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"value": "1. Basis of preparation \u00a0
1.1 Summary
of significant accounting policies \u00a0
The consolidated financial statements are prepared \u00a0
\n\t\t\t\t\tin accordance with International Financial Reporting \u00a0
\n\t\t\t\t\tStandards (IFRS) as adopted by the European Union, \u00a0
\n\t\t\t\t\tand further requirements of the Danish financial \u00a0
\n\t\t\t\t\tstatements Act. The Consolidated Financial State- \u00a0
\n\t\t\t\t\tments are prepared in accordance with IFRS stand- \u00a0
\n\t\t\t\t\tards and interpretations applicable to the 2022 \u00a0
\n\t\t\t\t\tfinancial year. \u00a0
Restatement \u00a0
\n\t\t\t\t\tNNIT has issued a restatement of the annual finan- \u00a0
\n\t\t\t\t\tcial statement for 2021, following the Danish Busi- \u00a0
\n\t\t\t\t\tness Authority's final decision on NNIT\u2019s accounting \u00a0
\n\t\t\t\t\ttreatment of earn-out payments related to acqui- \u00a0
\n\t\t\t\t\tsitions. Complete
restated primary statements \u00a0
\n\t\t\t\t\tincluding the balance sheet as of 31 December 2020 \u00a0
\n\t\t\t\t\tare included in company announcement 4/2023 \u00a0
Overview of restatement adjustments: \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\t2020 \u00a0
\n\t\t\t\t\tAs \u00a0
\n\t\t\t\t\tAdjust- \u00a0
\n\t\t\t\t\tAs \u00a0
\n\t\t\t\t\tAdjust- \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\treported \u00a0
\n\t\t\t\t\tments Restated \u00a0
\n\t\t\t\t\treported \u00a0
\n\t\t\t\t\tments Restated \u00a0
\n\t\t\t\t\tIncome statement \u00a0
\n\t\t\t\t\tOperation profit before special items \u00a0
\n\t\t\t\t\t142 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t144 \u00a0
\n\t\t\t\t\t165 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t167 \u00a0
\n\t\t\t\t\tOperation profil \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t(53) \u00a0
\n\t\t\t\t\t(64) \u00a0
\n\t\t\t\t\t122 \u00a0
\n\t\t\t\t\t(45) \u00a0
\n\t\t\t\t\t77 \u00a0
\n\t\t\t\t\tProfit before income taxes \u00a0
\n\t\t\t\t\t(25) \u00a0
\n\t\t\t\t\t(51) \u00a0
\n\t\t\t\t\t(76) \u00a0
\n\t\t\t\t\t102 \u00a0
\n\t\t\t\t\t(32) \u00a0
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\tNet Profit for the year \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t(42) \u00a0
\n\t\t\t\t\t(49) \u00a0
\n\t\t\t\t\t76 \u00a0
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\t47 \u00a0
\n\t\t\t\t\tBalance \u00a0
\n\t\t\t\t\tIntangible assets \u00a0
\n\t\t\t\t\t945 \u00a0
\n\t\t\t\t\t(242) \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\t781 \u00a0
\n\t\t\t\t\t(203) \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tDeferred tax \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t40 \u00a0
\n\t\t\t\t\tTax receivables \u00a0
\n\t\t\t\t\t36 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t42 \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t31 \u00a0
\n\t\t\t\t\tEquity \u00a0
\n\t\t\t\t\t1,142 \u00a0
\n\t\t\t\t\t(149) \u00a0
\n\t\t\t\t\t993 \u00a0
\n\t\t\t\t\t1,134 \u00a0
\n\t\t\t\t\t(104) \u00a0
\n\t\t\t\t\t1,030 \u00a0
\n\t\t\t\t\tTotal non-current liabilities \u00a0
\n\t\t\t\t\t784 \u00a0
\n\t\t\t\t\t(75) \u00a0
\n\t\t\t\t\t709 \u00a0
\n\t\t\t\t\t661 \u00a0
\n\t\t\t\t\t(94) \u00a0
\n\t\t\t\t\t567 \u00a0
\n\t\t\t\t\tTotal current liabilities \u00a0
\n\t\t\t\t\t871 \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t872 \u00a0
\n\t\t\t\t\t867 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t871 \u00a0
\n\t\t\t\t\tEarnings per share \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t(0.3) \u00a0
\n\t\t\t\t\t(1.68) \u00a0
\n\t\t\t\t\t(1.98) \u00a0
\n\t\t\t\t\t3.07 \u00a0
\n\t\t\t\t\t(1.17) \u00a0
\n\t\t\t\t\t1.90 \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t(0.3) \u00a0
\n\t\t\t\t\t(1.68) \u00a0
\n\t\t\t\t\t(1.98) \u00a0
\n\t\t\t\t\t3.04 \u00a0
\n\t\t\t\t\t(1.15) \u00a0
\n\t\t\t\t\t1.89 \u00a0
Measurement basis \u00a0
\n\t\t\t\t\tThe consolidated financial statements have been \u00a0
\n\t\t\t\t\tprepared under the historical cost convention, as \u00a0
\n\t\t\t\t\tmodified by the measurement of derivative financial \u00a0
\n\t\t\t\t\tinstruments at fair value through profit or loss. \u00a0
\n\t\t\t\t\tThe accounting policies set out below have been \u00a0
\n\t\t\t\t\tapplied consistently in the preparation of the \u00a0
\n\t\t\t\t\tconsolidated financial statements for all the years \u00a0
\n\t\t\t\t\tpresented. \u00a0
Accounting policies \u00a0
\n\t\t\t\t\tConsidering all the accounting policies applied, \u00a0
\n\t\t\t\t\tManagement regards the following as the most \u00a0
\n\t\t\t\t\tsignificant accounting policies for the recognition \u00a0
\n\t\t\t\t\tand measurement of reported amounts: \u00a0
Recognition of revenue \u00a0
\n\t\t\t\t\tRevenue is the fair value of the transaction price \u00a0
\n\t\t\t\t\tor receivable from the sale of our services and \u00a0
\n\t\t\t\t\tcustomized IT applications and is the gross sales \u00a0
\n\t\t\t\t\tprice less VAT and any price reductions in the form \u00a0
\n\t\t\t\t\tof discounts and rebates. \u00a0
\n\t\t\t\t\tRevenue can be recognized over time or at a point \u00a0
\n\t\t\t\t\tin time. \u00a0
\n\t\t\t\t\tRevenue is recognized over time when an asset on \u00a0
\n\t\t\t\t\tbehalf of a customer is created with no alternative \u00a0
\n\t\t\t\t\tuse and NNIT has an enforceable right to payment \u00a0
\n\t\t\t\t\tfor performance completed year to date, or the \u00a0
\n\t\t\t\t\tcustomer obtains control of a service and thus has \u00a0
the ability to direct the use and obtain the benefit \u00a0
\n\t\t\t\t\tfrom the service. \u00a0
\n\t\t\t\t\tNNIT has two different types of businesses \u2013 \u00a0
\n\t\t\t\t\t'projects' and 'Service Level agreements' (SLA) \u00a0
\n\t\t\t\t\twhere revenue recognition is treated differently. \u00a0
Projects \u00a0
\n\t\t\t\t\tThe project business is characterized by being \u00a0
\n\t\t\t\t\tdeliveries which in nature are negotiated contracts \u00a0
\n\t\t\t\t\tbased on consumption and typically comprise advi- \u00a0
\n\t\t\t\t\tsory, design and development activities. Revenue \u00a0
\n\t\t\t\t\twill be recognized over time, as the 'no alternative \u00a0
\n\t\t\t\t\tuse' criteria's are met, using 'the percentage of \u00a0
\n\t\t\t\t\tcompletion method'. \u00a0
\n\t\t\t\t\tFor fixed priced projects the proportion of revenue \u00a0
\n\t\t\t\t\tto be recognized in a particular period is calcu- \u00a0
\n\t\t\t\t\tlated according to the percentage of completion \u00a0
\n\t\t\t\t\tof the project. For most contracts this is meas- \u00a0
\n\t\t\t\t\tured by reference to the costs of performing the \u00a0
\n\t\t\t\t\tcontract incurred up to the relevant balance sheet \u00a0
\n\t\t\t\t\tdate as a percentage of the total estimated costs \u00a0
\n\t\t\t\t\tof performing the contract. Reference to cost is \u00a0
\n\t\t\t\t\tassessed to be the most appropriate method as \u00a0
\n\t\t\t\t\tincurred hours are the value driver for the projects. \u00a0
\n\t\t\t\t\tThe sales value agreed in the contract is recognized \u00a0
\n\t\t\t\t\tover the contract period using above method. \u00a0
\n\t\t\t\t\tFor time-and material contracts, we recognize \u00a0
\n\t\t\t\t\trevenue as performance takes place based on \u00a0
\n\t\t\t\t\tactual hours incurred. \u00a0
Contracts where the recognized revenue from \u00a0
\n\t\t\t\t\tthe work performed exceeds progress billings are \u00a0
\n\t\t\t\t\trecognized as 'work in progress' in the balance \u00a0
\n\t\t\t\t\tsheet under assets. \u00a0
\n\t\t\t\t\tContracts for which progress billings exceed the \u00a0
\n\t\t\t\t\trevenue are recognized as 'prepayments received' \u00a0
\n\t\t\t\t\tunder liabilities. \u00a0
\n\t\t\t\t\tIf it is likely that the total costs in relation to a \u00a0
\n\t\t\t\t\tconstruction contract will exceed the total revenue \u00a0
\n\t\t\t\t\ton a specific project, the expected loss is recog- \u00a0
\n\t\t\t\t\tnized immediately in the income statement in the \u00a0
\n\t\t\t\t\tcurrent period. \u00a0
Service Level Agreements (SLA) \u00a0
\n\t\t\t\t\tThe SLA business comprise infrastructure and appli- \u00a0
\n\t\t\t\t\tcation outsourcing services and requires the perfor- \u00a0
\n\t\t\t\t\tmance of certain performance obligations typically \u00a0
\n\t\t\t\t\tdefined as service levels. As described below under \u00a0
\n\t\t\t\t\t\u201cOutsourcing contracts\u201d, the revenue under an \u00a0
\n\t\t\t\t\toutsourcing contract will be recognized over time. \u00a0
Outsourcing contracts \u00a0
\n\t\t\t\t\tOutsourcing contracts consist of two activities, \u00a0
\n\t\t\t\t\tpreparatory project (such as transition and transfor- \u00a0
\n\t\t\t\t\tmation) and operation of the IT systems e.g. applica- \u00a0
\n\t\t\t\t\ttion, servers and infrastructure. These identifiable \u00a0
\n\t\t\t\t\tcomponents are accounted for differently to reflect \u00a0
\n\t\t\t\t\tthe substance of the transaction. \u00a0
\n\t\t\t\t\tThe total contract value of the outsourcing \u00a0
\n\t\t\t\t\tcontracts will be split into the different perfor- \u00a0
\n\t\t\t\t\tmance obligations depending on the activities to be \u00a0
\n\t\t\t\t\tdelivered. NNIT will profit align between the perfor- \u00a0
\n\t\t\t\t\tmance obligations within the contract (expected \u00a0
\n\t\t\t\t\tcost plus margin approach). \u00a0
Transition \u00a0
\n\t\t\t\t\tTransition is: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tBasic transfer of services and responsibilities \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tThe minimum activities required that enable the \u00a0
\n\t\t\t\t\tdelivery organization to take over operation of \u00a0
\n\t\t\t\t\tthe current or similar services for the customer. \u00a0
\n\t\t\t\t\tThe transition phase takes place in the period between \u00a0
\n\t\t\t\t\tcontract signing and service start up (operation). \u00a0
\n\t\t\t\t\tActivities performed in the transition phase do not \u00a0
\n\t\t\t\t\ttransfer services to the customer as they are seen as \u00a0
\n\t\t\t\t\t\u2018start-up\u2019 costs and therefore revenue cannot be recog- \u00a0
\n\t\t\t\t\tnized as the activities are performed but will be recog- \u00a0
\n\t\t\t\t\tnized over the operation period. Cost regarding the \u00a0
\n\t\t\t\t\ttransition projects is capitalized and depreciated over \u00a0
\n\t\t\t\t\tthe contract period. Please refer to \u2018Transition cost\u2019. \u00a0
\n\t\t\t\t\tAny prepayments received regarding transition \u00a0
\n\t\t\t\t\tprojects will be recognized as revenue over the \u00a0
\n\t\t\t\t\toperation period. \u00a0
Transformation \u00a0
\n\t\t\t\t\tTransformation is: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tA significant change to future state of the subject. \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tThe full set of activities required for the delivery \u00a0
\n\t\t\t\t\torganization to provide the future state operation \u00a0
\n\t\t\t\t\tof services to the customer. \u00a0
\n\t\t\t\t\tThese activities transfer services to the customer as \u00a0
\n\t\t\t\t\tperformed. \u00a0
\n\t\t\t\t\tThe transformation phase typically starts after the \u00a0
\n\t\t\t\t\tsuccessful completion of transition and ends when \u00a0
\n\t\t\t\t\tthe environment has reached the agreed future \u00a0
\n\t\t\t\t\tstate. In some circumstances the transformation \u00a0
phase will take place in parallel with the transition \u00a0
\n\t\t\t\t\tphase. \u00a0
\n\t\t\t\t\tRevenue regarding transformation projects is \u00a0
\n\t\t\t\t\trecognized over time as an asset is created with no \u00a0
\n\t\t\t\t\talternative use and NNIT has an enforceable right \u00a0
\n\t\t\t\t\tto payment and revenue recognition in nature is \u00a0
\n\t\t\t\t\tsimilar to the project business. \u00a0
Operation \u00a0
\n\t\t\t\t\tRevenue from the operation of IT systems is \u00a0
\n\t\t\t\t\trecognized in the period in which the outsourcing \u00a0
\n\t\t\t\t\tservices are provided based on amounts billable \u00a0
\n\t\t\t\t\tto a customer (for fixed price components in the \u00a0
\n\t\t\t\t\tcontract, revenue is typically recognized on a \u00a0
\n\t\t\t\t\tstraight-line basis over the course of a year, while for \u00a0
\n\t\t\t\t\tvariable components revenue is recognized based \u00a0
\n\t\t\t\t\ton usage of units, and price lists according to the \u00a0
\n\t\t\t\t\tcontract). \u00a0
Hedge accounting \u00a0
\n\t\t\t\t\tAll currency derivative instruments are initially \u00a0
\n\t\t\t\t\trecognized at fair value and subsequently remeas- \u00a0
\n\t\t\t\t\tured at fair value at the end of the reporting period. \u00a0
\n\t\t\t\t\tValue adjustments of currency derivative financial \u00a0
\n\t\t\t\t\tinstruments classified as cash flow hedges are \u00a0
\n\t\t\t\t\trecognized directly in other comprehensive income, \u00a0
\n\t\t\t\t\tgiven hedge effectiveness, and recognized in a \u00a0
\n\t\t\t\t\thedging reserve in equity. The cumulative value \u00a0
\n\t\t\t\t\tadjustment of these instruments is transferred from \u00a0
\n\t\t\t\t\tthe hedging reserve to the income statement as a \u00a0
\n\t\t\t\t\treclassification adjustment under financial income \u00a0
\n\t\t\t\t\tor financial expenses, when the hedged transaction \u00a0
\n\t\t\t\t\tis recognized in the Income statement. \u00a0
\n\t\t\t\t\tWhen a hedging instrument no longer meets the \u00a0
\n\t\t\t\t\tcriteria for hedge accounting, any cumulative gain \u00a0
or loss recognized in the hedging reserve for the \u00a0
\n\t\t\t\t\tperiod in which the criteria were met remains in \u00a0
\n\t\t\t\t\tequity and will be recognized in the income state- \u00a0
\n\t\t\t\t\tment when the forecasted transaction is ultimately \u00a0
\n\t\t\t\t\trecognized in the income statement. \u00a0
\n\t\t\t\t\tWhen a forecast transaction is no longer expected \u00a0
\n\t\t\t\t\tto occur, the cumulative gain or loss that was recog- \u00a0
\n\t\t\t\t\tnized in equity is immediately transferred to the \u00a0
\n\t\t\t\t\tincome statement under financial income or finan- \u00a0
\n\t\t\t\t\tcial expenses. \u00a0
1.4 General
accounting policies \u00a0
\n\t\t\t\t\tPrinciples of consolidation \u00a0
\n\t\t\t\t\tThe consolidated financial statements include the \u00a0
\n\t\t\t\t\tfinancial statements of NNIT A/S (parent company)
\n\t\t\t\t\tand entities over which the Group has control. \u00a0
\n\t\t\t\t\tThe Group controls an entity when the Group is \u00a0
\n\t\t\t\t\texposed to, or has rights to, variable returns from \u00a0
\n\t\t\t\t\tits involve- ment with the entity and has the ability \u00a0
\n\t\t\t\t\tto affect those returns through its power over the \u00a0
\n\t\t\t\t\tentity. NNIT A/S and its subsidiaries are collectively \u00a0
\n\t\t\t\t\treferred to as the Group. \u00a0
\n\t\t\t\t\tThe consolidated financial statements are based on \u00a0
\n\t\t\t\t\tthe financial statements of the Parent Company and \u00a0
\n\t\t\t\t\tthe subsidiaries, and are prepared by combining \u00a0
\n\t\t\t\t\titems of a similar nature and eliminating intercom- \u00a0
\n\t\t\t\t\tpany transactions, shareholdings, balances and \u00a0
\n\t\t\t\t\tunrealized intercompany profits and losses. The \u00a0
\n\t\t\t\t\tconsolidated financial statements are based on \u00a0
\n\t\t\t\t\tfinancial statements of Group companies prepared \u00a0
\n\t\t\t\t\tin accordance with the Group\u2019s accounting policies. \u00a0
Other accounting policies \u00a0
\n\t\t\t\t\tContinuing and Discontinued operations \u00a0
\n\t\t\t\t\tSeparation of operations into continuing and \u00a0
\n\t\t\t\t\tdiscontinued operations is based on an identifica- \u00a0
\n\t\t\t\t\ttion of contracts and revenues, direct employees \u00a0
\n\t\t\t\t\tand costs as well as identification of time spend \u00a0
\n\t\t\t\t\tby employees in one category related to the other. \u00a0
\n\t\t\t\t\tShared costs are split based on allocation between \u00a0
\n\t\t\t\t\tthe two categories based on estimates future split. \u00a0
Acquisition of subsidiaries \u00a0
\n\t\t\t\t\tOn acquisition of subsidiaries, the acquisition \u00a0
\n\t\t\t\t\tmethod is applied, and identifiable assets and liabil- \u00a0
\n\t\t\t\t\tities are recognized and generally measured at fair \u00a0
\n\t\t\t\t\tvalue at the date control was achieved. \u00a0
Segment reporting \u00a0
\n\t\t\t\t\tSegment performance is evaluated on the basis \u00a0
\n\t\t\t\t\tof the operating profit consistent with the consoli- \u00a0
\n\t\t\t\t\tdated financial statements. \u00a0
\n\t\t\t\t\tOperating segments are reported in a manner \u00a0
\n\t\t\t\t\tconsistent with the internal reporting provided to \u00a0
\n\t\t\t\t\tGroup Management and the Board of Directors. \u00a0
Translation of foreign currency \u00a0
\n\t\t\t\t\tFunctional currency and presentation currency \u00a0
\n\t\t\t\t\tThe financial statement items for each of the \u00a0
\n\t\t\t\t\tGroup\u2019s entities are measured in the currency used \u00a0
\n\t\t\t\t\tin the economic environment in which the entity \u00a0
\n\t\t\t\t\toperates (functional currency). \u00a0
\n\t\t\t\t\tThe consolidated financial statements are \u00a0
\n\t\t\t\t\tpresented in Danish kroner (DKK). \u00a0
\n\t\t\t\t\tTransactions and balance sheet \u00a0
\n\t\t\t\t\tTransactions in foreign currencies within the year \u00a0
\n\t\t\t\t\tare translated into the functional currency at the \u00a0
\n\t\t\t\t\texchange rate at the transaction date. Receivables \u00a0
\n\t\t\t\t\tand liabilities in foreign currencies that have not \u00a0
\n\t\t\t\t\tbeen settled at the balance sheet date are trans- \u00a0
\n\t\t\t\t\tlated at the exchange rate at the balance sheet date. \u00a0
Realized and unrealized exchange rate adjustments \u00a0
\n\t\t\t\t\tare recognized in the income statement under \u00a0
\n\t\t\t\t\t\u201cfinancial income and expenses\u201d. \u00a0
\n\t\t\t\t\tCurrency translation for foreign operations in the \u00a0
\n\t\t\t\t\tfinancial statements of foreign subsidiaries' balance \u00a0
\n\t\t\t\t\tsheet items are translated to Danish kroner (DKK) \u00a0
\n\t\t\t\t\tat the exchange rate at the balance sheet date, and \u00a0
\n\t\t\t\t\tincome statement items are translated using the \u00a0
\n\t\t\t\t\taverage exchange rate. \u00a0
\n\t\t\t\t\tExchange differences arising from: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tthe translation of subsidiaries\u2019 net assets at the \u00a0
\n\t\t\t\t\tbeginning of the financial year at exchange rates \u00a0
\n\t\t\t\t\tat the balance sheet date and \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tthe translation of subsidiaries\u2019 income statements \u00a0
\n\t\t\t\t\tat exchange rates at the balance sheet date \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\texchange rate adjustments of loans, which are \u00a0
\n\t\t\t\t\tseen as part of the net investment in foreign \u00a0
\n\t\t\t\t\tsubsidiaries \u00a0
\n\t\t\t\t\tare recognized in \u2018exchange rate adjustments\u2019 in \u00a0
\n\t\t\t\t\tother comprehensive income and presented in a \u00a0
\n\t\t\t\t\tseparate reserve within equity. \u00a0
Costs \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\tThe cost of goods sold comprises costs paid in \u00a0
\n\t\t\t\t\torder to generate revenue for the year, including \u00a0
\n\t\t\t\t\tamortization and depreciation, share-based \u00a0
\n\t\t\t\t\tcompensation and salaries. \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\tSales and marketing costs comprise costs in the \u00a0
\n\t\t\t\t\tform of salaries and share-based compensation for \u00a0
\n\t\t\t\t\tsales and marketing staff, advertising costs, and \u00a0
\n\t\t\t\t\tamortization and depreciation. \u00a0
Administrative expenses \u00a0
\n\t\t\t\t\tAdministrative expenses comprise costs in the \u00a0
\n\t\t\t\t\tform of share-based compensation and salaries for \u00a0
\n\t\t\t\t\tadministrative staff and amortization and depreci- \u00a0
\n\t\t\t\t\tation. \u00a0
Special Items \u00a0
\n\t\t\t\t\tSpecial items comprise costs or income that cannot \u00a0
\n\t\t\t\t\tbe attributed directly to the Group\u2019s ordinary activ- \u00a0
\n\t\t\t\t\tities and are non-recurring of nature. Such costs \u00a0
\n\t\t\t\t\tand income include the cost related to significant \u00a0
\n\t\t\t\t\trestructuring of the cost base and processes as \u00a0
\n\t\t\t\t\twell as restructuring costs related to resignation of \u00a0
\n\t\t\t\t\temployees. Further special items include significant \u00a0
\n\t\t\t\t\tcost related to M&A activities, redundancy cost \u00a0
\n\t\t\t\t\trelated to members of Group Management, impair- \u00a0
\n\t\t\t\t\tment of assets and gains and losses regarding \u00a0
\n\t\t\t\t\tdisposal of activities or subsidiaries. \u00a0
\n\t\t\t\t\tSpecial items are shown separately from the \u00a0
\n\t\t\t\t\tGroup\u2019s ordinary operations to facilitate a better \u00a0
\n\t\t\t\t\tunderstanding of the Group\u2019s financial perfor- \u00a0
\n\t\t\t\t\tmance. \u00a0
Financial items \u00a0
\n\t\t\t\t\tFinancial income and expenses comprise interest, \u00a0
\n\t\t\t\t\trealized and unrealized gains and losses from \u00a0
\n\t\t\t\t\texchange rate adjustments, fair value adjustments \u00a0
\n\t\t\t\t\ton forward contracts and the cumulative value \u00a0
\n\t\t\t\t\tadjustment of these instruments transferred from \u00a0
\n\t\t\t\t\tthe hedging reserve within equity. \u00a0
\n\t\t\t\t\tInterest income is recognized on an accrual basis \u00a0
\n\t\t\t\t\taccording to the effective interest rate method. \u00a0
Tax \u00a0
\n\t\t\t\t\tIncome tax comprises current tax and deferred \u00a0
\n\t\t\t\t\ttax for the year, and is recognized as follows: The \u00a0
amount that can be allocated to the net profit for \u00a0
\n\t\t\t\t\tthe year is recognized in the income statement, and \u00a0
\n\t\t\t\t\tthe amount that relates to items recognized in other \u00a0
\n\t\t\t\t\tcomprehensive income and/or equity respectively \u00a0
\n\t\t\t\t\tis recognized in other comprehensive income and/ \u00a0
\n\t\t\t\t\tor equity. \u00a0
\n\t\t\t\t\tDeferred tax is measured according to the balance \u00a0
\n\t\t\t\t\tsheet-based liability method on all temporary differ- \u00a0
\n\t\t\t\t\tences between the carrying amount and tax base of \u00a0
\n\t\t\t\t\tassets and liabilities. \u00a0
\n\t\t\t\t\tDeferred tax assets are recognized in the balance \u00a0
\n\t\t\t\t\tsheet under non-current assets. \u00a0
\n\t\t\t\t\tDeferred tax liabilities are recognized in the balance \u00a0
\n\t\t\t\t\tsheet under non-current liabilities. \u00a0
\n\t\t\t\t\tDeferred tax is measured on the basis of the tax \u00a0
\n\t\t\t\t\trules and tax rates that according to current legis- \u00a0
\n\t\t\t\t\tlation at the balance sheet date will apply at the \u00a0
\n\t\t\t\t\ttime of the expected realization of the deferred \u00a0
\n\t\t\t\t\ttax asset or settlement of the deferred tax liability. \u00a0
\n\t\t\t\t\tAny changes to deferred tax caused by changes in \u00a0
\n\t\t\t\t\tstatutory tax rates are recognized in the income \u00a0
\n\t\t\t\t\tstatement. \u00a0
\n\t\t\t\t\tFor Danish tax purposes, NNIT A/S and SCALES A/S \u00a0
\n\t\t\t\t\tis assessed jointly with the Novo Group. Income tax \u00a0
\n\t\t\t\t\tis allocated between the companies in proportion to \u00a0
\n\t\t\t\t\ttheir taxable incomes (full allocation with compen- \u00a0
\n\t\t\t\t\tsation concerning tax losses). The jointly assessed \u00a0
\n\t\t\t\t\tcompanies are included in the Tax Prepayment \u00a0
\n\t\t\t\t\tScheme. \u00a0
Intangible assets \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tGoodwill arising from business combinations \u00a0
\n\t\t\t\t\tis recognized and measured as the difference \u00a0
\n\t\t\t\t\tbetween the total of the fair value of the considera- \u00a0
\n\t\t\t\t\ttion transferred compared to the fair value of identi- \u00a0
\n\t\t\t\t\tfiable net assets on the date of acquisition. \u00a0
\n\t\t\t\t\tGoodwill is not amortized, but the carrying amount \u00a0
\n\t\t\t\t\tis tested at relevant cash generating unit level \u00a0
\n\t\t\t\t\t(CGU-level) for impairment once a year. \u00a0
\n\t\t\t\t\tGoodwill is written down to its recoverable amount \u00a0
\n\t\t\t\t\tthrough the income statement if lower than the \u00a0
\n\t\t\t\t\tcarrying amount. \u00a0
\n\t\t\t\t\tThe recoverable amount is determined as the \u00a0
\n\t\t\t\t\tpresent value of the discounted future net cash \u00a0
\n\t\t\t\t\tflow from the activities goodwill relates to. In calcu- \u00a0
\n\t\t\t\t\tlating the present value, discount rates are applied \u00a0
\n\t\t\t\t\treflecting the riskfree interest rate with the addition \u00a0
\n\t\t\t\t\tof risks relating to the individual CGU. \u00a0
IT development projects \u00a0
\n\t\t\t\t\tIT development projects are clearly specified and \u00a0
\n\t\t\t\t\tidentifiable projects under development for internal \u00a0
\n\t\t\t\t\tand external use for which the technical feasibility \u00a0
\n\t\t\t\t\tof completing the development project has been \u00a0
\n\t\t\t\t\tdemonstrated and resources are available within \u00a0
\n\t\t\t\t\tNNIT. \u00a0
\n\t\t\t\t\tAny development projects that do not meet the \u00a0
\n\t\t\t\t\tcriteria for capitalization in the balance sheet are \u00a0
\n\t\t\t\t\trecognized as costs. \u00a0
\n\t\t\t\t\tDevelopment costs meeting the criteria for capital- \u00a0
\n\t\t\t\t\tiztion are measured at cost less accumulated amor- \u00a0
\n\t\t\t\t\ttization and any impairment losses. Development \u00a0
costs include salaries, amortization and deprecia- \u00a0
\n\t\t\t\t\ttion and other costs that can be directly attributed \u00a0
\n\t\t\t\t\tto NNIT development activities. \u00a0
\n\t\t\t\t\tDevelopment costs recognized in the balance sheet \u00a0
\n\t\t\t\t\tare amortized from completion of the development \u00a0
\n\t\t\t\t\tusing the straight-line method, over the period the \u00a0
\n\t\t\t\t\tasset is expected to generate economic benefits. \u00a0
\n\t\t\t\t\tStraight-line amortization over the expected useful \u00a0
\n\t\t\t\t\tlife of the asset: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT projects: 5-10 years \u00a0
\n\t\t\t\t\tIntangible assets that are in use and subject to \u00a0
\n\t\t\t\t\tamortization are tested for impairment whenever \u00a0
\n\t\t\t\t\tevents or changes in circumstances indicate that the \u00a0
\n\t\t\t\t\tcarrying amount may not be recoverable. Factors \u00a0
\n\t\t\t\t\tthat could trigger an impairment test include \u00a0
\n\t\t\t\t\tchanges in the economic lifes of similar assets or \u00a0
\n\t\t\t\t\tthe relationship with other intangible assets or \u00a0
\n\t\t\t\t\ttangible assets. \u00a0
\n\t\t\t\t\tIntangible assets under construction are tested for \u00a0
\n\t\t\t\t\timpairment once a year. \u00a0
\n\t\t\t\t\tIf the carrying amount of intangible assets exceeds \u00a0
\n\t\t\t\t\tthe recoverable amount based upon the above indi- \u00a0
\n\t\t\t\t\tcators of impairment, any impairment loss is meas- \u00a0
\n\t\t\t\t\tured based on discounted future cash flows. \u00a0
asset or recognized as a separate asset, where \u00a0
\n\t\t\t\t\tthere are likely future economic benefits for the \u00a0
\n\t\t\t\t\tGroup and the value of the asset can be reliably \u00a0
\n\t\t\t\t\tmeasured. \u00a0
\n\t\t\t\t\tThe depreciable amount of the assets is depreciated \u00a0
\n\t\t\t\t\ton a straight-line basis over the following estimated \u00a0
\n\t\t\t\t\tuseful life periods: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tOther equipment: 3-10 years \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLeasehold improvements: 5-10 years \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tBuildings: 10-50 years \u00a0
\n\t\t\t\t\tMajor components of buildings which are expected \u00a0
\n\t\t\t\t\tto be replaced with regular intervals during the life \u00a0
\n\t\t\t\t\tof the building are treated as separated compo- \u00a0
\n\t\t\t\t\tnents of the building and are depreciated over the \u00a0
\n\t\t\t\t\tperiod until expected replacement. \u00a0
\n\t\t\t\t\tAsset residual values and useful life's are assessed \u00a0
\n\t\t\t\t\tand, where required, adjusted on each balance \u00a0
\n\t\t\t\t\tsheet date. \u00a0
\n\t\t\t\t\tTangible assets are tested for impairment if \u00a0
\n\t\t\t\t\tthere are indications of impairment. The carrying \u00a0
\n\t\t\t\t\tamount of an asset is written down to its recover- \u00a0
\n\t\t\t\t\table amount if the carrying amount exceeds the \u00a0
\n\t\t\t\t\testimated recoverable amount. The recoverable \u00a0
\n\t\t\t\t\tamount for the asset is determined as the higher \u00a0
\n\t\t\t\t\tof fair value less costs to sell and net present value \u00a0
\n\t\t\t\t\tof future net cash flows from continued use. If the \u00a0
\n\t\t\t\t\trecoverable amount of an individual asset cannot \u00a0
\n\t\t\t\t\tbe determined, value in use is determined for the \u00a0
\n\t\t\t\t\tsmallest group of assets for which it is possible to \u00a0
\n\t\t\t\t\tdetermine a recoverable amount. Impairment losses \u00a0
\n\t\t\t\t\tare recognized in the income statement under the \u00a0
\n\t\t\t\t\trelevant functional areas. \u00a0
\n\t\t\t\t\tDepreciation and gains or losses from disposal of \u00a0
\n\t\t\t\t\ttangible assets are recognized in the income state- \u00a0
ment under cost of goods sold, sale and marketing \u00a0
\n\t\t\t\t\tcosts and administrative expenses respectively. \u00a0
Lease assets \u00a0
\n\t\t\t\t\tLease assets are 'right-of-use assets' arising \u00a0
\n\t\t\t\t\tfrom a lease agreement. Lease assets are initially \u00a0
\n\t\t\t\t\tmeasured at cost consisting of the amount of the \u00a0
\n\t\t\t\t\tinitial measurement of the lease liability, plus any \u00a0
\n\t\t\t\t\tlease payments made to the lessor at or before \u00a0
\n\t\t\t\t\tthe commencement date less any lease incentives \u00a0
\n\t\t\t\t\treceived and the initial estimate of refurbishment \u00a0
\n\t\t\t\t\tcosts and any initial directs costs incurred by NNIT \u00a0
\n\t\t\t\t\tas the lessee. \u00a0
\n\t\t\t\t\tNNIT has three different types of leases: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tRental of premises \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT equipment \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCompany cars \u00a0
\n\t\t\t\t\tThe lease assets are depreciated on a straight-line \u00a0
\n\t\t\t\t\tbasis over the lease term. The lease asset can be \u00a0
\n\t\t\t\t\tadjusted due to modifications to the lease agree- \u00a0
\n\t\t\t\t\tment or reassessment of lease term. \u00a0
\n\t\t\t\t\tPayments associated with short-term leases and \u00a0
\n\t\t\t\t\tleases of low-value assets are recognized on a \u00a0
\n\t\t\t\t\tstraight-line basis as an expense in profit or loss. \u00a0
\n\t\t\t\t\tShort-term leases are leases with a term of 12 \u00a0
\n\t\t\t\t\tmonths or less. Low-value assets comprise IT-equip- \u00a0
\n\t\t\t\t\tment and small items of office furniture with a value \u00a0
\n\t\t\t\t\tbelow DKK 100 thousand. \u00a0
Transition cost \u00a0
\n\t\t\t\t\tTransition cost consists of cost regarding transition \u00a0
\n\t\t\t\t\tprojects, which has been capitalized until operation \u00a0
\n\t\t\t\t\tbegins. The cost mainly relates to employee cost \u00a0
\n\t\t\t\t\tand will be amortized over the operation period. \u00a0
Inventories \u00a0
\n\t\t\t\t\tGoods for resale are measured at the lower of cost \u00a0
\n\t\t\t\t\tand net realizable value. \u00a0
Trade receivables \u00a0
\n\t\t\t\t\tTrade receivables are initially recognized at fair value \u00a0
\n\t\t\t\t\tand subsequently measured at amortized cost using \u00a0
\n\t\t\t\t\tthe effective interest method, less allowance for \u00a0
\n\t\t\t\t\tdoubtful trade receivables. \u00a0
Allowance for doubtful trade receivables is made \u00a0
\n\t\t\t\t\tusing the expected credit loss model, which uses a \u00a0
\n\t\t\t\t\tlifetime expected loss allowance for all trade receiv- \u00a0
\n\t\t\t\t\tables. \u00a0
\n\t\t\t\t\tThe allowance is deducted from the carrying \u00a0
\n\t\t\t\t\tamount of trade receivables and the amount of the \u00a0
\n\t\t\t\t\tloss is recognized in the income statement under \u00a0
\n\t\t\t\t\tcost of goods sold. \u00a0
Other receivables and prepayments \u00a0
\n\t\t\t\t\tCurrent receivables \u00a0
\n\t\t\t\t\tCurrent receivables are measured at amortized cost \u00a0
\n\t\t\t\t\tless potential write-downs for impairment losses. \u00a0
\n\t\t\t\t\tWrite-downs are based on individual assessments \u00a0
\n\t\t\t\t\tof each debtor. \u00a0
\n\t\t\t\t\tPrepayments \u00a0
\n\t\t\t\t\tPrepayments comprise costs incurred for the next \u00a0
\n\t\t\t\t\tfinancial year. These are usually prepayments for \u00a0
\n\t\t\t\t\tmaintenance of hardware and software licenses. \u00a0
Assets classified as held for sale \u00a0
\n\t\t\t\t\tAssets classified as held for sale comprise assets \u00a0
\n\t\t\t\t\tand liabilities for which it is highly likely that the \u00a0
\n\t\t\t\t\tvalue will be recovered through a sale within 12 \u00a0
\n\t\t\t\t\tmonths rather than through continued use. Assets \u00a0
\n\t\t\t\t\tand liabilities classified as held for sale are meas- \u00a0
\n\t\t\t\t\tured at the lower of the carrying amount and fair \u00a0
\n\t\t\t\t\tvalue less cost to sell at the classification date as \u00a0
\u201cheld for sale\u201d. Assets held for sale are not depre- \u00a0
\n\t\t\t\t\tciated. Impairment losses arising on first classifi- \u00a0
\n\t\t\t\t\tcation as \u201cheld for sale\u201d and gains and losses from \u00a0
\n\t\t\t\t\tthe subsequent measurement is recognized in the \u00a0
\n\t\t\t\t\tincome statement under the items they concern. \u00a0
\n\t\t\t\t\tOn 22 June 2022 the Board of Directors announced \u00a0
\n\t\t\t\t\tits decision to divest its Hybrid Cloud Solutions busi- \u00a0
\n\t\t\t\t\tness unit as well as select parts of its Cloud & Digital \u00a0
\n\t\t\t\t\tSolutions business unit to funds advised by Agilitas \u00a0
\n\t\t\t\t\tPrivate Equity LLP. The associated assets and liabil- \u00a0
\n\t\t\t\t\tities have been evaluated at year end and found \u00a0
\n\t\t\t\t\teligible for the carve out and presented as held for \u00a0
\n\t\t\t\t\tsale in the 2022 financial statements. \u00a0
Equity \u00a0
\n\t\t\t\t\tTreasury shares \u00a0
\n\t\t\t\t\tTreasury shares are deducted from equity. Acqui- \u00a0
\n\t\t\t\t\tsition/disposal of treasury shares are recognized \u00a0
\n\t\t\t\t\tdirectly in equity. \u00a0
Dividend \u00a0
\n\t\t\t\t\tDividend distribution to the shareholders of NNIT \u00a0
\n\t\t\t\t\tis recognized as a liability when dividends are \u00a0
\n\t\t\t\t\tdeclared. Proposed dividends are disclosed in the \u00a0
\n\t\t\t\t\tstatement of changes in equity. \u00a0
When calculating the net present value NNIT has \u00a0
\n\t\t\t\t\tused a discount rate corresponding to the incre- \u00a0
\n\t\t\t\t\tmental borrowing rate. \u00a0
\n\t\t\t\t\tThe lease liability is remeasured when changes \u00a0
\n\t\t\t\t\toccur due to modifications to the contract (exten- \u00a0
\n\t\t\t\t\tsion, termination etc.) or indexation. \u00a0
Employee benefits \u00a0
\n\t\t\t\t\tWages, salaries, social security contributions, paid \u00a0
\n\t\t\t\t\tannual leave and sick leave, bonuses and non-mon- \u00a0
\n\t\t\t\t\tetary benefits are recognized in the financial year in \u00a0
\n\t\t\t\t\twhich the NNIT employee provided the related work \u00a0
\n\t\t\t\t\tservice. \u00a0
\n\t\t\t\t\tEarn-out \u00a0
\n\t\t\t\t\tThe earn-out for Excellis Health Solutions, SCALES, \u00a0
\n\t\t\t\t\tValiance Partner, HGP Group and SL Controls \u00a0
\n\t\t\t\t\tis accrued over the period from the acquisition \u00a0
\n\t\t\t\t\tdate until the payment is based on expected \u00a0
\n\t\t\t\t\tachieved performance conditioned on employment \u00a0
\n\t\t\t\t\t(projected unit credit method). The cost is recog- \u00a0
\n\t\t\t\t\tnized as wages and salaries under special items in \u00a0
\n\t\t\t\t\tthe income statement. \u00a0
\n\t\t\t\t\tPensions \u00a0
\n\t\t\t\t\tNNIT operates a number of defined-contribution \u00a0
\n\t\t\t\t\tpension plans. The costs of these pension plans are \u00a0
\n\t\t\t\t\trecognized in the financial year in which the relevant \u00a0
\n\t\t\t\t\tNNIT employees provided the related service. \u00a0
\n\t\t\t\t\tIn some countries NNIT operates defined-benefit \u00a0
\n\t\t\t\t\tplans. Such liabilities are measured at the present \u00a0
\n\t\t\t\t\tvalue of the expected payments related to benefits \u00a0
\n\t\t\t\t\taccrued at the balance sheet date less the fair value \u00a0
\n\t\t\t\t\tof plan assets by applying the projected unit credit \u00a0
\n\t\t\t\t\tmethod. Plan assets, if any, are measured at fair \u00a0
\n\t\t\t\t\tvalue and offset against the defined benefit obli- \u00a0
\n\t\t\t\t\tgation in the balance sheet. Service costs and the \u00a0
\n\t\t\t\t\tinterest component are recognized in the income \u00a0
statement. Actuarial gains and losses are recog- \u00a0
\n\t\t\t\t\tnized in other comprehensive income in the period \u00a0
\n\t\t\t\t\tin which they occur. Settlements are immediately \u00a0
\n\t\t\t\t\trecognized in the income statement. \u00a0
\n\t\t\t\t\tJubilee benefits \u00a0
\n\t\t\t\t\tThis comprises liabilities for the cost of employee \u00a0
\n\t\t\t\t\tanniversaries. The liability is based on a Net Present \u00a0
\n\t\t\t\t\tValue calculation. Gains and losses are recognized in \u00a0
\n\t\t\t\t\tthe income statement. \u00a0
Long-term incentive and retention programs \u00a0
\n\t\t\t\t\tNNIT has two different share-based incentive \u00a0
\n\t\t\t\t\tprograms; long-term incentive program (LTIP) and \u00a0
\n\t\t\t\t\tretention program (RP) \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) \u00a0
\n\t\t\t\t\tGroup Management and the Vice President Group \u00a0
\n\t\t\t\t\tare part of a long-term share-based incentive \u00a0
\n\t\t\t\t\tprogram (LTIP). \u00a0
\n\t\t\t\t\tUnder the program, NNIT allocates shares based on \u00a0
\n\t\t\t\t\toperating profit and free cash flow. \u00a0
\n\t\t\t\t\tLTIP \u00a0
\n\t\t\t\t\tThe participants receive NNIT shares. The shares \u00a0
\n\t\t\t\t\tare subject to a lock-up period of four years. \u00a0
\n\t\t\t\t\tNNIT has the obligation to deliver treasury shares, \u00a0
\n\t\t\t\t\tand accordingly, the arrangement is classified as \u00a0
\n\t\t\t\t\tan equitysettled arrangement and will be charged \u00a0
\n\t\t\t\t\tto the income statement over the four-year vesting \u00a0
\n\t\t\t\t\tperiod based on the market price at the grant date. \u00a0
\n\t\t\t\t\tRetention program (RP) \u00a0
\n\t\t\t\t\tKey Vice Presidents are part of the retention \u00a0
\n\t\t\t\t\tprogram. This program comprises an accustomed \u00a0
\n\t\t\t\t\tself-investment and for each share invested they \u00a0
\n\t\t\t\t\twill be eligible to be granted up to one (1) RSU. The \u00a0
\n\t\t\t\t\tshares are subject to a lock up period of three years, \u00a0
following which the RSU\u2019s are released if certain \u00a0
\n\t\t\t\t\tvesting targets are met. \u00a0
\n\t\t\t\t\tNNIT has the obligation to deliver treasury shares, \u00a0
\n\t\t\t\t\tand accordingly, the arrangement is classified as an \u00a0
\n\t\t\t\t\tequity-settled arrangement and will be charged to \u00a0
\n\t\t\t\t\tthe income statement over the three-year vesting \u00a0
\n\t\t\t\t\tperiod based on the market price at the grant date. \u00a0
\n\t\t\t\t\tDuring that period the shares are administered as \u00a0
\n\t\t\t\t\tpart of the Company\u2019s treasury shares. No dividends \u00a0
\n\t\t\t\t\tare paid on such shares and the participants are not \u00a0
\n\t\t\t\t\table to exercise any voting rights during the lock-up \u00a0
\n\t\t\t\t\tperiod. \u00a0
Provisions \u00a0
\n\t\t\t\t\tProvisions are recognized when NNIT has a legal or \u00a0
\n\t\t\t\t\tconstructive obligation arising from past events, it \u00a0
\n\t\t\t\t\tis probable that the Company will have to draw on \u00a0
\n\t\t\t\t\tits financial resources to settle the liability, and the \u00a0
\n\t\t\t\t\tliability can be reliably estimated. \u00a0
\n\t\t\t\t\tProvisions in the case of NNIT consist of provisions \u00a0
\n\t\t\t\t\tfor losses on construction projects and refurbish- \u00a0
\n\t\t\t\t\tment obligations. \u00a0
\n\t\t\t\t\tProvision for onerous contracts/projects \u00a0
\n\t\t\t\t\tThis refers to projects that NNIT is obliged to \u00a0
\n\t\t\t\t\tcomplete and for which the total project costs \u00a0
\n\t\t\t\t\texceed the total project income. \u00a0
\n\t\t\t\t\tProvision for refurbishment obligation \u00a0
\n\t\t\t\t\tThis refers to refurbishment obligations regarding \u00a0
\n\t\t\t\t\tNNIT's lease agreements for rental of premises. \u00a0
Trade payables \u00a0
\n\t\t\t\t\tTrade payables are measured at amortized cost. \u00a0
Other current liabilities \u00a0
\n\t\t\t\t\tOther current liabilities comprise accrued expenses \u00a0
\n\t\t\t\t\tand VAT. \u00a0
Cash flow statement \u00a0
\n\t\t\t\t\tThe cash flow statement is prepared using the \u00a0
\n\t\t\t\t\tindirect method. The cash flow statement shows \u00a0
\n\t\t\t\t\tthe cash flows for the year, divided into operating, \u00a0
\n\t\t\t\t\tinvesting and financing activities, and how these \u00a0
\n\t\t\t\t\tcash flows have affected the cash position for \u00a0
\n\t\t\t\t\tthe year. \u00a0
\n\t\t\t\t\tCash flow from operating activities \u00a0
\n\t\t\t\t\tCash flows from operating activities are calculated \u00a0
\n\t\t\t\t\tas the net profit for the year, adjusted for non-cash \u00a0
\n\t\t\t\t\toperating items. These include amortization, depre- \u00a0
\n\t\t\t\t\tciation and write-downs, share-based compen- \u00a0
\n\t\t\t\t\tsation, change in net working capital and interest \u00a0
\n\t\t\t\t\treceived and paid. \u00a0
\n\t\t\t\t\tCash flow from investing activities \u00a0
\n\t\t\t\t\tCash flows from investing activities comprise cash \u00a0
\n\t\t\t\t\tflows from the purchase and sale of intangible, \u00a0
\n\t\t\t\t\ttangible and financial non-current assets and the \u00a0
\n\t\t\t\t\tpurchase and sale of securities. Further including \u00a0
\n\t\t\t\t\taqusition of subsidaries. \u00a0
\n\t\t\t\t\tCash flow from financing activities \u00a0
\n\t\t\t\t\tCash flows from financing activities comprise cash \u00a0
\n\t\t\t\t\tflows from raising and repaying long-term debt, \u00a0
\n\t\t\t\t\tdividend payments to shareholders, instalments on \u00a0
\n\t\t\t\t\tlease liabilities and credit facilities. \u00a0
\n\t\t\t\t\tCash and cash equivalents \u00a0
\n\t\t\t\t\tCash and cash equivalents include cash and \u00a0
\n\t\t\t\t\tdeposits. \u00a0
\n\t\t\t\t\tThe cash flow statement cannot be derived from the \u00a0
\n\t\t\t\t\tannual report alone. \u00a0
1.5 Financial
definitions \u00a0
\n\t\t\t\t\tOperating profit margin \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tOperating profit x 100 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\tGross profit margin \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tGross profit x 100 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\tReturn on assets \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tOperating profit x 100 \u00a0
\n\t\t\t\t\tAverage operating assets \u00a0
\n\t\t\t\t\tReturn on equity \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tNet profit after tax x 100 \u00a0
\n\t\t\t\t\tAverage equity \u00a0
\n\t\t\t\t\tDividend per share for the year \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tProposed dividend \u00a0
\n\t\t\t\t\tThe number of outstanding shares \u00a0
\n\t\t\t\t\tReturn on invested capital (ROIC) \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tNet profit ex. financials x 100 \u00a0
\n\t\t\t\t\tAverage invested capital 1 \u00a0
\n\t\t\t\t\tEBITDA margin \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tOperating profit + depreciation and amortization \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\tSolvency ratio \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tEquity \u00a0
\n\t\t\t\t\tTotal assets \u00a0
\n\t\t\t\t\tEffective tax rate \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tTax \u00a0
\n\t\t\t\t\tProfit before tax \u00a0
\n\t\t\t\t\t1\ua880Average\ua881invested\ua881capital\ua881is\ua881calculated\ua881excluding\ua881cash\ua881and\ua881cash\ua881equivalents,\ua881shares\ua881and\ua881non-interest\ua881bearing\ua881debt. \u00a0
\n\t\t\t\t\tThe above key ratios have been prepared in accordance with the guidelines issued by the Danish Finance \u00a0
\n\t\t\t\t\tSociety. \u00a0
Non-IFRS financial measures \u00a0
\n\t\t\t\t\tIn the Annual Report, NNIT discloses certain finan- \u00a0
\n\t\t\t\t\tcial measures of the Group's financial performance, \u00a0
\n\t\t\t\t\tfinancial position and cash flows that reflect adjust- \u00a0
\n\t\t\t\t\tments to the most directly comparable measures \u00a0
\n\t\t\t\t\tcalculated and presented in accordance with IFRS. \u00a0
\n\t\t\t\t\tThese non-IFRS financial measures may not be \u00a0
\n\t\t\t\t\tdefined and calculated by other companies in the \u00a0
\n\t\t\t\t\tsame manner and may thus not be comparable with \u00a0
\n\t\t\t\t\tsuch measures. \u00a0
\n\t\t\t\t\tThe non-IFRS financial measures presented in the \u00a0
\n\t\t\t\t\tAnnual Report are: \u00a0
\n\t\t\t\t\t\u2022 Special items \u00a0
\n\t\t\t\t\t\u2022 Cash to earnings \u00a0
\n\t\t\t\t\t\u2022 Financial resources at the end of the year \u00a0
\n\t\t\t\t\t\u2022 Free cash flow \u00a0
\n\t\t\t\t\t\u2022 Organic growth \u00a0
Special items \u00a0
\n\t\t\t\t\tSpecial items comprise costs or income that cannot \u00a0
\n\t\t\t\t\tbe attributed directly to the Group\u2019s ordinary activ- \u00a0
\n\t\t\t\t\tities and are non-recurring of nature. Such costs \u00a0
\n\t\t\t\t\tand income include the cost related to significant \u00a0
\n\t\t\t\t\trestructuring of the cost base and processes as \u00a0
\n\t\t\t\t\twell as restructuring costs related to resignation of \u00a0
\n\t\t\t\t\temployees. Further special items include significant \u00a0
\n\t\t\t\t\tcost related to M&A activities, redundancy cost \u00a0
related to members of Group Management, impair- \u00a0
\n\t\t\t\t\tment of assets and gains and losses regarding \u00a0
\n\t\t\t\t\tdisposal of activities or subsidiaries. \u00a0
\n\t\t\t\t\tSpecial items are shown separately from the \u00a0
\n\t\t\t\t\tGroup\u2019s ordinary operations to facilitate a better \u00a0
\n\t\t\t\t\tunderstanding of the Group\u2019s financial perfor- \u00a0
\n\t\t\t\t\tmance. \u00a0
\n\t\t\t\t\tCash to earnings \u00a0
\n\t\t\t\t\tCash to earnings is defined as \u2018free cash flow as a \u00a0
\n\t\t\t\t\tpercentage of net profit\u2019. \u00a0
\n\t\t\t\t\tFinancial resources at the end of the year \u00a0
\n\t\t\t\t\tFinancial resources at the end of the year are \u00a0
\n\t\t\t\t\tdefined as the sum of cash and cash equivalents at \u00a0
\n\t\t\t\t\tthe end of the year and undrawn committed credit \u00a0
\n\t\t\t\t\tfacilities. \u00a0
\n\t\t\t\t\tFree cash flow \u00a0
\n\t\t\t\t\tNNIT defines free cash flow as \u2018net cash generated \u00a0
\n\t\t\t\t\tfrom operating activities less net cash used in \u00a0
\n\t\t\t\t\tinvesting activities\u2019. \u00a0
\n\t\t\t\t\tOrganic growth \u00a0
\n\t\t\t\t\tExpansion of operations from own (internally gener- \u00a0
\n\t\t\t\t\tated) resources, without growth from acquisition of \u00a0
\n\t\t\t\t\tother companies and without currency effect. \u00a0
1.6 Going
Concern \u00a0
\n\t\t\t\t\tManagement has adopted the going concern basis \u00a0
\n\t\t\t\t\tfor preparing these financial statements and has \u00a0
\n\t\t\t\t\tconsidered the Group and the Company\u2019s cash flow, \u00a0
\n\t\t\t\t\tliquidity position and financial position in general, \u00a0
\n\t\t\t\t\ttogether with factors likely to affect development \u00a0
\n\t\t\t\t\tand performance. \u00a0
\n\t\t\t\t\tWith the anticipated carve-out and divestment \u00a0
\n\t\t\t\t\tto Agilitas of the Infrastructure operations NNIT \u00a0
\n\t\t\t\t\thas triggered a repayment and refinancing of the \u00a0
\n\t\t\t\t\tRevolving Credit Facility. As the divestment of the \u00a0
\n\t\t\t\t\tInfrastructure operations will not reach closing as \u00a0
\n\t\t\t\t\tof 31 March 2023, NNIT is required, within 60 days \u00a0
\n\t\t\t\t\tfrom 31 March 2023 or such later date as may be \u00a0
\n\t\t\t\t\tagreed with the lendes,, to refinance the Revolving \u00a0
\n\t\t\t\t\tCredit Facility. \u00a0
\n\t\t\t\t\tNNITs credit draw as of 31 December 2022 is DKK \u00a0
\n\t\t\t\t\t857 million, which includes 3 months rolling facilities \u00a0
\n\t\t\t\t\tand utilization of bank overdraft. This credit draw \u00a0
\n\t\t\t\t\thas increased in Q1 2023 in connection with costs \u00a0
\n\t\t\t\t\tincurred in connection with the carve-out related \u00a0
\n\t\t\t\t\tto conducting the actual technical split and advisor \u00a0
\n\t\t\t\t\tcosts, as well as repayment of COVID-19 aid pack- \u00a0
\n\t\t\t\t\tages and earn-out payments to Excellis Health Solu- \u00a0
\n\t\t\t\t\ttions and SL Controls. \u00a0
\n\t\t\t\t\tClosing reached \u00a0
\n\t\t\t\t\tCurrent expectations indicate that NNIT will \u00a0
\n\t\t\t\t\treceive cash proceeds in connection with the \u00a0
\n\t\t\t\t\ttransaction in excess of the amount due under the \u00a0
\n\t\t\t\t\tRevolving Credit Facility. \u00a0
Closing not reached \u00a0
\n\t\t\t\t\tIn the unlikely event that closing will not take place, \u00a0
\n\t\t\t\t\tNNIT will refinance the current utilization of the \u00a0
\n\t\t\t\t\tRevolving Credit Facility within 60 days from 31 \u00a0
\n\t\t\t\t\tMarch 2023 or such later date as may be agreed \u00a0
\n\t\t\t\t\twith the lenders. \u00a0
\n\t\t\t\t\tThe need for future refinancing within 60 days in \u00a0
\n\t\t\t\t\tboth scenarios indicates that a material uncertainty \u00a0
\n\t\t\t\t\texists that may cast significant doubt on the entity\u2019s \u00a0
\n\t\t\t\t\tability to continue as a going concern. \u00a0
\n\t\t\t\t\tManagement assesses that NNIT in both scenarios \u00a0
\n\t\t\t\t\tdescribed above will be able to maintain adequate \u00a0
\n\t\t\t\t\tliquidity over the next 12 months and, given the \u00a0
\n\t\t\t\t\tunderlying credit quality of the business, will be able \u00a0
\n\t\t\t\t\tto secure the necessary refinancing by negotiating \u00a0
\n\t\t\t\t\tnew facilities with current lenders. After reviewing \u00a0
\n\t\t\t\t\tthe current liquidity position, financial forecasts and \u00a0
\n\t\t\t\t\tpotential risks regarding the committed funding \u00a0
\n\t\t\t\t\tfacilities, it is management\u2019s assessment that it \u00a0
\n\t\t\t\t\tis appropriate to adopt a going concern basis of \u00a0
\n\t\t\t\t\tpreparation of the financial statements, and hence \u00a0
\n\t\t\t\t\tthe financial statements have been prepared on a \u00a0
\n\t\t\t\t\tgoing concern basis. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfSummaryOfSignificantAccountingPoliciesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact1900": {
"value": "1. Basis of preparation \u00a0
1.1 Summary
of significant accounting policies \u00a0
The consolidated financial statements are prepared \u00a0
\n\t\t\t\t\tin accordance with International Financial Reporting \u00a0
\n\t\t\t\t\tStandards (IFRS) as adopted by the European Union, \u00a0
\n\t\t\t\t\tand further requirements of the Danish financial \u00a0
\n\t\t\t\t\tstatements Act. The Consolidated Financial State- \u00a0
\n\t\t\t\t\tments are prepared in accordance with IFRS stand- \u00a0
\n\t\t\t\t\tards and interpretations applicable to the 2022 \u00a0
\n\t\t\t\t\tfinancial year. \u00a0
Restatement \u00a0
\n\t\t\t\t\tNNIT has issued a restatement of the annual finan- \u00a0
\n\t\t\t\t\tcial statement for 2021, following the Danish Busi- \u00a0
\n\t\t\t\t\tness Authority's final decision on NNIT\u2019s accounting \u00a0
\n\t\t\t\t\ttreatment of earn-out payments related to acqui- \u00a0
\n\t\t\t\t\tsitions. Complete
restated primary statements \u00a0
\n\t\t\t\t\tincluding the balance sheet as of 31 December 2020 \u00a0
\n\t\t\t\t\tare included in company announcement 4/2023 \u00a0
Overview of restatement adjustments: \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\t2020 \u00a0
\n\t\t\t\t\tAs \u00a0
\n\t\t\t\t\tAdjust- \u00a0
\n\t\t\t\t\tAs \u00a0
\n\t\t\t\t\tAdjust- \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\treported \u00a0
\n\t\t\t\t\tments Restated \u00a0
\n\t\t\t\t\treported \u00a0
\n\t\t\t\t\tments Restated \u00a0
\n\t\t\t\t\tIncome statement \u00a0
\n\t\t\t\t\tOperation profit before special items \u00a0
\n\t\t\t\t\t142 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t144 \u00a0
\n\t\t\t\t\t165 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t167 \u00a0
\n\t\t\t\t\tOperation profil \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t(53) \u00a0
\n\t\t\t\t\t(64) \u00a0
\n\t\t\t\t\t122 \u00a0
\n\t\t\t\t\t(45) \u00a0
\n\t\t\t\t\t77 \u00a0
\n\t\t\t\t\tProfit before income taxes \u00a0
\n\t\t\t\t\t(25) \u00a0
\n\t\t\t\t\t(51) \u00a0
\n\t\t\t\t\t(76) \u00a0
\n\t\t\t\t\t102 \u00a0
\n\t\t\t\t\t(32) \u00a0
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\tNet Profit for the year \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t(42) \u00a0
\n\t\t\t\t\t(49) \u00a0
\n\t\t\t\t\t76 \u00a0
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\t47 \u00a0
\n\t\t\t\t\tBalance \u00a0
\n\t\t\t\t\tIntangible assets \u00a0
\n\t\t\t\t\t945 \u00a0
\n\t\t\t\t\t(242) \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\t781 \u00a0
\n\t\t\t\t\t(203) \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tDeferred tax \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t40 \u00a0
\n\t\t\t\t\tTax receivables \u00a0
\n\t\t\t\t\t36 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t42 \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t31 \u00a0
\n\t\t\t\t\tEquity \u00a0
\n\t\t\t\t\t1,142 \u00a0
\n\t\t\t\t\t(149) \u00a0
\n\t\t\t\t\t993 \u00a0
\n\t\t\t\t\t1,134 \u00a0
\n\t\t\t\t\t(104) \u00a0
\n\t\t\t\t\t1,030 \u00a0
\n\t\t\t\t\tTotal non-current liabilities \u00a0
\n\t\t\t\t\t784 \u00a0
\n\t\t\t\t\t(75) \u00a0
\n\t\t\t\t\t709 \u00a0
\n\t\t\t\t\t661 \u00a0
\n\t\t\t\t\t(94) \u00a0
\n\t\t\t\t\t567 \u00a0
\n\t\t\t\t\tTotal current liabilities \u00a0
\n\t\t\t\t\t871 \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t872 \u00a0
\n\t\t\t\t\t867 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t871 \u00a0
\n\t\t\t\t\tEarnings per share \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t(0.3) \u00a0
\n\t\t\t\t\t(1.68) \u00a0
\n\t\t\t\t\t(1.98) \u00a0
\n\t\t\t\t\t3.07 \u00a0
\n\t\t\t\t\t(1.17) \u00a0
\n\t\t\t\t\t1.90 \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t(0.3) \u00a0
\n\t\t\t\t\t(1.68) \u00a0
\n\t\t\t\t\t(1.98) \u00a0
\n\t\t\t\t\t3.04 \u00a0
\n\t\t\t\t\t(1.15) \u00a0
\n\t\t\t\t\t1.89 \u00a0
Measurement basis \u00a0
\n\t\t\t\t\tThe consolidated financial statements have been \u00a0
\n\t\t\t\t\tprepared under the historical cost convention, as \u00a0
\n\t\t\t\t\tmodified by the measurement of derivative financial \u00a0
\n\t\t\t\t\tinstruments at fair value through profit or loss. \u00a0
\n\t\t\t\t\tThe accounting policies set out below have been \u00a0
\n\t\t\t\t\tapplied consistently in the preparation of the \u00a0
\n\t\t\t\t\tconsolidated financial statements for all the years \u00a0
\n\t\t\t\t\tpresented. \u00a0
Accounting policies \u00a0
\n\t\t\t\t\tConsidering all the accounting policies applied, \u00a0
\n\t\t\t\t\tManagement regards the following as the most \u00a0
\n\t\t\t\t\tsignificant accounting policies for the recognition \u00a0
\n\t\t\t\t\tand measurement of reported amounts: \u00a0
Recognition of revenue \u00a0
\n\t\t\t\t\tRevenue is the fair value of the transaction price \u00a0
\n\t\t\t\t\tor receivable from the sale of our services and \u00a0
\n\t\t\t\t\tcustomized IT applications and is the gross sales \u00a0
\n\t\t\t\t\tprice less VAT and any price reductions in the form \u00a0
\n\t\t\t\t\tof discounts and rebates. \u00a0
\n\t\t\t\t\tRevenue can be recognized over time or at a point \u00a0
\n\t\t\t\t\tin time. \u00a0
\n\t\t\t\t\tRevenue is recognized over time when an asset on \u00a0
\n\t\t\t\t\tbehalf of a customer is created with no alternative \u00a0
\n\t\t\t\t\tuse and NNIT has an enforceable right to payment \u00a0
\n\t\t\t\t\tfor performance completed year to date, or the \u00a0
\n\t\t\t\t\tcustomer obtains control of a service and thus has \u00a0
the ability to direct the use and obtain the benefit \u00a0
\n\t\t\t\t\tfrom the service. \u00a0
\n\t\t\t\t\tNNIT has two different types of businesses \u2013 \u00a0
\n\t\t\t\t\t'projects' and 'Service Level agreements' (SLA) \u00a0
\n\t\t\t\t\twhere revenue recognition is treated differently. \u00a0
Projects \u00a0
\n\t\t\t\t\tThe project business is characterized by being \u00a0
\n\t\t\t\t\tdeliveries which in nature are negotiated contracts \u00a0
\n\t\t\t\t\tbased on consumption and typically comprise advi- \u00a0
\n\t\t\t\t\tsory, design and development activities. Revenue \u00a0
\n\t\t\t\t\twill be recognized over time, as the 'no alternative \u00a0
\n\t\t\t\t\tuse' criteria's are met, using 'the percentage of \u00a0
\n\t\t\t\t\tcompletion method'. \u00a0
\n\t\t\t\t\tFor fixed priced projects the proportion of revenue \u00a0
\n\t\t\t\t\tto be recognized in a particular period is calcu- \u00a0
\n\t\t\t\t\tlated according to the percentage of completion \u00a0
\n\t\t\t\t\tof the project. For most contracts this is meas- \u00a0
\n\t\t\t\t\tured by reference to the costs of performing the \u00a0
\n\t\t\t\t\tcontract incurred up to the relevant balance sheet \u00a0
\n\t\t\t\t\tdate as a percentage of the total estimated costs \u00a0
\n\t\t\t\t\tof performing the contract. Reference to cost is \u00a0
\n\t\t\t\t\tassessed to be the most appropriate method as \u00a0
\n\t\t\t\t\tincurred hours are the value driver for the projects. \u00a0
\n\t\t\t\t\tThe sales value agreed in the contract is recognized \u00a0
\n\t\t\t\t\tover the contract period using above method. \u00a0
\n\t\t\t\t\tFor time-and material contracts, we recognize \u00a0
\n\t\t\t\t\trevenue as performance takes place based on \u00a0
\n\t\t\t\t\tactual hours incurred. \u00a0
Contracts where the recognized revenue from \u00a0
\n\t\t\t\t\tthe work performed exceeds progress billings are \u00a0
\n\t\t\t\t\trecognized as 'work in progress' in the balance \u00a0
\n\t\t\t\t\tsheet under assets. \u00a0
\n\t\t\t\t\tContracts for which progress billings exceed the \u00a0
\n\t\t\t\t\trevenue are recognized as 'prepayments received' \u00a0
\n\t\t\t\t\tunder liabilities. \u00a0
\n\t\t\t\t\tIf it is likely that the total costs in relation to a \u00a0
\n\t\t\t\t\tconstruction contract will exceed the total revenue \u00a0
\n\t\t\t\t\ton a specific project, the expected loss is recog- \u00a0
\n\t\t\t\t\tnized immediately in the income statement in the \u00a0
\n\t\t\t\t\tcurrent period. \u00a0
Service Level Agreements (SLA) \u00a0
\n\t\t\t\t\tThe SLA business comprise infrastructure and appli- \u00a0
\n\t\t\t\t\tcation outsourcing services and requires the perfor- \u00a0
\n\t\t\t\t\tmance of certain performance obligations typically \u00a0
\n\t\t\t\t\tdefined as service levels. As described below under \u00a0
\n\t\t\t\t\t\u201cOutsourcing contracts\u201d, the revenue under an \u00a0
\n\t\t\t\t\toutsourcing contract will be recognized over time. \u00a0
Outsourcing contracts \u00a0
\n\t\t\t\t\tOutsourcing contracts consist of two activities, \u00a0
\n\t\t\t\t\tpreparatory project (such as transition and transfor- \u00a0
\n\t\t\t\t\tmation) and operation of the IT systems e.g. applica- \u00a0
\n\t\t\t\t\ttion, servers and infrastructure. These identifiable \u00a0
\n\t\t\t\t\tcomponents are accounted for differently to reflect \u00a0
\n\t\t\t\t\tthe substance of the transaction. \u00a0
\n\t\t\t\t\tThe total contract value of the outsourcing \u00a0
\n\t\t\t\t\tcontracts will be split into the different perfor- \u00a0
\n\t\t\t\t\tmance obligations depending on the activities to be \u00a0
\n\t\t\t\t\tdelivered. NNIT will profit align between the perfor- \u00a0
\n\t\t\t\t\tmance obligations within the contract (expected \u00a0
\n\t\t\t\t\tcost plus margin approach). \u00a0
Transition \u00a0
\n\t\t\t\t\tTransition is: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tBasic transfer of services and responsibilities \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tThe minimum activities required that enable the \u00a0
\n\t\t\t\t\tdelivery organization to take over operation of \u00a0
\n\t\t\t\t\tthe current or similar services for the customer. \u00a0
\n\t\t\t\t\tThe transition phase takes place in the period between \u00a0
\n\t\t\t\t\tcontract signing and service start up (operation). \u00a0
\n\t\t\t\t\tActivities performed in the transition phase do not \u00a0
\n\t\t\t\t\ttransfer services to the customer as they are seen as \u00a0
\n\t\t\t\t\t\u2018start-up\u2019 costs and therefore revenue cannot be recog- \u00a0
\n\t\t\t\t\tnized as the activities are performed but will be recog- \u00a0
\n\t\t\t\t\tnized over the operation period. Cost regarding the \u00a0
\n\t\t\t\t\ttransition projects is capitalized and depreciated over \u00a0
\n\t\t\t\t\tthe contract period. Please refer to \u2018Transition cost\u2019. \u00a0
\n\t\t\t\t\tAny prepayments received regarding transition \u00a0
\n\t\t\t\t\tprojects will be recognized as revenue over the \u00a0
\n\t\t\t\t\toperation period. \u00a0
Transformation \u00a0
\n\t\t\t\t\tTransformation is: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tA significant change to future state of the subject. \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tThe full set of activities required for the delivery \u00a0
\n\t\t\t\t\torganization to provide the future state operation \u00a0
\n\t\t\t\t\tof services to the customer. \u00a0
\n\t\t\t\t\tThese activities transfer services to the customer as \u00a0
\n\t\t\t\t\tperformed. \u00a0
\n\t\t\t\t\tThe transformation phase typically starts after the \u00a0
\n\t\t\t\t\tsuccessful completion of transition and ends when \u00a0
\n\t\t\t\t\tthe environment has reached the agreed future \u00a0
\n\t\t\t\t\tstate. In some circumstances the transformation \u00a0
phase will take place in parallel with the transition \u00a0
\n\t\t\t\t\tphase. \u00a0
\n\t\t\t\t\tRevenue regarding transformation projects is \u00a0
\n\t\t\t\t\trecognized over time as an asset is created with no \u00a0
\n\t\t\t\t\talternative use and NNIT has an enforceable right \u00a0
\n\t\t\t\t\tto payment and revenue recognition in nature is \u00a0
\n\t\t\t\t\tsimilar to the project business. \u00a0
Operation \u00a0
\n\t\t\t\t\tRevenue from the operation of IT systems is \u00a0
\n\t\t\t\t\trecognized in the period in which the outsourcing \u00a0
\n\t\t\t\t\tservices are provided based on amounts billable \u00a0
\n\t\t\t\t\tto a customer (for fixed price components in the \u00a0
\n\t\t\t\t\tcontract, revenue is typically recognized on a \u00a0
\n\t\t\t\t\tstraight-line basis over the course of a year, while for \u00a0
\n\t\t\t\t\tvariable components revenue is recognized based \u00a0
\n\t\t\t\t\ton usage of units, and price lists according to the \u00a0
\n\t\t\t\t\tcontract). \u00a0
Hedge accounting \u00a0
\n\t\t\t\t\tAll currency derivative instruments are initially \u00a0
\n\t\t\t\t\trecognized at fair value and subsequently remeas- \u00a0
\n\t\t\t\t\tured at fair value at the end of the reporting period. \u00a0
\n\t\t\t\t\tValue adjustments of currency derivative financial \u00a0
\n\t\t\t\t\tinstruments classified as cash flow hedges are \u00a0
\n\t\t\t\t\trecognized directly in other comprehensive income, \u00a0
\n\t\t\t\t\tgiven hedge effectiveness, and recognized in a \u00a0
\n\t\t\t\t\thedging reserve in equity. The cumulative value \u00a0
\n\t\t\t\t\tadjustment of these instruments is transferred from \u00a0
\n\t\t\t\t\tthe hedging reserve to the income statement as a \u00a0
\n\t\t\t\t\treclassification adjustment under financial income \u00a0
\n\t\t\t\t\tor financial expenses, when the hedged transaction \u00a0
\n\t\t\t\t\tis recognized in the Income statement. \u00a0
\n\t\t\t\t\tWhen a hedging instrument no longer meets the \u00a0
\n\t\t\t\t\tcriteria for hedge accounting, any cumulative gain \u00a0
or loss recognized in the hedging reserve for the \u00a0
\n\t\t\t\t\tperiod in which the criteria were met remains in \u00a0
\n\t\t\t\t\tequity and will be recognized in the income state- \u00a0
\n\t\t\t\t\tment when the forecasted transaction is ultimately \u00a0
\n\t\t\t\t\trecognized in the income statement. \u00a0
\n\t\t\t\t\tWhen a forecast transaction is no longer expected \u00a0
\n\t\t\t\t\tto occur, the cumulative gain or loss that was recog- \u00a0
\n\t\t\t\t\tnized in equity is immediately transferred to the \u00a0
\n\t\t\t\t\tincome statement under financial income or finan- \u00a0
\n\t\t\t\t\tcial expenses. \u00a0
1.2 Summary
of key accounting estimates \u00a0
The preparation of financial statements under IFRS \u00a0
\n\t\t\t\t\trequires the use of certain key accounting esti- \u00a0
\n\t\t\t\t\tmates. \u00a0
\n\t\t\t\t\tDetermination of the carrying amount of some \u00a0
\n\t\t\t\t\tassets and liabilities requires Management to make \u00a0
\n\t\t\t\t\tjudgements, estimates and assumptions about \u00a0
\n\t\t\t\t\tfuture circumstances. \u00a0
\n\t\t\t\t\tEstimates and assumptions are based on historical \u00a0
\n\t\t\t\t\texperience and other factors and are regarded by \u00a0
\n\t\t\t\t\tManagement as reasonable in the circumstances \u00a0
\n\t\t\t\t\tbut are inherently uncertain and unpredictable and \u00a0
\n\t\t\t\t\ttherefore the actual outcome may differ from these \u00a0
\n\t\t\t\t\testimates. \u00a0
\n\t\t\t\t\tManagement considers judgements and estimates \u00a0
\n\t\t\t\t\tunder the following items as significant to these \u00a0
\n\t\t\t\t\tconsolidated financial statements: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tDiscontinued operations (note 3.9) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tImpairment test, goodwill (note 3.2) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tContract balances (note 3.4) \u00a0
Discontinued operations \u00a0
\n\t\t\t\t\tThe announced divestment of infrastructure oper- \u00a0
\n\t\t\t\t\tations (Hybrid Cloud Solutions and selected parts \u00a0
\n\t\t\t\t\tof Cloud & Digital Solutions) on June 22, 2022, \u00a0
\n\t\t\t\t\thas been assessed in respect of IFRS 5 Discon- \u00a0
\n\t\t\t\t\ttinued operations, and it represents a significant \u00a0
\n\t\t\t\t\taccounting judgement. It has been concluded that \u00a0
\n\t\t\t\t\tbusiness qualify for disclosure as discontinuing \u00a0
\n\t\t\t\t\toperations as of end December 2022 as it is now \u00a0
\n\t\t\t\t\tavailable for immediate sale in the present condi- \u00a0
\n\t\t\t\t\ttion. \u00a0
\n\t\t\t\t\tThe changed assessment compared to previous \u00a0
\n\t\t\t\t\tperiods is due to the development in Client consent \u00a0
as well as the legal carveout and organizational \u00a0
\n\t\t\t\t\tsplit are now just awaiting formal approvals. Clas- \u00a0
\n\t\t\t\t\tsification of discontinued operations is subject to \u00a0
\n\t\t\t\t\taccounting estimates with regards to allocating \u00a0
\n\t\t\t\t\trevenue and costs. \u00a0
Impairment test \u00a0
\n\t\t\t\t\tFor the goodwill impairment test, a number of esti- \u00a0
\n\t\t\t\t\tmates are made on the development in revenues, \u00a0
\n\t\t\t\t\tgross profits, operating margins, future capital \u00a0
\n\t\t\t\t\texpenditures, discount rates and growth expecta- \u00a0
\n\t\t\t\t\ttions in the terminal period. These estimates are \u00a0
\n\t\t\t\t\tbased on assessments of the current and future \u00a0
\n\t\t\t\t\tdevelopment in the subsidiary and are based on \u00a0
\n\t\t\t\t\thistorical data and assumptions of future expected \u00a0
\n\t\t\t\t\tmarket developments, including expected long-term \u00a0
\n\t\t\t\t\taverage market growth rates. \u00a0
Work in progress \u00a0
\n\t\t\t\t\tThe determination of the percentage of completion \u00a0
\n\t\t\t\t\tof work in progress related to fixed price projects is \u00a0
\n\t\t\t\t\tbased on estimates of future costs, hours and mate- \u00a0
\n\t\t\t\t\trials. Each project is unique in their design. Manage- \u00a0
\n\t\t\t\t\tment makes judgements on individual assessments \u00a0
\n\t\t\t\t\tof specific projects and their associated risk from \u00a0
\n\t\t\t\t\tthe on-going monitoring, to identify any deviations \u00a0
\n\t\t\t\t\tfrom estimates. \u00a0
\n\t\t\t\t\tAdjustments to cost estimates may be made peri- \u00a0
\n\t\t\t\t\todically following management review, which may \u00a0
\n\t\t\t\t\tresult in a re-assessment of the percentage of \u00a0
\n\t\t\t\t\tcompletion as of the date of review. Such changes \u00a0
\n\t\t\t\t\tresult in revisions to revenue attributable to work \u00a0
\n\t\t\t\t\tperformed up until the date of revision. The effect \u00a0
\n\t\t\t\t\tof such changes in estimates is recognized as a \u00a0
\n\t\t\t\t\tchange to revenue in the period in which the revi- \u00a0
\n\t\t\t\t\tsions are determined. \u00a0
1.3 Changes
in accounting policies, estimates and disclosures \u00a0
NNIT has applied relevant new or amended stand- \u00a0
\n\t\t\t\t\tards (IFRS) and interpretations (IFRIC) as applied by \u00a0
\n\t\t\t\t\tthe EU and which are effective for the financial year 1 \u00a0
\n\t\t\t\t\tJanuary \u2013 31 December 2022. NNIT has assessed that \u00a0
\n\t\t\t\t\tthe new or amended standards and interpretations \u00a0
\n\t\t\t\t\thave not had any material impact on NNIT\u2019s Annual \u00a0
\n\t\t\t\t\tReport in 2022 \u00a0
Contingent consideration (earn-out) \u00a0
\n\t\t\t\t\tThe Danish Business Authority required NNIT A/S \u00a0
\n\t\t\t\t\tto change the applied accounting treatment of \u00a0
\n\t\t\t\t\tthe earn-out payment related to the acquisition \u00a0
of Excellis Health Solutions. The decision was that \u00a0
\n\t\t\t\t\tearn-out payments should not be included in the \u00a0
\n\t\t\t\t\tcost price of the acquisition and consequently good- \u00a0
\n\t\t\t\t\twill, but instead expensed as remuneration over a \u00a0
\n\t\t\t\t\tperiod of time in accordance with IFRS 3, section \u00a0
\n\t\t\t\t\tB55(a), as the earn-out is in part subject to the selling \u00a0
\n\t\t\t\t\tshareholders\u2019 continued employment during a spec- \u00a0
\n\t\t\t\t\tified period of time according to the Danish Business \u00a0
\n\t\t\t\t\tAuthority. Other acquisitions, including SCALES, \u00a0
\n\t\t\t\t\tValiance Partner, HGP Group and SL Controls \u00a0
\n\t\t\t\t\tcomprise similar terms as Excellis Health Solutions \u00a0
\n\t\t\t\t\tearn-out and are consequently subject to the same \u00a0
\n\t\t\t\t\tamendment of the accounting treatment. \u00a0
1.4 General
accounting policies \u00a0
\n\t\t\t\t\tPrinciples of consolidation \u00a0
\n\t\t\t\t\tThe consolidated financial statements include the \u00a0
\n\t\t\t\t\tfinancial statements of NNIT A/S (parent company)
