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This report is based on the Global Reporting Initiative(GRI) Reporting Guidelines. We also referred to these guidelines in our Sustainability Report 2002, our Triple Bottom Line Report 2001 as well as inour 1999 and2000Environmental and Social Reports.Novo Nordiskparticipates in the development of the guidelines. To facilitate your reading and comparability with other GRI reports we have prepared a cross-reference table between the GRI Guidelines and the current report (if you preferdownload apdf version here). |
Legend:OK = Information provided and assured following the guidance provided in the AA1000S Assurance Standard. w= information only supplied in Internet report - = information not supplied | | Part B: Reporting principles | Information and comments | Transparency
Inclusiveness
Auditability
Completeness
Relevance
Sustainability context
Accuracy
Neutrality
Comparability
Clarity | A number of processes, procedures and systems, tied in with Novo Norddisk's governance framework and approach to stakeholder engagement aim to ensure that the report is consistent with the eleven reporting principles. See About the report,Engaged with stakeholders,Executive summary,Commitment in context,Building a sustainable business, Indicators of Triple Bottom Line performance,Accounting for our performance,Accounting principles,Independent assurance statement, Interactive charts. See also Annual Financial report (pp. 55-57) |
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Section 1: Vision and Strategy| 1.1 | Statement of the organisations vision and strategy regarding its contribution to sustainable
development. | OK | Welcome letter,About Novo Nordisk,Executive summary,Taking responsibility, A vision of health for all,Commitment in context,Building a sustainable business,Indicators of Triple Bottom Line performance,Acting on our commitments,Employees taking action,Meeting the environmental challenge | | What are the main issues for the organisation related to major themes of sustainable development? | OK | Executive summary,Indicators of Triple Bottom Line performance | | How are stakeholders included in identifying these issues? | OK | Commitment in context,Engaged with stakeholders,Indicators of Triple Bottom Line performance. | | For each issue, what stakeholders are most affected by the organisation? | OK | Covered throughout the report. | | How are these issues reflected in the organisations values and integrated into the business strategies? | OK | Covered throughout the report. | | What are the organisations objectives and actions on these issues? | OK | Indicators of Triple Bottom Line performance | | 1.2 | Statement from the CEO (or equivalent senior manager)describing key elements of the report. Recommended element include: | OK | Welcome letter | | Highlights of report content and commitment to targets | OK | Executive summary,Indicators of Triple Bottom Line performance. | | Description of the commitment to economic, environmental, and social goals by the organisations leadership | OK | Welcome letter,Commitment in context | | Statement of successes and failures | OK | Executive summary,Indicators of Triple Bottom Line performance | | Performance against benchmarks, previous years' performance, target, and industry sector norm. | OK | Indicators of Triple Bottom Line performance, Interactive charts. Previous Novo Nordisk reports are all accessible from the website and through ourpublications ordering service. For benchmarking across sectors, please refer to independent analyses, eg http://susrep2003.novonordisk.com/
sustainability/news/news.asp | | The organisations approach to stakeholder engagement; and major challenges for the organisation and its business sector in integrating responsibilities for financial performance with those for economic, environmental, and social
performance, along with the implications of this on future business strategy | OK | Welcome letter,Engaged with stakeholdersand throughout the report in individual articles. |
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Section 2: Profile| 2.1 | Name of reporting organisation | OK | About Novo Nordisk | | 2.2 | Major products and/or services including brands if appropriate | OK | About Novo Nordisk,Diabetes care products,Other products | | 2.3 | Operational structure of the organisation | OK | About Novo Nordisk | | 2.4 | Countries in which the organisations operations are located | OK | Global offices | | 2.5 | Description of major divisions, operating companies, subsidiaries, and joint ventures | OK | Accounting principlesandAbout us | | 2.6 | Nature of ownership; legal form | OK | About Novo Nordisk,Novo Nordisk ownership | | 2.7 | Nature of markets served | OK | About Novo Nordisk,Measuring our economic impact,Key indicators of economic performance, Sustainable diabetes care in the developing world,More affordable insulin. | | 2.8 | Scale of the reporting organisation, including: | OK | About Novo Nordisk | | Number of employees | OK | About Novo Nordisk,Key performance data | | Products produced/services