of the year  
-
-
-
-
-
-
1
41  
42  
Carrying amount at the end of the year  
-
-
5
-
5
11  
Depriciation period  
10-50 years2  
3-10 years  
5-10 years  
1ꢀWhereꢁofꢁDKKꢁ25ꢁMillionꢁrelatesꢁtoꢁdiscontinuedꢁoperations.  
*ꢀLandꢁisꢁnotꢁdepreciated  
 
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3.3 Financial assets  
3.4 Trade receivables  
Investments  
Other  
receivables  
in  
DKK million  
2023  
2022  
DKK million  
Deposits  
subsidiaries  
2023  
2022  
Total trade receivables (gross)  
Allowances for bad debt in the year  
Total trade receivables  
251  
6
296  
-
Cost  
Cost at the beginning of  
the year  
245  
296  
-
23  
2
-
664  
687  
536  
160  
Additions  
Disposals  
Adjustment  
212  
20  
234  
Total trade receivables (net), discontinued operations  
-
108  
-
-
-
-
-
-
(1)  
Total trade receivables (net), continuing operations  
245  
188  
-
(1)  
Transferred to assets  
classified as held for sale  
-
-
-
-
(7)  
Carrying amount at the  
end of the year  
3.5 Deferred taxes  
212  
25  
684  
921  
687  
DKK million  
2023  
2022  
Please refer to note 5.7 in the consolidated financial statements for a listing of subsidiaries in the NNIT Group.  
Intangible assets  
(1)  
21  
1
(1)  
3.3 Financial assets (Financial assets - related parties)  
DKK million  
Tangible assets  
-
(23)  
12  
2023  
2022  
Current assets  
Lease receivable and liabilities  
Provisions  
4
Long term loan beginning of the year  
Additions  
342  
20  
304  
20  
44  
-
8
Share based programs  
At the end of the year  
(1)  
Installment  
-
(2)  
69  
(5)  
Exchange rate adjutstment  
Cost at the end of the year  
(11)  
351  
20  
342  
Deferred tax has been calculated based on current tax rate of 22%.  
Carrying amount at the end of the year  
351  
342  
At the beginning of the year  
Taxes related to discontinued operations  
Adjustments related to previous years  
Movements within the year  
Movement in equity  
(5)  
12  
30  
32  
-
10  
(12)  
3
(9)  
3
At the end of the year  
69  
(5)  
 
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3.6 Provisions  
3.7 Discontinued operations  
DKK million  
2023  
2022  
June 22, 2022 it was announced that NNIT was divesting the infrastructure operations (Hybrid Cloud Solutions  
and selected parts of Cloud & Digital Solutions) and in December 2022 it qualified for recognition as Discontin-  
uing operations according to IFRS 5 which also has retrospective impact.  
Provision for refurbishment obligation*  
At the beginning of the year  
Additions  
26  
3
23  
3
DKK million  
2023  
2022  
Disposals  
(3)  
26  
Revenue  
504  
439  
65  
1,451  
1,270  
181  
At the end of the year  
26  
Production cost  
Gross profit  
*ꢀꢁProvisionꢁforꢁrefurbishmentꢁobligation,ꢁincludedꢁunderꢁnon-currentꢁliabilities,ꢁrelatesꢁtoꢁ  
theꢁleaseholdꢁagreementsꢁinꢁtheꢁGroupꢁwithꢁa refurbishmentꢁobligation.ꢁ  
Distribution cost  
16  
56  
77  
54  
50  
Administration cost  
Other provisions  
Operating profit before special items  
(7)  
At the beginning of the year  
Additions for the year  
At the end of the year  
-
15  
15  
-
-
Gain from discontinuing operations  
Special items  
101  
99  
-
-
0
Operating profit  
(5)  
50  
Provision are recognized in the balance sheet as follows:  
Financial income  
-
-
4
-
Non-current liabilities  
Current liabilities  
Total liability  
26  
15  
41  
26  
0
Financial expenses  
Profit before income taxes  
(5)  
54  
26  
Income taxes  
(23)  
10  
Profit/(loss) for the year of discontinued operations  
18  
44  
 