\n\t\t\t\t\tand entities over which the Group has control. \u00a0
\n\t\t\t\t\tThe Group controls an entity when the Group is \u00a0
\n\t\t\t\t\texposed to, or has rights to, variable returns from \u00a0
\n\t\t\t\t\tits involve- ment with the entity and has the ability \u00a0
\n\t\t\t\t\tto affect those returns through its power over the \u00a0
\n\t\t\t\t\tentity. NNIT A/S and its subsidiaries are collectively \u00a0
\n\t\t\t\t\treferred to as the Group. \u00a0
\n\t\t\t\t\tThe consolidated financial statements are based on \u00a0
\n\t\t\t\t\tthe financial statements of the Parent Company and \u00a0
\n\t\t\t\t\tthe subsidiaries, and are prepared by combining \u00a0
\n\t\t\t\t\titems of a similar nature and eliminating intercom- \u00a0
\n\t\t\t\t\tpany transactions, shareholdings, balances and \u00a0
\n\t\t\t\t\tunrealized intercompany profits and losses. The \u00a0
\n\t\t\t\t\tconsolidated financial statements are based on \u00a0
\n\t\t\t\t\tfinancial statements of Group companies prepared \u00a0
\n\t\t\t\t\tin accordance with the Group\u2019s accounting policies. \u00a0
Other accounting policies \u00a0
\n\t\t\t\t\tContinuing and Discontinued operations \u00a0
\n\t\t\t\t\tSeparation of operations into continuing and \u00a0
\n\t\t\t\t\tdiscontinued operations is based on an identifica- \u00a0
\n\t\t\t\t\ttion of contracts and revenues, direct employees \u00a0
\n\t\t\t\t\tand costs as well as identification of time spend \u00a0
\n\t\t\t\t\tby employees in one category related to the other. \u00a0
\n\t\t\t\t\tShared costs are split based on allocation between \u00a0
\n\t\t\t\t\tthe two categories based on estimates future split. \u00a0
Acquisition of subsidiaries \u00a0
\n\t\t\t\t\tOn acquisition of subsidiaries, the acquisition \u00a0
\n\t\t\t\t\tmethod is applied, and identifiable assets and liabil- \u00a0
\n\t\t\t\t\tities are recognized and generally measured at fair \u00a0
\n\t\t\t\t\tvalue at the date control was achieved. \u00a0
Identifiable intangible assets are recognized if they \u00a0
\n\t\t\t\t\tcan be separated, and the fair value can be reliably \u00a0
\n\t\t\t\t\tmeasured. Deferred tax on revaluations is recog- \u00a0
\n\t\t\t\t\tnized. \u00a0
\n\t\t\t\t\tAny positive differences between fair value of \u00a0
\n\t\t\t\t\tconsideration transferred and fair value of net \u00a0
\n\t\t\t\t\tassets acquired on acquisition of subsidiaries are \u00a0
\n\t\t\t\t\trecognized as goodwill. Consideration transferred \u00a0
\n\t\t\t\t\tconsists of shares, contingent consideration as well \u00a0
\n\t\t\t\t\tas cash and cash equivalents. \u00a0
\n\t\t\t\t\tGoodwill is not amortized but is tested annually for \u00a0
\n\t\t\t\t\timpairment. \u00a0
\n\t\t\t\t\tTransactions costs are recognized as operating \u00a0
\n\t\t\t\t\tcosts as they have incurred. \u00a0
\n\t\t\t\t\tIf the initial accounting for business combination \u00a0
\n\t\t\t\t\tcan be determined only preliminary by the end of \u00a0
\n\t\t\t\t\tthe period in which the combination is affected, \u00a0
\n\t\t\t\t\tadjustments made to the provisional fair value of \u00a0
\n\t\t\t\t\tacquired net assets or cost of the acquisition within \u00a0
\n\t\t\t\t\t12 months of the acquisition date are adjusted to \u00a0
\n\t\t\t\t\tthe initial goodwill. \u00a0
\n\t\t\t\t\tAcquired entities are recognized in the consoli- \u00a0
\n\t\t\t\t\tdated financial statements at the date control was \u00a0
\n\t\t\t\t\tachieved. \u00a0
Segment reporting \u00a0
\n\t\t\t\t\tSegment performance is evaluated on the basis \u00a0
\n\t\t\t\t\tof the operating profit consistent with the consoli- \u00a0
\n\t\t\t\t\tdated financial statements. \u00a0
\n\t\t\t\t\tOperating segments are reported in a manner \u00a0
\n\t\t\t\t\tconsistent with the internal reporting provided to \u00a0
\n\t\t\t\t\tGroup Management and the Board of Directors. \u00a0
NNIT completed a major organizational change to \u00a0
\n\t\t\t\t\tcreate three distinct business units as disclosed in \u00a0
\n\t\t\t\t\tcompany announcement from April 29 2022: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLife Sciences Solutions (LSS) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCloud & Digital Solutions (CDS) \u00a0
\n\t\t\t\t\tNo operating segments have been aggregated to \u00a0
\n\t\t\t\t\tform the reported business segments. \u00a0
\n\t\t\t\t\tThere are no sales or other transactions between \u00a0
\n\t\t\t\t\tthe business segments. Costs have been split \u00a0
\n\t\t\t\t\tbetween the business segments according to a \u00a0
\n\t\t\t\t\tspecific allocation with the addition of a minor \u00a0
\n\t\t\t\t\tnumber of corporate overhead costs allocated \u00a0
\n\t\t\t\t\tsystematically between segments. Other operating \u00a0
\n\t\t\t\t\tincome has been allocated to the two segments \u00a0
\n\t\t\t\t\tbased on the same principle. \u00a0
\n\t\t\t\t\tFinancial income and expenses and income taxes \u00a0
\n\t\t\t\t\tare managed at Group level and are not allocated to \u00a0
\n\t\t\t\t\tbusiness segments. \u00a0
Translation of foreign currency \u00a0
\n\t\t\t\t\tFunctional currency and presentation currency \u00a0
\n\t\t\t\t\tThe financial statement items for each of the \u00a0
\n\t\t\t\t\tGroup\u2019s entities are measured in the currency used \u00a0
\n\t\t\t\t\tin the economic environment in which the entity \u00a0
\n\t\t\t\t\toperates (functional currency). \u00a0
\n\t\t\t\t\tThe consolidated financial statements are \u00a0
\n\t\t\t\t\tpresented in Danish kroner (DKK). \u00a0
\n\t\t\t\t\tTransactions and balance sheet \u00a0
\n\t\t\t\t\tTransactions in foreign currencies within the year \u00a0
\n\t\t\t\t\tare translated into the functional currency at the \u00a0
\n\t\t\t\t\texchange rate at the transaction date. Receivables \u00a0
\n\t\t\t\t\tand liabilities in foreign currencies that have not \u00a0
\n\t\t\t\t\tbeen settled at the balance sheet date are trans- \u00a0
\n\t\t\t\t\tlated at the exchange rate at the balance sheet date. \u00a0
Realized and unrealized exchange rate adjustments \u00a0
\n\t\t\t\t\tare recognized in the income statement under \u00a0
\n\t\t\t\t\t\u201cfinancial income and expenses\u201d. \u00a0
\n\t\t\t\t\tCurrency translation for foreign operations in the \u00a0
\n\t\t\t\t\tfinancial statements of foreign subsidiaries' balance \u00a0
\n\t\t\t\t\tsheet items are translated to Danish kroner (DKK) \u00a0
\n\t\t\t\t\tat the exchange rate at the balance sheet date, and \u00a0
\n\t\t\t\t\tincome statement items are translated using the \u00a0
\n\t\t\t\t\taverage exchange rate. \u00a0
\n\t\t\t\t\tExchange differences arising from: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tthe translation of subsidiaries\u2019 net assets at the \u00a0
\n\t\t\t\t\tbeginning of the financial year at exchange rates \u00a0
\n\t\t\t\t\tat the balance sheet date and \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tthe translation of subsidiaries\u2019 income statements \u00a0
\n\t\t\t\t\tat exchange rates at the balance sheet date \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\texchange rate adjustments of loans, which are \u00a0
\n\t\t\t\t\tseen as part of the net investment in foreign \u00a0
\n\t\t\t\t\tsubsidiaries \u00a0
\n\t\t\t\t\tare recognized in \u2018exchange rate adjustments\u2019 in \u00a0
\n\t\t\t\t\tother comprehensive income and presented in a \u00a0
\n\t\t\t\t\tseparate reserve within equity. \u00a0
Costs \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\tThe cost of goods sold comprises costs paid in \u00a0
\n\t\t\t\t\torder to generate revenue for the year, including \u00a0
\n\t\t\t\t\tamortization and depreciation, share-based \u00a0
\n\t\t\t\t\tcompensation and salaries. \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\tSales and marketing costs comprise costs in the \u00a0
\n\t\t\t\t\tform of salaries and share-based compensation for \u00a0
\n\t\t\t\t\tsales and marketing staff, advertising costs, and \u00a0
\n\t\t\t\t\tamortization and depreciation. \u00a0
Administrative expenses \u00a0
\n\t\t\t\t\tAdministrative expenses comprise costs in the \u00a0
\n\t\t\t\t\tform of share-based compensation and salaries for \u00a0
\n\t\t\t\t\tadministrative staff and amortization and depreci- \u00a0
\n\t\t\t\t\tation. \u00a0
Special Items \u00a0
\n\t\t\t\t\tSpecial items comprise costs or income that cannot \u00a0
\n\t\t\t\t\tbe attributed directly to the Group\u2019s ordinary activ- \u00a0
\n\t\t\t\t\tities and are non-recurring of nature. Such costs \u00a0
\n\t\t\t\t\tand income include the cost related to significant \u00a0
\n\t\t\t\t\trestructuring of the cost base and processes as \u00a0
\n\t\t\t\t\twell as restructuring costs related to resignation of \u00a0
\n\t\t\t\t\temployees. Further special items include significant \u00a0
\n\t\t\t\t\tcost related to M&A activities, redundancy cost \u00a0
\n\t\t\t\t\trelated to members of Group Management, impair- \u00a0
\n\t\t\t\t\tment of assets and gains and losses regarding \u00a0
\n\t\t\t\t\tdisposal of activities or subsidiaries. \u00a0
\n\t\t\t\t\tSpecial items are shown separately from the \u00a0
\n\t\t\t\t\tGroup\u2019s ordinary operations to facilitate a better \u00a0
\n\t\t\t\t\tunderstanding of the Group\u2019s financial perfor- \u00a0
\n\t\t\t\t\tmance. \u00a0
Financial items \u00a0
\n\t\t\t\t\tFinancial income and expenses comprise interest, \u00a0
\n\t\t\t\t\trealized and unrealized gains and losses from \u00a0
\n\t\t\t\t\texchange rate adjustments, fair value adjustments \u00a0
\n\t\t\t\t\ton forward contracts and the cumulative value \u00a0
\n\t\t\t\t\tadjustment of these instruments transferred from \u00a0
\n\t\t\t\t\tthe hedging reserve within equity. \u00a0
\n\t\t\t\t\tInterest income is recognized on an accrual basis \u00a0
\n\t\t\t\t\taccording to the effective interest rate method. \u00a0
Tax \u00a0
\n\t\t\t\t\tIncome tax comprises current tax and deferred \u00a0
\n\t\t\t\t\ttax for the year, and is recognized as follows: The \u00a0
amount that can be allocated to the net profit for \u00a0
\n\t\t\t\t\tthe year is recognized in the income statement, and \u00a0
\n\t\t\t\t\tthe amount that relates to items recognized in other \u00a0
\n\t\t\t\t\tcomprehensive income and/or equity respectively \u00a0
\n\t\t\t\t\tis recognized in other comprehensive income and/ \u00a0
\n\t\t\t\t\tor equity. \u00a0
\n\t\t\t\t\tDeferred tax is measured according to the balance \u00a0
\n\t\t\t\t\tsheet-based liability method on all temporary differ- \u00a0
\n\t\t\t\t\tences between the carrying amount and tax base of \u00a0
\n\t\t\t\t\tassets and liabilities. \u00a0
\n\t\t\t\t\tDeferred tax assets are recognized in the balance \u00a0
\n\t\t\t\t\tsheet under non-current assets. \u00a0
\n\t\t\t\t\tDeferred tax liabilities are recognized in the balance \u00a0
\n\t\t\t\t\tsheet under non-current liabilities. \u00a0
\n\t\t\t\t\tDeferred tax is measured on the basis of the tax \u00a0
\n\t\t\t\t\trules and tax rates that according to current legis- \u00a0
\n\t\t\t\t\tlation at the balance sheet date will apply at the \u00a0
\n\t\t\t\t\ttime of the expected realization of the deferred \u00a0
\n\t\t\t\t\ttax asset or settlement of the deferred tax liability. \u00a0
\n\t\t\t\t\tAny changes to deferred tax caused by changes in \u00a0
\n\t\t\t\t\tstatutory tax rates are recognized in the income \u00a0
\n\t\t\t\t\tstatement. \u00a0
\n\t\t\t\t\tFor Danish tax purposes, NNIT A/S and SCALES A/S \u00a0
\n\t\t\t\t\tis assessed jointly with the Novo Group. Income tax \u00a0
\n\t\t\t\t\tis allocated between the companies in proportion to \u00a0
\n\t\t\t\t\ttheir taxable incomes (full allocation with compen- \u00a0
\n\t\t\t\t\tsation concerning tax losses). The jointly assessed \u00a0
\n\t\t\t\t\tcompanies are included in the Tax Prepayment \u00a0
\n\t\t\t\t\tScheme. \u00a0
Intangible assets \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tGoodwill arising from business combinations \u00a0
\n\t\t\t\t\tis recognized and measured as the difference \u00a0
\n\t\t\t\t\tbetween the total of the fair value of the considera- \u00a0
\n\t\t\t\t\ttion transferred compared to the fair value of identi- \u00a0
\n\t\t\t\t\tfiable net assets on the date of acquisition. \u00a0
\n\t\t\t\t\tGoodwill is not amortized, but the carrying amount \u00a0
\n\t\t\t\t\tis tested at relevant cash generating unit level \u00a0
\n\t\t\t\t\t(CGU-level) for impairment once a year. \u00a0
\n\t\t\t\t\tGoodwill is written down to its recoverable amount \u00a0
\n\t\t\t\t\tthrough the income statement if lower than the \u00a0
\n\t\t\t\t\tcarrying amount. \u00a0
\n\t\t\t\t\tThe recoverable amount is determined as the \u00a0
\n\t\t\t\t\tpresent value of the discounted future net cash \u00a0
\n\t\t\t\t\tflow from the activities goodwill relates to. In calcu- \u00a0
\n\t\t\t\t\tlating the present value, discount rates are applied \u00a0
\n\t\t\t\t\treflecting the riskfree interest rate with the addition \u00a0
\n\t\t\t\t\tof risks relating to the individual CGU. \u00a0
IT development projects \u00a0
\n\t\t\t\t\tIT development projects are clearly specified and \u00a0
\n\t\t\t\t\tidentifiable projects under development for internal \u00a0
\n\t\t\t\t\tand external use for which the technical feasibility \u00a0
\n\t\t\t\t\tof completing the development project has been \u00a0
\n\t\t\t\t\tdemonstrated and resources are available within \u00a0
\n\t\t\t\t\tNNIT. \u00a0
\n\t\t\t\t\tAny development projects that do not meet the \u00a0
\n\t\t\t\t\tcriteria for capitalization in the balance sheet are \u00a0
\n\t\t\t\t\trecognized as costs. \u00a0
\n\t\t\t\t\tDevelopment costs meeting the criteria for capital- \u00a0
\n\t\t\t\t\tiztion are measured at cost less accumulated amor- \u00a0
\n\t\t\t\t\ttization and any impairment losses. Development \u00a0
costs include salaries, amortization and deprecia- \u00a0
\n\t\t\t\t\ttion and other costs that can be directly attributed \u00a0
\n\t\t\t\t\tto NNIT development activities. \u00a0
\n\t\t\t\t\tDevelopment costs recognized in the balance sheet \u00a0
\n\t\t\t\t\tare amortized from completion of the development \u00a0
\n\t\t\t\t\tusing the straight-line method, over the period the \u00a0
\n\t\t\t\t\tasset is expected to generate economic benefits. \u00a0
\n\t\t\t\t\tStraight-line amortization over the expected useful \u00a0
\n\t\t\t\t\tlife of the asset: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT projects: 5-10 years \u00a0
\n\t\t\t\t\tIntangible assets that are in use and subject to \u00a0
\n\t\t\t\t\tamortization are tested for impairment whenever \u00a0
\n\t\t\t\t\tevents or changes in circumstances indicate that the \u00a0
\n\t\t\t\t\tcarrying amount may not be recoverable. Factors \u00a0
\n\t\t\t\t\tthat could trigger an impairment test include \u00a0
\n\t\t\t\t\tchanges in the economic lifes of similar assets or \u00a0
\n\t\t\t\t\tthe relationship with other intangible assets or \u00a0
\n\t\t\t\t\ttangible assets. \u00a0
\n\t\t\t\t\tIntangible assets under construction are tested for \u00a0
\n\t\t\t\t\timpairment once a year. \u00a0
\n\t\t\t\t\tIf the carrying amount of intangible assets exceeds \u00a0
\n\t\t\t\t\tthe recoverable amount based upon the above indi- \u00a0
\n\t\t\t\t\tcators of impairment, any impairment loss is meas- \u00a0
\n\t\t\t\t\tured based on discounted future cash flows. \u00a0
asset or recognized as a separate asset, where \u00a0
\n\t\t\t\t\tthere are likely future economic benefits for the \u00a0
\n\t\t\t\t\tGroup and the value of the asset can be reliably \u00a0
\n\t\t\t\t\tmeasured. \u00a0
\n\t\t\t\t\tThe depreciable amount of the assets is depreciated \u00a0
\n\t\t\t\t\ton a straight-line basis over the following estimated \u00a0
\n\t\t\t\t\tuseful life periods: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tOther equipment: 3-10 years \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLeasehold improvements: 5-10 years \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tBuildings: 10-50 years \u00a0
\n\t\t\t\t\tMajor components of buildings which are expected \u00a0
\n\t\t\t\t\tto be replaced with regular intervals during the life \u00a0
\n\t\t\t\t\tof the building are treated as separated compo- \u00a0
\n\t\t\t\t\tnents of the building and are depreciated over the \u00a0
\n\t\t\t\t\tperiod until expected replacement. \u00a0
\n\t\t\t\t\tAsset residual values and useful life's are assessed \u00a0
\n\t\t\t\t\tand, where required, adjusted on each balance \u00a0
\n\t\t\t\t\tsheet date. \u00a0
\n\t\t\t\t\tTangible assets are tested for impairment if \u00a0
\n\t\t\t\t\tthere are indications of impairment. The carrying \u00a0
\n\t\t\t\t\tamount of an asset is written down to its recover- \u00a0
\n\t\t\t\t\table amount if the carrying amount exceeds the \u00a0
\n\t\t\t\t\testimated recoverable amount. The recoverable \u00a0
\n\t\t\t\t\tamount for the asset is determined as the higher \u00a0
\n\t\t\t\t\tof fair value less costs to sell and net present value \u00a0
\n\t\t\t\t\tof future net cash flows from continued use. If the \u00a0
\n\t\t\t\t\trecoverable amount of an individual asset cannot \u00a0
\n\t\t\t\t\tbe determined, value in use is determined for the \u00a0
\n\t\t\t\t\tsmallest group of assets for which it is possible to \u00a0
\n\t\t\t\t\tdetermine a recoverable amount. Impairment losses \u00a0
\n\t\t\t\t\tare recognized in the income statement under the \u00a0
\n\t\t\t\t\trelevant functional areas. \u00a0
\n\t\t\t\t\tDepreciation and gains or losses from disposal of \u00a0
\n\t\t\t\t\ttangible assets are recognized in the income state- \u00a0
ment under cost of goods sold, sale and marketing \u00a0
\n\t\t\t\t\tcosts and administrative expenses respectively. \u00a0
Lease assets \u00a0
\n\t\t\t\t\tLease assets are 'right-of-use assets' arising \u00a0
\n\t\t\t\t\tfrom a lease agreement. Lease assets are initially \u00a0
\n\t\t\t\t\tmeasured at cost consisting of the amount of the \u00a0
\n\t\t\t\t\tinitial measurement of the lease liability, plus any \u00a0
\n\t\t\t\t\tlease payments made to the lessor at or before \u00a0
\n\t\t\t\t\tthe commencement date less any lease incentives \u00a0
\n\t\t\t\t\treceived and the initial estimate of refurbishment \u00a0
\n\t\t\t\t\tcosts and any initial directs costs incurred by NNIT \u00a0
\n\t\t\t\t\tas the lessee. \u00a0
\n\t\t\t\t\tNNIT has three different types of leases: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tRental of premises \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT equipment \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCompany cars \u00a0
\n\t\t\t\t\tThe lease assets are depreciated on a straight-line \u00a0
\n\t\t\t\t\tbasis over the lease term. The lease asset can be \u00a0
\n\t\t\t\t\tadjusted due to modifications to the lease agree- \u00a0
\n\t\t\t\t\tment or reassessment of lease term. \u00a0
\n\t\t\t\t\tPayments associated with short-term leases and \u00a0
\n\t\t\t\t\tleases of low-value assets are recognized on a \u00a0
\n\t\t\t\t\tstraight-line basis as an expense in profit or loss. \u00a0
\n\t\t\t\t\tShort-term leases are leases with a term of 12 \u00a0
\n\t\t\t\t\tmonths or less. Low-value assets comprise IT-equip- \u00a0
\n\t\t\t\t\tment and small items of office furniture with a value \u00a0
\n\t\t\t\t\tbelow DKK 100 thousand. \u00a0
Transition cost \u00a0
\n\t\t\t\t\tTransition cost consists of cost regarding transition \u00a0
\n\t\t\t\t\tprojects, which has been capitalized until operation \u00a0
\n\t\t\t\t\tbegins. The cost mainly relates to employee cost \u00a0
\n\t\t\t\t\tand will be amortized over the operation period. \u00a0
Inventories \u00a0
\n\t\t\t\t\tGoods for resale are measured at the lower of cost \u00a0
\n\t\t\t\t\tand net realizable value. \u00a0
Trade receivables \u00a0
\n\t\t\t\t\tTrade receivables are initially recognized at fair value \u00a0
\n\t\t\t\t\tand subsequently measured at amortized cost using \u00a0
\n\t\t\t\t\tthe effective interest method, less allowance for \u00a0
\n\t\t\t\t\tdoubtful trade receivables. \u00a0
Allowance for doubtful trade receivables is made \u00a0
\n\t\t\t\t\tusing the expected credit loss model, which uses a \u00a0
\n\t\t\t\t\tlifetime expected loss allowance for all trade receiv- \u00a0
\n\t\t\t\t\tables. \u00a0
\n\t\t\t\t\tThe allowance is deducted from the carrying \u00a0
\n\t\t\t\t\tamount of trade receivables and the amount of the \u00a0
\n\t\t\t\t\tloss is recognized in the income statement under \u00a0
\n\t\t\t\t\tcost of goods sold. \u00a0
Other receivables and prepayments \u00a0
\n\t\t\t\t\tCurrent receivables \u00a0
\n\t\t\t\t\tCurrent receivables are measured at amortized cost \u00a0
\n\t\t\t\t\tless potential write-downs for impairment losses. \u00a0
\n\t\t\t\t\tWrite-downs are based on individual assessments \u00a0
\n\t\t\t\t\tof each debtor. \u00a0
\n\t\t\t\t\tPrepayments \u00a0
\n\t\t\t\t\tPrepayments comprise costs incurred for the next \u00a0
\n\t\t\t\t\tfinancial year. These are usually prepayments for \u00a0
\n\t\t\t\t\tmaintenance of hardware and software licenses. \u00a0
Assets classified as held for sale \u00a0
\n\t\t\t\t\tAssets classified as held for sale comprise assets \u00a0
\n\t\t\t\t\tand liabilities for which it is highly likely that the \u00a0
\n\t\t\t\t\tvalue will be recovered through a sale within 12 \u00a0
\n\t\t\t\t\tmonths rather than through continued use. Assets \u00a0
\n\t\t\t\t\tand liabilities classified as held for sale are meas- \u00a0
\n\t\t\t\t\tured at the lower of the carrying amount and fair \u00a0
\n\t\t\t\t\tvalue less cost to sell at the classification date as \u00a0
\u201cheld for sale\u201d. Assets held for sale are not depre- \u00a0
\n\t\t\t\t\tciated. Impairment losses arising on first classifi- \u00a0
\n\t\t\t\t\tcation as \u201cheld for sale\u201d and gains and losses from \u00a0
\n\t\t\t\t\tthe subsequent measurement is recognized in the \u00a0
\n\t\t\t\t\tincome statement under the items they concern. \u00a0
\n\t\t\t\t\tOn 22 June 2022 the Board of Directors announced \u00a0
\n\t\t\t\t\tits decision to divest its Hybrid Cloud Solutions busi- \u00a0
\n\t\t\t\t\tness unit as well as select parts of its Cloud & Digital \u00a0
\n\t\t\t\t\tSolutions business unit to funds advised by Agilitas \u00a0
\n\t\t\t\t\tPrivate Equity LLP. The associated assets and liabil- \u00a0
\n\t\t\t\t\tities have been evaluated at year end and found \u00a0
\n\t\t\t\t\teligible for the carve out and presented as held for \u00a0
\n\t\t\t\t\tsale in the 2022 financial statements. \u00a0
Equity \u00a0
\n\t\t\t\t\tTreasury shares \u00a0
\n\t\t\t\t\tTreasury shares are deducted from equity. Acqui- \u00a0
\n\t\t\t\t\tsition/disposal of treasury shares are recognized \u00a0
\n\t\t\t\t\tdirectly in equity. \u00a0
Dividend \u00a0
\n\t\t\t\t\tDividend distribution to the shareholders of NNIT \u00a0
\n\t\t\t\t\tis recognized as a liability when dividends are \u00a0
\n\t\t\t\t\tdeclared. Proposed dividends are disclosed in the \u00a0
\n\t\t\t\t\tstatement of changes in equity. \u00a0
When calculating the net present value NNIT has \u00a0
\n\t\t\t\t\tused a discount rate corresponding to the incre- \u00a0
\n\t\t\t\t\tmental borrowing rate. \u00a0
\n\t\t\t\t\tThe lease liability is remeasured when changes \u00a0
\n\t\t\t\t\toccur due to modifications to the contract (exten- \u00a0
\n\t\t\t\t\tsion, termination etc.) or indexation. \u00a0
Employee benefits \u00a0
\n\t\t\t\t\tWages, salaries, social security contributions, paid \u00a0
\n\t\t\t\t\tannual leave and sick leave, bonuses and non-mon- \u00a0
\n\t\t\t\t\tetary benefits are recognized in the financial year in \u00a0
\n\t\t\t\t\twhich the NNIT employee provided the related work \u00a0
\n\t\t\t\t\tservice. \u00a0
\n\t\t\t\t\tEarn-out \u00a0
\n\t\t\t\t\tThe earn-out for Excellis Health Solutions, SCALES, \u00a0
\n\t\t\t\t\tValiance Partner, HGP Group and SL Controls \u00a0
\n\t\t\t\t\tis accrued over the period from the acquisition \u00a0
\n\t\t\t\t\tdate until the payment is based on expected \u00a0
\n\t\t\t\t\tachieved performance conditioned on employment \u00a0
\n\t\t\t\t\t(projected unit credit method). The cost is recog- \u00a0
\n\t\t\t\t\tnized as wages and salaries under special items in \u00a0
\n\t\t\t\t\tthe income statement. \u00a0
\n\t\t\t\t\tPensions \u00a0
\n\t\t\t\t\tNNIT operates a number of defined-contribution \u00a0
\n\t\t\t\t\tpension plans. The costs of these pension plans are \u00a0
\n\t\t\t\t\trecognized in the financial year in which the relevant \u00a0
\n\t\t\t\t\tNNIT employees provided the related service. \u00a0
\n\t\t\t\t\tIn some countries NNIT operates defined-benefit \u00a0
\n\t\t\t\t\tplans. Such liabilities are measured at the present \u00a0
\n\t\t\t\t\tvalue of the expected payments related to benefits \u00a0
\n\t\t\t\t\taccrued at the balance sheet date less the fair value \u00a0
\n\t\t\t\t\tof plan assets by applying the projected unit credit \u00a0
\n\t\t\t\t\tmethod. Plan assets, if any, are measured at fair \u00a0
\n\t\t\t\t\tvalue and offset against the defined benefit obli- \u00a0
\n\t\t\t\t\tgation in the balance sheet. Service costs and the \u00a0
\n\t\t\t\t\tinterest component are recognized in the income \u00a0
statement. Actuarial gains and losses are recog- \u00a0
\n\t\t\t\t\tnized in other comprehensive income in the period \u00a0
\n\t\t\t\t\tin which they occur. Settlements are immediately \u00a0
\n\t\t\t\t\trecognized in the income statement. \u00a0
\n\t\t\t\t\tJubilee benefits \u00a0
\n\t\t\t\t\tThis comprises liabilities for the cost of employee \u00a0
\n\t\t\t\t\tanniversaries. The liability is based on a Net Present \u00a0
\n\t\t\t\t\tValue calculation. Gains and losses are recognized in \u00a0
\n\t\t\t\t\tthe income statement. \u00a0
Long-term incentive and retention programs \u00a0
\n\t\t\t\t\tNNIT has two different share-based incentive \u00a0
\n\t\t\t\t\tprograms; long-term incentive program (LTIP) and \u00a0
\n\t\t\t\t\tretention program (RP) \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) \u00a0
\n\t\t\t\t\tGroup Management and the Vice President Group \u00a0
\n\t\t\t\t\tare part of a long-term share-based incentive \u00a0
\n\t\t\t\t\tprogram (LTIP). \u00a0
\n\t\t\t\t\tUnder the program, NNIT allocates shares based on \u00a0
\n\t\t\t\t\toperating profit and free cash flow. \u00a0
\n\t\t\t\t\tLTIP \u00a0
\n\t\t\t\t\tThe participants receive NNIT shares. The shares \u00a0
\n\t\t\t\t\tare subject to a lock-up period of four years. \u00a0
\n\t\t\t\t\tNNIT has the obligation to deliver treasury shares, \u00a0
\n\t\t\t\t\tand accordingly, the arrangement is classified as \u00a0
\n\t\t\t\t\tan equitysettled arrangement and will be charged \u00a0
\n\t\t\t\t\tto the income statement over the four-year vesting \u00a0
\n\t\t\t\t\tperiod based on the market price at the grant date. \u00a0
\n\t\t\t\t\tRetention program (RP) \u00a0
\n\t\t\t\t\tKey Vice Presidents are part of the retention \u00a0
\n\t\t\t\t\tprogram. This program comprises an accustomed \u00a0
\n\t\t\t\t\tself-investment and for each share invested they \u00a0
\n\t\t\t\t\twill be eligible to be granted up to one (1) RSU. The \u00a0
\n\t\t\t\t\tshares are subject to a lock up period of three years, \u00a0
following which the RSU\u2019s are released if certain \u00a0
\n\t\t\t\t\tvesting targets are met. \u00a0
\n\t\t\t\t\tNNIT has the obligation to deliver treasury shares, \u00a0
\n\t\t\t\t\tand accordingly, the arrangement is classified as an \u00a0
\n\t\t\t\t\tequity-settled arrangement and will be charged to \u00a0
\n\t\t\t\t\tthe income statement over the three-year vesting \u00a0
\n\t\t\t\t\tperiod based on the market price at the grant date. \u00a0
\n\t\t\t\t\tDuring that period the shares are administered as \u00a0
\n\t\t\t\t\tpart of the Company\u2019s treasury shares. No dividends \u00a0
\n\t\t\t\t\tare paid on such shares and the participants are not \u00a0
\n\t\t\t\t\table to exercise any voting rights during the lock-up \u00a0
\n\t\t\t\t\tperiod. \u00a0
Provisions \u00a0
\n\t\t\t\t\tProvisions are recognized when NNIT has a legal or \u00a0
\n\t\t\t\t\tconstructive obligation arising from past events, it \u00a0
\n\t\t\t\t\tis probable that the Company will have to draw on \u00a0
\n\t\t\t\t\tits financial resources to settle the liability, and the \u00a0
\n\t\t\t\t\tliability can be reliably estimated. \u00a0
\n\t\t\t\t\tProvisions in the case of NNIT consist of provisions \u00a0
\n\t\t\t\t\tfor losses on construction projects and refurbish- \u00a0
\n\t\t\t\t\tment obligations. \u00a0
\n\t\t\t\t\tProvision for onerous contracts/projects \u00a0
\n\t\t\t\t\tThis refers to projects that NNIT is obliged to \u00a0
\n\t\t\t\t\tcomplete and for which the total project costs \u00a0
\n\t\t\t\t\texceed the total project income. \u00a0
\n\t\t\t\t\tProvision for refurbishment obligation \u00a0
\n\t\t\t\t\tThis refers to refurbishment obligations regarding \u00a0
\n\t\t\t\t\tNNIT's lease agreements for rental of premises. \u00a0
Trade payables \u00a0
\n\t\t\t\t\tTrade payables are measured at amortized cost. \u00a0
Other current liabilities \u00a0
\n\t\t\t\t\tOther current liabilities comprise accrued expenses \u00a0
\n\t\t\t\t\tand VAT. \u00a0
Cash flow statement \u00a0
\n\t\t\t\t\tThe cash flow statement is prepared using the \u00a0
\n\t\t\t\t\tindirect method. The cash flow statement shows \u00a0
\n\t\t\t\t\tthe cash flows for the year, divided into operating, \u00a0
\n\t\t\t\t\tinvesting and financing activities, and how these \u00a0
\n\t\t\t\t\tcash flows have affected the cash position for \u00a0
\n\t\t\t\t\tthe year. \u00a0
\n\t\t\t\t\tCash flow from operating activities \u00a0
\n\t\t\t\t\tCash flows from operating activities are calculated \u00a0
\n\t\t\t\t\tas the net profit for the year, adjusted for non-cash \u00a0
\n\t\t\t\t\toperating items. These include amortization, depre- \u00a0
\n\t\t\t\t\tciation and write-downs, share-based compen- \u00a0
\n\t\t\t\t\tsation, change in net working capital and interest \u00a0
\n\t\t\t\t\treceived and paid. \u00a0
\n\t\t\t\t\tCash flow from investing activities \u00a0
\n\t\t\t\t\tCash flows from investing activities comprise cash \u00a0
\n\t\t\t\t\tflows from the purchase and sale of intangible, \u00a0
\n\t\t\t\t\ttangible and financial non-current assets and the \u00a0
\n\t\t\t\t\tpurchase and sale of securities. Further including \u00a0
\n\t\t\t\t\taqusition of subsidaries. \u00a0
\n\t\t\t\t\tCash flow from financing activities \u00a0
\n\t\t\t\t\tCash flows from financing activities comprise cash \u00a0
\n\t\t\t\t\tflows from raising and repaying long-term debt, \u00a0
\n\t\t\t\t\tdividend payments to shareholders, instalments on \u00a0
\n\t\t\t\t\tlease liabilities and credit facilities. \u00a0
\n\t\t\t\t\tCash and cash equivalents \u00a0
\n\t\t\t\t\tCash and cash equivalents include cash and \u00a0
\n\t\t\t\t\tdeposits. \u00a0
\n\t\t\t\t\tThe cash flow statement cannot be derived from the \u00a0
\n\t\t\t\t\tannual report alone. \u00a0
1.5 Financial
definitions \u00a0
\n\t\t\t\t\tOperating profit margin \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tOperating profit x 100 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\tGross profit margin \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tGross profit x 100 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\tReturn on assets \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tOperating profit x 100 \u00a0
\n\t\t\t\t\tAverage operating assets \u00a0
\n\t\t\t\t\tReturn on equity \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tNet profit after tax x 100 \u00a0
\n\t\t\t\t\tAverage equity \u00a0
\n\t\t\t\t\tDividend per share for the year \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tProposed dividend \u00a0
\n\t\t\t\t\tThe number of outstanding shares \u00a0
\n\t\t\t\t\tReturn on invested capital (ROIC) \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tNet profit ex. financials x 100 \u00a0
\n\t\t\t\t\tAverage invested capital 1 \u00a0
\n\t\t\t\t\tEBITDA margin \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tOperating profit + depreciation and amortization \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\tSolvency ratio \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tEquity \u00a0
\n\t\t\t\t\tTotal assets \u00a0
\n\t\t\t\t\tEffective tax rate \u00a0
\n\t\t\t\t\t=
\n\t\t\t\t\tTax \u00a0
\n\t\t\t\t\tProfit before tax \u00a0
\n\t\t\t\t\t1\ua880Average\ua881invested\ua881capital\ua881is\ua881calculated\ua881excluding\ua881cash\ua881and\ua881cash\ua881equivalents,\ua881shares\ua881and\ua881non-interest\ua881bearing\ua881debt. \u00a0
\n\t\t\t\t\tThe above key ratios have been prepared in accordance with the guidelines issued by the Danish Finance \u00a0
\n\t\t\t\t\tSociety. \u00a0
Non-IFRS financial measures \u00a0
\n\t\t\t\t\tIn the Annual Report, NNIT discloses certain finan- \u00a0
\n\t\t\t\t\tcial measures of the Group's financial performance, \u00a0
\n\t\t\t\t\tfinancial position and cash flows that reflect adjust- \u00a0
\n\t\t\t\t\tments to the most directly comparable measures \u00a0
\n\t\t\t\t\tcalculated and presented in accordance with IFRS. \u00a0
\n\t\t\t\t\tThese non-IFRS financial measures may not be \u00a0
\n\t\t\t\t\tdefined and calculated by other companies in the \u00a0
\n\t\t\t\t\tsame manner and may thus not be comparable with \u00a0
\n\t\t\t\t\tsuch measures. \u00a0
\n\t\t\t\t\tThe non-IFRS financial measures presented in the \u00a0
\n\t\t\t\t\tAnnual Report are: \u00a0
\n\t\t\t\t\t\u2022 Special items \u00a0
\n\t\t\t\t\t\u2022 Cash to earnings \u00a0
\n\t\t\t\t\t\u2022 Financial resources at the end of the year \u00a0
\n\t\t\t\t\t\u2022 Free cash flow \u00a0
\n\t\t\t\t\t\u2022 Organic growth \u00a0
Special items \u00a0
\n\t\t\t\t\tSpecial items comprise costs or income that cannot \u00a0
\n\t\t\t\t\tbe attributed directly to the Group\u2019s ordinary activ- \u00a0
\n\t\t\t\t\tities and are non-recurring of nature. Such costs \u00a0
\n\t\t\t\t\tand income include the cost related to significant \u00a0
\n\t\t\t\t\trestructuring of the cost base and processes as \u00a0
\n\t\t\t\t\twell as restructuring costs related to resignation of \u00a0
\n\t\t\t\t\temployees. Further special items include significant \u00a0
\n\t\t\t\t\tcost related to M&A activities, redundancy cost \u00a0
related to members of Group Management, impair- \u00a0
\n\t\t\t\t\tment of assets and gains and losses regarding \u00a0
\n\t\t\t\t\tdisposal of activities or subsidiaries. \u00a0
\n\t\t\t\t\tSpecial items are shown separately from the \u00a0
\n\t\t\t\t\tGroup\u2019s ordinary operations to facilitate a better \u00a0
\n\t\t\t\t\tunderstanding of the Group\u2019s financial perfor- \u00a0
\n\t\t\t\t\tmance. \u00a0
\n\t\t\t\t\tCash to earnings \u00a0
\n\t\t\t\t\tCash to earnings is defined as \u2018free cash flow as a \u00a0
\n\t\t\t\t\tpercentage of net profit\u2019. \u00a0
\n\t\t\t\t\tFinancial resources at the end of the year \u00a0
\n\t\t\t\t\tFinancial resources at the end of the year are \u00a0
\n\t\t\t\t\tdefined as the sum of cash and cash equivalents at \u00a0
\n\t\t\t\t\tthe end of the year and undrawn committed credit \u00a0
\n\t\t\t\t\tfacilities. \u00a0
\n\t\t\t\t\tFree cash flow \u00a0
\n\t\t\t\t\tNNIT defines free cash flow as \u2018net cash generated \u00a0
\n\t\t\t\t\tfrom operating activities less net cash used in \u00a0
\n\t\t\t\t\tinvesting activities\u2019. \u00a0
\n\t\t\t\t\tOrganic growth \u00a0
\n\t\t\t\t\tExpansion of operations from own (internally gener- \u00a0
\n\t\t\t\t\tated) resources, without growth from acquisition of \u00a0
\n\t\t\t\t\tother companies and without currency effect. \u00a0
1.6 Going
Concern \u00a0
\n\t\t\t\t\tManagement has adopted the going concern basis \u00a0
\n\t\t\t\t\tfor preparing these financial statements and has \u00a0
\n\t\t\t\t\tconsidered the Group and the Company\u2019s cash flow, \u00a0
\n\t\t\t\t\tliquidity position and financial position in general, \u00a0
\n\t\t\t\t\ttogether with factors likely to affect development \u00a0
\n\t\t\t\t\tand performance. \u00a0
\n\t\t\t\t\tWith the anticipated carve-out and divestment \u00a0
\n\t\t\t\t\tto Agilitas of the Infrastructure operations NNIT \u00a0
\n\t\t\t\t\thas triggered a repayment and refinancing of the \u00a0
\n\t\t\t\t\tRevolving Credit Facility. As the divestment of the \u00a0
\n\t\t\t\t\tInfrastructure operations will not reach closing as \u00a0
\n\t\t\t\t\tof 31 March 2023, NNIT is required, within 60 days \u00a0
\n\t\t\t\t\tfrom 31 March 2023 or such later date as may be \u00a0
\n\t\t\t\t\tagreed with the lendes,, to refinance the Revolving \u00a0
\n\t\t\t\t\tCredit Facility. \u00a0
\n\t\t\t\t\tNNITs credit draw as of 31 December 2022 is DKK \u00a0
\n\t\t\t\t\t857 million, which includes 3 months rolling facilities \u00a0
\n\t\t\t\t\tand utilization of bank overdraft. This credit draw \u00a0
\n\t\t\t\t\thas increased in Q1 2023 in connection with costs \u00a0
\n\t\t\t\t\tincurred in connection with the carve-out related \u00a0
\n\t\t\t\t\tto conducting the actual technical split and advisor \u00a0
\n\t\t\t\t\tcosts, as well as repayment of COVID-19 aid pack- \u00a0
\n\t\t\t\t\tages and earn-out payments to Excellis Health Solu- \u00a0
\n\t\t\t\t\ttions and SL Controls. \u00a0
\n\t\t\t\t\tClosing reached \u00a0
\n\t\t\t\t\tCurrent expectations indicate that NNIT will \u00a0
\n\t\t\t\t\treceive cash proceeds in connection with the \u00a0
\n\t\t\t\t\ttransaction in excess of the amount due under the \u00a0
\n\t\t\t\t\tRevolving Credit Facility. \u00a0
Closing not reached \u00a0
\n\t\t\t\t\tIn the unlikely event that closing will not take place, \u00a0
\n\t\t\t\t\tNNIT will refinance the current utilization of the \u00a0
\n\t\t\t\t\tRevolving Credit Facility within 60 days from 31 \u00a0
\n\t\t\t\t\tMarch 2023 or such later date as may be agreed \u00a0
\n\t\t\t\t\twith the lenders. \u00a0
\n\t\t\t\t\tThe need for future refinancing within 60 days in \u00a0
\n\t\t\t\t\tboth scenarios indicates that a material uncertainty \u00a0
\n\t\t\t\t\texists that may cast significant doubt on the entity\u2019s \u00a0
\n\t\t\t\t\tability to continue as a going concern. \u00a0
\n\t\t\t\t\tManagement assesses that NNIT in both scenarios \u00a0
\n\t\t\t\t\tdescribed above will be able to maintain adequate \u00a0
\n\t\t\t\t\tliquidity over the next 12 months and, given the \u00a0
\n\t\t\t\t\tunderlying credit quality of the business, will be able \u00a0
\n\t\t\t\t\tto secure the necessary refinancing by negotiating \u00a0
\n\t\t\t\t\tnew facilities with current lenders. After reviewing \u00a0
\n\t\t\t\t\tthe current liquidity position, financial forecasts and \u00a0
\n\t\t\t\t\tpotential risks regarding the committed funding \u00a0
\n\t\t\t\t\tfacilities, it is management\u2019s assessment that it \u00a0
\n\t\t\t\t\tis appropriate to adopt a going concern basis of \u00a0
\n\t\t\t\t\tpreparation of the financial statements, and hence \u00a0
\n\t\t\t\t\tthe financial statements have been prepared on a \u00a0
\n\t\t\t\t\tgoing concern basis. \u00a0
2.1 Segment
information \u00a0
\n\t\t\t\t\tNNIT completed a major organizational change to create three distinct business units as disclosed in company \u00a0
\n\t\t\t\t\tannouncement from April 29 2022: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLife Sciences Solutions (LSS) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCloud & Digital Solutions (CDS) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tHybrid Cloud Solutions (HCS) \u00a0
\n\t\t\t\t\tIn June it was decided to divest the infrastructure operations and focus on our core strengths in the Life \u00a0
\n\t\t\t\t\tSciences Solutions and Cloud & Digital Solutions business units. \u00a0
\n\t\t\t\t\tDiscontinued operations covers the HCS business unit as well as the SAP Basis and Cloud Native Solutions \u00a0
\n\t\t\t\t\toperations of the CDS business unit NNIT continues to delivers services and solutions through two business \u00a0
\n\t\t\t\t\tunits, Life Sciences Solutions and Cloud & Digital Solutions (excluse SAP Basis and Cloud Native Solutions oper- \u00a0
\n\t\t\t\t\tations), each responsible for delivering a number of services to customers. \u00a0
\n\t\t\t\t\tThe Life Sciences Solutions business unit serves both international and Danish customers, with the main \u00a0
\n\t\t\t\t\tvolume international. The unit focuses on delivering industry specific solutions catering to specific parts of the \u00a0
\n\t\t\t\t\tlife Sciences value chain. \u00a0
\n\t\t\t\t\tThe Cloud & Digital Solutions unit serves both Danish and international customers, with the main volume in \u00a0
\n\t\t\t\t\tDenmark. The unit focuses on consulting, developing and delivering the best digital solutions, enabling busi- \u00a0
\n\t\t\t\t\tnesscritical applications in the cloud and taking full advantage of the growing Microsoft ecosystem coupled \u00a0
\n\t\t\t\t\twith core services within custom application development and management consulting. \u00a0
\n\t\t\t\t\tIt is the two above mentioned segments that are reportable segments to the chief operating decision makers \u00a0
\n\t\t\t\t\teach month. No reporting is made on assets. NNIT\u2019s chief operating decision makers are Executive Manage- \u00a0
\n\t\t\t\t\tment and the Board of Directors. \u00a0
\n\t\t\t\t\tAllocated to discontinued operations covers the SAP Basis and Cloud Native Solutions operations of the CDS \u00a0
\n\t\t\t\t\tbusiness unit combined with some unallocated costs relative to LSS and CDS in connection to the carveout \u00a0
\n\t\t\t\t\tprocess, and furthermore the Gross profit includes a reclassification between Production cost and SG&A. \u00a0
Allocated to \u00a0
\n\t\t\t\t\tdiscontinued \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\toperations \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\t873 \u00a0
\n\t\t\t\t\t853 \u00a0
\n\t\t\t\t\t(226) \u00a0
\n\t\t\t\t\t1,500 \u00a0
\n\t\t\t\t\tProduction cost \u00a0
\n\t\t\t\t\t715 \u00a0
\n\t\t\t\t\t716 \u00a0
\n\t\t\t\t\t(82) \u00a0
\n\t\t\t\t\t1,349 \u00a0
\n\t\t\t\t\tGross profit \u00a0
\n\t\t\t\t\t158 \u00a0
\n\t\t\t\t\t137 \u00a0
\n\t\t\t\t\t(144) \u00a0
\n\t\t\t\t\t151 \u00a0
\n\t\t\t\t\tGross profit Margin \u00a0
\n\t\t\t\t\t18% \u00a0
\n\t\t\t\t\t16% \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tOperating profit before special items 1 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\t(78) \u00a0
\n\t\t\t\t\t(7) \u00a0
Allocated to \u00a0
\n\t\t\t\t\tdiscontinued \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\toperations \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\t729 \u00a0
\n\t\t\t\t\t848 \u00a0
\n\t\t\t\t\t(208) \u00a0
\n\t\t\t\t\t1,369 \u00a0
\n\t\t\t\t\tProduction cost \u00a0
\n\t\t\t\t\t542 \u00a0
\n\t\t\t\t\t725 \u00a0
\n\t\t\t\t\t(25) \u00a0
\n\t\t\t\t\t1,242 \u00a0
\n\t\t\t\t\tGross profit \u00a0
\n\t\t\t\t\t187 \u00a0
\n\t\t\t\t\t123 \u00a0
\n\t\t\t\t\t(183) \u00a0
\n\t\t\t\t\t127 \u00a0
\n\t\t\t\t\tGross profit Margin \u00a0
\n\t\t\t\t\t26% \u00a0
\n\t\t\t\t\t15% \u00a0
\n\t\t\t\t\t9% \u00a0
\n\t\t\t\t\tOperating profit before special items 1 \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\t(121) \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\t1\ua880When deducting speciel items and net financials consolidated profit before income taxes is obtained. \u00a0
The Danish operations generated 40% of the revenue in the year ended December 31, 2022 (2021: 42%) and \u00a0
\n\t\t\t\t\tthe United States of America 26% 2022 (2021:28%) based on the location of the customer. \u00a0
\n\t\t\t\t\t100% of tangible assets are placed in Denmark (2021:99.0%). For intangible assets 56% are placed in Denmark \u00a0
\n\t\t\t\t\tand 44% in the US for both 2022 and 2021. \u00a0
\n\t\t\t\t\tThe Novo Nordisk Group generated 9% of the continuing operations revenue in the year ended December 31, \u00a0
\n\t\t\t\t\t2022 (2021:12%) \u00a0
2.2 Employee costs \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tEmployee costs comprise: \u00a0
\n\t\t\t\t\tWages and salaries \u00a0
\n\t\t\t\t\t1,701 \u00a0
\n\t\t\t\t\t1,764 \u00a0
\n\t\t\t\t\tShare-based payments \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t8
\n\t\t\t\t\tPensions \u2013 defined contribution plans \u00a0
\n\t\t\t\t\t128 \u00a0
\n\t\t\t\t\t119 \u00a0
\n\t\t\t\t\tPensions \u2013 defined benefit obligations (note 3.7) \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tOther employee costs \u00a0
\n\t\t\t\t\t144 \u00a0
\n\t\t\t\t\t133 \u00a0
\n\t\t\t\t\tTotal employee costs \u00a0
\n\t\t\t\t\t1,979 \u00a0
\n\t\t\t\t\t2,041 \u00a0
\n\t\t\t\t\tTotal employee costs, discontinued operations \u00a0
\n\t\t\t\t\t794 \u00a0
\n\t\t\t\t\t738 \u00a0
\n\t\t\t\t\tTotal employee costs, continuing operations \u00a0
\n\t\t\t\t\t1,185 \u00a0
\n\t\t\t\t\t1,303 \u00a0
\n\t\t\t\t\tIncluded in the income statement under the following headings: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t906 \u00a0
\n\t\t\t\t\t1,080 \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\t57 \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t199 \u00a0
\n\t\t\t\t\t128 \u00a0
\n\t\t\t\t\tTotal employee costs \u00a0
\n\t\t\t\t\t1,185 \u00a0
\n\t\t\t\t\t1,303 \u00a0
\n\t\t\t\t\tAverage number of full-time employees, total \u00a0
\n\t\t\t\t\t3,169 \u00a0
\n\t\t\t\t\t3,162 \u00a0
\n\t\t\t\t\tAverage number of full-time employees, continuing \u00a0
\n\t\t\t\t\t1,482 \u00a0
Remuneration of Board of Directors and Group Management \u00a0
\n\t\t\t\t\tThe current policy for the remuneration of the Board of Directors and Executive Management was adopted in \u00a0
\n\t\t\t\t\t2022 and sets out the general guidelines for the remuneration of the Group\u2019s management. The guidelines for \u00a0
\n\t\t\t\t\tthe remuneration of the Board of Directors and Executive Management are available on NNIT\u2019s website. \u00a0
\n\t\t\t\t\tIn addition to the disclosures provided in this note, more details on the remuneration of Executive Management \u00a0
\n\t\t\t\t\tand Directors are provided in the separate Remuneration report, which is not a part of the audited financial \u00a0
\n\t\t\t\t\tstatements. The report is also available on NNIT\u2019s website. \u00a0
\n\t\t\t\t\tBoard of Directors remuneration \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOrdinary board member fee \u00a0
\n\t\t\t\t\t3.5 \u00a0
\n\t\t\t\t\t3.5 \u00a0
\n\t\t\t\t\tAudit Committee \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\tRemuneration Committee \u00a0
\n\t\t\t\t\t0.2 \u00a0
\n\t\t\t\t\t0.2 \u00a0
\n\t\t\t\t\tTotal fee to Board of Directors \u00a0
\n\t\t\t\t\t4.0 \u00a0
\n\t\t\t\t\t4.0 \u00a0
Group Management's remuneration and share-based payment \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tOther members \u00a0
\n\t\t\t\t\tExecutive \u00a0
\n\t\t\t\t\tof Group \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tBase salary \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\t6.5 \u00a0
\n\t\t\t\t\t14.1 \u00a0
\n\t\t\t\t\tCash Bonus (STIP and one-off) \u00a0
\n\t\t\t\t\t1.9 \u00a0
\n\t\t\t\t\t1.1 \u00a0
\n\t\t\t\t\t3.0 \u00a0
\n\t\t\t\t\tOne off bonus \u00a0
\n\t\t\t\t\t2.1 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t2.5 \u00a0
\n\t\t\t\t\tRemuneration in connection with redundancy, \u00a0
\n\t\t\t\t\tresignations and release from duty to work \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\tPension \u00a0
\n\t\t\t\t\t0.5 \u00a0
\n\t\t\t\t\t0.8 \u00a0
\n\t\t\t\t\t1.3 \u00a0
\n\t\t\t\t\tBenefits \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t12.5 \u00a0
\n\t\t\t\t\t9.7 \u00a0
\n\t\t\t\t\t22.2 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOther members \u00a0
\n\t\t\t\t\tExecutive \u00a0
\n\t\t\t\t\tof Group \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tBase salary \u00a0
\n\t\t\t\t\t7.3 \u00a0
\n\t\t\t\t\t9.7 \u00a0
\n\t\t\t\t\t17.0 \u00a0
\n\t\t\t\t\tCash Bonus (STIP and one-off) \u00a0
\n\t\t\t\t\t2.0 \u00a0
\n\t\t\t\t\t1.7 \u00a0
\n\t\t\t\t\t3.7 \u00a0
\n\t\t\t\t\tRemuneration in connection with redundancy, \u00a0
\n\t\t\t\t\tresignations and release from duty to work \u00a0
\n\t\t\t\t\t15.9 \u00a0
\n\t\t\t\t\t5.8 \u00a0
\n\t\t\t\t\t21.7 \u00a0
\n\t\t\t\t\tPension \u00a0
\n\t\t\t\t\t1.0 \u00a0
\n\t\t\t\t\t1.8 \u00a0
\n\t\t\t\t\t2.8 \u00a0
\n\t\t\t\t\tBenefits \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\t1.0 \u00a0
\n\t\t\t\t\tShare based incentives 1 \u00a0
\n\t\t\t\t\t6.8 \u00a0
\n\t\t\t\t\t0.8 \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t33.4 \u00a0
\n\t\t\t\t\t20.4 \u00a0
\n\t\t\t\t\t53.8 \u00a0
\n\t\t\t\t\t1 Includes the annually recognized expense on granted share-based and launch incentive programs, which are not released. \u00a0
Short-term incentive program (STIP) \u00a0
\n\t\t\t\t\tGroup Management and certain other employees participate in a STIP program, which entitles each participant \u00a0
\n\t\t\t\t\tto receive an annual performance-based cash bonus, linked to the achievement of a number of predefined \u00a0
\n\t\t\t\t\tfunctional and individual business targets. Performance is measured for each financial year and the cash-based \u00a0
\n\t\t\t\t\tincentives, if any, are paid after announcement of the annual report for the subsequent year. \u00a0
\n\t\t\t\t\tRetention Program (RP) \u00a0
\n\t\t\t\t\tRP is a program for Vice Presidents designed to secure and enhance a strong retention incentive. \u00a0
\n\t\t\t\t\tThe program is based on a self-investment in NNIT shares by the participants which makes the Vice Presidents \u00a0
\n\t\t\t\t\teligible to receive up to one (1) RSU for each share invested. The number of RSU's is based on performance for \u00a0
\n\t\t\t\t\ta three-year period measured on revenue growth, operating profit margin and individual Objective targets. \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) \u00a0
\n\t\t\t\t\tLTIP is designed to promote the collective performance of Group Management and Vice Presidents to align the \u00a0
\n\t\t\t\t\tinterests of executives and shareholders. \u00a0
\n\t\t\t\t\tThe program is based on earnings including hedge gains/losses, before interest and tax compared to the \u00a0
\n\t\t\t\t\ttargeted level. In addition, the realized free cash flow compared to the targeted level is taken into considera- \u00a0
\n\t\t\t\t\ttion. NNIT's Board of Directors approves the financial targets for the coming year, ensuring that the short-term \u00a0
\n\t\t\t\t\ttargets are aligned with NNIT's long-term targets and strategy. \u00a0
\n\t\t\t\t\tThe allocation under LTIP for the CEO cannot exceed the equivalent of ten months\u2019 fixed base salary including \u00a0
\n\t\t\t\t\tpension contribution, and the allocation for the CFO cannot exceed the equivalent of eight months of such \u00a0
\n\t\t\t\t\tperson's fixed base salary including pension contribution. The allocation for the other members of Group \u00a0
\n\t\t\t\t\tManagement cannot exceed the equivalent of six months fixed base salary including pension contribution. A \u00a0
\n\t\t\t\t\tfixed and predefined number of shares will be allocated to Vice Presidents. \u00a0
The shares allocated to the members of Group Management that are fully vested, will be released to the indi- \u00a0
\n\t\t\t\t\tvidual participants subsequent to the approval of the Annual Report 2022 by the Board of Directors. Based on \u00a0
\n\t\t\t\t\tthe share price at the end of 2022, the value of the released shares is as follows: \u00a0
\n\t\t\t\t\tNumber of \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tshares \u00a0
\n\t\t\t\t\tMarket value \u00a0
\n\t\t\t\t\tValues at December 31, 2022 of shares to be released \u00a0
\n\t\t\t\t\tFebruary 1, 2023: \u00a0
\n\t\t\t\t\tP\u00e4r Fors \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tCarsten Ringius \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tPernille Fabricius \u00a0
\n\t\t\t\t\t6,094 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tExecutive Management \u00a0
\n\t\t\t\t\t6,094 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tOther members of Group Management \u00a0
\n\t\t\t\t\t573 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t6,667 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tPlease refer to note 5.1 for an overview of outstanding RSU\u2019s. \u00a0
2.3 Development costs \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCosts for development of new projects, not eligible for \u00a0
\n\t\t\t\t\trecognition in the balance sheet are charged immediately \u00a0
\n\t\t\t\t\tto the income statement: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t7
\n\t\t\t\t\tTotal development costs \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t7
Total development costs, discontinued operations \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal development costs, continuing operations \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t7
2.4 Amortization, depreciation and impairment losses \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t29 \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t180 \u00a0
\n\t\t\t\t\t194 \u00a0
\n\t\t\t\t\tImpairment losses \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tTotal amortization, depreciation, and impairment losses \u00a0
\n\t\t\t\t\t222 \u00a0
\n\t\t\t\t\t275 \u00a0
\n\t\t\t\t\tTotal amortization, depreciation, and impairment losses, \u00a0
\n\t\t\t\t\tdiscontinued operations \u00a0
\n\t\t\t\t\t154 \u00a0
\n\t\t\t\t\t146 \u00a0
\n\t\t\t\t\tTotal amortization, depreciation, and impairment losses, \u00a0
\n\t\t\t\t\tcontinuing operations \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t129 \u00a0
\n\t\t\t\t\tAmortization, depreciation and impairment losses are \u00a0
\n\t\t\t\t\trecognized in the income statement: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t51 \u00a0
\n\t\t\t\t\t69 \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t3
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tTotal amortization, depreciation, and impairment losses \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t129 \u00a0
2.5 Special items \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tSpecial items relates to: \u00a0
\n\t\t\t\t\tImpairment of assets \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tRedundancy cost related to Group Management \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tEmployee benefit cost (contingent consideration agreement) \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t55 \u00a0
\n\t\t\t\t\tRestructuring cost \u00a0
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\t65 \u00a0
\n\t\t\t\t\tCost regarding acquisition and disposal of operations \u00a0
\n\t\t\t\t\t83 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\tTotal special items \u00a0
\n\t\t\t\t\t278 \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\tTotal special items, discontinued operations \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal special items, continuing operations \u00a0
\n\t\t\t\t\t278 \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\tIf special items had been recognized in operating profit \u00a0
\n\t\t\t\t\tbefore special items, they would have been included in \u00a0
\n\t\t\t\t\tthe following line items: \u00a0
\n\t\t\t\t\t\u2013 Cost of goods sold \u00a0
\n\t\t\t\t\t206 \u00a0
\n\t\t\t\t\t173 \u00a0
\n\t\t\t\t\t\u2013 Sales and marketing costs \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t\u2013 Administrative expenses \u00a0
\n\t\t\t\t\t72 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\tTotal special items \u00a0
\n\t\t\t\t\t278 \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\tImpairment of asset comprise impairment of the Soeborg headquarter building and impairment of developed \u00a0
\n\t\t\t\t\tassets. Please refer to note 3.2. \u00a0
\n\t\t\t\t\tRedundancy cost related to Group Management in 2021 mainly relates to Per Kogut. \u00a0
\n\t\t\t\t\tRestructuring costs mainly comprise redundancies as part of moving offshore capabilities from China to Philip- \u00a0
\n\t\t\t\t\tpines. \u00a0
\n\t\t\t\t\tCost regarding acqusition and disposal of operations mainly relates to the carve-out and divestment of infra- \u00a0
\n\t\t\t\t\tstructure business. \u00a0
2.6 Income taxes \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCurrent tax \u00a0
\n\t\t\t\t\t(47) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tDeferred tax \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\t(22) \u00a0
\n\t\t\t\t\tAdjustments recognized for current tax of prior periods \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\tAdjustments recognized for deferred tax of prior periods \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t20 \u00a0
\n\t\t\t\t\tWithholding tax not deductible \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tIncome taxes in the income statement \u00a0
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\t(34) \u00a0
\n\t\t\t\t\tIncome taxes in the income statement, discontinued operations \u00a0
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\tIncome taxes in the income statement, continuing operations \u00a0
\n\t\t\t\t\t(43) \u00a0
\n\t\t\t\t\t(67) \u00a0
\n\t\t\t\t\tComputation of effective tax rate: \u00a0
\n\t\t\t\t\tStatutory corporate income tax rate in Denmark \u00a0
\n\t\t\t\t\t22.0% \u00a0
\n\t\t\t\t\t22.0% \u00a0
\n\t\t\t\t\tDeviation in foreign subsidiaries' tax rates compared to Danish tax \u00a0
\n\t\t\t\t\trate (net) \u00a0
\n\t\t\t\t\t(0.2%) \u00a0
\n\t\t\t\t\t0.9% \u00a0
\n\t\t\t\t\tAdjustment of current and deferred tax regarding previous years \u00a0
\n\t\t\t\t\t(1.8%) \u00a0
\n\t\t\t\t\t3.3% \u00a0
\n\t\t\t\t\tOther adjustments to taxable income \u00a0
\n\t\t\t\t\t(6.9%) \u00a0
\n\t\t\t\t\t(1.3%) \u00a0
\n\t\t\t\t\tEffective tax rate \u00a0
\n\t\t\t\t\t13.1% \u00a0
\n\t\t\t\t\t24.9% \u00a0
\n\t\t\t\t\tTax on other comprehensive income for the year \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t8
\n\t\t\t\t\tTax on other comprehensive income for the year relates to tax on exchange rate adjustments, deferred tax of \u00a0
\n\t\t\t\t\tcash flow hedges and deferred tax on share-based payments. \u00a0
DKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTax (payable)/receivable \u00a0
\n\t\t\t\t\tTax (payable)/receivable at the beginning of the year \u00a0
\n\t\t\t\t\t45 \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\tAdditions through business combinations \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\tIncome tax paid during the year \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t39 \u00a0
\n\t\t\t\t\tTax paid related to previous years \u00a0
\n\t\t\t\t\t(21) \u00a0
\n\t\t\t\t\t(44) \u00a0
\n\t\t\t\t\tWithholding taxes paid during the year \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\tCurrent tax on profit for the year \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tAdjustments related to previous years \u00a0
\n\t\t\t\t\t(10) \u00a0
\n\t\t\t\t\t29 \u00a0
\n\t\t\t\t\tTax (payable)/receivable at the end of the year \u00a0
\n\t\t\t\t\t65 \u00a0
\n\t\t\t\t\t45 \u00a0
\n\t\t\t\t\tTax (payable)/receivables, discontinued operations \u00a0
\n\t\t\t\t\t(22) \u00a0
\n\t\t\t\t\tTax (payable)/receivables, continuing operations \u00a0
\n\t\t\t\t\t87 \u00a0
\n\t\t\t\t\tTax payable/receivables are recognized in \u00a0
\n\t\t\t\t\tthe balance sheet as follows: \u00a0
\n\t\t\t\t\tTax receivables \u00a0
\n\t\t\t\t\t113 \u00a0
\n\t\t\t\t\tTax payable \u00a0
\n\t\t\t\t\t(33) \u00a0
\n\t\t\t\t\tTax on other comprehensive income \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\tTotal tax \u00a0
\n\t\t\t\t\t87 \u00a0
Net taxes paid in 2022 accounted to DKK 4 million and were paid as follows: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tChina Czech
Republic \u00a0
\n\t\t\t\t\tGermany \u00a0
\n\t\t\t\t\tDenmark \u00a0
\n\t\t\t\t\tGreat Britain \u00a0
\n\t\t\t\t\tIreland \u00a0
\n\t\t\t\t\tItaly \u00a0
\n\t\t\t\t\tPhilippines \u00a0
\n\t\t\t\t\tUnited States \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tIncome tax paid during the year \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t2
\n\t\t\t\t\t3
\n\t\t\t\t\t2
\n\t\t\t\t\t1
\n\t\t\t\t\t2
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\t3
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\tTax paid related to previous years \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t(31) \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t8
\n\t\t\t\t\t(21) \u00a0
\n\t\t\t\t\tWithholding taxes paid during the year \u00a0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t2
\n\t\t\t\t\t3
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t2
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t(4) \u00a0
Lease \u00a0
\n\t\t\t\t\tIntangible \u00a0
\n\t\t\t\t\tTangible \u00a0
\n\t\t\t\t\tCurrent \u00a0
\n\t\t\t\t\treceivables \u00a0
\n\t\t\t\t\tShare based \u00a0
\n\t\t\t\t\tCash flow \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tand liabilities \u00a0
\n\t\t\t\t\tprograms \u00a0
\n\t\t\t\t\thedges \u00a0
\n\t\t\t\t\tProvisions \u00a0
\n\t\t\t\t\tTax losses \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tDeferred tax asset \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t(27) \u00a0
\n\t\t\t\t\t40 \u00a0
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(2) \u00a0
\n\t\t\t\t\t36 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\tAdjustments related to previous years \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\tMovements within the year \u00a0
\n\t\t\t\t\t(5) \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(5) \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\tMovements in other comprehensive income \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tTransfered to taxes directly associated with assets and \u00a0
\n\t\t\t\t\tliabilities held for sale \u00a0
\n\t\t\t\t\t15 \u00a0
\n\t\t\t\t\t(33) \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(19) \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t7
\n\t\t\t\t\tLease \u00a0
\n\t\t\t\t\tIntangible \u00a0
\n\t\t\t\t\tTangible \u00a0
\n\t\t\t\t\tCurrent \u00a0
\n\t\t\t\t\treceivables \u00a0
\n\t\t\t\t\tShare based \u00a0
\n\t\t\t\t\tCash flow \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tand liabilities \u00a0
\n\t\t\t\t\tprograms \u00a0
\n\t\t\t\t\thedges \u00a0
\n\t\t\t\t\tProvisions \u00a0
\n\t\t\t\t\tTax losses \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tDeferred tax asset \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t(19) \u00a0
\n\t\t\t\t\t52 \u00a0
\n\t\t\t\t\t(44) \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t45 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t40 \u00a0
\n\t\t\t\t\tAdjustments related to previous years \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(17) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(20) \u00a0
\n\t\t\t\t\tAdjustments related to previous years booked on equity1 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(10) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(13) \u00a0
\n\t\t\t\t\tMovements within the year \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\t8
\n\t\t\t\t\t-
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\tMovements in other comprehensive income \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t(27) \u00a0
\n\t\t\t\t\t40 \u00a0
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(2) \u00a0
\n\t\t\t\t\t36 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\t1\ua880\ua881Adjustments\ua881related\ua881to\ua881previous\ua881years\ua881is\ua881regarding\ua881an\ua881adjustment\ua881of\ua881the\ua881opening\ua881balance\ua881in\ua881connection\ua881with\ua881the\ua881implementation\ua881of\ua881IFRS\ua88115\ua881and\ua881IFRS\ua88116.\ua881The\ua881adjustment\ua881regarding\ua881IFRS\ua88115\ua881is\ua881regarding\ua881prepayments\ua881for\ua881transition\ua881cost.\ua881The\ua881adjustment\ua881regarding\ua881IFRS\ua88116\ua881is\ua881regarding\ua881 \u00a0
\n\t\t\t\t\tthe refurbishment obligation. Both were overstated. \u00a0
3. Operating assets and liabilities \u00a0
3.1 Intangible
assets \u00a0
\n\t\t\t\t\tOther \u00a0
\n\t\t\t\t\tIT \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tintangible \u00a0
\n\t\t\t\t\tdevelopment \u00a0
\n\t\t\t\t\tprojects under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tprojects \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tCosts at the beginning of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t164 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t828 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t78 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t101 \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t24 \u00a0
\n\t\t\t\t\t(24) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(125) \u00a0
\n\t\t\t\t\t(20) \u00a0
\n\t\t\t\t\t(145) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t696 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t67 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t802 \u00a0
\n\t\t\t\t\tAmortization and impairment loss at the beginning of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t29 \u00a0
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tAmortization and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t59 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t96 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t696 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t8
\n\t\t\t\t\t2
\n\t\t\t\t\t706 \u00a0
\n\t\t\t\t\tAmortization period \u00a0
\n\t\t\t\t\t2-5 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\tIT 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 \u00a0
\n\t\t\t\t\tand developed applications for customer services. \u00a0
\n\t\t\t\t\tIT development projects under construction consists of both internal IT-systems and developed applications for customer services. \u00a0
Other \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tintangible \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tprojects under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tprojects \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCost at the beginning of the year \u00a0
\n\t\t\t\t\t487 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t95 \u00a0
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t677 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t7
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t(62) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t164 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t828 \u00a0
\n\t\t\t\t\tAmortization and impairment losses at the beginning of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t31 \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t99 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tAmortization and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t74 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\tAmortization period \u00a0
\n\t\t\t\t\t2-5 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\tIT 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 \u00a0
\n\t\t\t\t\tand developed applications for customer services. \u00a0
\n\t\t\t\t\tIT development projects under construction consists of both internal IT-systems and developed applications for customer services. \u00a0
3.2 Impairment test \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tThe carrying amount of goodwill is impairment tested by comparison to the recoverable amount. The recover- \u00a0
\n\t\t\t\t\table amount is determined based on value in use. Discounted cash flow models have been applied to deter- \u00a0
\n\t\t\t\t\tmine the value in use for the cash-generating units, based on the most recent financial forecasts approved \u00a0
\n\t\t\t\t\tby management. The five CGU\u2019s are in all material aspects subject to the same presumptions hence below is \u00a0
\n\t\t\t\t\tapplicable for all CGU\u2019s. When determining value in use the post-tax discount rate has been used. The pre-tax \u00a0
\n\t\t\t\t\tdiscount rate is for information purposes only. \u00a0
\n\t\t\t\t\tNet cash flows for the year 2023-2027 are determined based on key assumptions and expectations and esti- \u00a0
\n\t\t\t\t\tmates based on growth and profit margin expectations based on past experience and in accordance with NNIT \u00a0
\n\t\t\t\t\tbusiness plans. From 2027 onwards, NNIT expects the growth rate to remain in line with the expected long- \u00a0
\n\t\t\t\t\tterm average growth rate for the industry. The uncertainty associated with these expectations is reflected in \u00a0
\n\t\t\t\t\tthe discount rate used. \u00a0
\n\t\t\t\t\tGoodwill has been tested for impairment at December 31, 2022. The tests did not result in any impairment of \u00a0
\n\t\t\t\t\tcarrying amounts. The key assumptions used are stated in the following: \u00a0
\n\t\t\t\t\tAnnual \u00a0
\n\t\t\t\t\tTerminal \u00a0
\n\t\t\t\t\trevenue Discount Discount \u00a0
\n\t\t\t\t\tperiod \u00a0
\n\t\t\t\t\tBusiness Carrying \u00a0
\n\t\t\t\t\tgrowth \u00a0
\n\t\t\t\t\trate \u00a0
\n\t\t\t\t\trate \u00a0
\n\t\t\t\t\tgrowth \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tCGU \u00a0
\n\t\t\t\t\tunit \u00a0
\n\t\t\t\t\tamount \u00a0
\n\t\t\t\t\trate \u00a0
\n\t\t\t\t\tpre-tax post-tax \u00a0
\n\t\t\t\t\trate \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tSCALES \u00a0
\n\t\t\t\t\tSCALES \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\t114 \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tValiance Partners \u00a0
\n\t\t\t\t\tValiance Partners \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t139 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t11.4% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tPrime4Services \u00a0
\n\t\t\t\t\tLS EU outside DK \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t77 \u00a0
\n\t\t\t\t\t8-13% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tex. Valiance \u00a0
\n\t\t\t\t\tHGP Group \u00a0
\n\t\t\t\t\tLS EU outside DK \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t66 \u00a0
\n\t\t\t\t\t8-13% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tex. Valiance \u00a0
\n\t\t\t\t\tExcellis \u00a0
\n\t\t\t\t\tExcellis \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t210 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t11.4% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tSL Controls \u00a0
\n\t\t\t\t\tSL Controls \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t10.3% \u00a0
\n\t\t\t\t\t9.0% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tSCALES \u00a0
\n\t\t\t\t\tSCALES \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\t114 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tValiance Partners \u00a0