offered (quantity or volume) | OK | Key performance data,Key indicators of environmental data For pharmaceutical products the most relevant indicator of volume is turnover. | | Net sales; and | OK | About Novo Nordisk | | Total capitalisation broken down in terms of debt and equity | OK | Key performance data See alsoAnnual Financial Report. | | | In addition to the above, reporting organisations are encouraged to provide additional information, such as: | | | | Value added | OK | Measuring our economic footprint | | Total assets: and | | Measuring our economic footprint, Key performance data | | Breakdowns of any or all of the following: | | | | Sales / revenues by countries / regions that make up 5 percent or more of total revenues | OK | Measuring our economic footprint, Key indicators of economic performance, | | Major products and/or identified services | OK | About Novo Nordisk,Diabetes care products,Other projects | | Costs by country/region; and | OK | Measuring our economic footprint | | Employees by country/region | OK | Measuring our economic footprint | | 2.9 | List of stakeholders, key attributes of each, and relationship to the reporting organisation | OK | Engaged with stakeholders,Stakeholder model Stakeholders named or described as relevant in individual articles, and inDilemmas. |
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Report scope: | 2.10 | Contact persons for the report including e-mail and web addresses | OK | Contacts | | 2.11 | Reporting period (eg fiscal/ calendar year) for information provided | OK | Executive summary | | 2.12 | Date of most recent report (if any) | OK | The 2002 report was published on 21 February 2003 | | 2.13 | Boundaries of report (Countries / regions, products / services,
divisions, facilities / joint
ventures / subsidiaries) and any
specific limitations on the scope. | OK | About the report,Accounting for our performance | | 2.14 | Significant changes in size, structure,
ownership, or products/services that
have occurred since the previous
report. | OK | Welcome letter,Measuring our economic footprint. See alsoAnnual Financial Report. | | 2.15 | Basis for reporting on joint ventures,
partially owned subsidiaries, leased
facilities, outsourced operations, and
other situations that can significantly
affect comparability from period to
period and/or between reporting
organisation | OK | Accounting principles. | | 2.16 | Explanation of the nature and effect
of any re-statements of information provided in earlier reports, and the
reasons for such re-statement (eg,
mergers / acquisitions, changes of
base years / periods, nature of
business, measurement methods). | OK | There have been no significant restatements in the period covered by the report. | | Report profile: | | | | 2.17 | Decisions not to apply GRI principles or protocols in thereparation of the report. | OK | We have decided to report in accordance with GRI | | 2.18 | Criteria / definitions used in any accounting for economic, environmental and social costs/benefits. | OK and w | Accounting principles Indicators of Triple Bottom Line performance, Measuring our economic impact, Accounting for the environment,Definitions. | | 2.19 | Significant changes from previous years in the measurement methods applied to key economic, environmental, and social information | OK and w | There have been no significant changes. Key performance data, Accounting principles | | 2.20 | Policies and internal practices to enhance and provide assurance about the accuracy, completeness, and reliability that can be placed on the sustainability report. | OK and | Commitment in context,Accounting for our performance, Accounting principles,Independent assurance statement. | | 2.21 | Policy and current practice with regard to providing independent assurance for the full report. | OK and | Accounting for our performance,Accounting principles,Independent assurance statement. | | 2.22 | Means by which report users can obtain additional information and reports about economic, environmental, and social aspects of the organisations activities, including facility-specific information (if available). | OK and w | Individualsite reports(after 26 March 2004) Contacts Publication ordering |
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Section 3: Governance structure and management systems| 3.1 | Governance structure of the organisation, including major committees under the board of directors that are responsible for setting strategy and for oversight of the organisation. | OK | Commitment in context,Novo Nordisk and Corporate Governance. | | 3.2 | Percentage of the board of directors that are independent, non-executive directors. | OK | Commitment in context,Novo Nordisk and Corporate Governance. | | 3.3 | Process for determining the expertise board members need to guide the strategic direction of the organisation, including issues related to environmental and social risks and opportunities. | OK | Commitment in context,Novo Nordisk and Corporate Governance. | | 3.4 | Board-level processes for overseeing the organisations identification and management of