Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements / Additional information | Novo Nordisk Annual Report 2020 / |
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Management review | |||||
Introducing Novo Nordisk | |||||
Letter from the Chair . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 3 | ||||
Letter from the CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 5 | ||||
Novo Nordisk at a glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 7 | ||||
Business model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 8 | ||||
Performance highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 9 | ||||
Strategic aspirations | |||||
Purpose and sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 11 | ||||
Innovation and therapeutic focus . . . . . . . . . . . . . . . . . . . . . . | 20 | ||||
Commercial execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 26 | ||||
Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 29 | ||||
Corporate governance | |||||
Risk management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 34 | ||||
Shares and capital structure . . . . . . . . . . . . . . . . . . . . . . . . . . | 36 | ||||
Corporate governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 38 | ||||
Governance practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 40 | ||||
Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 42 | ||||
Executive Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 45 |
Consolidated statements | |||||
Consolidated financial statements | |||||
Income statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 47 | ||||
Cash flow statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 48 | ||||
Balance sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 49 | ||||
Equity statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 50 | ||||
Notes to the consolidated financial statements . . . . . . . . . . | 51 | ||||
Consolidated ESG statement (supplementary information) | |||||
Statement of ESG performance . . . . . . . . . . . . . . . . . . . . . . . | 81 | ||||
Notes to the consolidated ESG statement . . . . . . . . . . . . . . | 82 | ||||
Statements and Auditor's Reports | |||||
Statement by Board of Directors and
Executive Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
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Independent Auditor's Reports . . . . . . . . . . . . . . . . . . . . . . . . | 89 | ||||
Independent Assurance Report on the ESG statement . . . | 91 | ||||
Additional information | |||||
More information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 92 | ||||
Product overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | 93 |
Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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This does not mean that the road ahead is going to be easy. The pandemic has exacted an immense economic, as well as human, cost on societies and it is inevitable that public finances will remain fragile for many years. Those fiscal constraints will put pressure on businesses that work closely with governments, including the pharmaceutical industry, and we will have to find new ways to ensure that our products are accessible to all those who need them.
Beyond COVID-19, two consistent priorities were high on the Board’s agenda in 2020, namely scientific innovation and sustainability – both of which are vital to ensure the future of the company. It is therefore satisfying to see a healthy product pipeline, including the pioneering science that we consider to be the biggest contribution we can make to society.
Our research is now more broadly focused as we look to deliver treatments within therapy areas adjacent to our core competencies. Specifically, this means looking beyond semaglutide, the GLP-1 molecule found in our new oral diabetes treatment Rybelsus® and the once-weekly injectable Ozempic®. We are exploring novel ways to treat a range of conditions beyond diabetes, including cardiovascular disease – the world’s leading cause of death1 – obesity and most recently also as a potential treatment for Alzheimer’s disease. In tandem with this push into new areas, we are also establishing more external alliances and partnerships to complement our in-house expertise.
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Employees from the Novo Nordisk research department volunteered to contribute to the fight against COVID-19 and, together with staff from the Danish health service, they helped to increase the testing capacity in Denmark. | |||||||||||||||||||||
"Above all, 2020 underscored the need for strong corporate values and a shared sense of purpose. We are fortunate that both are well-established across our organisation, empowering our employees to keep delivering for both patients and investors, despite the unprecedented disruptions caused by COVID-19."
1.WHO, The top 10 causes of death (2020)
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It is increasingly clear that society expects more from businesses as the world grapples with climate change and environmental degradation, as well as the need for greater equity in healthcare. Indeed, the pandemic has turbocharged many of these issues, with an effective alliance emerging between young people and investors that is prompting companies to pay far more attention to sustainability.
At Novo Nordisk, we have been focused on sustainability for many years – but we are determined to continue to raise our game. In the past year we launched a new social responsibility strategy, Defeat Diabetes, and initiated programmes within renewable power and recycling as part of our Circular for Zero environmental strategy. |
Above all, 2020 underscored the need for strong corporate values and a shared sense of purpose. We are fortunate that both are well-established across our organisation, empowering our employees to keep delivering for both patients and investors, despite the unprecedented disruptions caused by COVID-19.
On behalf of the Board of Directors I would like to offer my thanks to all Novo Nordisk’s employees for their hard work and commitment during the exceptional challenges of 2020; to Lars Fruergaard Jørgensen and his team for leading the company through a turbulent year in such a thoughtful and positive manner; and to our shareholders for their continued support.
Helge Lund
Chair of the Board of Directors
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Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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Novo Nordisk at a glance | ||||||||||||||
Novo Nordisk is a global healthcare company, headquartered in Denmark. Our key contribution is to discover and develop innovative bio- logical medicines and make them accessible to patients throughout the world. We aim to lead in all disease areas in which we are active. | Our corporate strategy has four distinct focus areas in which we operate. It is built on our purpose, the Novo Nordisk Way and our ambition to be a sustainable business. | We aim to strengthen our leadership and treatment options in Diabetes and Obesity care, secure leading positions within Biopharm and establish a strong presence in other serious chronic diseases such as NASH, cardiovascular disease and Alzheimer’s disease. Succeeding in this will drive sustainable growth for Novo Nordisk. | ||||||||||||
126,946 |
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463 | ||||||||||||
DKK million in net sales |
million people live with diabetes1
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54,126 | 650 | |||||||||||||
DKK million in operating profit |
million people live with obesity2
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28,565 | 450 | |||||||||||||
DKK million in free cash flow |
thousand people live with haemophilia3
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45,323 | ||||||||||||||
employees worldwide | ||||||||||||||
169 | ||||||||||||||
countries with marketed products | ||||||||||||||
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80 | ||||||||||||||
countries with affiliates | ||||||||||||||
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1. IDF Diabetes Atlas, 9th edition, 2019
2. WHO, Obesity and overweight, fact sheet, 2020 3. World Federation of Hemophilia, Annual Survey, 2018 |
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countries with R&D facilities |
Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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Our business model
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Our business is built around our purpose: Driving change to defeat diabetes and other serious chronic diseases. Our key contribution is to discover and develop innovative biological medicines and make them accessible to patients throughout the world.