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3.7 Discontinued operations – continued  
Assets and liabilities related to discontinued operations  
Divestment of infrastructure business  
DKK million  
DKK million  
2023  
2022  
2023  
Consideration received/receivable:  
Cash  
Fair value of contingent consideration  
Net working capital/Net interest bearing debt adj. and other adjustments  
Sales price for discontinued operations incl. adjustments  
Intangible assets  
-
-
-
-
-
-
-
-
-
-
-
-
86  
475  
7
1,001  
200  
(209)  
992  
Tangible assets  
Financial assets  
Deferred taxes  
12  
Transition cost  
57  
Transaction costs  
Sales price for discontinued operations, after transaction costs  
51  
941  
Trade receivables  
108  
127  
65  
Trade receivables - related parties  
Work in progress  
Carrying amount of net assets sold  
Gain on sale of discontinued operations before tax  
796  
145  
Work in progress - related parties  
Contracts assets  
16  
23  
Tax on divestment  
Gain on sale of discontinued operations after tax  
44  
101  
Prepayments  
62  
Assets related to discontinued operations  
1,038  
Assets and liabilities in the business sold comprise of:  
Intangible assets  
Tangible assets  
Lease assets  
Financial assets  
Deposits  
Transition cost  
Trade receivables  
Work in progress  
Prepayments  
102  
501  
16  
5
3
Prepayments received, transition cost  
Prepayments received, work in progress  
Employee costs payables  
-
-
-
-
-
-
46  
30  
69  
Tax payables  
11  
Other current liabilities  
15  
80  
96  
28  
107  
938  
Liabilities related to discontinued operations  
171  
Net assets related to discontinued operations  
-
867  
Total assets  
Lease liabilities  
Provisions  
12  
3
Prepayments received, transition cost  
Prepayments received, work in progress  
Trade payables related parties  
Employee costs payables  
40  
16  
27  
43  
1
Other current liabilities  
Total liabilities  
142  
Net assets  
796  
 
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4. Capital structure and financing items  
4.1 Financial income and expenses  
4.2 Proposed allocation of Net profit for the year  
DKK million  
2023  
2022  
DKK million  
2023  
2022  
(4)  
Financial income  
Reserve IT-development projects  
Retained earnings  
(66)  
110  
44  
Dividends from subsidaries  
108  
-
128  
21  
21  
5
(189)  
Realized/Unrealized loss on currency  
Fair value adjustments of financial instruments (net)  
Interest income from related parties  
Interest income - other external  
Interest related to tax  
Total allocated Net profit  
(193)  
-
17  
14  
1
-
-
Total financial income  
140  
175  
Total financial income, discontinued operations  
-
4
Total financial income, continuing operations  
140  
171  
Financial expenses  
Interest expense – other related parties  
Interest expenses lease liability  
Bank charges and other fees  
Realized /Unrealized gain on currency  
Guarantee commission  
34  
2
12  
3
9
8
10  
-
-
1
Other financial expenses  
-
1
Total financial expenses  
55  
25  
Total financial expenses, discontinued operations  
-
-
Total financial expenses, continuing operations  
55  
25  
 