\n\t\t\t\t\tValiance Partners \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t133 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t11.4% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tHGP Group \u00a0
\n\t\t\t\t\tLS EU outside DK \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t66 \u00a0
\n\t\t\t\t\t7-20% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tex. Valiance \u00a0
\n\t\t\t\t\tExcellis \u00a0
\n\t\t\t\t\tExcellis \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t198 \u00a0
\n\t\t\t\t\t10-15% \u00a0
\n\t\t\t\t\t11.4% \u00a0
\n\t\t\t\t\t9.0% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tSL Controls \u00a0
\n\t\t\t\t\tSL Controls \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t89 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t10.3% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
The expected growth in revenue is based on historical performance, expected development in the market in \u00a0
\n\t\t\t\t\twhich the entity operates and assumptions in terms of development in market share. The growth rates applied \u00a0
\n\t\t\t\t\tin the explicit forecast period converge from its current level experienced over the last few years to the long- \u00a0
\n\t\t\t\t\tterm growth level in the market where the entity operates. The growth rates used to extrapolate cash flow \u00a0
\n\t\t\t\t\tprojections beyond the explicit forecast period are not higher than the average expected long-term growth in \u00a0
\n\t\t\t\t\tthe markets in which the entities operate. \u00a0
\n\t\t\t\t\tA sensitivity analysis has not been carried out, as negative changes in the fundamental assumption that will \u00a0
\n\t\t\t\t\tresult in impairment of goodwill, are considered unlikely to become a reality. \u00a0
Lease assets \u00a0
\n\t\t\t\t\tIn February 2022 it was decided to optimize the use of the Soeborg headquater building enabling sublease of \u00a0
\n\t\t\t\t\tthe unused square meters. As this space should now be seen as a seperate right-of-use asset an impairment \u00a0
\n\t\t\t\t\ttest has been performed. Based on a value-in-use calculation, applying expected sublease rates, timing of \u00a0
\n\t\t\t\t\tsubleasing the full area, building preparation costs and a discounted impact, an impairment ofDKK 13 million \u00a0
\n\t\t\t\t\thas been recognized. \u00a0
Developed assets \u00a0
\n\t\t\t\t\tIn December 2021 it was decided to terminate the development of an application and terminate the program \u00a0
\n\t\t\t\t\tinitiated to
target customers. All costs related to the program was impaired and a total cost of DKK 29 million \u00a0
\n\t\t\t\t\thas been recognized, please refer to note 3.4 \u00a0
\n\t\t\t\t\tThe impairment loss for lease asset and developed assets are both included in special items, please refer to \u00a0
\n\t\t\t\t\tnote 2.5. \u00a0
3.3 Tangible assets \u00a0
\n\t\t\t\t\tPayments on \u00a0
\n\t\t\t\t\taccount and \u00a0
\n\t\t\t\t\tLand and \u00a0
\n\t\t\t\t\tOther \u00a0
\n\t\t\t\t\tLeasehold \u00a0
\n\t\t\t\t\tassets under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbuildings \u00a0
\n\t\t\t\t\tequipment \u00a0
\n\t\t\t\t\timprovements \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tCost at the beginning of the year \u00a0
\n\t\t\t\t\t390 \u00a0
\n\t\t\t\t\t695 \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t1,151 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t91 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t119 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(85) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(88) \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t(393) \u00a0
\n\t\t\t\t\t(695) \u00a0
\n\t\t\t\t\t(9) \u00a0
\n\t\t\t\t\t(19) \u00a0
\n\t\t\t\t\t(1,116) \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t6
\n\t\t\t\t\t55 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t66 \u00a0
\n\t\t\t\t\tDepreciation and impairment loss at the beginning of the year \u00a0
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\t490 \u00a0
\n\t\t\t\t\t53 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t668 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t91 \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\t111 \u00a0
\n\t\t\t\t\tDepreciation reversed on disposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(85) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(88) \u00a0
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t(142) \u00a0
\n\t\t\t\t\t(492) \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(641) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tDepreciation and impairment loss at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t49 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t3
\n\t\t\t\t\t9
\n\t\t\t\t\t-
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tDepreciation period \u00a0
\n\t\t\t\t\t10-50 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\t5-10 years \u00a0
\n\t\t\t\t\tNNIT's fixed assets register is inspected on a regular basis to identify assets, which are no longer in use. Such assets are scrapped. \u00a0
Payments on \u00a0
\n\t\t\t\t\taccount and \u00a0
\n\t\t\t\t\tLand and \u00a0
\n\t\t\t\t\tOther \u00a0
\n\t\t\t\t\tLeasehold \u00a0
\n\t\t\t\t\tassets under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbuildings \u00a0
\n\t\t\t\t\tequipment \u00a0
\n\t\t\t\t\timprovements \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCost at the beginning of the year \u00a0
\n\t\t\t\t\t386 \u00a0
\n\t\t\t\t\t734 \u00a0
\n\t\t\t\t\t55 \u00a0
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\t1,201 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t6
\n\t\t\t\t\t47 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(99) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(100) \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(25) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t390 \u00a0
\n\t\t\t\t\t695 \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t1,151 \u00a0
\n\t\t\t\t\tDepreciation and impairment losses at the beginning of the year \u00a0
\n\t\t\t\t\t108 \u00a0
\n\t\t\t\t\t494 \u00a0
\n\t\t\t\t\t47 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t649 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t95 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t-
\n\t\t\t\t\t117 \u00a0
\n\t\t\t\t\tDepreciation reversed on disposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(99) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(99) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tDepreciation and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\t490 \u00a0
\n\t\t\t\t\t53 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t668 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t265 \u00a0
\n\t\t\t\t\t205 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t6
\n\t\t\t\t\t483 \u00a0
\n\t\t\t\t\tDepreciation period \u00a0
\n\t\t\t\t\t10-50 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\t5-10 years \u00a0
\n\t\t\t\t\tNNIT's fixed assets register is inspected on a regular basis to identify assets, which are no longer in use. Such assets are scrapped. \u00a0
3.4 Contract balances \u00a0
\n\t\t\t\t\tContract assets and liabilities, continuing operations \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTrade receivables as specified in note 3.6 \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tContract assets from continuing operations comprise: \u00a0
\n\t\t\t\t\tWork in progress (projects) \u00a0
\n\t\t\t\t\t54 \u00a0
\n\t\t\t\t\t107 \u00a0
\n\t\t\t\t\tTransformation projects (included in trade receivables, note 3.6) \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t124 \u00a0
\n\t\t\t\t\tContract liabilities from continuing activities comprise: \u00a0
\n\t\t\t\t\tPrepayments received, work in progress \u00a0
\n\t\t\t\t\t(55) \u00a0
\n\t\t\t\t\t(116) \u00a0
\n\t\t\t\t\tPrepayments received, transition cost \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\tWork in progress relates to projects where the recognized revenue from work performed exceeds progress \u00a0
\n\t\t\t\t\tbillings. Prepayments received, work in progress relates to projects where the progress billing exceeds work \u00a0
\n\t\t\t\t\tperformed. Prepayments received transition cost relates to prepayments received regarding transition \u00a0
\n\t\t\t\t\tprojects. As such the balances of these accounts vary and depend on the number of new projects at the end of \u00a0
\n\t\t\t\t\tthe year. \u00a0
Transferred \u00a0
\n\t\t\t\t\tto liabilities \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\tdirectly \u00a0
\n\t\t\t\t\trecognized \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\tassociated \u00a0
\n\t\t\t\t\tfrom recognized \u00a0
\n\t\t\t\t\twith assets \u00a0
\n\t\t\t\t\tOpening \u00a0
\n\t\t\t\t\topening \u00a0
\n\t\t\t\t\tregarding \u00a0
\n\t\t\t\t\tclassified as \u00a0
\n\t\t\t\t\tClosing \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbalance Additions \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\tadditions \u00a0
\n\t\t\t\t\theld for sale \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tPrepayments received, \u00a0
\n\t\t\t\t\twork in progress \u00a0
\n\t\t\t\t\t(116) \u00a0
\n\t\t\t\t\t(49) \u00a0
\n\t\t\t\t\t80 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t(55) \u00a0
\n\t\t\t\t\tPrepayments received, \u00a0
\n\t\t\t\t\ttransition cost \u00a0
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\t(44) \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\trecognized \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\tfrom recognized \u00a0
\n\t\t\t\t\tOpening \u00a0
\n\t\t\t\t\topening \u00a0
\n\t\t\t\t\tregarding \u00a0
\n\t\t\t\t\tClosing \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbalance Additions \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\tadditions \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tPrepayments received, \u00a0
\n\t\t\t\t\twork in progress \u00a0
\n\t\t\t\t\t(111) \u00a0
\n\t\t\t\t\t(83) \u00a0
\n\t\t\t\t\t78 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(116) \u00a0
\n\t\t\t\t\tPrepayments received, \u00a0
\n\t\t\t\t\ttransition cost \u00a0
\n\t\t\t\t\t(16) \u00a0
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\tBesides above balances we have also capitalized cost to fulfill a contract as transition cost. \u00a0
\n\t\t\t\t\tTransition cost relates to capitalized cost incurred for preparatory projects in relation to transition or set-up \u00a0
\n\t\t\t\t\tactivities required to enable delivery of the service. The cost will be amortized over the operation period which \u00a0
\n\t\t\t\t\tgenerally is between 3-6 years. \u00a0
\n\t\t\t\t\tAs such the balance for transition cost vary depending on the number of new outsourcing contracts requiring a \u00a0
\n\t\t\t\t\ttransition project or set-up activities. \u00a0
3.4 Contract balances \u2013 continued \u00a0
\n\t\t\t\t\tTransferred \u00a0
\n\t\t\t\t\tAmortized \u00a0
\n\t\t\t\t\tto assets \u00a0
\n\t\t\t\t\tcost from
Amortized \u00a0
\n\t\t\t\t\tclassified \u00a0
\n\t\t\t\t\tOpening \u00a0
\n\t\t\t\t\topening cost
from Impairment \u00a0
\n\t\t\t\t\tas held \u00a0
\n\t\t\t\t\tClosing \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbalance Additions \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\tadditions \u00a0
\n\t\t\t\t\tloss \u00a0
\n\t\t\t\t\tfor sale \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tTransition cost \u00a0
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\t52 \u00a0
\n\t\t\t\t\t(33) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(80) \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tAmortized \u00a0
\n\t\t\t\t\tcost from
Amortized \u00a0
\n\t\t\t\t\tOpening \u00a0
\n\t\t\t\t\topening cost
from Impairment \u00a0
\n\t\t\t\t\tClosing \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbalance Additions \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\tadditions \u00a0
\n\t\t\t\t\tloss \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTransition cost \u00a0
\n\t\t\t\t\t111 \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t(40) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\tTransition cost for the continuing operationsis recognized in the balance sheet as follows: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTransition cost, non-current \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t39 \u00a0
\n\t\t\t\t\tTransition cost, current \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t31 \u00a0
\n\t\t\t\t\tTotal transition cost \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\tFuture contract obligations \u00a0
\n\t\t\t\t\tBelow table shows performance obligations resulting from contracts which will be satisfied in the future: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAggregated amount of transaction price allocated to contracts that \u00a0
\n\t\t\t\t\twill be satisfied in the future as at December 31 \u00a0
\n\t\t\t\t\t1,352 \u00a0
\n\t\t\t\t\t3,977 \u00a0
\n\t\t\t\t\tThe 2022 balances is excluding discontinuing operations, while 2021 is including discontinued operations. \u00a0
\n\t\t\t\t\tManagement expects that DKK 836 million of the transaction price allocated to the future contract obligations as \u00a0
\n\t\t\t\t\tof December 31, 2022 will be recognized during 2023. The remaining part will be recognized as revenue within 2-3 \u00a0
\n\t\t\t\t\tyears. The amount disclosed above includes both fixed and variable consideration. \u00a0
3.5 Deposits \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCost at the beginning of the year \u00a0
\n\t\t\t\t\t34 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t34 \u00a0
3.6 Trade
receivables \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTotal trade receivables (gross) \u00a0
\n\t\t\t\t\t618 \u00a0
\n\t\t\t\t\t579 \u00a0
\n\t\t\t\t\tAllowances for bad debt in the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tTotal trade receivables (net) \u00a0
\n\t\t\t\t\t618 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tTotal trade receivables (net), discontinued operations \u00a0
\n\t\t\t\t\t234 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal trade receivables (net), continuing operations \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTrade receivables is recognized in the balance sheet as follows: \u00a0
\n\t\t\t\t\tTrade receivables, non-current \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t89 \u00a0
\n\t\t\t\t\tTrade receivables, current \u00a0
\n\t\t\t\t\t383 \u00a0
\n\t\t\t\t\t489 \u00a0
\n\t\t\t\t\tTotal trade receivables \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tIn 2022 NNIT has continued the commercial use of factoring where a financial institution purchases outstanding \u00a0
\n\t\t\t\t\tinvoices on some of NNIT's largest customers with a strong credit profile. The benefits of this program include \u00a0
\n\t\t\t\t\timproved liquidity and improved financial ratios, NNIT is less sensitive on long payment terms while the cost of \u00a0
\n\t\t\t\t\tfactoring is less than the current revolving credit facility. The effect as of December 31, 2022 is DKK 267 million \u00a0
\n\t\t\t\t\t(2021: DKK 186 million). \u00a0
\n\t\t\t\t\tNNIT applies the IFRS 9 simplified approach to measure expected credit losses, which uses a lifetime expected \u00a0
\n\t\t\t\t\tloss allowance for all trade receivables. NNIT has assessed historical realized losses adjusted by a forward-looking \u00a0
\n\t\t\t\t\testimate related to the probability of a significant change in the economic environment. Historically NNIT has not \u00a0
\n\t\t\t\t\trealized any losses on trade receivables due to the economic environment. Losses have been due to claim settle- \u00a0
\n\t\t\t\t\tment with customers. \u00a0
To minimize credit losses NNIT makes a credit evaluation before entering into a contract with a new customer. \u00a0
\n\t\t\t\t\tNNIT customer portfolio primarily consists of large national and international companies. The credit quality of \u00a0
\n\t\t\t\t\ttrade receivables as of December 31, 2022 is considered satisfactory. \u00a0
\n\t\t\t\t\tFurther NNIT continuously conduct individual assessments of bad debts. If this leads to an assessment that NNIT \u00a0
\n\t\t\t\t\twill not be able to collect all outstanding payments, an allowance for bad debt is made. Based on historical data, \u00a0
\n\t\t\t\t\tthe allowance for bad debt at December 31, 2022 was DKK 0.3 million (2021: DKK 1.1 million). \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAging of non-impaired trade receivables: \u00a0
\n\t\t\t\t\tNon-invoiced trade receivables \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\t238 \u00a0
\n\t\t\t\t\tNot due at balance sheet date \u00a0
\n\t\t\t\t\t300 \u00a0
\n\t\t\t\t\t256 \u00a0
\n\t\t\t\t\tOverdue between 1 and 30 days \u00a0
\n\t\t\t\t\t59 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tOverdue between 31 and 60 days \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tOverdue by more than 60 days \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\tTotal trade receivables \u00a0
\n\t\t\t\t\t618 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tTotal trade receivables, discontinued operations \u00a0
\n\t\t\t\t\t234 \u00a0
\n\t\t\t\t\tTotal trade receivables, continuing operations \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\tTrade receivables from continuing and discontinued operations include receivables from related parties \u00a0
\n\t\t\t\t\tamounting to DKK 243 million gross of factoring (2021: DKK 236 million). \u00a0
\n\t\t\t\t\tDiscontinued activities relates primarily to the balances within non-invoiced trade receivables. \u00a0
\n\t\t\t\t\tPart of the non-invoiced trade receivables are regarding finished transformation projects and other long-term \u00a0
\n\t\t\t\t\tprojects, where the amount will be invoiced to the customer over the operation period which is more than one \u00a0
\n\t\t\t\t\tyear. The long-term project amount to DKK 23 million as of 31 December 2022 (2021: DKK 124 million), of these \u00a0
\n\t\t\t\t\t20 million will be invoiced in 2023. \u00a0
3.7 Employee
benefit obligations \u00a0
\n\t\t\t\t\tDefined benefit pension obligations \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tPension liability \u00a0
\n\t\t\t\t\tPlan asset \u00a0
\n\t\t\t\t\tNet liability \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t79 \u00a0
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tCurrent service costs \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\tEmployer contributions \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\t(5) \u00a0
\n\t\t\t\t\tBenefits paid from plan asset \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tRemeasurement gains/(losses) recognized in \u00a0
\n\t\t\t\t\tother comprehensive income \u00a0
\n\t\t\t\t\t(14) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(14) \u00a0
\n\t\t\t\t\tPlan participant contribution etc. \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tTransferred to liabilities directly associated with \u00a0
\n\t\t\t\t\tassets classified as held for sale \u00a0
\n\t\t\t\t\t(5) \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tExchange rate adjustments \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t6
\n\t\t\t\t\t2
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t61 \u00a0
\n\t\t\t\t\t59 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tPension liability \u00a0
\n\t\t\t\t\tPlan asset \u00a0
\n\t\t\t\t\tNet liability \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t79 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\tCurrent service costs \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\tEmployer contributions \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\tBenefits paid from plan asset \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\tRemeasurement gains/(losses) recognized in \u00a0
\n\t\t\t\t\tother comprehensive income \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tPlan participant contribution etc. \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tPast service cost \u2013 plan amendments \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t79 \u00a0
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tThe defined benefit plans are usually funded by payments from Group companies and by employees to funds \u00a0
\n\t\t\t\t\tindependent of NNIT. Where a plan is unfunded, a liability for the retirement obligation is recognized in the \u00a0
\n\t\t\t\t\tbalance sheet. NNIT does not expect the contributions over the next five years to differ significantly from current \u00a0
\n\t\t\t\t\tcontributions. The weighted average duration of the defined benefit obligation is 11.7 years (2021: 13.9 years). \u00a0
DKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAssumptions used for valuation1 \u00a0
\n\t\t\t\t\tDiscount rate \u00a0
\n\t\t\t\t\t2.46% \u00a0
\n\t\t\t\t\t0.61% \u00a0
\n\t\t\t\t\tPrice inflation \u00a0
\n\t\t\t\t\t0.91% \u00a0
\n\t\t\t\t\t0.91% \u00a0
\n\t\t\t\t\tProjected future remuneration increases \u00a0
\n\t\t\t\t\t1.80% \u00a0
\n\t\t\t\t\t1.78% \u00a0
\n\t\t\t\t\tInterest crediting rate \u00a0
\n\t\t\t\t\t1.83% \u00a0
\n\t\t\t\t\t0.23% \u00a0
\n\t\t\t\t\t1\ua880\ua881Assumptions\ua881are\ua881calculated\ua881and\ua881presented\ua881as\ua881a\ua881weighted\ua881average\ua881of\ua881the\ua881Defined\ua881Benefit\ua881Plans\ua881in\ua881NNIT\ua881Switzer-\ua881land\ua881AG\ua881and\ua881NNIT\ua881 \u00a0
\n\t\t\t\t\tPhilippines Inc. \u00a0
\n\t\t\t\t\tActuarial valuations are performed annually. The most recent actuarial valuation is dated November 2022. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tDefined benefit pension obligations \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tEmployee benefit obligations (contingent consideration agreement) \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t77 \u00a0
\n\t\t\t\t\tTotal employee benefit obligations \u00a0
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\t94 \u00a0
\n\t\t\t\t\tTotal employee benefit obligations, non-current \u00a0
\n\t\t\t\t\tdiscontinued operations \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\tTotal employee benefit obligations, continuing operations \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\tEmployee benefit obligation is recognized in the balance sheet as followed: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tNon-current liabilities (1-5 years) \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tCurrent liabilities \u00a0
\n\t\t\t\t\t50 \u00a0
\n\t\t\t\t\t69 \u00a0
\n\t\t\t\t\tTotal employee benefit obligation \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\t94 \u00a0
3.8 Provisions \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tProvision for onerous contracts/projects \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tUtilized \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tProvision for onerous contracts/projects relates to projects that NNIT is obligated to finalize and where the \u00a0
\n\t\t\t\t\ttotal project costs exceed the total project income. \u00a0
\n\t\t\t\t\tProvision for refurbishment obligation \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\t24 \u00a0
\n\t\t\t\t\tAddition from business combinations \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t1
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tProvision for refurbishment obligation, included under non-current liabilities, relates to the leasehold \u00a0
\n\t\t\t\t\tagreements in the Group with a refurbishment obligation. \u00a0
\n\t\t\t\t\tProvisions are recognized in the balance sheet as follows: \u00a0
\n\t\t\t\t\tNon-current liabilities \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tCurrent liabilities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal liability \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t25 \u00a0
3.9 Discontinued
operations \u00a0
\n\t\t\t\t\tJune 22, 2022 it was announced that NNIT was divesting the infrastructure operations (Hybrid Cloud Solutions \u00a0
\n\t\t\t\t\tand selected parts of Cloud & Digital Solutions) and in December 2022 it qualified for recognition as Discontin- \u00a0
\n\t\t\t\t\tuing operations according to IFRS 5 which also has retrospective impact. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\t1,451 \u00a0
\n\t\t\t\t\t1,508 \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t1,244 \u00a0
\n\t\t\t\t\t1,213 \u00a0
\n\t\t\t\t\tGross profit \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\t295 \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\t71 \u00a0
\n\t\t\t\t\t71 \u00a0
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t65 \u00a0
\n\t\t\t\t\tOperating profit before special items \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t159 \u00a0
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tOperating profit/(loss) \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t159 \u00a0
\n\t\t\t\t\tFinancial income \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tFinancial expenses \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tProfit/(loss) before income taxes \u00a0
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\t159 \u00a0
\n\t\t\t\t\tIncome taxes \u00a0
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\tProfit/(loss) for the year of discontinuing operations \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\tEarnings per share \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t2.25 \u00a0
\n\t\t\t\t\t5.07 \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t2.24 \u00a0
\n\t\t\t\t\t5.04 \u00a0
\n\t\t\t\t\tCash Flows from discontinued operations \u00a0
\n\t\t\t\t\tCash flow from operating activities \u00a0
\n\t\t\t\t\t106 \u00a0
\n\t\t\t\t\t205 \u00a0
\n\t\t\t\t\tCash flow from investing activities \u00a0
\n\t\t\t\t\t(117) \u00a0
\n\t\t\t\t\t(92) \u00a0
\n\t\t\t\t\tCash flow from financing activities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tCash flow from discontinued operations \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t113 \u00a0
Assets held for sale \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tNote \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tIntangible assets \u00a0
\n\t\t\t\t\t86 \u00a0
\n\t\t\t\t\tTangible assets \u00a0
\n\t\t\t\t\t475 \u00a0
\n\t\t\t\t\tDeferred taxes \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\tDeposits \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\tTransition cost \u00a0
\n\t\t\t\t\t80 \u00a0
\n\t\t\t\t\tTrade receivables \u00a0
\n\t\t\t\t\t234 \u00a0
\n\t\t\t\t\tWork in progress \u00a0
\n\t\t\t\t\t82 \u00a0
\n\t\t\t\t\tPrepayments \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\tAssets classified as held for sale \u00a0
\n\t\t\t\t\t1,051 \u00a0
\n\t\t\t\t\tEmployee benefit obligations \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\tPrepayments received, transition cost \u00a0
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\tPrepayments received, work in progress \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\tEmployee costs payables \u00a0
\n\t\t\t\t\t85 \u00a0
\n\t\t\t\t\tTax payables \u00a0
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\tOther current liabilities \u00a0
\n\t\t\t\t\t15 \u00a0
\n\t\t\t\t\tLiabilities directly associated with assets classified as held for sale \u00a0
\n\t\t\t\t\t199 \u00a0
\n\t\t\t\t\tNet assets classified as held for sale \u00a0
\n\t\t\t\t\t852 \u00a0
\n\t\t\t\t\tAssets and liabilities directly associated with assets classified as held for sale solely relates to the discontiinued \u00a0
\n\t\t\t\t\toperations in relation to Hybrid Cloud Solutions and selected parts of Cloud & Digital Solutions. \u00a0
4. Capital structure and financing items \u00a0
4.1 Financial
income and expenses \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tFinancial income \u00a0
\n\t\t\t\t\tFair value adjustments of cash flow hedges (net) \u00a0
\n\t\t\t\t\trecycled from other comprehensive income \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\tRealized/unrealized loss on currency \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tTax related interests \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tOther financial income \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial income \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tTotal financial income, discontinued operations \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial income, continuing operations \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tFinancial expenses \u00a0
\n\t\t\t\t\tRealized/unrealized loss on currency \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\tInterest expenses lease liability \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t6
\n\t\t\t\t\tInterest expenses \u2013 other external \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\tBank charges and other fees \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\tGuarantee commission \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\tOther financial expenses \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t4
\n\t\t\t\t\tTotal financial expenses \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t24 \u00a0
\n\t\t\t\t\tTotal financial expenses, discontinued operations \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial expenses, continuing operations \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t(12) \u00a0
4.2 Share capital, distribution to shareholder and earnings per share \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tProfit/(loss) from continuing operations \u00a0
\n\t\t\t\t\t(258) \u00a0
\n\t\t\t\t\t(175) \u00a0
\n\t\t\t\t\tProfit/(loss) from discontinued operations \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\tNet profit/(loss) for the year \u00a0
\n\t\t\t\t\t(202) \u00a0
\n\t\t\t\t\t(49) \u00a0
\n\t\t\t\t\tNumber '000 \u00a0
\n\t\t\t\t\tAverage number of shares outstanding \u00a0
\n\t\t\t\t\t24,838 \u00a0
\n\t\t\t\t\t24,779 \u00a0
\n\t\t\t\t\tDilutive effect of share-based payments \u00a0
\n\t\t\t\t\t120 \u00a0
\n\t\t\t\t\t158 \u00a0
\n\t\t\t\t\tAverage number of shares outstanding, \u00a0
\n\t\t\t\t\tincluding dilutive effect of share-based payments \u00a0
\n\t\t\t\t\t24,958 \u00a0
\n\t\t\t\t\t24,937 \u00a0
\n\t\t\t\t\tEarnings per share from continuing operations \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t(10.39) \u00a0
\n\t\t\t\t\t(7.05) \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t(10.39) \u00a0
\n\t\t\t\t\t(7.05) \u00a0
\n\t\t\t\t\tEarnings per share from discontinued operations \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t2.25 \u00a0
\n\t\t\t\t\t5.07 \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t2.24 \u00a0
\n\t\t\t\t\t5.04 \u00a0
\n\t\t\t\t\tEarnings per share \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t(8.13) \u00a0
\n\t\t\t\t\t(1.98) \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t(8.13) \u00a0
\n\t\t\t\t\t(1.98) \u00a0
\n\t\t\t\t\tEarnings per share and diluted earnings per share are calculated in accordance with IAS 33. Basic earnings \u00a0
\n\t\t\t\t\tper share are calculated by dividing the profit attributable to equity holders of the Company by the weighted \u00a0
\n\t\t\t\t\taverage number of ordinary shares in issue during the year, excluding ordinary shares purchased by the \u00a0
\n\t\t\t\t\tCompany and held as treasury shares. Diluted earnings per share is calculated by adjusting the weighted \u00a0
\n\t\t\t\t\taverage number of ordinary shares outstanding to assume conversion of all dilutive potential ordinary shares. \u00a0
\n\t\t\t\t\tRSUs are only included when performance requirements have been met. \u00a0
\n\t\t\t\t\tThe share capital has a nominal value of DKK 250 million divided into 25 million shares with a nominal value of \u00a0
\n\t\t\t\t\tDKK 10 each. No shares carry special rights. \u00a0
Number \u00a0
\n\t\t\t\t\tNominal Market
value \u00a0
\n\t\t\t\t\tAs % of \u00a0
\n\t\t\t\t\tof shares \u00a0
\n\t\t\t\t\tDKK \u00a0
\n\t\t\t\t\tvalue \u00a0
\n\t\t\t\t\t(million) share
capital \u00a0
\n\t\t\t\t\t(thousand) \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tTreasury shares \u00a0
\n\t\t\t\t\tHolding at the beginning of the year \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\t0.9% \u00a0
\n\t\t\t\t\t221 \u00a0
\n\t\t\t\t\tPurchase \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t0.0% \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tDisposal \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(0.3%) \u00a0
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\tValue adjustments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\t0.0% \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tHolding at the end of the year \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t0.6% \u00a0
\n\t\t\t\t\t162 \u00a0
\n\t\t\t\t\tTreasury shares held relates to the long-term incentive program. Retained earnings are accumulated earnings. \u00a0
\n\t\t\t\t\tExchange rate adjustments are the difference between average exchange rates in the year and exchange rates \u00a0
\n\t\t\t\t\tat the balance sheet date when consolidating subsidiaries. \u00a0
\n\t\t\t\t\tProposed dividends are the dividends proposed by the Board of Directors for the financial year. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tNet cash distribution to shareholders \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tOrdinary dividends Interim dividends \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tNo interim dividend was declared in 2022 and no dividend will be declared at the end of 2022. \u00a0
4.3 Leases \u00a0
\n\t\t\t\t\tLease assets \u00a0
\n\t\t\t\t\tRental of \u00a0
\n\t\t\t\t\tIT- \u00a0
\n\t\t\t\t\tCompany \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tpremises \u00a0
\n\t\t\t\t\tequipment \u00a0
\n\t\t\t\t\tcars \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tCosts at the beginning of the year \u00a0
\n\t\t\t\t\t673 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t709 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t6
\n\t\t\t\t\t39 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t(89) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(95) \u00a0
\n\t\t\t\t\tTransferred to assets held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tCosts at the end of the year \u00a0
\n\t\t\t\t\t617 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t653 \u00a0
\n\t\t\t\t\tDepreciation and impairment loss at \u00a0
\n\t\t\t\t\tthe beginning of the year \u00a0
\n\t\t\t\t\t522 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t547 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t6
\n\t\t\t\t\t69 \u00a0
\n\t\t\t\t\tImpairment loss 1 \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\tDepreciation reversed on disposals \u00a0
\n\t\t\t\t\t(74) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(80) \u00a0
\n\t\t\t\t\tExchange rate adjustments \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\tTransferred to assets held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tDepreciation and impairment loss \u00a0
\n\t\t\t\t\tat the end of the year \u00a0
\n\t\t\t\t\t520 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t545 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t97 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t108 \u00a0
\n\t\t\t\t\t1\ua880\ua881Please\ua881refer\ua881to\ua881note\ua8813.2\ua881for\ua881further\ua881details \u00a0
Lease assets \u00a0
\n\t\t\t\t\tRental of \u00a0
\n\t\t\t\t\tIT- \u00a0
\n\t\t\t\t\tCompany \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tpremises \u00a0
\n\t\t\t\t\tequipment \u00a0
\n\t\t\t\t\tcars \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCosts at the beginning of the year \u00a0
\n\t\t\t\t\t692 \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\t741 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t7
\n\t\t\t\t\t53 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t(9) \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t(9) \u00a0
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t7
\n\t\t\t\t\tCosts at the end of the year \u00a0
\n\t\t\t\t\t736 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t772 \u00a0
\n\t\t\t\t\tDepreciation and impairment loss at \u00a0
\n\t\t\t\t\tthe beginning of the year \u00a0
\n\t\t\t\t\t478 \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t514 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t7
\n\t\t\t\t\t77 \u00a0
\n\t\t\t\t\tImpairment loss 1 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\tDepreciation reversed on disposals \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\t(23) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t4
\n\t\t\t\t\tDepreciation and impairment loss at \u00a0
\n\t\t\t\t\tthe end of the year \u00a0
\n\t\t\t\t\t574 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t599 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t162 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t173 \u00a0
\n\t\t\t\t\t1\ua880Please\ua881refer\ua881to\ua881note\ua8813.2\ua881for\ua881further\ua881details \u00a0
Lease liabilities \u00a0
\n\t\t\t\t\tLease liabilities expiring within the following periods from the balance sheet date: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tWithin 1 year \u00a0
\n\t\t\t\t\t83 \u00a0
\n\t\t\t\t\t86 \u00a0
\n\t\t\t\t\tBetween 1 and 5 years \u00a0
\n\t\t\t\t\t80 \u00a0
\n\t\t\t\t\t133 \u00a0
\n\t\t\t\t\tTotal lease liability, non-discounted \u00a0
\n\t\t\t\t\t163 \u00a0
\n\t\t\t\t\t219 \u00a0
\n\t\t\t\t\tLease liabilities are recognized in the balance sheet as follows: \u00a0
\n\t\t\t\t\tNon-current liabilities \u00a0
\n\t\t\t\t\t83 \u00a0
\n\t\t\t\t\t123 \u00a0
\n\t\t\t\t\tCurrent liabilities \u00a0
\n\t\t\t\t\t73 \u00a0
\n\t\t\t\t\t84 \u00a0
\n\t\t\t\t\tTotal lease liabilities \u00a0
\n\t\t\t\t\t156 \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\tRecognized in the profit and loss statement \u00a0
\n\t\t\t\t\tInterest expenses related to lease liabilities \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t6
\n\t\t\t\t\tExpense relating to leases of low-value assets, not capitalized \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\t6
\n\t\t\t\t\tIn 2022 the Group has paid DKK 87 million (2021: DKK 88 million) regarding lease agreements where of interest \u00a0
\n\t\t\t\t\texpenses related to lease liabilities amount to DKK 4 million (2021: DKK 6 million) and repayment of lease \u00a0
\n\t\t\t\t\tliability amount to DKK 83 million (2021: DKK 82 million). \u00a0
\n\t\t\t\t\tAs of 31 December 2022, the lease liability excludes DKK 193 million (undiscounted) of potential lease payments \u00a0
\n\t\t\t\t\trelated to lease term extension rights on properties, which were not considered reasonably certain to be exer- \u00a0
\n\t\t\t\t\tcised. \u00a0
4.4 Financial assets and liabilities, continuing operations \u00a0
\n\t\t\t\t\tDepending on the purpose of each asset and liability, NNIT classifies these into the following categories: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCash and cash equivalents \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCash flow hedging instruments at fair value \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tFinancial assets at amortized cost \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tFinancial liabilities at fair value through comprehensive income \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tFinancial liabilities measured at amortized cost \u00a0
\n\t\t\t\t\tCash and cash \u00a0
\n\t\t\t\t\tCash flow hedging \u00a0
\n\t\t\t\t\tFinancial assets at \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tequivalents instruments
at fair value \u00a0
\n\t\t\t\t\tamortized cost \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tFinancial assets by category \u00a0
\n\t\t\t\t\tDeposits \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\tTrade receivables \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\tWork in progress \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t54 \u00a0
\n\t\t\t\t\t54 \u00a0
\n\t\t\t\t\tOther receivables \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\tPrepayments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\tCash and cash equivalents \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\tTotal financial assets at the end of the year \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t532 \u00a0
\n\t\t\t\t\t740 \u00a0
\n\t\t\t\t\tCash and cash \u00a0
\n\t\t\t\t\tCash flow hedging \u00a0
\n\t\t\t\t\tFinancial assets at \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tequivalents instruments
at fair value \u00a0
\n\t\t\t\t\tamortized cost \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tFinancial assets by category \u00a0
\n\t\t\t\t\tDeposits \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t34 \u00a0
\n\t\t\t\t\t34 \u00a0
\n\t\t\t\t\tTrade receivables \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tWork in progress \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t107 \u00a0
\n\t\t\t\t\t107 \u00a0
\n\t\t\t\t\tOther receivables \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\tPrepayments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t101 \u00a0
\n\t\t\t\t\t101 \u00a0
\n\t\t\t\t\tDerivative financial instruments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\tCash and cash equivalents \u00a0
\n\t\t\t\t\t230 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t230 \u00a0
\n\t\t\t\t\tTotal financial assets at the end of the year \u00a0
\n\t\t\t\t\t230 \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t842 \u00a0
\n\t\t\t\t\t1,085 \u00a0
Financial liabilities \u00a0
\n\t\t\t\t\tFinancial liabilities \u00a0
\n\t\t\t\t\tat fair value through \u00a0
\n\t\t\t\t\tmeasured at \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tprofit and loss \u00a0
\n\t\t\t\t\tamortized cost \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tFinancial liabilities by category \u00a0
\n\t\t\t\t\tLease liability \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t156 \u00a0
\n\t\t\t\t\t156 \u00a0
\n\t\t\t\t\tCredit Facilities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t857 \u00a0
\n\t\t\t\t\t857 \u00a0
\n\t\t\t\t\tTrade payables \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t151 \u00a0
\n\t\t\t\t\t151 \u00a0
\n\t\t\t\t\tOther non-curret and current liabilities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t251 \u00a0
\n\t\t\t\t\t251 \u00a0
\n\t\t\t\t\tTotal financial liabilities at \u00a0
\n\t\t\t\t\tthe end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1,415 \u00a0
\n\t\t\t\t\t1,415 \u00a0
\n\t\t\t\t\tThe carrying amounts of the total financial liabilities correspond to the undiscounted payments as of 31 \u00a0
\n\t\t\t\t\tDecember 2022. \u00a0
\n\t\t\t\t\tFinancial liabilities \u00a0
\n\t\t\t\t\tFinancial liabilities \u00a0
\n\t\t\t\t\tat fair value through \u00a0
\n\t\t\t\t\tmeasured at \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tprofit and loss \u00a0
\n\t\t\t\t\tamortized cost \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tFinancial liabilities by category \u00a0
\n\t\t\t\t\tLease liability \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\tCredit Facilities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t496 \u00a0
\n\t\t\t\t\t496 \u00a0
\n\t\t\t\t\tTrade payables \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\tOther current liabilities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t281 \u00a0
\n\t\t\t\t\t281 \u00a0
\n\t\t\t\t\tTotal financial liabilities at \u00a0
\n\t\t\t\t\tthe end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1,110 \u00a0
\n\t\t\t\t\t1,110 \u00a0
DKK million \u00a0
\n\t\t\t\t\tCredit Facilities \u00a0
\n\t\t\t\t\tLease liability \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tFinancial liabilities included in finance activities \u00a0
\n\t\t\t\t\tFinancing liabilities included in finance activities \u00a0
\n\t\t\t\t\tat the beginning of the year \u00a0
\n\t\t\t\t\t496 \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\tCash flows: \u00a0
\n\t\t\t\t\tInstalments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(83) \u00a0
\n\t\t\t\t\t(83) \u00a0
\n\t\t\t\t\tIngoing/outgoing payments during the year \u00a0
\n\t\t\t\t\t361 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t361 \u00a0
\n\t\t\t\t\tNon-cash flows: \u00a0
\n\t\t\t\t\tAddition \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t36 \u00a0
\n\t\t\t\t\t36 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial liabilities included in finance activities \u00a0
\n\t\t\t\t\tat the end of the year \u00a0
\n\t\t\t\t\t857 \u00a0
\n\t\t\t\t\t156 \u00a0
\n\t\t\t\t\t1,013 \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tCredit Facilities1 \u00a0
\n\t\t\t\t\tLease liability \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tFinancial liabilities included in finance activities \u00a0
\n\t\t\t\t\tFinancing liabilities included in finance activities \u00a0
\n\t\t\t\t\tat the beginning of the year \u00a0
\n\t\t\t\t\t304 \u00a0
\n\t\t\t\t\t241 \u00a0
\n\t\t\t\t\t545 \u00a0
\n\t\t\t\t\tCash flows: \u00a0
\n\t\t\t\t\tInstalments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(82) \u00a0
\n\t\t\t\t\t(82) \u00a0
\n\t\t\t\t\tIngoing/outgoing payments during the year \u00a0
\n\t\t\t\t\t192 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t192 \u00a0
\n\t\t\t\t\tNon-cash flows: \u00a0
\n\t\t\t\t\tAddition \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t52 \u00a0
\n\t\t\t\t\t52 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\tValue adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t2
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\tTotal financial liabilities included in finance activities \u00a0
\n\t\t\t\t\tat the end of the year \u00a0
\n\t\t\t\t\t496 \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\t1\ua880Credit\ua881Facilities\ua881is\ua881the\ua881drawn\ua881amount\ua881on\ua881the\ua881credit\ua881facility\ua881of\ua881DKK\ua881900\ua881million. \u00a0
Fair value measurement hierarchy \u00a0
\n\t\t\t\t\tFinancial assets at fair value through the income statement are categorized in the fair value hierarchy as level 1 \u00a0
\n\t\t\t\t\t(active market data). Financial assets and liabilities at fair value through comprehensive income are categorized \u00a0
\n\t\t\t\t\tin the fair value hierarchy as level 2 (directly or indirectly observable market data). The fair value is measured \u00a0
\n\t\t\t\t\taccording to generally accepted valuation techniques. Market-based parameters are used to measure the fair \u00a0
\n\t\t\t\t\tvalue. The remaining categories of financial assets and liabilities are measured at amortized cost. \u00a0
Financial risks \u00a0
\n\t\t\t\t\tNNIT\u2019s objective at all times is to limit the Company\u2019s financial risks. \u00a0
\n\t\t\t\t\tFinancing and sufficient liquidity are fundamental to NNIT\u00b4s continuing operations and future growth. Liquidity \u00a0
\n\t\t\t\t\tis managed centrally from the Parent Company. \u00a0
\n\t\t\t\t\tIn relation to the group\u2019s liquidity needs, an agreement on credit facilities for a total of DKK 1,050 m has been \u00a0
\n\t\t\t\t\tentered (increased from DKK 900 million in 2021 as interim facility in connection with carve-out costs). The \u00a0
\n\t\t\t\t\tcredit facility is revolving, and the agreement is subject for a renegotiation after the finalization of the carve-out \u00a0
\n\t\t\t\t\tprocess. The group's credit facilities are subject to standard financial covenants. NNIT is exposed to interest \u00a0
\n\t\t\t\t\trate risk through its interest bearing credit facilities. Please refer to section 1.6 on page 51. \u00a0
\n\t\t\t\t\tNNIT is exposed to exchange rate risks in the countries where NNIT has its main activities. The majority part \u00a0
\n\t\t\t\t\tof NNIT\u2019s sales is in DKK and EUR, implying limited foreign exchange risk, due to the Parent Company\u2019s func- \u00a0
\n\t\t\t\t\ttional currency being DKK and Denmark\u2019s fixed-rate policy towards EUR. NNIT\u2019s foreign exchange risk therefore \u00a0
\n\t\t\t\t\tprimarily stems from transactions carried out in the currencies of other countries in which NNIT mainly oper- \u00a0
\n\t\t\t\t\tates: Primarily the Chinese yuan and US dollar, and, to a lesser extent, the Czech koruna, the Philippine peso \u00a0
\n\t\t\t\t\tand the Swiss franc. \u00a0
\n\t\t\t\t\tMost of the foreign exchange risk in the Chinese yuan and US dollar and all of the foreign exchange risk in the \u00a0
\n\t\t\t\t\tCzech koruna and the Philippines are due to intercompany transactions. \u00a0
Foreign exchange sensitivity analysis \u00a0
\n\t\t\t\t\tNNIT estimates that, all other variables being constant, a 10% depreciation of the average 2022 exchange rate \u00a0
\n\t\t\t\t\tof the Danish kroner against the following currencies would have had the indicated impact (in Danish kroner) \u00a0
\n\t\t\t\t\ton our operating profit (EBIT) for 2022. The following sensitivity analysis addresses hypothetical situations and \u00a0
\n\t\t\t\t\tis provided for illustrative purposes only: \u00a0
DKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t(18) \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tPHP \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\tA corresponding appreciation of the Danish kroner against the above currencies would have had the opposite \u00a0
\n\t\t\t\t\timpact. \u00a0
Currency sensitivities1 \u00a0
\n\t\t\t\t\tEstimated annual impact on NNIT\u00b4s operating profit of a 10% increase in the outlined currencies against DKK \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2023 \u00a0
\n\t\t\t\t\tEUR \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\tPHP \u00a0
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t1\ua880\ua881The above sensitivities address hypothetical situations and are provided for illustrative purpose only. The sensitivities assume our \u00a0
\n\t\t\t\t\tbusiness develops consistently with our current 2023 business plan. \u00a0
NNIT have up until September 2021 entered into hedging contracts to hedge the most material foreign \u00a0
\n\t\t\t\t\tcurrency balances; Chinese yuan, Czech koruna and the Philippine peso. These three currencies were hedged \u00a0
\n\t\t\t\t\t14 months a head. \u00a0
\n\t\t\t\t\tAs of December 31, 2022 NNIT, A/S\u2019 net balance position (trade receivables minus trade payables) divided on \u00a0
\n\t\t\t\t\tcurrency amounted to a short-term outflow primarily in Chinese yuan and Czech koruna and a short term \u00a0
\n\t\t\t\t\tinflow on UD dollars and Euro. A 10% depreciation of the exchange rate of the Danish kroner against NNIT A/S\u2019 \u00a0
\n\t\t\t\t\ttransaction exposures (net balance position less hedging contracts) will have the below illustrated impact (in \u00a0
\n\t\t\t\t\tDanish kroner) on the net profit before tax for the year ended December 31, 2022. \u00a0
Trade \u00a0
\n\t\t\t\t\tTrade \u00a0
\n\t\t\t\t\tNet balance \u00a0
\n\t\t\t\t\tTransaction \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tMillion \u00a0
\n\t\t\t\t\tReceivables \u00a0
\n\t\t\t\t\tPayables \u00a0
\n\t\t\t\t\tposition \u00a0
\n\t\t\t\t\texposure1 \u00a0
\n\t\t\t\t\tsensitivity2 \u00a0
\n\t\t\t\t\tDecember 31, 2022 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t49.2 \u00a0
\n\t\t\t\t\t(48.9) \u00a0
\n\t\t\t\t\t(48.9) \u00a0
\n\t\t\t\t\t(4.9) \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35.5 \u00a0
\n\t\t\t\t\t(35.5) \u00a0
\n\t\t\t\t\t(35.5) \u00a0
\n\t\t\t\t\t(3.5) \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t11.2 \u00a0
\n\t\t\t\t\t4.5 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\tEUR 3 \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\t2.9 \u00a0
\n\t\t\t\t\t4.7 \u00a0
\n\t\t\t\t\t4.7 \u00a0
\n\t\t\t\t\t0.5 \u00a0
\n\t\t\t\t\t1\ua880\ua881Including\ua881hedge\ua881contracts\ua881to\ua881be\ua881settled\ua881in\ua881January\ua8812023 \u00a0
\n\t\t\t\t\t2\ua880\ua881The\ua881sensitivity\ua881for\ua881EUR\ua881is\ua881based\ua881on\ua8812.25%\ua881due\ua881to\ua881the\ua881EMR2\ua881agreement\ua881stating\ua881that\ua881DKK\ua881cannot\ua881deviate\ua881more\ua881than\ua881+/-\ua8812.25%\ua881from\ua881the\ua881 \u00a0
\n\t\t\t\t\tEUR/DKK central rate. \u00a0
\n\t\t\t\t\t3\ua880\ua881PHP\ua881is\ua881hedged\ua881with\ua881EUR\ua881denominated\ua881contracts \u00a0
\n\t\t\t\t\tTrade \u00a0
\n\t\t\t\t\tTrade \u00a0
\n\t\t\t\t\tNet balance \u00a0
\n\t\t\t\t\tTransaction \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tMillion \u00a0
\n\t\t\t\t\tReceivables \u00a0
\n\t\t\t\t\tPayables \u00a0
\n\t\t\t\t\tposition \u00a0
\n\t\t\t\t\texposure1 \u00a0
\n\t\t\t\t\tsensitivity2 \u00a0
\n\t\t\t\t\tDecember 31, 2021 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4.4 \u00a0
\n\t\t\t\t\t(4.4) \u00a0
\n\t\t\t\t\t(4.4) \u00a0
\n\t\t\t\t\t(0.4) \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t17.9 \u00a0
\n\t\t\t\t\t(17.9) \u00a0
\n\t\t\t\t\t(17.9) \u00a0
\n\t\t\t\t\t(1.8) \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4.5 \u00a0
\n\t\t\t\t\t(4.5) \u00a0
\n\t\t\t\t\t(4.5) \u00a0
\n\t\t\t\t\t(0.5) \u00a0
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t1.6 \u00a0
\n\t\t\t\t\t4.3 \u00a0
\n\t\t\t\t\t(2.7) \u00a0
\n\t\t\t\t\t(2.7) \u00a0
\n\t\t\t\t\t(0.3) \u00a0
\n\t\t\t\t\tEUR 3 \u00a0
\n\t\t\t\t\t8.0 \u00a0
\n\t\t\t\t\t1.3 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\t1\ua880\ua881Including\ua881hedge\ua881contracts\ua881to\ua881be\ua881settled\ua881in\ua881January\ua8812022 \u00a0
\n\t\t\t\t\t2\ua880\ua881The\ua881sensitivity\ua881for\ua881EUR\ua881is\ua881based\ua881on\ua8812.25%\ua881due\ua881to\ua881the\ua881EMR2\ua881agreement\ua881stating\ua881that\ua881DKK\ua881cannot\ua881deviate\ua881more\ua881than\ua881+/-\ua8812.25%\ua881from\ua881the\ua881 \u00a0
\n\t\t\t\t\tEUR/DKK central rate. \u00a0
\n\t\t\t\t\t3\ua880\ua881PHP\ua881is\ua881hedged\ua881with\ua881EUR\ua881denominated\ua881contracts \u00a0
As of December 31, 2022 NNIT A/S' has not entered into any hedge contracts. \u00a0
\n\t\t\t\t\tOf which \u00a0
\n\t\t\t\t\thedging of \u00a0
\n\t\t\t\t\tContract \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\tTransaction \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tamount1 \u00a0
\n\t\t\t\t\tsheet items \u00a0
\n\t\t\t\t\texposure \u00a0
\n\t\t\t\t\tsensitivity \u00a0
\n\t\t\t\t\tDecember 31, 2021 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t98 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t89 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t91 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tPHP \u00a0
\n\t\t\t\t\t58 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t53 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t1\ua880Only\ua881purchase\ua881of\ua881foreign\ua881currencies \u00a0
Credit risk \u00a0
\n\t\t\t\t\tNNIT\u2019s credit risk principally arises from trade receivables, which amounted to DKK 618 million as of December \u00a0
\n\t\t\t\t\t31, 2022 (December 31, 2021: DKK 578 million). NNIT\u2019s single largest concentration of credit risk is with the Novo \u00a0
\n\t\t\t\t\tNordisk Group. As of December 31, 2022, our trade receivables from the Novo Nordisk Group amounted to DKK \u00a0
\n\t\t\t\t\t243 million (December 31, 2021: DKK 226 million). The classification of trade receivables according to maturity \u00a0
\n\t\t\t\t\tdate is set out in the note 3.6. \u00a0
Cash management \u00a0
\n\t\t\t\t\tNNIT is committed to maintaining a flexible capital structure. As of December 31, 2022, NNIT had undrawn \u00a0
\n\t\t\t\t\tcommitted credit facilities in the amount of DKK 193 million (2021: DKK 404 million). The credit facility includes \u00a0
\n\t\t\t\t\tfinancial covenants with reference to the ratio between net debt and EBITDA, Available liquidity and minimum \u00a0
\n\t\t\t\t\tEBITDA. \u00a0
\n\t\t\t\t\tThe facility has been temporarily increased in connection with the carve-out. \u00a0
\n\t\t\t\t\tThe total debt of DKK 857 million is classified as short-term debt as the debt is to be repaid within one year \u00a0
\n\t\t\t\t\tfrom the reporting date as the debt is to be paid after the carve out. A new credit facility will be negotiated \u00a0
\n\t\t\t\t\tthereafter. As of December 31, 2022, NNIT had \u2018cash and cash equivalents\u2019 and \u2018bank facilities\u2019, net of DKK 857 \u00a0
\n\t\t\t\t\tin Denmark and DKK 208 outside Denmark. \u00a0
\n\t\t\t\t\tInitial conversations by NNIT with potential lenders has been positively received and the company does not \u00a0
\n\t\t\t\t\tenvisage undue problems in refinancing. Please refer to section 1.6 on page 51. \u00a0
Capital management \u00a0
\n\t\t\t\t\tNNIT monitors capital on the basis of the solvency ratio, which is calculated on the basis of the total equity as a \u00a0
\n\t\t\t\t\tpercentage of the total equity and liabilities. At the end of the year, the solvency ratio was 29.5% (2021: 38.6%). \u00a0
4.5 Derivative financial instruments \u00a0
\n\t\t\t\t\tCurrent \u00a0
\n\t\t\t\t\tPostive \u00a0
\n\t\t\t\t\tNegative \u00a0
\n\t\t\t\t\thedge \u00a0
\n\t\t\t\t\tContract \u00a0
\n\t\t\t\t\tAverage \u00a0
\n\t\t\t\t\tfair value at \u00a0
\n\t\t\t\t\tfair value at \u00a0
\n\t\t\t\t\tduration \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tamount, net3 \u00a0
\n\t\t\t\t\tprice \u00a0
\n\t\t\t\t\tyear-end4 \u00a0
\n\t\t\t\t\tyear-end4 \u00a0
\n\t\t\t\t\t(month) \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCash flow hedges \u00a0
\n\t\t\t\t\tCNH 1 \u00a0
\n\t\t\t\t\t105 \u00a0
\n\t\t\t\t\t0.93 \u00a0
\n\t\t\t\t\t9.1 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t109 \u00a0
\n\t\t\t\t\t0.29 \u00a0
\n\t\t\t\t\t2.7 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\tPHP 2 \u00a0
\n\t\t\t\t\t61 \u00a0
\n\t\t\t\t\t60.33 \u00a0
\n\t\t\t\t\t1.3 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\t275 \u00a0
\n\t\t\t\t\t13.1 \u00a0
\n\t\t\t\t\t1\ua880\ua881CNY\ua881is\ua881hedged\ua881via\ua881CNH. \u00a0
\n\t\t\t\t\t2\ua880\ua881PHP\ua881is\ua881hedged\ua881with\ua881EUR\ua881denominated\ua881contracts. \u00a0
\n\t\t\t\t\t3\ua880\ua881Only\ua881purchase\ua881of\ua881foreign\ua881currencies. \u00a0
\n\t\t\t\t\t4\ua880\ua881Of\ua881the\ua881net\ua881fair\ua881value\ua881as\ua881of\ua881December\ua88131,\ua8812021\ua881DKK\ua8812\ua881million\ua881has\ua881been\ua881transferred\ua881to\ua881the\ua881P/L\ua881and\ua881DKK\ua88111\ua881million\ua881to\ua881equity. \u00a0
5.1 Long-term
incentives \u00a0
\n\t\t\t\t\tLong-term share-based incentive program \u00a0
\n\t\t\t\t\tGroup Management and the Vice Presidents are included in a long-term share-based incentive program. \u00a0
\n\t\t\t\t\tFor more information regarding the long-term share-based incentive program, please refer to note 2.2 \u00a0
\n\t\t\t\t\t'Employee costs' \u00a0
\n\t\t\t\t\tShare-based payments are recognized at the following amounts: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) in NNIT shares \u2013 share based \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t7
\n\t\t\t\t\tRetention Program (RP) in NNIT shares \u2013 shares based \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tIncentive program charged to income statement \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t8
\n\t\t\t\t\tRecognized in the income statement: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t2
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t8
Shares are recognized over the four-year vesting period at the market value at the grant date. Value adjust- \u00a0
\n\t\t\t\t\tments are recognized as financial items. \u00a0
Outstanding restricted stock units (in NNIT shares): \u00a0
\n\t\t\t\t\tNumber '000 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOutstanding at the beginning of the year \u00a0
\n\t\t\t\t\t190 \u00a0
\n\t\t\t\t\t319 \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP)2 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\tRetention Program (RP) \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\tTransfer to employees \u00a0
\n\t\t\t\t\t(62) \u00a0
\n\t\t\t\t\t(162) \u00a0
\n\t\t\t\t\tForfeiture \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t(31) \u00a0
\n\t\t\t\t\tOutstanding at the end of the year (in NNIT shares) \u00a0
\n\t\t\t\t\t141 \u00a0
\n\t\t\t\t\t190 \u00a0
\n\t\t\t\t\tFairvalue of the RSU's end of period (DKK million)1 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\t1\ua880\ua881The\ua881share\ua881price\ua881as\ua881of\ua881December\ua88131,\ua8812022\ua881has\ua881been\ua881used\ua881when\ua881calculating\ua881the\ua881fair\ua881value\ua881of\ua881the\ua881RSU\u2019s. \u00a0
\n\t\t\t\t\t2\ua880Key\ua881management\ua881has\ua881been\ua881in\ua881total\ua881granted\ua88123,246\ua881shares\ua881with\ua881a\ua881fair\ua881value\ua881of\ua881DKK\ua8811,5\ua881million\ua881as\ua881of\ua881December\ua88131,\ua8812022 \u00a0
5.2 Fee to statutory auditors \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tStatutory audit \u00a0
\n\t\t\t\t\t5.3 \u00a0
\n\t\t\t\t\t2.2 \u00a0
\n\t\t\t\t\tAudit-related services \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\tTax advisory services \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\tOther services \u00a0
\n\t\t\t\t\t0.9 \u00a0
\n\t\t\t\t\t0.8 \u00a0
\n\t\t\t\t\tTotal fee to statutory auditors \u00a0
\n\t\t\t\t\t6.6 \u00a0
\n\t\t\t\t\t3.2 \u00a0
\n\t\t\t\t\tFees for services other than statutory audit of the financial statements provided by PricewaterhouseCoopers \u00a0
\n\t\t\t\t\tStatsautoriseret Revisionspartnerselskab to the Group consists of carve-out services and tax services. \u00a0
5.3 Reversal of non-cash items \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tIncome taxes \u00a0
\n\t\t\t\t\t(22) \u00a0
\n\t\t\t\t\t(27) \u00a0
\n\t\t\t\t\tAmortization, depreciation and impairment losses \u00a0
\n\t\t\t\t\t222 \u00a0
\n\t\t\t\t\t275 \u00a0
\n\t\t\t\t\tGain/loss from sale of tangible assets \u00a0
\n\t\t\t\t\t(2) \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tIncrease/(decrease) in provisions, non-current transition cost \u00a0
\n\t\t\t\t\t(19) \u00a0
\n\t\t\t\t\t(2) \u00a0
\n\t\t\t\t\tProvision share-based payments NNIT shares \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t8
\n\t\t\t\t\tAllowances for bad debt \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t1
\n\t\t\t\t\tThird party financing agreement \u00a0
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\tInterest paid/received \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tOther adjustments for non-cash items \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t250 \u00a0
\n\t\t\t\t\t313 \u00a0
5.4 Statement of cash flows \u2013 specifications \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tChanges in working capital \u00a0
\n\t\t\t\t\tIncrease/(decrease) in current receivables less non-current
transi- \u00a0
\n\t\t\t\t\ttion cost and tax receivables \u00a0
\n\t\t\t\t\t(65) \u00a0
\n\t\t\t\t\t(22) \u00a0
\n\t\t\t\t\tIncrease/(decrease) in current liabilities less provisions \u00a0
\n\t\t\t\t\tand tax payables \u00a0
\n\t\t\t\t\t(42) \u00a0
\n\t\t\t\t\t(58) \u00a0
\n\t\t\t\t\tChange in trade payables related to investments \u00a0
\n\t\t\t\t\t(16) \u00a0
\n\t\t\t\t\t15 \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t(123) \u00a0
\n\t\t\t\t\t(65) \u00a0
\n\t\t\t\t\tPurchase of tangible assets \u00a0
\n\t\t\t\t\tPurchase of tangible assets \u00a0
\n\t\t\t\t\t(119) \u00a0
\n\t\t\t\t\t(47) \u00a0
\n\t\t\t\t\tChange in trade payables related to purchase of tangible assets \u00a0
\n\t\t\t\t\t16 \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t(103) \u00a0
\n\t\t\t\t\t(62) \u00a0
\n\t\t\t\t\tAdditional cash flow information 1 \u00a0
\n\t\t\t\t\tCash and equivalents, assets \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\t230 \u00a0
\n\t\t\t\t\tDrawn on credit facilities \u00a0
\n\t\t\t\t\t(857) \u00a0
\n\t\t\t\t\t(496) \u00a0
\n\t\t\t\t\tUndrawn committed credit facilities \u00a0
\n\t\t\t\t\t1,050 \u00a0
\n\t\t\t\t\t900 \u00a0
\n\t\t\t\t\tFinancial resources at the end of the year \u00a0
\n\t\t\t\t\t401 \u00a0
\n\t\t\t\t\t634 \u00a0
\n\t\t\t\t\tCash flow from operating activities \u00a0
\n\t\t\t\t\t(101) \u00a0
\n\t\t\t\t\t186 \u00a0
\n\t\t\t\t\tCash flow from investing activities \u00a0
\n\t\t\t\t\t(202) \u00a0
\n\t\t\t\t\t(175) \u00a0
\n\t\t\t\t\tFree cash flow \u00a0
\n\t\t\t\t\t(303) \u00a0
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t1\ua880\ua881Additional\ua881non-IFRS\ua881measures.\ua881'Financial\ua881resources\ua881at\ua881the\ua881end\ua881of\ua881the\ua881year'\ua881is\ua881defined\ua881as\ua881the\ua881sum\ua881of\ua881cash\ua881and\ua881cash\ua881equivalents\ua881at\ua881the\ua881end\ua881 \u00a0
\n\t\t\t\t\tof the year (net) and undrawn committed credit facilities. Free cash flow is defined as 'cash flow from operating activities' less 'cash flow \u00a0
\n\t\t\t\t\tfrom investing activities'. \u00a0
\n\t\t\t\t\tNNIT has a revolving credit facility of DKK 1,050 million with Scandinavian banks. \u00a0
5.5 Acquisition of subsidiaries \u00a0
\n\t\t\t\t\tThe fair value of net assets acquired and goodwill at the date of acquisition is summarized below: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAcquisition cost \u00a0
\n\t\t\t\t\tCash paid \u00a0
\n\t\t\t\t\t81 \u00a0
\n\t\t\t\t\t92 \u00a0
\n\t\t\t\t\tDeferred consideration \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal acquisition cost \u00a0
\n\t\t\t\t\t87 \u00a0
\n\t\t\t\t\t92 \u00a0
\n\t\t\t\t\tFair value of net assets acquired \u00a0
\n\t\t\t\t\tIntangible assets \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tOther non-current assets \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\tTrade receivables and work in progress 1 \u00a0
\n\t\t\t\t\t16 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tTax receivable \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\tCash and cash equivalents \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\tLoan from NNIT A/S \u00a0
\n\t\t\t\t\t(9) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tNon-current liabilities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(10) \u00a0
\n\t\t\t\t\tEmployee costs payable \u00a0
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\tOther current liabilities \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t(9) \u00a0
\n\t\t\t\t\tNet assets acquired \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\t77 \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\tAcquisition cost \u00a0
\n\t\t\t\t\t87 \u00a0
\n\t\t\t\t\t92 \u00a0
\n\t\t\t\t\tOf which cash and cash equivalents \u00a0
\n\t\t\t\t\t(13) \u00a0
\n\t\t\t\t\t(13) \u00a0
\n\t\t\t\t\tDeferred consideration \u00a0
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tPaid acquisition cost, net \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t79 \u00a0
\n\t\t\t\t\t1\ua880All\ua881contractual\ua881receivables\ua881are\ua881expected\ua881to\ua881be\ua881collected. \u00a0
Restatement of earn out \u00a0
\n\t\t\t\t\tReferring to company announcement 4/2023, NNIT has isseud a restatement for 2021, following the Danish \u00a0
\n\t\t\t\t\tBusiness Authority\u00b4s final descition on NNIT\u00b4s accounting policies of earn out payments related to acqusitions. \u00a0
\n\t\t\t\t\tAcquisitions during 2022 \u00a0
\n\t\t\t\t\tOn March 11, 2022, NNIT acquired full ownership and control of Prime4Service (P4S), a company operating \u00a0
\n\t\t\t\t\tsolely within the Life Science industry. \u00a0
\n\t\t\t\t\tThe acquisition of P4S will strengthen NNIT\u2019s solutions and drive the potential for making NNIT one of the \u00a0
\n\t\t\t\t\tlargest manufacturing execution system (MES) implementation service partners in EU within life sciences. \u00a0
\n\t\t\t\t\tGoodwill relates to expected synergies regarding additional revenue in NNIT and knowhow accumulated by the \u00a0
\n\t\t\t\t\tworkforce in P4S. \u00a0
\n\t\t\t\t\tTransaction cost of DKK 4 million has been recognized in special items. \u00a0
\n\t\t\t\t\tThere have been no changes to the carrying amount of the contingent consideration since the date of the \u00a0
\n\t\t\t\t\tacquisition. \u00a0
\n\t\t\t\t\tEarnings impact \u00a0
\n\t\t\t\t\tRevenue and EBITDA comprise DKK 55 million and DKK 17 million, respectively, reported by P4S since the date \u00a0
\n\t\t\t\t\tof acquisition March 2022. \u00a0
\n\t\t\t\t\tOn a pro forma basis, if the acquisition had been effective from January 1, 2022 P4S would have contributed \u00a0
\n\t\t\t\t\tDKK 65 million to revenue and DKK 20 million to EBITDA. \u00a0
\n\t\t\t\t\tAcquisitions during 2021 \u00a0
\n\t\t\t\t\tOn July 5, 2021, NNIT acquired full ownership and control of SL Controls (SLC), a company focusing on Life \u00a0
\n\t\t\t\t\tSciences manufacturing.. \u00a0
5.6 Contingent
liabilities, other contractual obligations and legal proceedings \u00a0
\n\t\t\t\t\tNNIT has entered into short-term and low-value lease agreement for printers, coffee makers, watercoolers and \u00a0
\n\t\t\t\t\tstorage. The total value of these agreements are immaterial. \u00a0
\n\t\t\t\t\tOther contractual obligations expiring within the following periods from balance sheet date \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tWithin 1 year \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t15 \u00a0
\n\t\t\t\t\tBetween 1 and 5 years \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t58 \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\tOther contractual obligations recognized as an expense \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t20 \u00a0
\n\t\t\t\t\tOther contractual obligations include construction agreements. \u00a0
\n\t\t\t\t\tThe group is occasionally involved in legal, customer and tax disputes in certain countries. Such disputes are by \u00a0
\n\t\t\t\t\tnature subject to considerable uncertainty. None of these cases are expected to have a material impact on the \u00a0
\n\t\t\t\t\tfinancial position of NNIT. \u00a0
\n\t\t\t\t\tNNIT and its Danish subsidiary SCALES A/S are jointly taxed with the Danish companies in the Novo Group. \u00a0
\n\t\t\t\t\tThe Danish companies are jointly and individually liable for the joint taxation. Any subsequent adjustments to \u00a0
\n\t\t\t\t\tincome taxes and withholding taxes may lead to a larger liability. The tax for the individual companies is allo- \u00a0
\n\t\t\t\t\tcated in full on the basis of the expected taxable income. \u00a0
5.7 Related
party transactions and ownership \u00a0
\n\t\t\t\t\tOwnership \u00a0
\n\t\t\t\t\tNNIT A/S is controlled by Novo Holdings A/S, of which the Novo Nordisk Foundation is the ultimate owner.