We strive to be a sustainable business, creating value to society and to our future business. We do business in a financially, environmentally and socially responsible manner and we do this the Novo Nordisk Way. By succeeding in this, we will create long-term value to patients, employees, partners, shareholders and society.
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Resources
Resources going into our business model at different stages:
–Insights from healthcare experts, patients and partners
–Expertise from public and private institutions
–Diverse talent
–Raw materials
–Financial resources
Value
Value created from our business:
–32.8 million people using our Diabetes care products
–43,500 patients participating in our clinical trials
–45,323 employees, of whom 5,446 were new hires in 2020
–60,000 direct suppliers
–26,376 DKK million total tax contribution
–36,976 DKK million to shareholders as dividends and share repurchases
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Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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Performance highlights
Strategic aspirations 2025
To reflect the broad aspects of Novo Nordisk across therapy areas and geographies, Novo Nordisk introduced in 2019 a comprehensive approach describing the future growth aspirations of the company under the headline Strategic Aspirations 2025. The strategic aspirations are objectives that Novo Nordisk intends to work towards and are not a projection of Novo Nordisk's financial outlook or expected growth.
1.CER: Constant Exchange Rate
2.IO: International Operations
3.NAO: North America Operations
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2025 strategic aspirations | 2020 highlights | 2025 strategic aspirations | 2020 highlights | |||||||||||||||||
–Being respected for adding value to society
–Progress towards zero environmental impact
–Ensure distinct core capabilities and evolve culture
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Adding value to society:
–Launch of new social responsibility strategy, Defeat Diabetes
–Expansion of US affordability offerings
–Societal contributions during COVID-19
–Lowered ceiling price of human insulin in 76 countries
Environment:
–100% renewable power across all production sites
–Launch of supplier target aiming at 100% renewable power by 2030
Ensure distinct capabilities and evolve culture
–Progress on diversity and inclusion agenda, acceleration of agility mindset and digitalisation capabilities
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–Further raise the innovation bar for diabetes treatment
–Develop a leading portfolio of superior treatment solutions for obesity
–Strengthen and progress the Biopharm pipeline
–Establish presence in other serious chronic diseases focusing on cardiovascular disease (CVD), NASH and chronic kidney disease (CKD)
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Diabetes:
–Semaglutide 2.0 mg phase 3b trial successfully completed
–Once-weekly insulin icodec phase 3 trial programme initiated
–Rybelsus® approved in the EU, the UK and Japan
Obesity:
–Applications for semaglutide 2.4 mg submitted to FDA and EMA
–AM833 + semaglutide 2.4 mg phase 1 trial successfully completed
Biopharm:
–Mim8 phase 1/2 trial initiated
–Concizumab phase 3 trial reinitiated
Other serious chronic disease:
–Successful completion of phase 2 trials for ziltivekimab and semaglutide in NASH
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2025 strategic aspirations | 2020 highlights | 2025 strategic aspirations | 2020 highlights | |||||||||||||||||
–Strengthen diabetes leadership – aim at global value market share of more than 1/3
–Strengthen obesity leadership and double 2019 reported sales
–Secure a sustained growth outlook for Biopharm
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Diabetes sales increased by 8% at CER1
–Value market share leadership expanded by 0.7 percentage points to 29.3%
Obesity sales increased by 3% at CER to DKK 5.6 billion
Biopharm sales increased by 1% at CER
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–Deliver solid sales and operating profit growth:
–Deliver 6–10% sales growth in IO2
–Transform 70% of sales in the US (from 2015 to 2022)
–Drive operational efficiencies across the value chain to enable investments in future growth assets
–Deliver free cash flow to enable attractive capital allocation to shareholders
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Operating profit increased by 7%
at CER to DKK 54.1 billion
Sales increased by 7% at CER, to DKK 126.9 billion
–10% sales growth at CER in IO
–3% sales growth at CER in NAO3, with 48% of US sales transformed to products launched since 2015
Free cash flow of DKK 28.6 billion and DKK 37 billion returned to shareholders
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Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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Introducing Novo Nordisk / Strategic aspirations - Purpose and sustainability / Corporate governance / Consolidated statements / Additional information
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Purpose and sustainability
Adding value to society
and to our future
business
Demands on companies are changing fast as the world is faced with extraordinary challenges. Threats like the COVID-19 pandemic and climate change mean that 'business as usual' is no longer an option. The stakes are high and we are determined to be a sustainable business by adding value to society and to our future business.
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Responding to COVID-19
During 2020, COVID-19 led to a cascade of critical needs around the world and we used our expertise, resources and global reach to contribute to the response. Our highest priority was to ensure the safety of our employees and the uninterrupted supply of life-saving medicines for our patients. In addition, we focused our resources on donations towards global relief efforts and activated our research and development organisation to perform COVID-19 testing following a request for support from the Danish government.