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4.3 Leases  
Lease assets  
Lease liabilities  
Lease liabilities expiring within the following periods from the balance sheet date:  
Rental of  
premises  
IT-  
Company  
cars  
DKK million  
equipment  
2023  
DKK million  
2023  
2022  
2023  
Within 1 year  
47  
10  
-
64  
52  
-
Costs at the beginning of the year  
Additions  
Disposals  
471  
21  
(318)  
174  
17  
0
(17)  
0
13  
3
(2)  
14  
501  
24  
(337)  
188  
Between 1 and 5 years  
After 5 years  
Costs at the end of the year  
Total lease liability, non-discounted  
57  
116  
Depreciation and impairment loss at  
the beginningꢁofꢁtheꢁyear  
Depreciation  
Lease liabilities are recognized in the balance sheet as follows:  
Non-current liabilities  
416  
10  
17  
-
-
4
5
-
437  
15  
3
45  
48  
55  
54  
Current liabilities  
Impairment loss1  
-
-
Total lease liabilities  
109  
Depreciation reversed on disposals  
(276)  
(17)  
(2)  
(295)  
Depreciation and impairment loss at  
the end of the year  
Recognized in the profit and loss statement  
Interest expenses related to lease liabilities  
150  
24  
-
-
7
7
157  
31  
2
-
3
-
Carrying amount at the end of the year  
Expense relating to leases of low-value assets, not capitalized  
2
3
Rental of  
premises  
IT-  
Company  
cars  
In 2023, NNIT has paid DKK 47 million (2022: DKK 66 million) regarding lease agreements where of interest  
expenses related to lease liabilities amount to DKK 2 million (2022: 3 million) and repayment of lease liability  
amount to 45 million (2022: 63 million).  
DKK million  
equipment  
2022  
2022  
Costs at the beginning of the year  
Additions  
549  
4
17  
-
15  
4
581  
8
The lease obligation does not include an extension option. The extending option amounts to DKK 193 million  
regarding rental of premises.  
Disposals  
Costs at the end of the year  
(82)  
471  
-
17  
(6)  
13  
(88)  
501  
Subleases  
For information regarding subleases, please refer to note 4.3 in the consolidated financial statements.  
Subleases relates only to the Parent Company.  
Depreciation and impairment loss at  
the beginningꢁofꢁtheꢁyear  
Depreciation  
435  
41  
13  
17  
5
5
-
457  
46  
13  
-
-
-
Impairment loss1  
Depreciation reversed on disposals  
Depreciation and impairment loss at  
the end of the year  
(73)  
(6)  
(79)  
416  
55  
17  
-
4
9
437  
64  
Carrying amount at the end of the year  
1ꢀPleaseꢁreferꢁtoꢁnoteꢁ3.2ꢁ'Impairmentꢁtest'ꢁinꢁtheꢁConsolidatedꢁFinancialꢁStatementsꢁforꢁfurtherꢁdetails.  
 
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Financial Statements – Parent Company Financial Statements  
NNITꢀꢁAnnual Report 2023  
101  
5. Other disclosures  
5.1 Fee to statutory auditors  
DKK million  
5.2 Contingent liabilities, other contractual obligations and legal proceeding  
– continued  
2023  
2022  
DKK million  
2023  
2022  
Statutory audit  
1.9  
0.1  
1.0  
1.1  
4.1  
6.6  
0.1  
0.2  
0.9  
7.8  
Other assurance engagements  
Tax advisory services  
Other services  
Other contractual obligations expiring within the following periods  
from balance sheet date  
Within 1 year  
Between 1 and 5 years  
Total  
18  
5
30  
28  
58  
Total fee to statutory auditors  
23  
Fees for services other than statutory audit of the financial statements provided by PricewaterhouseCoopers  
Statsautoriseret Revisionspartnerselskab to the Company consists of carve-out services and tax services.  
Other contractual obligations in the income statement for the year  
28  
30  
Other contractual obligations include services and construction agreements.  
5.2 Contingent liabilities, other contractual obligations and legal proceeding  
NNIT and its Danish subsidiary SCALES A/S are jointly taxed with the Danish companies in the Novo Group.  
NNIT has entered into short-term and low-value lease agreement for printers, coffee makers, watercoolers and  
storage. The total value of these agreements are immaterial.  
The Danish companies are jointly and individually liable for the joint taxation. Any subsequent adjustments to  
income taxes and withholding taxes may lead to a larger liability. The tax for the individual companies is allo-  
cated in full on the basis of the expected taxable income.  
For information regarding contingent liabilities and legal proceedings, please refer to note 5.6 'Contingent liabil-  
ities, other contractual obligations and legal proceedings', in the consolidated financial statements.  
5.3 Related party transactions and ownership  
In accordance with the Danish Financial Statement act section 98c (7) related party transactions are not  
disclosed as they are carried out at an arm's length basis.  
For information on remuneration to Group Management of NNIT, please refer to note 2.2 'Employee costs', in  
the consolidated financial statement  
 
