“Linking The Business and The Organisation with HR”

HR in Transformation

By Dennis Schmidt Pedersen, SVP HR

December 2013

Linking The Business and Organization with HR

Current State Future StateBusiness Objectives

Opportunities & Challenges

How do we get from here to there?What do we have to do? Do we have the resources?

What competencies do we require?

Where are we today?

Where do we want/needto be tomorrow?

PwC

IT & HRProces

optimization

LeadershipDevelopment

Human Capital

Int. HR Law& Labour

Market

Company &Employer Branding

OrganizationalDevelopment &

People & Change

WorkforcePlanning

OrganizationalReview

PC3

Who We Are

4

• An international specialty healthcare companydedicated to rare diseases.

• Key therapeutic areas are Inflammation and Geneticdiseases, with a growing focus on Haemophilia andNeonatology.

• A pioneer in biotechnology with world-class capabilities inprotein biochemistry and biologics manufacturing.

Our Mission

Seth was diagnosed with the rare disease NOMID at the age of four.

Our mission is

to develop and deliver

innovative therapies

that improve the

lives of patients.

5

Strategic Priorities

1. Near-term focus on growth in keytherapeutic areas, with sustainablepositive cash flow from operations.

2. Medium-term investments to ensuresuccessful commercialization of ourlate-stage pipeline.

3. Long-term growth will comeorganically and through acquisitionsin key therapeutic areas.

6

Linking The Business and Organization with HR

Current State Future StateBusiness Objectives

Opportunities & Challenges

How do we get from here to there?What do we have to do? Do we have the resources?

What competencies do we require?

Where are we today?

Where do we want/needto be tomorrow?

The Gap

8

TransactionalHR

deliverables

Strategicbusinessimpact

The ideal

9

TransactionalHR

deliverables

Strategicbusinessimpact

Linking strategy, Business, organisation through HR

10

Sobi

Strategy

Market &

products

HRBP

Org.

HR focus 2013-2014

Transforming the HRfunction from being

primarilytransactional,towards being

transactional as wellas a strategic asset

11

The transformation

12

1.

Create and align an HRBusiness plan – close

the gaps – ask thecustomers

2.

Finalize the HRDepartment

organisation – defineand prioritize HR KPI`s

and output

3.

Deliver

Create a solid HRGovernance structure

& HR analytics

4.

Do HR for HR

Create and align an HR Business plan – close the gaps – ask the customers

13

Evaluation and reporting

14

Finalize the HR Department organisation – define and prioritize HR KPI`s

and output

15

16

Comp & Ben,law and

labor market

Company &Employer Branding

OrganizationalDevelopment &People & Change

LeadershipDevelopment

Human Capital

OrganizationalReview

IT & HR ProcessOptimization

Work ForcePlanning

SobiVision

HR Deliverables – HR Operating Model

Our vehicle

18

19

20

End state - What does success look like in 2015?

21

•HR as a strategic asset:• HRBP fully integrated in LT`s

• Used as business ally and strategy architect

• Manages Organizational Review- and Organizational design processes.

• In a position where they proactively can influence the Triangle

•Transactional HR Deliverables:• Outside – in HR

• Cornerstone® implemented and the HR Operating model implemented andintegrated on the platform

• paperless trails

• Dashboard

• HR resources mapped and integrated in the HR community