Leading a sustainable business
Our purpose is to drive change to defeat diabetes and other serious chronic diseases. To maximise our positive impact, we must offer solutions beyond providing medicines to help tackle the global societal challenges of growth in non-communicable diseases, lack of access to affordable care and the impacts of climate change.
We are committed to being a sustainable business. To us, this means that we add value to society and to our future business. To achieve this ambition, we do business in a financially, environmentally and socially responsible way, as reflected in our Articles of Association and the Novo Nordisk Way. This approach is integrated into every aspect of our decision-making, in strategies and actions, always keeping in mind what is best in the long term for the patients we serve, our shareholders, our employees, the communities in which we are present and the global society we are part of.
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2025 strategic aspiration
–Being respected for adding value to society
–Progress towards zero environmental impact
–Ensure distinct core capabilities and evolve culture
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The rapid outbreak of COVID-19 during 2020 put the potential vulnerability of people living with diseases, including diabetes and obesity, firmly in the spotlight. At the same time, climate change remains an urgent challenge. These challenges call for corporations to step up and take a leading role in delivering and adopting solutions.
In 2020 we addressed these challenges by increasing access to our medicines across the world, pursuing zero environmental impact, and taking steps towards creating a more sustainable and inclusive workplace. |
With that, we lead towards our strategic aspirations within purpose and sustainability.
This is what ESG – Environmental, Social and Governance – means to us. Read more about ESG in the following sections and in the consolidated ESG statement. |
Introducing Novo Nordisk / Strategic aspirations - Purpose and sustainability / Corporate governance / Consolidated statements / Additional information
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Purpose and sustainability
Our environmental responsibility
Each year, billions of Novo Nordisk tablets, vials and injection pens are distributed to patients and demand for them is growing.
This puts us in the front line of some of the most challenging environmental issues including climate change, water and resource scarcity, pollution and plastic waste. Our ambition is bold and simple: to have zero environmental impact.
To get there, we are adopting a circular mindset, designing products that can be re-used or recycled, reshaping our business practice to minimise consumption and eliminate waste, and working with suppliers who share our ambition. We call our environmental strategy Circular for Zero and we measure our progress based on use of resources, emissions and waste. The Circular for Zero strategy incorporates our entire value chain and is based on three pillars: circular supply, circular company and circular products.
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Circular supply
As part of our ambition to switch to circular sourcing and procurement, we collaborate with suppliers to encourage them to shift to sustainably sourced materials, thus reducing our environmental impact. In 2020 we set an ambitious target that all our direct suppliers should source 100% renewable power by 2030 when supplying us. To achieve this, we will work with our suppliers to help them in this transition to renewable power. Successful conversion among our 60,000 suppliers would result in around 300,000 tonnes of CO2 being eliminated from our direct suppliers each year.
Circular company
We work to reduce our environmental impact across all areas of our operations and transportation. In 2020, total CO2 emissions across our operations and transportation were 170,000 tonnes of CO2, representing a 44% decrease from 2019, due primarily to the implementation of renewable energy projects and impacts on travel from COVID-19.
CO2 emissions from operations includes all production facilities, global office buildings and laboratories. In 2020, CO2 emissions from production were 37,000 tonnes CO2, a reduction of 57% versus 2019, primarily due to the implementation of various renewable energy initiatives. These projects include implementation of renewable heat and steam in Kalundborg, wind power in France, Algeria and Russia, and solar power in the USA. CO2 emissions from office buildings and laboratories were 8,000 tonnes CO2, a decrease of 38% versus 2019, due primarily to energy-saving projects and COVID-19 shut-downs.
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Due to COVID-19, CO2 emissions from business flights were reduced to 19,000 tonnes CO2, a reduction of 71% compared with 2019. During 2021, we will focus on ensuring that emissions from business travel are minimised through the promotion of virtual collaboration with both colleagues and stakeholders. CO2 emissions from our company cars in 2020 were 45,000 tonnes CO2, 27% lower than in 2019, primarily due to fewer in-person meetings and less travel as a result of COVID-19. Novo Nordisk is a member of EV100 and has committed to transitioning to 100% electric company cars by 2030. In 2020, CO2 emissions from product distribution were 61,000 tonnes CO2, a decrease of 24% compared with 2019, due to optimisation projects to move products shipped from air to sea freight.
At the beginning of the year, we achieved our ambition of sourcing 100% renewable power in our global production when a new solar facility went online powering our entire US operations. In the process, we became the first pharmaceutical company in the renewable power initiative, RE100, to do this.
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Introducing Novo Nordisk / Strategic aspirations - Purpose and sustainability / Corporate governance / Consolidated statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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In 2020, the energy consumption for our operations was 3,191,000 GJ, an increase of 7% compared with 2019, primarily due to a new production site in North Carolina. Energy-saving projects implemented in 2020 within production sites are expected to result in annual savings of 94,000 GJ.