economic, environmental, and social risks and opportunities. | OK | Commitment in context,Novo Nordisk and Corporate Governance. | | 3.5 | Links between executive compensation and achievement of the organisations financial andnon-financial goals (eg. Environmental performance, labour proactices) | OK | Welcome letter. For a detailed account of remuneration to Executive Management, see Annual Financial Report. The Balanced Scorecard target-setting is described in: Commitment in context although compensation is not discussed here. | | 3.6 | Organisational structure and key individuals responsible for oversight, implementation, and audit ofeconomic, environmental, social and related policies. | OK | Commitment in context,Building a sustainable business. | | 3.7 | Mission and value statements, internally developed codes of conduct or principles, and policies relevant to economic, environmental and social performance and the status of implementation. | OK | About Novo Nordisk,Commitment in context | | 3.8 | Mechanisms for shareholders to provide recommendations or direction to the board of directors. | OK | Commitment in context, See alsoAnnual Financial Report. |
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Overaching policies and management systems:
3.13 | Explanation of whether and how the precautionary approach or principle is addressed by the organisation. | OK | Meeting the environmental challenge,Key indicators of environmental performances | | 3.14 | Externally developed, voluntary economic, environmental and social charters, sets of principles, or other initiatives to which the organisation subscribes or which it endorses. | OK | Executive summary,Commitment in context,Accounting for our performance | | 3.15 | Principal memberships in industry and business associations, and/or national/international advocacy organisations. | OK and w | Accounting for our performance,Partnerships | | 3.16 | Policies and/or systems for managing upstream and downstream impacts, including: | OK | Responsibility in the supply chain | | Supply chain management as it pertains to outsourcing and supplier environmental and social performance, and | OK | Responsibility in the supply chain | | Product and service stewardship
initiatives. | OK | Responsibility in the supply chain,Knowledge and learning,Meeting the environmental challenge | | 3.17 | Reporting organisations approach
to managing indirect economic, environmental and social impacts
resulting from its activities. | OK | Measuring our economic footprint,Key indicators for economic performance, Investments in health, Accounting for the environment | | 3.18 | Major decisions during the reporting
period regarding the location of, or
changes in, operations. | OK and w | Not relevant for this reporting period. | | 3.19 | Programmes and procedures pertaining to economic, environmental and social performance. Includes discussion of: | | | | Priority and target setting | OK | Building a sustainable business,Indicators for Triple Bottom Line performance | | Major programmes to improve performance | OK | Executive summary | | Internal communication and training | OK | Commitment in context,Knowledge and learning,Developing leadership capacity,Opportunites in diversity, Employees taking action | | Performance monitoring | OK | Indicators for Triple Bottom Line performance,Key performance data,Interactive charts | | Internal and external auditing | OK | Commitment in context, Responsibility in the supply chain., Meeting the environmental challenge, See alsoAnnual Financial Report. | | | Senior management review | OK | Commitment in context. | | 3.20 | Status of certification pertaining to economic, environmental and social management systems. | OK | Indicators for Triple Bottom Line performance. |
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Section 4: GRI content index4.1 | A table identifying location of each element of the GRI Report Content, by section and indicator. | w | |
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Section 5: Performance indicatorsNote: Core indicators unless stated otherwise. Economic Performance Indicators Direct Impacts | Customers | | | EC1 | Net sales. As listed in the profile section under 2.8. | OK | Key performance data | | EC2 | Geographic breakdown of markets. For each product or share, disclose national market share by country where this is 25% or more. Disclose market share and sales for each country where national sales respresents 5% or more of GDP. | OK | About Novo Nordisk,Measuring our economic footprint,Key indicators of economic performance See alsoAnnual Financial Report. | | Suppliers | | | | EC3 | Cost of all goods, materials and services purchased | OK | Measuring our economic footprint,Key indicators of economic performance. | | EC4 | Percentage of contracts that were