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Statements  
Management's Statement  
Independent Auditor's Reports  
 
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Financial Statements – Consolidated Financial Statements  
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Management's Statement
Soeborg, February 19, 2024  
The Board of Directors and the Executive
Management (the “Management”) have
today considered and adopted the Annual
Report of NNIT A/S (NNIT A/S together with
its subsidiaries the “Group”) for the financial
year 1 January - 31 December 2023.
and of the results of the Group and Parent
Company operations and consolidated cash
flows for the financial year 1 January - 31
December 2023.
NNIT A/S  
EXECUTIVE MANAGEMENT  
Furthermore, in our opinion, Management’s
Review includes a true and fair account of
the development in the operations and
financial circumstances, of the results for
the year, and of the financial position of the
Group and the Parent Company as well as a
description of the most significant risks and
elements of uncertainty facing the Group
and the Parent Company.
The Consolidated Financial Statements have
been prepared in accordance with IFRS
Accounting Standards as adopted by the
EU and further requirements in the Danish
Financial Statements Act, and the Parent
Company Financial Statements have been
prepared in accordance with the Danish
Financial Statements Act. Management’s
Review has been prepared in accordance
with the Danish Financial Statements Act
and Article 8 of Regulation (EU) 2020/852
(EU Taxonomy Regulation).
Pär Fors
President and CEO
Carsten Ringius
Executive Vice President and CFO
BOARD OF DIRECTORS  
Carsten Dilling
Chairman
Eivind Kolding
Deputy Chairman
Anne Broeng
In our opinion, the annual report of NNIT
A/S for the financial year 1 January to 31
December 2023 with the file name nnit-
2023-12-31-en.zip is prepared, in all mate-
rial respects, in compliance with the ESEF
regulation.
Nigel Govett
Christian Kanstrup
Caroline Serfass
In our opinion, the Consolidated Financial
Statements and the Parent Company Finan-
cial Statements give a true and fair view
of the financial position at 31 December
2023 of the Group and the Parent Company
We recommend that the Annual Report be
adopted at the Annual General Meeting.
Frederik Sparre Willumsen
Employee-elected
representative
Kim Høyer
Employee-elected
representative
Dorte Broch Pedersen
Employee-elected
representative
 