Water consumption at production sites was 3,368,000 cubic meters, an increase of 7% compared with 2019 due to the new production site in North Carolina. Four production sites including China and Brazil are in areas subject to water stress or high seasonal variations. These sites accounted for 11% of the total water consumption in 2020, and water consumption at these sites decreased by 15% in 2020, despite adding new production sites. We will continue to focus on reducing water consumption across these sites. We are committed to reducing waste and have a target of sending zero production waste to landfill by 2030. In 2020, production sites had a total of 141,000 tonnes of waste, an increase of 14% compared with 2019. This increase was due to increased production in Kalundborg. 93% of waste arising from our production was recycled, converted to biogas or incinerated in waste-to-energy plants. During 2020 less than 1% (1,000 tonnes) of our waste was sent to landfill. |
Circular products
We are working to ensure existing and new products are fit for circularity and have developed a circular design guideline within R&D to reduce the environmental footprint of our devices.
As part of Circular for Zero, we are seeking to address the end-of-life challenges associated with many of our medical devices. In late 2020, we initiated a pilot take-back scheme for medical devices in Denmark with the aim of scaling globally in the future. Through recycling our production waste, we have been able to successfully recycle insulin pens, providing materials for the manufacture of lamps and office furniture. We are pursuing greater re-use and recycling of our devices and aspire to achieve this in coming years.
“The Danish Association of Pharmacies is very excited to be part of this important take-back project aiming to reduce the environmental impact from used insulin pens, which consist of valuable materials suitable for recycling. By recycling we avoid the negative climate impact from burning the material as normal waste.”
– Birthe Søndergaard, Danish Association of Pharmacies
Read more about our environmental performance in the consolidated ESG statement in this report and on novonordisk.com.
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Introducing Novo Nordisk / Strategic aspirations - Purpose and sustainability / Corporate governance / Consolidated statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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Purpose and sustainability
Our social responsibility
At Novo Nordisk, it is our ambition to be respected for adding value to society. We aim to achieve this by adding value to the communities we are part of, delivering innovative solutions to patients, and by offering an inclusive, diverse, safe and ethical workplace.
Today, one in every 11 people in the world is living with diabetes, a figure that is projected to rise to one in nine by 2045 if action is not taken1. Diabetes places a great burden on health systems, and we are committed to working with health authorities and other partners to prevent and treat the disease. In 2020 we launched a long-term social responsibility strategy, Defeat Diabetes, to help society rise to one of its biggest challenges. We recognise that we cannot defeat diabetes alone, but we can accelerate our actions to find solutions.
Innovation
Our key contribution is to discover and develop innovative biological medicines and make them accessible to patients throughout the world. In 2020, we reached an estimated total of 32.8 million patients with our Diabetes care products, up 9% from 2019.
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1.IDF Diabetes Atlas, 9th edition, 2019
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Access and affordability
We recognise that affordability of medicines can be a challenge and we know that some people in the US living with diabetes are increasingly finding it hard to pay for their healthcare, including our diabetes medicines. Ensuring access and affordability is a responsibility we share with all involved in healthcare. During 2020, we continued our efforts to help patients in the US struggling to afford their Novo Nordisk insulins through a range of options, including:
–Follow-on brands: Unbranded biologic versions of fast-acting (Novolog®) and premix insulin (Novolog® Mix) at a 50% list price discount versus branded versions
–My$99Insulin: 30-day supply of a combination of Novo Nordisk insulin products (up to three vials or two packs of pens) for 99 USD for eligible patients
–Patient Assistance Program: Free diabetes medication to people in need who meet certain eligibility criteria, including annual household income at or below 400% of government-defined poverty level. Programme expanded during COVID-19
–Human insulin: For about 25 USD per vial at national pharmacies, including Walmart and CVS
–Immediate Supply Program: A free, one-time, immediate supply of Novo Nordisk insulin (up to 3 vials or 2 packs of pens) to eligible patients at risk of rationing
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–Co-pay Savings Cards: To help defray high out-of-pocket costs for commercially insured patients.
During 2020, we reached more than one million people through affordability offerings in the US.
We also recognise that there are vulnerable patients in every country and to identify these groups we will initiate vulnerability assessments where we operate, excluding the US where we have already expanded our affordability offerings. We do this to identify how we can improve access to affordable care and capacity building. Based on 21 country assessments made in 2020, we have developed affordability plans in 19 countries.
Vulnerable patient groups include people impacted by humanitarian crises, people living in remote areas or in poorer parts of the world with inefficient healthcare systems and vulnerable population groups, such as children and the elderly.
In 2020, we strengthened our Access to Insulin Commitment by lowering the ceiling price (the maximum price within the commitment) from USD 4 to USD 3 per human insulin vial in 76 countries. This covers Least Developed Countries as defined by the UN, other low-income countries as defined by the World Bank, and middle-income countries in which large low-income populations lack sufficient health coverage, as well as selected humanitarian organisations.
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Introducing Novo Nordisk / Strategic aspirations - Purpose and sustainability / Corporate governance / Consolidated statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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An estimated 3.2 million people were treated with insulin under this commitment in 2020. In 2020, the average price of insulin sold under this commitment was 2.9 USD per vial, corresponding to 11.6 cents per patient per day. Beyond this commitment, we sold human insulin at or below the ceiling price in other countries, reaching an estimated another 3.1 million people during 2020. Our Access to Insulin Commitment is only one element and it cannot stand alone. Supply chain improvements and capacity building are also important in our efforts to provide access to affordable care to vulnerable patients.
Read more about our Access to Insulin Commitment on novonordisk.com.