paid in accordance with agreed terms, excluding agreed penalty arrangements. | - | Topic not covered in Sustainability Report, but under consideration for future reporting. There are currently no issues. | | EC11 | Additional indicator: Supplier breakdown by organisation and country. | OK | Responsibility in the supply chain(by region only), Key indicators of economic performance. | | Employees | | | | EC5 | Total payroll and benefits (including wages, pension, other benefits, and redundancy payments) brokendown by country or region. | OK | Measuring our economic footprint(renumeration by region only). Novo Nordisk does not report by country, by by regions, in line with organisational set-up. See also:Novo Nordisk publications. | | Providers of capital | | | | EC6 | Distributions to providers of capital broken down by interest on debt and borrowings, and dividends on all classes of shares, withanyarrears of preferred dividends to be dislosed | OK | About Novo Nordisk,Measuring our economic footprint,Key performance data,Key indicators of economic performance See alsoAnnual Financial Report. | | EC7 | Increase/decrease in retained earnings at end of period. | OK | Measuring our economic footprint(cash value distribution chart as future growth), Key performance data. See alsoAnnual Financial Report. | | Public sector | | | | EC8 | Total sum of taxes of all types paid
broken down by country. | OK | Measuring our economic footprint(Taxes paid in Denmark). | | EC9 | Subsidies received broken down by country or region. | - | Data not available. To be built into future reporting on economic footprint. | | EC10 | Donations to community, civil society, and other groups broken down in terms of cash and in-kind donations per type of group. | OK | Measuring our economic footprint,Sustainable diabetes care in developing countries,Interactive charts. | | EC12 | Additional indicator: Total spent on non-core business infrastructure development. | OK | Reported not as total spent, but as activities in: A strategy for global health, Sustainable diabetes care in developing countries | | Indirect Economic Impacts | | | | EC13 | Additional indicator: The organisations indirect economic impacts. | | Measuring our economic footprint,Investments in health |
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Environmental Performance Indicators Materials EN1 | Total materials use other than water, by type. | OK | Compliance and beyond | | EN2 | Percentage of materials used that are wastes (processed or unprocessed) from sources external to thereporting organisation. | - | Not relevant throughout Novo Nordisk's organisation. An industrial symbiosis in Kalundborg, Denmark, ensures efficient utilisation of energy and wastewater.See site reportfrom Kalundborg. | | Energy | | | | EN3 | Direct energy use segmented by primary source. | OK | Compliance and beyond, Key performance data | | EN4 | Indirect energy use | OK | Compliance and beyond | | EN17 | Additional indicator: Initiatives to use renewable energy sources and to increase energy efficiency. | OK | Meeting the environmental challenge,Climate change on the agenda,Accounting for the environment. | | EN18 | Additional indicator: Energy consumption footprint (ie, annualised lifetime energy requirements) of major products. | - | Not reported at present. | | EN19 | Additional indicator: Other indirect (upstream/downstream) energy use and implications, such as organisational travel, product lifecycle management, and use of energy-intensive materials. | OK and w | Transport data | | Water | | | | EN5 | Total water use | - | Compliance and beyond, Key performance data. | | EN20 | Additional indicator: Water sources and related ecosystems / habitatssignificantly affected by use of water. | - | Data not recorded/reported at present. Information available in individual site reports. | | EN21 | Additional indicator: Annualwithdrawals of ground and surface water as a percent of annual renewable quantity of water available from the sources. | - | Data not recorded/reported at present. | | EN22 | Additional indicator: Total recycling and reuse of water | - | Data not available. | | Biodiversity | | | | EN6 | Location and size of land owned, leased, or managed in biodiversity-rich habitats. | - | Data not recorded/reported at present. Not identified as a major issue in areas where Novo Nordisk's production sites are located. | | EN7 | Description of the major impacts on
biodiversity associated with activities
and/or products and services in terrestrial, freshwater and marine environments. | OK | Meeting the environmental challenge | | EN23 | Additional indicator: Total amount of land owned, leased or managed for production activities or extractive use. | - | Data not recorded/reported at present | | EN24 | Additional indicator: Amount of impermeable surface as a percentage of land purchased or leased. | - | Data notpresently available. | | EN25 | Additional indicator: Impacts of activities and operations on protected and sensitive areas. | - | Data not recorded/reported at present | | EN26 | Additional indicator: Changes to
