People strategy
The realisation of Novo Nordisk’s vision and strategic objectives depends on many things, but most of all on people – Novo Nordisk’s workforce of more than 26,000 employees. Novo Nordisk’s People Strategy responds proactively to globalisation, leadership and innovation challenges.
Globalisation calls for a more mobile and diverse work force. Flexible leaders with multicultural backgrounds can help companies seize global business opportunities and address increasingly difficult and complex challenges. However, competition for talents on all levels is intensifying. Novo Nordisk is meeting this challenge by offering exciting work, a strong values-driven culture and a well-executed strategy for developing the people working for Novo Nordisk.
In a time of expansion Novo Nordisk is building the company’s leaders’ capacity to promote growth and outstanding performance. Innovation is also critical for the future success of Novo Nordisk. To maintain and extend Novo Nordisk’s competitive advantage, Novo Nordisk is applying innovative thinking not only in R&D but across the organisation. In particular, Novo Nordisk is reviewing the organisational structures and decision making processes to improve time to market.
Performance 2007
Attraction and engagement
Given an emerging shortage of skilled labour in mature economies and the company’s rapid growth and expansion, Novo Nordisk has focused much effort on attracting and engaging highly qualified staff.
To realise Novo Nordisk’s strategic ambition and succeed with the company’s growth ambitions, Novo Nordisk needs to further build on the success the company has had in attraction and engagement of employees. Novo Nordisk has therefore launched a global project to develop a unique and consistent employer brand that can be customised across the markets.
In Novo Nordisk engagement is a key driver of retention and performance. Highly engaged people try harder, perform better and are less likely to leave the company.
For Novo Nordisk, engagement refers to both the rational (“what’s in it for me financially, developmentally and professionally”) and emotional commitment (the passion for the job, manager, team and company).
The health of Novo Nordisk’s employees is a key entry point to engagement. In January 2008 the Danish employee health programme, NovoSund, went global. Called NovoHealth, the new company-wide programme focuses on promoting a healthy lifestyle among employees. Built on four global standards, it ensures that all Novo Nordisk staff has access to:
- Healthy food in the workplace
- A smoke-free work environment
- Exercise facilities
- A health check every second year.
Talent and leadership development is another important element of employee engagement. Talent development prepares tomorrow’s leaders and promotes continued innovation. It also helps us attract and retain the right people to maintain a competitive edge in an increasingly global marketplace. More than ever, talented people expect companies to provide opportunities for growth and development.
Performance and reward
To support the goal of a competitive remuneration package based on fair and globally consistent standards, the company's remuneration principles have been reviewed and updated. Implementation activities have been initiated in 2006 and will continue throughout 2007. In addition, a global position evaluation system is now in place for all management and specialist positions, thus securing uniform principles for job classification (International Position Evaluation, IPE).
Steps are being taken to institutionalise the People Performance Process (3P), a global performance management tool launched in 2006.
Other initiatives
Workplace health and safety:
In 2006 a worldwide Occupational Health and Safety Management System became effective as a Novo Nordisk quality assurance document. The system applies to all Danish sites and to the worldwide Product Supply organisation. Novo Nordisk works to produce solid data that can show the impact of various health interventions. In Denmark, where the company’s headquarters are located, systematic workplace assessments are conducted once a year to promote workplace safety and improve working conditions. Through their elected health and safety representatives, all employees have the chance to contribute to this process. Read more here.
Diversity and equal opportunities:
Diversity is important to Novo Nordisk because it allows us to better understand customer needs, attract and retain talented people, and operate more effectively in a global business environment. Diversity fosters an international mindset that enhances innovation as well as Novo Nordisk’s ability to work cross-culturally and expand into new markets. It also gives Novo Nordisk a better understanding of the society in which the company operates. Read more here.
Training and development:
The Novo Nordisk Way of Management requires that all employees have a development plan that is reviewed annually by the employee and his or her manager. Relevant education, training and courses are offered to increase skills and knowledge, and to help employees meet business goals. Apart from Novo Nordisk’s talent development programmes, the company offers a wide variety of courses for the 4,000 operators working at Danish production sites. The company’s talent pools are a priority for preparing tomorrow’s leaders.
Employee Survey result:
In the 2007 annual employee survey of the working climate, eVoice, participants responded with an average score of 4.13 (out of a possible 5), indicating their level of agreement with the statement “My work gives me the opportunity to use and develop my competences/skills”. Employees were asked to indicate to what degree they agreed with a set of statements. These included: “Novo Nordisk is leading the fight against diabetes,” “Novo Nordisk’s results within the social and environmental area are important to the future of the company,” and “I know how my job contributes to the success of Novo Nordisk.”
Corporate culture (TakeAction!):
The values of Novo Nordisk are further driven through the employee volunteer programme TakeAction!, which encourages employees to undertake team activities that contribute to the Triple Bottom Line.
This page has been reviewed by PricewaterhouseCoopers as part of its assurance of Novo Nordisk’s non-financial reporting. Please refer to Audit and assurance for a full description of the conclusions and the nature of assurance offered.
