A business-friendly approach to data governance is imperative to engage all users and accommodate diverse business use cases spanning analytics, operational improvements, and compliance requirements. To increase adoption and collaboration, business and technical data users across your organisation need to have a common, agreed-upon, and documented understanding of which data is most important, what it’s called, and where it’s used. Watch this on-demand webinar, where we explore the concept of business-first Data Governance, an approach that promotes adoption by the organisation, lays the foundation for data integrity and consistently delivers business value in the long term. We also look at how Oripharm, one of the dynamic healthcare players in the Nordics and international markets, choose a data governance solution: • to improve personalisation of products and services • to achieve accurate and timely credit-risk analysis • to increase user productivity by improving time-to-insights • to mitigate risk and facilitate regulatory compliance and reporting Speakers: Mikkel Holmgaard - Data Governance Lead, Orifarm Emily Washington - Sr. Vice President, Product Management, Precisely

1. Business Drivers Behind
Data Governance

2. Today’s speakers
Mikkel Holmgaard
Data Governance Lead
Emily Washington
Senior Vice President, Product Management

3. “We need to
govern our data!”
A Typical Governance Story
3
LEADERSHIP
DATA
GOVERNANCE
TEAM
BUSINESS
USERS
DATA
GOVERNANCE
TEAM
BUSINESS
USERS
LEADERSHIP
INCITING
EVENT
Governance
spends more
time fighting
data fires.
Business
quickly loses
interest; stops
attending
meetings
Program
investment is
deprioritized
Asked to
help with
definitions,
approvals, and
ownership.
Team is
tasked with
putting
program in
place
Exec calls for
a data
governance
program
“We need to get the
business involved!”
“How does this help
me do my job?”
“We’re spending a lot more
time fighting data fires.
We need more meetings…”
“These meetings are
a waste of time!”
“I’m not seeing
the ROI”

4. Accelerate
program
roll-out by 18-40%
Generate 2-7x
greater ROI
Increase likelihood
of reinvestment by
over 75%
Benefits of a
business-first
approach

5. Successful programs
link Data Governance to business goals

6. Business goals inform your steps
Data to
minimize risk
Data to
deliver insights
Data to
run the business
REPORTING & COMPLIANCE ANALYTICS & INSIGHTS OPERATIONAL EXCELLENCE
Data protection
Risk and fraud
Privacy
Safety
Regulatory compliance
Internal reporting
Net Promoter Score
Website traffic
Targeted marketing
Customer retention
Buying patterns
Customer 360° view
Optimize working capital
Enhance customer care
Facilitate M&A
Lower operating expenses
Increase service levels
Reduce attrition

7. How data drives trusted business decisions
Data to
minimize risk
Data to
deliver insights
Data to
run the business
REPORTING & COMPLIANCE ANALYTICS & INSIGHTS OPERATIONAL EXCELLENCE
Data protection
Risk and fraud
Privacy
Safety
Regulatory compliance
Internal reporting
Net Promoter Score
Website traffic
Targeted marketing
Customer retention
Buying patterns
Customer 360° view
Optimize working capital
Enhance customer care
Facilitate M&A
Lower operating expenses
Increase service levels
Reduce attrition

8. Mapping data governance to business value
Goal Org Stakeholders Expected Outcomes DG Objective DG Capabilities
Improve
personalization of
customer products
and services
• Marketing
• Sales
• Finance
• Increase NPS by 5%
• 17%+ repeat customer
purchases
• 11% reduced churn
• Establish a common
view of trusted
customer data assets
• Data Catalog
• Data Lineage
• Approval Workflow
• Data Integrity rules
Accurate and timely
credit-risk analysis
• Underwriting
• Loan office
• Finance
• 10% reduction in
expected loss
• 20% lower Probability
of Default
• Establish stage gates,
rules, policies, and
quality measures
across credit risk
analysis process
• Analytics governance
• Model analysis
• Data quality metrics
Increase user
productivity by
improving time-to-
insights
• Business Analytics
• IT
• Data Office
• Improve decision-
accuracy by 22%
• Reduce time-to-insight
by 45%
• Launch data literacy
campaign across
business data SMEs
• Data lineage
• Data Catalog
• Automated workflow
Mitigate risk and
facilitate regulatory
compliance and
reporting
• Compliance Office
• Finance
• IT
• 10% improvement to
Reputation Index
• 15% reduction in
regulatory fines and
settlements
• Establish risk and
control framework
for regulatory
drivers
• PII detection
• Data monitoring
• Access control