natural habitats resultiing from activities and operations and percentage of habitats protected or restored | - | Data not recorded/reported at present | | EN27 | Additional indicator: Objectives, programmes, and targets for protecting and restoring native ecosystems and species in degraded areas. | - | Data not recorded/reported at present | | EN28 | Additional indicator: Number of IUCN Red List species with habitats in areas affected by operations. | - | Data not recorded/reported at present | | EN29 | Additional indicator: Business units currently operating or planning operations in or around protected or sensitive areas. | - | Not reported at present | | Emissions, Effluents and Waste | | | | EN8 | Greenhouse gas emissions | OK | Climate change on the agenda,Key performance data,Interactive charts. | | EN9 | Use and emissions ofzonedepleting substances | OK | Key indicators of environmental performance,Key performance data, Interactive charts. | | EN10 | NOx, SOx and other significant air
emission by type | OK | Key indicators of environmental performance,Key performance data, Interactive charts. | | EN11 | Total amount of waste by type and destination | OK | Key indicators of environmental performance,Key performance data, Interactive charts. | | EN12 | Significant discharges to water by type | OK | Key indicators of environmental performance,Key performance data, Interactive charts. | | EN13 | Significant spills of chemicals, oil and
fuels in terms of total number and
total volume. | OK | Compliance and beyond,Interactive charts. | | EN30 | Additional indicator: Other relevant indirect greenhouse gas emissions. | OK and w | Transport data We do recognise, though, that this covers but a fraction of indicrect greenhouse gas emissions connected with our company's activities. | | EN31 | Additional indicator All production,
transport, import, or export of any
waste deemed hazardous under the terms of the Basel Convention Annex I, II, III and VII. | OK | Key indicators of environmental performance,Key performance data, Interactive charts. | | EN32 | Additional indicator Water sources and related ecosytstems/ habitats significantly affected by discharges of waster and runoff. | OK and w | Compliance and beyond Managing risk under the Precautionary principle(report 2001) | | EN33 | Additional indicator Performance of suppliers relative to environmental components of programmes andprocedures described in response to Governance Structure and Management Systems (Section 3.16) | OK | Responsibility in the supply chain. (also covers environmental responsibility) | | Products and services | | | | EN14 | Significant environmental impacts of principal products and services. | OK | Meeting the environmental challenge | | EN15 | Percentage of the weight of products sold that is reclaimable at
the end of the products useful life and percentage that is actually reclaimed. | - | No reported at present. Not particular relevance to pharmaceutical products. Work is being undertaken to reduce packaging and to assess recyclability of medical devices, see Meeting the environmental challenge | | EN16 | Incidents of and fines for non-compliance with all applicable international declarations/ onventions/treaties, and national, sub-national, regional and local regulations associated with
environmental issues. | OK | Compliance and beyond | | Transport | | | | EN34 | Additional indicator: Significant
environmental impacts of transportation used for logistical purposes. | w | Transport data | | Overall | | | | EN35 | Additional indicator: Total environmental expenditures by type | OK | Accounting for the environment |
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Social Performance Indicators Note: Core indicators unless stated otherwise Employment LA1 | Breakdown of workforce, where possible, by region/country, status (employee/non-employee), employment type (full time/part time), and by employment contract (indefinite or permanent/fixed term or temporary). Also identify workforce retained in conjunction with other employers (temporary agency workers in co-employment relationships), segmented by region/country. | OK | Measuring our economic footprint(geographic distribution of employees),Key performance data,Key indicators of economic performance,Interactive charts. | LA2 | Net employment creation and average turnover segmented by region/country | OK | Measuring our economic footprint,Key performance data | LA12 | Additional indicator Employee benefits beyond those legally mandated. | - | Not reported at present. | | Labour/Management Relations | | | LA3 | Percentage of employees represented by independent trade union organisations or other bonafide employee representatives broken down geographically OR percentage of employees covered by collective bargaining agreement broken down by region/country. | - | Novo Nordisk has long-standing traditions for collective bargaining through company employee organisations ('Klubber' in Danish) and does not have any significant issues in this area. Not reported at present but under consideration for future reporting. | | LA4 | Policy and procedures involving information, consultation, and negotiation with employees over changes in the reporting organisations operations (eg. restructuring) | - | See above. | LA13 | Additional indicator Provisions for formal worker representation in decision-making or management, including corporate