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Financial Statements – Consolidated Financial Statements  
NNITꢀꢁAnnual Report 2023  
104  
Independent Auditor's Reports
To the Shareholders of NNIT A/S
Report on the audit of the Financial Statements
What we have audited
those standards and requirements are
further described in the Auditor’s respon-
sibilities for the audit of the Financial State-
ments section of our report.
Appointment
Following the admission of shares of NNIT
Our opinion
In our opinion, the Consolidated Financial
Statements give a true and fair view of the
Group’s financial position at 31 December
2023 and of the results of the Group’s
operations and cash flows for the financial
year 1 January to 31 December 2023 in
accordance with IFRS Accounting Standards
as adopted by the EU and further require-
ments in the Danish Financial Statements
Act.
The Consolidated Financial Statements of
NNIT A/S for the financial year 1 January
to 31 December 2023 comprise income
statement and statement of comprehen-
sive income, balance sheet, statement of
changes in equity, the statement cash flows
and the notes,including material accounting
policy information. The Parent Company
Financial Statements of NNIT A/S for the
financial year 1 January to 31 December
2023 comprise the income statement, the
balance sheet, the statement of changes
in equity and the notes,including material
accounting policy information.
A/S for listing on Nasdaq OMX Copenhagen,
we were first appointed auditors of NNIT
A/S on 11 March 2016 for the financial year
2016. We have been reappointed annually
by shareholder resolution for a total period
of uninterrupted engagement of 8 years
including the financial year 2023.
We believe that the audit evidence we have
obtained is sufficient and appropriate to
provide a basis for our opinion.
Independence
We are independent of the Group in accord-
ance with the International Ethics Stand-
ards Board for Accountants’ International
Code of Ethics for Professional Accountants
(IESBA Code) and the additional ethical
requirements applicable in Denmark. We
have also fulfilled our other ethical respon-
sibilities in accordance with these require-
ments and the IESBA Code.
Key audit matters
Key audit matters are those matters that, in
our professional judgement, were of most
significance in our audit of the Financial
Statements for 2023.These matters were
addressed in the context of our audit of
the Financial Statements as a whole, and
in forming our opinion thereon, and we do
not provide a separate opinion on these
matters.
Moreover, in our opinion, the Parent
Company Financial Statements give a true
and fair view of the Parent Company’s
financial position at 31 December 2023
and of the results of the Parent Company’s
operations for the financial year 1 January
to 31 December 2023 in accordance with
the Danish Financial Statements Act.
Collectively referred to as the “Financial
Statements”.
Basis for opinion
We conducted our audit in accordance with
International Standards on Auditing (ISAs)
and the additional requirements applicable
in Denmark. Our responsibilities under
To the best of our knowledge and belief,
prohibited non-audit services referred to in
Article 5(1) of Regulation (EU) No 537/2014
were not provided.
Our opinion is consistent with our Auditor’s
Long-form Report to the Audit Committee
and the Board of Directors.
 
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NNITꢀꢁAnnual Report 2023  
105  
Key audit matter
Revenue recognition
How our audit addressed the key audit matter
Revenue is recognised when control is passed to the customer and if the revenue criteria for
recognised revenue at a point of time or at a point of time have been met
We performed risk assessment procedures with the purpose of achieving an understanding
of it-systems, business procedures and relevant controls regarding the revenue recognition.
In respect of controls, we assessed whether they were designed and implemented effectively
to address the risk of material misstatement.
Recognition of revenue is significant due to the volume of transactions and the significance of
amounts involved.
We assessed the appropriateness of revenue recognition policies and assessed compliance
with applicable accounting standards.
We focused on the revenue because recognition of revenue involves estimates and judge-
ments made by Management. Estimates mainly relate to valuation of fixed price projects and
judgements relate to recognition as principal or agent for contracts involving sub-suppliers.
Further, we considered whether revenue from the contracts selected, including amendments,
change orders and classification was recognized and presented in accordance with these
policies.
Refer to Note 1.1, 1.2, 2.1, and 3.4.
We assessed the sales prices assigned to each deliverable by assessing delivery of perfor-
mance obligations with respect to contractual terms, particularly where estimates or applied
judgement relating to the timing and value of revenue recognized has been made.
We assessed the presentation of revenue for contracts involving significant use of subcon-
tractors.
 