9. Governance as a “painkiller” and “vitamin”
Goal DG Objective DG Capabilities
Improve
personalization of
customer products
and services
• Establish trusted view
of customer data
assets
• Data Catalog
• Data Lineage
• Approval Workflow
• Data Integrity rules
Accurate and
timely credit-risk
analysis
• Underwriting
• Loan office
• Finance
• •10% reduction in
expected loss
• •20% lower
Probability of Default
Increase user
productivity by
improving time-to-
insights
• Launch data literacy
campaign across
business data SMEs
• Data lineage
• Data Catalog
• Automated workflow
Mitigate risk and
facilitate regulatory
compliance and
reporting
• Establish risk and
control framework for
regulatory drivers
• PII detection
• Data monitoring
• Access control
Centralized collection
of customer data
elements used for
marketing and
promotion
Data profile providing
additional context on
volume, counts,
location, and contents
Data lineage flow of
upstream/downstream
relationships
Impact analysis to
business processes,
metrics, and analytics
Approved governance
ownership indicating
data is certified for
access and use
Automated approval
workflow to grant
access to data at
source
Data integrity metrics
to indicate data that is
accurate, consistent,
and trusted
Quality monitoring to
trigger notifications
below acceptable
values
P A I N K I L L E R
“ M u s t H a v e s ”
V I T A M I N
“ B o n u s ”

10. Prioritizing what matters
Goal Org Stakeholders Expected Results DG Objective DG Capabilities
Improve
personalization
of customer
goods and
services
Marketing
Sales
Finance
• Increase referrals
by 5%
• 17%+ repeat
customer
purchases
• 11% reduced churn
• Establish a
common view of
trusted customer
data
• Data Catalog
• Data Lineage
• Approval
Workflow
• Data Integrity
rules
“We need to
personalize our
outreach to
reduce churn.”

11. Operational
Bridging the gap between business & IT
Strategic
Tactical
e.g., KPIs / metrics,
strategic programs,
data privacy & protection
e.g., product development,
planning, sourcing,
manufacturing
e.g., data migrations, system
implementations, data
science & engineering
Critical data that drives
business processes
and operations
Grow the Business
Critical data assets that have
operational, compliance and
analytical business impacts
Run the Business
Critical information driving
business goals, objectives,
KPIs, and metrics
Transform the Business

12. Value metrics across three levels
Strategic
• Business Transformation Lead
• CDO / Data & Analytics Lead
• CIO
Value Metrics: Business Impact / ROI
• Process enablement
• KPI’s / PPI’s
Value Metrics: Performance Improvement
• Data Quality
(e.g. Accuracy)
• # of touches
Value Metrics: Efficiency & Effectiveness
• Volume / counts
• Completeness
• Accessibility
• Curation times
• Scale (# Systems managed)
• Data Error % (Rework %)
• Cycle time vs SLA’s
• Timeliness / availability
• Customer sentiment
• Project acceleration
Operational
• Business Process Lead
• Data Governance Lead
• Data Management Lead
• Information Architect
Tactical
• Business Data SME
• Data Analyst / Scientist
• Data Steward
• Data Maintenance & Quality
• Data Engineer

13. The Value Story
• Catalog assets
• Terms defined
• Quality rules developed
• Data owners identified
• Issue requests
Tactical Value (Inputs)
• FTE Productivity
• Data Literacy index
• Adoption / NPS
• Cycle time
• Data sharing
Strategic Value (Outcomes)
• Our customer onboarding process has
decreased by 25%...
• We’re able to identify 33% more customers
to cross-sell of lending products…
• And we’ve increased FTE productivity
by 20% due to data self-service …
• We’ve catalogued 10,000 supplier data assets…
• Defined the top 50 critical customer data assets …
• Aligned on key rules and policies for each…
• And our data quality is showing 90+% accuracy
and consistency for customer objects…
Value metrics come together at each level to tell a complete story that resonates.
As a result…
Lead to

14. Data Governance journey
Where to start?

15. DATA GOVERNANCE IN ORIFARM
A Business-first Approach to Data Governance
15

16. ORIFARM: Family owned, Danish pharmaceutical company
Organic
Growth
Expansion to rest of
the Nordics and start
of Generics business
1995-2005
New
markets
Entry in Netherlands,
United Kingdom &
Austria Acquisition of
Viminco/Alternova
2015 -
Start – up
The idea takes form
and the company
starts in Denmark
1994-1995
30
BIG
M&A
Acquisition of
Pharma Westen
German Market
2006
300
Center of
excellence
Production
and inbound
logistics setup Czech
Republic
2013
1000
Ambitious
growth
strategy
Acquisition
of Pilatus
2018 -
1200
Transformation
Takeda asset
acquisition
2020
1900
16
”Parallel Import ”
(Repacking)
Geograpichal expansion
& Functional expansion
”Generics” (CMO sourcing)
Geograpical
expansion
Functional
Consolidation
Geographical expansion
& Functional expansion
”pharma production”
Functional expansion
”Clinical Services”
& ”Unlicensed”
“Towards new
hights”
Winning in Sales &
Procurement
Building scalable and
efficient foundation.
Grow people to grow
Orifarm
- 2025
+2200
Geographical expansion
& Functional expansion
”CHC”, ”pharma production”
Corporate
Alignment
& entrepreneurial