governance. | OK | Commitment in context | | Health and safety | | | LA5 | Practices on recording and notification of occupational accidents and diseases, and how they relate to the ILO Code of Practice on Recording and Notification of Occupational Accidents and Diseases. | OK | A healthier working environment | LA6 | Description of formal joint health and safety committees comprising management and worker representatives and proportion of workforce covered by such committees. | OK | A healthier working environment | LA7 | Standard injury, lost day, and absentee rates and number of workrelated fatalities (including subcontracted workers). | OK | A healthier working environment, Interactive charts (occupational illnesses and injuries, only). No data available for subcontracted workers. | LA8 | Description of policies or programmes (for the workplace and beyond) on HIV/AIDS | - | Not reported at present, but guidelines exist. | LA14 | Additional indicator: Evidence of substantial compliance with the ILO Guidelines for Occupational Health Management systems | - | Not reported. | LA15 | Description of formal agreements with trade unions or other bona fide employee representatives covering health and safety at work and proportion of the workforce covered by any such agreements. | OK | A healthier working environment | | Training and Education | | | LA9 | Average hours of training per year per employee by category of employee. | OK | Knowledge and learning Key performance data (reports annual trainng costs per employee). We find that average hours of training are not a relevant indicator. There are targets for development of people, and employee perceptions are measured through mandatory climate surveys, see Developing leadership capacity | LA16 | Additional indicator Description of programmes to support the continued employability of employees and to manage career endings. | OK | Developing leadership capacity | LA17 | Additional indicator Specific policies and programmes for skills management or for lifelong learning. | OK | Knowledge and learning Developing leadership capacity | Diversity and opportunity | | | LA10 | Description of equal opportunity policies or programmes, as well as monitoring systems to ensure compliance and results of monitoriing. | OK | Opportunities in diversity | LA11 | Composition of senior mangement and corporate governance bodies (including the board of directors), including male/female ratio and other indicators of diversity as culturally appropriate. | OK | Opportunities in diversity |
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Human rights | HR1 | Description of policies, guidelines,corporate structure, and procedures to deal with all aspects of human rights relevant to operations, including monitoring mechanisms and results | OK | Opportunities in diversity | | HR2 | Evidence of consideration of human rights impacts as part of investment and procurement decisions, including selection of suppliers/contractors. | OK | Responsibility in the supply chain | | HR3 | Description of policies and procedures to evaluate and address human rights performance within the supply chain and contractors, including monitoring systems and results of monitoring. | OK | Responsibility in the supply chain | | HR4 | Description of global policy and procedures/programmes preventing all forms of discrimination in operations, including monitoring systems and results of monitoring. | OK | Opportunities in diversity | | HR5 | Description of freedom of association policy and extent to which this policy is universally applied independent and of local laws, as well as description of procedures/programmes toaddress this issue. | - | Not reported but covered under stated commitment to the UN Declaration of Human Rights in Commitment in context | | HR6 | Description of policy excluding child labour as defined by the ILO
Convention 138 and extent to which this policy is visibly stated and applied, as well as description of procedures/programmes to address this issue, including monitoring systems and results of monitoring. | - | Not reported but covered under stated commitment to the UN Declaration of Human Rights in Commitment in context | | HR7 | Description of policy to prevent forced and compulsory labour and extent to which this policy is visibly stated and applied, as well as description of procedures / programmes to address this issue, including monitoring systems and results of monitoring. | - | Not reported but covered under stated commitment to the UN Declaration of Human Rights in Commitment in context The social review conducted in 2001 concluded that this is not a key issue to Novo Nordisk's organisation. | | HR8 | Additional indicator: Employee training on policies and practices
