This excerpt taken from the NVO 6-K filed Feb 11, 2008.
across the globe, Novo Nordisk employees organised human blue circles,
gathering more than a quarter of a million people to mark the first UN-observed
World Diabetes Day on 14 November 2007.
It was a truly magnificent
moment and one we are proud to have been part of. Never before have the
landmarks of the world been so spectacularly lit up, and never before
have so many people been engaged in advocacy to protect current and future
generations against one of the biggest public health threats that mankind
has ever faced.
power of the possible
To defeat diabetes
that is our aspiration and our business.
Novo Nordisk we believe in the power of the possible. Our vision is one
of civilisation based on sustainability, partnership and respect for the
individual. Sustainability is a powerful, unifying force. We believe it
is possible to be commercially astute and socially aware. To accelerate
growth and minimise environmental impacts. To earn competitive returns
and contribute to economic prosperity for society. These are the cornerstones
of the Triple Bottom Line principle upon which we build our business.
These are the messages we convey when we call upon governments to make
the frameworks that enable us and our partners to contribute to creating
wealth for the benefit of all.
For Novo Nordisk,
the year 2007 was yet another year with remarkable progress. Our financial
results and the growth of our business were achieved despite an increasingly
competitive environment and adverse currency exchange rates. This is underpinned
by a solid track record on measures of economic, environmental and social
impact. This was also rewarded: throughout the year, our shareholders
have seen a significant appreciation of their investment in our company.
this report we highlight the assets that will help us sustain and build
leadership in the business areas we focus on. Innovation of new or improved
therapies is the foundation for the future of the pharmaceutical industry.
In 2007, we invested more than ever in research and development, and we
saw progress in a number of areas which are crucial to the future of our
company. Throughout the world we have increased our presence and thereby
our share of voice in an increasingly competitive business
environment and with that we have achieved greater acceptance of our products.
Our manufacturing operations continue to improve productivity, allowing
us to invest more in sales and marketing for the short term and
in research and development for the long term. And, most importantly,
people at Novo Nordisk demonstrate that weve got what it takes to
win: accountability, ambition, responsibility, engagement, openness and
readiness for change.
themes have been the key drivers of success and will remain on our agenda:
globalisation, innovation and leadership.
Demands for proper
healthcare are on the rise throughout the world,
and we must strengthen
our global presence to stay competitive and expand the market for our
products and services. Today, the number of Novo Nordisk employees outside
Denmark exceeds that of our Danish organisation.
expansion of our global supply chain continued to accelerate. In 2007,
with the largest investment of any pharmaceutical company in Latin America,
we inaugurated our insulin filling plant in Montes Claros, Brazil. We
also doubled the insulin filling capacity of our manufacturing facility
in Clayton, North Carolina, to meet the growing demand for our products
in the US.
significant expansion of our US sales and marketing organisation was completed
in the first half of the year, aimed at supporting the continued roll-out
of Levemir® and the rest of our portfolio of modern insulins.
China we entered into a long-term strategic collaboration with the Chinese
Academy of Sciences, which significantly expands our network of contacts
with far-reaching implications for our research and development activities
of talent and of services are key engines of globalisation. In addition
to the traditional internationalisation of research and development as
well as manufacturing we are now also seeing encouraging results from
development and optimisation of cross-organisational interfaces is critical
to ensuring the successful execution of global clinical trial programmes
such as the suite of phase 3 studies of liraglutide, Novo Nordisks
furthest advanced new product candidate in the diabetes care business.
The successful completion of the studies gives us reason to believe that
this new class of diabetes therapy represents a potential, valuable treatment
option for people with type 2 diabetes, and perhaps even prevention if
applied for obesity-related health risks. This would represent a significant
advance for diabetes care and the future of Novo Nordisk.
saw unprecedented progress in our pipeline in 2007: next-generation modern
insulin and NovoSeven® analogues, new indications for Norditropin®,
lower-dose hormone replacement therapies as well as our portfolio of early-stage
candidates for treatment of inflammation. Some of this progress can be
ascribed to the fact that we have strengthened the project-centric organisation
in our clinical development. We have improved cross-project alignment,
systems of performance management, compensation packages and talent development
programmes for all groups of employees.
Novo Nordisk also experienced some setbacks in research and development
began the year with a great disappointment when our final studies investigating
rFVIIa for the treatment of intracerebral haemorrhage failed to show sufficient
benefits for the patients. This was despite the fact that the trials were
conducted at impressive speed, and with the highest level of professionalism.
A hope for stroke patients faded away.
also decided to stop our research and development efforts to develop small-molecule
oral therapies for type 2 diabetes after many years of concerted