\n\t\t\t\t\tThe consolidated financial statements of the ultimate parent company, the Novo Nordisk Foundation, may be \u00a0
\n\t\t\t\t\tobtained from the Novo Nordisk Foundation, Tuborg Havnevej 19, DK-2900 Hellerup, Denmark. \u00a0
\n\t\t\t\t\tRelated party transactions \u00a0
\n\t\t\t\t\tNNIT has engaged in related party transactions regarding ordinary business with Novo Holdings A/S, the Novo \u00a0
\n\t\t\t\t\tNordisk Group, the Novozymes Group and Xellia Pharmaceuticals Group. All agreements, of which most are \u00a0
\n\t\t\t\t\tfor one year, have been negotiated on arm's length basis. There have been no transactions other than the \u00a0
payment of remuneration with the Group Management of NNIT A/S and the NNIT Board of Directors. For infor- \u00a0
\n\t\t\t\t\tmation on remuneration to the Group Management of NNIT, please refer to note 2.2 'Employee costs'. \u00a0
\n\t\t\t\t\tThe figures for related parties are for the continuing business. Comparison figures are not split between \u00a0
\n\t\t\t\t\tcontinuing and discontinued operations for the balancesheet statement. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tNet sales \u00a0
\n\t\t\t\t\tNovo Nordisk Group \u00a0
\n\t\t\t\t\t183 \u00a0
\n\t\t\t\t\t189 \u00a0
\n\t\t\t\t\tNovo Holdings A/S \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tNovo Nordisk Foundation \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal Novo Nordisk Group \u00a0
\n\t\t\t\t\t183 \u00a0
\n\t\t\t\t\t190 \u00a0
\n\t\t\t\t\tNovozymes Group \u00a0
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\tTotal Novo Group \u00a0
\n\t\t\t\t\t218 \u00a0
\n\t\t\t\t\t196 \u00a0
\n\t\t\t\t\tTrade receivables \u00a0
\n\t\t\t\t\tNovo Nordisk Group \u00a0
\n\t\t\t\t\t57 \u00a0
\n\t\t\t\t\t114 \u00a0
\n\t\t\t\t\tNovozymes Group \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t9
\n\t\t\t\t\tNovo Holding A/S \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\t124 \u00a0
\n\t\t\t\t\tWork in progress \u00a0
\n\t\t\t\t\tNovo Nordisk Group \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tPrepayments from related parties \u00a0
\n\t\t\t\t\tNovo Nordisk Group \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t43 \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t43 \u00a0
\n\t\t\t\t\tDividends \u00a0
\n\t\t\t\t\tNovo Holdings A/S \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t8
\n\t\t\t\t\tNovo Nordisk A/S \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t12 \u00a0
Companies in the NNIT Group: \u00a0
\n\t\t\t\t\tYear of \u00a0
\n\t\t\t\t\tincorporation/ \u00a0
\n\t\t\t\t\tShare \u00a0
\n\t\t\t\t\tPercentage of \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tCountry \u00a0
\n\t\t\t\t\tacquisition \u00a0
\n\t\t\t\t\tcapital \u00a0
\n\t\t\t\t\tshares owned \u00a0
\n\t\t\t\t\tNNIT (Tianjin) Technology Co.Ltd. \u00a0
\n\t\t\t\t\tChina \u00a0
\n\t\t\t\t\t2007 \u00a0
\n\t\t\t\t\tCNY 10,804,229 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Philippines Inc.3 \u00a0
\n\t\t\t\t\tPhilippines \u00a0
\n\t\t\t\t\t2009 \u00a0
\n\t\t\t\t\tPHP 24,000,002 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Switzerland AG \u00a0
\n\t\t\t\t\tSwitzerland \u00a0
\n\t\t\t\t\t2010 \u00a0
\n\t\t\t\t\tCHF 100,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Germany GmbH \u00a0
\n\t\t\t\t\tGermany \u00a0
\n\t\t\t\t\t2011 \u00a0
\n\t\t\t\t\tEUR 25,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Inc. \u00a0
\n\t\t\t\t\tUSA \u00a0
\n\t\t\t\t\t2011 \u00a0
\n\t\t\t\t\tUSD 250,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Czech Republic s.r.o.3 \u00a0
\n\t\t\t\t\tCzech Republic \u00a0
\n\t\t\t\t\t2014 \u00a0
\n\t\t\t\t\tCZK 2,000,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT UK Ltd.1 \u00a0
\n\t\t\t\t\tUK \u00a0
\n\t\t\t\t\t2015 \u00a0
\n\t\t\t\t\tGBP 50,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tSCALES A/S \u00a0
\n\t\t\t\t\tDenmark \u00a0
\n\t\t\t\t\t2017 \u00a0
\n\t\t\t\t\tDKK 600,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Ireland Ltd \u00a0
\n\t\t\t\t\tIreland \u00a0
\n\t\t\t\t\t2018 \u00a0
\n\t\t\t\t\tEUR 100 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Poland Sp. Z o.o. \u00a0
\n\t\t\t\t\tPoland \u00a0
\n\t\t\t\t\t2019 \u00a0
\n\t\t\t\t\tPLN 5,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Singapore Holdings Pte.Ltd. \u00a0
\n\t\t\t\t\tSingapore \u00a0
\n\t\t\t\t\t2019 \u00a0
\n\t\t\t\t\tSGD 546,278 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Singapore Pte. Ltd. \u00a0
\n\t\t\t\t\tSingapore \u00a0
\n\t\t\t\t\t2019 \u00a0
\n\t\t\t\t\tSGD 66,700 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tPT. Halfmann Goetsch Partner \u00a0
\n\t\t\t\t\tIndonesia \u00a0
\n\t\t\t\t\t2019 IDR
10,500,000,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tExcellis Health Solutions LLC \u00a0
\n\t\t\t\t\tUSA \u00a0
\n\t\t\t\t\t2020 \u00a0
\n\t\t\t\t\tUSD 250,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tExcellis Europe Ltd. 2 \u00a0
\n\t\t\t\t\tUK \u00a0
\n\t\t\t\t\t2020 \u00a0
\n\t\t\t\t\tGBP 100 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tSL Controls Ltd. \u00a0
\n\t\t\t\t\tIreland \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tEUR 100 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tSL Controls USA Inc. \u00a0
\n\t\t\t\t\tUSA \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tUSD 60,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Italy S.r.l \u00a0
\n\t\t\t\t\tItaly \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tEUR 40,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tPrime4Services ESP S.L \u00a0
\n\t\t\t\t\tSpain \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tEUR 50,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNewCo IO \u00a0
\n\t\t\t\t\tDenmark \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tDKK 400,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\t1\ua880\ua881NNIT\ua881UK\ua881Limited,\ua881registration\ua881number\ua88109399926,\ua881is\ua881exempt\ua881from\ua881the\ua881UK\ua881requirements\ua881relating\ua881to\ua881the\ua881audit\ua881of\ua881financial\ua881statements\ua881 \u00a0
\n\t\t\t\t\tunder section 479A of the Companies Act 2006. \u00a0
\n\t\t\t\t\t2\ua880\ua881Excellis\ua881Europe\ua881Ltd.,\ua881registration\ua881number\ua88109184253,\ua881is\ua881exempt\ua881from\ua881the\ua881UK\ua881requirements\ua881relating\ua881to\ua881the\ua881audit\ua881of\ua881financial\ua881statements\ua881 \u00a0
\n\t\t\t\t\tunder section 479A of the Companies Act 2006. \u00a0
\n\t\t\t\t\t3\ua880\ua881NNIT\ua881Philippines\ua881Inc.\ua881and\ua881NNIT\ua881Czech\ua881Republic\ua881s.r.o.\ua881are\ua881classified\ua881as\ua881assets\ua881held\ua881for\ua881sale \u00a0
5.8 Events after the balance sheet date \u00a0
\n\t\t\t\t\tReferring to company announcement 5/2023, following delayed FDI approval from the Danish Business \u00a0
\n\t\t\t\t\tAuthority, the closing of the Infrastructure Operations divestment is now expected first half of Q2. \u00a0
\n\t\t\t\t\tThere have been no other further events after the balance sheet date which would have a significant impact on \u00a0
\n\t\t\t\t\tan assessment of NNIT's financial position as of December 31, 2022 \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfNotesAndOtherExplanatoryInformationExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
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"fact2045": {
"value": "The consolidated financial statements are prepared \u00a0
\n\t\t\t\t\tin accordance with International Financial Reporting \u00a0
\n\t\t\t\t\tStandards (IFRS) as adopted by the European Union, \u00a0
\n\t\t\t\t\tand further requirements of the Danish financial \u00a0
\n\t\t\t\t\tstatements Act. The Consolidated Financial State- \u00a0
\n\t\t\t\t\tments are prepared in accordance with IFRS stand- \u00a0
\n\t\t\t\t\tards and interpretations applicable to the 2022 \u00a0
\n\t\t\t\t\tfinancial year. \u00a0
Restatement \u00a0
\n\t\t\t\t\tNNIT has issued a restatement of the annual finan- \u00a0
\n\t\t\t\t\tcial statement for 2021, following the Danish Busi- \u00a0
\n\t\t\t\t\tness Authority's final decision on NNIT\u2019s accounting \u00a0
\n\t\t\t\t\ttreatment of earn-out payments related to acqui- \u00a0
\n\t\t\t\t\tsitions. Complete
restated primary statements \u00a0
\n\t\t\t\t\tincluding the balance sheet as of 31 December 2020 \u00a0
\n\t\t\t\t\tare included in company announcement 4/2023 \u00a0
",
"dimensions": {
"concept": "ifrs-full:StatementOfIFRSCompliance",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2047": {
"value": "Measurement basis \u00a0
\n\t\t\t\t\tThe consolidated financial statements have been \u00a0
\n\t\t\t\t\tprepared under the historical cost convention, as \u00a0
\n\t\t\t\t\tmodified by the measurement of derivative financial \u00a0
\n\t\t\t\t\tinstruments at fair value through profit or loss. \u00a0
\n\t\t\t\t\tThe accounting policies set out below have been \u00a0
\n\t\t\t\t\tapplied consistently in the preparation of the \u00a0
\n\t\t\t\t\tconsolidated financial statements for all the years \u00a0
\n\t\t\t\t\tpresented. \u00a0
Accounting policies \u00a0
\n\t\t\t\t\tConsidering all the accounting policies applied, \u00a0
\n\t\t\t\t\tManagement regards the following as the most \u00a0
\n\t\t\t\t\tsignificant accounting policies for the recognition \u00a0
\n\t\t\t\t\tand measurement of reported amounts: \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfBasisOfPreparationOfFinancialStatementsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
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},
"fact2049": {
"value": "Recognition of revenue \u00a0
\n\t\t\t\t\tRevenue is the fair value of the transaction price \u00a0
\n\t\t\t\t\tor receivable from the sale of our services and \u00a0
\n\t\t\t\t\tcustomized IT applications and is the gross sales \u00a0
\n\t\t\t\t\tprice less VAT and any price reductions in the form \u00a0
\n\t\t\t\t\tof discounts and rebates. \u00a0
\n\t\t\t\t\tRevenue can be recognized over time or at a point \u00a0
\n\t\t\t\t\tin time. \u00a0
\n\t\t\t\t\tRevenue is recognized over time when an asset on \u00a0
\n\t\t\t\t\tbehalf of a customer is created with no alternative \u00a0
\n\t\t\t\t\tuse and NNIT has an enforceable right to payment \u00a0
\n\t\t\t\t\tfor performance completed year to date, or the \u00a0
\n\t\t\t\t\tcustomer obtains control of a service and thus has \u00a0
the ability to direct the use and obtain the benefit \u00a0
\n\t\t\t\t\tfrom the service. \u00a0
\n\t\t\t\t\tNNIT has two different types of businesses \u2013 \u00a0
\n\t\t\t\t\t'projects' and 'Service Level agreements' (SLA) \u00a0
\n\t\t\t\t\twhere revenue recognition is treated differently. \u00a0
Projects \u00a0
\n\t\t\t\t\tThe project business is characterized by being \u00a0
\n\t\t\t\t\tdeliveries which in nature are negotiated contracts \u00a0
\n\t\t\t\t\tbased on consumption and typically comprise advi- \u00a0
\n\t\t\t\t\tsory, design and development activities. Revenue \u00a0
\n\t\t\t\t\twill be recognized over time, as the 'no alternative \u00a0
\n\t\t\t\t\tuse' criteria's are met, using 'the percentage of \u00a0
\n\t\t\t\t\tcompletion method'. \u00a0
\n\t\t\t\t\tFor fixed priced projects the proportion of revenue \u00a0
\n\t\t\t\t\tto be recognized in a particular period is calcu- \u00a0
\n\t\t\t\t\tlated according to the percentage of completion \u00a0
\n\t\t\t\t\tof the project. For most contracts this is meas- \u00a0
\n\t\t\t\t\tured by reference to the costs of performing the \u00a0
\n\t\t\t\t\tcontract incurred up to the relevant balance sheet \u00a0
\n\t\t\t\t\tdate as a percentage of the total estimated costs \u00a0
\n\t\t\t\t\tof performing the contract. Reference to cost is \u00a0
\n\t\t\t\t\tassessed to be the most appropriate method as \u00a0
\n\t\t\t\t\tincurred hours are the value driver for the projects. \u00a0
\n\t\t\t\t\tThe sales value agreed in the contract is recognized \u00a0
\n\t\t\t\t\tover the contract period using above method. \u00a0
\n\t\t\t\t\tFor time-and material contracts, we recognize \u00a0
\n\t\t\t\t\trevenue as performance takes place based on \u00a0
\n\t\t\t\t\tactual hours incurred. \u00a0
Contracts where the recognized revenue from \u00a0
\n\t\t\t\t\tthe work performed exceeds progress billings are \u00a0
\n\t\t\t\t\trecognized as 'work in progress' in the balance \u00a0
\n\t\t\t\t\tsheet under assets. \u00a0
\n\t\t\t\t\tContracts for which progress billings exceed the \u00a0
\n\t\t\t\t\trevenue are recognized as 'prepayments received' \u00a0
\n\t\t\t\t\tunder liabilities. \u00a0
\n\t\t\t\t\tIf it is likely that the total costs in relation to a \u00a0
\n\t\t\t\t\tconstruction contract will exceed the total revenue \u00a0
\n\t\t\t\t\ton a specific project, the expected loss is recog- \u00a0
\n\t\t\t\t\tnized immediately in the income statement in the \u00a0
\n\t\t\t\t\tcurrent period. \u00a0
Service Level Agreements (SLA) \u00a0
\n\t\t\t\t\tThe SLA business comprise infrastructure and appli- \u00a0
\n\t\t\t\t\tcation outsourcing services and requires the perfor- \u00a0
\n\t\t\t\t\tmance of certain performance obligations typically \u00a0
\n\t\t\t\t\tdefined as service levels. As described below under \u00a0
\n\t\t\t\t\t\u201cOutsourcing contracts\u201d, the revenue under an \u00a0
\n\t\t\t\t\toutsourcing contract will be recognized over time. \u00a0
Outsourcing contracts \u00a0
\n\t\t\t\t\tOutsourcing contracts consist of two activities, \u00a0
\n\t\t\t\t\tpreparatory project (such as transition and transfor- \u00a0
\n\t\t\t\t\tmation) and operation of the IT systems e.g. applica- \u00a0
\n\t\t\t\t\ttion, servers and infrastructure. These identifiable \u00a0
\n\t\t\t\t\tcomponents are accounted for differently to reflect \u00a0
\n\t\t\t\t\tthe substance of the transaction. \u00a0
\n\t\t\t\t\tThe total contract value of the outsourcing \u00a0
\n\t\t\t\t\tcontracts will be split into the different perfor- \u00a0
\n\t\t\t\t\tmance obligations depending on the activities to be \u00a0
\n\t\t\t\t\tdelivered. NNIT will profit align between the perfor- \u00a0
\n\t\t\t\t\tmance obligations within the contract (expected \u00a0
\n\t\t\t\t\tcost plus margin approach). \u00a0
Transition \u00a0
\n\t\t\t\t\tTransition is: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tBasic transfer of services and responsibilities \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tThe minimum activities required that enable the \u00a0
\n\t\t\t\t\tdelivery organization to take over operation of \u00a0
\n\t\t\t\t\tthe current or similar services for the customer. \u00a0
\n\t\t\t\t\tThe transition phase takes place in the period between \u00a0
\n\t\t\t\t\tcontract signing and service start up (operation). \u00a0
\n\t\t\t\t\tActivities performed in the transition phase do not \u00a0
\n\t\t\t\t\ttransfer services to the customer as they are seen as \u00a0
\n\t\t\t\t\t\u2018start-up\u2019 costs and therefore revenue cannot be recog- \u00a0
\n\t\t\t\t\tnized as the activities are performed but will be recog- \u00a0
\n\t\t\t\t\tnized over the operation period. Cost regarding the \u00a0
\n\t\t\t\t\ttransition projects is capitalized and depreciated over \u00a0
\n\t\t\t\t\tthe contract period. Please refer to \u2018Transition cost\u2019. \u00a0
\n\t\t\t\t\tAny prepayments received regarding transition \u00a0
\n\t\t\t\t\tprojects will be recognized as revenue over the \u00a0
\n\t\t\t\t\toperation period. \u00a0
Transformation \u00a0
\n\t\t\t\t\tTransformation is: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tA significant change to future state of the subject. \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tThe full set of activities required for the delivery \u00a0
\n\t\t\t\t\torganization to provide the future state operation \u00a0
\n\t\t\t\t\tof services to the customer. \u00a0
\n\t\t\t\t\tThese activities transfer services to the customer as \u00a0
\n\t\t\t\t\tperformed. \u00a0
\n\t\t\t\t\tThe transformation phase typically starts after the \u00a0
\n\t\t\t\t\tsuccessful completion of transition and ends when \u00a0
\n\t\t\t\t\tthe environment has reached the agreed future \u00a0
\n\t\t\t\t\tstate. In some circumstances the transformation \u00a0
phase will take place in parallel with the transition \u00a0
\n\t\t\t\t\tphase. \u00a0
\n\t\t\t\t\tRevenue regarding transformation projects is \u00a0
\n\t\t\t\t\trecognized over time as an asset is created with no \u00a0
\n\t\t\t\t\talternative use and NNIT has an enforceable right \u00a0
\n\t\t\t\t\tto payment and revenue recognition in nature is \u00a0
\n\t\t\t\t\tsimilar to the project business. \u00a0
Operation \u00a0
\n\t\t\t\t\tRevenue from the operation of IT systems is \u00a0
\n\t\t\t\t\trecognized in the period in which the outsourcing \u00a0
\n\t\t\t\t\tservices are provided based on amounts billable \u00a0
\n\t\t\t\t\tto a customer (for fixed price components in the \u00a0
\n\t\t\t\t\tcontract, revenue is typically recognized on a \u00a0
\n\t\t\t\t\tstraight-line basis over the course of a year, while for \u00a0
\n\t\t\t\t\tvariable components revenue is recognized based \u00a0
\n\t\t\t\t\ton usage of units, and price lists according to the \u00a0
\n\t\t\t\t\tcontract). \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForRecognitionOfRevenue",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2059": {
"value": "Recognition of revenue \u00a0
\n\t\t\t\t\tRevenue is the fair value of the transaction price \u00a0
\n\t\t\t\t\tor receivable from the sale of our services and \u00a0
\n\t\t\t\t\tcustomized IT applications and is the gross sales \u00a0
\n\t\t\t\t\tprice less VAT and any price reductions in the form \u00a0
\n\t\t\t\t\tof discounts and rebates. \u00a0
\n\t\t\t\t\tRevenue can be recognized over time or at a point \u00a0
\n\t\t\t\t\tin time. \u00a0
\n\t\t\t\t\tRevenue is recognized over time when an asset on \u00a0
\n\t\t\t\t\tbehalf of a customer is created with no alternative \u00a0
\n\t\t\t\t\tuse and NNIT has an enforceable right to payment \u00a0
\n\t\t\t\t\tfor performance completed year to date, or the \u00a0
\n\t\t\t\t\tcustomer obtains control of a service and thus has \u00a0
the ability to direct the use and obtain the benefit \u00a0
\n\t\t\t\t\tfrom the service. \u00a0
\n\t\t\t\t\tNNIT has two different types of businesses \u2013 \u00a0
\n\t\t\t\t\t'projects' and 'Service Level agreements' (SLA) \u00a0
\n\t\t\t\t\twhere revenue recognition is treated differently. \u00a0
Projects \u00a0
\n\t\t\t\t\tThe project business is characterized by being \u00a0
\n\t\t\t\t\tdeliveries which in nature are negotiated contracts \u00a0
\n\t\t\t\t\tbased on consumption and typically comprise advi- \u00a0
\n\t\t\t\t\tsory, design and development activities. Revenue \u00a0
\n\t\t\t\t\twill be recognized over time, as the 'no alternative \u00a0
\n\t\t\t\t\tuse' criteria's are met, using 'the percentage of \u00a0
\n\t\t\t\t\tcompletion method'. \u00a0
\n\t\t\t\t\tFor fixed priced projects the proportion of revenue \u00a0
\n\t\t\t\t\tto be recognized in a particular period is calcu- \u00a0
\n\t\t\t\t\tlated according to the percentage of completion \u00a0
\n\t\t\t\t\tof the project. For most contracts this is meas- \u00a0
\n\t\t\t\t\tured by reference to the costs of performing the \u00a0
\n\t\t\t\t\tcontract incurred up to the relevant balance sheet \u00a0
\n\t\t\t\t\tdate as a percentage of the total estimated costs \u00a0
\n\t\t\t\t\tof performing the contract. Reference to cost is \u00a0
\n\t\t\t\t\tassessed to be the most appropriate method as \u00a0
\n\t\t\t\t\tincurred hours are the value driver for the projects. \u00a0
\n\t\t\t\t\tThe sales value agreed in the contract is recognized \u00a0
\n\t\t\t\t\tover the contract period using above method. \u00a0
\n\t\t\t\t\tFor time-and material contracts, we recognize \u00a0
\n\t\t\t\t\trevenue as performance takes place based on \u00a0
\n\t\t\t\t\tactual hours incurred. \u00a0
Contracts where the recognized revenue from \u00a0
\n\t\t\t\t\tthe work performed exceeds progress billings are \u00a0
\n\t\t\t\t\trecognized as 'work in progress' in the balance \u00a0
\n\t\t\t\t\tsheet under assets. \u00a0
\n\t\t\t\t\tContracts for which progress billings exceed the \u00a0
\n\t\t\t\t\trevenue are recognized as 'prepayments received' \u00a0
\n\t\t\t\t\tunder liabilities. \u00a0
\n\t\t\t\t\tIf it is likely that the total costs in relation to a \u00a0
\n\t\t\t\t\tconstruction contract will exceed the total revenue \u00a0
\n\t\t\t\t\ton a specific project, the expected loss is recog- \u00a0
\n\t\t\t\t\tnized immediately in the income statement in the \u00a0
\n\t\t\t\t\tcurrent period. \u00a0
Service Level Agreements (SLA) \u00a0
\n\t\t\t\t\tThe SLA business comprise infrastructure and appli- \u00a0
\n\t\t\t\t\tcation outsourcing services and requires the perfor- \u00a0
\n\t\t\t\t\tmance of certain performance obligations typically \u00a0
\n\t\t\t\t\tdefined as service levels. As described below under \u00a0
\n\t\t\t\t\t\u201cOutsourcing contracts\u201d, the revenue under an \u00a0
\n\t\t\t\t\toutsourcing contract will be recognized over time. \u00a0
Outsourcing contracts \u00a0
\n\t\t\t\t\tOutsourcing contracts consist of two activities, \u00a0
\n\t\t\t\t\tpreparatory project (such as transition and transfor- \u00a0
\n\t\t\t\t\tmation) and operation of the IT systems e.g. applica- \u00a0
\n\t\t\t\t\ttion, servers and infrastructure. These identifiable \u00a0
\n\t\t\t\t\tcomponents are accounted for differently to reflect \u00a0
\n\t\t\t\t\tthe substance of the transaction. \u00a0
\n\t\t\t\t\tThe total contract value of the outsourcing \u00a0
\n\t\t\t\t\tcontracts will be split into the different perfor- \u00a0
\n\t\t\t\t\tmance obligations depending on the activities to be \u00a0
\n\t\t\t\t\tdelivered. NNIT will profit align between the perfor- \u00a0
\n\t\t\t\t\tmance obligations within the contract (expected \u00a0
\n\t\t\t\t\tcost plus margin approach). \u00a0
Transition \u00a0
\n\t\t\t\t\tTransition is: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tBasic transfer of services and responsibilities \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tThe minimum activities required that enable the \u00a0
\n\t\t\t\t\tdelivery organization to take over operation of \u00a0
\n\t\t\t\t\tthe current or similar services for the customer. \u00a0
\n\t\t\t\t\tThe transition phase takes place in the period between \u00a0
\n\t\t\t\t\tcontract signing and service start up (operation). \u00a0
\n\t\t\t\t\tActivities performed in the transition phase do not \u00a0
\n\t\t\t\t\ttransfer services to the customer as they are seen as \u00a0
\n\t\t\t\t\t\u2018start-up\u2019 costs and therefore revenue cannot be recog- \u00a0
\n\t\t\t\t\tnized as the activities are performed but will be recog- \u00a0
\n\t\t\t\t\tnized over the operation period. Cost regarding the \u00a0
\n\t\t\t\t\ttransition projects is capitalized and depreciated over \u00a0
\n\t\t\t\t\tthe contract period. Please refer to \u2018Transition cost\u2019. \u00a0
\n\t\t\t\t\tAny prepayments received regarding transition \u00a0
\n\t\t\t\t\tprojects will be recognized as revenue over the \u00a0
\n\t\t\t\t\toperation period. \u00a0
Transformation \u00a0
\n\t\t\t\t\tTransformation is: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tA significant change to future state of the subject. \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tThe full set of activities required for the delivery \u00a0
\n\t\t\t\t\torganization to provide the future state operation \u00a0
\n\t\t\t\t\tof services to the customer. \u00a0
\n\t\t\t\t\tThese activities transfer services to the customer as \u00a0
\n\t\t\t\t\tperformed. \u00a0
\n\t\t\t\t\tThe transformation phase typically starts after the \u00a0
\n\t\t\t\t\tsuccessful completion of transition and ends when \u00a0
\n\t\t\t\t\tthe environment has reached the agreed future \u00a0
\n\t\t\t\t\tstate. In some circumstances the transformation \u00a0
phase will take place in parallel with the transition \u00a0
\n\t\t\t\t\tphase. \u00a0
\n\t\t\t\t\tRevenue regarding transformation projects is \u00a0
\n\t\t\t\t\trecognized over time as an asset is created with no \u00a0
\n\t\t\t\t\talternative use and NNIT has an enforceable right \u00a0
\n\t\t\t\t\tto payment and revenue recognition in nature is \u00a0
\n\t\t\t\t\tsimilar to the project business. \u00a0
Operation \u00a0
\n\t\t\t\t\tRevenue from the operation of IT systems is \u00a0
\n\t\t\t\t\trecognized in the period in which the outsourcing \u00a0
\n\t\t\t\t\tservices are provided based on amounts billable \u00a0
\n\t\t\t\t\tto a customer (for fixed price components in the \u00a0
\n\t\t\t\t\tcontract, revenue is typically recognized on a \u00a0
\n\t\t\t\t\tstraight-line basis over the course of a year, while for \u00a0
\n\t\t\t\t\tvariable components revenue is recognized based \u00a0
\n\t\t\t\t\ton usage of units, and price lists according to the \u00a0
\n\t\t\t\t\tcontract). \u00a0
2.1 Segment
information \u00a0
\n\t\t\t\t\tNNIT completed a major organizational change to create three distinct business units as disclosed in company \u00a0
\n\t\t\t\t\tannouncement from April 29 2022: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLife Sciences Solutions (LSS) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCloud & Digital Solutions (CDS) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tHybrid Cloud Solutions (HCS) \u00a0
\n\t\t\t\t\tIn June it was decided to divest the infrastructure operations and focus on our core strengths in the Life \u00a0
\n\t\t\t\t\tSciences Solutions and Cloud & Digital Solutions business units. \u00a0
\n\t\t\t\t\tDiscontinued operations covers the HCS business unit as well as the SAP Basis and Cloud Native Solutions \u00a0
\n\t\t\t\t\toperations of the CDS business unit NNIT continues to delivers services and solutions through two business \u00a0
\n\t\t\t\t\tunits, Life Sciences Solutions and Cloud & Digital Solutions (excluse SAP Basis and Cloud Native Solutions oper- \u00a0
\n\t\t\t\t\tations), each responsible for delivering a number of services to customers. \u00a0
\n\t\t\t\t\tThe Life Sciences Solutions business unit serves both international and Danish customers, with the main \u00a0
\n\t\t\t\t\tvolume international. The unit focuses on delivering industry specific solutions catering to specific parts of the \u00a0
\n\t\t\t\t\tlife Sciences value chain. \u00a0
\n\t\t\t\t\tThe Cloud & Digital Solutions unit serves both Danish and international customers, with the main volume in \u00a0
\n\t\t\t\t\tDenmark. The unit focuses on consulting, developing and delivering the best digital solutions, enabling busi- \u00a0
\n\t\t\t\t\tnesscritical applications in the cloud and taking full advantage of the growing Microsoft ecosystem coupled \u00a0
\n\t\t\t\t\twith core services within custom application development and management consulting. \u00a0
\n\t\t\t\t\tIt is the two above mentioned segments that are reportable segments to the chief operating decision makers \u00a0
\n\t\t\t\t\teach month. No reporting is made on assets. NNIT\u2019s chief operating decision makers are Executive Manage- \u00a0
\n\t\t\t\t\tment and the Board of Directors. \u00a0
\n\t\t\t\t\tAllocated to discontinued operations covers the SAP Basis and Cloud Native Solutions operations of the CDS \u00a0
\n\t\t\t\t\tbusiness unit combined with some unallocated costs relative to LSS and CDS in connection to the carveout \u00a0
\n\t\t\t\t\tprocess, and furthermore the Gross profit includes a reclassification between Production cost and SG&A. \u00a0
Allocated to \u00a0
\n\t\t\t\t\tdiscontinued \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\toperations \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\t873 \u00a0
\n\t\t\t\t\t853 \u00a0
\n\t\t\t\t\t(226) \u00a0
\n\t\t\t\t\t1,500 \u00a0
\n\t\t\t\t\tProduction cost \u00a0
\n\t\t\t\t\t715 \u00a0
\n\t\t\t\t\t716 \u00a0
\n\t\t\t\t\t(82) \u00a0
\n\t\t\t\t\t1,349 \u00a0
\n\t\t\t\t\tGross profit \u00a0
\n\t\t\t\t\t158 \u00a0
\n\t\t\t\t\t137 \u00a0
\n\t\t\t\t\t(144) \u00a0
\n\t\t\t\t\t151 \u00a0
\n\t\t\t\t\tGross profit Margin \u00a0
\n\t\t\t\t\t18% \u00a0
\n\t\t\t\t\t16% \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tOperating profit before special items 1 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\t(78) \u00a0
\n\t\t\t\t\t(7) \u00a0
Allocated to \u00a0
\n\t\t\t\t\tdiscontinued \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\toperations \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\t729 \u00a0
\n\t\t\t\t\t848 \u00a0
\n\t\t\t\t\t(208) \u00a0
\n\t\t\t\t\t1,369 \u00a0
\n\t\t\t\t\tProduction cost \u00a0
\n\t\t\t\t\t542 \u00a0
\n\t\t\t\t\t725 \u00a0
\n\t\t\t\t\t(25) \u00a0
\n\t\t\t\t\t1,242 \u00a0
\n\t\t\t\t\tGross profit \u00a0
\n\t\t\t\t\t187 \u00a0
\n\t\t\t\t\t123 \u00a0
\n\t\t\t\t\t(183) \u00a0
\n\t\t\t\t\t127 \u00a0
\n\t\t\t\t\tGross profit Margin \u00a0
\n\t\t\t\t\t26% \u00a0
\n\t\t\t\t\t15% \u00a0
\n\t\t\t\t\t9% \u00a0
\n\t\t\t\t\tOperating profit before special items 1 \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\t(121) \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\t1\ua880When deducting speciel items and net financials consolidated profit before income taxes is obtained. \u00a0
The Danish operations generated 40% of the revenue in the year ended December 31, 2022 (2021: 42%) and \u00a0
\n\t\t\t\t\tthe United States of America 26% 2022 (2021:28%) based on the location of the customer. \u00a0
\n\t\t\t\t\t100% of tangible assets are placed in Denmark (2021:99.0%). For intangible assets 56% are placed in Denmark \u00a0
\n\t\t\t\t\tand 44% in the US for both 2022 and 2021. \u00a0
\n\t\t\t\t\tThe Novo Nordisk Group generated 9% of the continuing operations revenue in the year ended December 31, \u00a0
\n\t\t\t\t\t2022 (2021:12%) \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfRevenueExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2073": {
"value": "Recognition of revenue \u00a0
\n\t\t\t\t\tRevenue is the fair value of the transaction price \u00a0
\n\t\t\t\t\tor receivable from the sale of our services and \u00a0
\n\t\t\t\t\tcustomized IT applications and is the gross sales \u00a0
\n\t\t\t\t\tprice less VAT and any price reductions in the form \u00a0
\n\t\t\t\t\tof discounts and rebates. \u00a0
\n\t\t\t\t\tRevenue can be recognized over time or at a point \u00a0
\n\t\t\t\t\tin time. \u00a0
\n\t\t\t\t\tRevenue is recognized over time when an asset on \u00a0
\n\t\t\t\t\tbehalf of a customer is created with no alternative \u00a0
\n\t\t\t\t\tuse and NNIT has an enforceable right to payment \u00a0
\n\t\t\t\t\tfor performance completed year to date, or the \u00a0
\n\t\t\t\t\tcustomer obtains control of a service and thus has \u00a0
the ability to direct the use and obtain the benefit \u00a0
\n\t\t\t\t\tfrom the service. \u00a0
\n\t\t\t\t\tNNIT has two different types of businesses \u2013 \u00a0
\n\t\t\t\t\t'projects' and 'Service Level agreements' (SLA) \u00a0
\n\t\t\t\t\twhere revenue recognition is treated differently. \u00a0
Projects \u00a0
\n\t\t\t\t\tThe project business is characterized by being \u00a0
\n\t\t\t\t\tdeliveries which in nature are negotiated contracts \u00a0
\n\t\t\t\t\tbased on consumption and typically comprise advi- \u00a0
\n\t\t\t\t\tsory, design and development activities. Revenue \u00a0
\n\t\t\t\t\twill be recognized over time, as the 'no alternative \u00a0
\n\t\t\t\t\tuse' criteria's are met, using 'the percentage of \u00a0
\n\t\t\t\t\tcompletion method'. \u00a0
\n\t\t\t\t\tFor fixed priced projects the proportion of revenue \u00a0
\n\t\t\t\t\tto be recognized in a particular period is calcu- \u00a0
\n\t\t\t\t\tlated according to the percentage of completion \u00a0
\n\t\t\t\t\tof the project. For most contracts this is meas- \u00a0
\n\t\t\t\t\tured by reference to the costs of performing the \u00a0
\n\t\t\t\t\tcontract incurred up to the relevant balance sheet \u00a0
\n\t\t\t\t\tdate as a percentage of the total estimated costs \u00a0
\n\t\t\t\t\tof performing the contract. Reference to cost is \u00a0
\n\t\t\t\t\tassessed to be the most appropriate method as \u00a0
\n\t\t\t\t\tincurred hours are the value driver for the projects. \u00a0
\n\t\t\t\t\tThe sales value agreed in the contract is recognized \u00a0
\n\t\t\t\t\tover the contract period using above method. \u00a0
\n\t\t\t\t\tFor time-and material contracts, we recognize \u00a0
\n\t\t\t\t\trevenue as performance takes place based on \u00a0
\n\t\t\t\t\tactual hours incurred. \u00a0
Contracts where the recognized revenue from \u00a0
\n\t\t\t\t\tthe work performed exceeds progress billings are \u00a0
\n\t\t\t\t\trecognized as 'work in progress' in the balance \u00a0
\n\t\t\t\t\tsheet under assets. \u00a0
\n\t\t\t\t\tContracts for which progress billings exceed the \u00a0
\n\t\t\t\t\trevenue are recognized as 'prepayments received' \u00a0
\n\t\t\t\t\tunder liabilities. \u00a0
\n\t\t\t\t\tIf it is likely that the total costs in relation to a \u00a0
\n\t\t\t\t\tconstruction contract will exceed the total revenue \u00a0
\n\t\t\t\t\ton a specific project, the expected loss is recog- \u00a0
\n\t\t\t\t\tnized immediately in the income statement in the \u00a0
\n\t\t\t\t\tcurrent period. \u00a0
Service Level Agreements (SLA) \u00a0
\n\t\t\t\t\tThe SLA business comprise infrastructure and appli- \u00a0
\n\t\t\t\t\tcation outsourcing services and requires the perfor- \u00a0
\n\t\t\t\t\tmance of certain performance obligations typically \u00a0
\n\t\t\t\t\tdefined as service levels. As described below under \u00a0
\n\t\t\t\t\t\u201cOutsourcing contracts\u201d, the revenue under an \u00a0
\n\t\t\t\t\toutsourcing contract will be recognized over time. \u00a0
Outsourcing contracts \u00a0
\n\t\t\t\t\tOutsourcing contracts consist of two activities, \u00a0
\n\t\t\t\t\tpreparatory project (such as transition and transfor- \u00a0
\n\t\t\t\t\tmation) and operation of the IT systems e.g. applica- \u00a0
\n\t\t\t\t\ttion, servers and infrastructure. These identifiable \u00a0
\n\t\t\t\t\tcomponents are accounted for differently to reflect \u00a0
\n\t\t\t\t\tthe substance of the transaction. \u00a0
\n\t\t\t\t\tThe total contract value of the outsourcing \u00a0
\n\t\t\t\t\tcontracts will be split into the different perfor- \u00a0
\n\t\t\t\t\tmance obligations depending on the activities to be \u00a0
\n\t\t\t\t\tdelivered. NNIT will profit align between the perfor- \u00a0
\n\t\t\t\t\tmance obligations within the contract (expected \u00a0
\n\t\t\t\t\tcost plus margin approach). \u00a0
Transition \u00a0
\n\t\t\t\t\tTransition is: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tBasic transfer of services and responsibilities \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tThe minimum activities required that enable the \u00a0
\n\t\t\t\t\tdelivery organization to take over operation of \u00a0
\n\t\t\t\t\tthe current or similar services for the customer. \u00a0
\n\t\t\t\t\tThe transition phase takes place in the period between \u00a0
\n\t\t\t\t\tcontract signing and service start up (operation). \u00a0
\n\t\t\t\t\tActivities performed in the transition phase do not \u00a0
\n\t\t\t\t\ttransfer services to the customer as they are seen as \u00a0
\n\t\t\t\t\t\u2018start-up\u2019 costs and therefore revenue cannot be recog- \u00a0
\n\t\t\t\t\tnized as the activities are performed but will be recog- \u00a0
\n\t\t\t\t\tnized over the operation period. Cost regarding the \u00a0
\n\t\t\t\t\ttransition projects is capitalized and depreciated over \u00a0
\n\t\t\t\t\tthe contract period. Please refer to \u2018Transition cost\u2019. \u00a0
\n\t\t\t\t\tAny prepayments received regarding transition \u00a0
\n\t\t\t\t\tprojects will be recognized as revenue over the \u00a0
\n\t\t\t\t\toperation period. \u00a0
Transformation \u00a0
\n\t\t\t\t\tTransformation is: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tA significant change to future state of the subject. \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tThe full set of activities required for the delivery \u00a0
\n\t\t\t\t\torganization to provide the future state operation \u00a0
\n\t\t\t\t\tof services to the customer. \u00a0
\n\t\t\t\t\tThese activities transfer services to the customer as \u00a0
\n\t\t\t\t\tperformed. \u00a0
\n\t\t\t\t\tThe transformation phase typically starts after the \u00a0
\n\t\t\t\t\tsuccessful completion of transition and ends when \u00a0
\n\t\t\t\t\tthe environment has reached the agreed future \u00a0
\n\t\t\t\t\tstate. In some circumstances the transformation \u00a0
phase will take place in parallel with the transition \u00a0
\n\t\t\t\t\tphase. \u00a0
\n\t\t\t\t\tRevenue regarding transformation projects is \u00a0
\n\t\t\t\t\trecognized over time as an asset is created with no \u00a0
\n\t\t\t\t\talternative use and NNIT has an enforceable right \u00a0
\n\t\t\t\t\tto payment and revenue recognition in nature is \u00a0
\n\t\t\t\t\tsimilar to the project business. \u00a0
Operation \u00a0
\n\t\t\t\t\tRevenue from the operation of IT systems is \u00a0
\n\t\t\t\t\trecognized in the period in which the outsourcing \u00a0
\n\t\t\t\t\tservices are provided based on amounts billable \u00a0
\n\t\t\t\t\tto a customer (for fixed price components in the \u00a0
\n\t\t\t\t\tcontract, revenue is typically recognized on a \u00a0
\n\t\t\t\t\tstraight-line basis over the course of a year, while for \u00a0
\n\t\t\t\t\tvariable components revenue is recognized based \u00a0
\n\t\t\t\t\ton usage of units, and price lists according to the \u00a0
\n\t\t\t\t\tcontract). \u00a0
Work in progress \u00a0
\n\t\t\t\t\tThe determination of the percentage of completion \u00a0
\n\t\t\t\t\tof work in progress related to fixed price projects is \u00a0
\n\t\t\t\t\tbased on estimates of future costs, hours and mate- \u00a0
\n\t\t\t\t\trials. Each project is unique in their design. Manage- \u00a0
\n\t\t\t\t\tment makes judgements on individual assessments \u00a0
\n\t\t\t\t\tof specific projects and their associated risk from \u00a0
\n\t\t\t\t\tthe on-going monitoring, to identify any deviations \u00a0
\n\t\t\t\t\tfrom estimates. \u00a0
\n\t\t\t\t\tAdjustments to cost estimates may be made peri- \u00a0
\n\t\t\t\t\todically following management review, which may \u00a0
\n\t\t\t\t\tresult in a re-assessment of the percentage of \u00a0
\n\t\t\t\t\tcompletion as of the date of review. Such changes \u00a0
\n\t\t\t\t\tresult in revisions to revenue attributable to work \u00a0
\n\t\t\t\t\tperformed up until the date of revision. The effect \u00a0
\n\t\t\t\t\tof such changes in estimates is recognized as a \u00a0
\n\t\t\t\t\tchange to revenue in the period in which the revi- \u00a0
\n\t\t\t\t\tsions are determined. \u00a0
2.1 Segment
information \u00a0
\n\t\t\t\t\tNNIT completed a major organizational change to create three distinct business units as disclosed in company \u00a0
\n\t\t\t\t\tannouncement from April 29 2022: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLife Sciences Solutions (LSS) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCloud & Digital Solutions (CDS) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tHybrid Cloud Solutions (HCS) \u00a0
\n\t\t\t\t\tIn June it was decided to divest the infrastructure operations and focus on our core strengths in the Life \u00a0
\n\t\t\t\t\tSciences Solutions and Cloud & Digital Solutions business units. \u00a0
\n\t\t\t\t\tDiscontinued operations covers the HCS business unit as well as the SAP Basis and Cloud Native Solutions \u00a0
\n\t\t\t\t\toperations of the CDS business unit NNIT continues to delivers services and solutions through two business \u00a0
\n\t\t\t\t\tunits, Life Sciences Solutions and Cloud & Digital Solutions (excluse SAP Basis and Cloud Native Solutions oper- \u00a0
\n\t\t\t\t\tations), each responsible for delivering a number of services to customers. \u00a0
\n\t\t\t\t\tThe Life Sciences Solutions business unit serves both international and Danish customers, with the main \u00a0
\n\t\t\t\t\tvolume international. The unit focuses on delivering industry specific solutions catering to specific parts of the \u00a0
\n\t\t\t\t\tlife Sciences value chain. \u00a0
\n\t\t\t\t\tThe Cloud & Digital Solutions unit serves both Danish and international customers, with the main volume in \u00a0
\n\t\t\t\t\tDenmark. The unit focuses on consulting, developing and delivering the best digital solutions, enabling busi- \u00a0
\n\t\t\t\t\tnesscritical applications in the cloud and taking full advantage of the growing Microsoft ecosystem coupled \u00a0
\n\t\t\t\t\twith core services within custom application development and management consulting. \u00a0
\n\t\t\t\t\tIt is the two above mentioned segments that are reportable segments to the chief operating decision makers \u00a0
\n\t\t\t\t\teach month. No reporting is made on assets. NNIT\u2019s chief operating decision makers are Executive Manage- \u00a0
\n\t\t\t\t\tment and the Board of Directors. \u00a0
\n\t\t\t\t\tAllocated to discontinued operations covers the SAP Basis and Cloud Native Solutions operations of the CDS \u00a0
\n\t\t\t\t\tbusiness unit combined with some unallocated costs relative to LSS and CDS in connection to the carveout \u00a0
\n\t\t\t\t\tprocess, and furthermore the Gross profit includes a reclassification between Production cost and SG&A. \u00a0
Allocated to \u00a0
\n\t\t\t\t\tdiscontinued \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\toperations \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\t873 \u00a0
\n\t\t\t\t\t853 \u00a0
\n\t\t\t\t\t(226) \u00a0
\n\t\t\t\t\t1,500 \u00a0
\n\t\t\t\t\tProduction cost \u00a0
\n\t\t\t\t\t715 \u00a0
\n\t\t\t\t\t716 \u00a0
\n\t\t\t\t\t(82) \u00a0
\n\t\t\t\t\t1,349 \u00a0
\n\t\t\t\t\tGross profit \u00a0
\n\t\t\t\t\t158 \u00a0
\n\t\t\t\t\t137 \u00a0
\n\t\t\t\t\t(144) \u00a0
\n\t\t\t\t\t151 \u00a0
\n\t\t\t\t\tGross profit Margin \u00a0
\n\t\t\t\t\t18% \u00a0
\n\t\t\t\t\t16% \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tOperating profit before special items 1 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\t(78) \u00a0
\n\t\t\t\t\t(7) \u00a0
Allocated to \u00a0
\n\t\t\t\t\tdiscontinued \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\toperations \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\t729 \u00a0
\n\t\t\t\t\t848 \u00a0
\n\t\t\t\t\t(208) \u00a0
\n\t\t\t\t\t1,369 \u00a0
\n\t\t\t\t\tProduction cost \u00a0
\n\t\t\t\t\t542 \u00a0
\n\t\t\t\t\t725 \u00a0
\n\t\t\t\t\t(25) \u00a0
\n\t\t\t\t\t1,242 \u00a0
\n\t\t\t\t\tGross profit \u00a0
\n\t\t\t\t\t187 \u00a0
\n\t\t\t\t\t123 \u00a0
\n\t\t\t\t\t(183) \u00a0
\n\t\t\t\t\t127 \u00a0
\n\t\t\t\t\tGross profit Margin \u00a0
\n\t\t\t\t\t26% \u00a0
\n\t\t\t\t\t15% \u00a0
\n\t\t\t\t\t9% \u00a0
\n\t\t\t\t\tOperating profit before special items 1 \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\t(121) \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\t1\ua880When deducting speciel items and net financials consolidated profit before income taxes is obtained. \u00a0
The Danish operations generated 40% of the revenue in the year ended December 31, 2022 (2021: 42%) and \u00a0
\n\t\t\t\t\tthe United States of America 26% 2022 (2021:28%) based on the location of the customer. \u00a0
\n\t\t\t\t\t100% of tangible assets are placed in Denmark (2021:99.0%). For intangible assets 56% are placed in Denmark \u00a0
\n\t\t\t\t\tand 44% in the US for both 2022 and 2021. \u00a0
\n\t\t\t\t\tThe Novo Nordisk Group generated 9% of the continuing operations revenue in the year ended December 31, \u00a0
\n\t\t\t\t\t2022 (2021:12%) \u00a0
3.4 Contract balances \u00a0
\n\t\t\t\t\tContract assets and liabilities, continuing operations \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTrade receivables as specified in note 3.6 \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tContract assets from continuing operations comprise: \u00a0
\n\t\t\t\t\tWork in progress (projects) \u00a0
\n\t\t\t\t\t54 \u00a0
\n\t\t\t\t\t107 \u00a0
\n\t\t\t\t\tTransformation projects (included in trade receivables, note 3.6) \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t124 \u00a0
\n\t\t\t\t\tContract liabilities from continuing activities comprise: \u00a0
\n\t\t\t\t\tPrepayments received, work in progress \u00a0
\n\t\t\t\t\t(55) \u00a0
\n\t\t\t\t\t(116) \u00a0
\n\t\t\t\t\tPrepayments received, transition cost \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\tWork in progress relates to projects where the recognized revenue from work performed exceeds progress \u00a0
\n\t\t\t\t\tbillings. Prepayments received, work in progress relates to projects where the progress billing exceeds work \u00a0
\n\t\t\t\t\tperformed. Prepayments received transition cost relates to prepayments received regarding transition \u00a0
\n\t\t\t\t\tprojects. As such the balances of these accounts vary and depend on the number of new projects at the end of \u00a0
\n\t\t\t\t\tthe year. \u00a0
Transferred \u00a0
\n\t\t\t\t\tto liabilities \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\tdirectly \u00a0
\n\t\t\t\t\trecognized \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\tassociated \u00a0
\n\t\t\t\t\tfrom recognized \u00a0
\n\t\t\t\t\twith assets \u00a0
\n\t\t\t\t\tOpening \u00a0
\n\t\t\t\t\topening \u00a0
\n\t\t\t\t\tregarding \u00a0
\n\t\t\t\t\tclassified as \u00a0
\n\t\t\t\t\tClosing \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbalance Additions \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\tadditions \u00a0
\n\t\t\t\t\theld for sale \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tPrepayments received, \u00a0
\n\t\t\t\t\twork in progress \u00a0
\n\t\t\t\t\t(116) \u00a0
\n\t\t\t\t\t(49) \u00a0
\n\t\t\t\t\t80 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t(55) \u00a0
\n\t\t\t\t\tPrepayments received, \u00a0
\n\t\t\t\t\ttransition cost \u00a0
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\t(44) \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\trecognized \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\tfrom recognized \u00a0
\n\t\t\t\t\tOpening \u00a0
\n\t\t\t\t\topening \u00a0
\n\t\t\t\t\tregarding \u00a0
\n\t\t\t\t\tClosing \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbalance Additions \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\tadditions \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tPrepayments received, \u00a0
\n\t\t\t\t\twork in progress \u00a0
\n\t\t\t\t\t(111) \u00a0
\n\t\t\t\t\t(83) \u00a0
\n\t\t\t\t\t78 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(116) \u00a0
\n\t\t\t\t\tPrepayments received, \u00a0
\n\t\t\t\t\ttransition cost \u00a0
\n\t\t\t\t\t(16) \u00a0
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\tBesides above balances we have also capitalized cost to fulfill a contract as transition cost. \u00a0
\n\t\t\t\t\tTransition cost relates to capitalized cost incurred for preparatory projects in relation to transition or set-up \u00a0
\n\t\t\t\t\tactivities required to enable delivery of the service. The cost will be amortized over the operation period which \u00a0
\n\t\t\t\t\tgenerally is between 3-6 years. \u00a0
\n\t\t\t\t\tAs such the balance for transition cost vary depending on the number of new outsourcing contracts requiring a \u00a0
\n\t\t\t\t\ttransition project or set-up activities. \u00a0
3.4 Contract balances \u2013 continued \u00a0
\n\t\t\t\t\tTransferred \u00a0
\n\t\t\t\t\tAmortized \u00a0
\n\t\t\t\t\tto assets \u00a0
\n\t\t\t\t\tcost from
Amortized \u00a0
\n\t\t\t\t\tclassified \u00a0
\n\t\t\t\t\tOpening \u00a0
\n\t\t\t\t\topening cost
from Impairment \u00a0
\n\t\t\t\t\tas held \u00a0
\n\t\t\t\t\tClosing \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbalance Additions \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\tadditions \u00a0
\n\t\t\t\t\tloss \u00a0
\n\t\t\t\t\tfor sale \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tTransition cost \u00a0
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\t52 \u00a0
\n\t\t\t\t\t(33) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(80) \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tAmortized \u00a0
\n\t\t\t\t\tcost from
Amortized \u00a0
\n\t\t\t\t\tOpening \u00a0
\n\t\t\t\t\topening cost
from Impairment \u00a0
\n\t\t\t\t\tClosing \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbalance Additions \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\tadditions \u00a0
\n\t\t\t\t\tloss \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTransition cost \u00a0
\n\t\t\t\t\t111 \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t(40) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\tTransition cost for the continuing operationsis recognized in the balance sheet as follows: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTransition cost, non-current \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t39 \u00a0
\n\t\t\t\t\tTransition cost, current \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t31 \u00a0
\n\t\t\t\t\tTotal transition cost \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\tFuture contract obligations \u00a0
\n\t\t\t\t\tBelow table shows performance obligations resulting from contracts which will be satisfied in the future: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAggregated amount of transaction price allocated to contracts that \u00a0
\n\t\t\t\t\twill be satisfied in the future as at December 31 \u00a0
\n\t\t\t\t\t1,352 \u00a0
\n\t\t\t\t\t3,977 \u00a0
\n\t\t\t\t\tThe 2022 balances is excluding discontinuing operations, while 2021 is including discontinued operations. \u00a0
\n\t\t\t\t\tManagement expects that DKK 836 million of the transaction price allocated to the future contract obligations as \u00a0
\n\t\t\t\t\tof December 31, 2022 will be recognized during 2023. The remaining part will be recognized as revenue within 2-3 \u00a0
\n\t\t\t\t\tyears. The amount disclosed above includes both fixed and variable consideration. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfRevenueFromContractsWithCustomersExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2091": {
"value": "Hedge accounting \u00a0
\n\t\t\t\t\tAll currency derivative instruments are initially \u00a0
\n\t\t\t\t\trecognized at fair value and subsequently remeas- \u00a0
\n\t\t\t\t\tured at fair value at the end of the reporting period. \u00a0
\n\t\t\t\t\tValue adjustments of currency derivative financial \u00a0
\n\t\t\t\t\tinstruments classified as cash flow hedges are \u00a0
\n\t\t\t\t\trecognized directly in other comprehensive income, \u00a0
\n\t\t\t\t\tgiven hedge effectiveness, and recognized in a \u00a0
\n\t\t\t\t\thedging reserve in equity. The cumulative value \u00a0
\n\t\t\t\t\tadjustment of these instruments is transferred from \u00a0
\n\t\t\t\t\tthe hedging reserve to the income statement as a \u00a0
\n\t\t\t\t\treclassification adjustment under financial income \u00a0
\n\t\t\t\t\tor financial expenses, when the hedged transaction \u00a0
\n\t\t\t\t\tis recognized in the Income statement. \u00a0
\n\t\t\t\t\tWhen a hedging instrument no longer meets the \u00a0
\n\t\t\t\t\tcriteria for hedge accounting, any cumulative gain \u00a0
or loss recognized in the hedging reserve for the \u00a0
\n\t\t\t\t\tperiod in which the criteria were met remains in \u00a0
\n\t\t\t\t\tequity and will be recognized in the income state- \u00a0
\n\t\t\t\t\tment when the forecasted transaction is ultimately \u00a0
\n\t\t\t\t\trecognized in the income statement. \u00a0
\n\t\t\t\t\tWhen a forecast transaction is no longer expected \u00a0
\n\t\t\t\t\tto occur, the cumulative gain or loss that was recog- \u00a0
\n\t\t\t\t\tnized in equity is immediately transferred to the \u00a0
\n\t\t\t\t\tincome statement under financial income or finan- \u00a0
\n\t\t\t\t\tcial expenses. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForDerivativeFinancialInstrumentsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2093": {
"value": "Hedge accounting \u00a0
\n\t\t\t\t\tAll currency derivative instruments are initially \u00a0
\n\t\t\t\t\trecognized at fair value and subsequently remeas- \u00a0
\n\t\t\t\t\tured at fair value at the end of the reporting period. \u00a0
\n\t\t\t\t\tValue adjustments of currency derivative financial \u00a0
\n\t\t\t\t\tinstruments classified as cash flow hedges are \u00a0
\n\t\t\t\t\trecognized directly in other comprehensive income, \u00a0
\n\t\t\t\t\tgiven hedge effectiveness, and recognized in a \u00a0
\n\t\t\t\t\thedging reserve in equity. The cumulative value \u00a0
\n\t\t\t\t\tadjustment of these instruments is transferred from \u00a0
\n\t\t\t\t\tthe hedging reserve to the income statement as a \u00a0
\n\t\t\t\t\treclassification adjustment under financial income \u00a0
\n\t\t\t\t\tor financial expenses, when the hedged transaction \u00a0
\n\t\t\t\t\tis recognized in the Income statement. \u00a0
\n\t\t\t\t\tWhen a hedging instrument no longer meets the \u00a0
\n\t\t\t\t\tcriteria for hedge accounting, any cumulative gain \u00a0
or loss recognized in the hedging reserve for the \u00a0
\n\t\t\t\t\tperiod in which the criteria were met remains in \u00a0
\n\t\t\t\t\tequity and will be recognized in the income state- \u00a0
\n\t\t\t\t\tment when the forecasted transaction is ultimately \u00a0
\n\t\t\t\t\trecognized in the income statement. \u00a0
\n\t\t\t\t\tWhen a forecast transaction is no longer expected \u00a0
\n\t\t\t\t\tto occur, the cumulative gain or loss that was recog- \u00a0
\n\t\t\t\t\tnized in equity is immediately transferred to the \u00a0
\n\t\t\t\t\tincome statement under financial income or finan- \u00a0
\n\t\t\t\t\tcial expenses. \u00a0
4.5 Derivative financial instruments \u00a0
\n\t\t\t\t\tCurrent \u00a0
\n\t\t\t\t\tPostive \u00a0
\n\t\t\t\t\tNegative \u00a0
\n\t\t\t\t\thedge \u00a0
\n\t\t\t\t\tContract \u00a0
\n\t\t\t\t\tAverage \u00a0
\n\t\t\t\t\tfair value at \u00a0
\n\t\t\t\t\tfair value at \u00a0
\n\t\t\t\t\tduration \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tamount, net3 \u00a0
\n\t\t\t\t\tprice \u00a0
\n\t\t\t\t\tyear-end4 \u00a0
\n\t\t\t\t\tyear-end4 \u00a0
\n\t\t\t\t\t(month) \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCash flow hedges \u00a0
\n\t\t\t\t\tCNH 1 \u00a0
\n\t\t\t\t\t105 \u00a0
\n\t\t\t\t\t0.93 \u00a0
\n\t\t\t\t\t9.1 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t109 \u00a0
\n\t\t\t\t\t0.29 \u00a0
\n\t\t\t\t\t2.7 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\tPHP 2 \u00a0
\n\t\t\t\t\t61 \u00a0
\n\t\t\t\t\t60.33 \u00a0
\n\t\t\t\t\t1.3 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\t275 \u00a0
\n\t\t\t\t\t13.1 \u00a0
\n\t\t\t\t\t1\ua880\ua881CNY\ua881is\ua881hedged\ua881via\ua881CNH. \u00a0
\n\t\t\t\t\t2\ua880\ua881PHP\ua881is\ua881hedged\ua881with\ua881EUR\ua881denominated\ua881contracts. \u00a0
\n\t\t\t\t\t3\ua880\ua881Only\ua881purchase\ua881of\ua881foreign\ua881currencies. \u00a0
\n\t\t\t\t\t4\ua880\ua881Of\ua881the\ua881net\ua881fair\ua881value\ua881as\ua881of\ua881December\ua88131,\ua8812021\ua881DKK\ua8812\ua881million\ua881has\ua881been\ua881transferred\ua881to\ua881the\ua881P/L\ua881and\ua881DKK\ua88111\ua881million\ua881to\ua881equity. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfDerivativeFinancialInstrumentsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2096": {
"value": "Hedge accounting \u00a0
\n\t\t\t\t\tAll currency derivative instruments are initially \u00a0
\n\t\t\t\t\trecognized at fair value and subsequently remeas- \u00a0
\n\t\t\t\t\tured at fair value at the end of the reporting period. \u00a0
\n\t\t\t\t\tValue adjustments of currency derivative financial \u00a0
\n\t\t\t\t\tinstruments classified as cash flow hedges are \u00a0
\n\t\t\t\t\trecognized directly in other comprehensive income, \u00a0
\n\t\t\t\t\tgiven hedge effectiveness, and recognized in a \u00a0
\n\t\t\t\t\thedging reserve in equity. The cumulative value \u00a0
\n\t\t\t\t\tadjustment of these instruments is transferred from \u00a0
\n\t\t\t\t\tthe hedging reserve to the income statement as a \u00a0
\n\t\t\t\t\treclassification adjustment under financial income \u00a0
\n\t\t\t\t\tor financial expenses, when the hedged transaction \u00a0
\n\t\t\t\t\tis recognized in the Income statement. \u00a0
\n\t\t\t\t\tWhen a hedging instrument no longer meets the \u00a0
\n\t\t\t\t\tcriteria for hedge accounting, any cumulative gain \u00a0
or loss recognized in the hedging reserve for the \u00a0
\n\t\t\t\t\tperiod in which the criteria were met remains in \u00a0
\n\t\t\t\t\tequity and will be recognized in the income state- \u00a0
\n\t\t\t\t\tment when the forecasted transaction is ultimately \u00a0
\n\t\t\t\t\trecognized in the income statement. \u00a0
\n\t\t\t\t\tWhen a forecast transaction is no longer expected \u00a0
\n\t\t\t\t\tto occur, the cumulative gain or loss that was recog- \u00a0
\n\t\t\t\t\tnized in equity is immediately transferred to the \u00a0
\n\t\t\t\t\tincome statement under financial income or finan- \u00a0
\n\t\t\t\t\tcial expenses. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForHedgingExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2098": {
"value": "1.2 Summary
of key accounting estimates \u00a0
The preparation of financial statements under IFRS \u00a0
\n\t\t\t\t\trequires the use of certain key accounting esti- \u00a0
\n\t\t\t\t\tmates. \u00a0
\n\t\t\t\t\tDetermination of the carrying amount of some \u00a0
\n\t\t\t\t\tassets and liabilities requires Management to make \u00a0
\n\t\t\t\t\tjudgements, estimates and assumptions about \u00a0
\n\t\t\t\t\tfuture circumstances. \u00a0
\n\t\t\t\t\tEstimates and assumptions are based on historical \u00a0
\n\t\t\t\t\texperience and other factors and are regarded by \u00a0
\n\t\t\t\t\tManagement as reasonable in the circumstances \u00a0
\n\t\t\t\t\tbut are inherently uncertain and unpredictable and \u00a0
\n\t\t\t\t\ttherefore the actual outcome may differ from these \u00a0
\n\t\t\t\t\testimates. \u00a0
\n\t\t\t\t\tManagement considers judgements and estimates \u00a0
\n\t\t\t\t\tunder the following items as significant to these \u00a0
\n\t\t\t\t\tconsolidated financial statements: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tDiscontinued operations (note 3.9) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tImpairment test, goodwill (note 3.2) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tContract balances (note 3.4) \u00a0
Discontinued operations \u00a0
\n\t\t\t\t\tThe announced divestment of infrastructure oper- \u00a0
\n\t\t\t\t\tations (Hybrid Cloud Solutions and selected parts \u00a0
\n\t\t\t\t\tof Cloud & Digital Solutions) on June 22, 2022, \u00a0
\n\t\t\t\t\thas been assessed in respect of IFRS 5 Discon- \u00a0
\n\t\t\t\t\ttinued operations, and it represents a significant \u00a0
\n\t\t\t\t\taccounting judgement. It has been concluded that \u00a0
\n\t\t\t\t\tbusiness qualify for disclosure as discontinuing \u00a0
\n\t\t\t\t\toperations as of end December 2022 as it is now \u00a0
\n\t\t\t\t\tavailable for immediate sale in the present condi- \u00a0
\n\t\t\t\t\ttion. \u00a0
\n\t\t\t\t\tThe changed assessment compared to previous \u00a0
\n\t\t\t\t\tperiods is due to the development in Client consent \u00a0
as well as the legal carveout and organizational \u00a0
\n\t\t\t\t\tsplit are now just awaiting formal approvals. Clas- \u00a0
\n\t\t\t\t\tsification of discontinued operations is subject to \u00a0
\n\t\t\t\t\taccounting estimates with regards to allocating \u00a0
\n\t\t\t\t\trevenue and costs. \u00a0
Impairment test \u00a0
\n\t\t\t\t\tFor the goodwill impairment test, a number of esti- \u00a0
\n\t\t\t\t\tmates are made on the development in revenues, \u00a0
\n\t\t\t\t\tgross profits, operating margins, future capital \u00a0
\n\t\t\t\t\texpenditures, discount rates and growth expecta- \u00a0
\n\t\t\t\t\ttions in the terminal period. These estimates are \u00a0
\n\t\t\t\t\tbased on assessments of the current and future \u00a0
\n\t\t\t\t\tdevelopment in the subsidiary and are based on \u00a0
\n\t\t\t\t\thistorical data and assumptions of future expected \u00a0
\n\t\t\t\t\tmarket developments, including expected long-term \u00a0
\n\t\t\t\t\taverage market growth rates. \u00a0
Work in progress \u00a0
\n\t\t\t\t\tThe determination of the percentage of completion \u00a0
\n\t\t\t\t\tof work in progress related to fixed price projects is \u00a0
\n\t\t\t\t\tbased on estimates of future costs, hours and mate- \u00a0
\n\t\t\t\t\trials. Each project is unique in their design. Manage- \u00a0
\n\t\t\t\t\tment makes judgements on individual assessments \u00a0
\n\t\t\t\t\tof specific projects and their associated risk from \u00a0
\n\t\t\t\t\tthe on-going monitoring, to identify any deviations \u00a0
\n\t\t\t\t\tfrom estimates. \u00a0
\n\t\t\t\t\tAdjustments to cost estimates may be made peri- \u00a0
\n\t\t\t\t\todically following management review, which may \u00a0
\n\t\t\t\t\tresult in a re-assessment of the percentage of \u00a0
\n\t\t\t\t\tcompletion as of the date of review. Such changes \u00a0
\n\t\t\t\t\tresult in revisions to revenue attributable to work \u00a0
\n\t\t\t\t\tperformed up until the date of revision. The effect \u00a0
\n\t\t\t\t\tof such changes in estimates is recognized as a \u00a0
\n\t\t\t\t\tchange to revenue in the period in which the revi- \u00a0
\n\t\t\t\t\tsions are determined. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfAccountingJudgementsAndEstimatesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2125": {
"value": "1.3 Changes
in accounting policies, estimates and disclosures \u00a0
NNIT has applied relevant new or amended stand- \u00a0
\n\t\t\t\t\tards (IFRS) and interpretations (IFRIC) as applied by \u00a0
\n\t\t\t\t\tthe EU and which are effective for the financial year 1 \u00a0
\n\t\t\t\t\tJanuary \u2013 31 December 2022. NNIT has assessed that \u00a0
\n\t\t\t\t\tthe new or amended standards and interpretations \u00a0
\n\t\t\t\t\thave not had any material impact on NNIT\u2019s Annual \u00a0
\n\t\t\t\t\tReport in 2022 \u00a0
Contingent consideration (earn-out) \u00a0
\n\t\t\t\t\tThe Danish Business Authority required NNIT A/S \u00a0
\n\t\t\t\t\tto change the applied accounting treatment of \u00a0
\n\t\t\t\t\tthe earn-out payment related to the acquisition \u00a0
of Excellis Health Solutions. The decision was that \u00a0
\n\t\t\t\t\tearn-out payments should not be included in the \u00a0
\n\t\t\t\t\tcost price of the acquisition and consequently good- \u00a0
\n\t\t\t\t\twill, but instead expensed as remuneration over a \u00a0
\n\t\t\t\t\tperiod of time in accordance with IFRS 3, section \u00a0
\n\t\t\t\t\tB55(a), as the earn-out is in part subject to the selling \u00a0
\n\t\t\t\t\tshareholders\u2019 continued employment during a spec- \u00a0
\n\t\t\t\t\tified period of time according to the Danish Business \u00a0
\n\t\t\t\t\tAuthority. Other acquisitions, including SCALES, \u00a0
\n\t\t\t\t\tValiance Partner, HGP Group and SL Controls \u00a0
\n\t\t\t\t\tcomprise similar terms as Excellis Health Solutions \u00a0
\n\t\t\t\t\tearn-out and are consequently subject to the same \u00a0
\n\t\t\t\t\tamendment of the accounting treatment. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfChangesInAccountingPoliciesAccountingEstimatesAndErrorsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2129": {
"value": "1.3 Changes
in accounting policies, estimates and disclosures \u00a0
NNIT has applied relevant new or amended stand- \u00a0
\n\t\t\t\t\tards (IFRS) and interpretations (IFRIC) as applied by \u00a0
\n\t\t\t\t\tthe EU and which are effective for the financial year 1 \u00a0
\n\t\t\t\t\tJanuary \u2013 31 December 2022. NNIT has assessed that \u00a0
\n\t\t\t\t\tthe new or amended standards and interpretations \u00a0
\n\t\t\t\t\thave not had any material impact on NNIT\u2019s Annual \u00a0
\n\t\t\t\t\tReport in 2022 \u00a0
Contingent consideration (earn-out) \u00a0
\n\t\t\t\t\tThe Danish Business Authority required NNIT A/S \u00a0
\n\t\t\t\t\tto change the applied accounting treatment of \u00a0
\n\t\t\t\t\tthe earn-out payment related to the acquisition \u00a0
of Excellis Health Solutions. The decision was that \u00a0
\n\t\t\t\t\tearn-out payments should not be included in the \u00a0
\n\t\t\t\t\tcost price of the acquisition and consequently good- \u00a0
\n\t\t\t\t\twill, but instead expensed as remuneration over a \u00a0
\n\t\t\t\t\tperiod of time in accordance with IFRS 3, section \u00a0
\n\t\t\t\t\tB55(a), as the earn-out is in part subject to the selling \u00a0
\n\t\t\t\t\tshareholders\u2019 continued employment during a spec- \u00a0
\n\t\t\t\t\tified period of time according to the Danish Business \u00a0
\n\t\t\t\t\tAuthority. Other acquisitions, including SCALES, \u00a0
\n\t\t\t\t\tValiance Partner, HGP Group and SL Controls \u00a0
\n\t\t\t\t\tcomprise similar terms as Excellis Health Solutions \u00a0
\n\t\t\t\t\tearn-out and are consequently subject to the same \u00a0
\n\t\t\t\t\tamendment of the accounting treatment. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfChangesInAccountingPoliciesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2117": {
"value": "Impairment test \u00a0
\n\t\t\t\t\tFor the goodwill impairment test, a number of esti- \u00a0
\n\t\t\t\t\tmates are made on the development in revenues, \u00a0
\n\t\t\t\t\tgross profits, operating margins, future capital \u00a0
\n\t\t\t\t\texpenditures, discount rates and growth expecta- \u00a0
\n\t\t\t\t\ttions in the terminal period. These estimates are \u00a0
\n\t\t\t\t\tbased on assessments of the current and future \u00a0
\n\t\t\t\t\tdevelopment in the subsidiary and are based on \u00a0
\n\t\t\t\t\thistorical data and assumptions of future expected \u00a0
\n\t\t\t\t\tmarket developments, including expected long-term \u00a0
\n\t\t\t\t\taverage market growth rates. \u00a0
IT development projects \u00a0
\n\t\t\t\t\tIT development projects are clearly specified and \u00a0
\n\t\t\t\t\tidentifiable projects under development for internal \u00a0
\n\t\t\t\t\tand external use for which the technical feasibility \u00a0
\n\t\t\t\t\tof completing the development project has been \u00a0
\n\t\t\t\t\tdemonstrated and resources are available within \u00a0
\n\t\t\t\t\tNNIT. \u00a0
\n\t\t\t\t\tAny development projects that do not meet the \u00a0
\n\t\t\t\t\tcriteria for capitalization in the balance sheet are \u00a0
\n\t\t\t\t\trecognized as costs. \u00a0
\n\t\t\t\t\tDevelopment costs meeting the criteria for capital- \u00a0
\n\t\t\t\t\tiztion are measured at cost less accumulated amor- \u00a0
\n\t\t\t\t\ttization and any impairment losses. Development \u00a0
costs include salaries, amortization and deprecia- \u00a0
\n\t\t\t\t\ttion and other costs that can be directly attributed \u00a0
\n\t\t\t\t\tto NNIT development activities. \u00a0
\n\t\t\t\t\tDevelopment costs recognized in the balance sheet \u00a0
\n\t\t\t\t\tare amortized from completion of the development \u00a0
\n\t\t\t\t\tusing the straight-line method, over the period the \u00a0
\n\t\t\t\t\tasset is expected to generate economic benefits. \u00a0
\n\t\t\t\t\tStraight-line amortization over the expected useful \u00a0
\n\t\t\t\t\tlife of the asset: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT projects: 5-10 years \u00a0
\n\t\t\t\t\tIntangible assets that are in use and subject to \u00a0
\n\t\t\t\t\tamortization are tested for impairment whenever \u00a0
\n\t\t\t\t\tevents or changes in circumstances indicate that the \u00a0
\n\t\t\t\t\tcarrying amount may not be recoverable. Factors \u00a0
\n\t\t\t\t\tthat could trigger an impairment test include \u00a0
\n\t\t\t\t\tchanges in the economic lifes of similar assets or \u00a0
\n\t\t\t\t\tthe relationship with other intangible assets or \u00a0
\n\t\t\t\t\ttangible assets. \u00a0
\n\t\t\t\t\tIntangible assets under construction are tested for \u00a0
\n\t\t\t\t\timpairment once a year. \u00a0
\n\t\t\t\t\tIf the carrying amount of intangible assets exceeds \u00a0
\n\t\t\t\t\tthe recoverable amount based upon the above indi- \u00a0
\n\t\t\t\t\tcators of impairment, any impairment loss is meas- \u00a0
\n\t\t\t\t\tured based on discounted future cash flows. \u00a0
2.4 Amortization, depreciation and impairment losses \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t29 \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t180 \u00a0
\n\t\t\t\t\t194 \u00a0
\n\t\t\t\t\tImpairment losses \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tTotal amortization, depreciation, and impairment losses \u00a0
\n\t\t\t\t\t222 \u00a0
\n\t\t\t\t\t275 \u00a0
\n\t\t\t\t\tTotal amortization, depreciation, and impairment losses, \u00a0
\n\t\t\t\t\tdiscontinued operations \u00a0
\n\t\t\t\t\t154 \u00a0
\n\t\t\t\t\t146 \u00a0
\n\t\t\t\t\tTotal amortization, depreciation, and impairment losses, \u00a0
\n\t\t\t\t\tcontinuing operations \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t129 \u00a0
\n\t\t\t\t\tAmortization, depreciation and impairment losses are \u00a0
\n\t\t\t\t\trecognized in the income statement: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t51 \u00a0
\n\t\t\t\t\t69 \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t3
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tTotal amortization, depreciation, and impairment losses \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t129 \u00a0
3.2 Impairment test \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tThe carrying amount of goodwill is impairment tested by comparison to the recoverable amount. The recover- \u00a0
\n\t\t\t\t\table amount is determined based on value in use. Discounted cash flow models have been applied to deter- \u00a0
\n\t\t\t\t\tmine the value in use for the cash-generating units, based on the most recent financial forecasts approved \u00a0
\n\t\t\t\t\tby management. The five CGU\u2019s are in all material aspects subject to the same presumptions hence below is \u00a0
\n\t\t\t\t\tapplicable for all CGU\u2019s. When determining value in use the post-tax discount rate has been used. The pre-tax \u00a0
\n\t\t\t\t\tdiscount rate is for information purposes only. \u00a0
\n\t\t\t\t\tNet cash flows for the year 2023-2027 are determined based on key assumptions and expectations and esti- \u00a0
\n\t\t\t\t\tmates based on growth and profit margin expectations based on past experience and in accordance with NNIT \u00a0
\n\t\t\t\t\tbusiness plans. From 2027 onwards, NNIT expects the growth rate to remain in line with the expected long- \u00a0
\n\t\t\t\t\tterm average growth rate for the industry. The uncertainty associated with these expectations is reflected in \u00a0
\n\t\t\t\t\tthe discount rate used. \u00a0
\n\t\t\t\t\tGoodwill has been tested for impairment at December 31, 2022. The tests did not result in any impairment of \u00a0
\n\t\t\t\t\tcarrying amounts. The key assumptions used are stated in the following: \u00a0
\n\t\t\t\t\tAnnual \u00a0
\n\t\t\t\t\tTerminal \u00a0
\n\t\t\t\t\trevenue Discount Discount \u00a0
\n\t\t\t\t\tperiod \u00a0
\n\t\t\t\t\tBusiness Carrying \u00a0
\n\t\t\t\t\tgrowth \u00a0
\n\t\t\t\t\trate \u00a0
\n\t\t\t\t\trate \u00a0
\n\t\t\t\t\tgrowth \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tCGU \u00a0
\n\t\t\t\t\tunit \u00a0
\n\t\t\t\t\tamount \u00a0
\n\t\t\t\t\trate \u00a0
\n\t\t\t\t\tpre-tax post-tax \u00a0
\n\t\t\t\t\trate \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tSCALES \u00a0
\n\t\t\t\t\tSCALES \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\t114 \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tValiance Partners \u00a0
\n\t\t\t\t\tValiance Partners \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t139 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t11.4% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tPrime4Services \u00a0
\n\t\t\t\t\tLS EU outside DK \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t77 \u00a0
\n\t\t\t\t\t8-13% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tex. Valiance \u00a0
\n\t\t\t\t\tHGP Group \u00a0
\n\t\t\t\t\tLS EU outside DK \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t66 \u00a0
\n\t\t\t\t\t8-13% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tex. Valiance \u00a0
\n\t\t\t\t\tExcellis \u00a0
\n\t\t\t\t\tExcellis \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t210 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t11.4% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tSL Controls \u00a0
\n\t\t\t\t\tSL Controls \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t10.3% \u00a0
\n\t\t\t\t\t9.0% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tSCALES \u00a0
\n\t\t\t\t\tSCALES \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\t114 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tValiance Partners \u00a0
\n\t\t\t\t\tValiance Partners \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t133 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t11.4% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tHGP Group \u00a0
\n\t\t\t\t\tLS EU outside DK \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t66 \u00a0
\n\t\t\t\t\t7-20% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tex. Valiance \u00a0
\n\t\t\t\t\tExcellis \u00a0
\n\t\t\t\t\tExcellis \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t198 \u00a0
\n\t\t\t\t\t10-15% \u00a0
\n\t\t\t\t\t11.4% \u00a0
\n\t\t\t\t\t9.0% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tSL Controls \u00a0
\n\t\t\t\t\tSL Controls \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t89 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t10.3% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
The expected growth in revenue is based on historical performance, expected development in the market in \u00a0
\n\t\t\t\t\twhich the entity operates and assumptions in terms of development in market share. The growth rates applied \u00a0
\n\t\t\t\t\tin the explicit forecast period converge from its current level experienced over the last few years to the long- \u00a0
\n\t\t\t\t\tterm growth level in the market where the entity operates. The growth rates used to extrapolate cash flow \u00a0
\n\t\t\t\t\tprojections beyond the explicit forecast period are not higher than the average expected long-term growth in \u00a0
\n\t\t\t\t\tthe markets in which the entities operate. \u00a0
\n\t\t\t\t\tA sensitivity analysis has not been carried out, as negative changes in the fundamental assumption that will \u00a0
\n\t\t\t\t\tresult in impairment of goodwill, are considered unlikely to become a reality. \u00a0
Lease assets \u00a0
\n\t\t\t\t\tIn February 2022 it was decided to optimize the use of the Soeborg headquater building enabling sublease of \u00a0
\n\t\t\t\t\tthe unused square meters. As this space should now be seen as a seperate right-of-use asset an impairment \u00a0
\n\t\t\t\t\ttest has been performed. Based on a value-in-use calculation, applying expected sublease rates, timing of \u00a0
\n\t\t\t\t\tsubleasing the full area, building preparation costs and a discounted impact, an impairment ofDKK 13 million \u00a0
\n\t\t\t\t\thas been recognized. \u00a0
Developed assets \u00a0
\n\t\t\t\t\tIn December 2021 it was decided to terminate the development of an application and terminate the program \u00a0
\n\t\t\t\t\tinitiated to
target customers. All costs related to the program was impaired and a total cost of DKK 29 million \u00a0
\n\t\t\t\t\thas been recognized, please refer to note 3.4 \u00a0
\n\t\t\t\t\tThe impairment loss for lease asset and developed assets are both included in special items, please refer to \u00a0
\n\t\t\t\t\tnote 2.5. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfImpairmentOfAssetsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2104": {
"value": "Discontinued operations \u00a0
\n\t\t\t\t\tThe announced divestment of infrastructure oper- \u00a0
\n\t\t\t\t\tations (Hybrid Cloud Solutions and selected parts \u00a0
\n\t\t\t\t\tof Cloud & Digital Solutions) on June 22, 2022, \u00a0
\n\t\t\t\t\thas been assessed in respect of IFRS 5 Discon- \u00a0
\n\t\t\t\t\ttinued operations, and it represents a significant \u00a0
\n\t\t\t\t\taccounting judgement. It has been concluded that \u00a0
\n\t\t\t\t\tbusiness qualify for disclosure as discontinuing \u00a0
\n\t\t\t\t\toperations as of end December 2022 as it is now \u00a0
\n\t\t\t\t\tavailable for immediate sale in the present condi- \u00a0
\n\t\t\t\t\ttion. \u00a0
\n\t\t\t\t\tThe changed assessment compared to previous \u00a0
\n\t\t\t\t\tperiods is due to the development in Client consent \u00a0
as well as the legal carveout and organizational \u00a0
\n\t\t\t\t\tsplit are now just awaiting formal approvals. Clas- \u00a0
\n\t\t\t\t\tsification of discontinued operations is subject to \u00a0
\n\t\t\t\t\taccounting estimates with regards to allocating \u00a0
\n\t\t\t\t\trevenue and costs. \u00a0
Other accounting policies \u00a0
\n\t\t\t\t\tContinuing and Discontinued operations \u00a0
\n\t\t\t\t\tSeparation of operations into continuing and \u00a0
\n\t\t\t\t\tdiscontinued operations is based on an identifica- \u00a0
\n\t\t\t\t\ttion of contracts and revenues, direct employees \u00a0
\n\t\t\t\t\tand costs as well as identification of time spend \u00a0
\n\t\t\t\t\tby employees in one category related to the other. \u00a0
\n\t\t\t\t\tShared costs are split based on allocation between \u00a0
\n\t\t\t\t\tthe two categories based on estimates future split. \u00a0
Assets classified as held for sale \u00a0
\n\t\t\t\t\tAssets classified as held for sale comprise assets \u00a0
\n\t\t\t\t\tand liabilities for which it is highly likely that the \u00a0
\n\t\t\t\t\tvalue will be recovered through a sale within 12 \u00a0
\n\t\t\t\t\tmonths rather than through continued use. Assets \u00a0
\n\t\t\t\t\tand liabilities classified as held for sale are meas- \u00a0
\n\t\t\t\t\tured at the lower of the carrying amount and fair \u00a0
\n\t\t\t\t\tvalue less cost to sell at the classification date as \u00a0
\u201cheld for sale\u201d. Assets held for sale are not depre- \u00a0
\n\t\t\t\t\tciated. Impairment losses arising on first classifi- \u00a0
\n\t\t\t\t\tcation as \u201cheld for sale\u201d and gains and losses from \u00a0
\n\t\t\t\t\tthe subsequent measurement is recognized in the \u00a0
\n\t\t\t\t\tincome statement under the items they concern. \u00a0
\n\t\t\t\t\tOn 22 June 2022 the Board of Directors announced \u00a0
\n\t\t\t\t\tits decision to divest its Hybrid Cloud Solutions busi- \u00a0
\n\t\t\t\t\tness unit as well as select parts of its Cloud & Digital \u00a0
\n\t\t\t\t\tSolutions business unit to funds advised by Agilitas \u00a0
\n\t\t\t\t\tPrivate Equity LLP. The associated assets and liabil- \u00a0
\n\t\t\t\t\tities have been evaluated at year end and found \u00a0
\n\t\t\t\t\teligible for the carve out and presented as held for \u00a0
\n\t\t\t\t\tsale in the 2022 financial statements. \u00a0
3.9 Discontinued
operations \u00a0
\n\t\t\t\t\tJune 22, 2022 it was announced that NNIT was divesting the infrastructure operations (Hybrid Cloud Solutions \u00a0
\n\t\t\t\t\tand selected parts of Cloud & Digital Solutions) and in December 2022 it qualified for recognition as Discontin- \u00a0
\n\t\t\t\t\tuing operations according to IFRS 5 which also has retrospective impact. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\t1,451 \u00a0
\n\t\t\t\t\t1,508 \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t1,244 \u00a0
\n\t\t\t\t\t1,213 \u00a0
\n\t\t\t\t\tGross profit \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\t295 \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\t71 \u00a0