concerning all aspects of human rights relevant to operations. | OK | Opportunities in diversity | | HR9 | Additional indicator: Description of appeal practices, including, but not limited to human rights issues. | w | | | HR10 | Additional indicator: Description of non-retaliation policy and ffective, confidential employee grievance system (including, but not limited to, its impact on human rights). | w | | | HR11 | Additional indicator: Human rights training for security personnel. | - | Not reported. | | HR12 | Additional indicator: Description of policies, guidelines, and procedures to address the needs of indigenous people. | - | Not reported. | | HR13 | Additional indicator: Description of jointly managed community grievance mechanisms/auithority. | - | Not reported. | | HR14 | Additional indicator: Share of operating revenues from the area of operations that are redistributed to local communities. | - | Not reported. |
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Society | SO1 | Description of policies to manage impacts on communities in areas affected by activities, as well as description of procedures / programmes to address this issue, including monitoring systems and results of monitoring. | OK | Opportunites in diversity,Employees taking action, Meeting the environmental challenge,Compliance and beyond See alsosite reports | | SO2 | Description of the policy, procedures / management systems, and compliance mechanisms for organisations and employees addressing bribery and corruption. | OK | Commitment in context | | SO3 | Description of policy, procedures / management systems, and compliance mechanisms for managing political lobbying and contributions. | - | Commitment in context An example provided in Ethics in life sciences Governmental relations, lobbying and political contributions are not perceived to be of major significance, but will be covered more in future reporting as part of corporate governance initiatives. | | SO4 | Additional indicator: Awards received
relevant to social, ethical, and environmental performarnce. | + and w | Executive Summary and Honours | | SO5 | Additional indicator: Amount of money paid to political parties and institutions whose prime function is to fund political parties or their candidates. | - | Novo Nordisk does not sponsor or in any other way subsidise political parties or inviduals seeking public office. | | SO6 | Additional indicator Court decisions regarding cases pertaining to antitrust and monopoly regulations. | - | Not applicable. | | SO7 | Additional indicator Description of policy, procedures / management systems, and compliance mechanisms for preventing anti-competitive behaviour. | - | Not reported. |
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Product responsibility | PR1 | Description of policy for preserving customer health and safety during use of products and services, and extent to which this policy is visibly stated and applied, as well as description of procedures / programmes to address this issue, including monitoring systems and results of monitoring. | OK | Knowledge and learning | | PR2 | Description of policy, procedures / management systems, and compliance mechanisms related to product information and labelling. | OK | Knowledge and learning | | PR3 | Description of policy,
procedures / management systems, and compliance mechanisms for consumer privacy. | - | Not reported, but systems in place, including a marketing code of conduct. Also covered by Novo Nordisk's commitments to the UN Declaration of Human Rights.
Inclusion in future reporting under
consideration. | | PR4 | Additional indicator: Number and type of instances of non-compliance with regulations concerning customer health and safety, including the penalties and fines assesed for these breaches. | - | No such events in 2003. Not reported. Inclusion in future
reporting under consideration. | | PR5 | Additional indicator: Number of
complaints upheld by regulatory or similar official bodies to oversee or regulate the health and safety of
products and services. | - | No such events in 2003. Not reported. Inclusion in future
reporting under consideration. See
above. | | PR6 | Additional indicator: Voluntary code of compliance, product labels, or awards with respect to social and/or environmental responsibility that the reporter is qualified to use or has received. | OK | Meeting the environmental challenge(ISO14001) | | PR7 | Additional indicator: Number and
type of instances of non-compliance with regulations concerning product information and labelling, including any penalties or fines assessed for these breaches. | - | Not reported | | PR8 | Additional indicator: Description of policy, procedures / management systems, and compliance mechanisms related to customer satisfaction, including results of surveys measuring customer satisfaction. Identify geographic areas covered by policy | OK | Knowledge and learning | | PR9 | Additional indicator: Description of policy, procedures / management systems, and compliance mechanisms for adherence to standards and voluntary codes related to advertising. | - | Not reported | | PR10 | Additional indicator: Number and type of breaches of advertising and marketing regulations. | - | No such events in 2003. Not reported. | | PR11 | Additional indicator: Number of
substantiated complaints regarding breaches of consumer privacy. | - | No such events in 2003. Not reported |
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