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Financial Statements – Consolidated Financial Statements  
NNITꢀꢁAnnual Report 2023  
106  
accordance with the Consolidated Financial
Statements and the Parent Company Finan-
cial Statements and has been prepared
in accordance with the requirements of
the Danish Financial Statements Act and
the disclosure requirements of Article 8 of
Regulation (EU) 2020/852 (EU Taxonomy
Regulation). We did not identify any material
misstatement in Management’s Review.
In preparing the Financial Statements,
Management is responsible for assessing
the Group’s and the Parent Company’s
ability to continue as a going concern,
disclosing, as applicable, matters related to
going concern and using the going concern
basis of accounting unless Management
either intends to liquidate the Group or the
Parent Company or to cease operations, or
has no realistic alternative but to do so.
material if, individually or in the aggregate,
they could reasonably be expected to influ-
ence the economic decisions of users taken
on the basis of these Financial Statements.
Statement on Management’s Review
Management is responsible for Manage-
ment’s Review.
Our opinion on the Financial Statements
does not cover Management’s Review, and
we do not express any form of assurance
conclusion thereon.
As part of an audit in accordance with ISAs
and the additional requirements applicable
in Denmark, we exercise professional judge-
ment and maintain professional scepticism
throughout the audit. We also:
In connection with our audit of the Financial
Statements, our responsibility is to read
Management’s Review and, in doing so,
consider whether Management’s Review is
materially inconsistent with the Financial
Statements or our knowledge obtained in
the audit, or otherwise appears to be mate-
rially misstated.
Management’s responsibilities
for the Financial Statements
Auditor’s responsibilities for the
audit of the Financial Statements
• Identify and assess the risks of material
misstatement of the Financial Statements,
whether due to fraud or error, design and
perform audit procedures responsive to
those risks, and obtain audit evidence
that is sufficient and appropriate to
provide a basis for our opinion. The risk
of not detecting a material misstatement
resulting from fraud is higher than for one
resulting from error, as fraud may involve
collusion, forgery, intentional omissions,
misrepresentations, or the override of
internal control.
Management is responsible for the prepa-
ration of consolidated financial statements
that give a true and fair view in accordance
with IFRS Accounting Standards as adopted
by the EU and further requirements in the
Danish Financial Statements Act and for the
preparation of parent company financial
statements that give a true and fair view in
accordance with the Danish Financial State-
ments Act, and for such internal control as
Management determines is necessary to
enable the preparation of financial state-
ments that are free from material misstate-
ment, whether due to fraud or error.
Our objectives are to obtain reasonable
assurance about whether the Financial
Statements as a whole are free from mate-
rial misstatement, whether due to fraud
or error, and to issue an auditor’s report
that includes our opinion. Reasonable
assurance is a high level of assurance, but
is not a guarantee that an audit conducted
in accordance with ISAs and the additional
requirements applicable in Denmark will
always detect a material misstatement
when it exists. Misstatements can arise
from fraud or error and are considered
Moreover, we considered whether Manage-
ment’s Review includes the disclosures
required by the Danish Financial State-
ments Act and Article 8 of Regulation (EU)
2020/852 (EU Taxonomy Regulation).
Based on the work we have performed,
in our view, Management’s Review is in
 