\n\t\t\t\t\t71 \u00a0
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t65 \u00a0
\n\t\t\t\t\tOperating profit before special items \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t159 \u00a0
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tOperating profit/(loss) \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t159 \u00a0
\n\t\t\t\t\tFinancial income \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tFinancial expenses \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tProfit/(loss) before income taxes \u00a0
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\t159 \u00a0
\n\t\t\t\t\tIncome taxes \u00a0
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\tProfit/(loss) for the year of discontinuing operations \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\tEarnings per share \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t2.25 \u00a0
\n\t\t\t\t\t5.07 \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t2.24 \u00a0
\n\t\t\t\t\t5.04 \u00a0
\n\t\t\t\t\tCash Flows from discontinued operations \u00a0
\n\t\t\t\t\tCash flow from operating activities \u00a0
\n\t\t\t\t\t106 \u00a0
\n\t\t\t\t\t205 \u00a0
\n\t\t\t\t\tCash flow from investing activities \u00a0
\n\t\t\t\t\t(117) \u00a0
\n\t\t\t\t\t(92) \u00a0
\n\t\t\t\t\tCash flow from financing activities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tCash flow from discontinued operations \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t113 \u00a0
Assets held for sale \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tNote \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tIntangible assets \u00a0
\n\t\t\t\t\t86 \u00a0
\n\t\t\t\t\tTangible assets \u00a0
\n\t\t\t\t\t475 \u00a0
\n\t\t\t\t\tDeferred taxes \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\tDeposits \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\tTransition cost \u00a0
\n\t\t\t\t\t80 \u00a0
\n\t\t\t\t\tTrade receivables \u00a0
\n\t\t\t\t\t234 \u00a0
\n\t\t\t\t\tWork in progress \u00a0
\n\t\t\t\t\t82 \u00a0
\n\t\t\t\t\tPrepayments \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\tAssets classified as held for sale \u00a0
\n\t\t\t\t\t1,051 \u00a0
\n\t\t\t\t\tEmployee benefit obligations \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\tPrepayments received, transition cost \u00a0
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\tPrepayments received, work in progress \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\tEmployee costs payables \u00a0
\n\t\t\t\t\t85 \u00a0
\n\t\t\t\t\tTax payables \u00a0
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\tOther current liabilities \u00a0
\n\t\t\t\t\t15 \u00a0
\n\t\t\t\t\tLiabilities directly associated with assets classified as held for sale \u00a0
\n\t\t\t\t\t199 \u00a0
\n\t\t\t\t\tNet assets classified as held for sale \u00a0
\n\t\t\t\t\t852 \u00a0
\n\t\t\t\t\tAssets and liabilities directly associated with assets classified as held for sale solely relates to the discontiinued \u00a0
\n\t\t\t\t\toperations in relation to Hybrid Cloud Solutions and selected parts of Cloud & Digital Solutions. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfDiscontinuedOperationsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2111": {
"value": "Discontinued operations \u00a0
\n\t\t\t\t\tThe announced divestment of infrastructure oper- \u00a0
\n\t\t\t\t\tations (Hybrid Cloud Solutions and selected parts \u00a0
\n\t\t\t\t\tof Cloud & Digital Solutions) on June 22, 2022, \u00a0
\n\t\t\t\t\thas been assessed in respect of IFRS 5 Discon- \u00a0
\n\t\t\t\t\ttinued operations, and it represents a significant \u00a0
\n\t\t\t\t\taccounting judgement. It has been concluded that \u00a0
\n\t\t\t\t\tbusiness qualify for disclosure as discontinuing \u00a0
\n\t\t\t\t\toperations as of end December 2022 as it is now \u00a0
\n\t\t\t\t\tavailable for immediate sale in the present condi- \u00a0
\n\t\t\t\t\ttion. \u00a0
\n\t\t\t\t\tThe changed assessment compared to previous \u00a0
\n\t\t\t\t\tperiods is due to the development in Client consent \u00a0
as well as the legal carveout and organizational \u00a0
\n\t\t\t\t\tsplit are now just awaiting formal approvals. Clas- \u00a0
\n\t\t\t\t\tsification of discontinued operations is subject to \u00a0
\n\t\t\t\t\taccounting estimates with regards to allocating \u00a0
\n\t\t\t\t\trevenue and costs. \u00a0
Assets classified as held for sale \u00a0
\n\t\t\t\t\tAssets classified as held for sale comprise assets \u00a0
\n\t\t\t\t\tand liabilities for which it is highly likely that the \u00a0
\n\t\t\t\t\tvalue will be recovered through a sale within 12 \u00a0
\n\t\t\t\t\tmonths rather than through continued use. Assets \u00a0
\n\t\t\t\t\tand liabilities classified as held for sale are meas- \u00a0
\n\t\t\t\t\tured at the lower of the carrying amount and fair \u00a0
\n\t\t\t\t\tvalue less cost to sell at the classification date as \u00a0
\u201cheld for sale\u201d. Assets held for sale are not depre- \u00a0
\n\t\t\t\t\tciated. Impairment losses arising on first classifi- \u00a0
\n\t\t\t\t\tcation as \u201cheld for sale\u201d and gains and losses from \u00a0
\n\t\t\t\t\tthe subsequent measurement is recognized in the \u00a0
\n\t\t\t\t\tincome statement under the items they concern. \u00a0
\n\t\t\t\t\tOn 22 June 2022 the Board of Directors announced \u00a0
\n\t\t\t\t\tits decision to divest its Hybrid Cloud Solutions busi- \u00a0
\n\t\t\t\t\tness unit as well as select parts of its Cloud & Digital \u00a0
\n\t\t\t\t\tSolutions business unit to funds advised by Agilitas \u00a0
\n\t\t\t\t\tPrivate Equity LLP. The associated assets and liabil- \u00a0
\n\t\t\t\t\tities have been evaluated at year end and found \u00a0
\n\t\t\t\t\teligible for the carve out and presented as held for \u00a0
\n\t\t\t\t\tsale in the 2022 financial statements. \u00a0
3.9 Discontinued
operations \u00a0
\n\t\t\t\t\tJune 22, 2022 it was announced that NNIT was divesting the infrastructure operations (Hybrid Cloud Solutions \u00a0
\n\t\t\t\t\tand selected parts of Cloud & Digital Solutions) and in December 2022 it qualified for recognition as Discontin- \u00a0
\n\t\t\t\t\tuing operations according to IFRS 5 which also has retrospective impact. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\t1,451 \u00a0
\n\t\t\t\t\t1,508 \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t1,244 \u00a0
\n\t\t\t\t\t1,213 \u00a0
\n\t\t\t\t\tGross profit \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\t295 \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\t71 \u00a0
\n\t\t\t\t\t71 \u00a0
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t65 \u00a0
\n\t\t\t\t\tOperating profit before special items \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t159 \u00a0
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tOperating profit/(loss) \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t159 \u00a0
\n\t\t\t\t\tFinancial income \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tFinancial expenses \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tProfit/(loss) before income taxes \u00a0
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\t159 \u00a0
\n\t\t\t\t\tIncome taxes \u00a0
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\tProfit/(loss) for the year of discontinuing operations \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\tEarnings per share \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t2.25 \u00a0
\n\t\t\t\t\t5.07 \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t2.24 \u00a0
\n\t\t\t\t\t5.04 \u00a0
\n\t\t\t\t\tCash Flows from discontinued operations \u00a0
\n\t\t\t\t\tCash flow from operating activities \u00a0
\n\t\t\t\t\t106 \u00a0
\n\t\t\t\t\t205 \u00a0
\n\t\t\t\t\tCash flow from investing activities \u00a0
\n\t\t\t\t\t(117) \u00a0
\n\t\t\t\t\t(92) \u00a0
\n\t\t\t\t\tCash flow from financing activities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tCash flow from discontinued operations \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t113 \u00a0
Assets held for sale \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tNote \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tIntangible assets \u00a0
\n\t\t\t\t\t86 \u00a0
\n\t\t\t\t\tTangible assets \u00a0
\n\t\t\t\t\t475 \u00a0
\n\t\t\t\t\tDeferred taxes \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\tDeposits \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\tTransition cost \u00a0
\n\t\t\t\t\t80 \u00a0
\n\t\t\t\t\tTrade receivables \u00a0
\n\t\t\t\t\t234 \u00a0
\n\t\t\t\t\tWork in progress \u00a0
\n\t\t\t\t\t82 \u00a0
\n\t\t\t\t\tPrepayments \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\tAssets classified as held for sale \u00a0
\n\t\t\t\t\t1,051 \u00a0
\n\t\t\t\t\tEmployee benefit obligations \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\tPrepayments received, transition cost \u00a0
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\tPrepayments received, work in progress \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\tEmployee costs payables \u00a0
\n\t\t\t\t\t85 \u00a0
\n\t\t\t\t\tTax payables \u00a0
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\tOther current liabilities \u00a0
\n\t\t\t\t\t15 \u00a0
\n\t\t\t\t\tLiabilities directly associated with assets classified as held for sale \u00a0
\n\t\t\t\t\t199 \u00a0
\n\t\t\t\t\tNet assets classified as held for sale \u00a0
\n\t\t\t\t\t852 \u00a0
\n\t\t\t\t\tAssets and liabilities directly associated with assets classified as held for sale solely relates to the discontiinued \u00a0
\n\t\t\t\t\toperations in relation to Hybrid Cloud Solutions and selected parts of Cloud & Digital Solutions. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfNoncurrentAssetsHeldForSaleAndDiscontinuedOperationsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2133": {
"value": "1.4 General
accounting policies \u00a0
\n\t\t\t\t\tPrinciples of consolidation \u00a0
\n\t\t\t\t\tThe consolidated financial statements include the \u00a0
\n\t\t\t\t\tfinancial statements of NNIT A/S (parent company)
\n\t\t\t\t\tand entities over which the Group has control. \u00a0
\n\t\t\t\t\tThe Group controls an entity when the Group is \u00a0
\n\t\t\t\t\texposed to, or has rights to, variable returns from \u00a0
\n\t\t\t\t\tits involve- ment with the entity and has the ability \u00a0
\n\t\t\t\t\tto affect those returns through its power over the \u00a0
\n\t\t\t\t\tentity. NNIT A/S and its subsidiaries are collectively \u00a0
\n\t\t\t\t\treferred to as the Group. \u00a0
\n\t\t\t\t\tThe consolidated financial statements are based on \u00a0
\n\t\t\t\t\tthe financial statements of the Parent Company and \u00a0
\n\t\t\t\t\tthe subsidiaries, and are prepared by combining \u00a0
\n\t\t\t\t\titems of a similar nature and eliminating intercom- \u00a0
\n\t\t\t\t\tpany transactions, shareholdings, balances and \u00a0
\n\t\t\t\t\tunrealized intercompany profits and losses. The \u00a0
\n\t\t\t\t\tconsolidated financial statements are based on \u00a0
\n\t\t\t\t\tfinancial statements of Group companies prepared \u00a0
\n\t\t\t\t\tin accordance with the Group\u2019s accounting policies. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfBasisOfConsolidationExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact1061": {
"value": "A/S",
"dimensions": {
"concept": "ifrs-full:LegalFormOfEntity",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2134": {
"value": "Other accounting policies \u00a0
\n\t\t\t\t\tContinuing and Discontinued operations \u00a0
\n\t\t\t\t\tSeparation of operations into continuing and \u00a0
\n\t\t\t\t\tdiscontinued operations is based on an identifica- \u00a0
\n\t\t\t\t\ttion of contracts and revenues, direct employees \u00a0
\n\t\t\t\t\tand costs as well as identification of time spend \u00a0
\n\t\t\t\t\tby employees in one category related to the other. \u00a0
\n\t\t\t\t\tShared costs are split based on allocation between \u00a0
\n\t\t\t\t\tthe two categories based on estimates future split. \u00a0
Assets classified as held for sale \u00a0
\n\t\t\t\t\tAssets classified as held for sale comprise assets \u00a0
\n\t\t\t\t\tand liabilities for which it is highly likely that the \u00a0
\n\t\t\t\t\tvalue will be recovered through a sale within 12 \u00a0
\n\t\t\t\t\tmonths rather than through continued use. Assets \u00a0
\n\t\t\t\t\tand liabilities classified as held for sale are meas- \u00a0
\n\t\t\t\t\tured at the lower of the carrying amount and fair \u00a0
\n\t\t\t\t\tvalue less cost to sell at the classification date as \u00a0
\u201cheld for sale\u201d. Assets held for sale are not depre- \u00a0
\n\t\t\t\t\tciated. Impairment losses arising on first classifi- \u00a0
\n\t\t\t\t\tcation as \u201cheld for sale\u201d and gains and losses from \u00a0
\n\t\t\t\t\tthe subsequent measurement is recognized in the \u00a0
\n\t\t\t\t\tincome statement under the items they concern. \u00a0
\n\t\t\t\t\tOn 22 June 2022 the Board of Directors announced \u00a0
\n\t\t\t\t\tits decision to divest its Hybrid Cloud Solutions busi- \u00a0
\n\t\t\t\t\tness unit as well as select parts of its Cloud & Digital \u00a0
\n\t\t\t\t\tSolutions business unit to funds advised by Agilitas \u00a0
\n\t\t\t\t\tPrivate Equity LLP. The associated assets and liabil- \u00a0
\n\t\t\t\t\tities have been evaluated at year end and found \u00a0
\n\t\t\t\t\teligible for the carve out and presented as held for \u00a0
\n\t\t\t\t\tsale in the 2022 financial statements. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForDiscontinuedOperationsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2153": {
"value": "Translation of foreign currency \u00a0
\n\t\t\t\t\tFunctional currency and presentation currency \u00a0
\n\t\t\t\t\tThe financial statement items for each of the \u00a0
\n\t\t\t\t\tGroup\u2019s entities are measured in the currency used \u00a0
\n\t\t\t\t\tin the economic environment in which the entity \u00a0
\n\t\t\t\t\toperates (functional currency). \u00a0
\n\t\t\t\t\tThe consolidated financial statements are \u00a0
\n\t\t\t\t\tpresented in Danish kroner (DKK). \u00a0
\n\t\t\t\t\tTransactions and balance sheet \u00a0
\n\t\t\t\t\tTransactions in foreign currencies within the year \u00a0
\n\t\t\t\t\tare translated into the functional currency at the \u00a0
\n\t\t\t\t\texchange rate at the transaction date. Receivables \u00a0
\n\t\t\t\t\tand liabilities in foreign currencies that have not \u00a0
\n\t\t\t\t\tbeen settled at the balance sheet date are trans- \u00a0
\n\t\t\t\t\tlated at the exchange rate at the balance sheet date. \u00a0
Realized and unrealized exchange rate adjustments \u00a0
\n\t\t\t\t\tare recognized in the income statement under \u00a0
\n\t\t\t\t\t\u201cfinancial income and expenses\u201d. \u00a0
\n\t\t\t\t\tCurrency translation for foreign operations in the \u00a0
\n\t\t\t\t\tfinancial statements of foreign subsidiaries' balance \u00a0
\n\t\t\t\t\tsheet items are translated to Danish kroner (DKK) \u00a0
\n\t\t\t\t\tat the exchange rate at the balance sheet date, and \u00a0
\n\t\t\t\t\tincome statement items are translated using the \u00a0
\n\t\t\t\t\taverage exchange rate. \u00a0
\n\t\t\t\t\tExchange differences arising from: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tthe translation of subsidiaries\u2019 net assets at the \u00a0
\n\t\t\t\t\tbeginning of the financial year at exchange rates \u00a0
\n\t\t\t\t\tat the balance sheet date and \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tthe translation of subsidiaries\u2019 income statements \u00a0
\n\t\t\t\t\tat exchange rates at the balance sheet date \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\texchange rate adjustments of loans, which are \u00a0
\n\t\t\t\t\tseen as part of the net investment in foreign \u00a0
\n\t\t\t\t\tsubsidiaries \u00a0
\n\t\t\t\t\tare recognized in \u2018exchange rate adjustments\u2019 in \u00a0
\n\t\t\t\t\tother comprehensive income and presented in a \u00a0
\n\t\t\t\t\tseparate reserve within equity. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForForeignCurrencyTranslationExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2155": {
"value": "Translation of foreign currency \u00a0
\n\t\t\t\t\tFunctional currency and presentation currency \u00a0
\n\t\t\t\t\tThe financial statement items for each of the \u00a0
\n\t\t\t\t\tGroup\u2019s entities are measured in the currency used \u00a0
\n\t\t\t\t\tin the economic environment in which the entity \u00a0
\n\t\t\t\t\toperates (functional currency). \u00a0
\n\t\t\t\t\tThe consolidated financial statements are \u00a0
\n\t\t\t\t\tpresented in Danish kroner (DKK). \u00a0
\n\t\t\t\t\tTransactions and balance sheet \u00a0
\n\t\t\t\t\tTransactions in foreign currencies within the year \u00a0
\n\t\t\t\t\tare translated into the functional currency at the \u00a0
\n\t\t\t\t\texchange rate at the transaction date. Receivables \u00a0
\n\t\t\t\t\tand liabilities in foreign currencies that have not \u00a0
\n\t\t\t\t\tbeen settled at the balance sheet date are trans- \u00a0
\n\t\t\t\t\tlated at the exchange rate at the balance sheet date. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForFunctionalCurrencyExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2156": {
"value": "Costs \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\tThe cost of goods sold comprises costs paid in \u00a0
\n\t\t\t\t\torder to generate revenue for the year, including \u00a0
\n\t\t\t\t\tamortization and depreciation, share-based \u00a0
\n\t\t\t\t\tcompensation and salaries. \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\tSales and marketing costs comprise costs in the \u00a0
\n\t\t\t\t\tform of salaries and share-based compensation for \u00a0
\n\t\t\t\t\tsales and marketing staff, advertising costs, and \u00a0
\n\t\t\t\t\tamortization and depreciation. \u00a0
Administrative expenses \u00a0
\n\t\t\t\t\tAdministrative expenses comprise costs in the \u00a0
\n\t\t\t\t\tform of share-based compensation and salaries for \u00a0
\n\t\t\t\t\tadministrative staff and amortization and depreci- \u00a0
\n\t\t\t\t\tation. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForExpensesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2158": {
"value": "Costs \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\tThe cost of goods sold comprises costs paid in \u00a0
\n\t\t\t\t\torder to generate revenue for the year, including \u00a0
\n\t\t\t\t\tamortization and depreciation, share-based \u00a0
\n\t\t\t\t\tcompensation and salaries. \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\tSales and marketing costs comprise costs in the \u00a0
\n\t\t\t\t\tform of salaries and share-based compensation for \u00a0
\n\t\t\t\t\tsales and marketing staff, advertising costs, and \u00a0
\n\t\t\t\t\tamortization and depreciation. \u00a0
Administrative expenses \u00a0
\n\t\t\t\t\tAdministrative expenses comprise costs in the \u00a0
\n\t\t\t\t\tform of share-based compensation and salaries for \u00a0
\n\t\t\t\t\tadministrative staff and amortization and depreci- \u00a0
\n\t\t\t\t\tation. \u00a0
2.3 Development costs \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCosts for development of new projects, not eligible for \u00a0
\n\t\t\t\t\trecognition in the balance sheet are charged immediately \u00a0
\n\t\t\t\t\tto the income statement: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t7
\n\t\t\t\t\tTotal development costs \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t7
Total development costs, discontinued operations \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal development costs, continuing operations \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t7
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfExpensesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2145": {
"value": "Segment reporting \u00a0
\n\t\t\t\t\tSegment performance is evaluated on the basis \u00a0
\n\t\t\t\t\tof the operating profit consistent with the consoli- \u00a0
\n\t\t\t\t\tdated financial statements. \u00a0
\n\t\t\t\t\tOperating segments are reported in a manner \u00a0
\n\t\t\t\t\tconsistent with the internal reporting provided to \u00a0
\n\t\t\t\t\tGroup Management and the Board of Directors. \u00a0
NNIT completed a major organizational change to \u00a0
\n\t\t\t\t\tcreate three distinct business units as disclosed in \u00a0
\n\t\t\t\t\tcompany announcement from April 29 2022: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLife Sciences Solutions (LSS) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCloud & Digital Solutions (CDS) \u00a0
\n\t\t\t\t\tNo operating segments have been aggregated to \u00a0
\n\t\t\t\t\tform the reported business segments. \u00a0
\n\t\t\t\t\tThere are no sales or other transactions between \u00a0
\n\t\t\t\t\tthe business segments. Costs have been split \u00a0
\n\t\t\t\t\tbetween the business segments according to a \u00a0
\n\t\t\t\t\tspecific allocation with the addition of a minor \u00a0
\n\t\t\t\t\tnumber of corporate overhead costs allocated \u00a0
\n\t\t\t\t\tsystematically between segments. Other operating \u00a0
\n\t\t\t\t\tincome has been allocated to the two segments \u00a0
\n\t\t\t\t\tbased on the same principle. \u00a0
\n\t\t\t\t\tFinancial income and expenses and income taxes \u00a0
\n\t\t\t\t\tare managed at Group level and are not allocated to \u00a0
\n\t\t\t\t\tbusiness segments. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForSegmentReportingExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2147": {
"value": "Segment reporting \u00a0
\n\t\t\t\t\tSegment performance is evaluated on the basis \u00a0
\n\t\t\t\t\tof the operating profit consistent with the consoli- \u00a0
\n\t\t\t\t\tdated financial statements. \u00a0
\n\t\t\t\t\tOperating segments are reported in a manner \u00a0
\n\t\t\t\t\tconsistent with the internal reporting provided to \u00a0
\n\t\t\t\t\tGroup Management and the Board of Directors. \u00a0
NNIT completed a major organizational change to \u00a0
\n\t\t\t\t\tcreate three distinct business units as disclosed in \u00a0
\n\t\t\t\t\tcompany announcement from April 29 2022: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLife Sciences Solutions (LSS) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCloud & Digital Solutions (CDS) \u00a0
\n\t\t\t\t\tNo operating segments have been aggregated to \u00a0
\n\t\t\t\t\tform the reported business segments. \u00a0
\n\t\t\t\t\tThere are no sales or other transactions between \u00a0
\n\t\t\t\t\tthe business segments. Costs have been split \u00a0
\n\t\t\t\t\tbetween the business segments according to a \u00a0
\n\t\t\t\t\tspecific allocation with the addition of a minor \u00a0
\n\t\t\t\t\tnumber of corporate overhead costs allocated \u00a0
\n\t\t\t\t\tsystematically between segments. Other operating \u00a0
\n\t\t\t\t\tincome has been allocated to the two segments \u00a0
\n\t\t\t\t\tbased on the same principle. \u00a0
\n\t\t\t\t\tFinancial income and expenses and income taxes \u00a0
\n\t\t\t\t\tare managed at Group level and are not allocated to \u00a0
\n\t\t\t\t\tbusiness segments. \u00a0
2.1 Segment
information \u00a0
\n\t\t\t\t\tNNIT completed a major organizational change to create three distinct business units as disclosed in company \u00a0
\n\t\t\t\t\tannouncement from April 29 2022: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLife Sciences Solutions (LSS) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCloud & Digital Solutions (CDS) \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tHybrid Cloud Solutions (HCS) \u00a0
\n\t\t\t\t\tIn June it was decided to divest the infrastructure operations and focus on our core strengths in the Life \u00a0
\n\t\t\t\t\tSciences Solutions and Cloud & Digital Solutions business units. \u00a0
\n\t\t\t\t\tDiscontinued operations covers the HCS business unit as well as the SAP Basis and Cloud Native Solutions \u00a0
\n\t\t\t\t\toperations of the CDS business unit NNIT continues to delivers services and solutions through two business \u00a0
\n\t\t\t\t\tunits, Life Sciences Solutions and Cloud & Digital Solutions (excluse SAP Basis and Cloud Native Solutions oper- \u00a0
\n\t\t\t\t\tations), each responsible for delivering a number of services to customers. \u00a0
\n\t\t\t\t\tThe Life Sciences Solutions business unit serves both international and Danish customers, with the main \u00a0
\n\t\t\t\t\tvolume international. The unit focuses on delivering industry specific solutions catering to specific parts of the \u00a0
\n\t\t\t\t\tlife Sciences value chain. \u00a0
\n\t\t\t\t\tThe Cloud & Digital Solutions unit serves both Danish and international customers, with the main volume in \u00a0
\n\t\t\t\t\tDenmark. The unit focuses on consulting, developing and delivering the best digital solutions, enabling busi- \u00a0
\n\t\t\t\t\tnesscritical applications in the cloud and taking full advantage of the growing Microsoft ecosystem coupled \u00a0
\n\t\t\t\t\twith core services within custom application development and management consulting. \u00a0
\n\t\t\t\t\tIt is the two above mentioned segments that are reportable segments to the chief operating decision makers \u00a0
\n\t\t\t\t\teach month. No reporting is made on assets. NNIT\u2019s chief operating decision makers are Executive Manage- \u00a0
\n\t\t\t\t\tment and the Board of Directors. \u00a0
\n\t\t\t\t\tAllocated to discontinued operations covers the SAP Basis and Cloud Native Solutions operations of the CDS \u00a0
\n\t\t\t\t\tbusiness unit combined with some unallocated costs relative to LSS and CDS in connection to the carveout \u00a0
\n\t\t\t\t\tprocess, and furthermore the Gross profit includes a reclassification between Production cost and SG&A. \u00a0
Allocated to \u00a0
\n\t\t\t\t\tdiscontinued \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\toperations \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\t873 \u00a0
\n\t\t\t\t\t853 \u00a0
\n\t\t\t\t\t(226) \u00a0
\n\t\t\t\t\t1,500 \u00a0
\n\t\t\t\t\tProduction cost \u00a0
\n\t\t\t\t\t715 \u00a0
\n\t\t\t\t\t716 \u00a0
\n\t\t\t\t\t(82) \u00a0
\n\t\t\t\t\t1,349 \u00a0
\n\t\t\t\t\tGross profit \u00a0
\n\t\t\t\t\t158 \u00a0
\n\t\t\t\t\t137 \u00a0
\n\t\t\t\t\t(144) \u00a0
\n\t\t\t\t\t151 \u00a0
\n\t\t\t\t\tGross profit Margin \u00a0
\n\t\t\t\t\t18% \u00a0
\n\t\t\t\t\t16% \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tOperating profit before special items 1 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\t(78) \u00a0
\n\t\t\t\t\t(7) \u00a0
Allocated to \u00a0
\n\t\t\t\t\tdiscontinued \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\toperations \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tRevenue \u00a0
\n\t\t\t\t\t729 \u00a0
\n\t\t\t\t\t848 \u00a0
\n\t\t\t\t\t(208) \u00a0
\n\t\t\t\t\t1,369 \u00a0
\n\t\t\t\t\tProduction cost \u00a0
\n\t\t\t\t\t542 \u00a0
\n\t\t\t\t\t725 \u00a0
\n\t\t\t\t\t(25) \u00a0
\n\t\t\t\t\t1,242 \u00a0
\n\t\t\t\t\tGross profit \u00a0
\n\t\t\t\t\t187 \u00a0
\n\t\t\t\t\t123 \u00a0
\n\t\t\t\t\t(183) \u00a0
\n\t\t\t\t\t127 \u00a0
\n\t\t\t\t\tGross profit Margin \u00a0
\n\t\t\t\t\t26% \u00a0
\n\t\t\t\t\t15% \u00a0
\n\t\t\t\t\t9% \u00a0
\n\t\t\t\t\tOperating profit before special items 1 \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\t(121) \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\t1\ua880When deducting speciel items and net financials consolidated profit before income taxes is obtained. \u00a0
The Danish operations generated 40% of the revenue in the year ended December 31, 2022 (2021: 42%) and \u00a0
\n\t\t\t\t\tthe United States of America 26% 2022 (2021:28%) based on the location of the customer. \u00a0
\n\t\t\t\t\t100% of tangible assets are placed in Denmark (2021:99.0%). For intangible assets 56% are placed in Denmark \u00a0
\n\t\t\t\t\tand 44% in the US for both 2022 and 2021. \u00a0
\n\t\t\t\t\tThe Novo Nordisk Group generated 9% of the continuing operations revenue in the year ended December 31, \u00a0
\n\t\t\t\t\t2022 (2021:12%) \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfEntitysReportableSegmentsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2137": {
"value": "Acquisition of subsidiaries \u00a0
\n\t\t\t\t\tOn acquisition of subsidiaries, the acquisition \u00a0
\n\t\t\t\t\tmethod is applied, and identifiable assets and liabil- \u00a0
\n\t\t\t\t\tities are recognized and generally measured at fair \u00a0
\n\t\t\t\t\tvalue at the date control was achieved. \u00a0
Identifiable intangible assets are recognized if they \u00a0
\n\t\t\t\t\tcan be separated, and the fair value can be reliably \u00a0
\n\t\t\t\t\tmeasured. Deferred tax on revaluations is recog- \u00a0
\n\t\t\t\t\tnized. \u00a0
\n\t\t\t\t\tAny positive differences between fair value of \u00a0
\n\t\t\t\t\tconsideration transferred and fair value of net \u00a0
\n\t\t\t\t\tassets acquired on acquisition of subsidiaries are \u00a0
\n\t\t\t\t\trecognized as goodwill. Consideration transferred \u00a0
\n\t\t\t\t\tconsists of shares, contingent consideration as well \u00a0
\n\t\t\t\t\tas cash and cash equivalents. \u00a0
\n\t\t\t\t\tGoodwill is not amortized but is tested annually for \u00a0
\n\t\t\t\t\timpairment. \u00a0
\n\t\t\t\t\tTransactions costs are recognized as operating \u00a0
\n\t\t\t\t\tcosts as they have incurred. \u00a0
\n\t\t\t\t\tIf the initial accounting for business combination \u00a0
\n\t\t\t\t\tcan be determined only preliminary by the end of \u00a0
\n\t\t\t\t\tthe period in which the combination is affected, \u00a0
\n\t\t\t\t\tadjustments made to the provisional fair value of \u00a0
\n\t\t\t\t\tacquired net assets or cost of the acquisition within \u00a0
\n\t\t\t\t\t12 months of the acquisition date are adjusted to \u00a0
\n\t\t\t\t\tthe initial goodwill. \u00a0
\n\t\t\t\t\tAcquired entities are recognized in the consoli- \u00a0
\n\t\t\t\t\tdated financial statements at the date control was \u00a0
\n\t\t\t\t\tachieved. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForBusinessCombinationsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2139": {
"value": "Acquisition of subsidiaries \u00a0
\n\t\t\t\t\tOn acquisition of subsidiaries, the acquisition \u00a0
\n\t\t\t\t\tmethod is applied, and identifiable assets and liabil- \u00a0
\n\t\t\t\t\tities are recognized and generally measured at fair \u00a0
\n\t\t\t\t\tvalue at the date control was achieved. \u00a0
Identifiable intangible assets are recognized if they \u00a0
\n\t\t\t\t\tcan be separated, and the fair value can be reliably \u00a0
\n\t\t\t\t\tmeasured. Deferred tax on revaluations is recog- \u00a0
\n\t\t\t\t\tnized. \u00a0
\n\t\t\t\t\tAny positive differences between fair value of \u00a0
\n\t\t\t\t\tconsideration transferred and fair value of net \u00a0
\n\t\t\t\t\tassets acquired on acquisition of subsidiaries are \u00a0
\n\t\t\t\t\trecognized as goodwill. Consideration transferred \u00a0
\n\t\t\t\t\tconsists of shares, contingent consideration as well \u00a0
\n\t\t\t\t\tas cash and cash equivalents. \u00a0
\n\t\t\t\t\tGoodwill is not amortized but is tested annually for \u00a0
\n\t\t\t\t\timpairment. \u00a0
\n\t\t\t\t\tTransactions costs are recognized as operating \u00a0
\n\t\t\t\t\tcosts as they have incurred. \u00a0
\n\t\t\t\t\tIf the initial accounting for business combination \u00a0
\n\t\t\t\t\tcan be determined only preliminary by the end of \u00a0
\n\t\t\t\t\tthe period in which the combination is affected, \u00a0
\n\t\t\t\t\tadjustments made to the provisional fair value of \u00a0
\n\t\t\t\t\tacquired net assets or cost of the acquisition within \u00a0
\n\t\t\t\t\t12 months of the acquisition date are adjusted to \u00a0
\n\t\t\t\t\tthe initial goodwill. \u00a0
\n\t\t\t\t\tAcquired entities are recognized in the consoli- \u00a0
\n\t\t\t\t\tdated financial statements at the date control was \u00a0
\n\t\t\t\t\tachieved. \u00a0
5.5 Acquisition of subsidiaries \u00a0
\n\t\t\t\t\tThe fair value of net assets acquired and goodwill at the date of acquisition is summarized below: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAcquisition cost \u00a0
\n\t\t\t\t\tCash paid \u00a0
\n\t\t\t\t\t81 \u00a0
\n\t\t\t\t\t92 \u00a0
\n\t\t\t\t\tDeferred consideration \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal acquisition cost \u00a0
\n\t\t\t\t\t87 \u00a0
\n\t\t\t\t\t92 \u00a0
\n\t\t\t\t\tFair value of net assets acquired \u00a0
\n\t\t\t\t\tIntangible assets \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tOther non-current assets \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\tTrade receivables and work in progress 1 \u00a0
\n\t\t\t\t\t16 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tTax receivable \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\tCash and cash equivalents \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\tLoan from NNIT A/S \u00a0
\n\t\t\t\t\t(9) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tNon-current liabilities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(10) \u00a0
\n\t\t\t\t\tEmployee costs payable \u00a0
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\tOther current liabilities \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t(9) \u00a0
\n\t\t\t\t\tNet assets acquired \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\t77 \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\tAcquisition cost \u00a0
\n\t\t\t\t\t87 \u00a0
\n\t\t\t\t\t92 \u00a0
\n\t\t\t\t\tOf which cash and cash equivalents \u00a0
\n\t\t\t\t\t(13) \u00a0
\n\t\t\t\t\t(13) \u00a0
\n\t\t\t\t\tDeferred consideration \u00a0
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tPaid acquisition cost, net \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t79 \u00a0
\n\t\t\t\t\t1\ua880All\ua881contractual\ua881receivables\ua881are\ua881expected\ua881to\ua881be\ua881collected. \u00a0
Restatement of earn out \u00a0
\n\t\t\t\t\tReferring to company announcement 4/2023, NNIT has isseud a restatement for 2021, following the Danish \u00a0
\n\t\t\t\t\tBusiness Authority\u00b4s final descition on NNIT\u00b4s accounting policies of earn out payments related to acqusitions. \u00a0
\n\t\t\t\t\tAcquisitions during 2022 \u00a0
\n\t\t\t\t\tOn March 11, 2022, NNIT acquired full ownership and control of Prime4Service (P4S), a company operating \u00a0
\n\t\t\t\t\tsolely within the Life Science industry. \u00a0
\n\t\t\t\t\tThe acquisition of P4S will strengthen NNIT\u2019s solutions and drive the potential for making NNIT one of the \u00a0
\n\t\t\t\t\tlargest manufacturing execution system (MES) implementation service partners in EU within life sciences. \u00a0
\n\t\t\t\t\tGoodwill relates to expected synergies regarding additional revenue in NNIT and knowhow accumulated by the \u00a0
\n\t\t\t\t\tworkforce in P4S. \u00a0
\n\t\t\t\t\tTransaction cost of DKK 4 million has been recognized in special items. \u00a0
\n\t\t\t\t\tThere have been no changes to the carrying amount of the contingent consideration since the date of the \u00a0
\n\t\t\t\t\tacquisition. \u00a0
\n\t\t\t\t\tEarnings impact \u00a0
\n\t\t\t\t\tRevenue and EBITDA comprise DKK 55 million and DKK 17 million, respectively, reported by P4S since the date \u00a0
\n\t\t\t\t\tof acquisition March 2022. \u00a0
\n\t\t\t\t\tOn a pro forma basis, if the acquisition had been effective from January 1, 2022 P4S would have contributed \u00a0
\n\t\t\t\t\tDKK 65 million to revenue and DKK 20 million to EBITDA. \u00a0
\n\t\t\t\t\tAcquisitions during 2021 \u00a0
\n\t\t\t\t\tOn July 5, 2021, NNIT acquired full ownership and control of SL Controls (SLC), a company focusing on Life \u00a0
\n\t\t\t\t\tSciences manufacturing.. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfBusinessCombinationsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2143": {
"value": "Acquisition of subsidiaries \u00a0
\n\t\t\t\t\tOn acquisition of subsidiaries, the acquisition \u00a0
\n\t\t\t\t\tmethod is applied, and identifiable assets and liabil- \u00a0
\n\t\t\t\t\tities are recognized and generally measured at fair \u00a0
\n\t\t\t\t\tvalue at the date control was achieved. \u00a0
Identifiable intangible assets are recognized if they \u00a0
\n\t\t\t\t\tcan be separated, and the fair value can be reliably \u00a0
\n\t\t\t\t\tmeasured. Deferred tax on revaluations is recog- \u00a0
\n\t\t\t\t\tnized. \u00a0
\n\t\t\t\t\tAny positive differences between fair value of \u00a0
\n\t\t\t\t\tconsideration transferred and fair value of net \u00a0
\n\t\t\t\t\tassets acquired on acquisition of subsidiaries are \u00a0
\n\t\t\t\t\trecognized as goodwill. Consideration transferred \u00a0
\n\t\t\t\t\tconsists of shares, contingent consideration as well \u00a0
\n\t\t\t\t\tas cash and cash equivalents. \u00a0
\n\t\t\t\t\tGoodwill is not amortized but is tested annually for \u00a0
\n\t\t\t\t\timpairment. \u00a0
\n\t\t\t\t\tTransactions costs are recognized as operating \u00a0
\n\t\t\t\t\tcosts as they have incurred. \u00a0
\n\t\t\t\t\tIf the initial accounting for business combination \u00a0
\n\t\t\t\t\tcan be determined only preliminary by the end of \u00a0
\n\t\t\t\t\tthe period in which the combination is affected, \u00a0
\n\t\t\t\t\tadjustments made to the provisional fair value of \u00a0
\n\t\t\t\t\tacquired net assets or cost of the acquisition within \u00a0
\n\t\t\t\t\t12 months of the acquisition date are adjusted to \u00a0
\n\t\t\t\t\tthe initial goodwill. \u00a0
\n\t\t\t\t\tAcquired entities are recognized in the consoli- \u00a0
\n\t\t\t\t\tdated financial statements at the date control was \u00a0
\n\t\t\t\t\tachieved. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForBusinessCombinationsAndGoodwillExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2182": {
"value": "Intangible assets \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tGoodwill arising from business combinations \u00a0
\n\t\t\t\t\tis recognized and measured as the difference \u00a0
\n\t\t\t\t\tbetween the total of the fair value of the considera- \u00a0
\n\t\t\t\t\ttion transferred compared to the fair value of identi- \u00a0
\n\t\t\t\t\tfiable net assets on the date of acquisition. \u00a0
\n\t\t\t\t\tGoodwill is not amortized, but the carrying amount \u00a0
\n\t\t\t\t\tis tested at relevant cash generating unit level \u00a0
\n\t\t\t\t\t(CGU-level) for impairment once a year. \u00a0
\n\t\t\t\t\tGoodwill is written down to its recoverable amount \u00a0
\n\t\t\t\t\tthrough the income statement if lower than the \u00a0
\n\t\t\t\t\tcarrying amount. \u00a0
\n\t\t\t\t\tThe recoverable amount is determined as the \u00a0
\n\t\t\t\t\tpresent value of the discounted future net cash \u00a0
\n\t\t\t\t\tflow from the activities goodwill relates to. In calcu- \u00a0
\n\t\t\t\t\tlating the present value, discount rates are applied \u00a0
\n\t\t\t\t\treflecting the riskfree interest rate with the addition \u00a0
\n\t\t\t\t\tof risks relating to the individual CGU. \u00a0
IT development projects \u00a0
\n\t\t\t\t\tIT development projects are clearly specified and \u00a0
\n\t\t\t\t\tidentifiable projects under development for internal \u00a0
\n\t\t\t\t\tand external use for which the technical feasibility \u00a0
\n\t\t\t\t\tof completing the development project has been \u00a0
\n\t\t\t\t\tdemonstrated and resources are available within \u00a0
\n\t\t\t\t\tNNIT. \u00a0
\n\t\t\t\t\tAny development projects that do not meet the \u00a0
\n\t\t\t\t\tcriteria for capitalization in the balance sheet are \u00a0
\n\t\t\t\t\trecognized as costs. \u00a0
\n\t\t\t\t\tDevelopment costs meeting the criteria for capital- \u00a0
\n\t\t\t\t\tiztion are measured at cost less accumulated amor- \u00a0
\n\t\t\t\t\ttization and any impairment losses. Development \u00a0
costs include salaries, amortization and deprecia- \u00a0
\n\t\t\t\t\ttion and other costs that can be directly attributed \u00a0
\n\t\t\t\t\tto NNIT development activities. \u00a0
\n\t\t\t\t\tDevelopment costs recognized in the balance sheet \u00a0
\n\t\t\t\t\tare amortized from completion of the development \u00a0
\n\t\t\t\t\tusing the straight-line method, over the period the \u00a0
\n\t\t\t\t\tasset is expected to generate economic benefits. \u00a0
\n\t\t\t\t\tStraight-line amortization over the expected useful \u00a0
\n\t\t\t\t\tlife of the asset: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT projects: 5-10 years \u00a0
\n\t\t\t\t\tIntangible assets that are in use and subject to \u00a0
\n\t\t\t\t\tamortization are tested for impairment whenever \u00a0
\n\t\t\t\t\tevents or changes in circumstances indicate that the \u00a0
\n\t\t\t\t\tcarrying amount may not be recoverable. Factors \u00a0
\n\t\t\t\t\tthat could trigger an impairment test include \u00a0
\n\t\t\t\t\tchanges in the economic lifes of similar assets or \u00a0
\n\t\t\t\t\tthe relationship with other intangible assets or \u00a0
\n\t\t\t\t\ttangible assets. \u00a0
\n\t\t\t\t\tIntangible assets under construction are tested for \u00a0
\n\t\t\t\t\timpairment once a year. \u00a0
\n\t\t\t\t\tIf the carrying amount of intangible assets exceeds \u00a0
\n\t\t\t\t\tthe recoverable amount based upon the above indi- \u00a0
\n\t\t\t\t\tcators of impairment, any impairment loss is meas- \u00a0
\n\t\t\t\t\tured based on discounted future cash flows. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForIntangibleAssetsAndGoodwillExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2185": {
"value": "Intangible assets \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tGoodwill arising from business combinations \u00a0
\n\t\t\t\t\tis recognized and measured as the difference \u00a0
\n\t\t\t\t\tbetween the total of the fair value of the considera- \u00a0
\n\t\t\t\t\ttion transferred compared to the fair value of identi- \u00a0
\n\t\t\t\t\tfiable net assets on the date of acquisition. \u00a0
\n\t\t\t\t\tGoodwill is not amortized, but the carrying amount \u00a0
\n\t\t\t\t\tis tested at relevant cash generating unit level \u00a0
\n\t\t\t\t\t(CGU-level) for impairment once a year. \u00a0
\n\t\t\t\t\tGoodwill is written down to its recoverable amount \u00a0
\n\t\t\t\t\tthrough the income statement if lower than the \u00a0
\n\t\t\t\t\tcarrying amount. \u00a0
\n\t\t\t\t\tThe recoverable amount is determined as the \u00a0
\n\t\t\t\t\tpresent value of the discounted future net cash \u00a0
\n\t\t\t\t\tflow from the activities goodwill relates to. In calcu- \u00a0
\n\t\t\t\t\tlating the present value, discount rates are applied \u00a0
\n\t\t\t\t\treflecting the riskfree interest rate with the addition \u00a0
\n\t\t\t\t\tof risks relating to the individual CGU. \u00a0
IT development projects \u00a0
\n\t\t\t\t\tIT development projects are clearly specified and \u00a0
\n\t\t\t\t\tidentifiable projects under development for internal \u00a0
\n\t\t\t\t\tand external use for which the technical feasibility \u00a0
\n\t\t\t\t\tof completing the development project has been \u00a0
\n\t\t\t\t\tdemonstrated and resources are available within \u00a0
\n\t\t\t\t\tNNIT. \u00a0
\n\t\t\t\t\tAny development projects that do not meet the \u00a0
\n\t\t\t\t\tcriteria for capitalization in the balance sheet are \u00a0
\n\t\t\t\t\trecognized as costs. \u00a0
\n\t\t\t\t\tDevelopment costs meeting the criteria for capital- \u00a0
\n\t\t\t\t\tiztion are measured at cost less accumulated amor- \u00a0
\n\t\t\t\t\ttization and any impairment losses. Development \u00a0
costs include salaries, amortization and deprecia- \u00a0
\n\t\t\t\t\ttion and other costs that can be directly attributed \u00a0
\n\t\t\t\t\tto NNIT development activities. \u00a0
\n\t\t\t\t\tDevelopment costs recognized in the balance sheet \u00a0
\n\t\t\t\t\tare amortized from completion of the development \u00a0
\n\t\t\t\t\tusing the straight-line method, over the period the \u00a0
\n\t\t\t\t\tasset is expected to generate economic benefits. \u00a0
\n\t\t\t\t\tStraight-line amortization over the expected useful \u00a0
\n\t\t\t\t\tlife of the asset: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT projects: 5-10 years \u00a0
\n\t\t\t\t\tIntangible assets that are in use and subject to \u00a0
\n\t\t\t\t\tamortization are tested for impairment whenever \u00a0
\n\t\t\t\t\tevents or changes in circumstances indicate that the \u00a0
\n\t\t\t\t\tcarrying amount may not be recoverable. Factors \u00a0
\n\t\t\t\t\tthat could trigger an impairment test include \u00a0
\n\t\t\t\t\tchanges in the economic lifes of similar assets or \u00a0
\n\t\t\t\t\tthe relationship with other intangible assets or \u00a0
\n\t\t\t\t\ttangible assets. \u00a0
\n\t\t\t\t\tIntangible assets under construction are tested for \u00a0
\n\t\t\t\t\timpairment once a year. \u00a0
\n\t\t\t\t\tIf the carrying amount of intangible assets exceeds \u00a0
\n\t\t\t\t\tthe recoverable amount based upon the above indi- \u00a0
\n\t\t\t\t\tcators of impairment, any impairment loss is meas- \u00a0
\n\t\t\t\t\tured based on discounted future cash flows. \u00a0
asset or recognized as a separate asset, where \u00a0
\n\t\t\t\t\tthere are likely future economic benefits for the \u00a0
\n\t\t\t\t\tGroup and the value of the asset can be reliably \u00a0
\n\t\t\t\t\tmeasured. \u00a0
\n\t\t\t\t\tThe depreciable amount of the assets is depreciated \u00a0
\n\t\t\t\t\ton a straight-line basis over the following estimated \u00a0
\n\t\t\t\t\tuseful life periods: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tOther equipment: 3-10 years \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLeasehold improvements: 5-10 years \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tBuildings: 10-50 years \u00a0
\n\t\t\t\t\tMajor components of buildings which are expected \u00a0
\n\t\t\t\t\tto be replaced with regular intervals during the life \u00a0
\n\t\t\t\t\tof the building are treated as separated compo- \u00a0
\n\t\t\t\t\tnents of the building and are depreciated over the \u00a0
\n\t\t\t\t\tperiod until expected replacement. \u00a0
\n\t\t\t\t\tAsset residual values and useful life's are assessed \u00a0
\n\t\t\t\t\tand, where required, adjusted on each balance \u00a0
\n\t\t\t\t\tsheet date. \u00a0
\n\t\t\t\t\tTangible assets are tested for impairment if \u00a0
\n\t\t\t\t\tthere are indications of impairment. The carrying \u00a0
\n\t\t\t\t\tamount of an asset is written down to its recover- \u00a0
\n\t\t\t\t\table amount if the carrying amount exceeds the \u00a0
\n\t\t\t\t\testimated recoverable amount. The recoverable \u00a0
\n\t\t\t\t\tamount for the asset is determined as the higher \u00a0
\n\t\t\t\t\tof fair value less costs to sell and net present value \u00a0
\n\t\t\t\t\tof future net cash flows from continued use. If the \u00a0
\n\t\t\t\t\trecoverable amount of an individual asset cannot \u00a0
\n\t\t\t\t\tbe determined, value in use is determined for the \u00a0
\n\t\t\t\t\tsmallest group of assets for which it is possible to \u00a0
\n\t\t\t\t\tdetermine a recoverable amount. Impairment losses \u00a0
\n\t\t\t\t\tare recognized in the income statement under the \u00a0
\n\t\t\t\t\trelevant functional areas. \u00a0
\n\t\t\t\t\tDepreciation and gains or losses from disposal of \u00a0
\n\t\t\t\t\ttangible assets are recognized in the income state- \u00a0
ment under cost of goods sold, sale and marketing \u00a0
\n\t\t\t\t\tcosts and administrative expenses respectively. \u00a0
3.1 Intangible
assets \u00a0
\n\t\t\t\t\tOther \u00a0
\n\t\t\t\t\tIT \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tintangible \u00a0
\n\t\t\t\t\tdevelopment \u00a0
\n\t\t\t\t\tprojects under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tprojects \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tCosts at the beginning of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t164 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t828 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t78 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t101 \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t24 \u00a0
\n\t\t\t\t\t(24) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(125) \u00a0
\n\t\t\t\t\t(20) \u00a0
\n\t\t\t\t\t(145) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t696 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t67 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t802 \u00a0
\n\t\t\t\t\tAmortization and impairment loss at the beginning of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t29 \u00a0
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tAmortization and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t59 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t96 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t696 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t8
\n\t\t\t\t\t2
\n\t\t\t\t\t706 \u00a0
\n\t\t\t\t\tAmortization period \u00a0
\n\t\t\t\t\t2-5 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\tIT 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 \u00a0
\n\t\t\t\t\tand developed applications for customer services. \u00a0
\n\t\t\t\t\tIT development projects under construction consists of both internal IT-systems and developed applications for customer services. \u00a0
Other \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tintangible \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tprojects under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tprojects \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCost at the beginning of the year \u00a0
\n\t\t\t\t\t487 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t95 \u00a0
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t677 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t7
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t(62) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t164 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t828 \u00a0
\n\t\t\t\t\tAmortization and impairment losses at the beginning of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t31 \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t99 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tAmortization and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t74 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\tAmortization period \u00a0
\n\t\t\t\t\t2-5 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\tIT 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 \u00a0
\n\t\t\t\t\tand developed applications for customer services. \u00a0
\n\t\t\t\t\tIT development projects under construction consists of both internal IT-systems and developed applications for customer services. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfIntangibleAssetsAndGoodwillExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2192": {
"value": "Intangible assets \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tGoodwill arising from business combinations \u00a0
\n\t\t\t\t\tis recognized and measured as the difference \u00a0
\n\t\t\t\t\tbetween the total of the fair value of the considera- \u00a0
\n\t\t\t\t\ttion transferred compared to the fair value of identi- \u00a0
\n\t\t\t\t\tfiable net assets on the date of acquisition. \u00a0
\n\t\t\t\t\tGoodwill is not amortized, but the carrying amount \u00a0
\n\t\t\t\t\tis tested at relevant cash generating unit level \u00a0
\n\t\t\t\t\t(CGU-level) for impairment once a year. \u00a0
\n\t\t\t\t\tGoodwill is written down to its recoverable amount \u00a0
\n\t\t\t\t\tthrough the income statement if lower than the \u00a0
\n\t\t\t\t\tcarrying amount. \u00a0
\n\t\t\t\t\tThe recoverable amount is determined as the \u00a0
\n\t\t\t\t\tpresent value of the discounted future net cash \u00a0
\n\t\t\t\t\tflow from the activities goodwill relates to. In calcu- \u00a0
\n\t\t\t\t\tlating the present value, discount rates are applied \u00a0
\n\t\t\t\t\treflecting the riskfree interest rate with the addition \u00a0
\n\t\t\t\t\tof risks relating to the individual CGU. \u00a0
IT development projects \u00a0
\n\t\t\t\t\tIT development projects are clearly specified and \u00a0
\n\t\t\t\t\tidentifiable projects under development for internal \u00a0
\n\t\t\t\t\tand external use for which the technical feasibility \u00a0
\n\t\t\t\t\tof completing the development project has been \u00a0
\n\t\t\t\t\tdemonstrated and resources are available within \u00a0
\n\t\t\t\t\tNNIT. \u00a0
\n\t\t\t\t\tAny development projects that do not meet the \u00a0
\n\t\t\t\t\tcriteria for capitalization in the balance sheet are \u00a0
\n\t\t\t\t\trecognized as costs. \u00a0
\n\t\t\t\t\tDevelopment costs meeting the criteria for capital- \u00a0
\n\t\t\t\t\tiztion are measured at cost less accumulated amor- \u00a0
\n\t\t\t\t\ttization and any impairment losses. Development \u00a0
costs include salaries, amortization and deprecia- \u00a0
\n\t\t\t\t\ttion and other costs that can be directly attributed \u00a0
\n\t\t\t\t\tto NNIT development activities. \u00a0
\n\t\t\t\t\tDevelopment costs recognized in the balance sheet \u00a0
\n\t\t\t\t\tare amortized from completion of the development \u00a0
\n\t\t\t\t\tusing the straight-line method, over the period the \u00a0
\n\t\t\t\t\tasset is expected to generate economic benefits. \u00a0
\n\t\t\t\t\tStraight-line amortization over the expected useful \u00a0
\n\t\t\t\t\tlife of the asset: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT projects: 5-10 years \u00a0
\n\t\t\t\t\tIntangible assets that are in use and subject to \u00a0
\n\t\t\t\t\tamortization are tested for impairment whenever \u00a0
\n\t\t\t\t\tevents or changes in circumstances indicate that the \u00a0
\n\t\t\t\t\tcarrying amount may not be recoverable. Factors \u00a0
\n\t\t\t\t\tthat could trigger an impairment test include \u00a0
\n\t\t\t\t\tchanges in the economic lifes of similar assets or \u00a0
\n\t\t\t\t\tthe relationship with other intangible assets or \u00a0
\n\t\t\t\t\ttangible assets. \u00a0
\n\t\t\t\t\tIntangible assets under construction are tested for \u00a0
\n\t\t\t\t\timpairment once a year. \u00a0
\n\t\t\t\t\tIf the carrying amount of intangible assets exceeds \u00a0
\n\t\t\t\t\tthe recoverable amount based upon the above indi- \u00a0
\n\t\t\t\t\tcators of impairment, any impairment loss is meas- \u00a0
\n\t\t\t\t\tured based on discounted future cash flows. \u00a0
3.1 Intangible
assets \u00a0
\n\t\t\t\t\tOther \u00a0
\n\t\t\t\t\tIT \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tintangible \u00a0
\n\t\t\t\t\tdevelopment \u00a0
\n\t\t\t\t\tprojects under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tprojects \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tCosts at the beginning of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t164 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t828 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t78 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t101 \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t24 \u00a0
\n\t\t\t\t\t(24) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(125) \u00a0
\n\t\t\t\t\t(20) \u00a0
\n\t\t\t\t\t(145) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t696 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t67 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t802 \u00a0
\n\t\t\t\t\tAmortization and impairment loss at the beginning of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t29 \u00a0
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tAmortization and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t59 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t96 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t696 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t8
\n\t\t\t\t\t2
\n\t\t\t\t\t706 \u00a0
\n\t\t\t\t\tAmortization period \u00a0
\n\t\t\t\t\t2-5 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\tIT 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 \u00a0
\n\t\t\t\t\tand developed applications for customer services. \u00a0
\n\t\t\t\t\tIT development projects under construction consists of both internal IT-systems and developed applications for customer services. \u00a0
Other \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tintangible \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tprojects under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tprojects \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCost at the beginning of the year \u00a0
\n\t\t\t\t\t487 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t95 \u00a0
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t677 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t7
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t(62) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t164 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t828 \u00a0
\n\t\t\t\t\tAmortization and impairment losses at the beginning of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t31 \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t99 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tAmortization and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t74 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\tAmortization period \u00a0
\n\t\t\t\t\t2-5 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\tIT 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 \u00a0
\n\t\t\t\t\tand developed applications for customer services. \u00a0
\n\t\t\t\t\tIT development projects under construction consists of both internal IT-systems and developed applications for customer services. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfIntangibleAssetsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2197": {
"value": "Intangible assets \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tGoodwill arising from business combinations \u00a0
\n\t\t\t\t\tis recognized and measured as the difference \u00a0
\n\t\t\t\t\tbetween the total of the fair value of the considera- \u00a0
\n\t\t\t\t\ttion transferred compared to the fair value of identi- \u00a0
\n\t\t\t\t\tfiable net assets on the date of acquisition. \u00a0
\n\t\t\t\t\tGoodwill is not amortized, but the carrying amount \u00a0
\n\t\t\t\t\tis tested at relevant cash generating unit level \u00a0
\n\t\t\t\t\t(CGU-level) for impairment once a year. \u00a0
\n\t\t\t\t\tGoodwill is written down to its recoverable amount \u00a0
\n\t\t\t\t\tthrough the income statement if lower than the \u00a0
\n\t\t\t\t\tcarrying amount. \u00a0
\n\t\t\t\t\tThe recoverable amount is determined as the \u00a0
\n\t\t\t\t\tpresent value of the discounted future net cash \u00a0
\n\t\t\t\t\tflow from the activities goodwill relates to. In calcu- \u00a0
\n\t\t\t\t\tlating the present value, discount rates are applied \u00a0
\n\t\t\t\t\treflecting the riskfree interest rate with the addition \u00a0
\n\t\t\t\t\tof risks relating to the individual CGU. \u00a0
IT development projects \u00a0
\n\t\t\t\t\tIT development projects are clearly specified and \u00a0
\n\t\t\t\t\tidentifiable projects under development for internal \u00a0
\n\t\t\t\t\tand external use for which the technical feasibility \u00a0
\n\t\t\t\t\tof completing the development project has been \u00a0
\n\t\t\t\t\tdemonstrated and resources are available within \u00a0
\n\t\t\t\t\tNNIT. \u00a0
\n\t\t\t\t\tAny development projects that do not meet the \u00a0
\n\t\t\t\t\tcriteria for capitalization in the balance sheet are \u00a0
\n\t\t\t\t\trecognized as costs. \u00a0
\n\t\t\t\t\tDevelopment costs meeting the criteria for capital- \u00a0
\n\t\t\t\t\tiztion are measured at cost less accumulated amor- \u00a0
\n\t\t\t\t\ttization and any impairment losses. Development \u00a0
costs include salaries, amortization and deprecia- \u00a0
\n\t\t\t\t\ttion and other costs that can be directly attributed \u00a0
\n\t\t\t\t\tto NNIT development activities. \u00a0
\n\t\t\t\t\tDevelopment costs recognized in the balance sheet \u00a0
\n\t\t\t\t\tare amortized from completion of the development \u00a0
\n\t\t\t\t\tusing the straight-line method, over the period the \u00a0
\n\t\t\t\t\tasset is expected to generate economic benefits. \u00a0
\n\t\t\t\t\tStraight-line amortization over the expected useful \u00a0
\n\t\t\t\t\tlife of the asset: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT projects: 5-10 years \u00a0
\n\t\t\t\t\tIntangible assets that are in use and subject to \u00a0
\n\t\t\t\t\tamortization are tested for impairment whenever \u00a0
\n\t\t\t\t\tevents or changes in circumstances indicate that the \u00a0
\n\t\t\t\t\tcarrying amount may not be recoverable. Factors \u00a0
\n\t\t\t\t\tthat could trigger an impairment test include \u00a0
\n\t\t\t\t\tchanges in the economic lifes of similar assets or \u00a0
\n\t\t\t\t\tthe relationship with other intangible assets or \u00a0
\n\t\t\t\t\ttangible assets. \u00a0
\n\t\t\t\t\tIntangible assets under construction are tested for \u00a0
\n\t\t\t\t\timpairment once a year. \u00a0
\n\t\t\t\t\tIf the carrying amount of intangible assets exceeds \u00a0
\n\t\t\t\t\tthe recoverable amount based upon the above indi- \u00a0
\n\t\t\t\t\tcators of impairment, any impairment loss is meas- \u00a0
\n\t\t\t\t\tured based on discounted future cash flows. \u00a0
3.1 Intangible
assets \u00a0
\n\t\t\t\t\tOther \u00a0
\n\t\t\t\t\tIT \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tintangible \u00a0
\n\t\t\t\t\tdevelopment \u00a0
\n\t\t\t\t\tprojects under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tprojects \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tCosts at the beginning of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t164 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t828 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t78 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t101 \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t24 \u00a0
\n\t\t\t\t\t(24) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(125) \u00a0
\n\t\t\t\t\t(20) \u00a0
\n\t\t\t\t\t(145) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t696 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t67 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t802 \u00a0
\n\t\t\t\t\tAmortization and impairment loss at the beginning of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t29 \u00a0
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tAmortization and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t59 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t96 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t696 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t8
\n\t\t\t\t\t2
\n\t\t\t\t\t706 \u00a0
\n\t\t\t\t\tAmortization period \u00a0
\n\t\t\t\t\t2-5 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\tIT 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 \u00a0
\n\t\t\t\t\tand developed applications for customer services. \u00a0
\n\t\t\t\t\tIT development projects under construction consists of both internal IT-systems and developed applications for customer services. \u00a0
Other \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tintangible \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tprojects under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tprojects \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCost at the beginning of the year \u00a0
\n\t\t\t\t\t487 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t95 \u00a0
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t677 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t7
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t(62) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t164 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t828 \u00a0
\n\t\t\t\t\tAmortization and impairment losses at the beginning of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t31 \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t99 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tAmortization and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t74 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\tAmortization period \u00a0
\n\t\t\t\t\t2-5 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\tIT 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 \u00a0
\n\t\t\t\t\tand developed applications for customer services. \u00a0
\n\t\t\t\t\tIT development projects under construction consists of both internal IT-systems and developed applications for customer services. \u00a0
3.2 Impairment test \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tThe carrying amount of goodwill is impairment tested by comparison to the recoverable amount. The recover- \u00a0
\n\t\t\t\t\table amount is determined based on value in use. Discounted cash flow models have been applied to deter- \u00a0
\n\t\t\t\t\tmine the value in use for the cash-generating units, based on the most recent financial forecasts approved \u00a0
\n\t\t\t\t\tby management. The five CGU\u2019s are in all material aspects subject to the same presumptions hence below is \u00a0
\n\t\t\t\t\tapplicable for all CGU\u2019s. When determining value in use the post-tax discount rate has been used. The pre-tax \u00a0
\n\t\t\t\t\tdiscount rate is for information purposes only. \u00a0
\n\t\t\t\t\tNet cash flows for the year 2023-2027 are determined based on key assumptions and expectations and esti- \u00a0
\n\t\t\t\t\tmates based on growth and profit margin expectations based on past experience and in accordance with NNIT \u00a0
\n\t\t\t\t\tbusiness plans. From 2027 onwards, NNIT expects the growth rate to remain in line with the expected long- \u00a0
\n\t\t\t\t\tterm average growth rate for the industry. The uncertainty associated with these expectations is reflected in \u00a0
\n\t\t\t\t\tthe discount rate used. \u00a0
\n\t\t\t\t\tGoodwill has been tested for impairment at December 31, 2022. The tests did not result in any impairment of \u00a0
\n\t\t\t\t\tcarrying amounts. The key assumptions used are stated in the following: \u00a0
\n\t\t\t\t\tAnnual \u00a0
\n\t\t\t\t\tTerminal \u00a0
\n\t\t\t\t\trevenue Discount Discount \u00a0
\n\t\t\t\t\tperiod \u00a0
\n\t\t\t\t\tBusiness Carrying \u00a0
\n\t\t\t\t\tgrowth \u00a0
\n\t\t\t\t\trate \u00a0
\n\t\t\t\t\trate \u00a0
\n\t\t\t\t\tgrowth \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tCGU \u00a0
\n\t\t\t\t\tunit \u00a0
\n\t\t\t\t\tamount \u00a0
\n\t\t\t\t\trate \u00a0
\n\t\t\t\t\tpre-tax post-tax \u00a0
\n\t\t\t\t\trate \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tSCALES \u00a0
\n\t\t\t\t\tSCALES \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\t114 \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tValiance Partners \u00a0
\n\t\t\t\t\tValiance Partners \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t139 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t11.4% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tPrime4Services \u00a0
\n\t\t\t\t\tLS EU outside DK \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t77 \u00a0
\n\t\t\t\t\t8-13% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tex. Valiance \u00a0
\n\t\t\t\t\tHGP Group \u00a0
\n\t\t\t\t\tLS EU outside DK \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t66 \u00a0
\n\t\t\t\t\t8-13% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tex. Valiance \u00a0
\n\t\t\t\t\tExcellis \u00a0
\n\t\t\t\t\tExcellis \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t210 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t11.4% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tSL Controls \u00a0
\n\t\t\t\t\tSL Controls \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t10.3% \u00a0
\n\t\t\t\t\t9.0% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tSCALES \u00a0
\n\t\t\t\t\tSCALES \u00a0
\n\t\t\t\t\tCDS \u00a0
\n\t\t\t\t\t114 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tValiance Partners \u00a0
\n\t\t\t\t\tValiance Partners \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t133 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t11.4% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tHGP Group \u00a0
\n\t\t\t\t\tLS EU outside DK \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t66 \u00a0
\n\t\t\t\t\t7-20% \u00a0
\n\t\t\t\t\t10.9% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tex. Valiance \u00a0
\n\t\t\t\t\tExcellis \u00a0
\n\t\t\t\t\tExcellis \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t198 \u00a0
\n\t\t\t\t\t10-15% \u00a0
\n\t\t\t\t\t11.4% \u00a0
\n\t\t\t\t\t9.0% \u00a0
\n\t\t\t\t\t2% \u00a0
\n\t\t\t\t\tSL Controls \u00a0
\n\t\t\t\t\tSL Controls \u00a0
\n\t\t\t\t\tLSS \u00a0
\n\t\t\t\t\t89 \u00a0
\n\t\t\t\t\t10-20% \u00a0
\n\t\t\t\t\t10.3% \u00a0
\n\t\t\t\t\t8.5% \u00a0
\n\t\t\t\t\t2% \u00a0
The expected growth in revenue is based on historical performance, expected development in the market in \u00a0
\n\t\t\t\t\twhich the entity operates and assumptions in terms of development in market share. The growth rates applied \u00a0
\n\t\t\t\t\tin the explicit forecast period converge from its current level experienced over the last few years to the long- \u00a0
\n\t\t\t\t\tterm growth level in the market where the entity operates. The growth rates used to extrapolate cash flow \u00a0
\n\t\t\t\t\tprojections beyond the explicit forecast period are not higher than the average expected long-term growth in \u00a0
\n\t\t\t\t\tthe markets in which the entities operate. \u00a0
\n\t\t\t\t\tA sensitivity analysis has not been carried out, as negative changes in the fundamental assumption that will \u00a0
\n\t\t\t\t\tresult in impairment of goodwill, are considered unlikely to become a reality. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfGoodwillExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2204": {
"value": "Intangible assets \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tGoodwill arising from business combinations \u00a0
\n\t\t\t\t\tis recognized and measured as the difference \u00a0
\n\t\t\t\t\tbetween the total of the fair value of the considera- \u00a0
\n\t\t\t\t\ttion transferred compared to the fair value of identi- \u00a0
\n\t\t\t\t\tfiable net assets on the date of acquisition. \u00a0
\n\t\t\t\t\tGoodwill is not amortized, but the carrying amount \u00a0
\n\t\t\t\t\tis tested at relevant cash generating unit level \u00a0
\n\t\t\t\t\t(CGU-level) for impairment once a year. \u00a0
\n\t\t\t\t\tGoodwill is written down to its recoverable amount \u00a0
\n\t\t\t\t\tthrough the income statement if lower than the \u00a0
\n\t\t\t\t\tcarrying amount. \u00a0
\n\t\t\t\t\tThe recoverable amount is determined as the \u00a0
\n\t\t\t\t\tpresent value of the discounted future net cash \u00a0
\n\t\t\t\t\tflow from the activities goodwill relates to. In calcu- \u00a0
\n\t\t\t\t\tlating the present value, discount rates are applied \u00a0
\n\t\t\t\t\treflecting the riskfree interest rate with the addition \u00a0
\n\t\t\t\t\tof risks relating to the individual CGU. \u00a0
IT development projects \u00a0
\n\t\t\t\t\tIT development projects are clearly specified and \u00a0
\n\t\t\t\t\tidentifiable projects under development for internal \u00a0
\n\t\t\t\t\tand external use for which the technical feasibility \u00a0
\n\t\t\t\t\tof completing the development project has been \u00a0
\n\t\t\t\t\tdemonstrated and resources are available within \u00a0
\n\t\t\t\t\tNNIT. \u00a0
\n\t\t\t\t\tAny development projects that do not meet the \u00a0
\n\t\t\t\t\tcriteria for capitalization in the balance sheet are \u00a0
\n\t\t\t\t\trecognized as costs. \u00a0
\n\t\t\t\t\tDevelopment costs meeting the criteria for capital- \u00a0
\n\t\t\t\t\tiztion are measured at cost less accumulated amor- \u00a0
\n\t\t\t\t\ttization and any impairment losses. Development \u00a0
costs include salaries, amortization and deprecia- \u00a0
\n\t\t\t\t\ttion and other costs that can be directly attributed \u00a0
\n\t\t\t\t\tto NNIT development activities. \u00a0
\n\t\t\t\t\tDevelopment costs recognized in the balance sheet \u00a0
\n\t\t\t\t\tare amortized from completion of the development \u00a0
\n\t\t\t\t\tusing the straight-line method, over the period the \u00a0
\n\t\t\t\t\tasset is expected to generate economic benefits. \u00a0
\n\t\t\t\t\tStraight-line amortization over the expected useful \u00a0
\n\t\t\t\t\tlife of the asset: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT projects: 5-10 years \u00a0
\n\t\t\t\t\tIntangible assets that are in use and subject to \u00a0
\n\t\t\t\t\tamortization are tested for impairment whenever \u00a0
\n\t\t\t\t\tevents or changes in circumstances indicate that the \u00a0
\n\t\t\t\t\tcarrying amount may not be recoverable. Factors \u00a0
\n\t\t\t\t\tthat could trigger an impairment test include \u00a0
\n\t\t\t\t\tchanges in the economic lifes of similar assets or \u00a0
\n\t\t\t\t\tthe relationship with other intangible assets or \u00a0
\n\t\t\t\t\ttangible assets. \u00a0
\n\t\t\t\t\tIntangible assets under construction are tested for \u00a0
\n\t\t\t\t\timpairment once a year. \u00a0
\n\t\t\t\t\tIf the carrying amount of intangible assets exceeds \u00a0
\n\t\t\t\t\tthe recoverable amount based upon the above indi- \u00a0
\n\t\t\t\t\tcators of impairment, any impairment loss is meas- \u00a0
\n\t\t\t\t\tured based on discounted future cash flows. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForIntangibleAssetsOtherThanGoodwillExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2207": {
"value": "Intangible assets \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tGoodwill arising from business combinations \u00a0
\n\t\t\t\t\tis recognized and measured as the difference \u00a0
\n\t\t\t\t\tbetween the total of the fair value of the considera- \u00a0
\n\t\t\t\t\ttion transferred compared to the fair value of identi- \u00a0
\n\t\t\t\t\tfiable net assets on the date of acquisition. \u00a0
\n\t\t\t\t\tGoodwill is not amortized, but the carrying amount \u00a0
\n\t\t\t\t\tis tested at relevant cash generating unit level \u00a0
\n\t\t\t\t\t(CGU-level) for impairment once a year. \u00a0
\n\t\t\t\t\tGoodwill is written down to its recoverable amount \u00a0
\n\t\t\t\t\tthrough the income statement if lower than the \u00a0
\n\t\t\t\t\tcarrying amount. \u00a0
\n\t\t\t\t\tThe recoverable amount is determined as the \u00a0
\n\t\t\t\t\tpresent value of the discounted future net cash \u00a0
\n\t\t\t\t\tflow from the activities goodwill relates to. In calcu- \u00a0
\n\t\t\t\t\tlating the present value, discount rates are applied \u00a0
\n\t\t\t\t\treflecting the riskfree interest rate with the addition \u00a0
\n\t\t\t\t\tof risks relating to the individual CGU. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForGoodwillExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2208": {
"value": "Intangible assets \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tGoodwill arising from business combinations \u00a0
\n\t\t\t\t\tis recognized and measured as the difference \u00a0
\n\t\t\t\t\tbetween the total of the fair value of the considera- \u00a0
\n\t\t\t\t\ttion transferred compared to the fair value of identi- \u00a0
\n\t\t\t\t\tfiable net assets on the date of acquisition. \u00a0
\n\t\t\t\t\tGoodwill is not amortized, but the carrying amount \u00a0
\n\t\t\t\t\tis tested at relevant cash generating unit level \u00a0
\n\t\t\t\t\t(CGU-level) for impairment once a year. \u00a0
\n\t\t\t\t\tGoodwill is written down to its recoverable amount \u00a0
\n\t\t\t\t\tthrough the income statement if lower than the \u00a0
\n\t\t\t\t\tcarrying amount. \u00a0
\n\t\t\t\t\tThe recoverable amount is determined as the \u00a0
\n\t\t\t\t\tpresent value of the discounted future net cash \u00a0
\n\t\t\t\t\tflow from the activities goodwill relates to. In calcu- \u00a0
\n\t\t\t\t\tlating the present value, discount rates are applied \u00a0
\n\t\t\t\t\treflecting the riskfree interest rate with the addition \u00a0
\n\t\t\t\t\tof risks relating to the individual CGU. \u00a0
IT development projects \u00a0
\n\t\t\t\t\tIT development projects are clearly specified and \u00a0
\n\t\t\t\t\tidentifiable projects under development for internal \u00a0
\n\t\t\t\t\tand external use for which the technical feasibility \u00a0
\n\t\t\t\t\tof completing the development project has been \u00a0
\n\t\t\t\t\tdemonstrated and resources are available within \u00a0
\n\t\t\t\t\tNNIT. \u00a0
\n\t\t\t\t\tAny development projects that do not meet the \u00a0
\n\t\t\t\t\tcriteria for capitalization in the balance sheet are \u00a0
\n\t\t\t\t\trecognized as costs. \u00a0
\n\t\t\t\t\tDevelopment costs meeting the criteria for capital- \u00a0
\n\t\t\t\t\tiztion are measured at cost less accumulated amor- \u00a0
\n\t\t\t\t\ttization and any impairment losses. Development \u00a0
costs include salaries, amortization and deprecia- \u00a0
\n\t\t\t\t\ttion and other costs that can be directly attributed \u00a0
\n\t\t\t\t\tto NNIT development activities. \u00a0
\n\t\t\t\t\tDevelopment costs recognized in the balance sheet \u00a0
\n\t\t\t\t\tare amortized from completion of the development \u00a0
\n\t\t\t\t\tusing the straight-line method, over the period the \u00a0
\n\t\t\t\t\tasset is expected to generate economic benefits. \u00a0
\n\t\t\t\t\tStraight-line amortization over the expected useful \u00a0
\n\t\t\t\t\tlife of the asset: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT projects: 5-10 years \u00a0
\n\t\t\t\t\tIntangible assets that are in use and subject to \u00a0
\n\t\t\t\t\tamortization are tested for impairment whenever \u00a0
\n\t\t\t\t\tevents or changes in circumstances indicate that the \u00a0
\n\t\t\t\t\tcarrying amount may not be recoverable. Factors \u00a0
\n\t\t\t\t\tthat could trigger an impairment test include \u00a0
\n\t\t\t\t\tchanges in the economic lifes of similar assets or \u00a0
\n\t\t\t\t\tthe relationship with other intangible assets or \u00a0
\n\t\t\t\t\ttangible assets. \u00a0
\n\t\t\t\t\tIntangible assets under construction are tested for \u00a0
\n\t\t\t\t\timpairment once a year. \u00a0
\n\t\t\t\t\tIf the carrying amount of intangible assets exceeds \u00a0
\n\t\t\t\t\tthe recoverable amount based upon the above indi- \u00a0
\n\t\t\t\t\tcators of impairment, any impairment loss is meas- \u00a0
\n\t\t\t\t\tured based on discounted future cash flows. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForImpairmentOfAssetsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2162": {
"value": "Special Items \u00a0
\n\t\t\t\t\tSpecial items comprise costs or income that cannot \u00a0
\n\t\t\t\t\tbe attributed directly to the Group\u2019s ordinary activ- \u00a0
\n\t\t\t\t\tities and are non-recurring of nature. Such costs \u00a0
\n\t\t\t\t\tand income include the cost related to significant \u00a0
\n\t\t\t\t\trestructuring of the cost base and processes as \u00a0
\n\t\t\t\t\twell as restructuring costs related to resignation of \u00a0
\n\t\t\t\t\temployees. Further special items include significant \u00a0
\n\t\t\t\t\tcost related to M&A activities, redundancy cost \u00a0
\n\t\t\t\t\trelated to members of Group Management, impair- \u00a0
\n\t\t\t\t\tment of assets and gains and losses regarding \u00a0
\n\t\t\t\t\tdisposal of activities or subsidiaries. \u00a0
\n\t\t\t\t\tSpecial items are shown separately from the \u00a0
\n\t\t\t\t\tGroup\u2019s ordinary operations to facilitate a better \u00a0
\n\t\t\t\t\tunderstanding of the Group\u2019s financial perfor- \u00a0
\n\t\t\t\t\tmance. \u00a0
",
"dimensions": {
"concept": "nnit:DescriptionOfAccountingPolicyForSpecialItems",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2211": {
"value": "IT development projects \u00a0
\n\t\t\t\t\tIT development projects are clearly specified and \u00a0
\n\t\t\t\t\tidentifiable projects under development for internal \u00a0
\n\t\t\t\t\tand external use for which the technical feasibility \u00a0