To further improve capacity building we extended our Partnering for Change partnership with the International Committee of the Red Cross (ICRC) and the Danish Red Cross (DRC), aimed at improving care for people living with chronic diseases in humanitarian crises and we launched an ambition that no child should die from type 1 diabetes. To achieve this, we expanded our Changing Diabetes in Children programme with the aim of reaching 100,000 children by 2030. In 2020, we enrolled 2,601 additional children. In total, 469 healthcare professionals have been trained, 222 clinics established and 28,296 children across 14 countries have received care as part of the programme since 2009.
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Prevention
In addition to the impact on patient lives, diabetes also constitutes one of the biggest societal challenges. To help society rise to this challenge, we focus our efforts within diabetes and obesity prevention where our expertise has the biggest impact. Our aim is to find, pilot and scale effective interventions to prevent diabetes and obesity, starting with early interventions and health inequalities in cities.
Within early interventions, our collaboration with UNICEF to prevent childhood overweight and obesity in Mexico and Colombia is progressing despite COVID-19, and global advocacy on childhood malnutrition continues.
Within health inequality in cities, we have a public-private partnership, Cities Changing Diabetes, which aims to address diabetes prevention and treatment amongst vulnerable populations in urban settings. In 2020, Cities Changing Diabetes reached 36 cities, up from 25 in 2019, spanning five continents and more than a hundred local partners across the public and private sectors.
Donations and other contributions
During 2020 we increased our donations, partly to respond to COVID-19. Selected donations include:
– 165 DKK million to the Antimicrobial Resistance Research (AMR) Action Fund, the largest collective fund ever established to
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1. Categorised as an equity investment and therefore not expensed in the income statement
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support vital research into antimicrobial resistance research and development1
– 138 DKK million to the World Diabetes Foundation (WDF), including a special one-off contribution of 50 DKK million in 2020
– 20 DKK million to the Novo Nordisk Haemophilia Foundation
Helping society respond to COVID-19
Since the outbreak of COVID-19, additional efforts have been focused on helping society.
In Denmark, where we are headquartered, we supported the Danish healthcare system in increasing national testing capacity and developed a COVID-19 antibody test which is being used by the University of Copenhagen to study the virus.
We offered free insulin for six months to the humanitarian organisations that we normally supply, including UNRWA and the Red Cross Organisations, to support relief efforts in humanitarian settings in low- and middle-income countries.
Employees
We aim to be an attractive employer that offers an inclusive, diverse, safe and ethical working environment in which all employees have equal opportunities to realise their potential.
At the end of 2020, the total number of people employed in Novo Nordisk was 45,323,
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Introducing Novo Nordisk / Strategic aspirations - Purpose and sustainability / Corporate governance / Consolidated statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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corresponding to 44,723 full-time positions, which is a 5% increase compared with 2019. The growth was mainly driven by International Operations.
Diversity and inclusion
To deliver on our strategic aspirations it is crucial to have an inclusive and diverse organisation at all levels including our Board of Directors. We fundamentally believe that diversity of people and inclusive leadership drive value for Novo Nordisk.
One element of our diversity and inclusion aspiration is to achieve a balanced gender representation at all managerial levels. While several initiatives have been launched to accelerate diversity and inclusion and drive gender balance, there has only been gradual change and we still have room for improvement. The gender distribution amongst managers in 2020 was 59% men and 41% women, compared with 40% women in 2019. In Senior Management1 76% were men and 24% were women in 2020, compared with 18% women in 2019. In our Board of Directors 62% were men and 38% women.
To accelerate diversity and inclusion and ensure accountability for driving progress, all levels throughout the organisation have implemented local action plans during 2020. In addition, in 2020 diversity and inclusion has been anchored in both short- and long-term incentive programmes. The strong stance on diversity and inclusion will continue in 2021 with a focus on realising continuous progress from the local action plans.
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1. Defined as Executive Vice Presidents and Senior Vice Presidents
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Human rights and labour
We are committed to fulfilling our responsibility to respect human rights, including labour rights across all our activities and business relationships as a minimum standard of business conduct.
Read more about our Human Rights Commitment on novonordisk.com.
Since 2014, we have been a part of the living wage programme with an external global non-profit business network and consultancy. The objective is to ensure that all our employees are paid a living wage, i.e. adequate to purchase basic goods and services necessary to achieve a basic standard of living, based on calculations of living wages in the countries we operate in. In 2020 we analysed data for 74 countries compared with 12 countries in 2019, and as a result of this analysis an action plan has been implemented.
Read more about our Global Labour Code of Conduct for labour rights on novonordisk.com.
Progress was made in regard to management of salient human rights issues beyond those already addressed by existing global standards and programmes.In 2020, manager and employee human rights training strengthened awareness of these issues, while the training scope covered all human rights and all company operations. In 2020, for patient safety and the right to health, we strove to increase the share of In 2020, for patient safety and the right to health,
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we strove to increase the share of affiliates providing safety reporting on local websites to more than 96%. For availability and affordability aspects of the right to health, see progress above.
To mitigate risks of exploitation of human biosamples used in pre-clinical research and ensure respect for donors’ rights to free and informed consent, we implemented a strengthened risk-based due diligence process.
For local manufacturing projects, we implemented enhanced human rights due diligence requirements for all new high-risk business partners. For supply chains, we strengthened the human rights focus of our supplier audits, by updating the auditor toolbox and conducting training with an external expert organisation.
Read more about our due diligence on modern slavery risks on novonordisk.com.