17. Orifarm
Data Governance Story
(Preface)
Pain points
17
Slow and cumbersom IT-development
Confusion & Frustration Hidden misunderstanding
Inconsistant information
Internal expressions, business terms
& abbreviations
Diffient meaning of
shared expressions
key figures
based on different definitions
Solutions must be defined
from scratch

18. Orifarm
Data Governance Story
(Preface)
18
Executive Ambassadeur (Sponsor)
Concept Development
Forced through by CFO
Joint concept development by external SME and internal employee proven by P.O.C.

19. Orifarm Data Governance Story
(Chapter 1)
Respect business peculiarities:
• Be aware of
maturity/Litteracy
• Choose your battles
Utilize existing resources
• Ensure anchoring
• Align ambitions and speed
• Keep costs low
19
Data Governance Board
Head of
Corporate IT
Head of Quality
Compliance
Head of Corporate
Development
Chairman
Vendor
SteerCo
Data
Specialists
Stc.
Members
Item
SteerCo
Stc.
Chairman
…
SteerCo
Data
Specialists
Data
Specialists
Stc.
Members
Stc.
Members
Stc.
Chairman
Stc.
Chairman
Data Governance
Competency Centre
Lead Facilitator
Analyst Architect
Developing the Data Governance concept

20. Orifarm Data Governance Story
(Chapter 2)
Roll-Out according to
business value
• Simple DG users
• Advanced DG users
• IT-developers
• Other Users
Define individual
scopes per area
20
Align abbreviations and
business terms
Establish Steering
Committees, Communities
and related workflows
Show how data is defined
and where it comes from. Inventorize which reports and data-
sources are available and where
Publish terms (and their meaning)
used in reports and daily business
Support introduction of
report and data lifecycle
management
Highlight redundant data and
undesired data flows
Govern data quality and
compliance issues
Data Governance concept roll-out

21. Orifarm Data Governance Story
(Chapters being written)
Accept strategic
focus areas as
Data Governance
drivers
• Strategy => highway
• Include sideways
when possible
21
IT Service
Management
STRATEGIC ROADMAP
Process Technology
People
Systems
&
Processes
Data
Data,
Masterdata
&
Data
governance
Enablers
/
out
of
MWB
scope
Business Process Management PAC community Continuous improvement ERP Application Domains Digital Centric/Enablers
2021 2022 2023 2024 2025 2025 2024 2023 2022 2021
Mission & Vision
Strategic Ambition
Digitalizing
Quality
ERP preparation
ERP analysis
ERP implementation
Implementing digi
Board
Resource fluidity
Agile training
Legal entities
Organization
Roles &
Responsibilities
Architecture maturity
Platforms
Data Strategy
Digital Transformation
Change
leadership
Data
Governance
Relations
Group Data
Ownership
Master Data
Management
Support
Individual Data
Ownership
Data
Governance
Application
Workflow
principles and
Templates
Workflow
Standards
Data Quality
Compliance?
Defining the top 5 E2E
processes
Kick-starting PAC
network
Green Belt Lean
Training
Implementing “fit for
purpose” project
teams
Finance process
description
Clean-up RFCs
1 PAC in each
Department
PAC = Orifarm
Specialist
Part of Orifarm to
challenge with
improvements
Foundation for
decisions (ERP)
M&A Plug & Play
model
Mature & reliable core
processes
Business Process
Transparency
BPM IT Platform in place
CI IT Platform in place
Improvement potential for
2024 budgeted​
Tracking of all CI
activities
Several local initiatives
from PAC
Double digit savings
from CI
CI KPI for all
departments
“demo Friday”
Masterdata
Management is a
selfsustained
discipline
Core Data
Catalog &
Confirmed
Terminology
Base
BI solutions
consolidated on
new platform
IT partnering
program in
place
Data asset
life cycle
management
Standards for
data integration
Strategic target: “Building scalable and efficient foundation”
Corporate data
platform
available
Data Education
Program
Application Portfolio
Management
Core Workflow
Support

22. Orifarm Data Governance Story (Summary)
Implement a dedicated concept with
utilization of existing resources
Start small and adjust the journey along the
way to generate a ”proven track record”
Piggy bag on strategic initiatives
22

23. Takeaways
• Link data governance program initiatives to
higher-level business goals, stakeholders,
and business outcomes
• Deploy data governance capabilities that
directly serve as both painkillers and vitamins
to protect and grow the business
• Communicate Governance Value across
three levels – Strategic, Operational, and
Tactical
• Quantify business impact with value metrics
that resonate across each level

24. Questions?

25. Thank you