\n\t\t\t\t\tof completing the development project has been \u00a0
\n\t\t\t\t\tdemonstrated and resources are available within \u00a0
\n\t\t\t\t\tNNIT. \u00a0
\n\t\t\t\t\tAny development projects that do not meet the \u00a0
\n\t\t\t\t\tcriteria for capitalization in the balance sheet are \u00a0
\n\t\t\t\t\trecognized as costs. \u00a0
\n\t\t\t\t\tDevelopment costs meeting the criteria for capital- \u00a0
\n\t\t\t\t\tiztion are measured at cost less accumulated amor- \u00a0
\n\t\t\t\t\ttization and any impairment losses. Development \u00a0
costs include salaries, amortization and deprecia- \u00a0
\n\t\t\t\t\ttion and other costs that can be directly attributed \u00a0
\n\t\t\t\t\tto NNIT development activities. \u00a0
\n\t\t\t\t\tDevelopment costs recognized in the balance sheet \u00a0
\n\t\t\t\t\tare amortized from completion of the development \u00a0
\n\t\t\t\t\tusing the straight-line method, over the period the \u00a0
\n\t\t\t\t\tasset is expected to generate economic benefits. \u00a0
\n\t\t\t\t\tStraight-line amortization over the expected useful \u00a0
\n\t\t\t\t\tlife of the asset: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT projects: 5-10 years \u00a0
\n\t\t\t\t\tIntangible assets that are in use and subject to \u00a0
\n\t\t\t\t\tamortization are tested for impairment whenever \u00a0
\n\t\t\t\t\tevents or changes in circumstances indicate that the \u00a0
\n\t\t\t\t\tcarrying amount may not be recoverable. Factors \u00a0
\n\t\t\t\t\tthat could trigger an impairment test include \u00a0
\n\t\t\t\t\tchanges in the economic lifes of similar assets or \u00a0
\n\t\t\t\t\tthe relationship with other intangible assets or \u00a0
\n\t\t\t\t\ttangible assets. \u00a0
\n\t\t\t\t\tIntangible assets under construction are tested for \u00a0
\n\t\t\t\t\timpairment once a year. \u00a0
\n\t\t\t\t\tIf the carrying amount of intangible assets exceeds \u00a0
\n\t\t\t\t\tthe recoverable amount based upon the above indi- \u00a0
\n\t\t\t\t\tcators of impairment, any impairment loss is meas- \u00a0
\n\t\t\t\t\tured based on discounted future cash flows. \u00a0
asset or recognized as a separate asset, where \u00a0
\n\t\t\t\t\tthere are likely future economic benefits for the \u00a0
\n\t\t\t\t\tGroup and the value of the asset can be reliably \u00a0
\n\t\t\t\t\tmeasured. \u00a0
\n\t\t\t\t\tThe depreciable amount of the assets is depreciated \u00a0
\n\t\t\t\t\ton a straight-line basis over the following estimated \u00a0
\n\t\t\t\t\tuseful life periods: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tOther equipment: 3-10 years \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLeasehold improvements: 5-10 years \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tBuildings: 10-50 years \u00a0
\n\t\t\t\t\tMajor components of buildings which are expected \u00a0
\n\t\t\t\t\tto be replaced with regular intervals during the life \u00a0
\n\t\t\t\t\tof the building are treated as separated compo- \u00a0
\n\t\t\t\t\tnents of the building and are depreciated over the \u00a0
\n\t\t\t\t\tperiod until expected replacement. \u00a0
\n\t\t\t\t\tAsset residual values and useful life's are assessed \u00a0
\n\t\t\t\t\tand, where required, adjusted on each balance \u00a0
\n\t\t\t\t\tsheet date. \u00a0
\n\t\t\t\t\tTangible assets are tested for impairment if \u00a0
\n\t\t\t\t\tthere are indications of impairment. The carrying \u00a0
\n\t\t\t\t\tamount of an asset is written down to its recover- \u00a0
\n\t\t\t\t\table amount if the carrying amount exceeds the \u00a0
\n\t\t\t\t\testimated recoverable amount. The recoverable \u00a0
\n\t\t\t\t\tamount for the asset is determined as the higher \u00a0
\n\t\t\t\t\tof fair value less costs to sell and net present value \u00a0
\n\t\t\t\t\tof future net cash flows from continued use. If the \u00a0
\n\t\t\t\t\trecoverable amount of an individual asset cannot \u00a0
\n\t\t\t\t\tbe determined, value in use is determined for the \u00a0
\n\t\t\t\t\tsmallest group of assets for which it is possible to \u00a0
\n\t\t\t\t\tdetermine a recoverable amount. Impairment losses \u00a0
\n\t\t\t\t\tare recognized in the income statement under the \u00a0
\n\t\t\t\t\trelevant functional areas. \u00a0
\n\t\t\t\t\tDepreciation and gains or losses from disposal of \u00a0
\n\t\t\t\t\ttangible assets are recognized in the income state- \u00a0
ment under cost of goods sold, sale and marketing \u00a0
\n\t\t\t\t\tcosts and administrative expenses respectively. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForDepreciationExpenseExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2163": {
"value": "Financial items \u00a0
\n\t\t\t\t\tFinancial income and expenses comprise interest, \u00a0
\n\t\t\t\t\trealized and unrealized gains and losses from \u00a0
\n\t\t\t\t\texchange rate adjustments, fair value adjustments \u00a0
\n\t\t\t\t\ton forward contracts and the cumulative value \u00a0
\n\t\t\t\t\tadjustment of these instruments transferred from \u00a0
\n\t\t\t\t\tthe hedging reserve within equity. \u00a0
\n\t\t\t\t\tInterest income is recognized on an accrual basis \u00a0
\n\t\t\t\t\taccording to the effective interest rate method. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForFinanceCostsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2164": {
"value": "Financial items \u00a0
\n\t\t\t\t\tFinancial income and expenses comprise interest, \u00a0
\n\t\t\t\t\trealized and unrealized gains and losses from \u00a0
\n\t\t\t\t\texchange rate adjustments, fair value adjustments \u00a0
\n\t\t\t\t\ton forward contracts and the cumulative value \u00a0
\n\t\t\t\t\tadjustment of these instruments transferred from \u00a0
\n\t\t\t\t\tthe hedging reserve within equity. \u00a0
\n\t\t\t\t\tInterest income is recognized on an accrual basis \u00a0
\n\t\t\t\t\taccording to the effective interest rate method. \u00a0
4.1 Financial
income and expenses \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tFinancial income \u00a0
\n\t\t\t\t\tFair value adjustments of cash flow hedges (net) \u00a0
\n\t\t\t\t\trecycled from other comprehensive income \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\tRealized/unrealized loss on currency \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tTax related interests \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tOther financial income \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial income \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tTotal financial income, discontinued operations \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial income, continuing operations \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tFinancial expenses \u00a0
\n\t\t\t\t\tRealized/unrealized loss on currency \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\tInterest expenses lease liability \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t6
\n\t\t\t\t\tInterest expenses \u2013 other external \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\tBank charges and other fees \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\tGuarantee commission \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\tOther financial expenses \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t4
\n\t\t\t\t\tTotal financial expenses \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t24 \u00a0
\n\t\t\t\t\tTotal financial expenses, discontinued operations \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial expenses, continuing operations \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t(12) \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfFinanceCostExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2166": {
"value": "Financial items \u00a0
\n\t\t\t\t\tFinancial income and expenses comprise interest, \u00a0
\n\t\t\t\t\trealized and unrealized gains and losses from \u00a0
\n\t\t\t\t\texchange rate adjustments, fair value adjustments \u00a0
\n\t\t\t\t\ton forward contracts and the cumulative value \u00a0
\n\t\t\t\t\tadjustment of these instruments transferred from \u00a0
\n\t\t\t\t\tthe hedging reserve within equity. \u00a0
\n\t\t\t\t\tInterest income is recognized on an accrual basis \u00a0
\n\t\t\t\t\taccording to the effective interest rate method. \u00a0
4.1 Financial
income and expenses \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tFinancial income \u00a0
\n\t\t\t\t\tFair value adjustments of cash flow hedges (net) \u00a0
\n\t\t\t\t\trecycled from other comprehensive income \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\tRealized/unrealized loss on currency \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tTax related interests \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tOther financial income \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial income \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tTotal financial income, discontinued operations \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial income, continuing operations \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tFinancial expenses \u00a0
\n\t\t\t\t\tRealized/unrealized loss on currency \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\tInterest expenses lease liability \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t6
\n\t\t\t\t\tInterest expenses \u2013 other external \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\tBank charges and other fees \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\tGuarantee commission \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\tOther financial expenses \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t4
\n\t\t\t\t\tTotal financial expenses \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t24 \u00a0
\n\t\t\t\t\tTotal financial expenses, discontinued operations \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial expenses, continuing operations \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t(12) \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfFinanceIncomeExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2168": {
"value": "Financial items \u00a0
\n\t\t\t\t\tFinancial income and expenses comprise interest, \u00a0
\n\t\t\t\t\trealized and unrealized gains and losses from \u00a0
\n\t\t\t\t\texchange rate adjustments, fair value adjustments \u00a0
\n\t\t\t\t\ton forward contracts and the cumulative value \u00a0
\n\t\t\t\t\tadjustment of these instruments transferred from \u00a0
\n\t\t\t\t\tthe hedging reserve within equity. \u00a0
\n\t\t\t\t\tInterest income is recognized on an accrual basis \u00a0
\n\t\t\t\t\taccording to the effective interest rate method. \u00a0
4.1 Financial
income and expenses \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tFinancial income \u00a0
\n\t\t\t\t\tFair value adjustments of cash flow hedges (net) \u00a0
\n\t\t\t\t\trecycled from other comprehensive income \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\tRealized/unrealized loss on currency \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tTax related interests \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tOther financial income \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial income \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tTotal financial income, discontinued operations \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial income, continuing operations \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tFinancial expenses \u00a0
\n\t\t\t\t\tRealized/unrealized loss on currency \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\tInterest expenses lease liability \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t6
\n\t\t\t\t\tInterest expenses \u2013 other external \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\tBank charges and other fees \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\tGuarantee commission \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\tOther financial expenses \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t4
\n\t\t\t\t\tTotal financial expenses \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t24 \u00a0
\n\t\t\t\t\tTotal financial expenses, discontinued operations \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial expenses, continuing operations \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t(12) \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfFinanceIncomeExpenseExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2170": {
"value": "Tax \u00a0
\n\t\t\t\t\tIncome tax comprises current tax and deferred \u00a0
\n\t\t\t\t\ttax for the year, and is recognized as follows: The \u00a0
amount that can be allocated to the net profit for \u00a0
\n\t\t\t\t\tthe year is recognized in the income statement, and \u00a0
\n\t\t\t\t\tthe amount that relates to items recognized in other \u00a0
\n\t\t\t\t\tcomprehensive income and/or equity respectively \u00a0
\n\t\t\t\t\tis recognized in other comprehensive income and/ \u00a0
\n\t\t\t\t\tor equity. \u00a0
\n\t\t\t\t\tDeferred tax is measured according to the balance \u00a0
\n\t\t\t\t\tsheet-based liability method on all temporary differ- \u00a0
\n\t\t\t\t\tences between the carrying amount and tax base of \u00a0
\n\t\t\t\t\tassets and liabilities. \u00a0
\n\t\t\t\t\tDeferred tax assets are recognized in the balance \u00a0
\n\t\t\t\t\tsheet under non-current assets. \u00a0
\n\t\t\t\t\tDeferred tax liabilities are recognized in the balance \u00a0
\n\t\t\t\t\tsheet under non-current liabilities. \u00a0
\n\t\t\t\t\tDeferred tax is measured on the basis of the tax \u00a0
\n\t\t\t\t\trules and tax rates that according to current legis- \u00a0
\n\t\t\t\t\tlation at the balance sheet date will apply at the \u00a0
\n\t\t\t\t\ttime of the expected realization of the deferred \u00a0
\n\t\t\t\t\ttax asset or settlement of the deferred tax liability. \u00a0
\n\t\t\t\t\tAny changes to deferred tax caused by changes in \u00a0
\n\t\t\t\t\tstatutory tax rates are recognized in the income \u00a0
\n\t\t\t\t\tstatement. \u00a0
\n\t\t\t\t\tFor Danish tax purposes, NNIT A/S and SCALES A/S \u00a0
\n\t\t\t\t\tis assessed jointly with the Novo Group. Income tax \u00a0
\n\t\t\t\t\tis allocated between the companies in proportion to \u00a0
\n\t\t\t\t\ttheir taxable incomes (full allocation with compen- \u00a0
\n\t\t\t\t\tsation concerning tax losses). The jointly assessed \u00a0
\n\t\t\t\t\tcompanies are included in the Tax Prepayment \u00a0
\n\t\t\t\t\tScheme. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForIncomeTaxExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2172": {
"value": "Tax \u00a0
\n\t\t\t\t\tIncome tax comprises current tax and deferred \u00a0
\n\t\t\t\t\ttax for the year, and is recognized as follows: The \u00a0
amount that can be allocated to the net profit for \u00a0
\n\t\t\t\t\tthe year is recognized in the income statement, and \u00a0
\n\t\t\t\t\tthe amount that relates to items recognized in other \u00a0
\n\t\t\t\t\tcomprehensive income and/or equity respectively \u00a0
\n\t\t\t\t\tis recognized in other comprehensive income and/ \u00a0
\n\t\t\t\t\tor equity. \u00a0
\n\t\t\t\t\tDeferred tax is measured according to the balance \u00a0
\n\t\t\t\t\tsheet-based liability method on all temporary differ- \u00a0
\n\t\t\t\t\tences between the carrying amount and tax base of \u00a0
\n\t\t\t\t\tassets and liabilities. \u00a0
\n\t\t\t\t\tDeferred tax assets are recognized in the balance \u00a0
\n\t\t\t\t\tsheet under non-current assets. \u00a0
\n\t\t\t\t\tDeferred tax liabilities are recognized in the balance \u00a0
\n\t\t\t\t\tsheet under non-current liabilities. \u00a0
\n\t\t\t\t\tDeferred tax is measured on the basis of the tax \u00a0
\n\t\t\t\t\trules and tax rates that according to current legis- \u00a0
\n\t\t\t\t\tlation at the balance sheet date will apply at the \u00a0
\n\t\t\t\t\ttime of the expected realization of the deferred \u00a0
\n\t\t\t\t\ttax asset or settlement of the deferred tax liability. \u00a0
\n\t\t\t\t\tAny changes to deferred tax caused by changes in \u00a0
\n\t\t\t\t\tstatutory tax rates are recognized in the income \u00a0
\n\t\t\t\t\tstatement. \u00a0
\n\t\t\t\t\tFor Danish tax purposes, NNIT A/S and SCALES A/S \u00a0
\n\t\t\t\t\tis assessed jointly with the Novo Group. Income tax \u00a0
\n\t\t\t\t\tis allocated between the companies in proportion to \u00a0
\n\t\t\t\t\ttheir taxable incomes (full allocation with compen- \u00a0
\n\t\t\t\t\tsation concerning tax losses). The jointly assessed \u00a0
\n\t\t\t\t\tcompanies are included in the Tax Prepayment \u00a0
\n\t\t\t\t\tScheme. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForDeferredIncomeTaxExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2174": {
"value": "Tax \u00a0
\n\t\t\t\t\tIncome tax comprises current tax and deferred \u00a0
\n\t\t\t\t\ttax for the year, and is recognized as follows: The \u00a0
amount that can be allocated to the net profit for \u00a0
\n\t\t\t\t\tthe year is recognized in the income statement, and \u00a0
\n\t\t\t\t\tthe amount that relates to items recognized in other \u00a0
\n\t\t\t\t\tcomprehensive income and/or equity respectively \u00a0
\n\t\t\t\t\tis recognized in other comprehensive income and/ \u00a0
\n\t\t\t\t\tor equity. \u00a0
\n\t\t\t\t\tDeferred tax is measured according to the balance \u00a0
\n\t\t\t\t\tsheet-based liability method on all temporary differ- \u00a0
\n\t\t\t\t\tences between the carrying amount and tax base of \u00a0
\n\t\t\t\t\tassets and liabilities. \u00a0
\n\t\t\t\t\tDeferred tax assets are recognized in the balance \u00a0
\n\t\t\t\t\tsheet under non-current assets. \u00a0
\n\t\t\t\t\tDeferred tax liabilities are recognized in the balance \u00a0
\n\t\t\t\t\tsheet under non-current liabilities. \u00a0
\n\t\t\t\t\tDeferred tax is measured on the basis of the tax \u00a0
\n\t\t\t\t\trules and tax rates that according to current legis- \u00a0
\n\t\t\t\t\tlation at the balance sheet date will apply at the \u00a0
\n\t\t\t\t\ttime of the expected realization of the deferred \u00a0
\n\t\t\t\t\ttax asset or settlement of the deferred tax liability. \u00a0
\n\t\t\t\t\tAny changes to deferred tax caused by changes in \u00a0
\n\t\t\t\t\tstatutory tax rates are recognized in the income \u00a0
\n\t\t\t\t\tstatement. \u00a0
\n\t\t\t\t\tFor Danish tax purposes, NNIT A/S and SCALES A/S \u00a0
\n\t\t\t\t\tis assessed jointly with the Novo Group. Income tax \u00a0
\n\t\t\t\t\tis allocated between the companies in proportion to \u00a0
\n\t\t\t\t\ttheir taxable incomes (full allocation with compen- \u00a0
\n\t\t\t\t\tsation concerning tax losses). The jointly assessed \u00a0
\n\t\t\t\t\tcompanies are included in the Tax Prepayment \u00a0
\n\t\t\t\t\tScheme. \u00a0
2.6 Income taxes \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCurrent tax \u00a0
\n\t\t\t\t\t(47) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tDeferred tax \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\t(22) \u00a0
\n\t\t\t\t\tAdjustments recognized for current tax of prior periods \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\tAdjustments recognized for deferred tax of prior periods \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t20 \u00a0
\n\t\t\t\t\tWithholding tax not deductible \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tIncome taxes in the income statement \u00a0
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\t(34) \u00a0
\n\t\t\t\t\tIncome taxes in the income statement, discontinued operations \u00a0
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\tIncome taxes in the income statement, continuing operations \u00a0
\n\t\t\t\t\t(43) \u00a0
\n\t\t\t\t\t(67) \u00a0
\n\t\t\t\t\tComputation of effective tax rate: \u00a0
\n\t\t\t\t\tStatutory corporate income tax rate in Denmark \u00a0
\n\t\t\t\t\t22.0% \u00a0
\n\t\t\t\t\t22.0% \u00a0
\n\t\t\t\t\tDeviation in foreign subsidiaries' tax rates compared to Danish tax \u00a0
\n\t\t\t\t\trate (net) \u00a0
\n\t\t\t\t\t(0.2%) \u00a0
\n\t\t\t\t\t0.9% \u00a0
\n\t\t\t\t\tAdjustment of current and deferred tax regarding previous years \u00a0
\n\t\t\t\t\t(1.8%) \u00a0
\n\t\t\t\t\t3.3% \u00a0
\n\t\t\t\t\tOther adjustments to taxable income \u00a0
\n\t\t\t\t\t(6.9%) \u00a0
\n\t\t\t\t\t(1.3%) \u00a0
\n\t\t\t\t\tEffective tax rate \u00a0
\n\t\t\t\t\t13.1% \u00a0
\n\t\t\t\t\t24.9% \u00a0
\n\t\t\t\t\tTax on other comprehensive income for the year \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t8
\n\t\t\t\t\tTax on other comprehensive income for the year relates to tax on exchange rate adjustments, deferred tax of \u00a0
\n\t\t\t\t\tcash flow hedges and deferred tax on share-based payments. \u00a0
DKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTax (payable)/receivable \u00a0
\n\t\t\t\t\tTax (payable)/receivable at the beginning of the year \u00a0
\n\t\t\t\t\t45 \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\tAdditions through business combinations \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\tIncome tax paid during the year \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t39 \u00a0
\n\t\t\t\t\tTax paid related to previous years \u00a0
\n\t\t\t\t\t(21) \u00a0
\n\t\t\t\t\t(44) \u00a0
\n\t\t\t\t\tWithholding taxes paid during the year \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\tCurrent tax on profit for the year \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tAdjustments related to previous years \u00a0
\n\t\t\t\t\t(10) \u00a0
\n\t\t\t\t\t29 \u00a0
\n\t\t\t\t\tTax (payable)/receivable at the end of the year \u00a0
\n\t\t\t\t\t65 \u00a0
\n\t\t\t\t\t45 \u00a0
\n\t\t\t\t\tTax (payable)/receivables, discontinued operations \u00a0
\n\t\t\t\t\t(22) \u00a0
\n\t\t\t\t\tTax (payable)/receivables, continuing operations \u00a0
\n\t\t\t\t\t87 \u00a0
\n\t\t\t\t\tTax payable/receivables are recognized in \u00a0
\n\t\t\t\t\tthe balance sheet as follows: \u00a0
\n\t\t\t\t\tTax receivables \u00a0
\n\t\t\t\t\t113 \u00a0
\n\t\t\t\t\tTax payable \u00a0
\n\t\t\t\t\t(33) \u00a0
\n\t\t\t\t\tTax on other comprehensive income \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\tTotal tax \u00a0
\n\t\t\t\t\t87 \u00a0
Net taxes paid in 2022 accounted to DKK 4 million and were paid as follows: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tChina Czech
Republic \u00a0
\n\t\t\t\t\tGermany \u00a0
\n\t\t\t\t\tDenmark \u00a0
\n\t\t\t\t\tGreat Britain \u00a0
\n\t\t\t\t\tIreland \u00a0
\n\t\t\t\t\tItaly \u00a0
\n\t\t\t\t\tPhilippines \u00a0
\n\t\t\t\t\tUnited States \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tIncome tax paid during the year \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t2
\n\t\t\t\t\t3
\n\t\t\t\t\t2
\n\t\t\t\t\t1
\n\t\t\t\t\t2
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\t3
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\tTax paid related to previous years \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t(31) \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t8
\n\t\t\t\t\t(21) \u00a0
\n\t\t\t\t\tWithholding taxes paid during the year \u00a0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t2
\n\t\t\t\t\t3
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t2
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t(4) \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfIncomeTaxExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2179": {
"value": "Tax \u00a0
\n\t\t\t\t\tIncome tax comprises current tax and deferred \u00a0
\n\t\t\t\t\ttax for the year, and is recognized as follows: The \u00a0
amount that can be allocated to the net profit for \u00a0
\n\t\t\t\t\tthe year is recognized in the income statement, and \u00a0
\n\t\t\t\t\tthe amount that relates to items recognized in other \u00a0
\n\t\t\t\t\tcomprehensive income and/or equity respectively \u00a0
\n\t\t\t\t\tis recognized in other comprehensive income and/ \u00a0
\n\t\t\t\t\tor equity. \u00a0
\n\t\t\t\t\tDeferred tax is measured according to the balance \u00a0
\n\t\t\t\t\tsheet-based liability method on all temporary differ- \u00a0
\n\t\t\t\t\tences between the carrying amount and tax base of \u00a0
\n\t\t\t\t\tassets and liabilities. \u00a0
\n\t\t\t\t\tDeferred tax assets are recognized in the balance \u00a0
\n\t\t\t\t\tsheet under non-current assets. \u00a0
\n\t\t\t\t\tDeferred tax liabilities are recognized in the balance \u00a0
\n\t\t\t\t\tsheet under non-current liabilities. \u00a0
\n\t\t\t\t\tDeferred tax is measured on the basis of the tax \u00a0
\n\t\t\t\t\trules and tax rates that according to current legis- \u00a0
\n\t\t\t\t\tlation at the balance sheet date will apply at the \u00a0
\n\t\t\t\t\ttime of the expected realization of the deferred \u00a0
\n\t\t\t\t\ttax asset or settlement of the deferred tax liability. \u00a0
\n\t\t\t\t\tAny changes to deferred tax caused by changes in \u00a0
\n\t\t\t\t\tstatutory tax rates are recognized in the income \u00a0
\n\t\t\t\t\tstatement. \u00a0
\n\t\t\t\t\tFor Danish tax purposes, NNIT A/S and SCALES A/S \u00a0
\n\t\t\t\t\tis assessed jointly with the Novo Group. Income tax \u00a0
\n\t\t\t\t\tis allocated between the companies in proportion to \u00a0
\n\t\t\t\t\ttheir taxable incomes (full allocation with compen- \u00a0
\n\t\t\t\t\tsation concerning tax losses). The jointly assessed \u00a0
\n\t\t\t\t\tcompanies are included in the Tax Prepayment \u00a0
\n\t\t\t\t\tScheme. \u00a0
Lease \u00a0
\n\t\t\t\t\tIntangible \u00a0
\n\t\t\t\t\tTangible \u00a0
\n\t\t\t\t\tCurrent \u00a0
\n\t\t\t\t\treceivables \u00a0
\n\t\t\t\t\tShare based \u00a0
\n\t\t\t\t\tCash flow \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tand liabilities \u00a0
\n\t\t\t\t\tprograms \u00a0
\n\t\t\t\t\thedges \u00a0
\n\t\t\t\t\tProvisions \u00a0
\n\t\t\t\t\tTax losses \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tDeferred tax asset \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t(27) \u00a0
\n\t\t\t\t\t40 \u00a0
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(2) \u00a0
\n\t\t\t\t\t36 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\tAdjustments related to previous years \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\tMovements within the year \u00a0
\n\t\t\t\t\t(5) \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(5) \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\tMovements in other comprehensive income \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tTransfered to taxes directly associated with assets and \u00a0
\n\t\t\t\t\tliabilities held for sale \u00a0
\n\t\t\t\t\t15 \u00a0
\n\t\t\t\t\t(33) \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(19) \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t7
\n\t\t\t\t\tLease \u00a0
\n\t\t\t\t\tIntangible \u00a0
\n\t\t\t\t\tTangible \u00a0
\n\t\t\t\t\tCurrent \u00a0
\n\t\t\t\t\treceivables \u00a0
\n\t\t\t\t\tShare based \u00a0
\n\t\t\t\t\tCash flow \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tand liabilities \u00a0
\n\t\t\t\t\tprograms \u00a0
\n\t\t\t\t\thedges \u00a0
\n\t\t\t\t\tProvisions \u00a0
\n\t\t\t\t\tTax losses \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tDeferred tax asset \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t(19) \u00a0
\n\t\t\t\t\t52 \u00a0
\n\t\t\t\t\t(44) \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t45 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t40 \u00a0
\n\t\t\t\t\tAdjustments related to previous years \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(17) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(20) \u00a0
\n\t\t\t\t\tAdjustments related to previous years booked on equity1 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(10) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(13) \u00a0
\n\t\t\t\t\tMovements within the year \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\t8
\n\t\t\t\t\t-
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\tMovements in other comprehensive income \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t(27) \u00a0
\n\t\t\t\t\t40 \u00a0
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(2) \u00a0
\n\t\t\t\t\t36 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\t1\ua880\ua881Adjustments\ua881related\ua881to\ua881previous\ua881years\ua881is\ua881regarding\ua881an\ua881adjustment\ua881of\ua881the\ua881opening\ua881balance\ua881in\ua881connection\ua881with\ua881the\ua881implementation\ua881of\ua881IFRS\ua88115\ua881and\ua881IFRS\ua88116.\ua881The\ua881adjustment\ua881regarding\ua881IFRS\ua88115\ua881is\ua881regarding\ua881prepayments\ua881for\ua881transition\ua881cost.\ua881The\ua881adjustment\ua881regarding\ua881IFRS\ua88116\ua881is\ua881regarding\ua881 \u00a0
\n\t\t\t\t\tthe refurbishment obligation. Both were overstated. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfDeferredTaxesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2230": {
"value": "Inventories \u00a0
\n\t\t\t\t\tGoods for resale are measured at the lower of cost \u00a0
\n\t\t\t\t\tand net realizable value. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForMeasuringInventories",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2231": {
"value": "Inventories \u00a0
\n\t\t\t\t\tGoods for resale are measured at the lower of cost \u00a0
\n\t\t\t\t\tand net realizable value. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfInventoriesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2215": {
"value": "asset or recognized as a separate asset, where \u00a0
\n\t\t\t\t\tthere are likely future economic benefits for the \u00a0
\n\t\t\t\t\tGroup and the value of the asset can be reliably \u00a0
\n\t\t\t\t\tmeasured. \u00a0
\n\t\t\t\t\tThe depreciable amount of the assets is depreciated \u00a0
\n\t\t\t\t\ton a straight-line basis over the following estimated \u00a0
\n\t\t\t\t\tuseful life periods: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tOther equipment: 3-10 years \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLeasehold improvements: 5-10 years \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tBuildings: 10-50 years \u00a0
\n\t\t\t\t\tMajor components of buildings which are expected \u00a0
\n\t\t\t\t\tto be replaced with regular intervals during the life \u00a0
\n\t\t\t\t\tof the building are treated as separated compo- \u00a0
\n\t\t\t\t\tnents of the building and are depreciated over the \u00a0
\n\t\t\t\t\tperiod until expected replacement. \u00a0
\n\t\t\t\t\tAsset residual values and useful life's are assessed \u00a0
\n\t\t\t\t\tand, where required, adjusted on each balance \u00a0
\n\t\t\t\t\tsheet date. \u00a0
\n\t\t\t\t\tTangible assets are tested for impairment if \u00a0
\n\t\t\t\t\tthere are indications of impairment. The carrying \u00a0
\n\t\t\t\t\tamount of an asset is written down to its recover- \u00a0
\n\t\t\t\t\table amount if the carrying amount exceeds the \u00a0
\n\t\t\t\t\testimated recoverable amount. The recoverable \u00a0
\n\t\t\t\t\tamount for the asset is determined as the higher \u00a0
\n\t\t\t\t\tof fair value less costs to sell and net present value \u00a0
\n\t\t\t\t\tof future net cash flows from continued use. If the \u00a0
\n\t\t\t\t\trecoverable amount of an individual asset cannot \u00a0
\n\t\t\t\t\tbe determined, value in use is determined for the \u00a0
\n\t\t\t\t\tsmallest group of assets for which it is possible to \u00a0
\n\t\t\t\t\tdetermine a recoverable amount. Impairment losses \u00a0
\n\t\t\t\t\tare recognized in the income statement under the \u00a0
\n\t\t\t\t\trelevant functional areas. \u00a0
\n\t\t\t\t\tDepreciation and gains or losses from disposal of \u00a0
\n\t\t\t\t\ttangible assets are recognized in the income state- \u00a0
ment under cost of goods sold, sale and marketing \u00a0
\n\t\t\t\t\tcosts and administrative expenses respectively. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForPropertyPlantAndEquipmentExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2217": {
"value": "asset or recognized as a separate asset, where \u00a0
\n\t\t\t\t\tthere are likely future economic benefits for the \u00a0
\n\t\t\t\t\tGroup and the value of the asset can be reliably \u00a0
\n\t\t\t\t\tmeasured. \u00a0
\n\t\t\t\t\tThe depreciable amount of the assets is depreciated \u00a0
\n\t\t\t\t\ton a straight-line basis over the following estimated \u00a0
\n\t\t\t\t\tuseful life periods: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tOther equipment: 3-10 years \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tLeasehold improvements: 5-10 years \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tBuildings: 10-50 years \u00a0
\n\t\t\t\t\tMajor components of buildings which are expected \u00a0
\n\t\t\t\t\tto be replaced with regular intervals during the life \u00a0
\n\t\t\t\t\tof the building are treated as separated compo- \u00a0
\n\t\t\t\t\tnents of the building and are depreciated over the \u00a0
\n\t\t\t\t\tperiod until expected replacement. \u00a0
\n\t\t\t\t\tAsset residual values and useful life's are assessed \u00a0
\n\t\t\t\t\tand, where required, adjusted on each balance \u00a0
\n\t\t\t\t\tsheet date. \u00a0
\n\t\t\t\t\tTangible assets are tested for impairment if \u00a0
\n\t\t\t\t\tthere are indications of impairment. The carrying \u00a0
\n\t\t\t\t\tamount of an asset is written down to its recover- \u00a0
\n\t\t\t\t\table amount if the carrying amount exceeds the \u00a0
\n\t\t\t\t\testimated recoverable amount. The recoverable \u00a0
\n\t\t\t\t\tamount for the asset is determined as the higher \u00a0
\n\t\t\t\t\tof fair value less costs to sell and net present value \u00a0
\n\t\t\t\t\tof future net cash flows from continued use. If the \u00a0
\n\t\t\t\t\trecoverable amount of an individual asset cannot \u00a0
\n\t\t\t\t\tbe determined, value in use is determined for the \u00a0
\n\t\t\t\t\tsmallest group of assets for which it is possible to \u00a0
\n\t\t\t\t\tdetermine a recoverable amount. Impairment losses \u00a0
\n\t\t\t\t\tare recognized in the income statement under the \u00a0
\n\t\t\t\t\trelevant functional areas. \u00a0
\n\t\t\t\t\tDepreciation and gains or losses from disposal of \u00a0
\n\t\t\t\t\ttangible assets are recognized in the income state- \u00a0
ment under cost of goods sold, sale and marketing \u00a0
\n\t\t\t\t\tcosts and administrative expenses respectively. \u00a0
3.3 Tangible assets \u00a0
\n\t\t\t\t\tPayments on \u00a0
\n\t\t\t\t\taccount and \u00a0
\n\t\t\t\t\tLand and \u00a0
\n\t\t\t\t\tOther \u00a0
\n\t\t\t\t\tLeasehold \u00a0
\n\t\t\t\t\tassets under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbuildings \u00a0
\n\t\t\t\t\tequipment \u00a0
\n\t\t\t\t\timprovements \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tCost at the beginning of the year \u00a0
\n\t\t\t\t\t390 \u00a0
\n\t\t\t\t\t695 \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t1,151 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t91 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t119 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(85) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(88) \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t(393) \u00a0
\n\t\t\t\t\t(695) \u00a0
\n\t\t\t\t\t(9) \u00a0
\n\t\t\t\t\t(19) \u00a0
\n\t\t\t\t\t(1,116) \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t6
\n\t\t\t\t\t55 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t66 \u00a0
\n\t\t\t\t\tDepreciation and impairment loss at the beginning of the year \u00a0
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\t490 \u00a0
\n\t\t\t\t\t53 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t668 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t91 \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\t111 \u00a0
\n\t\t\t\t\tDepreciation reversed on disposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(85) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(88) \u00a0
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t(142) \u00a0
\n\t\t\t\t\t(492) \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(641) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tDepreciation and impairment loss at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t49 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t3
\n\t\t\t\t\t9
\n\t\t\t\t\t-
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tDepreciation period \u00a0
\n\t\t\t\t\t10-50 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\t5-10 years \u00a0
\n\t\t\t\t\tNNIT's fixed assets register is inspected on a regular basis to identify assets, which are no longer in use. Such assets are scrapped. \u00a0
Payments on \u00a0
\n\t\t\t\t\taccount and \u00a0
\n\t\t\t\t\tLand and \u00a0
\n\t\t\t\t\tOther \u00a0
\n\t\t\t\t\tLeasehold \u00a0
\n\t\t\t\t\tassets under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbuildings \u00a0
\n\t\t\t\t\tequipment \u00a0
\n\t\t\t\t\timprovements \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCost at the beginning of the year \u00a0
\n\t\t\t\t\t386 \u00a0
\n\t\t\t\t\t734 \u00a0
\n\t\t\t\t\t55 \u00a0
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\t1,201 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t6
\n\t\t\t\t\t47 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(99) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(100) \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(25) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t390 \u00a0
\n\t\t\t\t\t695 \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t1,151 \u00a0
\n\t\t\t\t\tDepreciation and impairment losses at the beginning of the year \u00a0
\n\t\t\t\t\t108 \u00a0
\n\t\t\t\t\t494 \u00a0
\n\t\t\t\t\t47 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t649 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t95 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t-
\n\t\t\t\t\t117 \u00a0
\n\t\t\t\t\tDepreciation reversed on disposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(99) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(99) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tDepreciation and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\t490 \u00a0
\n\t\t\t\t\t53 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t668 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t265 \u00a0
\n\t\t\t\t\t205 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t6
\n\t\t\t\t\t483 \u00a0
\n\t\t\t\t\tDepreciation period \u00a0
\n\t\t\t\t\t10-50 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\t5-10 years \u00a0
\n\t\t\t\t\tNNIT's fixed assets register is inspected on a regular basis to identify assets, which are no longer in use. Such assets are scrapped. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfPropertyPlantAndEquipmentExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2221": {
"value": "Lease assets \u00a0
\n\t\t\t\t\tLease assets are 'right-of-use assets' arising \u00a0
\n\t\t\t\t\tfrom a lease agreement. Lease assets are initially \u00a0
\n\t\t\t\t\tmeasured at cost consisting of the amount of the \u00a0
\n\t\t\t\t\tinitial measurement of the lease liability, plus any \u00a0
\n\t\t\t\t\tlease payments made to the lessor at or before \u00a0
\n\t\t\t\t\tthe commencement date less any lease incentives \u00a0
\n\t\t\t\t\treceived and the initial estimate of refurbishment \u00a0
\n\t\t\t\t\tcosts and any initial directs costs incurred by NNIT \u00a0
\n\t\t\t\t\tas the lessee. \u00a0
\n\t\t\t\t\tNNIT has three different types of leases: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tRental of premises \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT equipment \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCompany cars \u00a0
\n\t\t\t\t\tThe lease assets are depreciated on a straight-line \u00a0
\n\t\t\t\t\tbasis over the lease term. The lease asset can be \u00a0
\n\t\t\t\t\tadjusted due to modifications to the lease agree- \u00a0
\n\t\t\t\t\tment or reassessment of lease term. \u00a0
\n\t\t\t\t\tPayments associated with short-term leases and \u00a0
\n\t\t\t\t\tleases of low-value assets are recognized on a \u00a0
\n\t\t\t\t\tstraight-line basis as an expense in profit or loss. \u00a0
\n\t\t\t\t\tShort-term leases are leases with a term of 12 \u00a0
\n\t\t\t\t\tmonths or less. Low-value assets comprise IT-equip- \u00a0
\n\t\t\t\t\tment and small items of office furniture with a value \u00a0
\n\t\t\t\t\tbelow DKK 100 thousand. \u00a0
When calculating the net present value NNIT has \u00a0
\n\t\t\t\t\tused a discount rate corresponding to the incre- \u00a0
\n\t\t\t\t\tmental borrowing rate. \u00a0
\n\t\t\t\t\tThe lease liability is remeasured when changes \u00a0
\n\t\t\t\t\toccur due to modifications to the contract (exten- \u00a0
\n\t\t\t\t\tsion, termination etc.) or indexation. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForLeasesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2223": {
"value": "Lease assets \u00a0
\n\t\t\t\t\tLease assets are 'right-of-use assets' arising \u00a0
\n\t\t\t\t\tfrom a lease agreement. Lease assets are initially \u00a0
\n\t\t\t\t\tmeasured at cost consisting of the amount of the \u00a0
\n\t\t\t\t\tinitial measurement of the lease liability, plus any \u00a0
\n\t\t\t\t\tlease payments made to the lessor at or before \u00a0
\n\t\t\t\t\tthe commencement date less any lease incentives \u00a0
\n\t\t\t\t\treceived and the initial estimate of refurbishment \u00a0
\n\t\t\t\t\tcosts and any initial directs costs incurred by NNIT \u00a0
\n\t\t\t\t\tas the lessee. \u00a0
\n\t\t\t\t\tNNIT has three different types of leases: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tRental of premises \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tIT equipment \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCompany cars \u00a0
\n\t\t\t\t\tThe lease assets are depreciated on a straight-line \u00a0
\n\t\t\t\t\tbasis over the lease term. The lease asset can be \u00a0
\n\t\t\t\t\tadjusted due to modifications to the lease agree- \u00a0
\n\t\t\t\t\tment or reassessment of lease term. \u00a0
\n\t\t\t\t\tPayments associated with short-term leases and \u00a0
\n\t\t\t\t\tleases of low-value assets are recognized on a \u00a0
\n\t\t\t\t\tstraight-line basis as an expense in profit or loss. \u00a0
\n\t\t\t\t\tShort-term leases are leases with a term of 12 \u00a0
\n\t\t\t\t\tmonths or less. Low-value assets comprise IT-equip- \u00a0
\n\t\t\t\t\tment and small items of office furniture with a value \u00a0
\n\t\t\t\t\tbelow DKK 100 thousand. \u00a0
When calculating the net present value NNIT has \u00a0
\n\t\t\t\t\tused a discount rate corresponding to the incre- \u00a0
\n\t\t\t\t\tmental borrowing rate. \u00a0
\n\t\t\t\t\tThe lease liability is remeasured when changes \u00a0
\n\t\t\t\t\toccur due to modifications to the contract (exten- \u00a0
\n\t\t\t\t\tsion, termination etc.) or indexation. \u00a0
Lease assets \u00a0
\n\t\t\t\t\tIn February 2022 it was decided to optimize the use of the Soeborg headquater building enabling sublease of \u00a0
\n\t\t\t\t\tthe unused square meters. As this space should now be seen as a seperate right-of-use asset an impairment \u00a0
\n\t\t\t\t\ttest has been performed. Based on a value-in-use calculation, applying expected sublease rates, timing of \u00a0
\n\t\t\t\t\tsubleasing the full area, building preparation costs and a discounted impact, an impairment ofDKK 13 million \u00a0
\n\t\t\t\t\thas been recognized. \u00a0
4.3 Leases \u00a0
\n\t\t\t\t\tLease assets \u00a0
\n\t\t\t\t\tRental of \u00a0
\n\t\t\t\t\tIT- \u00a0
\n\t\t\t\t\tCompany \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tpremises \u00a0
\n\t\t\t\t\tequipment \u00a0
\n\t\t\t\t\tcars \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tCosts at the beginning of the year \u00a0
\n\t\t\t\t\t673 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t709 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t6
\n\t\t\t\t\t39 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t(89) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(95) \u00a0
\n\t\t\t\t\tTransferred to assets held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tCosts at the end of the year \u00a0
\n\t\t\t\t\t617 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t653 \u00a0
\n\t\t\t\t\tDepreciation and impairment loss at \u00a0
\n\t\t\t\t\tthe beginning of the year \u00a0
\n\t\t\t\t\t522 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t547 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t6
\n\t\t\t\t\t69 \u00a0
\n\t\t\t\t\tImpairment loss 1 \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\tDepreciation reversed on disposals \u00a0
\n\t\t\t\t\t(74) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(80) \u00a0
\n\t\t\t\t\tExchange rate adjustments \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\tTransferred to assets held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tDepreciation and impairment loss \u00a0
\n\t\t\t\t\tat the end of the year \u00a0
\n\t\t\t\t\t520 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t545 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t97 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t108 \u00a0
\n\t\t\t\t\t1\ua880\ua881Please\ua881refer\ua881to\ua881note\ua8813.2\ua881for\ua881further\ua881details \u00a0
Lease assets \u00a0
\n\t\t\t\t\tRental of \u00a0
\n\t\t\t\t\tIT- \u00a0
\n\t\t\t\t\tCompany \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tpremises \u00a0
\n\t\t\t\t\tequipment \u00a0
\n\t\t\t\t\tcars \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCosts at the beginning of the year \u00a0
\n\t\t\t\t\t692 \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\t741 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t7
\n\t\t\t\t\t53 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t(9) \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t(9) \u00a0
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t7
\n\t\t\t\t\tCosts at the end of the year \u00a0
\n\t\t\t\t\t736 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t772 \u00a0
\n\t\t\t\t\tDepreciation and impairment loss at \u00a0
\n\t\t\t\t\tthe beginning of the year \u00a0
\n\t\t\t\t\t478 \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t514 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t70 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t7
\n\t\t\t\t\t77 \u00a0
\n\t\t\t\t\tImpairment loss 1 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\tDepreciation reversed on disposals \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\t(23) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t4
\n\t\t\t\t\tDepreciation and impairment loss at \u00a0
\n\t\t\t\t\tthe end of the year \u00a0
\n\t\t\t\t\t574 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t599 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t162 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t173 \u00a0
\n\t\t\t\t\t1\ua880Please\ua881refer\ua881to\ua881note\ua8813.2\ua881for\ua881further\ua881details \u00a0
Lease liabilities \u00a0
\n\t\t\t\t\tLease liabilities expiring within the following periods from the balance sheet date: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tWithin 1 year \u00a0
\n\t\t\t\t\t83 \u00a0
\n\t\t\t\t\t86 \u00a0
\n\t\t\t\t\tBetween 1 and 5 years \u00a0
\n\t\t\t\t\t80 \u00a0
\n\t\t\t\t\t133 \u00a0
\n\t\t\t\t\tTotal lease liability, non-discounted \u00a0
\n\t\t\t\t\t163 \u00a0
\n\t\t\t\t\t219 \u00a0
\n\t\t\t\t\tLease liabilities are recognized in the balance sheet as follows: \u00a0
\n\t\t\t\t\tNon-current liabilities \u00a0
\n\t\t\t\t\t83 \u00a0
\n\t\t\t\t\t123 \u00a0
\n\t\t\t\t\tCurrent liabilities \u00a0
\n\t\t\t\t\t73 \u00a0
\n\t\t\t\t\t84 \u00a0
\n\t\t\t\t\tTotal lease liabilities \u00a0
\n\t\t\t\t\t156 \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\tRecognized in the profit and loss statement \u00a0
\n\t\t\t\t\tInterest expenses related to lease liabilities \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t6
\n\t\t\t\t\tExpense relating to leases of low-value assets, not capitalized \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\t6
\n\t\t\t\t\tIn 2022 the Group has paid DKK 87 million (2021: DKK 88 million) regarding lease agreements where of interest \u00a0
\n\t\t\t\t\texpenses related to lease liabilities amount to DKK 4 million (2021: DKK 6 million) and repayment of lease \u00a0
\n\t\t\t\t\tliability amount to DKK 83 million (2021: DKK 82 million). \u00a0
\n\t\t\t\t\tAs of 31 December 2022, the lease liability excludes DKK 193 million (undiscounted) of potential lease payments \u00a0
\n\t\t\t\t\trelated to lease term extension rights on properties, which were not considered reasonably certain to be exer- \u00a0
\n\t\t\t\t\tcised. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfLeasesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2232": {
"value": "Trade receivables \u00a0
\n\t\t\t\t\tTrade receivables are initially recognized at fair value \u00a0
\n\t\t\t\t\tand subsequently measured at amortized cost using \u00a0
\n\t\t\t\t\tthe effective interest method, less allowance for \u00a0
\n\t\t\t\t\tdoubtful trade receivables. \u00a0
Allowance for doubtful trade receivables is made \u00a0
\n\t\t\t\t\tusing the expected credit loss model, which uses a \u00a0
\n\t\t\t\t\tlifetime expected loss allowance for all trade receiv- \u00a0
\n\t\t\t\t\tables. \u00a0
\n\t\t\t\t\tThe allowance is deducted from the carrying \u00a0
\n\t\t\t\t\tamount of trade receivables and the amount of the \u00a0
\n\t\t\t\t\tloss is recognized in the income statement under \u00a0
\n\t\t\t\t\tcost of goods sold. \u00a0
Other receivables and prepayments \u00a0
\n\t\t\t\t\tCurrent receivables \u00a0
\n\t\t\t\t\tCurrent receivables are measured at amortized cost \u00a0
\n\t\t\t\t\tless potential write-downs for impairment losses. \u00a0
\n\t\t\t\t\tWrite-downs are based on individual assessments \u00a0
\n\t\t\t\t\tof each debtor. \u00a0
\n\t\t\t\t\tPrepayments \u00a0
\n\t\t\t\t\tPrepayments comprise costs incurred for the next \u00a0
\n\t\t\t\t\tfinancial year. These are usually prepayments for \u00a0
\n\t\t\t\t\tmaintenance of hardware and software licenses. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForTradeAndOtherReceivablesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2235": {
"value": "Trade receivables \u00a0
\n\t\t\t\t\tTrade receivables are initially recognized at fair value \u00a0
\n\t\t\t\t\tand subsequently measured at amortized cost using \u00a0
\n\t\t\t\t\tthe effective interest method, less allowance for \u00a0
\n\t\t\t\t\tdoubtful trade receivables. \u00a0
Allowance for doubtful trade receivables is made \u00a0
\n\t\t\t\t\tusing the expected credit loss model, which uses a \u00a0
\n\t\t\t\t\tlifetime expected loss allowance for all trade receiv- \u00a0
\n\t\t\t\t\tables. \u00a0
\n\t\t\t\t\tThe allowance is deducted from the carrying \u00a0
\n\t\t\t\t\tamount of trade receivables and the amount of the \u00a0
\n\t\t\t\t\tloss is recognized in the income statement under \u00a0
\n\t\t\t\t\tcost of goods sold. \u00a0
Other receivables and prepayments \u00a0
\n\t\t\t\t\tCurrent receivables \u00a0
\n\t\t\t\t\tCurrent receivables are measured at amortized cost \u00a0
\n\t\t\t\t\tless potential write-downs for impairment losses. \u00a0
\n\t\t\t\t\tWrite-downs are based on individual assessments \u00a0
\n\t\t\t\t\tof each debtor. \u00a0
\n\t\t\t\t\tPrepayments \u00a0
\n\t\t\t\t\tPrepayments comprise costs incurred for the next \u00a0
\n\t\t\t\t\tfinancial year. These are usually prepayments for \u00a0
\n\t\t\t\t\tmaintenance of hardware and software licenses. \u00a0
3.6 Trade
receivables \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTotal trade receivables (gross) \u00a0
\n\t\t\t\t\t618 \u00a0
\n\t\t\t\t\t579 \u00a0
\n\t\t\t\t\tAllowances for bad debt in the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tTotal trade receivables (net) \u00a0
\n\t\t\t\t\t618 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tTotal trade receivables (net), discontinued operations \u00a0
\n\t\t\t\t\t234 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal trade receivables (net), continuing operations \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTrade receivables is recognized in the balance sheet as follows: \u00a0
\n\t\t\t\t\tTrade receivables, non-current \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t89 \u00a0
\n\t\t\t\t\tTrade receivables, current \u00a0
\n\t\t\t\t\t383 \u00a0
\n\t\t\t\t\t489 \u00a0
\n\t\t\t\t\tTotal trade receivables \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tIn 2022 NNIT has continued the commercial use of factoring where a financial institution purchases outstanding \u00a0
\n\t\t\t\t\tinvoices on some of NNIT's largest customers with a strong credit profile. The benefits of this program include \u00a0
\n\t\t\t\t\timproved liquidity and improved financial ratios, NNIT is less sensitive on long payment terms while the cost of \u00a0
\n\t\t\t\t\tfactoring is less than the current revolving credit facility. The effect as of December 31, 2022 is DKK 267 million \u00a0
\n\t\t\t\t\t(2021: DKK 186 million). \u00a0
\n\t\t\t\t\tNNIT applies the IFRS 9 simplified approach to measure expected credit losses, which uses a lifetime expected \u00a0
\n\t\t\t\t\tloss allowance for all trade receivables. NNIT has assessed historical realized losses adjusted by a forward-looking \u00a0
\n\t\t\t\t\testimate related to the probability of a significant change in the economic environment. Historically NNIT has not \u00a0
\n\t\t\t\t\trealized any losses on trade receivables due to the economic environment. Losses have been due to claim settle- \u00a0
\n\t\t\t\t\tment with customers. \u00a0
To minimize credit losses NNIT makes a credit evaluation before entering into a contract with a new customer. \u00a0
\n\t\t\t\t\tNNIT customer portfolio primarily consists of large national and international companies. The credit quality of \u00a0
\n\t\t\t\t\ttrade receivables as of December 31, 2022 is considered satisfactory. \u00a0
\n\t\t\t\t\tFurther NNIT continuously conduct individual assessments of bad debts. If this leads to an assessment that NNIT \u00a0
\n\t\t\t\t\twill not be able to collect all outstanding payments, an allowance for bad debt is made. Based on historical data, \u00a0
\n\t\t\t\t\tthe allowance for bad debt at December 31, 2022 was DKK 0.3 million (2021: DKK 1.1 million). \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAging of non-impaired trade receivables: \u00a0
\n\t\t\t\t\tNon-invoiced trade receivables \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\t238 \u00a0
\n\t\t\t\t\tNot due at balance sheet date \u00a0
\n\t\t\t\t\t300 \u00a0
\n\t\t\t\t\t256 \u00a0
\n\t\t\t\t\tOverdue between 1 and 30 days \u00a0
\n\t\t\t\t\t59 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tOverdue between 31 and 60 days \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tOverdue by more than 60 days \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\tTotal trade receivables \u00a0
\n\t\t\t\t\t618 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tTotal trade receivables, discontinued operations \u00a0
\n\t\t\t\t\t234 \u00a0
\n\t\t\t\t\tTotal trade receivables, continuing operations \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\tTrade receivables from continuing and discontinued operations include receivables from related parties \u00a0
\n\t\t\t\t\tamounting to DKK 243 million gross of factoring (2021: DKK 236 million). \u00a0
\n\t\t\t\t\tDiscontinued activities relates primarily to the balances within non-invoiced trade receivables. \u00a0
\n\t\t\t\t\tPart of the non-invoiced trade receivables are regarding finished transformation projects and other long-term \u00a0
\n\t\t\t\t\tprojects, where the amount will be invoiced to the customer over the operation period which is more than one \u00a0
\n\t\t\t\t\tyear. The long-term project amount to DKK 23 million as of 31 December 2022 (2021: DKK 124 million), of these \u00a0
\n\t\t\t\t\t20 million will be invoiced in 2023. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfTradeAndOtherReceivablesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2240": {
"value": "Allowance for doubtful trade receivables is made \u00a0
\n\t\t\t\t\tusing the expected credit loss model, which uses a \u00a0
\n\t\t\t\t\tlifetime expected loss allowance for all trade receiv- \u00a0
\n\t\t\t\t\tables. \u00a0
\n\t\t\t\t\tThe allowance is deducted from the carrying \u00a0
\n\t\t\t\t\tamount of trade receivables and the amount of the \u00a0
\n\t\t\t\t\tloss is recognized in the income statement under \u00a0
\n\t\t\t\t\tcost of goods sold. \u00a0
3.6 Trade
receivables \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTotal trade receivables (gross) \u00a0
\n\t\t\t\t\t618 \u00a0
\n\t\t\t\t\t579 \u00a0
\n\t\t\t\t\tAllowances for bad debt in the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tTotal trade receivables (net) \u00a0
\n\t\t\t\t\t618 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tTotal trade receivables (net), discontinued operations \u00a0
\n\t\t\t\t\t234 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal trade receivables (net), continuing operations \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTrade receivables is recognized in the balance sheet as follows: \u00a0
\n\t\t\t\t\tTrade receivables, non-current \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t89 \u00a0
\n\t\t\t\t\tTrade receivables, current \u00a0
\n\t\t\t\t\t383 \u00a0
\n\t\t\t\t\t489 \u00a0
\n\t\t\t\t\tTotal trade receivables \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tIn 2022 NNIT has continued the commercial use of factoring where a financial institution purchases outstanding \u00a0
\n\t\t\t\t\tinvoices on some of NNIT's largest customers with a strong credit profile. The benefits of this program include \u00a0
\n\t\t\t\t\timproved liquidity and improved financial ratios, NNIT is less sensitive on long payment terms while the cost of \u00a0
\n\t\t\t\t\tfactoring is less than the current revolving credit facility. The effect as of December 31, 2022 is DKK 267 million \u00a0
\n\t\t\t\t\t(2021: DKK 186 million). \u00a0
\n\t\t\t\t\tNNIT applies the IFRS 9 simplified approach to measure expected credit losses, which uses a lifetime expected \u00a0
\n\t\t\t\t\tloss allowance for all trade receivables. NNIT has assessed historical realized losses adjusted by a forward-looking \u00a0
\n\t\t\t\t\testimate related to the probability of a significant change in the economic environment. Historically NNIT has not \u00a0
\n\t\t\t\t\trealized any losses on trade receivables due to the economic environment. Losses have been due to claim settle- \u00a0
\n\t\t\t\t\tment with customers. \u00a0
To minimize credit losses NNIT makes a credit evaluation before entering into a contract with a new customer. \u00a0
\n\t\t\t\t\tNNIT customer portfolio primarily consists of large national and international companies. The credit quality of \u00a0
\n\t\t\t\t\ttrade receivables as of December 31, 2022 is considered satisfactory. \u00a0
\n\t\t\t\t\tFurther NNIT continuously conduct individual assessments of bad debts. If this leads to an assessment that NNIT \u00a0
\n\t\t\t\t\twill not be able to collect all outstanding payments, an allowance for bad debt is made. Based on historical data, \u00a0
\n\t\t\t\t\tthe allowance for bad debt at December 31, 2022 was DKK 0.3 million (2021: DKK 1.1 million). \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAging of non-impaired trade receivables: \u00a0
\n\t\t\t\t\tNon-invoiced trade receivables \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\t238 \u00a0
\n\t\t\t\t\tNot due at balance sheet date \u00a0
\n\t\t\t\t\t300 \u00a0
\n\t\t\t\t\t256 \u00a0
\n\t\t\t\t\tOverdue between 1 and 30 days \u00a0
\n\t\t\t\t\t59 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tOverdue between 31 and 60 days \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tOverdue by more than 60 days \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\tTotal trade receivables \u00a0
\n\t\t\t\t\t618 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tTotal trade receivables, discontinued operations \u00a0
\n\t\t\t\t\t234 \u00a0
\n\t\t\t\t\tTotal trade receivables, continuing operations \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\tTrade receivables from continuing and discontinued operations include receivables from related parties \u00a0
\n\t\t\t\t\tamounting to DKK 243 million gross of factoring (2021: DKK 236 million). \u00a0
\n\t\t\t\t\tDiscontinued activities relates primarily to the balances within non-invoiced trade receivables. \u00a0
\n\t\t\t\t\tPart of the non-invoiced trade receivables are regarding finished transformation projects and other long-term \u00a0
\n\t\t\t\t\tprojects, where the amount will be invoiced to the customer over the operation period which is more than one \u00a0
\n\t\t\t\t\tyear. The long-term project amount to DKK 23 million as of 31 December 2022 (2021: DKK 124 million), of these \u00a0
\n\t\t\t\t\t20 million will be invoiced in 2023. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfAllowanceForCreditLossesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2245": {
"value": "Equity \u00a0
\n\t\t\t\t\tTreasury shares \u00a0
\n\t\t\t\t\tTreasury shares are deducted from equity. Acqui- \u00a0
\n\t\t\t\t\tsition/disposal of treasury shares are recognized \u00a0
\n\t\t\t\t\tdirectly in equity. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForTreasurySharesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2246": {
"value": "Equity \u00a0
\n\t\t\t\t\tTreasury shares \u00a0
\n\t\t\t\t\tTreasury shares are deducted from equity. Acqui- \u00a0
\n\t\t\t\t\tsition/disposal of treasury shares are recognized \u00a0
\n\t\t\t\t\tdirectly in equity. \u00a0
Number \u00a0
\n\t\t\t\t\tNominal Market
value \u00a0
\n\t\t\t\t\tAs % of \u00a0
\n\t\t\t\t\tof shares \u00a0
\n\t\t\t\t\tDKK \u00a0
\n\t\t\t\t\tvalue \u00a0
\n\t\t\t\t\t(million) share
capital \u00a0
\n\t\t\t\t\t(thousand) \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tTreasury shares \u00a0
\n\t\t\t\t\tHolding at the beginning of the year \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\t0.9% \u00a0
\n\t\t\t\t\t221 \u00a0
\n\t\t\t\t\tPurchase \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t0.0% \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tDisposal \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(0.3%) \u00a0
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\tValue adjustments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\t0.0% \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tHolding at the end of the year \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t0.6% \u00a0
\n\t\t\t\t\t162 \u00a0
\n\t\t\t\t\tTreasury shares held relates to the long-term incentive program. Retained earnings are accumulated earnings. \u00a0
\n\t\t\t\t\tExchange rate adjustments are the difference between average exchange rates in the year and exchange rates \u00a0
\n\t\t\t\t\tat the balance sheet date when consolidating subsidiaries. \u00a0
\n\t\t\t\t\tProposed dividends are the dividends proposed by the Board of Directors for the financial year. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tNet cash distribution to shareholders \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tOrdinary dividends Interim dividends \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tNo interim dividend was declared in 2022 and no dividend will be declared at the end of 2022. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfTreasurySharesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2248": {
"value": "Dividend \u00a0
\n\t\t\t\t\tDividend distribution to the shareholders of NNIT \u00a0
\n\t\t\t\t\tis recognized as a liability when dividends are \u00a0
\n\t\t\t\t\tdeclared. Proposed dividends are disclosed in the \u00a0
\n\t\t\t\t\tstatement of changes in equity. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForDividendsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2249": {
"value": "Dividend \u00a0
\n\t\t\t\t\tDividend distribution to the shareholders of NNIT \u00a0
\n\t\t\t\t\tis recognized as a liability when dividends are \u00a0
\n\t\t\t\t\tdeclared. Proposed dividends are disclosed in the \u00a0
\n\t\t\t\t\tstatement of changes in equity. \u00a0
Number \u00a0
\n\t\t\t\t\tNominal Market
value \u00a0
\n\t\t\t\t\tAs % of \u00a0
\n\t\t\t\t\tof shares \u00a0
\n\t\t\t\t\tDKK \u00a0
\n\t\t\t\t\tvalue \u00a0
\n\t\t\t\t\t(million) share
capital \u00a0
\n\t\t\t\t\t(thousand) \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tTreasury shares \u00a0
\n\t\t\t\t\tHolding at the beginning of the year \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\t0.9% \u00a0
\n\t\t\t\t\t221 \u00a0
\n\t\t\t\t\tPurchase \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t0.0% \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tDisposal \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(0.3%) \u00a0
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\tValue adjustments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\t0.0% \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tHolding at the end of the year \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t0.6% \u00a0
\n\t\t\t\t\t162 \u00a0
\n\t\t\t\t\tTreasury shares held relates to the long-term incentive program. Retained earnings are accumulated earnings. \u00a0
\n\t\t\t\t\tExchange rate adjustments are the difference between average exchange rates in the year and exchange rates \u00a0
\n\t\t\t\t\tat the balance sheet date when consolidating subsidiaries. \u00a0
\n\t\t\t\t\tProposed dividends are the dividends proposed by the Board of Directors for the financial year. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tNet cash distribution to shareholders \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tOrdinary dividends Interim dividends \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tNo interim dividend was declared in 2022 and no dividend will be declared at the end of 2022. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfDividendsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2243": {
"value": "Assets classified as held for sale \u00a0
\n\t\t\t\t\tAssets classified as held for sale comprise assets \u00a0
\n\t\t\t\t\tand liabilities for which it is highly likely that the \u00a0
\n\t\t\t\t\tvalue will be recovered through a sale within 12 \u00a0
\n\t\t\t\t\tmonths rather than through continued use. Assets \u00a0
\n\t\t\t\t\tand liabilities classified as held for sale are meas- \u00a0
\n\t\t\t\t\tured at the lower of the carrying amount and fair \u00a0
\n\t\t\t\t\tvalue less cost to sell at the classification date as \u00a0
\u201cheld for sale\u201d. Assets held for sale are not depre- \u00a0
\n\t\t\t\t\tciated. Impairment losses arising on first classifi- \u00a0
\n\t\t\t\t\tcation as \u201cheld for sale\u201d and gains and losses from \u00a0
\n\t\t\t\t\tthe subsequent measurement is recognized in the \u00a0
\n\t\t\t\t\tincome statement under the items they concern. \u00a0
\n\t\t\t\t\tOn 22 June 2022 the Board of Directors announced \u00a0
\n\t\t\t\t\tits decision to divest its Hybrid Cloud Solutions busi- \u00a0
\n\t\t\t\t\tness unit as well as select parts of its Cloud & Digital \u00a0
\n\t\t\t\t\tSolutions business unit to funds advised by Agilitas \u00a0
\n\t\t\t\t\tPrivate Equity LLP. The associated assets and liabil- \u00a0
\n\t\t\t\t\tities have been evaluated at year end and found \u00a0
\n\t\t\t\t\teligible for the carve out and presented as held for \u00a0
\n\t\t\t\t\tsale in the 2022 financial statements. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForNoncurrentAssetsOrDisposalGroupsClassifiedAsHeldForSaleAndDiscontinuedOperationsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2229": {
"value": "Transition cost \u00a0
\n\t\t\t\t\tTransition cost consists of cost regarding transition \u00a0
\n\t\t\t\t\tprojects, which has been capitalized until operation \u00a0
\n\t\t\t\t\tbegins. The cost mainly relates to employee cost \u00a0
\n\t\t\t\t\tand will be amortized over the operation period. \u00a0
",
"dimensions": {
"concept": "nnit:DescriptionOfAccoutingPolityForTransitionCost",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2286": {
"value": "Cash flow statement \u00a0
\n\t\t\t\t\tThe cash flow statement is prepared using the \u00a0
\n\t\t\t\t\tindirect method. The cash flow statement shows \u00a0
\n\t\t\t\t\tthe cash flows for the year, divided into operating, \u00a0
\n\t\t\t\t\tinvesting and financing activities, and how these \u00a0
\n\t\t\t\t\tcash flows have affected the cash position for \u00a0
\n\t\t\t\t\tthe year. \u00a0
\n\t\t\t\t\tCash flow from operating activities \u00a0
\n\t\t\t\t\tCash flows from operating activities are calculated \u00a0
\n\t\t\t\t\tas the net profit for the year, adjusted for non-cash \u00a0
\n\t\t\t\t\toperating items. These include amortization, depre- \u00a0
\n\t\t\t\t\tciation and write-downs, share-based compen- \u00a0
\n\t\t\t\t\tsation, change in net working capital and interest \u00a0
\n\t\t\t\t\treceived and paid. \u00a0
\n\t\t\t\t\tCash flow from investing activities \u00a0
\n\t\t\t\t\tCash flows from investing activities comprise cash \u00a0
\n\t\t\t\t\tflows from the purchase and sale of intangible, \u00a0
\n\t\t\t\t\ttangible and financial non-current assets and the \u00a0
\n\t\t\t\t\tpurchase and sale of securities. Further including \u00a0
\n\t\t\t\t\taqusition of subsidaries. \u00a0
\n\t\t\t\t\tCash flow from financing activities \u00a0
\n\t\t\t\t\tCash flows from financing activities comprise cash \u00a0
\n\t\t\t\t\tflows from raising and repaying long-term debt, \u00a0
\n\t\t\t\t\tdividend payments to shareholders, instalments on \u00a0
\n\t\t\t\t\tlease liabilities and credit facilities. \u00a0
\n\t\t\t\t\tCash and cash equivalents \u00a0
\n\t\t\t\t\tCash and cash equivalents include cash and \u00a0
\n\t\t\t\t\tdeposits. \u00a0
\n\t\t\t\t\tThe cash flow statement cannot be derived from the \u00a0
\n\t\t\t\t\tannual report alone. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForCashFlowsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2287": {
"value": "Cash flow statement \u00a0
\n\t\t\t\t\tThe cash flow statement is prepared using the \u00a0
\n\t\t\t\t\tindirect method. The cash flow statement shows \u00a0
\n\t\t\t\t\tthe cash flows for the year, divided into operating, \u00a0
\n\t\t\t\t\tinvesting and financing activities, and how these \u00a0
\n\t\t\t\t\tcash flows have affected the cash position for \u00a0
\n\t\t\t\t\tthe year. \u00a0
\n\t\t\t\t\tCash flow from operating activities \u00a0
\n\t\t\t\t\tCash flows from operating activities are calculated \u00a0
\n\t\t\t\t\tas the net profit for the year, adjusted for non-cash \u00a0
\n\t\t\t\t\toperating items. These include amortization, depre- \u00a0
\n\t\t\t\t\tciation and write-downs, share-based compen- \u00a0
\n\t\t\t\t\tsation, change in net working capital and interest \u00a0
\n\t\t\t\t\treceived and paid. \u00a0
\n\t\t\t\t\tCash flow from investing activities \u00a0
\n\t\t\t\t\tCash flows from investing activities comprise cash \u00a0
\n\t\t\t\t\tflows from the purchase and sale of intangible, \u00a0
\n\t\t\t\t\ttangible and financial non-current assets and the \u00a0
\n\t\t\t\t\tpurchase and sale of securities. Further including \u00a0
\n\t\t\t\t\taqusition of subsidaries. \u00a0
\n\t\t\t\t\tCash flow from financing activities \u00a0
\n\t\t\t\t\tCash flows from financing activities comprise cash \u00a0
\n\t\t\t\t\tflows from raising and repaying long-term debt, \u00a0
\n\t\t\t\t\tdividend payments to shareholders, instalments on \u00a0
\n\t\t\t\t\tlease liabilities and credit facilities. \u00a0
\n\t\t\t\t\tCash and cash equivalents \u00a0
\n\t\t\t\t\tCash and cash equivalents include cash and \u00a0
\n\t\t\t\t\tdeposits. \u00a0
\n\t\t\t\t\tThe cash flow statement cannot be derived from the \u00a0
\n\t\t\t\t\tannual report alone. \u00a0
DKK million \u00a0
\n\t\t\t\t\tCredit Facilities \u00a0
\n\t\t\t\t\tLease liability \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tFinancial liabilities included in finance activities \u00a0
\n\t\t\t\t\tFinancing liabilities included in finance activities \u00a0
\n\t\t\t\t\tat the beginning of the year \u00a0
\n\t\t\t\t\t496 \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\tCash flows: \u00a0
\n\t\t\t\t\tInstalments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(83) \u00a0
\n\t\t\t\t\t(83) \u00a0
\n\t\t\t\t\tIngoing/outgoing payments during the year \u00a0
\n\t\t\t\t\t361 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t361 \u00a0
\n\t\t\t\t\tNon-cash flows: \u00a0
\n\t\t\t\t\tAddition \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t36 \u00a0
\n\t\t\t\t\t36 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial liabilities included in finance activities \u00a0
\n\t\t\t\t\tat the end of the year \u00a0
\n\t\t\t\t\t857 \u00a0
\n\t\t\t\t\t156 \u00a0
\n\t\t\t\t\t1,013 \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tCredit Facilities1 \u00a0
\n\t\t\t\t\tLease liability \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tFinancial liabilities included in finance activities \u00a0
\n\t\t\t\t\tFinancing liabilities included in finance activities \u00a0
\n\t\t\t\t\tat the beginning of the year \u00a0
\n\t\t\t\t\t304 \u00a0
\n\t\t\t\t\t241 \u00a0
\n\t\t\t\t\t545 \u00a0
\n\t\t\t\t\tCash flows: \u00a0
\n\t\t\t\t\tInstalments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(82) \u00a0
\n\t\t\t\t\t(82) \u00a0
\n\t\t\t\t\tIngoing/outgoing payments during the year \u00a0
\n\t\t\t\t\t192 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t192 \u00a0
\n\t\t\t\t\tNon-cash flows: \u00a0
\n\t\t\t\t\tAddition \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t52 \u00a0
\n\t\t\t\t\t52 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\tValue adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t2
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\tTotal financial liabilities included in finance activities \u00a0
\n\t\t\t\t\tat the end of the year \u00a0
\n\t\t\t\t\t496 \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\t1\ua880Credit\ua881Facilities\ua881is\ua881the\ua881drawn\ua881amount\ua881on\ua881the\ua881credit\ua881facility\ua881of\ua881DKK\ua881900\ua881million. \u00a0
5.3 Reversal of non-cash items \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tIncome taxes \u00a0
\n\t\t\t\t\t(22) \u00a0
\n\t\t\t\t\t(27) \u00a0
\n\t\t\t\t\tAmortization, depreciation and impairment losses \u00a0
\n\t\t\t\t\t222 \u00a0
\n\t\t\t\t\t275 \u00a0
\n\t\t\t\t\tGain/loss from sale of tangible assets \u00a0
\n\t\t\t\t\t(2) \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tIncrease/(decrease) in provisions, non-current transition cost \u00a0
\n\t\t\t\t\t(19) \u00a0
\n\t\t\t\t\t(2) \u00a0
\n\t\t\t\t\tProvision share-based payments NNIT shares \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t8
\n\t\t\t\t\tAllowances for bad debt \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t1
\n\t\t\t\t\tThird party financing agreement \u00a0
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\tInterest paid/received \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tOther adjustments for non-cash items \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t250 \u00a0
\n\t\t\t\t\t313 \u00a0
5.4 Statement of cash flows \u2013 specifications \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tChanges in working capital \u00a0
\n\t\t\t\t\tIncrease/(decrease) in current receivables less non-current
transi- \u00a0
\n\t\t\t\t\ttion cost and tax receivables \u00a0
\n\t\t\t\t\t(65) \u00a0
\n\t\t\t\t\t(22) \u00a0
\n\t\t\t\t\tIncrease/(decrease) in current liabilities less provisions \u00a0
\n\t\t\t\t\tand tax payables \u00a0
\n\t\t\t\t\t(42) \u00a0
\n\t\t\t\t\t(58) \u00a0
\n\t\t\t\t\tChange in trade payables related to investments \u00a0
\n\t\t\t\t\t(16) \u00a0
\n\t\t\t\t\t15 \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t(123) \u00a0
\n\t\t\t\t\t(65) \u00a0
\n\t\t\t\t\tPurchase of tangible assets \u00a0
\n\t\t\t\t\tPurchase of tangible assets \u00a0
\n\t\t\t\t\t(119) \u00a0
\n\t\t\t\t\t(47) \u00a0
\n\t\t\t\t\tChange in trade payables related to purchase of tangible assets \u00a0
\n\t\t\t\t\t16 \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t(103) \u00a0
\n\t\t\t\t\t(62) \u00a0
\n\t\t\t\t\tAdditional cash flow information 1 \u00a0
\n\t\t\t\t\tCash and equivalents, assets \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\t230 \u00a0
\n\t\t\t\t\tDrawn on credit facilities \u00a0
\n\t\t\t\t\t(857) \u00a0
\n\t\t\t\t\t(496) \u00a0
\n\t\t\t\t\tUndrawn committed credit facilities \u00a0
\n\t\t\t\t\t1,050 \u00a0
\n\t\t\t\t\t900 \u00a0
\n\t\t\t\t\tFinancial resources at the end of the year \u00a0
\n\t\t\t\t\t401 \u00a0
\n\t\t\t\t\t634 \u00a0
\n\t\t\t\t\tCash flow from operating activities \u00a0
\n\t\t\t\t\t(101) \u00a0
\n\t\t\t\t\t186 \u00a0
\n\t\t\t\t\tCash flow from investing activities \u00a0
\n\t\t\t\t\t(202) \u00a0
\n\t\t\t\t\t(175) \u00a0
\n\t\t\t\t\tFree cash flow \u00a0
\n\t\t\t\t\t(303) \u00a0
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t1\ua880\ua881Additional\ua881non-IFRS\ua881measures.\ua881'Financial\ua881resources\ua881at\ua881the\ua881end\ua881of\ua881the\ua881year'\ua881is\ua881defined\ua881as\ua881the\ua881sum\ua881of\ua881cash\ua881and\ua881cash\ua881equivalents\ua881at\ua881the\ua881end\ua881 \u00a0
\n\t\t\t\t\tof the year (net) and undrawn committed credit facilities. Free cash flow is defined as 'cash flow from operating activities' less 'cash flow \u00a0
\n\t\t\t\t\tfrom investing activities'. \u00a0
\n\t\t\t\t\tNNIT has a revolving credit facility of DKK 1,050 million with Scandinavian banks. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfCashFlowStatementExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2251": {
"value": "Employee benefits \u00a0
\n\t\t\t\t\tWages, salaries, social security contributions, paid \u00a0
\n\t\t\t\t\tannual leave and sick leave, bonuses and non-mon- \u00a0
\n\t\t\t\t\tetary benefits are recognized in the financial year in \u00a0
\n\t\t\t\t\twhich the NNIT employee provided the related work \u00a0
\n\t\t\t\t\tservice. \u00a0
\n\t\t\t\t\tEarn-out \u00a0
\n\t\t\t\t\tThe earn-out for Excellis Health Solutions, SCALES, \u00a0
\n\t\t\t\t\tValiance Partner, HGP Group and SL Controls \u00a0
\n\t\t\t\t\tis accrued over the period from the acquisition \u00a0
\n\t\t\t\t\tdate until the payment is based on expected \u00a0
\n\t\t\t\t\tachieved performance conditioned on employment \u00a0
\n\t\t\t\t\t(projected unit credit method). The cost is recog- \u00a0
\n\t\t\t\t\tnized as wages and salaries under special items in \u00a0
\n\t\t\t\t\tthe income statement. \u00a0
\n\t\t\t\t\tPensions \u00a0
\n\t\t\t\t\tNNIT operates a number of defined-contribution \u00a0
\n\t\t\t\t\tpension plans. The costs of these pension plans are \u00a0
\n\t\t\t\t\trecognized in the financial year in which the relevant \u00a0
\n\t\t\t\t\tNNIT employees provided the related service. \u00a0
\n\t\t\t\t\tIn some countries NNIT operates defined-benefit \u00a0
\n\t\t\t\t\tplans. Such liabilities are measured at the present \u00a0
\n\t\t\t\t\tvalue of the expected payments related to benefits \u00a0
\n\t\t\t\t\taccrued at the balance sheet date less the fair value \u00a0
\n\t\t\t\t\tof plan assets by applying the projected unit credit \u00a0
\n\t\t\t\t\tmethod. Plan assets, if any, are measured at fair \u00a0
\n\t\t\t\t\tvalue and offset against the defined benefit obli- \u00a0
\n\t\t\t\t\tgation in the balance sheet. Service costs and the \u00a0