Health and safety and accident reporting
Safety behaviour is part of our company values. In 2020, the average frequency rate of occupational accidents involving absence was 1.3 per million working hours, compared with 2.2 in 2019. In 2020, as in 2019, we had one work-related fatality. We work with a zero-injury mindset and remain committed to continuously improving safety performance.
Read more about our social performance in the consolidated ESG statement in this report and on novonordisk.com
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Purpose and sustainability
Governing
sustainable business
In Novo Nordisk, sustainability considerations are integrated into our business, decision-making and governance structures. We strive to conduct our business in a responsible manner, in accordance with the Novo Nordisk Way – a set of guiding principles which underpins every decision we make.
Novo Nordisk Way
The Novo Nordisk Way is a set of guiding principles which underpins every decision we make. We use a unique, systematic approach known as facilitation to ensure that everyone lives up to the Novo Nordisk Way. In 2020, 26 facilitations were conducted, down from 32 in 2019 due to COVID-19 travel restrictions. Any issues are addressed locally, and consolidated insights are shared with Executive Management and the Board of Directors. The Novo Nordisk Way also underpins our performance management and incentive programmes.
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The Novo Nordisk Way states that we treat everyone with respect, meaning there is no acceptance of discrimination nor harassment. We have processes in place to encourage the reporting of any discrimination, harassment or retaliation, including an anonymous reporting hotline. We encourage all managers and employees to have an open dialogue on the matter.
Company trust
The level of trust in Novo Nordisk among key stakeholders – people with diabetes, general practitioners and diabetes specialists – is an indicator of the extent to which we are living up to stakeholders’ expectations.
Our trust score, measured on a scale of 0-100, increased to 80.6 in 2020 from 78.2 in 2019. The increase was the most significant improvement in a trust score in the pharmaceutical industry in 2020.
Business ethics
Our approach to business ethics is about acting with integrity and in compliance with the Novo Nordisk Way, our Business Ethics Code of Conduct and international and local standards for responsible business conduct. Business ethics covers anti-bribery and anti-corruption, data protection and human rights with the aim of minimising any potential risks to our business, people and society.
Annual training in business ethics is mandatory for all employees, including all new hires. In 2020, 99% of employees completed and documented
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Novo Nordisk Essentials, part of the Novo Nordisk Way
1 We create value by having a patient centred business approach.
2 We set ambitious goals and strive for excellence.
3 We are accountable for our financial, environmental and social performance.
4 We provide innovation to the benefit of our stakeholders.
5 We build and maintain good relations with our key stakeholders.
5 We treat everyone with respect.
6 We focus on personal performance and development.
7 We have a healthy and engaging working environment.
8 We strive for agility and simplicity in everything we do.
9 We never compromise on quality and business ethics.
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their training, with the remaining 1% missing mainly due to employees being on leave. In 2020, 32 business ethics reviews were completed with 107 findings, compared with 34 reviews with 87 findings in 2019. Consolidated findings are reported to our Executive Management and the Audit Committee.
During COVID-19, all audits outside Denmark were conducted virtually. Despite the changed approach for 2020, Group Internal Audit assesses that the level of business ethics compliance is sound. Management action plans and closure of findings progressed as planned, and there were no overdue management actions or findings at the end of the year.
In 2020, we started developing data ethics principles and will implement these principles to ensure responsible and sustainable use of data. Furthermore, data protection and human rights risks were integrated into the global business ethics risk reporting process in 2020.
Product quality and supplier audits
In 2020, as in 2019, there were no failed inspections among those resolved at year-end. During the year, 77 inspections were conducted, compared with 66 in 2019. At year-end, 59 inspections were passed and 18 were unresolved, as final inspection reports had not been received or the final authority acceptance was pending. Follow-up on unresolved inspections continues in 2021.
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In 2020, a total of 177 supplier audits were conducted to assess compliance levels with our supplier standards. One critical finding was issued related to quality audits regarding handling of controlled waste. A follow-up audit has since been conducted, where the finding was found to have been closed satisfactorily.
In 2020, we had no product recalls from the market, compared with four in 2019.
Corporate governance
As a foundation-owned company, being a sustainable business is integrated into our ownership structure. Our foundation ownership supports the overarching imperative to be both commercially successful and responsive to the wider needs of society. The fact that we have a combination of foundation ownerships and stock listing enables us to embark on long-term strategies while maintaining short-term transparency on performance.
The objective of the Novo Nordisk Foundation is to provide a stable basis for the commercial and research activities of Novo Nordisk and support broader scientific, humanitarian and social purposes.
In addition to managing our business, our governing bodies set direction and ensure that sustainability is implemented in
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business decisions. In line with that, two consistent priorities were high on the Board’s agenda in 2020, namely scientific innovation and sustainability – both of which are vital to the future of the company.
Remuneration
The variable remuneration of executives is designed to promote performance in line with the company’s strategy, purpose and ambition to be a sustainable business.
Sustainable tax approach
Our overall guiding principle within tax is to have a sustainable tax approach (tax policy), emphasising our commercial approach to managing the impact of taxes while remaining true to our values of operating our business in a responsible and transparent manner. This means that we pay tax where value is generated and are always respecting international and domestic tax rules.
As a global business, we conduct cross-border trading, which is subject to transfer
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pricing regulations. We apply a 'Principal structure' in line with OECD principles, meaning all legal entities perform their functions on contract on behalf of the principals and are allocated an activity-based profit according to a benchmarked profit margin. The tax outcome of this operational model is reflected in the overview below, which shows our corporate income taxes by region. To ensure alignment between taxing authorities about the allocation of profit between our entities, we have Advance Pricing Agreements in place for geographies representing more than 65% of our revenue worldwide.