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NNITꢀꢁAnnual Report 2023  
107  
We communicate with those charged
law or regulation precludes public disclo-
sure about the matter.
• Obtain an understanding of internal
control relevant to the audit in order to
design audit procedures that are appro-
priate in the circumstances, but not for
the purpose of expressing an opinion on
the effectiveness of the Group’s and the
Parent Company’s internal control.
or, if such disclosures are inadequate, to
modify our opinion. Our conclusions are
based on the audit evidence obtained
up to the date of our auditor’s report.
However, future events or conditions may
cause the Group or the Parent Company
to cease to continue as a going concern.
with governance regarding, among other
matters, the planned scope and timing of
the audit and significant audit findings,
including any significant deficiencies in
internal control that we identify during our
audit.
Report on compliance with
the ESEF Regulation
As part of our audit of the Financial State-
ments we performed procedures to
express an opinion on whether the annual
report of NNIT A/S for the financial year
1 January to 31 December 2023 with the
filename nnit-2023-12-31-en.zip is prepared,
in all material respects, in compliance with
the Commission Delegated Regulation (EU)
2019/815 on the European Single Electronic
Format (ESEF Regulation) which includes
requirements related to the preparation
of the annual report in XHTML format and
iXBRL tagging of the Consolidated Financial
Statements including notes.
• Evaluate the overall presentation, struc-
ture and content of the Financial State-
ments, including the disclosures, and
whether the Financial Statements repre-
sent the underlying transactions and
events in a manner that gives a true and
fair view.
We also provide those charged with
• Evaluate the appropriateness of
accounting policies used and the reason-
ableness of accounting estimates and
related disclosures made by Manage-
ment.
governance with a statement that we have
complied with relevant ethical require-
ments regarding independence, and to
communicate with them all relationships
and other matters that may reasonably be
thought to bear on our independence and,
where applicable, actions taken to eliminate
threats or safeguards applied.
• Conclude on the appropriateness of
Management’s use of the going concern
basis of accounting and based on the
audit evidence obtained, whether a mate-
rial uncertainty exists related to events or
conditions that may cast significant doubt
on the Group’s and the Parent Company’s
ability to continue as a going concern. If
we conclude that a material uncertainty
exists, we are required to draw attention
in our auditor’s report to the related
disclosures in the Financial Statements
• Obtain sufficient appropriate audit
evidence regarding the financial informa-
tion of the entities or business activities
within the Group to express an opinion
on the Consolidated Financial Statements.
We are responsible for the direction,
supervision and performance of the
group audit. We remain solely responsible
for our audit opinion.
From the matters communicated with those
charged with governance, we determine
those matters that were of most signifi-
cance in the audit of the Financial State-
ments of the current period and are there-
fore the key audit matters. We describe
these matters in our auditor’s report unless
Management is responsible for preparing
an annual report that complies with
the ESEF Regulation. This responsibility
includes:
 
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108  
• The preparing of the annual report in
XHTML format;
issue a report that includes our opinion.
The nature, timing and extent of proce-
dures selected depend on the auditor’s
judgement, including the assessment of
the risks of material departures from the
requirements set out in the ESEF Regula-
tion, whether due to fraud or error. The
procedures include:
suitable element in the ESEF taxonomy
has been identified;
In our opinion, the annual report of NNIT
A/S for the financial year 1 January to 31
December 2023 with the file name nnit-
2023-12-31-en.zip is prepared, in all mate-
rial respects, in compliance with the ESEF
Regulation.
• The selection and application of appro-
priate iXBRL tags, including extensions
to the ESEF taxonomy and the anchoring
thereof to elements in the taxonomy, for
all financial information required to be
tagged using judgement where necessary;
• Evaluating the use of anchoring of exten-
sion elements to elements in the ESEF
taxonomy; and
• Reconciling the iXBRL tagged data with
the audited Consolidated Financial State-
ments.
• Testing whether the annual report is
prepared in XHTML format;
• Ensuring consistency between iXBRL
tagged data and the Consolidated Finan-
cial Statements presented in human-read-
able format; and
• Obtaining an understanding of the
company’s iXBRL tagging process and of
internal control over the tagging process;
• For such internal control as Management
determines necessary to enable the
preparation of an annual report that is
compliant with the ESEF Regulation.
Hellerup, 19 February 2024
• Evaluating the completeness of the iXBRL
tagging of the Consolidated Financial
Statements including notes;
PricewaterhouseCoopers
Statsautoriseret Revisionspartnerselskab
CVR No. 33 77 12 31
Our responsibility is to obtain reasonable
assurance on whether the annual report
is prepared, in all material respects, in
compliance with the ESEF Regulation based
on the evidence we have obtained, and to
• Evaluating the appropriateness of
the company’s use of iXBRL elements
selected from the ESEF taxonomy and the
creation of extension elements where no
Søren Ørjan Jensen
State Authorised Public Accountant
mne33226
Kim Danstrup
State Authorised Public Accountant
mne32201
 
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NNIT A/S
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DK-2860 Soeborg
Denmark
Tlf.: +45 7024 4242  
www.nnit.com  
NNITcontact@nnit.com  
CVR no. 21 09 31 06