\n\t\t\t\t\tinterest component are recognized in the income \u00a0
statement. Actuarial gains and losses are recog- \u00a0
\n\t\t\t\t\tnized in other comprehensive income in the period \u00a0
\n\t\t\t\t\tin which they occur. Settlements are immediately \u00a0
\n\t\t\t\t\trecognized in the income statement. \u00a0
\n\t\t\t\t\tJubilee benefits \u00a0
\n\t\t\t\t\tThis comprises liabilities for the cost of employee \u00a0
\n\t\t\t\t\tanniversaries. The liability is based on a Net Present \u00a0
\n\t\t\t\t\tValue calculation. Gains and losses are recognized in \u00a0
\n\t\t\t\t\tthe income statement. \u00a0
Long-term incentive and retention programs \u00a0
\n\t\t\t\t\tNNIT has two different share-based incentive \u00a0
\n\t\t\t\t\tprograms; long-term incentive program (LTIP) and \u00a0
\n\t\t\t\t\tretention program (RP) \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) \u00a0
\n\t\t\t\t\tGroup Management and the Vice President Group \u00a0
\n\t\t\t\t\tare part of a long-term share-based incentive \u00a0
\n\t\t\t\t\tprogram (LTIP). \u00a0
\n\t\t\t\t\tUnder the program, NNIT allocates shares based on \u00a0
\n\t\t\t\t\toperating profit and free cash flow. \u00a0
\n\t\t\t\t\tLTIP \u00a0
\n\t\t\t\t\tThe participants receive NNIT shares. The shares \u00a0
\n\t\t\t\t\tare subject to a lock-up period of four years. \u00a0
\n\t\t\t\t\tNNIT has the obligation to deliver treasury shares, \u00a0
\n\t\t\t\t\tand accordingly, the arrangement is classified as \u00a0
\n\t\t\t\t\tan equitysettled arrangement and will be charged \u00a0
\n\t\t\t\t\tto the income statement over the four-year vesting \u00a0
\n\t\t\t\t\tperiod based on the market price at the grant date. \u00a0
\n\t\t\t\t\tRetention program (RP) \u00a0
\n\t\t\t\t\tKey Vice Presidents are part of the retention \u00a0
\n\t\t\t\t\tprogram. This program comprises an accustomed \u00a0
\n\t\t\t\t\tself-investment and for each share invested they \u00a0
\n\t\t\t\t\twill be eligible to be granted up to one (1) RSU. The \u00a0
\n\t\t\t\t\tshares are subject to a lock up period of three years, \u00a0
following which the RSU\u2019s are released if certain \u00a0
\n\t\t\t\t\tvesting targets are met. \u00a0
\n\t\t\t\t\tNNIT has the obligation to deliver treasury shares, \u00a0
\n\t\t\t\t\tand accordingly, the arrangement is classified as an \u00a0
\n\t\t\t\t\tequity-settled arrangement and will be charged to \u00a0
\n\t\t\t\t\tthe income statement over the three-year vesting \u00a0
\n\t\t\t\t\tperiod based on the market price at the grant date. \u00a0
\n\t\t\t\t\tDuring that period the shares are administered as \u00a0
\n\t\t\t\t\tpart of the Company\u2019s treasury shares. No dividends \u00a0
\n\t\t\t\t\tare paid on such shares and the participants are not \u00a0
\n\t\t\t\t\table to exercise any voting rights during the lock-up \u00a0
\n\t\t\t\t\tperiod. \u00a0
2.2 Employee costs \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tEmployee costs comprise: \u00a0
\n\t\t\t\t\tWages and salaries \u00a0
\n\t\t\t\t\t1,701 \u00a0
\n\t\t\t\t\t1,764 \u00a0
\n\t\t\t\t\tShare-based payments \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t8
\n\t\t\t\t\tPensions \u2013 defined contribution plans \u00a0
\n\t\t\t\t\t128 \u00a0
\n\t\t\t\t\t119 \u00a0
\n\t\t\t\t\tPensions \u2013 defined benefit obligations (note 3.7) \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tOther employee costs \u00a0
\n\t\t\t\t\t144 \u00a0
\n\t\t\t\t\t133 \u00a0
\n\t\t\t\t\tTotal employee costs \u00a0
\n\t\t\t\t\t1,979 \u00a0
\n\t\t\t\t\t2,041 \u00a0
\n\t\t\t\t\tTotal employee costs, discontinued operations \u00a0
\n\t\t\t\t\t794 \u00a0
\n\t\t\t\t\t738 \u00a0
\n\t\t\t\t\tTotal employee costs, continuing operations \u00a0
\n\t\t\t\t\t1,185 \u00a0
\n\t\t\t\t\t1,303 \u00a0
\n\t\t\t\t\tIncluded in the income statement under the following headings: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t906 \u00a0
\n\t\t\t\t\t1,080 \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\t57 \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t199 \u00a0
\n\t\t\t\t\t128 \u00a0
\n\t\t\t\t\tTotal employee costs \u00a0
\n\t\t\t\t\t1,185 \u00a0
\n\t\t\t\t\t1,303 \u00a0
\n\t\t\t\t\tAverage number of full-time employees, total \u00a0
\n\t\t\t\t\t3,169 \u00a0
\n\t\t\t\t\t3,162 \u00a0
\n\t\t\t\t\tAverage number of full-time employees, continuing \u00a0
\n\t\t\t\t\t1,482 \u00a0
Remuneration of Board of Directors and Group Management \u00a0
\n\t\t\t\t\tThe current policy for the remuneration of the Board of Directors and Executive Management was adopted in \u00a0
\n\t\t\t\t\t2022 and sets out the general guidelines for the remuneration of the Group\u2019s management. The guidelines for \u00a0
\n\t\t\t\t\tthe remuneration of the Board of Directors and Executive Management are available on NNIT\u2019s website. \u00a0
\n\t\t\t\t\tIn addition to the disclosures provided in this note, more details on the remuneration of Executive Management \u00a0
\n\t\t\t\t\tand Directors are provided in the separate Remuneration report, which is not a part of the audited financial \u00a0
\n\t\t\t\t\tstatements. The report is also available on NNIT\u2019s website. \u00a0
\n\t\t\t\t\tBoard of Directors remuneration \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOrdinary board member fee \u00a0
\n\t\t\t\t\t3.5 \u00a0
\n\t\t\t\t\t3.5 \u00a0
\n\t\t\t\t\tAudit Committee \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\tRemuneration Committee \u00a0
\n\t\t\t\t\t0.2 \u00a0
\n\t\t\t\t\t0.2 \u00a0
\n\t\t\t\t\tTotal fee to Board of Directors \u00a0
\n\t\t\t\t\t4.0 \u00a0
\n\t\t\t\t\t4.0 \u00a0
Group Management's remuneration and share-based payment \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tOther members \u00a0
\n\t\t\t\t\tExecutive \u00a0
\n\t\t\t\t\tof Group \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tBase salary \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\t6.5 \u00a0
\n\t\t\t\t\t14.1 \u00a0
\n\t\t\t\t\tCash Bonus (STIP and one-off) \u00a0
\n\t\t\t\t\t1.9 \u00a0
\n\t\t\t\t\t1.1 \u00a0
\n\t\t\t\t\t3.0 \u00a0
\n\t\t\t\t\tOne off bonus \u00a0
\n\t\t\t\t\t2.1 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t2.5 \u00a0
\n\t\t\t\t\tRemuneration in connection with redundancy, \u00a0
\n\t\t\t\t\tresignations and release from duty to work \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\tPension \u00a0
\n\t\t\t\t\t0.5 \u00a0
\n\t\t\t\t\t0.8 \u00a0
\n\t\t\t\t\t1.3 \u00a0
\n\t\t\t\t\tBenefits \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t12.5 \u00a0
\n\t\t\t\t\t9.7 \u00a0
\n\t\t\t\t\t22.2 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOther members \u00a0
\n\t\t\t\t\tExecutive \u00a0
\n\t\t\t\t\tof Group \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tBase salary \u00a0
\n\t\t\t\t\t7.3 \u00a0
\n\t\t\t\t\t9.7 \u00a0
\n\t\t\t\t\t17.0 \u00a0
\n\t\t\t\t\tCash Bonus (STIP and one-off) \u00a0
\n\t\t\t\t\t2.0 \u00a0
\n\t\t\t\t\t1.7 \u00a0
\n\t\t\t\t\t3.7 \u00a0
\n\t\t\t\t\tRemuneration in connection with redundancy, \u00a0
\n\t\t\t\t\tresignations and release from duty to work \u00a0
\n\t\t\t\t\t15.9 \u00a0
\n\t\t\t\t\t5.8 \u00a0
\n\t\t\t\t\t21.7 \u00a0
\n\t\t\t\t\tPension \u00a0
\n\t\t\t\t\t1.0 \u00a0
\n\t\t\t\t\t1.8 \u00a0
\n\t\t\t\t\t2.8 \u00a0
\n\t\t\t\t\tBenefits \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\t1.0 \u00a0
\n\t\t\t\t\tShare based incentives 1 \u00a0
\n\t\t\t\t\t6.8 \u00a0
\n\t\t\t\t\t0.8 \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t33.4 \u00a0
\n\t\t\t\t\t20.4 \u00a0
\n\t\t\t\t\t53.8 \u00a0
\n\t\t\t\t\t1 Includes the annually recognized expense on granted share-based and launch incentive programs, which are not released. \u00a0
Short-term incentive program (STIP) \u00a0
\n\t\t\t\t\tGroup Management and certain other employees participate in a STIP program, which entitles each participant \u00a0
\n\t\t\t\t\tto receive an annual performance-based cash bonus, linked to the achievement of a number of predefined \u00a0
\n\t\t\t\t\tfunctional and individual business targets. Performance is measured for each financial year and the cash-based \u00a0
\n\t\t\t\t\tincentives, if any, are paid after announcement of the annual report for the subsequent year. \u00a0
\n\t\t\t\t\tRetention Program (RP) \u00a0
\n\t\t\t\t\tRP is a program for Vice Presidents designed to secure and enhance a strong retention incentive. \u00a0
\n\t\t\t\t\tThe program is based on a self-investment in NNIT shares by the participants which makes the Vice Presidents \u00a0
\n\t\t\t\t\teligible to receive up to one (1) RSU for each share invested. The number of RSU's is based on performance for \u00a0
\n\t\t\t\t\ta three-year period measured on revenue growth, operating profit margin and individual Objective targets. \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) \u00a0
\n\t\t\t\t\tLTIP is designed to promote the collective performance of Group Management and Vice Presidents to align the \u00a0
\n\t\t\t\t\tinterests of executives and shareholders. \u00a0
\n\t\t\t\t\tThe program is based on earnings including hedge gains/losses, before interest and tax compared to the \u00a0
\n\t\t\t\t\ttargeted level. In addition, the realized free cash flow compared to the targeted level is taken into considera- \u00a0
\n\t\t\t\t\ttion. NNIT's Board of Directors approves the financial targets for the coming year, ensuring that the short-term \u00a0
\n\t\t\t\t\ttargets are aligned with NNIT's long-term targets and strategy. \u00a0
\n\t\t\t\t\tThe allocation under LTIP for the CEO cannot exceed the equivalent of ten months\u2019 fixed base salary including \u00a0
\n\t\t\t\t\tpension contribution, and the allocation for the CFO cannot exceed the equivalent of eight months of such \u00a0
\n\t\t\t\t\tperson's fixed base salary including pension contribution. The allocation for the other members of Group \u00a0
\n\t\t\t\t\tManagement cannot exceed the equivalent of six months fixed base salary including pension contribution. A \u00a0
\n\t\t\t\t\tfixed and predefined number of shares will be allocated to Vice Presidents. \u00a0
The shares allocated to the members of Group Management that are fully vested, will be released to the indi- \u00a0
\n\t\t\t\t\tvidual participants subsequent to the approval of the Annual Report 2022 by the Board of Directors. Based on \u00a0
\n\t\t\t\t\tthe share price at the end of 2022, the value of the released shares is as follows: \u00a0
\n\t\t\t\t\tNumber of \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tshares \u00a0
\n\t\t\t\t\tMarket value \u00a0
\n\t\t\t\t\tValues at December 31, 2022 of shares to be released \u00a0
\n\t\t\t\t\tFebruary 1, 2023: \u00a0
\n\t\t\t\t\tP\u00e4r Fors \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tCarsten Ringius \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tPernille Fabricius \u00a0
\n\t\t\t\t\t6,094 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tExecutive Management \u00a0
\n\t\t\t\t\t6,094 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tOther members of Group Management \u00a0
\n\t\t\t\t\t573 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t6,667 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tPlease refer to note 5.1 for an overview of outstanding RSU\u2019s. \u00a0
3.7 Employee
benefit obligations \u00a0
\n\t\t\t\t\tDefined benefit pension obligations \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tPension liability \u00a0
\n\t\t\t\t\tPlan asset \u00a0
\n\t\t\t\t\tNet liability \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t79 \u00a0
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tCurrent service costs \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\tEmployer contributions \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\t(5) \u00a0
\n\t\t\t\t\tBenefits paid from plan asset \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tRemeasurement gains/(losses) recognized in \u00a0
\n\t\t\t\t\tother comprehensive income \u00a0
\n\t\t\t\t\t(14) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(14) \u00a0
\n\t\t\t\t\tPlan participant contribution etc. \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tTransferred to liabilities directly associated with \u00a0
\n\t\t\t\t\tassets classified as held for sale \u00a0
\n\t\t\t\t\t(5) \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tExchange rate adjustments \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t6
\n\t\t\t\t\t2
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t61 \u00a0
\n\t\t\t\t\t59 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tPension liability \u00a0
\n\t\t\t\t\tPlan asset \u00a0
\n\t\t\t\t\tNet liability \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t79 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\tCurrent service costs \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\tEmployer contributions \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\tBenefits paid from plan asset \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\tRemeasurement gains/(losses) recognized in \u00a0
\n\t\t\t\t\tother comprehensive income \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tPlan participant contribution etc. \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tPast service cost \u2013 plan amendments \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t79 \u00a0
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tThe defined benefit plans are usually funded by payments from Group companies and by employees to funds \u00a0
\n\t\t\t\t\tindependent of NNIT. Where a plan is unfunded, a liability for the retirement obligation is recognized in the \u00a0
\n\t\t\t\t\tbalance sheet. NNIT does not expect the contributions over the next five years to differ significantly from current \u00a0
\n\t\t\t\t\tcontributions. The weighted average duration of the defined benefit obligation is 11.7 years (2021: 13.9 years). \u00a0
DKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAssumptions used for valuation1 \u00a0
\n\t\t\t\t\tDiscount rate \u00a0
\n\t\t\t\t\t2.46% \u00a0
\n\t\t\t\t\t0.61% \u00a0
\n\t\t\t\t\tPrice inflation \u00a0
\n\t\t\t\t\t0.91% \u00a0
\n\t\t\t\t\t0.91% \u00a0
\n\t\t\t\t\tProjected future remuneration increases \u00a0
\n\t\t\t\t\t1.80% \u00a0
\n\t\t\t\t\t1.78% \u00a0
\n\t\t\t\t\tInterest crediting rate \u00a0
\n\t\t\t\t\t1.83% \u00a0
\n\t\t\t\t\t0.23% \u00a0
\n\t\t\t\t\t1\ua880\ua881Assumptions\ua881are\ua881calculated\ua881and\ua881presented\ua881as\ua881a\ua881weighted\ua881average\ua881of\ua881the\ua881Defined\ua881Benefit\ua881Plans\ua881in\ua881NNIT\ua881Switzer-\ua881land\ua881AG\ua881and\ua881NNIT\ua881 \u00a0
\n\t\t\t\t\tPhilippines Inc. \u00a0
\n\t\t\t\t\tActuarial valuations are performed annually. The most recent actuarial valuation is dated November 2022. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tDefined benefit pension obligations \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tEmployee benefit obligations (contingent consideration agreement) \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t77 \u00a0
\n\t\t\t\t\tTotal employee benefit obligations \u00a0
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\t94 \u00a0
\n\t\t\t\t\tTotal employee benefit obligations, non-current \u00a0
\n\t\t\t\t\tdiscontinued operations \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\tTotal employee benefit obligations, continuing operations \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\tEmployee benefit obligation is recognized in the balance sheet as followed: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tNon-current liabilities (1-5 years) \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tCurrent liabilities \u00a0
\n\t\t\t\t\t50 \u00a0
\n\t\t\t\t\t69 \u00a0
\n\t\t\t\t\tTotal employee benefit obligation \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\t94 \u00a0
5.1 Long-term
incentives \u00a0
\n\t\t\t\t\tLong-term share-based incentive program \u00a0
\n\t\t\t\t\tGroup Management and the Vice Presidents are included in a long-term share-based incentive program. \u00a0
\n\t\t\t\t\tFor more information regarding the long-term share-based incentive program, please refer to note 2.2 \u00a0
\n\t\t\t\t\t'Employee costs' \u00a0
\n\t\t\t\t\tShare-based payments are recognized at the following amounts: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) in NNIT shares \u2013 share based \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t7
\n\t\t\t\t\tRetention Program (RP) in NNIT shares \u2013 shares based \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tIncentive program charged to income statement \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t8
\n\t\t\t\t\tRecognized in the income statement: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t2
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t8
Shares are recognized over the four-year vesting period at the market value at the grant date. Value adjust- \u00a0
\n\t\t\t\t\tments are recognized as financial items. \u00a0
Outstanding restricted stock units (in NNIT shares): \u00a0
\n\t\t\t\t\tNumber '000 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOutstanding at the beginning of the year \u00a0
\n\t\t\t\t\t190 \u00a0
\n\t\t\t\t\t319 \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP)2 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\tRetention Program (RP) \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\tTransfer to employees \u00a0
\n\t\t\t\t\t(62) \u00a0
\n\t\t\t\t\t(162) \u00a0
\n\t\t\t\t\tForfeiture \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t(31) \u00a0
\n\t\t\t\t\tOutstanding at the end of the year (in NNIT shares) \u00a0
\n\t\t\t\t\t141 \u00a0
\n\t\t\t\t\t190 \u00a0
\n\t\t\t\t\tFairvalue of the RSU's end of period (DKK million)1 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\t1\ua880\ua881The\ua881share\ua881price\ua881as\ua881of\ua881December\ua88131,\ua8812022\ua881has\ua881been\ua881used\ua881when\ua881calculating\ua881the\ua881fair\ua881value\ua881of\ua881the\ua881RSU\u2019s. \u00a0
\n\t\t\t\t\t2\ua880Key\ua881management\ua881has\ua881been\ua881in\ua881total\ua881granted\ua88123,246\ua881shares\ua881with\ua881a\ua881fair\ua881value\ua881of\ua881DKK\ua8811,5\ua881million\ua881as\ua881of\ua881December\ua88131,\ua8812022 \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfEmployeeBenefitsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2265": {
"value": "Employee benefits \u00a0
\n\t\t\t\t\tWages, salaries, social security contributions, paid \u00a0
\n\t\t\t\t\tannual leave and sick leave, bonuses and non-mon- \u00a0
\n\t\t\t\t\tetary benefits are recognized in the financial year in \u00a0
\n\t\t\t\t\twhich the NNIT employee provided the related work \u00a0
\n\t\t\t\t\tservice. \u00a0
\n\t\t\t\t\tEarn-out \u00a0
\n\t\t\t\t\tThe earn-out for Excellis Health Solutions, SCALES, \u00a0
\n\t\t\t\t\tValiance Partner, HGP Group and SL Controls \u00a0
\n\t\t\t\t\tis accrued over the period from the acquisition \u00a0
\n\t\t\t\t\tdate until the payment is based on expected \u00a0
\n\t\t\t\t\tachieved performance conditioned on employment \u00a0
\n\t\t\t\t\t(projected unit credit method). The cost is recog- \u00a0
\n\t\t\t\t\tnized as wages and salaries under special items in \u00a0
\n\t\t\t\t\tthe income statement. \u00a0
\n\t\t\t\t\tPensions \u00a0
\n\t\t\t\t\tNNIT operates a number of defined-contribution \u00a0
\n\t\t\t\t\tpension plans. The costs of these pension plans are \u00a0
\n\t\t\t\t\trecognized in the financial year in which the relevant \u00a0
\n\t\t\t\t\tNNIT employees provided the related service. \u00a0
\n\t\t\t\t\tIn some countries NNIT operates defined-benefit \u00a0
\n\t\t\t\t\tplans. Such liabilities are measured at the present \u00a0
\n\t\t\t\t\tvalue of the expected payments related to benefits \u00a0
\n\t\t\t\t\taccrued at the balance sheet date less the fair value \u00a0
\n\t\t\t\t\tof plan assets by applying the projected unit credit \u00a0
\n\t\t\t\t\tmethod. Plan assets, if any, are measured at fair \u00a0
\n\t\t\t\t\tvalue and offset against the defined benefit obli- \u00a0
\n\t\t\t\t\tgation in the balance sheet. Service costs and the \u00a0
\n\t\t\t\t\tinterest component are recognized in the income \u00a0
statement. Actuarial gains and losses are recog- \u00a0
\n\t\t\t\t\tnized in other comprehensive income in the period \u00a0
\n\t\t\t\t\tin which they occur. Settlements are immediately \u00a0
\n\t\t\t\t\trecognized in the income statement. \u00a0
\n\t\t\t\t\tJubilee benefits \u00a0
\n\t\t\t\t\tThis comprises liabilities for the cost of employee \u00a0
\n\t\t\t\t\tanniversaries. The liability is based on a Net Present \u00a0
\n\t\t\t\t\tValue calculation. Gains and losses are recognized in \u00a0
\n\t\t\t\t\tthe income statement. \u00a0
Long-term incentive and retention programs \u00a0
\n\t\t\t\t\tNNIT has two different share-based incentive \u00a0
\n\t\t\t\t\tprograms; long-term incentive program (LTIP) and \u00a0
\n\t\t\t\t\tretention program (RP) \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) \u00a0
\n\t\t\t\t\tGroup Management and the Vice President Group \u00a0
\n\t\t\t\t\tare part of a long-term share-based incentive \u00a0
\n\t\t\t\t\tprogram (LTIP). \u00a0
\n\t\t\t\t\tUnder the program, NNIT allocates shares based on \u00a0
\n\t\t\t\t\toperating profit and free cash flow. \u00a0
\n\t\t\t\t\tLTIP \u00a0
\n\t\t\t\t\tThe participants receive NNIT shares. The shares \u00a0
\n\t\t\t\t\tare subject to a lock-up period of four years. \u00a0
\n\t\t\t\t\tNNIT has the obligation to deliver treasury shares, \u00a0
\n\t\t\t\t\tand accordingly, the arrangement is classified as \u00a0
\n\t\t\t\t\tan equitysettled arrangement and will be charged \u00a0
\n\t\t\t\t\tto the income statement over the four-year vesting \u00a0
\n\t\t\t\t\tperiod based on the market price at the grant date. \u00a0
\n\t\t\t\t\tRetention program (RP) \u00a0
\n\t\t\t\t\tKey Vice Presidents are part of the retention \u00a0
\n\t\t\t\t\tprogram. This program comprises an accustomed \u00a0
\n\t\t\t\t\tself-investment and for each share invested they \u00a0
\n\t\t\t\t\twill be eligible to be granted up to one (1) RSU. The \u00a0
\n\t\t\t\t\tshares are subject to a lock up period of three years, \u00a0
following which the RSU\u2019s are released if certain \u00a0
\n\t\t\t\t\tvesting targets are met. \u00a0
\n\t\t\t\t\tNNIT has the obligation to deliver treasury shares, \u00a0
\n\t\t\t\t\tand accordingly, the arrangement is classified as an \u00a0
\n\t\t\t\t\tequity-settled arrangement and will be charged to \u00a0
\n\t\t\t\t\tthe income statement over the three-year vesting \u00a0
\n\t\t\t\t\tperiod based on the market price at the grant date. \u00a0
\n\t\t\t\t\tDuring that period the shares are administered as \u00a0
\n\t\t\t\t\tpart of the Company\u2019s treasury shares. No dividends \u00a0
\n\t\t\t\t\tare paid on such shares and the participants are not \u00a0
\n\t\t\t\t\table to exercise any voting rights during the lock-up \u00a0
\n\t\t\t\t\tperiod. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForEmployeeBenefitsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2269": {
"value": "Long-term incentive and retention programs \u00a0
\n\t\t\t\t\tNNIT has two different share-based incentive \u00a0
\n\t\t\t\t\tprograms; long-term incentive program (LTIP) and \u00a0
\n\t\t\t\t\tretention program (RP) \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) \u00a0
\n\t\t\t\t\tGroup Management and the Vice President Group \u00a0
\n\t\t\t\t\tare part of a long-term share-based incentive \u00a0
\n\t\t\t\t\tprogram (LTIP). \u00a0
\n\t\t\t\t\tUnder the program, NNIT allocates shares based on \u00a0
\n\t\t\t\t\toperating profit and free cash flow. \u00a0
\n\t\t\t\t\tLTIP \u00a0
\n\t\t\t\t\tThe participants receive NNIT shares. The shares \u00a0
\n\t\t\t\t\tare subject to a lock-up period of four years. \u00a0
\n\t\t\t\t\tNNIT has the obligation to deliver treasury shares, \u00a0
\n\t\t\t\t\tand accordingly, the arrangement is classified as \u00a0
\n\t\t\t\t\tan equitysettled arrangement and will be charged \u00a0
\n\t\t\t\t\tto the income statement over the four-year vesting \u00a0
\n\t\t\t\t\tperiod based on the market price at the grant date. \u00a0
\n\t\t\t\t\tRetention program (RP) \u00a0
\n\t\t\t\t\tKey Vice Presidents are part of the retention \u00a0
\n\t\t\t\t\tprogram. This program comprises an accustomed \u00a0
\n\t\t\t\t\tself-investment and for each share invested they \u00a0
\n\t\t\t\t\twill be eligible to be granted up to one (1) RSU. The \u00a0
\n\t\t\t\t\tshares are subject to a lock up period of three years, \u00a0
following which the RSU\u2019s are released if certain \u00a0
\n\t\t\t\t\tvesting targets are met. \u00a0
\n\t\t\t\t\tNNIT has the obligation to deliver treasury shares, \u00a0
\n\t\t\t\t\tand accordingly, the arrangement is classified as an \u00a0
\n\t\t\t\t\tequity-settled arrangement and will be charged to \u00a0
\n\t\t\t\t\tthe income statement over the three-year vesting \u00a0
\n\t\t\t\t\tperiod based on the market price at the grant date. \u00a0
\n\t\t\t\t\tDuring that period the shares are administered as \u00a0
\n\t\t\t\t\tpart of the Company\u2019s treasury shares. No dividends \u00a0
\n\t\t\t\t\tare paid on such shares and the participants are not \u00a0
\n\t\t\t\t\table to exercise any voting rights during the lock-up \u00a0
\n\t\t\t\t\tperiod. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForSharebasedPaymentTransactionsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2271": {
"value": "Long-term incentive and retention programs \u00a0
\n\t\t\t\t\tNNIT has two different share-based incentive \u00a0
\n\t\t\t\t\tprograms; long-term incentive program (LTIP) and \u00a0
\n\t\t\t\t\tretention program (RP) \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) \u00a0
\n\t\t\t\t\tGroup Management and the Vice President Group \u00a0
\n\t\t\t\t\tare part of a long-term share-based incentive \u00a0
\n\t\t\t\t\tprogram (LTIP). \u00a0
\n\t\t\t\t\tUnder the program, NNIT allocates shares based on \u00a0
\n\t\t\t\t\toperating profit and free cash flow. \u00a0
\n\t\t\t\t\tLTIP \u00a0
\n\t\t\t\t\tThe participants receive NNIT shares. The shares \u00a0
\n\t\t\t\t\tare subject to a lock-up period of four years. \u00a0
\n\t\t\t\t\tNNIT has the obligation to deliver treasury shares, \u00a0
\n\t\t\t\t\tand accordingly, the arrangement is classified as \u00a0
\n\t\t\t\t\tan equitysettled arrangement and will be charged \u00a0
\n\t\t\t\t\tto the income statement over the four-year vesting \u00a0
\n\t\t\t\t\tperiod based on the market price at the grant date. \u00a0
\n\t\t\t\t\tRetention program (RP) \u00a0
\n\t\t\t\t\tKey Vice Presidents are part of the retention \u00a0
\n\t\t\t\t\tprogram. This program comprises an accustomed \u00a0
\n\t\t\t\t\tself-investment and for each share invested they \u00a0
\n\t\t\t\t\twill be eligible to be granted up to one (1) RSU. The \u00a0
\n\t\t\t\t\tshares are subject to a lock up period of three years, \u00a0
following which the RSU\u2019s are released if certain \u00a0
\n\t\t\t\t\tvesting targets are met. \u00a0
\n\t\t\t\t\tNNIT has the obligation to deliver treasury shares, \u00a0
\n\t\t\t\t\tand accordingly, the arrangement is classified as an \u00a0
\n\t\t\t\t\tequity-settled arrangement and will be charged to \u00a0
\n\t\t\t\t\tthe income statement over the three-year vesting \u00a0
\n\t\t\t\t\tperiod based on the market price at the grant date. \u00a0
\n\t\t\t\t\tDuring that period the shares are administered as \u00a0
\n\t\t\t\t\tpart of the Company\u2019s treasury shares. No dividends \u00a0
\n\t\t\t\t\tare paid on such shares and the participants are not \u00a0
\n\t\t\t\t\table to exercise any voting rights during the lock-up \u00a0
\n\t\t\t\t\tperiod. \u00a0
Group Management's remuneration and share-based payment \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tOther members \u00a0
\n\t\t\t\t\tExecutive \u00a0
\n\t\t\t\t\tof Group \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tBase salary \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\t6.5 \u00a0
\n\t\t\t\t\t14.1 \u00a0
\n\t\t\t\t\tCash Bonus (STIP and one-off) \u00a0
\n\t\t\t\t\t1.9 \u00a0
\n\t\t\t\t\t1.1 \u00a0
\n\t\t\t\t\t3.0 \u00a0
\n\t\t\t\t\tOne off bonus \u00a0
\n\t\t\t\t\t2.1 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t2.5 \u00a0
\n\t\t\t\t\tRemuneration in connection with redundancy, \u00a0
\n\t\t\t\t\tresignations and release from duty to work \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\tPension \u00a0
\n\t\t\t\t\t0.5 \u00a0
\n\t\t\t\t\t0.8 \u00a0
\n\t\t\t\t\t1.3 \u00a0
\n\t\t\t\t\tBenefits \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t12.5 \u00a0
\n\t\t\t\t\t9.7 \u00a0
\n\t\t\t\t\t22.2 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOther members \u00a0
\n\t\t\t\t\tExecutive \u00a0
\n\t\t\t\t\tof Group \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tBase salary \u00a0
\n\t\t\t\t\t7.3 \u00a0
\n\t\t\t\t\t9.7 \u00a0
\n\t\t\t\t\t17.0 \u00a0
\n\t\t\t\t\tCash Bonus (STIP and one-off) \u00a0
\n\t\t\t\t\t2.0 \u00a0
\n\t\t\t\t\t1.7 \u00a0
\n\t\t\t\t\t3.7 \u00a0
\n\t\t\t\t\tRemuneration in connection with redundancy, \u00a0
\n\t\t\t\t\tresignations and release from duty to work \u00a0
\n\t\t\t\t\t15.9 \u00a0
\n\t\t\t\t\t5.8 \u00a0
\n\t\t\t\t\t21.7 \u00a0
\n\t\t\t\t\tPension \u00a0
\n\t\t\t\t\t1.0 \u00a0
\n\t\t\t\t\t1.8 \u00a0
\n\t\t\t\t\t2.8 \u00a0
\n\t\t\t\t\tBenefits \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\t1.0 \u00a0
\n\t\t\t\t\tShare based incentives 1 \u00a0
\n\t\t\t\t\t6.8 \u00a0
\n\t\t\t\t\t0.8 \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t33.4 \u00a0
\n\t\t\t\t\t20.4 \u00a0
\n\t\t\t\t\t53.8 \u00a0
\n\t\t\t\t\t1 Includes the annually recognized expense on granted share-based and launch incentive programs, which are not released. \u00a0
Short-term incentive program (STIP) \u00a0
\n\t\t\t\t\tGroup Management and certain other employees participate in a STIP program, which entitles each participant \u00a0
\n\t\t\t\t\tto receive an annual performance-based cash bonus, linked to the achievement of a number of predefined \u00a0
\n\t\t\t\t\tfunctional and individual business targets. Performance is measured for each financial year and the cash-based \u00a0
\n\t\t\t\t\tincentives, if any, are paid after announcement of the annual report for the subsequent year. \u00a0
\n\t\t\t\t\tRetention Program (RP) \u00a0
\n\t\t\t\t\tRP is a program for Vice Presidents designed to secure and enhance a strong retention incentive. \u00a0
\n\t\t\t\t\tThe program is based on a self-investment in NNIT shares by the participants which makes the Vice Presidents \u00a0
\n\t\t\t\t\teligible to receive up to one (1) RSU for each share invested. The number of RSU's is based on performance for \u00a0
\n\t\t\t\t\ta three-year period measured on revenue growth, operating profit margin and individual Objective targets. \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) \u00a0
\n\t\t\t\t\tLTIP is designed to promote the collective performance of Group Management and Vice Presidents to align the \u00a0
\n\t\t\t\t\tinterests of executives and shareholders. \u00a0
\n\t\t\t\t\tThe program is based on earnings including hedge gains/losses, before interest and tax compared to the \u00a0
\n\t\t\t\t\ttargeted level. In addition, the realized free cash flow compared to the targeted level is taken into considera- \u00a0
\n\t\t\t\t\ttion. NNIT's Board of Directors approves the financial targets for the coming year, ensuring that the short-term \u00a0
\n\t\t\t\t\ttargets are aligned with NNIT's long-term targets and strategy. \u00a0
\n\t\t\t\t\tThe allocation under LTIP for the CEO cannot exceed the equivalent of ten months\u2019 fixed base salary including \u00a0
\n\t\t\t\t\tpension contribution, and the allocation for the CFO cannot exceed the equivalent of eight months of such \u00a0
\n\t\t\t\t\tperson's fixed base salary including pension contribution. The allocation for the other members of Group \u00a0
\n\t\t\t\t\tManagement cannot exceed the equivalent of six months fixed base salary including pension contribution. A \u00a0
\n\t\t\t\t\tfixed and predefined number of shares will be allocated to Vice Presidents. \u00a0
The shares allocated to the members of Group Management that are fully vested, will be released to the indi- \u00a0
\n\t\t\t\t\tvidual participants subsequent to the approval of the Annual Report 2022 by the Board of Directors. Based on \u00a0
\n\t\t\t\t\tthe share price at the end of 2022, the value of the released shares is as follows: \u00a0
\n\t\t\t\t\tNumber of \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tshares \u00a0
\n\t\t\t\t\tMarket value \u00a0
\n\t\t\t\t\tValues at December 31, 2022 of shares to be released \u00a0
\n\t\t\t\t\tFebruary 1, 2023: \u00a0
\n\t\t\t\t\tP\u00e4r Fors \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tCarsten Ringius \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tPernille Fabricius \u00a0
\n\t\t\t\t\t6,094 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tExecutive Management \u00a0
\n\t\t\t\t\t6,094 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tOther members of Group Management \u00a0
\n\t\t\t\t\t573 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t6,667 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tPlease refer to note 5.1 for an overview of outstanding RSU\u2019s. \u00a0
5.1 Long-term
incentives \u00a0
\n\t\t\t\t\tLong-term share-based incentive program \u00a0
\n\t\t\t\t\tGroup Management and the Vice Presidents are included in a long-term share-based incentive program. \u00a0
\n\t\t\t\t\tFor more information regarding the long-term share-based incentive program, please refer to note 2.2 \u00a0
\n\t\t\t\t\t'Employee costs' \u00a0
\n\t\t\t\t\tShare-based payments are recognized at the following amounts: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) in NNIT shares \u2013 share based \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t7
\n\t\t\t\t\tRetention Program (RP) in NNIT shares \u2013 shares based \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tIncentive program charged to income statement \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t8
\n\t\t\t\t\tRecognized in the income statement: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t2
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t8
Shares are recognized over the four-year vesting period at the market value at the grant date. Value adjust- \u00a0
\n\t\t\t\t\tments are recognized as financial items. \u00a0
Outstanding restricted stock units (in NNIT shares): \u00a0
\n\t\t\t\t\tNumber '000 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOutstanding at the beginning of the year \u00a0
\n\t\t\t\t\t190 \u00a0
\n\t\t\t\t\t319 \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP)2 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\tRetention Program (RP) \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\tTransfer to employees \u00a0
\n\t\t\t\t\t(62) \u00a0
\n\t\t\t\t\t(162) \u00a0
\n\t\t\t\t\tForfeiture \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t(31) \u00a0
\n\t\t\t\t\tOutstanding at the end of the year (in NNIT shares) \u00a0
\n\t\t\t\t\t141 \u00a0
\n\t\t\t\t\t190 \u00a0
\n\t\t\t\t\tFairvalue of the RSU's end of period (DKK million)1 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\t1\ua880\ua881The\ua881share\ua881price\ua881as\ua881of\ua881December\ua88131,\ua8812022\ua881has\ua881been\ua881used\ua881when\ua881calculating\ua881the\ua881fair\ua881value\ua881of\ua881the\ua881RSU\u2019s. \u00a0
\n\t\t\t\t\t2\ua880Key\ua881management\ua881has\ua881been\ua881in\ua881total\ua881granted\ua88123,246\ua881shares\ua881with\ua881a\ua881fair\ua881value\ua881of\ua881DKK\ua8811,5\ua881million\ua881as\ua881of\ua881December\ua88131,\ua8812022 \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfSharebasedPaymentArrangementsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2279": {
"value": "Provisions \u00a0
\n\t\t\t\t\tProvisions are recognized when NNIT has a legal or \u00a0
\n\t\t\t\t\tconstructive obligation arising from past events, it \u00a0
\n\t\t\t\t\tis probable that the Company will have to draw on \u00a0
\n\t\t\t\t\tits financial resources to settle the liability, and the \u00a0
\n\t\t\t\t\tliability can be reliably estimated. \u00a0
\n\t\t\t\t\tProvisions in the case of NNIT consist of provisions \u00a0
\n\t\t\t\t\tfor losses on construction projects and refurbish- \u00a0
\n\t\t\t\t\tment obligations. \u00a0
\n\t\t\t\t\tProvision for onerous contracts/projects \u00a0
\n\t\t\t\t\tThis refers to projects that NNIT is obliged to \u00a0
\n\t\t\t\t\tcomplete and for which the total project costs \u00a0
\n\t\t\t\t\texceed the total project income. \u00a0
\n\t\t\t\t\tProvision for refurbishment obligation \u00a0
\n\t\t\t\t\tThis refers to refurbishment obligations regarding \u00a0
\n\t\t\t\t\tNNIT's lease agreements for rental of premises. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForProvisionsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2280": {
"value": "Provisions \u00a0
\n\t\t\t\t\tProvisions are recognized when NNIT has a legal or \u00a0
\n\t\t\t\t\tconstructive obligation arising from past events, it \u00a0
\n\t\t\t\t\tis probable that the Company will have to draw on \u00a0
\n\t\t\t\t\tits financial resources to settle the liability, and the \u00a0
\n\t\t\t\t\tliability can be reliably estimated. \u00a0
\n\t\t\t\t\tProvisions in the case of NNIT consist of provisions \u00a0
\n\t\t\t\t\tfor losses on construction projects and refurbish- \u00a0
\n\t\t\t\t\tment obligations. \u00a0
\n\t\t\t\t\tProvision for onerous contracts/projects \u00a0
\n\t\t\t\t\tThis refers to projects that NNIT is obliged to \u00a0
\n\t\t\t\t\tcomplete and for which the total project costs \u00a0
\n\t\t\t\t\texceed the total project income. \u00a0
\n\t\t\t\t\tProvision for refurbishment obligation \u00a0
\n\t\t\t\t\tThis refers to refurbishment obligations regarding \u00a0
\n\t\t\t\t\tNNIT's lease agreements for rental of premises. \u00a0
3.8 Provisions \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tProvision for onerous contracts/projects \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tUtilized \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tProvision for onerous contracts/projects relates to projects that NNIT is obligated to finalize and where the \u00a0
\n\t\t\t\t\ttotal project costs exceed the total project income. \u00a0
\n\t\t\t\t\tProvision for refurbishment obligation \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\t24 \u00a0
\n\t\t\t\t\tAddition from business combinations \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t1
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tProvision for refurbishment obligation, included under non-current liabilities, relates to the leasehold \u00a0
\n\t\t\t\t\tagreements in the Group with a refurbishment obligation. \u00a0
\n\t\t\t\t\tProvisions are recognized in the balance sheet as follows: \u00a0
\n\t\t\t\t\tNon-current liabilities \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tCurrent liabilities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal liability \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t25 \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfProvisionsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2282": {
"value": "Trade payables \u00a0
\n\t\t\t\t\tTrade payables are measured at amortized cost. \u00a0
Other current liabilities \u00a0
\n\t\t\t\t\tOther current liabilities comprise accrued expenses \u00a0
\n\t\t\t\t\tand VAT. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForTradeAndOtherPayablesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2284": {
"value": "Trade payables \u00a0
\n\t\t\t\t\tTrade payables are measured at amortized cost. \u00a0
Other current liabilities \u00a0
\n\t\t\t\t\tOther current liabilities comprise accrued expenses \u00a0
\n\t\t\t\t\tand VAT. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfTradeAndOtherPayablesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2291": {
"value": "1.6 Going
Concern \u00a0
\n\t\t\t\t\tManagement has adopted the going concern basis \u00a0
\n\t\t\t\t\tfor preparing these financial statements and has \u00a0
\n\t\t\t\t\tconsidered the Group and the Company\u2019s cash flow, \u00a0
\n\t\t\t\t\tliquidity position and financial position in general, \u00a0
\n\t\t\t\t\ttogether with factors likely to affect development \u00a0
\n\t\t\t\t\tand performance. \u00a0
\n\t\t\t\t\tWith the anticipated carve-out and divestment \u00a0
\n\t\t\t\t\tto Agilitas of the Infrastructure operations NNIT \u00a0
\n\t\t\t\t\thas triggered a repayment and refinancing of the \u00a0
\n\t\t\t\t\tRevolving Credit Facility. As the divestment of the \u00a0
\n\t\t\t\t\tInfrastructure operations will not reach closing as \u00a0
\n\t\t\t\t\tof 31 March 2023, NNIT is required, within 60 days \u00a0
\n\t\t\t\t\tfrom 31 March 2023 or such later date as may be \u00a0
\n\t\t\t\t\tagreed with the lendes,, to refinance the Revolving \u00a0
\n\t\t\t\t\tCredit Facility. \u00a0
\n\t\t\t\t\tNNITs credit draw as of 31 December 2022 is DKK \u00a0
\n\t\t\t\t\t857 million, which includes 3 months rolling facilities \u00a0
\n\t\t\t\t\tand utilization of bank overdraft. This credit draw \u00a0
\n\t\t\t\t\thas increased in Q1 2023 in connection with costs \u00a0
\n\t\t\t\t\tincurred in connection with the carve-out related \u00a0
\n\t\t\t\t\tto conducting the actual technical split and advisor \u00a0
\n\t\t\t\t\tcosts, as well as repayment of COVID-19 aid pack- \u00a0
\n\t\t\t\t\tages and earn-out payments to Excellis Health Solu- \u00a0
\n\t\t\t\t\ttions and SL Controls. \u00a0
\n\t\t\t\t\tClosing reached \u00a0
\n\t\t\t\t\tCurrent expectations indicate that NNIT will \u00a0
\n\t\t\t\t\treceive cash proceeds in connection with the \u00a0
\n\t\t\t\t\ttransaction in excess of the amount due under the \u00a0
\n\t\t\t\t\tRevolving Credit Facility. \u00a0
Closing not reached \u00a0
\n\t\t\t\t\tIn the unlikely event that closing will not take place, \u00a0
\n\t\t\t\t\tNNIT will refinance the current utilization of the \u00a0
\n\t\t\t\t\tRevolving Credit Facility within 60 days from 31 \u00a0
\n\t\t\t\t\tMarch 2023 or such later date as may be agreed \u00a0
\n\t\t\t\t\twith the lenders. \u00a0
\n\t\t\t\t\tThe need for future refinancing within 60 days in \u00a0
\n\t\t\t\t\tboth scenarios indicates that a material uncertainty \u00a0
\n\t\t\t\t\texists that may cast significant doubt on the entity\u2019s \u00a0
\n\t\t\t\t\tability to continue as a going concern. \u00a0
\n\t\t\t\t\tManagement assesses that NNIT in both scenarios \u00a0
\n\t\t\t\t\tdescribed above will be able to maintain adequate \u00a0
\n\t\t\t\t\tliquidity over the next 12 months and, given the \u00a0
\n\t\t\t\t\tunderlying credit quality of the business, will be able \u00a0
\n\t\t\t\t\tto secure the necessary refinancing by negotiating \u00a0
\n\t\t\t\t\tnew facilities with current lenders. After reviewing \u00a0
\n\t\t\t\t\tthe current liquidity position, financial forecasts and \u00a0
\n\t\t\t\t\tpotential risks regarding the committed funding \u00a0
\n\t\t\t\t\tfacilities, it is management\u2019s assessment that it \u00a0
\n\t\t\t\t\tis appropriate to adopt a going concern basis of \u00a0
\n\t\t\t\t\tpreparation of the financial statements, and hence \u00a0
\n\t\t\t\t\tthe financial statements have been prepared on a \u00a0
\n\t\t\t\t\tgoing concern basis. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfGoingConcernExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2293": {
"value": "1.6 Going
Concern \u00a0
\n\t\t\t\t\tManagement has adopted the going concern basis \u00a0
\n\t\t\t\t\tfor preparing these financial statements and has \u00a0
\n\t\t\t\t\tconsidered the Group and the Company\u2019s cash flow, \u00a0
\n\t\t\t\t\tliquidity position and financial position in general, \u00a0
\n\t\t\t\t\ttogether with factors likely to affect development \u00a0
\n\t\t\t\t\tand performance. \u00a0
\n\t\t\t\t\tWith the anticipated carve-out and divestment \u00a0
\n\t\t\t\t\tto Agilitas of the Infrastructure operations NNIT \u00a0
\n\t\t\t\t\thas triggered a repayment and refinancing of the \u00a0
\n\t\t\t\t\tRevolving Credit Facility. As the divestment of the \u00a0
\n\t\t\t\t\tInfrastructure operations will not reach closing as \u00a0
\n\t\t\t\t\tof 31 March 2023, NNIT is required, within 60 days \u00a0
\n\t\t\t\t\tfrom 31 March 2023 or such later date as may be \u00a0
\n\t\t\t\t\tagreed with the lendes,, to refinance the Revolving \u00a0
\n\t\t\t\t\tCredit Facility. \u00a0
\n\t\t\t\t\tNNITs credit draw as of 31 December 2022 is DKK \u00a0
\n\t\t\t\t\t857 million, which includes 3 months rolling facilities \u00a0
\n\t\t\t\t\tand utilization of bank overdraft. This credit draw \u00a0
\n\t\t\t\t\thas increased in Q1 2023 in connection with costs \u00a0
\n\t\t\t\t\tincurred in connection with the carve-out related \u00a0
\n\t\t\t\t\tto conducting the actual technical split and advisor \u00a0
\n\t\t\t\t\tcosts, as well as repayment of COVID-19 aid pack- \u00a0
\n\t\t\t\t\tages and earn-out payments to Excellis Health Solu- \u00a0
\n\t\t\t\t\ttions and SL Controls. \u00a0
\n\t\t\t\t\tClosing reached \u00a0
\n\t\t\t\t\tCurrent expectations indicate that NNIT will \u00a0
\n\t\t\t\t\treceive cash proceeds in connection with the \u00a0
\n\t\t\t\t\ttransaction in excess of the amount due under the \u00a0
\n\t\t\t\t\tRevolving Credit Facility. \u00a0
Closing not reached \u00a0
\n\t\t\t\t\tIn the unlikely event that closing will not take place, \u00a0
\n\t\t\t\t\tNNIT will refinance the current utilization of the \u00a0
\n\t\t\t\t\tRevolving Credit Facility within 60 days from 31 \u00a0
\n\t\t\t\t\tMarch 2023 or such later date as may be agreed \u00a0
\n\t\t\t\t\twith the lenders. \u00a0
\n\t\t\t\t\tThe need for future refinancing within 60 days in \u00a0
\n\t\t\t\t\tboth scenarios indicates that a material uncertainty \u00a0
\n\t\t\t\t\texists that may cast significant doubt on the entity\u2019s \u00a0
\n\t\t\t\t\tability to continue as a going concern. \u00a0
\n\t\t\t\t\tManagement assesses that NNIT in both scenarios \u00a0
\n\t\t\t\t\tdescribed above will be able to maintain adequate \u00a0
\n\t\t\t\t\tliquidity over the next 12 months and, given the \u00a0
\n\t\t\t\t\tunderlying credit quality of the business, will be able \u00a0
\n\t\t\t\t\tto secure the necessary refinancing by negotiating \u00a0
\n\t\t\t\t\tnew facilities with current lenders. After reviewing \u00a0
\n\t\t\t\t\tthe current liquidity position, financial forecasts and \u00a0
\n\t\t\t\t\tpotential risks regarding the committed funding \u00a0
\n\t\t\t\t\tfacilities, it is management\u2019s assessment that it \u00a0
\n\t\t\t\t\tis appropriate to adopt a going concern basis of \u00a0
\n\t\t\t\t\tpreparation of the financial statements, and hence \u00a0
\n\t\t\t\t\tthe financial statements have been prepared on a \u00a0
\n\t\t\t\t\tgoing concern basis. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DescriptionOfUncertaintiesOfEntitysAbilityToContinueAsGoingConcern",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2295": {
"value": "2.2 Employee costs \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tEmployee costs comprise: \u00a0
\n\t\t\t\t\tWages and salaries \u00a0
\n\t\t\t\t\t1,701 \u00a0
\n\t\t\t\t\t1,764 \u00a0
\n\t\t\t\t\tShare-based payments \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t8
\n\t\t\t\t\tPensions \u2013 defined contribution plans \u00a0
\n\t\t\t\t\t128 \u00a0
\n\t\t\t\t\t119 \u00a0
\n\t\t\t\t\tPensions \u2013 defined benefit obligations (note 3.7) \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tOther employee costs \u00a0
\n\t\t\t\t\t144 \u00a0
\n\t\t\t\t\t133 \u00a0
\n\t\t\t\t\tTotal employee costs \u00a0
\n\t\t\t\t\t1,979 \u00a0
\n\t\t\t\t\t2,041 \u00a0
\n\t\t\t\t\tTotal employee costs, discontinued operations \u00a0
\n\t\t\t\t\t794 \u00a0
\n\t\t\t\t\t738 \u00a0
\n\t\t\t\t\tTotal employee costs, continuing operations \u00a0
\n\t\t\t\t\t1,185 \u00a0
\n\t\t\t\t\t1,303 \u00a0
\n\t\t\t\t\tIncluded in the income statement under the following headings: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t906 \u00a0
\n\t\t\t\t\t1,080 \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\t57 \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t199 \u00a0
\n\t\t\t\t\t128 \u00a0
\n\t\t\t\t\tTotal employee costs \u00a0
\n\t\t\t\t\t1,185 \u00a0
\n\t\t\t\t\t1,303 \u00a0
\n\t\t\t\t\tAverage number of full-time employees, total \u00a0
\n\t\t\t\t\t3,169 \u00a0
\n\t\t\t\t\t3,162 \u00a0
\n\t\t\t\t\tAverage number of full-time employees, continuing \u00a0
\n\t\t\t\t\t1,482 \u00a0
Remuneration of Board of Directors and Group Management \u00a0
\n\t\t\t\t\tThe current policy for the remuneration of the Board of Directors and Executive Management was adopted in \u00a0
\n\t\t\t\t\t2022 and sets out the general guidelines for the remuneration of the Group\u2019s management. The guidelines for \u00a0
\n\t\t\t\t\tthe remuneration of the Board of Directors and Executive Management are available on NNIT\u2019s website. \u00a0
\n\t\t\t\t\tIn addition to the disclosures provided in this note, more details on the remuneration of Executive Management \u00a0
\n\t\t\t\t\tand Directors are provided in the separate Remuneration report, which is not a part of the audited financial \u00a0
\n\t\t\t\t\tstatements. The report is also available on NNIT\u2019s website. \u00a0
\n\t\t\t\t\tBoard of Directors remuneration \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOrdinary board member fee \u00a0
\n\t\t\t\t\t3.5 \u00a0
\n\t\t\t\t\t3.5 \u00a0
\n\t\t\t\t\tAudit Committee \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\tRemuneration Committee \u00a0
\n\t\t\t\t\t0.2 \u00a0
\n\t\t\t\t\t0.2 \u00a0
\n\t\t\t\t\tTotal fee to Board of Directors \u00a0
\n\t\t\t\t\t4.0 \u00a0
\n\t\t\t\t\t4.0 \u00a0
3.7 Employee
benefit obligations \u00a0
\n\t\t\t\t\tDefined benefit pension obligations \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tPension liability \u00a0
\n\t\t\t\t\tPlan asset \u00a0
\n\t\t\t\t\tNet liability \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t79 \u00a0
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tCurrent service costs \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\tEmployer contributions \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\t(5) \u00a0
\n\t\t\t\t\tBenefits paid from plan asset \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tRemeasurement gains/(losses) recognized in \u00a0
\n\t\t\t\t\tother comprehensive income \u00a0
\n\t\t\t\t\t(14) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(14) \u00a0
\n\t\t\t\t\tPlan participant contribution etc. \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tTransferred to liabilities directly associated with \u00a0
\n\t\t\t\t\tassets classified as held for sale \u00a0
\n\t\t\t\t\t(5) \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tExchange rate adjustments \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t6
\n\t\t\t\t\t2
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t61 \u00a0
\n\t\t\t\t\t59 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tPension liability \u00a0
\n\t\t\t\t\tPlan asset \u00a0
\n\t\t\t\t\tNet liability \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAt the beginning of the year \u00a0
\n\t\t\t\t\t79 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\tCurrent service costs \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\tEmployer contributions \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\tBenefits paid from plan asset \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\tRemeasurement gains/(losses) recognized in \u00a0
\n\t\t\t\t\tother comprehensive income \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tPlan participant contribution etc. \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t2
\n\t\t\t\t\t-
\n\t\t\t\t\tPast service cost \u2013 plan amendments \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tAt the end of the year \u00a0
\n\t\t\t\t\t79 \u00a0
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tThe defined benefit plans are usually funded by payments from Group companies and by employees to funds \u00a0
\n\t\t\t\t\tindependent of NNIT. Where a plan is unfunded, a liability for the retirement obligation is recognized in the \u00a0
\n\t\t\t\t\tbalance sheet. NNIT does not expect the contributions over the next five years to differ significantly from current \u00a0
\n\t\t\t\t\tcontributions. The weighted average duration of the defined benefit obligation is 11.7 years (2021: 13.9 years). \u00a0
DKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAssumptions used for valuation1 \u00a0
\n\t\t\t\t\tDiscount rate \u00a0
\n\t\t\t\t\t2.46% \u00a0
\n\t\t\t\t\t0.61% \u00a0
\n\t\t\t\t\tPrice inflation \u00a0
\n\t\t\t\t\t0.91% \u00a0
\n\t\t\t\t\t0.91% \u00a0
\n\t\t\t\t\tProjected future remuneration increases \u00a0
\n\t\t\t\t\t1.80% \u00a0
\n\t\t\t\t\t1.78% \u00a0
\n\t\t\t\t\tInterest crediting rate \u00a0
\n\t\t\t\t\t1.83% \u00a0
\n\t\t\t\t\t0.23% \u00a0
\n\t\t\t\t\t1\ua880\ua881Assumptions\ua881are\ua881calculated\ua881and\ua881presented\ua881as\ua881a\ua881weighted\ua881average\ua881of\ua881the\ua881Defined\ua881Benefit\ua881Plans\ua881in\ua881NNIT\ua881Switzer-\ua881land\ua881AG\ua881and\ua881NNIT\ua881 \u00a0
\n\t\t\t\t\tPhilippines Inc. \u00a0
\n\t\t\t\t\tActuarial valuations are performed annually. The most recent actuarial valuation is dated November 2022. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tDefined benefit pension obligations \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tEmployee benefit obligations (contingent consideration agreement) \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t77 \u00a0
\n\t\t\t\t\tTotal employee benefit obligations \u00a0
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\t94 \u00a0
\n\t\t\t\t\tTotal employee benefit obligations, non-current \u00a0
\n\t\t\t\t\tdiscontinued operations \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\tTotal employee benefit obligations, continuing operations \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\tEmployee benefit obligation is recognized in the balance sheet as followed: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tNon-current liabilities (1-5 years) \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tCurrent liabilities \u00a0
\n\t\t\t\t\t50 \u00a0
\n\t\t\t\t\t69 \u00a0
\n\t\t\t\t\tTotal employee benefit obligation \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\t94 \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfDefinedBenefitPlansExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2299": {
"value": "2.2 Employee costs \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tEmployee costs comprise: \u00a0
\n\t\t\t\t\tWages and salaries \u00a0
\n\t\t\t\t\t1,701 \u00a0
\n\t\t\t\t\t1,764 \u00a0
\n\t\t\t\t\tShare-based payments \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t8
\n\t\t\t\t\tPensions \u2013 defined contribution plans \u00a0
\n\t\t\t\t\t128 \u00a0
\n\t\t\t\t\t119 \u00a0
\n\t\t\t\t\tPensions \u2013 defined benefit obligations (note 3.7) \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tOther employee costs \u00a0
\n\t\t\t\t\t144 \u00a0
\n\t\t\t\t\t133 \u00a0
\n\t\t\t\t\tTotal employee costs \u00a0
\n\t\t\t\t\t1,979 \u00a0
\n\t\t\t\t\t2,041 \u00a0
\n\t\t\t\t\tTotal employee costs, discontinued operations \u00a0
\n\t\t\t\t\t794 \u00a0
\n\t\t\t\t\t738 \u00a0
\n\t\t\t\t\tTotal employee costs, continuing operations \u00a0
\n\t\t\t\t\t1,185 \u00a0
\n\t\t\t\t\t1,303 \u00a0
\n\t\t\t\t\tIncluded in the income statement under the following headings: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t906 \u00a0
\n\t\t\t\t\t1,080 \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\t57 \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t199 \u00a0
\n\t\t\t\t\t128 \u00a0
\n\t\t\t\t\tTotal employee costs \u00a0
\n\t\t\t\t\t1,185 \u00a0
\n\t\t\t\t\t1,303 \u00a0
\n\t\t\t\t\tAverage number of full-time employees, total \u00a0
\n\t\t\t\t\t3,169 \u00a0
\n\t\t\t\t\t3,162 \u00a0
\n\t\t\t\t\tAverage number of full-time employees, continuing \u00a0
\n\t\t\t\t\t1,482 \u00a0
Remuneration of Board of Directors and Group Management \u00a0
\n\t\t\t\t\tThe current policy for the remuneration of the Board of Directors and Executive Management was adopted in \u00a0
\n\t\t\t\t\t2022 and sets out the general guidelines for the remuneration of the Group\u2019s management. The guidelines for \u00a0
\n\t\t\t\t\tthe remuneration of the Board of Directors and Executive Management are available on NNIT\u2019s website. \u00a0
\n\t\t\t\t\tIn addition to the disclosures provided in this note, more details on the remuneration of Executive Management \u00a0
\n\t\t\t\t\tand Directors are provided in the separate Remuneration report, which is not a part of the audited financial \u00a0
\n\t\t\t\t\tstatements. The report is also available on NNIT\u2019s website. \u00a0
\n\t\t\t\t\tBoard of Directors remuneration \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOrdinary board member fee \u00a0
\n\t\t\t\t\t3.5 \u00a0
\n\t\t\t\t\t3.5 \u00a0
\n\t\t\t\t\tAudit Committee \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\tRemuneration Committee \u00a0
\n\t\t\t\t\t0.2 \u00a0
\n\t\t\t\t\t0.2 \u00a0
\n\t\t\t\t\tTotal fee to Board of Directors \u00a0
\n\t\t\t\t\t4.0 \u00a0
\n\t\t\t\t\t4.0 \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfInformationAboutEmployeesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2301": {
"value": "2.2 Employee costs \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tEmployee costs comprise: \u00a0
\n\t\t\t\t\tWages and salaries \u00a0
\n\t\t\t\t\t1,701 \u00a0
\n\t\t\t\t\t1,764 \u00a0
\n\t\t\t\t\tShare-based payments \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t8
\n\t\t\t\t\tPensions \u2013 defined contribution plans \u00a0
\n\t\t\t\t\t128 \u00a0
\n\t\t\t\t\t119 \u00a0
\n\t\t\t\t\tPensions \u2013 defined benefit obligations (note 3.7) \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tOther employee costs \u00a0
\n\t\t\t\t\t144 \u00a0
\n\t\t\t\t\t133 \u00a0
\n\t\t\t\t\tTotal employee costs \u00a0
\n\t\t\t\t\t1,979 \u00a0
\n\t\t\t\t\t2,041 \u00a0
\n\t\t\t\t\tTotal employee costs, discontinued operations \u00a0
\n\t\t\t\t\t794 \u00a0
\n\t\t\t\t\t738 \u00a0
\n\t\t\t\t\tTotal employee costs, continuing operations \u00a0
\n\t\t\t\t\t1,185 \u00a0
\n\t\t\t\t\t1,303 \u00a0
\n\t\t\t\t\tIncluded in the income statement under the following headings: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t906 \u00a0
\n\t\t\t\t\t1,080 \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\t57 \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t199 \u00a0
\n\t\t\t\t\t128 \u00a0
\n\t\t\t\t\tTotal employee costs \u00a0
\n\t\t\t\t\t1,185 \u00a0
\n\t\t\t\t\t1,303 \u00a0
\n\t\t\t\t\tAverage number of full-time employees, total \u00a0
\n\t\t\t\t\t3,169 \u00a0
\n\t\t\t\t\t3,162 \u00a0
\n\t\t\t\t\tAverage number of full-time employees, continuing \u00a0
\n\t\t\t\t\t1,482 \u00a0
Remuneration of Board of Directors and Group Management \u00a0
\n\t\t\t\t\tThe current policy for the remuneration of the Board of Directors and Executive Management was adopted in \u00a0
\n\t\t\t\t\t2022 and sets out the general guidelines for the remuneration of the Group\u2019s management. The guidelines for \u00a0
\n\t\t\t\t\tthe remuneration of the Board of Directors and Executive Management are available on NNIT\u2019s website. \u00a0
\n\t\t\t\t\tIn addition to the disclosures provided in this note, more details on the remuneration of Executive Management \u00a0
\n\t\t\t\t\tand Directors are provided in the separate Remuneration report, which is not a part of the audited financial \u00a0
\n\t\t\t\t\tstatements. The report is also available on NNIT\u2019s website. \u00a0
\n\t\t\t\t\tBoard of Directors remuneration \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOrdinary board member fee \u00a0
\n\t\t\t\t\t3.5 \u00a0
\n\t\t\t\t\t3.5 \u00a0
\n\t\t\t\t\tAudit Committee \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\tRemuneration Committee \u00a0
\n\t\t\t\t\t0.2 \u00a0
\n\t\t\t\t\t0.2 \u00a0
\n\t\t\t\t\tTotal fee to Board of Directors \u00a0
\n\t\t\t\t\t4.0 \u00a0
\n\t\t\t\t\t4.0 \u00a0
2.5 Special items \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tSpecial items relates to: \u00a0
\n\t\t\t\t\tImpairment of assets \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tRedundancy cost related to Group Management \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tEmployee benefit cost (contingent consideration agreement) \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t55 \u00a0
\n\t\t\t\t\tRestructuring cost \u00a0
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\t65 \u00a0
\n\t\t\t\t\tCost regarding acquisition and disposal of operations \u00a0
\n\t\t\t\t\t83 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\tTotal special items \u00a0
\n\t\t\t\t\t278 \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\tTotal special items, discontinued operations \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal special items, continuing operations \u00a0
\n\t\t\t\t\t278 \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\tIf special items had been recognized in operating profit \u00a0
\n\t\t\t\t\tbefore special items, they would have been included in \u00a0
\n\t\t\t\t\tthe following line items: \u00a0
\n\t\t\t\t\t\u2013 Cost of goods sold \u00a0
\n\t\t\t\t\t206 \u00a0
\n\t\t\t\t\t173 \u00a0
\n\t\t\t\t\t\u2013 Sales and marketing costs \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t\u2013 Administrative expenses \u00a0
\n\t\t\t\t\t72 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\tTotal special items \u00a0
\n\t\t\t\t\t278 \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\tImpairment of asset comprise impairment of the Soeborg headquarter building and impairment of developed \u00a0
\n\t\t\t\t\tassets. Please refer to note 3.2. \u00a0
\n\t\t\t\t\tRedundancy cost related to Group Management in 2021 mainly relates to Per Kogut. \u00a0
\n\t\t\t\t\tRestructuring costs mainly comprise redundancies as part of moving offshore capabilities from China to Philip- \u00a0
\n\t\t\t\t\tpines. \u00a0
\n\t\t\t\t\tCost regarding acqusition and disposal of operations mainly relates to the carve-out and divestment of infra- \u00a0
\n\t\t\t\t\tstructure business. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfExpensesByNatureExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2304": {
"value": "Group Management's remuneration and share-based payment \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tOther members \u00a0
\n\t\t\t\t\tExecutive \u00a0
\n\t\t\t\t\tof Group \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tBase salary \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\t6.5 \u00a0
\n\t\t\t\t\t14.1 \u00a0
\n\t\t\t\t\tCash Bonus (STIP and one-off) \u00a0
\n\t\t\t\t\t1.9 \u00a0
\n\t\t\t\t\t1.1 \u00a0
\n\t\t\t\t\t3.0 \u00a0
\n\t\t\t\t\tOne off bonus \u00a0
\n\t\t\t\t\t2.1 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t2.5 \u00a0
\n\t\t\t\t\tRemuneration in connection with redundancy, \u00a0
\n\t\t\t\t\tresignations and release from duty to work \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\tPension \u00a0
\n\t\t\t\t\t0.5 \u00a0
\n\t\t\t\t\t0.8 \u00a0
\n\t\t\t\t\t1.3 \u00a0
\n\t\t\t\t\tBenefits \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t12.5 \u00a0
\n\t\t\t\t\t9.7 \u00a0
\n\t\t\t\t\t22.2 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOther members \u00a0
\n\t\t\t\t\tExecutive \u00a0
\n\t\t\t\t\tof Group \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tBase salary \u00a0
\n\t\t\t\t\t7.3 \u00a0
\n\t\t\t\t\t9.7 \u00a0
\n\t\t\t\t\t17.0 \u00a0
\n\t\t\t\t\tCash Bonus (STIP and one-off) \u00a0
\n\t\t\t\t\t2.0 \u00a0
\n\t\t\t\t\t1.7 \u00a0
\n\t\t\t\t\t3.7 \u00a0
\n\t\t\t\t\tRemuneration in connection with redundancy, \u00a0
\n\t\t\t\t\tresignations and release from duty to work \u00a0
\n\t\t\t\t\t15.9 \u00a0
\n\t\t\t\t\t5.8 \u00a0
\n\t\t\t\t\t21.7 \u00a0
\n\t\t\t\t\tPension \u00a0
\n\t\t\t\t\t1.0 \u00a0
\n\t\t\t\t\t1.8 \u00a0
\n\t\t\t\t\t2.8 \u00a0
\n\t\t\t\t\tBenefits \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\t1.0 \u00a0
\n\t\t\t\t\tShare based incentives 1 \u00a0
\n\t\t\t\t\t6.8 \u00a0
\n\t\t\t\t\t0.8 \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t33.4 \u00a0
\n\t\t\t\t\t20.4 \u00a0
\n\t\t\t\t\t53.8 \u00a0
\n\t\t\t\t\t1 Includes the annually recognized expense on granted share-based and launch incentive programs, which are not released. \u00a0
Short-term incentive program (STIP) \u00a0
\n\t\t\t\t\tGroup Management and certain other employees participate in a STIP program, which entitles each participant \u00a0
\n\t\t\t\t\tto receive an annual performance-based cash bonus, linked to the achievement of a number of predefined \u00a0
\n\t\t\t\t\tfunctional and individual business targets. Performance is measured for each financial year and the cash-based \u00a0
\n\t\t\t\t\tincentives, if any, are paid after announcement of the annual report for the subsequent year. \u00a0
\n\t\t\t\t\tRetention Program (RP) \u00a0
\n\t\t\t\t\tRP is a program for Vice Presidents designed to secure and enhance a strong retention incentive. \u00a0
\n\t\t\t\t\tThe program is based on a self-investment in NNIT shares by the participants which makes the Vice Presidents \u00a0
\n\t\t\t\t\teligible to receive up to one (1) RSU for each share invested. The number of RSU's is based on performance for \u00a0
\n\t\t\t\t\ta three-year period measured on revenue growth, operating profit margin and individual Objective targets. \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) \u00a0
\n\t\t\t\t\tLTIP is designed to promote the collective performance of Group Management and Vice Presidents to align the \u00a0
\n\t\t\t\t\tinterests of executives and shareholders. \u00a0
\n\t\t\t\t\tThe program is based on earnings including hedge gains/losses, before interest and tax compared to the \u00a0
\n\t\t\t\t\ttargeted level. In addition, the realized free cash flow compared to the targeted level is taken into considera- \u00a0
\n\t\t\t\t\ttion. NNIT's Board of Directors approves the financial targets for the coming year, ensuring that the short-term \u00a0
\n\t\t\t\t\ttargets are aligned with NNIT's long-term targets and strategy. \u00a0
\n\t\t\t\t\tThe allocation under LTIP for the CEO cannot exceed the equivalent of ten months\u2019 fixed base salary including \u00a0
\n\t\t\t\t\tpension contribution, and the allocation for the CFO cannot exceed the equivalent of eight months of such \u00a0
\n\t\t\t\t\tperson's fixed base salary including pension contribution. The allocation for the other members of Group \u00a0
\n\t\t\t\t\tManagement cannot exceed the equivalent of six months fixed base salary including pension contribution. A \u00a0
\n\t\t\t\t\tfixed and predefined number of shares will be allocated to Vice Presidents. \u00a0
The shares allocated to the members of Group Management that are fully vested, will be released to the indi- \u00a0
\n\t\t\t\t\tvidual participants subsequent to the approval of the Annual Report 2022 by the Board of Directors. Based on \u00a0
\n\t\t\t\t\tthe share price at the end of 2022, the value of the released shares is as follows: \u00a0
\n\t\t\t\t\tNumber of \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tshares \u00a0
\n\t\t\t\t\tMarket value \u00a0
\n\t\t\t\t\tValues at December 31, 2022 of shares to be released \u00a0
\n\t\t\t\t\tFebruary 1, 2023: \u00a0
\n\t\t\t\t\tP\u00e4r Fors \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tCarsten Ringius \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tPernille Fabricius \u00a0
\n\t\t\t\t\t6,094 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tExecutive Management \u00a0
\n\t\t\t\t\t6,094 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tOther members of Group Management \u00a0
\n\t\t\t\t\t573 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t6,667 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tPlease refer to note 5.1 for an overview of outstanding RSU\u2019s. \u00a0
5.1 Long-term
incentives \u00a0
\n\t\t\t\t\tLong-term share-based incentive program \u00a0
\n\t\t\t\t\tGroup Management and the Vice Presidents are included in a long-term share-based incentive program. \u00a0
\n\t\t\t\t\tFor more information regarding the long-term share-based incentive program, please refer to note 2.2 \u00a0
\n\t\t\t\t\t'Employee costs' \u00a0
\n\t\t\t\t\tShare-based payments are recognized at the following amounts: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) in NNIT shares \u2013 share based \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t7
\n\t\t\t\t\tRetention Program (RP) in NNIT shares \u2013 shares based \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tIncentive program charged to income statement \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t8
\n\t\t\t\t\tRecognized in the income statement: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t2
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t8
Shares are recognized over the four-year vesting period at the market value at the grant date. Value adjust- \u00a0
\n\t\t\t\t\tments are recognized as financial items. \u00a0
Outstanding restricted stock units (in NNIT shares): \u00a0
\n\t\t\t\t\tNumber '000 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOutstanding at the beginning of the year \u00a0
\n\t\t\t\t\t190 \u00a0
\n\t\t\t\t\t319 \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP)2 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\tRetention Program (RP) \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\tTransfer to employees \u00a0
\n\t\t\t\t\t(62) \u00a0
\n\t\t\t\t\t(162) \u00a0
\n\t\t\t\t\tForfeiture \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t(31) \u00a0
\n\t\t\t\t\tOutstanding at the end of the year (in NNIT shares) \u00a0
\n\t\t\t\t\t141 \u00a0
\n\t\t\t\t\t190 \u00a0
\n\t\t\t\t\tFairvalue of the RSU's end of period (DKK million)1 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\t1\ua880\ua881The\ua881share\ua881price\ua881as\ua881of\ua881December\ua88131,\ua8812022\ua881has\ua881been\ua881used\ua881when\ua881calculating\ua881the\ua881fair\ua881value\ua881of\ua881the\ua881RSU\u2019s. \u00a0
\n\t\t\t\t\t2\ua880Key\ua881management\ua881has\ua881been\ua881in\ua881total\ua881granted\ua88123,246\ua881shares\ua881with\ua881a\ua881fair\ua881value\ua881of\ua881DKK\ua8811,5\ua881million\ua881as\ua881of\ua881December\ua88131,\ua8812022 \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfInformationAboutKeyManagementPersonnelExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2310": {
"value": "Group Management's remuneration and share-based payment \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tOther members \u00a0
\n\t\t\t\t\tExecutive \u00a0
\n\t\t\t\t\tof Group \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tBase salary \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\t6.5 \u00a0
\n\t\t\t\t\t14.1 \u00a0
\n\t\t\t\t\tCash Bonus (STIP and one-off) \u00a0
\n\t\t\t\t\t1.9 \u00a0
\n\t\t\t\t\t1.1 \u00a0
\n\t\t\t\t\t3.0 \u00a0
\n\t\t\t\t\tOne off bonus \u00a0
\n\t\t\t\t\t2.1 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t2.5 \u00a0
\n\t\t\t\t\tRemuneration in connection with redundancy, \u00a0
\n\t\t\t\t\tresignations and release from duty to work \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\tPension \u00a0
\n\t\t\t\t\t0.5 \u00a0
\n\t\t\t\t\t0.8 \u00a0
\n\t\t\t\t\t1.3 \u00a0
\n\t\t\t\t\tBenefits \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t12.5 \u00a0
\n\t\t\t\t\t9.7 \u00a0
\n\t\t\t\t\t22.2 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOther members \u00a0
\n\t\t\t\t\tExecutive \u00a0
\n\t\t\t\t\tof Group \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tManagement \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tBase salary \u00a0
\n\t\t\t\t\t7.3 \u00a0
\n\t\t\t\t\t9.7 \u00a0
\n\t\t\t\t\t17.0 \u00a0
\n\t\t\t\t\tCash Bonus (STIP and one-off) \u00a0
\n\t\t\t\t\t2.0 \u00a0
\n\t\t\t\t\t1.7 \u00a0
\n\t\t\t\t\t3.7 \u00a0
\n\t\t\t\t\tRemuneration in connection with redundancy, \u00a0
\n\t\t\t\t\tresignations and release from duty to work \u00a0
\n\t\t\t\t\t15.9 \u00a0
\n\t\t\t\t\t5.8 \u00a0
\n\t\t\t\t\t21.7 \u00a0
\n\t\t\t\t\tPension \u00a0
\n\t\t\t\t\t1.0 \u00a0
\n\t\t\t\t\t1.8 \u00a0
\n\t\t\t\t\t2.8 \u00a0
\n\t\t\t\t\tBenefits \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\t0.6 \u00a0
\n\t\t\t\t\t1.0 \u00a0
\n\t\t\t\t\tShare based incentives 1 \u00a0
\n\t\t\t\t\t6.8 \u00a0
\n\t\t\t\t\t0.8 \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t33.4 \u00a0
\n\t\t\t\t\t20.4 \u00a0
\n\t\t\t\t\t53.8 \u00a0
\n\t\t\t\t\t1 Includes the annually recognized expense on granted share-based and launch incentive programs, which are not released. \u00a0
Short-term incentive program (STIP) \u00a0
\n\t\t\t\t\tGroup Management and certain other employees participate in a STIP program, which entitles each participant \u00a0
\n\t\t\t\t\tto receive an annual performance-based cash bonus, linked to the achievement of a number of predefined \u00a0
\n\t\t\t\t\tfunctional and individual business targets. Performance is measured for each financial year and the cash-based \u00a0
\n\t\t\t\t\tincentives, if any, are paid after announcement of the annual report for the subsequent year. \u00a0
\n\t\t\t\t\tRetention Program (RP) \u00a0
\n\t\t\t\t\tRP is a program for Vice Presidents designed to secure and enhance a strong retention incentive. \u00a0
\n\t\t\t\t\tThe program is based on a self-investment in NNIT shares by the participants which makes the Vice Presidents \u00a0
\n\t\t\t\t\teligible to receive up to one (1) RSU for each share invested. The number of RSU's is based on performance for \u00a0
\n\t\t\t\t\ta three-year period measured on revenue growth, operating profit margin and individual Objective targets. \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) \u00a0
\n\t\t\t\t\tLTIP is designed to promote the collective performance of Group Management and Vice Presidents to align the \u00a0
\n\t\t\t\t\tinterests of executives and shareholders. \u00a0
\n\t\t\t\t\tThe program is based on earnings including hedge gains/losses, before interest and tax compared to the \u00a0
\n\t\t\t\t\ttargeted level. In addition, the realized free cash flow compared to the targeted level is taken into considera- \u00a0
\n\t\t\t\t\ttion. NNIT's Board of Directors approves the financial targets for the coming year, ensuring that the short-term \u00a0
\n\t\t\t\t\ttargets are aligned with NNIT's long-term targets and strategy. \u00a0
\n\t\t\t\t\tThe allocation under LTIP for the CEO cannot exceed the equivalent of ten months\u2019 fixed base salary including \u00a0
\n\t\t\t\t\tpension contribution, and the allocation for the CFO cannot exceed the equivalent of eight months of such \u00a0
\n\t\t\t\t\tperson's fixed base salary including pension contribution. The allocation for the other members of Group \u00a0
\n\t\t\t\t\tManagement cannot exceed the equivalent of six months fixed base salary including pension contribution. A \u00a0
\n\t\t\t\t\tfixed and predefined number of shares will be allocated to Vice Presidents. \u00a0
The shares allocated to the members of Group Management that are fully vested, will be released to the indi- \u00a0
\n\t\t\t\t\tvidual participants subsequent to the approval of the Annual Report 2022 by the Board of Directors. Based on \u00a0
\n\t\t\t\t\tthe share price at the end of 2022, the value of the released shares is as follows: \u00a0
\n\t\t\t\t\tNumber of \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tshares \u00a0
\n\t\t\t\t\tMarket value \u00a0
\n\t\t\t\t\tValues at December 31, 2022 of shares to be released \u00a0
\n\t\t\t\t\tFebruary 1, 2023: \u00a0
\n\t\t\t\t\tP\u00e4r Fors \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tCarsten Ringius \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tPernille Fabricius \u00a0
\n\t\t\t\t\t6,094 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tExecutive Management \u00a0
\n\t\t\t\t\t6,094 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tOther members of Group Management \u00a0
\n\t\t\t\t\t573 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tGroup Management total \u00a0
\n\t\t\t\t\t6,667 \u00a0
\n\t\t\t\t\t0.4 \u00a0
\n\t\t\t\t\tPlease refer to note 5.1 for an overview of outstanding RSU\u2019s. \u00a0
5.1 Long-term
incentives \u00a0
\n\t\t\t\t\tLong-term share-based incentive program \u00a0
\n\t\t\t\t\tGroup Management and the Vice Presidents are included in a long-term share-based incentive program. \u00a0
\n\t\t\t\t\tFor more information regarding the long-term share-based incentive program, please refer to note 2.2 \u00a0
\n\t\t\t\t\t'Employee costs' \u00a0
\n\t\t\t\t\tShare-based payments are recognized at the following amounts: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP) in NNIT shares \u2013 share based \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t7
\n\t\t\t\t\tRetention Program (RP) in NNIT shares \u2013 shares based \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tIncentive program charged to income statement \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t8
\n\t\t\t\t\tRecognized in the income statement: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t2
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t5
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t8
Shares are recognized over the four-year vesting period at the market value at the grant date. Value adjust- \u00a0
\n\t\t\t\t\tments are recognized as financial items. \u00a0
Outstanding restricted stock units (in NNIT shares): \u00a0
\n\t\t\t\t\tNumber '000 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tOutstanding at the beginning of the year \u00a0
\n\t\t\t\t\t190 \u00a0
\n\t\t\t\t\t319 \u00a0
\n\t\t\t\t\tLong-term incentive program (LTIP)2 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\tRetention Program (RP) \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\tTransfer to employees \u00a0
\n\t\t\t\t\t(62) \u00a0
\n\t\t\t\t\t(162) \u00a0
\n\t\t\t\t\tForfeiture \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t(31) \u00a0
\n\t\t\t\t\tOutstanding at the end of the year (in NNIT shares) \u00a0
\n\t\t\t\t\t141 \u00a0
\n\t\t\t\t\t190 \u00a0
\n\t\t\t\t\tFairvalue of the RSU's end of period (DKK million)1 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\t1\ua880\ua881The\ua881share\ua881price\ua881as\ua881of\ua881December\ua88131,\ua8812022\ua881has\ua881been\ua881used\ua881when\ua881calculating\ua881the\ua881fair\ua881value\ua881of\ua881the\ua881RSU\u2019s. \u00a0
\n\t\t\t\t\t2\ua880Key\ua881management\ua881has\ua881been\ua881in\ua881total\ua881granted\ua88123,246\ua881shares\ua881with\ua881a\ua881fair\ua881value\ua881of\ua881DKK\ua8811,5\ua881million\ua881as\ua881of\ua881December\ua88131,\ua8812022 \u00a0
5.7 Related
party transactions and ownership \u00a0
\n\t\t\t\t\tOwnership \u00a0
\n\t\t\t\t\tNNIT A/S is controlled by Novo Holdings A/S, of which the Novo Nordisk Foundation is the ultimate owner.