Our sustainable tax approach has been approved by the Board of Directors. Read more about our sustainable tax approach on novonordisk.com.
In addition to corporate income taxes, we also pay other taxes. Please refer to 'total tax contribution' in the ESG statement.
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Corporate income taxes by region - three year average | ||||||||||||||||||||||||||||||||||||||
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Region |
Intellectual property rights1
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Production2
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Sales3
|
Corporate income taxes (DKK billion)
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||||||||||||||||||||||||||||||||||
International Operations |
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|
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8.4 | ||||||||||||||||||||||||||||||||||
– Denmark |
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7.2 | ||||||||||||||||||||||||||||||||||
– EMEA (excluding Denmark) |
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0.9 | ||||||||||||||||||||||||||||||||||
– China |
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0.2 | ||||||||||||||||||||||||||||||||||
– Rest of World |
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0.1 | ||||||||||||||||||||||||||||||||||
North America Operations |
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1.5 | ||||||||||||||||||||||||||||||||||
– Of which the US |
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|
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1.4 | ||||||||||||||||||||||||||||||||||
Total | 9.9 | |||||||||||||||||||||||||||||||||||||
1. Intellectual property rights based on sales from where intellectual property rights are located
2. Production based on production employees in the region 3. Sales based on the location of the customer |
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Financial and ESG assurance
Our financial reporting and the internal controls of financial reporting processes are audited by an independent audit firm elected at the Annual General Meeting. As part of our ESG responsibility, we voluntarily include an assurance report from an independent external auditor for ESG reporting in the annual report. The assurance provider reviews whether the ESG performance information covers aspects that are deemed to be material and verifies the internal control processes for the information reported.
Our internal audit function provides independent and objective assurance, primarily within internal control of financial processes, IT security and business ethics. To ensure that the internal financial audit function operates independently of Executive Management, its charter, audit plan and budget are approved by the Audit Committee. The Audit Committee must approve the appointment, remuneration and dismissal of the head of the internal audit function.
Materiality
We have a robust materiality process in place where material issues are determined and reassessed on an annual basis by management.
The three most material risk factors that can impact our ability to create value over time are defined by management as:
– Product quality and patient safety
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–Product quality and patient safety
–Progress in the R&D pipeline and regulatory approval
–Pricing and market access environment
Sustainability standards and performance
We strive to report on our ESG performance in accordance with relevant disclosure standards.
One of these is the Taskforce on Climate-related Financial Disclosures (TCFD). Here we take a stepwise approach to incorporate material climate-related disclosures into our annual report. A summary of how we address the risks related to climate change can be found at our website and in our CDP disclosure report. As recommended by TCFD, we are integrating climate change scenarios of 2⁰C scenario, consistent with meeting the Paris Agreement Goal (Representative Concentration Pathway ‘RCP 2.6’) and 4⁰C scenario as an alternative high emission scenario (RCP 8.5) RCP to identify short-, medium- and long-term risks within our production and supply chain to ensure a steady supply of medicine to patients.
We strive to adhere to the disclosures of the Social Accountability Standards Board (SASB) which apply to our industry. We do this to demonstrate our commitment to being transparent and accountable for how we operate. We are fully or partially aligned to 20 of 25 metrics. In 2021 we will further assess our adherence and disclosure.
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We adhere to international standards, commitments and recommendations, including those outlined below:
– Access to Medicines Index
– CDP
– Sustainability Accounting Standards Board
– Task Force on Climate-Related Financial Disclosures
– UK Bribery Act
– UK Modern Slavery Act
– UN Global Compact Ten Principles
– Guiding Principles on Business and Human Rights
– UN Political Declaration on Universal Health Coverage
– UN Sustainable Development Goals
– US Foreign Corrupt Practices Act
novonordisk.com.
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For the United Nations Sustainable Development Goals (SDGs), we focus our efforts on Goal 3, 'health' and Goal 12, 'responsible consumption and production', as this is where we believe we can maximise our positive impact on the SDGs.
Read more about our sustainability governance in the consolidated ESG statement in this report and on novonordisk.com. |
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2025 strategic aspirations
therapeutic focus
– Further raise the innovation bar for diabetes treatment
– Develop a leading portfolio of superior treatment solutions for obesity
– Strengthen and progress the Biopharm pipeline
– Establish presence in other serious chronic diseases focusing on cardiovascular disease, NASH and chronic kidney disease
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It is with this ambition that we are branching into areas of medicine that build upon our core capabilities. In cardiovascular therapy, this includes several approaches, including an anti-IL6 monoclonal antibody and a PCSK9 peptide-based inhibitor, the latter of which would provide an alternative to existing forms of powerful cholesterol-lowering therapy. This molecule has just completed phase 1 studies.
Harnessing external innovation
The acquisition in 2020 of US-based biotech company Corvidia Therapeutics further strengthens our pipeline by introducing the anti-IL-6 monoclonal antibody, ziltivekimab, which has shown encouraging results in phase 2 on inflammatory biomarkers in patients with atherosclerotic cardiovascular disease and chronic kidney disease.
Strategic investments of this nature reflect our ambition to establish a leading presence in new adjacent therapy areas – just as we do within diabetes, obesity, haemophilia and growth disorders. During 2020, we also acquired Emisphere Technologies, and with it proprietary technologies that enable the oral formulation of therapeutics – including the Eligen® SNAC technology found in Rybelsus®.
