Our business is built around our clear purpose: driving change to defeat chronic disease, built upon our heritage of diabetes. To fulfil our purpose, we apply our core capabilities to pioneer the discovery and development of innovative medicines. By making these accessible to patients throughout the world, we aim to lead in all the therapy areas in which we are present, with the ultimate aspiration to prevent and cure disease.
We fundamentally believe that diversity and inclusion drive value for Novo Nordisk by enabling a diverse line of thought, increasing innovation and leading to better and more nuanced decisions and stronger risk-management. In addition, being a strongly values driven organisation, it is simply the right thing to do. These beliefs are core to who we are and an integrated part of the Novo Nordisk Way. You can read more about this in our Diversity & Inclusion policy.
We are using two primary levers to take action and drive the D&I agenda.
We expect all leaders to embrace their role as inclusive leaders.
To mitigate bias, we are continuously reviewing our processes and policies at every stage of the employee experience, including recruitment, compensation and paid leave.
The principle of transparency forms the foundation for these two levers. We use data and metrics to track the progress of D&I initiatives and to create transparency and accountability for our leaders and employees. On this page, you will find plenty of examples of how we bring these two levers to life.
42%
Share of women among senior leaders1.
0.13%
Share of positions with equal pay gap3.
82%
2024 Inclusion Index2.
Sharing the data of this period shows our progress so far, as we commit to creating a more diverse, equitable, and inclusive workplace. Transparency in our D&I data and actions is part of that commitment, as we include key workforce data, actions and progress toward our aspirational targets.
Despite the significant progress we have made, we recognise that this is an ongoing journey, and we must continuously challenge ourselves because the more diverse and inclusive we are, the better we can achieve our purpose, to defeat serious chronic diseases, and, ultimately, drive change for good.
We expect all our leaders to embrace their role as inclusive leaders. We recognise that diversity and inclusion opportunities are different depending on the local context and societies we serve. Therefore, all senior leaders are expected to define local focus areas and action plans to drive impact at the local level and hold leaders accountable for driving progress. This is further affirmed by the progress on D&I being anchored in the short-term and long-term incentive programs for senior leaders.
To mitigate bias, we are continuously reviewing our processes and policies at every stage of the employee experience, including recruitment, compensation and paid leave. We have introduced recruitment guidelines to ensure a diverse slate of candidates and diverse recruitment panels, we are conducting yearly equal-pay and gender-pay analyses and we have introduced a minimum of eight weeks of paid leave for non-birthing parents.