\n\t\t\t\t\tThe consolidated financial statements of the ultimate parent company, the Novo Nordisk Foundation, may be \u00a0
\n\t\t\t\t\tobtained from the Novo Nordisk Foundation, Tuborg Havnevej 19, DK-2900 Hellerup, Denmark. \u00a0
\n\t\t\t\t\tRelated party transactions \u00a0
\n\t\t\t\t\tNNIT has engaged in related party transactions regarding ordinary business with Novo Holdings A/S, the Novo \u00a0
\n\t\t\t\t\tNordisk Group, the Novozymes Group and Xellia Pharmaceuticals Group. All agreements, of which most are \u00a0
\n\t\t\t\t\tfor one year, have been negotiated on arm's length basis. There have been no transactions other than the \u00a0
payment of remuneration with the Group Management of NNIT A/S and the NNIT Board of Directors. For infor- \u00a0
\n\t\t\t\t\tmation on remuneration to the Group Management of NNIT, please refer to note 2.2 'Employee costs'. \u00a0
\n\t\t\t\t\tThe figures for related parties are for the continuing business. Comparison figures are not split between \u00a0
\n\t\t\t\t\tcontinuing and discontinued operations for the balancesheet statement. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tNet sales \u00a0
\n\t\t\t\t\tNovo Nordisk Group \u00a0
\n\t\t\t\t\t183 \u00a0
\n\t\t\t\t\t189 \u00a0
\n\t\t\t\t\tNovo Holdings A/S \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tNovo Nordisk Foundation \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal Novo Nordisk Group \u00a0
\n\t\t\t\t\t183 \u00a0
\n\t\t\t\t\t190 \u00a0
\n\t\t\t\t\tNovozymes Group \u00a0
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\tTotal Novo Group \u00a0
\n\t\t\t\t\t218 \u00a0
\n\t\t\t\t\t196 \u00a0
\n\t\t\t\t\tTrade receivables \u00a0
\n\t\t\t\t\tNovo Nordisk Group \u00a0
\n\t\t\t\t\t57 \u00a0
\n\t\t\t\t\t114 \u00a0
\n\t\t\t\t\tNovozymes Group \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t9
\n\t\t\t\t\tNovo Holding A/S \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t64 \u00a0
\n\t\t\t\t\t124 \u00a0
\n\t\t\t\t\tWork in progress \u00a0
\n\t\t\t\t\tNovo Nordisk Group \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tPrepayments from related parties \u00a0
\n\t\t\t\t\tNovo Nordisk Group \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t43 \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t43 \u00a0
\n\t\t\t\t\tDividends \u00a0
\n\t\t\t\t\tNovo Holdings A/S \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t8
\n\t\t\t\t\tNovo Nordisk A/S \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t12 \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfRelatedPartyExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2318": {
"value": "2.3 Development costs \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCosts for development of new projects, not eligible for \u00a0
\n\t\t\t\t\trecognition in the balance sheet are charged immediately \u00a0
\n\t\t\t\t\tto the income statement: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t7
\n\t\t\t\t\tTotal development costs \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t7
Total development costs, discontinued operations \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal development costs, continuing operations \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t7
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfResearchAndDevelopmentExpenseExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2320": {
"value": "2.4 Amortization, depreciation and impairment losses \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t29 \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t180 \u00a0
\n\t\t\t\t\t194 \u00a0
\n\t\t\t\t\tImpairment losses \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tTotal amortization, depreciation, and impairment losses \u00a0
\n\t\t\t\t\t222 \u00a0
\n\t\t\t\t\t275 \u00a0
\n\t\t\t\t\tTotal amortization, depreciation, and impairment losses, \u00a0
\n\t\t\t\t\tdiscontinued operations \u00a0
\n\t\t\t\t\t154 \u00a0
\n\t\t\t\t\t146 \u00a0
\n\t\t\t\t\tTotal amortization, depreciation, and impairment losses, \u00a0
\n\t\t\t\t\tcontinuing operations \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t129 \u00a0
\n\t\t\t\t\tAmortization, depreciation and impairment losses are \u00a0
\n\t\t\t\t\trecognized in the income statement: \u00a0
\n\t\t\t\t\tCost of goods sold \u00a0
\n\t\t\t\t\t51 \u00a0
\n\t\t\t\t\t69 \u00a0
\n\t\t\t\t\tSales and marketing costs \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\tAdministrative expenses \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t3
\n\t\t\t\t\tSpecial items \u00a0
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tTotal amortization, depreciation, and impairment losses \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t129 \u00a0
3.1 Intangible
assets \u00a0
\n\t\t\t\t\tOther \u00a0
\n\t\t\t\t\tIT \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tintangible \u00a0
\n\t\t\t\t\tdevelopment \u00a0
\n\t\t\t\t\tprojects under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tprojects \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tCosts at the beginning of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t164 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t828 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t78 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t101 \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t24 \u00a0
\n\t\t\t\t\t(24) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(125) \u00a0
\n\t\t\t\t\t(20) \u00a0
\n\t\t\t\t\t(145) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t696 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t67 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t802 \u00a0
\n\t\t\t\t\tAmortization and impairment loss at the beginning of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t29 \u00a0
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tAmortization and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t59 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t96 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t696 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t8
\n\t\t\t\t\t2
\n\t\t\t\t\t706 \u00a0
\n\t\t\t\t\tAmortization period \u00a0
\n\t\t\t\t\t2-5 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\tIT 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 \u00a0
\n\t\t\t\t\tand developed applications for customer services. \u00a0
\n\t\t\t\t\tIT development projects under construction consists of both internal IT-systems and developed applications for customer services. \u00a0
Other \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tintangible \u00a0
\n\t\t\t\t\tIT development \u00a0
\n\t\t\t\t\tprojects under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tGoodwill \u00a0
\n\t\t\t\t\tassets \u00a0
\n\t\t\t\t\tprojects \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCost at the beginning of the year \u00a0
\n\t\t\t\t\t487 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t95 \u00a0
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t677 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t7
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t62 \u00a0
\n\t\t\t\t\t(62) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t37 \u00a0
\n\t\t\t\t\t164 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t828 \u00a0
\n\t\t\t\t\tAmortization and impairment losses at the beginning of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t31 \u00a0
\n\t\t\t\t\t68 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t99 \u00a0
\n\t\t\t\t\tAmortization \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tAmortization and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t90 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t600 \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t74 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\tAmortization period \u00a0
\n\t\t\t\t\t2-5 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\tIT 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 \u00a0
\n\t\t\t\t\tand developed applications for customer services. \u00a0
\n\t\t\t\t\tIT development projects under construction consists of both internal IT-systems and developed applications for customer services. \u00a0
3.3 Tangible assets \u00a0
\n\t\t\t\t\tPayments on \u00a0
\n\t\t\t\t\taccount and \u00a0
\n\t\t\t\t\tLand and \u00a0
\n\t\t\t\t\tOther \u00a0
\n\t\t\t\t\tLeasehold \u00a0
\n\t\t\t\t\tassets under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbuildings \u00a0
\n\t\t\t\t\tequipment \u00a0
\n\t\t\t\t\timprovements \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tCost at the beginning of the year \u00a0
\n\t\t\t\t\t390 \u00a0
\n\t\t\t\t\t695 \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t1,151 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t91 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t119 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(85) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(88) \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t(393) \u00a0
\n\t\t\t\t\t(695) \u00a0
\n\t\t\t\t\t(9) \u00a0
\n\t\t\t\t\t(19) \u00a0
\n\t\t\t\t\t(1,116) \u00a0
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t6
\n\t\t\t\t\t55 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t66 \u00a0
\n\t\t\t\t\tDepreciation and impairment loss at the beginning of the year \u00a0
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\t490 \u00a0
\n\t\t\t\t\t53 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t668 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t91 \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t-
\n\t\t\t\t\t111 \u00a0
\n\t\t\t\t\tDepreciation reversed on disposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(85) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(88) \u00a0
\n\t\t\t\t\tTransferred to assets classified as held for sale \u00a0
\n\t\t\t\t\t(142) \u00a0
\n\t\t\t\t\t(492) \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(641) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tDepreciation and impairment loss at the end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\t46 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t49 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t3
\n\t\t\t\t\t9
\n\t\t\t\t\t-
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\tDepreciation period \u00a0
\n\t\t\t\t\t10-50 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\t5-10 years \u00a0
\n\t\t\t\t\tNNIT's fixed assets register is inspected on a regular basis to identify assets, which are no longer in use. Such assets are scrapped. \u00a0
Payments on \u00a0
\n\t\t\t\t\taccount and \u00a0
\n\t\t\t\t\tLand and \u00a0
\n\t\t\t\t\tOther \u00a0
\n\t\t\t\t\tLeasehold \u00a0
\n\t\t\t\t\tassets under \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tbuildings \u00a0
\n\t\t\t\t\tequipment \u00a0
\n\t\t\t\t\timprovements \u00a0
\n\t\t\t\t\tconstruction \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCost at the beginning of the year \u00a0
\n\t\t\t\t\t386 \u00a0
\n\t\t\t\t\t734 \u00a0
\n\t\t\t\t\t55 \u00a0
\n\t\t\t\t\t26 \u00a0
\n\t\t\t\t\t1,201 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t6
\n\t\t\t\t\t47 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(99) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(100) \u00a0
\n\t\t\t\t\tTransfer \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(25) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t3
\n\t\t\t\t\tCost at the end of the year \u00a0
\n\t\t\t\t\t390 \u00a0
\n\t\t\t\t\t695 \u00a0
\n\t\t\t\t\t60 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\t1,151 \u00a0
\n\t\t\t\t\tDepreciation and impairment losses at the beginning of the year \u00a0
\n\t\t\t\t\t108 \u00a0
\n\t\t\t\t\t494 \u00a0
\n\t\t\t\t\t47 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t649 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t95 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t-
\n\t\t\t\t\t117 \u00a0
\n\t\t\t\t\tDepreciation reversed on disposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(99) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(99) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tDepreciation and impairment losses at the end of the year \u00a0
\n\t\t\t\t\t125 \u00a0
\n\t\t\t\t\t490 \u00a0
\n\t\t\t\t\t53 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t668 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t265 \u00a0
\n\t\t\t\t\t205 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\t6
\n\t\t\t\t\t483 \u00a0
\n\t\t\t\t\tDepreciation period \u00a0
\n\t\t\t\t\t10-50 years \u00a0
\n\t\t\t\t\t3-10 years \u00a0
\n\t\t\t\t\t5-10 years \u00a0
\n\t\t\t\t\tNNIT's fixed assets register is inspected on a regular basis to identify assets, which are no longer in use. Such assets are scrapped. \u00a0
4.3 Leases \u00a0
\n\t\t\t\t\tLease assets \u00a0
\n\t\t\t\t\tRental of \u00a0
\n\t\t\t\t\tIT- \u00a0
\n\t\t\t\t\tCompany \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tpremises \u00a0
\n\t\t\t\t\tequipment \u00a0
\n\t\t\t\t\tcars \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tCosts at the beginning of the year \u00a0
\n\t\t\t\t\t673 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t709 \u00a0
\n\t\t\t\t\tAdditions \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t6
\n\t\t\t\t\t39 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t(89) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(95) \u00a0
\n\t\t\t\t\tTransferred to assets held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tCosts at the end of the year \u00a0
\n\t\t\t\t\t617 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\t653 \u00a0
\n\t\t\t\t\tDepreciation and impairment loss at \u00a0
\n\t\t\t\t\tthe beginning of the year \u00a0
\n\t\t\t\t\t522 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t547 \u00a0
\n\t\t\t\t\tDepreciation \u00a0
\n\t\t\t\t\t63 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t6
\n\t\t\t\t\t69 \u00a0
\n\t\t\t\t\tImpairment loss 1 \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\tDepreciation reversed on disposals \u00a0
\n\t\t\t\t\t(74) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(80) \u00a0
\n\t\t\t\t\tExchange rate adjustments \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\tTransferred to assets held for sale \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tDepreciation and impairment loss \u00a0
\n\t\t\t\t\tat the end of the year \u00a0
\n\t\t\t\t\t520 \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t8
\n\t\t\t\t\t545 \u00a0
\n\t\t\t\t\tCarrying amount at the end of the year \u00a0
\n\t\t\t\t\t97 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t108 \u00a0
\n\t\t\t\t\t1\ua880\ua881Please\ua881refer\ua881to\ua881note\ua8813.2\ua881for\ua881further\ua881details \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfDepreciationAndAmortisationExpenseExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2326": {
"value": "2.5 Special items \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tSpecial items relates to: \u00a0
\n\t\t\t\t\tImpairment of assets \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tRedundancy cost related to Group Management \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tEmployee benefit cost (contingent consideration agreement) \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t55 \u00a0
\n\t\t\t\t\tRestructuring cost \u00a0
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\t65 \u00a0
\n\t\t\t\t\tCost regarding acquisition and disposal of operations \u00a0
\n\t\t\t\t\t83 \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\tTotal special items \u00a0
\n\t\t\t\t\t278 \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\tTotal special items, discontinued operations \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal special items, continuing operations \u00a0
\n\t\t\t\t\t278 \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\tIf special items had been recognized in operating profit \u00a0
\n\t\t\t\t\tbefore special items, they would have been included in \u00a0
\n\t\t\t\t\tthe following line items: \u00a0
\n\t\t\t\t\t\u2013 Cost of goods sold \u00a0
\n\t\t\t\t\t206 \u00a0
\n\t\t\t\t\t173 \u00a0
\n\t\t\t\t\t\u2013 Sales and marketing costs \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t\u2013 Administrative expenses \u00a0
\n\t\t\t\t\t72 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\tTotal special items \u00a0
\n\t\t\t\t\t278 \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\tImpairment of asset comprise impairment of the Soeborg headquarter building and impairment of developed \u00a0
\n\t\t\t\t\tassets. Please refer to note 3.2. \u00a0
\n\t\t\t\t\tRedundancy cost related to Group Management in 2021 mainly relates to Per Kogut. \u00a0
\n\t\t\t\t\tRestructuring costs mainly comprise redundancies as part of moving offshore capabilities from China to Philip- \u00a0
\n\t\t\t\t\tpines. \u00a0
\n\t\t\t\t\tCost regarding acqusition and disposal of operations mainly relates to the carve-out and divestment of infra- \u00a0
\n\t\t\t\t\tstructure business. \u00a0
",
"dimensions": {
"concept": "nnit:DisclosureOfSpecialItems",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2327": {
"value": "2.6 Income taxes \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCurrent tax \u00a0
\n\t\t\t\t\t(47) \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tDeferred tax \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\t(22) \u00a0
\n\t\t\t\t\tAdjustments recognized for current tax of prior periods \u00a0
\n\t\t\t\t\t10 \u00a0
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\tAdjustments recognized for deferred tax of prior periods \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t20 \u00a0
\n\t\t\t\t\tWithholding tax not deductible \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tIncome taxes in the income statement \u00a0
\n\t\t\t\t\t(29) \u00a0
\n\t\t\t\t\t(34) \u00a0
\n\t\t\t\t\tIncome taxes in the income statement, discontinued operations \u00a0
\n\t\t\t\t\t14 \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\tIncome taxes in the income statement, continuing operations \u00a0
\n\t\t\t\t\t(43) \u00a0
\n\t\t\t\t\t(67) \u00a0
\n\t\t\t\t\tComputation of effective tax rate: \u00a0
\n\t\t\t\t\tStatutory corporate income tax rate in Denmark \u00a0
\n\t\t\t\t\t22.0% \u00a0
\n\t\t\t\t\t22.0% \u00a0
\n\t\t\t\t\tDeviation in foreign subsidiaries' tax rates compared to Danish tax \u00a0
\n\t\t\t\t\trate (net) \u00a0
\n\t\t\t\t\t(0.2%) \u00a0
\n\t\t\t\t\t0.9% \u00a0
\n\t\t\t\t\tAdjustment of current and deferred tax regarding previous years \u00a0
\n\t\t\t\t\t(1.8%) \u00a0
\n\t\t\t\t\t3.3% \u00a0
\n\t\t\t\t\tOther adjustments to taxable income \u00a0
\n\t\t\t\t\t(6.9%) \u00a0
\n\t\t\t\t\t(1.3%) \u00a0
\n\t\t\t\t\tEffective tax rate \u00a0
\n\t\t\t\t\t13.1% \u00a0
\n\t\t\t\t\t24.9% \u00a0
\n\t\t\t\t\tTax on other comprehensive income for the year \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t8
\n\t\t\t\t\tTax on other comprehensive income for the year relates to tax on exchange rate adjustments, deferred tax of \u00a0
\n\t\t\t\t\tcash flow hedges and deferred tax on share-based payments. \u00a0
DKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTax (payable)/receivable \u00a0
\n\t\t\t\t\tTax (payable)/receivable at the beginning of the year \u00a0
\n\t\t\t\t\t45 \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\tAdditions through business combinations \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t-
\n\t\t\t\t\tIncome tax paid during the year \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t39 \u00a0
\n\t\t\t\t\tTax paid related to previous years \u00a0
\n\t\t\t\t\t(21) \u00a0
\n\t\t\t\t\t(44) \u00a0
\n\t\t\t\t\tWithholding taxes paid during the year \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\tCurrent tax on profit for the year \u00a0
\n\t\t\t\t\t33 \u00a0
\n\t\t\t\t\t(3) \u00a0
\n\t\t\t\t\tAdjustments related to previous years \u00a0
\n\t\t\t\t\t(10) \u00a0
\n\t\t\t\t\t29 \u00a0
\n\t\t\t\t\tTax (payable)/receivable at the end of the year \u00a0
\n\t\t\t\t\t65 \u00a0
\n\t\t\t\t\t45 \u00a0
\n\t\t\t\t\tTax (payable)/receivables, discontinued operations \u00a0
\n\t\t\t\t\t(22) \u00a0
\n\t\t\t\t\tTax (payable)/receivables, continuing operations \u00a0
\n\t\t\t\t\t87 \u00a0
\n\t\t\t\t\tTax payable/receivables are recognized in \u00a0
\n\t\t\t\t\tthe balance sheet as follows: \u00a0
\n\t\t\t\t\tTax receivables \u00a0
\n\t\t\t\t\t113 \u00a0
\n\t\t\t\t\tTax payable \u00a0
\n\t\t\t\t\t(33) \u00a0
\n\t\t\t\t\tTax on other comprehensive income \u00a0
\n\t\t\t\t\t7
\n\t\t\t\t\tTotal tax \u00a0
\n\t\t\t\t\t87 \u00a0
Net taxes paid in 2022 accounted to DKK 4 million and were paid as follows: \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tChina Czech
Republic \u00a0
\n\t\t\t\t\tGermany \u00a0
\n\t\t\t\t\tDenmark \u00a0
\n\t\t\t\t\tGreat Britain \u00a0
\n\t\t\t\t\tIreland \u00a0
\n\t\t\t\t\tItaly \u00a0
\n\t\t\t\t\tPhilippines \u00a0
\n\t\t\t\t\tUnited States \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\tIncome tax paid during the year \u00a0
\n\t\t\t\t\t3
\n\t\t\t\t\t2
\n\t\t\t\t\t3
\n\t\t\t\t\t2
\n\t\t\t\t\t1
\n\t\t\t\t\t2
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\t3
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\tTax paid related to previous years \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t(31) \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t8
\n\t\t\t\t\t(21) \u00a0
\n\t\t\t\t\tWithholding taxes paid during the year \u00a0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t4
\n\t\t\t\t\t2
\n\t\t\t\t\t3
\n\t\t\t\t\t(30) \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t2
\n\t\t\t\t\t1
\n\t\t\t\t\t1
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t(4) \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfTaxReceivablesAndPayablesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2330": {
"value": "3.6 Trade
receivables \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tTotal trade receivables (gross) \u00a0
\n\t\t\t\t\t618 \u00a0
\n\t\t\t\t\t579 \u00a0
\n\t\t\t\t\tAllowances for bad debt in the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\tTotal trade receivables (net) \u00a0
\n\t\t\t\t\t618 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tTotal trade receivables (net), discontinued operations \u00a0
\n\t\t\t\t\t234 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal trade receivables (net), continuing operations \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tTrade receivables is recognized in the balance sheet as follows: \u00a0
\n\t\t\t\t\tTrade receivables, non-current \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t89 \u00a0
\n\t\t\t\t\tTrade receivables, current \u00a0
\n\t\t\t\t\t383 \u00a0
\n\t\t\t\t\t489 \u00a0
\n\t\t\t\t\tTotal trade receivables \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tIn 2022 NNIT has continued the commercial use of factoring where a financial institution purchases outstanding \u00a0
\n\t\t\t\t\tinvoices on some of NNIT's largest customers with a strong credit profile. The benefits of this program include \u00a0
\n\t\t\t\t\timproved liquidity and improved financial ratios, NNIT is less sensitive on long payment terms while the cost of \u00a0
\n\t\t\t\t\tfactoring is less than the current revolving credit facility. The effect as of December 31, 2022 is DKK 267 million \u00a0
\n\t\t\t\t\t(2021: DKK 186 million). \u00a0
\n\t\t\t\t\tNNIT applies the IFRS 9 simplified approach to measure expected credit losses, which uses a lifetime expected \u00a0
\n\t\t\t\t\tloss allowance for all trade receivables. NNIT has assessed historical realized losses adjusted by a forward-looking \u00a0
\n\t\t\t\t\testimate related to the probability of a significant change in the economic environment. Historically NNIT has not \u00a0
\n\t\t\t\t\trealized any losses on trade receivables due to the economic environment. Losses have been due to claim settle- \u00a0
\n\t\t\t\t\tment with customers. \u00a0
To minimize credit losses NNIT makes a credit evaluation before entering into a contract with a new customer. \u00a0
\n\t\t\t\t\tNNIT customer portfolio primarily consists of large national and international companies. The credit quality of \u00a0
\n\t\t\t\t\ttrade receivables as of December 31, 2022 is considered satisfactory. \u00a0
\n\t\t\t\t\tFurther NNIT continuously conduct individual assessments of bad debts. If this leads to an assessment that NNIT \u00a0
\n\t\t\t\t\twill not be able to collect all outstanding payments, an allowance for bad debt is made. Based on historical data, \u00a0
\n\t\t\t\t\tthe allowance for bad debt at December 31, 2022 was DKK 0.3 million (2021: DKK 1.1 million). \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tAging of non-impaired trade receivables: \u00a0
\n\t\t\t\t\tNon-invoiced trade receivables \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\t238 \u00a0
\n\t\t\t\t\tNot due at balance sheet date \u00a0
\n\t\t\t\t\t300 \u00a0
\n\t\t\t\t\t256 \u00a0
\n\t\t\t\t\tOverdue between 1 and 30 days \u00a0
\n\t\t\t\t\t59 \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\tOverdue between 31 and 60 days \u00a0
\n\t\t\t\t\t23 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tOverdue by more than 60 days \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t19 \u00a0
\n\t\t\t\t\tTotal trade receivables \u00a0
\n\t\t\t\t\t618 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tTotal trade receivables, discontinued operations \u00a0
\n\t\t\t\t\t234 \u00a0
\n\t\t\t\t\tTotal trade receivables, continuing operations \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\tTrade receivables from continuing and discontinued operations include receivables from related parties \u00a0
\n\t\t\t\t\tamounting to DKK 243 million gross of factoring (2021: DKK 236 million). \u00a0
\n\t\t\t\t\tDiscontinued activities relates primarily to the balances within non-invoiced trade receivables. \u00a0
\n\t\t\t\t\tPart of the non-invoiced trade receivables are regarding finished transformation projects and other long-term \u00a0
\n\t\t\t\t\tprojects, where the amount will be invoiced to the customer over the operation period which is more than one \u00a0
\n\t\t\t\t\tyear. The long-term project amount to DKK 23 million as of 31 December 2022 (2021: DKK 124 million), of these \u00a0
\n\t\t\t\t\t20 million will be invoiced in 2023. \u00a0
Credit risk \u00a0
\n\t\t\t\t\tNNIT\u2019s credit risk principally arises from trade receivables, which amounted to DKK 618 million as of December \u00a0
\n\t\t\t\t\t31, 2022 (December 31, 2021: DKK 578 million). NNIT\u2019s single largest concentration of credit risk is with the Novo \u00a0
\n\t\t\t\t\tNordisk Group. As of December 31, 2022, our trade receivables from the Novo Nordisk Group amounted to DKK \u00a0
\n\t\t\t\t\t243 million (December 31, 2021: DKK 226 million). The classification of trade receivables according to maturity \u00a0
\n\t\t\t\t\tdate is set out in the note 3.6. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfCreditRiskExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2333": {
"value": "4.2 Share capital, distribution to shareholder and earnings per share \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tProfit/(loss) from continuing operations \u00a0
\n\t\t\t\t\t(258) \u00a0
\n\t\t\t\t\t(175) \u00a0
\n\t\t\t\t\tProfit/(loss) from discontinued operations \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\tNet profit/(loss) for the year \u00a0
\n\t\t\t\t\t(202) \u00a0
\n\t\t\t\t\t(49) \u00a0
\n\t\t\t\t\tNumber '000 \u00a0
\n\t\t\t\t\tAverage number of shares outstanding \u00a0
\n\t\t\t\t\t24,838 \u00a0
\n\t\t\t\t\t24,779 \u00a0
\n\t\t\t\t\tDilutive effect of share-based payments \u00a0
\n\t\t\t\t\t120 \u00a0
\n\t\t\t\t\t158 \u00a0
\n\t\t\t\t\tAverage number of shares outstanding, \u00a0
\n\t\t\t\t\tincluding dilutive effect of share-based payments \u00a0
\n\t\t\t\t\t24,958 \u00a0
\n\t\t\t\t\t24,937 \u00a0
\n\t\t\t\t\tEarnings per share from continuing operations \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t(10.39) \u00a0
\n\t\t\t\t\t(7.05) \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t(10.39) \u00a0
\n\t\t\t\t\t(7.05) \u00a0
\n\t\t\t\t\tEarnings per share from discontinued operations \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t2.25 \u00a0
\n\t\t\t\t\t5.07 \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t2.24 \u00a0
\n\t\t\t\t\t5.04 \u00a0
\n\t\t\t\t\tEarnings per share \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t(8.13) \u00a0
\n\t\t\t\t\t(1.98) \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t(8.13) \u00a0
\n\t\t\t\t\t(1.98) \u00a0
\n\t\t\t\t\tEarnings per share and diluted earnings per share are calculated in accordance with IAS 33. Basic earnings \u00a0
\n\t\t\t\t\tper share are calculated by dividing the profit attributable to equity holders of the Company by the weighted \u00a0
\n\t\t\t\t\taverage number of ordinary shares in issue during the year, excluding ordinary shares purchased by the \u00a0
\n\t\t\t\t\tCompany and held as treasury shares. Diluted earnings per share is calculated by adjusting the weighted \u00a0
\n\t\t\t\t\taverage number of ordinary shares outstanding to assume conversion of all dilutive potential ordinary shares. \u00a0
\n\t\t\t\t\tRSUs are only included when performance requirements have been met. \u00a0
\n\t\t\t\t\tThe share capital has a nominal value of DKK 250 million divided into 25 million shares with a nominal value of \u00a0
\n\t\t\t\t\tDKK 10 each. No shares carry special rights. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfShareCapitalReservesAndOtherEquityInterestExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2334": {
"value": "4.2 Share capital, distribution to shareholder and earnings per share \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tProfit/(loss) from continuing operations \u00a0
\n\t\t\t\t\t(258) \u00a0
\n\t\t\t\t\t(175) \u00a0
\n\t\t\t\t\tProfit/(loss) from discontinued operations \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\tNet profit/(loss) for the year \u00a0
\n\t\t\t\t\t(202) \u00a0
\n\t\t\t\t\t(49) \u00a0
\n\t\t\t\t\tNumber '000 \u00a0
\n\t\t\t\t\tAverage number of shares outstanding \u00a0
\n\t\t\t\t\t24,838 \u00a0
\n\t\t\t\t\t24,779 \u00a0
\n\t\t\t\t\tDilutive effect of share-based payments \u00a0
\n\t\t\t\t\t120 \u00a0
\n\t\t\t\t\t158 \u00a0
\n\t\t\t\t\tAverage number of shares outstanding, \u00a0
\n\t\t\t\t\tincluding dilutive effect of share-based payments \u00a0
\n\t\t\t\t\t24,958 \u00a0
\n\t\t\t\t\t24,937 \u00a0
\n\t\t\t\t\tEarnings per share from continuing operations \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t(10.39) \u00a0
\n\t\t\t\t\t(7.05) \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t(10.39) \u00a0
\n\t\t\t\t\t(7.05) \u00a0
\n\t\t\t\t\tEarnings per share from discontinued operations \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t2.25 \u00a0
\n\t\t\t\t\t5.07 \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t2.24 \u00a0
\n\t\t\t\t\t5.04 \u00a0
\n\t\t\t\t\tEarnings per share \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t(8.13) \u00a0
\n\t\t\t\t\t(1.98) \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t(8.13) \u00a0
\n\t\t\t\t\t(1.98) \u00a0
\n\t\t\t\t\tEarnings per share and diluted earnings per share are calculated in accordance with IAS 33. Basic earnings \u00a0
\n\t\t\t\t\tper share are calculated by dividing the profit attributable to equity holders of the Company by the weighted \u00a0
\n\t\t\t\t\taverage number of ordinary shares in issue during the year, excluding ordinary shares purchased by the \u00a0
\n\t\t\t\t\tCompany and held as treasury shares. Diluted earnings per share is calculated by adjusting the weighted \u00a0
\n\t\t\t\t\taverage number of ordinary shares outstanding to assume conversion of all dilutive potential ordinary shares. \u00a0
\n\t\t\t\t\tRSUs are only included when performance requirements have been met. \u00a0
\n\t\t\t\t\tThe share capital has a nominal value of DKK 250 million divided into 25 million shares with a nominal value of \u00a0
\n\t\t\t\t\tDKK 10 each. No shares carry special rights. \u00a0
Number \u00a0
\n\t\t\t\t\tNominal Market
value \u00a0
\n\t\t\t\t\tAs % of \u00a0
\n\t\t\t\t\tof shares \u00a0
\n\t\t\t\t\tDKK \u00a0
\n\t\t\t\t\tvalue \u00a0
\n\t\t\t\t\t(million) share
capital \u00a0
\n\t\t\t\t\t(thousand) \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tTreasury shares \u00a0
\n\t\t\t\t\tHolding at the beginning of the year \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\t0.9% \u00a0
\n\t\t\t\t\t221 \u00a0
\n\t\t\t\t\tPurchase \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t0.0% \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tDisposal \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(0.3%) \u00a0
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\tValue adjustments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\t0.0% \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tHolding at the end of the year \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t0.6% \u00a0
\n\t\t\t\t\t162 \u00a0
\n\t\t\t\t\tTreasury shares held relates to the long-term incentive program. Retained earnings are accumulated earnings. \u00a0
\n\t\t\t\t\tExchange rate adjustments are the difference between average exchange rates in the year and exchange rates \u00a0
\n\t\t\t\t\tat the balance sheet date when consolidating subsidiaries. \u00a0
\n\t\t\t\t\tProposed dividends are the dividends proposed by the Board of Directors for the financial year. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tNet cash distribution to shareholders \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tOrdinary dividends Interim dividends \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tNo interim dividend was declared in 2022 and no dividend will be declared at the end of 2022. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfEarningsPerShareExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2336": {
"value": "4.2 Share capital, distribution to shareholder and earnings per share \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tProfit/(loss) from continuing operations \u00a0
\n\t\t\t\t\t(258) \u00a0
\n\t\t\t\t\t(175) \u00a0
\n\t\t\t\t\tProfit/(loss) from discontinued operations \u00a0
\n\t\t\t\t\t56 \u00a0
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\tNet profit/(loss) for the year \u00a0
\n\t\t\t\t\t(202) \u00a0
\n\t\t\t\t\t(49) \u00a0
\n\t\t\t\t\tNumber '000 \u00a0
\n\t\t\t\t\tAverage number of shares outstanding \u00a0
\n\t\t\t\t\t24,838 \u00a0
\n\t\t\t\t\t24,779 \u00a0
\n\t\t\t\t\tDilutive effect of share-based payments \u00a0
\n\t\t\t\t\t120 \u00a0
\n\t\t\t\t\t158 \u00a0
\n\t\t\t\t\tAverage number of shares outstanding, \u00a0
\n\t\t\t\t\tincluding dilutive effect of share-based payments \u00a0
\n\t\t\t\t\t24,958 \u00a0
\n\t\t\t\t\t24,937 \u00a0
\n\t\t\t\t\tEarnings per share from continuing operations \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t(10.39) \u00a0
\n\t\t\t\t\t(7.05) \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t(10.39) \u00a0
\n\t\t\t\t\t(7.05) \u00a0
\n\t\t\t\t\tEarnings per share from discontinued operations \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t2.25 \u00a0
\n\t\t\t\t\t5.07 \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t2.24 \u00a0
\n\t\t\t\t\t5.04 \u00a0
\n\t\t\t\t\tEarnings per share \u00a0
\n\t\t\t\t\tEarnings per share (DKK) \u00a0
\n\t\t\t\t\t(8.13) \u00a0
\n\t\t\t\t\t(1.98) \u00a0
\n\t\t\t\t\tDiluted earnings per share (DKK) \u00a0
\n\t\t\t\t\t(8.13) \u00a0
\n\t\t\t\t\t(1.98) \u00a0
\n\t\t\t\t\tEarnings per share and diluted earnings per share are calculated in accordance with IAS 33. Basic earnings \u00a0
\n\t\t\t\t\tper share are calculated by dividing the profit attributable to equity holders of the Company by the weighted \u00a0
\n\t\t\t\t\taverage number of ordinary shares in issue during the year, excluding ordinary shares purchased by the \u00a0
\n\t\t\t\t\tCompany and held as treasury shares. Diluted earnings per share is calculated by adjusting the weighted \u00a0
\n\t\t\t\t\taverage number of ordinary shares outstanding to assume conversion of all dilutive potential ordinary shares. \u00a0
\n\t\t\t\t\tRSUs are only included when performance requirements have been met. \u00a0
\n\t\t\t\t\tThe share capital has a nominal value of DKK 250 million divided into 25 million shares with a nominal value of \u00a0
\n\t\t\t\t\tDKK 10 each. No shares carry special rights. \u00a0
Number \u00a0
\n\t\t\t\t\tNominal Market
value \u00a0
\n\t\t\t\t\tAs % of \u00a0
\n\t\t\t\t\tof shares \u00a0
\n\t\t\t\t\tDKK \u00a0
\n\t\t\t\t\tvalue \u00a0
\n\t\t\t\t\t(million) share
capital \u00a0
\n\t\t\t\t\t(thousand) \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tTreasury shares \u00a0
\n\t\t\t\t\tHolding at the beginning of the year \u00a0
\n\t\t\t\t\t2
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\t0.9% \u00a0
\n\t\t\t\t\t221 \u00a0
\n\t\t\t\t\tPurchase \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t0.0% \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tDisposal \u00a0
\n\t\t\t\t\t(1) \u00a0
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(0.3%) \u00a0
\n\t\t\t\t\t(59) \u00a0
\n\t\t\t\t\tValue adjustments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\t0.0% \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\tHolding at the end of the year \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\t11 \u00a0
\n\t\t\t\t\t0.6% \u00a0
\n\t\t\t\t\t162 \u00a0
\n\t\t\t\t\tTreasury shares held relates to the long-term incentive program. Retained earnings are accumulated earnings. \u00a0
\n\t\t\t\t\tExchange rate adjustments are the difference between average exchange rates in the year and exchange rates \u00a0
\n\t\t\t\t\tat the balance sheet date when consolidating subsidiaries. \u00a0
\n\t\t\t\t\tProposed dividends are the dividends proposed by the Board of Directors for the financial year. \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tNet cash distribution to shareholders \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tOrdinary dividends Interim dividends \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tNo interim dividend was declared in 2022 and no dividend will be declared at the end of 2022. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfIssuedCapitalExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2338": {
"value": "4.4 Financial assets and liabilities, continuing operations \u00a0
\n\t\t\t\t\tDepending on the purpose of each asset and liability, NNIT classifies these into the following categories: \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCash and cash equivalents \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tCash flow hedging instruments at fair value \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tFinancial assets at amortized cost \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tFinancial liabilities at fair value through comprehensive income \u00a0
\n\t\t\t\t\t\u2022
\n\t\t\t\t\tFinancial liabilities measured at amortized cost \u00a0
\n\t\t\t\t\tCash and cash \u00a0
\n\t\t\t\t\tCash flow hedging \u00a0
\n\t\t\t\t\tFinancial assets at \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tequivalents instruments
at fair value \u00a0
\n\t\t\t\t\tamortized cost \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tFinancial assets by category \u00a0
\n\t\t\t\t\tDeposits \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\t27 \u00a0
\n\t\t\t\t\tTrade receivables \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\t384 \u00a0
\n\t\t\t\t\tWork in progress \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t54 \u00a0
\n\t\t\t\t\t54 \u00a0
\n\t\t\t\t\tOther receivables \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\t35 \u00a0
\n\t\t\t\t\tPrepayments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\t32 \u00a0
\n\t\t\t\t\tCash and cash equivalents \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\tTotal financial assets at the end of the year \u00a0
\n\t\t\t\t\t208 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t532 \u00a0
\n\t\t\t\t\t740 \u00a0
\n\t\t\t\t\tCash and cash \u00a0
\n\t\t\t\t\tCash flow hedging \u00a0
\n\t\t\t\t\tFinancial assets at \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tequivalents instruments
at fair value \u00a0
\n\t\t\t\t\tamortized cost \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tFinancial assets by category \u00a0
\n\t\t\t\t\tDeposits \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t34 \u00a0
\n\t\t\t\t\t34 \u00a0
\n\t\t\t\t\tTrade receivables \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\t578 \u00a0
\n\t\t\t\t\tWork in progress \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t107 \u00a0
\n\t\t\t\t\t107 \u00a0
\n\t\t\t\t\tOther receivables \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\t22 \u00a0
\n\t\t\t\t\tPrepayments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t101 \u00a0
\n\t\t\t\t\t101 \u00a0
\n\t\t\t\t\tDerivative financial instruments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\tCash and cash equivalents \u00a0
\n\t\t\t\t\t230 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t230 \u00a0
\n\t\t\t\t\tTotal financial assets at the end of the year \u00a0
\n\t\t\t\t\t230 \u00a0
\n\t\t\t\t\t13 \u00a0
\n\t\t\t\t\t842 \u00a0
\n\t\t\t\t\t1,085 \u00a0
Financial liabilities \u00a0
\n\t\t\t\t\tFinancial liabilities \u00a0
\n\t\t\t\t\tat fair value through \u00a0
\n\t\t\t\t\tmeasured at \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tprofit and loss \u00a0
\n\t\t\t\t\tamortized cost \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tFinancial liabilities by category \u00a0
\n\t\t\t\t\tLease liability \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t156 \u00a0
\n\t\t\t\t\t156 \u00a0
\n\t\t\t\t\tCredit Facilities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t857 \u00a0
\n\t\t\t\t\t857 \u00a0
\n\t\t\t\t\tTrade payables \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t151 \u00a0
\n\t\t\t\t\t151 \u00a0
\n\t\t\t\t\tOther non-curret and current liabilities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t251 \u00a0
\n\t\t\t\t\t251 \u00a0
\n\t\t\t\t\tTotal financial liabilities at \u00a0
\n\t\t\t\t\tthe end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1,415 \u00a0
\n\t\t\t\t\t1,415 \u00a0
\n\t\t\t\t\tThe carrying amounts of the total financial liabilities correspond to the undiscounted payments as of 31 \u00a0
\n\t\t\t\t\tDecember 2022. \u00a0
\n\t\t\t\t\tFinancial liabilities \u00a0
\n\t\t\t\t\tFinancial liabilities \u00a0
\n\t\t\t\t\tat fair value through \u00a0
\n\t\t\t\t\tmeasured at \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tprofit and loss \u00a0
\n\t\t\t\t\tamortized cost \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tFinancial liabilities by category \u00a0
\n\t\t\t\t\tLease liability \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\tCredit Facilities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t496 \u00a0
\n\t\t\t\t\t496 \u00a0
\n\t\t\t\t\tTrade payables \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\t126 \u00a0
\n\t\t\t\t\tOther current liabilities \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t281 \u00a0
\n\t\t\t\t\t281 \u00a0
\n\t\t\t\t\tTotal financial liabilities at \u00a0
\n\t\t\t\t\tthe end of the year \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1,110 \u00a0
\n\t\t\t\t\t1,110 \u00a0
DKK million \u00a0
\n\t\t\t\t\tCredit Facilities \u00a0
\n\t\t\t\t\tLease liability \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tFinancial liabilities included in finance activities \u00a0
\n\t\t\t\t\tFinancing liabilities included in finance activities \u00a0
\n\t\t\t\t\tat the beginning of the year \u00a0
\n\t\t\t\t\t496 \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\tCash flows: \u00a0
\n\t\t\t\t\tInstalments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(83) \u00a0
\n\t\t\t\t\t(83) \u00a0
\n\t\t\t\t\tIngoing/outgoing payments during the year \u00a0
\n\t\t\t\t\t361 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t361 \u00a0
\n\t\t\t\t\tNon-cash flows: \u00a0
\n\t\t\t\t\tAddition \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t36 \u00a0
\n\t\t\t\t\t36 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\t(4) \u00a0
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tTotal financial liabilities included in finance activities \u00a0
\n\t\t\t\t\tat the end of the year \u00a0
\n\t\t\t\t\t857 \u00a0
\n\t\t\t\t\t156 \u00a0
\n\t\t\t\t\t1,013 \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tCredit Facilities1 \u00a0
\n\t\t\t\t\tLease liability \u00a0
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tFinancial liabilities included in finance activities \u00a0
\n\t\t\t\t\tFinancing liabilities included in finance activities \u00a0
\n\t\t\t\t\tat the beginning of the year \u00a0
\n\t\t\t\t\t304 \u00a0
\n\t\t\t\t\t241 \u00a0
\n\t\t\t\t\t545 \u00a0
\n\t\t\t\t\tCash flows: \u00a0
\n\t\t\t\t\tInstalments \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(82) \u00a0
\n\t\t\t\t\t(82) \u00a0
\n\t\t\t\t\tIngoing/outgoing payments during the year \u00a0
\n\t\t\t\t\t192 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t192 \u00a0
\n\t\t\t\t\tNon-cash flows: \u00a0
\n\t\t\t\t\tAddition \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t52 \u00a0
\n\t\t\t\t\t52 \u00a0
\n\t\t\t\t\tDisposals \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\tValue adjustment \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t2
\n\t\t\t\t\t2
\n\t\t\t\t\tExchange rate adjustment \u00a0
\n\t\t\t\t\tTotal financial liabilities included in finance activities \u00a0
\n\t\t\t\t\tat the end of the year \u00a0
\n\t\t\t\t\t496 \u00a0
\n\t\t\t\t\t207 \u00a0
\n\t\t\t\t\t703 \u00a0
\n\t\t\t\t\t1\ua880Credit\ua881Facilities\ua881is\ua881the\ua881drawn\ua881amount\ua881on\ua881the\ua881credit\ua881facility\ua881of\ua881DKK\ua881900\ua881million. \u00a0
Fair value measurement hierarchy \u00a0
\n\t\t\t\t\tFinancial assets at fair value through the income statement are categorized in the fair value hierarchy as level 1 \u00a0
\n\t\t\t\t\t(active market data). Financial assets and liabilities at fair value through comprehensive income are categorized \u00a0
\n\t\t\t\t\tin the fair value hierarchy as level 2 (directly or indirectly observable market data). The fair value is measured \u00a0
\n\t\t\t\t\taccording to generally accepted valuation techniques. Market-based parameters are used to measure the fair \u00a0
\n\t\t\t\t\tvalue. The remaining categories of financial assets and liabilities are measured at amortized cost. \u00a0
NNIT have up until September 2021 entered into hedging contracts to hedge the most material foreign \u00a0
\n\t\t\t\t\tcurrency balances; Chinese yuan, Czech koruna and the Philippine peso. These three currencies were hedged \u00a0
\n\t\t\t\t\t14 months a head. \u00a0
\n\t\t\t\t\tAs of December 31, 2022 NNIT, A/S\u2019 net balance position (trade receivables minus trade payables) divided on \u00a0
\n\t\t\t\t\tcurrency amounted to a short-term outflow primarily in Chinese yuan and Czech koruna and a short term \u00a0
\n\t\t\t\t\tinflow on UD dollars and Euro. A 10% depreciation of the exchange rate of the Danish kroner against NNIT A/S\u2019 \u00a0
\n\t\t\t\t\ttransaction exposures (net balance position less hedging contracts) will have the below illustrated impact (in \u00a0
\n\t\t\t\t\tDanish kroner) on the net profit before tax for the year ended December 31, 2022. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfFinancialInstrumentsExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2343": {
"value": "Fair value measurement hierarchy \u00a0
\n\t\t\t\t\tFinancial assets at fair value through the income statement are categorized in the fair value hierarchy as level 1 \u00a0
\n\t\t\t\t\t(active market data). Financial assets and liabilities at fair value through comprehensive income are categorized \u00a0
\n\t\t\t\t\tin the fair value hierarchy as level 2 (directly or indirectly observable market data). The fair value is measured \u00a0
\n\t\t\t\t\taccording to generally accepted valuation techniques. Market-based parameters are used to measure the fair \u00a0
\n\t\t\t\t\tvalue. The remaining categories of financial assets and liabilities are measured at amortized cost. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfFairValueMeasurementExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2344": {
"value": "Financial risks \u00a0
\n\t\t\t\t\tNNIT\u2019s objective at all times is to limit the Company\u2019s financial risks. \u00a0
\n\t\t\t\t\tFinancing and sufficient liquidity are fundamental to NNIT\u00b4s continuing operations and future growth. Liquidity \u00a0
\n\t\t\t\t\tis managed centrally from the Parent Company. \u00a0
\n\t\t\t\t\tIn relation to the group\u2019s liquidity needs, an agreement on credit facilities for a total of DKK 1,050 m has been \u00a0
\n\t\t\t\t\tentered (increased from DKK 900 million in 2021 as interim facility in connection with carve-out costs). The \u00a0
\n\t\t\t\t\tcredit facility is revolving, and the agreement is subject for a renegotiation after the finalization of the carve-out \u00a0
\n\t\t\t\t\tprocess. The group's credit facilities are subject to standard financial covenants. NNIT is exposed to interest \u00a0
\n\t\t\t\t\trate risk through its interest bearing credit facilities. Please refer to section 1.6 on page 51. \u00a0
\n\t\t\t\t\tNNIT is exposed to exchange rate risks in the countries where NNIT has its main activities. The majority part \u00a0
\n\t\t\t\t\tof NNIT\u2019s sales is in DKK and EUR, implying limited foreign exchange risk, due to the Parent Company\u2019s func- \u00a0
\n\t\t\t\t\ttional currency being DKK and Denmark\u2019s fixed-rate policy towards EUR. NNIT\u2019s foreign exchange risk therefore \u00a0
\n\t\t\t\t\tprimarily stems from transactions carried out in the currencies of other countries in which NNIT mainly oper- \u00a0
\n\t\t\t\t\tates: Primarily the Chinese yuan and US dollar, and, to a lesser extent, the Czech koruna, the Philippine peso \u00a0
\n\t\t\t\t\tand the Swiss franc. \u00a0
\n\t\t\t\t\tMost of the foreign exchange risk in the Chinese yuan and US dollar and all of the foreign exchange risk in the \u00a0
\n\t\t\t\t\tCzech koruna and the Philippines are due to intercompany transactions. \u00a0
Foreign exchange sensitivity analysis \u00a0
\n\t\t\t\t\tNNIT estimates that, all other variables being constant, a 10% depreciation of the average 2022 exchange rate \u00a0
\n\t\t\t\t\tof the Danish kroner against the following currencies would have had the indicated impact (in Danish kroner) \u00a0
\n\t\t\t\t\ton our operating profit (EBIT) for 2022. The following sensitivity analysis addresses hypothetical situations and \u00a0
\n\t\t\t\t\tis provided for illustrative purposes only: \u00a0
DKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t(18) \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tPHP \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\tA corresponding appreciation of the Danish kroner against the above currencies would have had the opposite \u00a0
\n\t\t\t\t\timpact. \u00a0
Currency sensitivities1 \u00a0
\n\t\t\t\t\tEstimated annual impact on NNIT\u00b4s operating profit of a 10% increase in the outlined currencies against DKK \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2023 \u00a0
\n\t\t\t\t\tEUR \u00a0
\n\t\t\t\t\t25 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t(6) \u00a0
\n\t\t\t\t\tPHP \u00a0
\n\t\t\t\t\t(8) \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t1
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t17 \u00a0
\n\t\t\t\t\t1\ua880\ua881The above sensitivities address hypothetical situations and are provided for illustrative purpose only. The sensitivities assume our \u00a0
\n\t\t\t\t\tbusiness develops consistently with our current 2023 business plan. \u00a0
Trade \u00a0
\n\t\t\t\t\tTrade \u00a0
\n\t\t\t\t\tNet balance \u00a0
\n\t\t\t\t\tTransaction \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tMillion \u00a0
\n\t\t\t\t\tReceivables \u00a0
\n\t\t\t\t\tPayables \u00a0
\n\t\t\t\t\tposition \u00a0
\n\t\t\t\t\texposure1 \u00a0
\n\t\t\t\t\tsensitivity2 \u00a0
\n\t\t\t\t\tDecember 31, 2022 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t49.2 \u00a0
\n\t\t\t\t\t(48.9) \u00a0
\n\t\t\t\t\t(48.9) \u00a0
\n\t\t\t\t\t(4.9) \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35.5 \u00a0
\n\t\t\t\t\t(35.5) \u00a0
\n\t\t\t\t\t(35.5) \u00a0
\n\t\t\t\t\t(3.5) \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t11.2 \u00a0
\n\t\t\t\t\t4.5 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\tEUR 3 \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\t2.9 \u00a0
\n\t\t\t\t\t4.7 \u00a0
\n\t\t\t\t\t4.7 \u00a0
\n\t\t\t\t\t0.5 \u00a0
\n\t\t\t\t\t1\ua880\ua881Including\ua881hedge\ua881contracts\ua881to\ua881be\ua881settled\ua881in\ua881January\ua8812023 \u00a0
\n\t\t\t\t\t2\ua880\ua881The\ua881sensitivity\ua881for\ua881EUR\ua881is\ua881based\ua881on\ua8812.25%\ua881due\ua881to\ua881the\ua881EMR2\ua881agreement\ua881stating\ua881that\ua881DKK\ua881cannot\ua881deviate\ua881more\ua881than\ua881+/-\ua8812.25%\ua881from\ua881the\ua881 \u00a0
\n\t\t\t\t\tEUR/DKK central rate. \u00a0
\n\t\t\t\t\t3\ua880\ua881PHP\ua881is\ua881hedged\ua881with\ua881EUR\ua881denominated\ua881contracts \u00a0
\n\t\t\t\t\tTrade \u00a0
\n\t\t\t\t\tTrade \u00a0
\n\t\t\t\t\tNet balance \u00a0
\n\t\t\t\t\tTransaction \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tMillion \u00a0
\n\t\t\t\t\tReceivables \u00a0
\n\t\t\t\t\tPayables \u00a0
\n\t\t\t\t\tposition \u00a0
\n\t\t\t\t\texposure1 \u00a0
\n\t\t\t\t\tsensitivity2 \u00a0
\n\t\t\t\t\tDecember 31, 2021 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4.4 \u00a0
\n\t\t\t\t\t(4.4) \u00a0
\n\t\t\t\t\t(4.4) \u00a0
\n\t\t\t\t\t(0.4) \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t17.9 \u00a0
\n\t\t\t\t\t(17.9) \u00a0
\n\t\t\t\t\t(17.9) \u00a0
\n\t\t\t\t\t(1.8) \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4.5 \u00a0
\n\t\t\t\t\t(4.5) \u00a0
\n\t\t\t\t\t(4.5) \u00a0
\n\t\t\t\t\t(0.5) \u00a0
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t1.6 \u00a0
\n\t\t\t\t\t4.3 \u00a0
\n\t\t\t\t\t(2.7) \u00a0
\n\t\t\t\t\t(2.7) \u00a0
\n\t\t\t\t\t(0.3) \u00a0
\n\t\t\t\t\tEUR 3 \u00a0
\n\t\t\t\t\t8.0 \u00a0
\n\t\t\t\t\t1.3 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\t1\ua880\ua881Including\ua881hedge\ua881contracts\ua881to\ua881be\ua881settled\ua881in\ua881January\ua8812022 \u00a0
\n\t\t\t\t\t2\ua880\ua881The\ua881sensitivity\ua881for\ua881EUR\ua881is\ua881based\ua881on\ua8812.25%\ua881due\ua881to\ua881the\ua881EMR2\ua881agreement\ua881stating\ua881that\ua881DKK\ua881cannot\ua881deviate\ua881more\ua881than\ua881+/-\ua8812.25%\ua881from\ua881the\ua881 \u00a0
\n\t\t\t\t\tEUR/DKK central rate. \u00a0
\n\t\t\t\t\t3\ua880\ua881PHP\ua881is\ua881hedged\ua881with\ua881EUR\ua881denominated\ua881contracts \u00a0
As of December 31, 2022 NNIT A/S' has not entered into any hedge contracts. \u00a0
\n\t\t\t\t\tOf which \u00a0
\n\t\t\t\t\thedging of \u00a0
\n\t\t\t\t\tContract \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\tTransaction \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tamount1 \u00a0
\n\t\t\t\t\tsheet items \u00a0
\n\t\t\t\t\texposure \u00a0
\n\t\t\t\t\tsensitivity \u00a0
\n\t\t\t\t\tDecember 31, 2021 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t98 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t89 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t91 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tPHP \u00a0
\n\t\t\t\t\t58 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t53 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t1\ua880Only\ua881purchase\ua881of\ua881foreign\ua881currencies \u00a0
Credit risk \u00a0
\n\t\t\t\t\tNNIT\u2019s credit risk principally arises from trade receivables, which amounted to DKK 618 million as of December \u00a0
\n\t\t\t\t\t31, 2022 (December 31, 2021: DKK 578 million). NNIT\u2019s single largest concentration of credit risk is with the Novo \u00a0
\n\t\t\t\t\tNordisk Group. As of December 31, 2022, our trade receivables from the Novo Nordisk Group amounted to DKK \u00a0
\n\t\t\t\t\t243 million (December 31, 2021: DKK 226 million). The classification of trade receivables according to maturity \u00a0
\n\t\t\t\t\tdate is set out in the note 3.6. \u00a0
Cash management \u00a0
\n\t\t\t\t\tNNIT is committed to maintaining a flexible capital structure. As of December 31, 2022, NNIT had undrawn \u00a0
\n\t\t\t\t\tcommitted credit facilities in the amount of DKK 193 million (2021: DKK 404 million). The credit facility includes \u00a0
\n\t\t\t\t\tfinancial covenants with reference to the ratio between net debt and EBITDA, Available liquidity and minimum \u00a0
\n\t\t\t\t\tEBITDA. \u00a0
\n\t\t\t\t\tThe facility has been temporarily increased in connection with the carve-out. \u00a0
\n\t\t\t\t\tThe total debt of DKK 857 million is classified as short-term debt as the debt is to be repaid within one year \u00a0
\n\t\t\t\t\tfrom the reporting date as the debt is to be paid after the carve out. A new credit facility will be negotiated \u00a0
\n\t\t\t\t\tthereafter. As of December 31, 2022, NNIT had \u2018cash and cash equivalents\u2019 and \u2018bank facilities\u2019, net of DKK 857 \u00a0
\n\t\t\t\t\tin Denmark and DKK 208 outside Denmark. \u00a0
\n\t\t\t\t\tInitial conversations by NNIT with potential lenders has been positively received and the company does not \u00a0
\n\t\t\t\t\tenvisage undue problems in refinancing. Please refer to section 1.6 on page 51. \u00a0
Capital management \u00a0
\n\t\t\t\t\tNNIT monitors capital on the basis of the solvency ratio, which is calculated on the basis of the total equity as a \u00a0
\n\t\t\t\t\tpercentage of the total equity and liabilities. At the end of the year, the solvency ratio was 29.5% (2021: 38.6%). \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfFinancialRiskManagementExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2353": {
"value": "Financial risks \u00a0
\n\t\t\t\t\tNNIT\u2019s objective at all times is to limit the Company\u2019s financial risks. \u00a0
\n\t\t\t\t\tFinancing and sufficient liquidity are fundamental to NNIT\u00b4s continuing operations and future growth. Liquidity \u00a0
\n\t\t\t\t\tis managed centrally from the Parent Company. \u00a0
\n\t\t\t\t\tIn relation to the group\u2019s liquidity needs, an agreement on credit facilities for a total of DKK 1,050 m has been \u00a0
\n\t\t\t\t\tentered (increased from DKK 900 million in 2021 as interim facility in connection with carve-out costs). The \u00a0
\n\t\t\t\t\tcredit facility is revolving, and the agreement is subject for a renegotiation after the finalization of the carve-out \u00a0
\n\t\t\t\t\tprocess. The group's credit facilities are subject to standard financial covenants. NNIT is exposed to interest \u00a0
\n\t\t\t\t\trate risk through its interest bearing credit facilities. Please refer to section 1.6 on page 51. \u00a0
\n\t\t\t\t\tNNIT is exposed to exchange rate risks in the countries where NNIT has its main activities. The majority part \u00a0
\n\t\t\t\t\tof NNIT\u2019s sales is in DKK and EUR, implying limited foreign exchange risk, due to the Parent Company\u2019s func- \u00a0
\n\t\t\t\t\ttional currency being DKK and Denmark\u2019s fixed-rate policy towards EUR. NNIT\u2019s foreign exchange risk therefore \u00a0
\n\t\t\t\t\tprimarily stems from transactions carried out in the currencies of other countries in which NNIT mainly oper- \u00a0
\n\t\t\t\t\tates: Primarily the Chinese yuan and US dollar, and, to a lesser extent, the Czech koruna, the Philippine peso \u00a0
\n\t\t\t\t\tand the Swiss franc. \u00a0
\n\t\t\t\t\tMost of the foreign exchange risk in the Chinese yuan and US dollar and all of the foreign exchange risk in the \u00a0
\n\t\t\t\t\tCzech koruna and the Philippines are due to intercompany transactions. \u00a0
Cash management \u00a0
\n\t\t\t\t\tNNIT is committed to maintaining a flexible capital structure. As of December 31, 2022, NNIT had undrawn \u00a0
\n\t\t\t\t\tcommitted credit facilities in the amount of DKK 193 million (2021: DKK 404 million). The credit facility includes \u00a0
\n\t\t\t\t\tfinancial covenants with reference to the ratio between net debt and EBITDA, Available liquidity and minimum \u00a0
\n\t\t\t\t\tEBITDA. \u00a0
\n\t\t\t\t\tThe facility has been temporarily increased in connection with the carve-out. \u00a0
\n\t\t\t\t\tThe total debt of DKK 857 million is classified as short-term debt as the debt is to be repaid within one year \u00a0
\n\t\t\t\t\tfrom the reporting date as the debt is to be paid after the carve out. A new credit facility will be negotiated \u00a0
\n\t\t\t\t\tthereafter. As of December 31, 2022, NNIT had \u2018cash and cash equivalents\u2019 and \u2018bank facilities\u2019, net of DKK 857 \u00a0
\n\t\t\t\t\tin Denmark and DKK 208 outside Denmark. \u00a0
\n\t\t\t\t\tInitial conversations by NNIT with potential lenders has been positively received and the company does not \u00a0
\n\t\t\t\t\tenvisage undue problems in refinancing. Please refer to section 1.6 on page 51. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfLiquidityRiskExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2355": {
"value": "Foreign exchange sensitivity analysis \u00a0
\n\t\t\t\t\tNNIT estimates that, all other variables being constant, a 10% depreciation of the average 2022 exchange rate \u00a0
\n\t\t\t\t\tof the Danish kroner against the following currencies would have had the indicated impact (in Danish kroner) \u00a0
\n\t\t\t\t\ton our operating profit (EBIT) for 2022. The following sensitivity analysis addresses hypothetical situations and \u00a0
\n\t\t\t\t\tis provided for illustrative purposes only: \u00a0
DKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t(18) \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tPHP \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\tA corresponding appreciation of the Danish kroner against the above currencies would have had the opposite \u00a0
\n\t\t\t\t\timpact. \u00a0
Trade \u00a0
\n\t\t\t\t\tTrade \u00a0
\n\t\t\t\t\tNet balance \u00a0
\n\t\t\t\t\tTransaction \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tMillion \u00a0
\n\t\t\t\t\tReceivables \u00a0
\n\t\t\t\t\tPayables \u00a0
\n\t\t\t\t\tposition \u00a0
\n\t\t\t\t\texposure1 \u00a0
\n\t\t\t\t\tsensitivity2 \u00a0
\n\t\t\t\t\tDecember 31, 2022 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t49.2 \u00a0
\n\t\t\t\t\t(48.9) \u00a0
\n\t\t\t\t\t(48.9) \u00a0
\n\t\t\t\t\t(4.9) \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35.5 \u00a0
\n\t\t\t\t\t(35.5) \u00a0
\n\t\t\t\t\t(35.5) \u00a0
\n\t\t\t\t\t(3.5) \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t11.2 \u00a0
\n\t\t\t\t\t4.5 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\tEUR 3 \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\t2.9 \u00a0
\n\t\t\t\t\t4.7 \u00a0
\n\t\t\t\t\t4.7 \u00a0
\n\t\t\t\t\t0.5 \u00a0
\n\t\t\t\t\t1\ua880\ua881Including\ua881hedge\ua881contracts\ua881to\ua881be\ua881settled\ua881in\ua881January\ua8812023 \u00a0
\n\t\t\t\t\t2\ua880\ua881The\ua881sensitivity\ua881for\ua881EUR\ua881is\ua881based\ua881on\ua8812.25%\ua881due\ua881to\ua881the\ua881EMR2\ua881agreement\ua881stating\ua881that\ua881DKK\ua881cannot\ua881deviate\ua881more\ua881than\ua881+/-\ua8812.25%\ua881from\ua881the\ua881 \u00a0
\n\t\t\t\t\tEUR/DKK central rate. \u00a0
\n\t\t\t\t\t3\ua880\ua881PHP\ua881is\ua881hedged\ua881with\ua881EUR\ua881denominated\ua881contracts \u00a0
\n\t\t\t\t\tTrade \u00a0
\n\t\t\t\t\tTrade \u00a0
\n\t\t\t\t\tNet balance \u00a0
\n\t\t\t\t\tTransaction \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tMillion \u00a0
\n\t\t\t\t\tReceivables \u00a0
\n\t\t\t\t\tPayables \u00a0
\n\t\t\t\t\tposition \u00a0
\n\t\t\t\t\texposure1 \u00a0
\n\t\t\t\t\tsensitivity2 \u00a0
\n\t\t\t\t\tDecember 31, 2021 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4.4 \u00a0
\n\t\t\t\t\t(4.4) \u00a0
\n\t\t\t\t\t(4.4) \u00a0
\n\t\t\t\t\t(0.4) \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t17.9 \u00a0
\n\t\t\t\t\t(17.9) \u00a0
\n\t\t\t\t\t(17.9) \u00a0
\n\t\t\t\t\t(1.8) \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4.5 \u00a0
\n\t\t\t\t\t(4.5) \u00a0
\n\t\t\t\t\t(4.5) \u00a0
\n\t\t\t\t\t(0.5) \u00a0
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t1.6 \u00a0
\n\t\t\t\t\t4.3 \u00a0
\n\t\t\t\t\t(2.7) \u00a0
\n\t\t\t\t\t(2.7) \u00a0
\n\t\t\t\t\t(0.3) \u00a0
\n\t\t\t\t\tEUR 3 \u00a0
\n\t\t\t\t\t8.0 \u00a0
\n\t\t\t\t\t1.3 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\t1\ua880\ua881Including\ua881hedge\ua881contracts\ua881to\ua881be\ua881settled\ua881in\ua881January\ua8812022 \u00a0
\n\t\t\t\t\t2\ua880\ua881The\ua881sensitivity\ua881for\ua881EUR\ua881is\ua881based\ua881on\ua8812.25%\ua881due\ua881to\ua881the\ua881EMR2\ua881agreement\ua881stating\ua881that\ua881DKK\ua881cannot\ua881deviate\ua881more\ua881than\ua881+/-\ua8812.25%\ua881from\ua881the\ua881 \u00a0
\n\t\t\t\t\tEUR/DKK central rate. \u00a0
\n\t\t\t\t\t3\ua880\ua881PHP\ua881is\ua881hedged\ua881with\ua881EUR\ua881denominated\ua881contracts \u00a0
As of December 31, 2022 NNIT A/S' has not entered into any hedge contracts. \u00a0
\n\t\t\t\t\tOf which \u00a0
\n\t\t\t\t\thedging of \u00a0
\n\t\t\t\t\tContract \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\tTransaction \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tamount1 \u00a0
\n\t\t\t\t\tsheet items \u00a0
\n\t\t\t\t\texposure \u00a0
\n\t\t\t\t\tsensitivity \u00a0
\n\t\t\t\t\tDecember 31, 2021 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t98 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t89 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t91 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tPHP \u00a0
\n\t\t\t\t\t58 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t53 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t1\ua880Only\ua881purchase\ua881of\ua881foreign\ua881currencies \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfEffectOfChangesInForeignExchangeRatesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2359": {
"value": "Foreign exchange sensitivity analysis \u00a0
\n\t\t\t\t\tNNIT estimates that, all other variables being constant, a 10% depreciation of the average 2022 exchange rate \u00a0
\n\t\t\t\t\tof the Danish kroner against the following currencies would have had the indicated impact (in Danish kroner) \u00a0
\n\t\t\t\t\ton our operating profit (EBIT) for 2022. The following sensitivity analysis addresses hypothetical situations and \u00a0
\n\t\t\t\t\tis provided for illustrative purposes only: \u00a0
DKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t(18) \u00a0
\n\t\t\t\t\t(15) \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t(12) \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t18 \u00a0
\n\t\t\t\t\t12 \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t1
\n\t\t\t\t\tPHP \u00a0
\n\t\t\t\t\t(11) \u00a0
\n\t\t\t\t\t(7) \u00a0
\n\t\t\t\t\tA corresponding appreciation of the Danish kroner against the above currencies would have had the opposite \u00a0
\n\t\t\t\t\timpact. \u00a0
Trade \u00a0
\n\t\t\t\t\tTrade \u00a0
\n\t\t\t\t\tNet balance \u00a0
\n\t\t\t\t\tTransaction \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tMillion \u00a0
\n\t\t\t\t\tReceivables \u00a0
\n\t\t\t\t\tPayables \u00a0
\n\t\t\t\t\tposition \u00a0
\n\t\t\t\t\texposure1 \u00a0
\n\t\t\t\t\tsensitivity2 \u00a0
\n\t\t\t\t\tDecember 31, 2022 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t49.2 \u00a0
\n\t\t\t\t\t(48.9) \u00a0
\n\t\t\t\t\t(48.9) \u00a0
\n\t\t\t\t\t(4.9) \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t35.5 \u00a0
\n\t\t\t\t\t(35.5) \u00a0
\n\t\t\t\t\t(35.5) \u00a0
\n\t\t\t\t\t(3.5) \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\t-
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t11.2 \u00a0
\n\t\t\t\t\t4.5 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\tEUR 3 \u00a0
\n\t\t\t\t\t7.6 \u00a0
\n\t\t\t\t\t2.9 \u00a0
\n\t\t\t\t\t4.7 \u00a0
\n\t\t\t\t\t4.7 \u00a0
\n\t\t\t\t\t0.5 \u00a0
\n\t\t\t\t\t1\ua880\ua881Including\ua881hedge\ua881contracts\ua881to\ua881be\ua881settled\ua881in\ua881January\ua8812023 \u00a0
\n\t\t\t\t\t2\ua880\ua881The\ua881sensitivity\ua881for\ua881EUR\ua881is\ua881based\ua881on\ua8812.25%\ua881due\ua881to\ua881the\ua881EMR2\ua881agreement\ua881stating\ua881that\ua881DKK\ua881cannot\ua881deviate\ua881more\ua881than\ua881+/-\ua8812.25%\ua881from\ua881the\ua881 \u00a0
\n\t\t\t\t\tEUR/DKK central rate. \u00a0
\n\t\t\t\t\t3\ua880\ua881PHP\ua881is\ua881hedged\ua881with\ua881EUR\ua881denominated\ua881contracts \u00a0
\n\t\t\t\t\tTrade \u00a0
\n\t\t\t\t\tTrade \u00a0
\n\t\t\t\t\tNet balance \u00a0
\n\t\t\t\t\tTransaction \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tMillion \u00a0
\n\t\t\t\t\tReceivables \u00a0
\n\t\t\t\t\tPayables \u00a0
\n\t\t\t\t\tposition \u00a0
\n\t\t\t\t\texposure1 \u00a0
\n\t\t\t\t\tsensitivity2 \u00a0
\n\t\t\t\t\tDecember 31, 2021 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4.4 \u00a0
\n\t\t\t\t\t(4.4) \u00a0
\n\t\t\t\t\t(4.4) \u00a0
\n\t\t\t\t\t(0.4) \u00a0
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t17.9 \u00a0
\n\t\t\t\t\t(17.9) \u00a0
\n\t\t\t\t\t(17.9) \u00a0
\n\t\t\t\t\t(1.8) \u00a0
\n\t\t\t\t\tCHF \u00a0
\n\t\t\t\t\t-
\n\t\t\t\t\t4.5 \u00a0
\n\t\t\t\t\t(4.5) \u00a0
\n\t\t\t\t\t(4.5) \u00a0
\n\t\t\t\t\t(0.5) \u00a0
\n\t\t\t\t\tUSD \u00a0
\n\t\t\t\t\t1.6 \u00a0
\n\t\t\t\t\t4.3 \u00a0
\n\t\t\t\t\t(2.7) \u00a0
\n\t\t\t\t\t(2.7) \u00a0
\n\t\t\t\t\t(0.3) \u00a0
\n\t\t\t\t\tEUR 3 \u00a0
\n\t\t\t\t\t8.0 \u00a0
\n\t\t\t\t\t1.3 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t6.7 \u00a0
\n\t\t\t\t\t0.7 \u00a0
\n\t\t\t\t\t1\ua880\ua881Including\ua881hedge\ua881contracts\ua881to\ua881be\ua881settled\ua881in\ua881January\ua8812022 \u00a0
\n\t\t\t\t\t2\ua880\ua881The\ua881sensitivity\ua881for\ua881EUR\ua881is\ua881based\ua881on\ua8812.25%\ua881due\ua881to\ua881the\ua881EMR2\ua881agreement\ua881stating\ua881that\ua881DKK\ua881cannot\ua881deviate\ua881more\ua881than\ua881+/-\ua8812.25%\ua881from\ua881the\ua881 \u00a0
\n\t\t\t\t\tEUR/DKK central rate. \u00a0
\n\t\t\t\t\t3\ua880\ua881PHP\ua881is\ua881hedged\ua881with\ua881EUR\ua881denominated\ua881contracts \u00a0
As of December 31, 2022 NNIT A/S' has not entered into any hedge contracts. \u00a0
\n\t\t\t\t\tOf which \u00a0
\n\t\t\t\t\thedging of \u00a0
\n\t\t\t\t\tContract \u00a0
\n\t\t\t\t\tbalance \u00a0
\n\t\t\t\t\tTransaction \u00a0
\n\t\t\t\t\t10% \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tamount1 \u00a0
\n\t\t\t\t\tsheet items \u00a0
\n\t\t\t\t\texposure \u00a0
\n\t\t\t\t\tsensitivity \u00a0
\n\t\t\t\t\tDecember 31, 2021 \u00a0
\n\t\t\t\t\tCNY \u00a0
\n\t\t\t\t\t98 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t89 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tCZK \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\t91 \u00a0
\n\t\t\t\t\t9
\n\t\t\t\t\tPHP \u00a0
\n\t\t\t\t\t58 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t53 \u00a0
\n\t\t\t\t\t5
\n\t\t\t\t\t1\ua880Only\ua881purchase\ua881of\ua881foreign\ua881currencies \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfMarketRiskExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2363": {
"value": "Capital management \u00a0
\n\t\t\t\t\tNNIT monitors capital on the basis of the solvency ratio, which is calculated on the basis of the total equity as a \u00a0
\n\t\t\t\t\tpercentage of the total equity and liabilities. At the end of the year, the solvency ratio was 29.5% (2021: 38.6%). \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfObjectivesPoliciesAndProcessesForManagingCapitalExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2364": {
"value": "5.2 Fee to statutory auditors \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tStatutory audit \u00a0
\n\t\t\t\t\t5.3 \u00a0
\n\t\t\t\t\t2.2 \u00a0
\n\t\t\t\t\tAudit-related services \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\tTax advisory services \u00a0
\n\t\t\t\t\t0.3 \u00a0
\n\t\t\t\t\t0.1 \u00a0
\n\t\t\t\t\tOther services \u00a0
\n\t\t\t\t\t0.9 \u00a0
\n\t\t\t\t\t0.8 \u00a0
\n\t\t\t\t\tTotal fee to statutory auditors \u00a0
\n\t\t\t\t\t6.6 \u00a0
\n\t\t\t\t\t3.2 \u00a0
\n\t\t\t\t\tFees for services other than statutory audit of the financial statements provided by PricewaterhouseCoopers \u00a0
\n\t\t\t\t\tStatsautoriseret Revisionspartnerselskab to the Group consists of carve-out services and tax services. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfAuditorsRemunerationExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2365": {
"value": "5.6 Contingent
liabilities, other contractual obligations and legal proceedings \u00a0
\n\t\t\t\t\tNNIT has entered into short-term and low-value lease agreement for printers, coffee makers, watercoolers and \u00a0
\n\t\t\t\t\tstorage. The total value of these agreements are immaterial. \u00a0
\n\t\t\t\t\tOther contractual obligations expiring within the following periods from balance sheet date \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tWithin 1 year \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t15 \u00a0
\n\t\t\t\t\tBetween 1 and 5 years \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t58 \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\tOther contractual obligations recognized as an expense \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t20 \u00a0
\n\t\t\t\t\tOther contractual obligations include construction agreements. \u00a0
\n\t\t\t\t\tThe group is occasionally involved in legal, customer and tax disputes in certain countries. Such disputes are by \u00a0
\n\t\t\t\t\tnature subject to considerable uncertainty. None of these cases are expected to have a material impact on the \u00a0
\n\t\t\t\t\tfinancial position of NNIT. \u00a0
\n\t\t\t\t\tNNIT and its Danish subsidiary SCALES A/S are jointly taxed with the Danish companies in the Novo Group. \u00a0
\n\t\t\t\t\tThe Danish companies are jointly and individually liable for the joint taxation. Any subsequent adjustments to \u00a0
\n\t\t\t\t\tincome taxes and withholding taxes may lead to a larger liability. The tax for the individual companies is allo- \u00a0
\n\t\t\t\t\tcated in full on the basis of the expected taxable income. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfCommitmentsAndContingentLiabilitiesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2366": {
"value": "5.6 Contingent
liabilities, other contractual obligations and legal proceedings \u00a0
\n\t\t\t\t\tNNIT has entered into short-term and low-value lease agreement for printers, coffee makers, watercoolers and \u00a0
\n\t\t\t\t\tstorage. The total value of these agreements are immaterial. \u00a0
\n\t\t\t\t\tOther contractual obligations expiring within the following periods from balance sheet date \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tWithin 1 year \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t15 \u00a0
\n\t\t\t\t\tBetween 1 and 5 years \u00a0
\n\t\t\t\t\t28 \u00a0
\n\t\t\t\t\t6
\n\t\t\t\t\tTotal \u00a0
\n\t\t\t\t\t58 \u00a0
\n\t\t\t\t\t21 \u00a0
\n\t\t\t\t\tOther contractual obligations recognized as an expense \u00a0
\n\t\t\t\t\t30 \u00a0
\n\t\t\t\t\t20 \u00a0
\n\t\t\t\t\tOther contractual obligations include construction agreements. \u00a0
\n\t\t\t\t\tThe group is occasionally involved in legal, customer and tax disputes in certain countries. Such disputes are by \u00a0
\n\t\t\t\t\tnature subject to considerable uncertainty. None of these cases are expected to have a material impact on the \u00a0
\n\t\t\t\t\tfinancial position of NNIT. \u00a0
\n\t\t\t\t\tNNIT and its Danish subsidiary SCALES A/S are jointly taxed with the Danish companies in the Novo Group. \u00a0
\n\t\t\t\t\tThe Danish companies are jointly and individually liable for the joint taxation. Any subsequent adjustments to \u00a0
\n\t\t\t\t\tincome taxes and withholding taxes may lead to a larger liability. The tax for the individual companies is allo- \u00a0
\n\t\t\t\t\tcated in full on the basis of the expected taxable income. \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfContingentLiabilitiesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact1062": {
"value": "Novo Holdings A/S",
"dimensions": {
"concept": "ifrs-full:NameOfParentEntity",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact1063": {
"value": "Novo Nordisk Foundation",
"dimensions": {
"concept": "ifrs-full:NameOfUltimateParentOfGroup",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2369": {
"value": "5.8 Events after the balance sheet date \u00a0
\n\t\t\t\t\tReferring to company announcement 5/2023, following delayed FDI approval from the Danish Business \u00a0
\n\t\t\t\t\tAuthority, the closing of the Infrastructure Operations divestment is now expected first half of Q2. \u00a0
\n\t\t\t\t\tThere have been no other further events after the balance sheet date which would have a significant impact on \u00a0
\n\t\t\t\t\tan assessment of NNIT's financial position as of December 31, 2022 \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfEventsAfterReportingPeriodExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2367": {
"value": "Companies in the NNIT Group: \u00a0
\n\t\t\t\t\tYear of \u00a0
\n\t\t\t\t\tincorporation/ \u00a0
\n\t\t\t\t\tShare \u00a0
\n\t\t\t\t\tPercentage of \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tCountry \u00a0
\n\t\t\t\t\tacquisition \u00a0
\n\t\t\t\t\tcapital \u00a0
\n\t\t\t\t\tshares owned \u00a0
\n\t\t\t\t\tNNIT (Tianjin) Technology Co.Ltd. \u00a0
\n\t\t\t\t\tChina \u00a0
\n\t\t\t\t\t2007 \u00a0
\n\t\t\t\t\tCNY 10,804,229 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Philippines Inc.3 \u00a0
\n\t\t\t\t\tPhilippines \u00a0
\n\t\t\t\t\t2009 \u00a0
\n\t\t\t\t\tPHP 24,000,002 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Switzerland AG \u00a0
\n\t\t\t\t\tSwitzerland \u00a0
\n\t\t\t\t\t2010 \u00a0
\n\t\t\t\t\tCHF 100,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Germany GmbH \u00a0
\n\t\t\t\t\tGermany \u00a0
\n\t\t\t\t\t2011 \u00a0
\n\t\t\t\t\tEUR 25,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Inc. \u00a0
\n\t\t\t\t\tUSA \u00a0
\n\t\t\t\t\t2011 \u00a0
\n\t\t\t\t\tUSD 250,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Czech Republic s.r.o.3 \u00a0
\n\t\t\t\t\tCzech Republic \u00a0
\n\t\t\t\t\t2014 \u00a0
\n\t\t\t\t\tCZK 2,000,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT UK Ltd.1 \u00a0
\n\t\t\t\t\tUK \u00a0
\n\t\t\t\t\t2015 \u00a0
\n\t\t\t\t\tGBP 50,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tSCALES A/S \u00a0
\n\t\t\t\t\tDenmark \u00a0
\n\t\t\t\t\t2017 \u00a0
\n\t\t\t\t\tDKK 600,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Ireland Ltd \u00a0
\n\t\t\t\t\tIreland \u00a0
\n\t\t\t\t\t2018 \u00a0
\n\t\t\t\t\tEUR 100 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Poland Sp. Z o.o. \u00a0
\n\t\t\t\t\tPoland \u00a0
\n\t\t\t\t\t2019 \u00a0
\n\t\t\t\t\tPLN 5,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Singapore Holdings Pte.Ltd. \u00a0
\n\t\t\t\t\tSingapore \u00a0
\n\t\t\t\t\t2019 \u00a0
\n\t\t\t\t\tSGD 546,278 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Singapore Pte. Ltd. \u00a0
\n\t\t\t\t\tSingapore \u00a0
\n\t\t\t\t\t2019 \u00a0
\n\t\t\t\t\tSGD 66,700 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tPT. Halfmann Goetsch Partner \u00a0
\n\t\t\t\t\tIndonesia \u00a0
\n\t\t\t\t\t2019 IDR
10,500,000,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tExcellis Health Solutions LLC \u00a0
\n\t\t\t\t\tUSA \u00a0
\n\t\t\t\t\t2020 \u00a0
\n\t\t\t\t\tUSD 250,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tExcellis Europe Ltd. 2 \u00a0
\n\t\t\t\t\tUK \u00a0
\n\t\t\t\t\t2020 \u00a0
\n\t\t\t\t\tGBP 100 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tSL Controls Ltd. \u00a0
\n\t\t\t\t\tIreland \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tEUR 100 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tSL Controls USA Inc. \u00a0
\n\t\t\t\t\tUSA \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tUSD 60,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Italy S.r.l \u00a0
\n\t\t\t\t\tItaly \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tEUR 40,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tPrime4Services ESP S.L \u00a0
\n\t\t\t\t\tSpain \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tEUR 50,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNewCo IO \u00a0
\n\t\t\t\t\tDenmark \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tDKK 400,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\t1\ua880\ua881NNIT\ua881UK\ua881Limited,\ua881registration\ua881number\ua88109399926,\ua881is\ua881exempt\ua881from\ua881the\ua881UK\ua881requirements\ua881relating\ua881to\ua881the\ua881audit\ua881of\ua881financial\ua881statements\ua881 \u00a0
\n\t\t\t\t\tunder section 479A of the Companies Act 2006. \u00a0
\n\t\t\t\t\t2\ua880\ua881Excellis\ua881Europe\ua881Ltd.,\ua881registration\ua881number\ua88109184253,\ua881is\ua881exempt\ua881from\ua881the\ua881UK\ua881requirements\ua881relating\ua881to\ua881the\ua881audit\ua881of\ua881financial\ua881statements\ua881 \u00a0
\n\t\t\t\t\tunder section 479A of the Companies Act 2006. \u00a0
\n\t\t\t\t\t3\ua880\ua881NNIT\ua881Philippines\ua881Inc.\ua881and\ua881NNIT\ua881Czech\ua881Republic\ua881s.r.o.\ua881are\ua881classified\ua881as\ua881assets\ua881held\ua881for\ua881sale \u00a0
",
"dimensions": {
"concept": "ifrs-full:DisclosureOfSignificantInvestmentsInSubsidiariesExplanatory",
"language": "en",
"entity": "scheme:549300KM8QVF7WR40664",
"period": "2022-01-01T00:00:00/2023-01-01T00:00:00"
}
},
"fact2368": {
"value": "Companies in the NNIT Group: \u00a0
\n\t\t\t\t\tYear of \u00a0
\n\t\t\t\t\tincorporation/ \u00a0
\n\t\t\t\t\tShare \u00a0
\n\t\t\t\t\tPercentage of \u00a0
\n\t\t\t\t\tDKK million \u00a0
\n\t\t\t\t\tCountry \u00a0
\n\t\t\t\t\tacquisition \u00a0
\n\t\t\t\t\tcapital \u00a0
\n\t\t\t\t\tshares owned \u00a0
\n\t\t\t\t\tNNIT (Tianjin) Technology Co.Ltd. \u00a0
\n\t\t\t\t\tChina \u00a0
\n\t\t\t\t\t2007 \u00a0
\n\t\t\t\t\tCNY 10,804,229 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Philippines Inc.3 \u00a0
\n\t\t\t\t\tPhilippines \u00a0
\n\t\t\t\t\t2009 \u00a0
\n\t\t\t\t\tPHP 24,000,002 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Switzerland AG \u00a0
\n\t\t\t\t\tSwitzerland \u00a0
\n\t\t\t\t\t2010 \u00a0
\n\t\t\t\t\tCHF 100,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Germany GmbH \u00a0
\n\t\t\t\t\tGermany \u00a0
\n\t\t\t\t\t2011 \u00a0
\n\t\t\t\t\tEUR 25,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Inc. \u00a0
\n\t\t\t\t\tUSA \u00a0
\n\t\t\t\t\t2011 \u00a0
\n\t\t\t\t\tUSD 250,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Czech Republic s.r.o.3 \u00a0
\n\t\t\t\t\tCzech Republic \u00a0
\n\t\t\t\t\t2014 \u00a0
\n\t\t\t\t\tCZK 2,000,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT UK Ltd.1 \u00a0
\n\t\t\t\t\tUK \u00a0
\n\t\t\t\t\t2015 \u00a0
\n\t\t\t\t\tGBP 50,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tSCALES A/S \u00a0
\n\t\t\t\t\tDenmark \u00a0
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\n\t\t\t\t\tDKK 600,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Ireland Ltd \u00a0
\n\t\t\t\t\tIreland \u00a0
\n\t\t\t\t\t2018 \u00a0
\n\t\t\t\t\tEUR 100 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Poland Sp. Z o.o. \u00a0
\n\t\t\t\t\tPoland \u00a0
\n\t\t\t\t\t2019 \u00a0
\n\t\t\t\t\tPLN 5,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Singapore Holdings Pte.Ltd. \u00a0
\n\t\t\t\t\tSingapore \u00a0
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\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Singapore Pte. Ltd. \u00a0
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\n\t\t\t\t\t2019 \u00a0
\n\t\t\t\t\tSGD 66,700 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tPT. Halfmann Goetsch Partner \u00a0
\n\t\t\t\t\tIndonesia \u00a0
\n\t\t\t\t\t2019 IDR
10,500,000,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tExcellis Health Solutions LLC \u00a0
\n\t\t\t\t\tUSA \u00a0
\n\t\t\t\t\t2020 \u00a0
\n\t\t\t\t\tUSD 250,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tExcellis Europe Ltd. 2 \u00a0
\n\t\t\t\t\tUK \u00a0
\n\t\t\t\t\t2020 \u00a0
\n\t\t\t\t\tGBP 100 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tSL Controls Ltd. \u00a0
\n\t\t\t\t\tIreland \u00a0
\n\t\t\t\t\t2021 \u00a0
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\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tSL Controls USA Inc. \u00a0
\n\t\t\t\t\tUSA \u00a0
\n\t\t\t\t\t2021 \u00a0
\n\t\t\t\t\tUSD 60,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNNIT Italy S.r.l \u00a0
\n\t\t\t\t\tItaly \u00a0
\n\t\t\t\t\t2022 \u00a0
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\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tPrime4Services ESP S.L \u00a0
\n\t\t\t\t\tSpain \u00a0
\n\t\t\t\t\t2022 \u00a0
\n\t\t\t\t\tEUR 50,000 \u00a0
\n\t\t\t\t\t100 \u00a0
\n\t\t\t\t\tNewCo IO \u00a0
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\n\t\t\t\t\t2022 \u00a0
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\n\t\t\t\t\t100 \u00a0
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\n\t\t\t\t\tunder section 479A of the Companies Act 2006. \u00a0
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