By continuing to work with a growing number of external partners and investing in novel technology platforms – including stem cell research, RNA-interfering (RNAi) therapeutics and gene editing – we aim to deliver innovation across a broader range of serious chronic diseases than ever before. These technologies are revolutionising what is possible in medicine and they will power the disruptive innovations of the future.
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Progressing the Biopharm pipeline
External innovation is also playing an important role in the evolution of our Biopharm business, a speciality care unit that encompasses treatments for rare blood and rare endocrine disorders, where unmet need remains high. Our pipeline includes Mim8 – a next generation treatment for haemophilia A, concizumab for the treatment of haemophilia A or B and once-weekly somapacitan for growth-related disorders. However, we are also collaborating with bluebird bio, which is pioneering the development of next-generation in vivo genome editing treatments for genetic diseases, including haemophilia.
Looking to the future
Our investment in stem cell-based, regenerative therapies lays the foundation for additional expansion into new areas such as Parkinson’s disease, dry age-related macular degeneration and chronic heart failure. Not to mention stem cell-based therapies potentially offering a path to curing type 1 diabetes – an aspiration at the heart of our purpose to defeat diabetes and other serious chronic diseases.
One thing common to our entire innovation strategy is a drive to maximise the potential of data and digital technology – spaces that we invested in throughout 2020 via recruitment and external collaboration. It is increasingly clear that excellence in digital science, just as much as expertise in biology, will be vital for success in biopharmaceutical R&D in the 21st century, as advances in analytics and real-world evidence move data-driven discovery to centre-stage in the hunt for new medicines.
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Innovation and therapeutic focus
Research and development
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Diabetes
Regulatory events
– The oral glucagon-like peptide 1 (GLP-1) analogue in a tablet, Rybelsus®, was granted market authorisation in the EU and Japan for treatment of adults with type 2 diabetes (T2D).
– In China, a label expansion for Victoza® was approved to include a cardiovascular (CV) indication based on LEADER. Furthermore, new drug applications (NDAs) were submitted to China’s National Medicinal Products Administration for semaglutide and the insulin degludec/liraglutide combination.
Clinical progress
– The phase 3b trial, SUSTAIN FORTE, completed successfully, demonstrating superior reduction in HbA1c for 2.0 mg semaglutide compared with 1.0 mg semaglutide when administered once-weekly subcutaneously (sc) in people with T2D in need of treatment intensification1.
– A phase 3b trial was initiated, investigating the effects of sc semaglutide in people with T2D and peripheral artery disease.
– A phase 3b trial was initiated with high dose oral sema- glutide, 25 and 50 mg, in people with T2D in H1 2021.
– Phase 2 trials with the once-weekly basal insulin ana- logue, insulin icodec, were successfully completed and the phase 3a trial programme, ONWARDS, was initiated.
– Phase 1 trials for icosema and insulin 965 were successfully completed.
– The first human dose trials were initiated for glucose- sensitive insulin, once-weekly combination sema-GIP and a DNA immunotherapy for T1D.
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Obesity
Regulatory events
– An NDA for once-weekly sc semaglutide 2.4 mg for weight management in adults with obesity was filed with the FDA utilising a priority review voucher. A marketing authorisation application for semaglutide 2.4 mg obesity was submitted to the European Medicines Agency
– The submissions are based on the results from the STEP phase 3a clinical trial programme, which included more than 4,500 adults with obesity or overweight. Across the STEP programme, people with obesity treated with once-weekly semaglutide 2.4 mg achieved a statistically significant and greater reduction in body weight compared to placebo. Across the trials in people without diabetes, STEP 1, 3 and 4, a weight loss of 17%-18% was reported for people treated with semaglutide 2.4 mg, when using a trial product estimand (15%-17% weight loss reported when using a treatment policy estimand).
– Saxenda® was granted a label expansion to include the use in adolescents (aged 12 to <18 years) with obesity or overweight in the US.
Clinical progress
– Novo Nordisk announced successful headline results from two clinical trials with the once-weekly sc amylin analogue (AM833). Encouraging results were obtained in a phase 2 AM833 monotherapy trial and a phase 1b combination trial of AM833 and once- weekly semaglutide 2.4 mg.
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Biopharm
Regulatory events
– The once-weekly growth hormone derivative, somapacitan, was approved under the brand name Sogroya® for treatment of adult growth hormone deficiency (AGHD) in the US and Japan. Positive Committee for Medicinal Products for Human Use (CHMP) opinion for Sogroya® for AGHD was granted in Europe.
Clinical progress
– The phase 2 proof-of-concept study (Explorer 4) with concizumab in haemophilia patients with inhibitors completed successfully. The halted phase 3 programme (Explorer 6, 7 and 8) was reinitiated,completed successfully. The halted phase 3 programme (Explorer 6, 7 and 8) was reinitiated,investigating sc concizumab prophylaxis treatment in haemophilia A and B patients regardless of inhibitor status
– The combined phase 1/2 trial was initiated for Mim8, a next-generation factor VIII mimetic bispecific antibody for sc prophylaxis in haemophilia A patients regardless of inhibitor status . After successful single-dose administration (phase 1), Mim8 entered multiple-dose administration (phase 2).
– A phase 1 trial for EPI-01 in sickle cell disease completed successfully.
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Other serious chronic diseases
Clinical progress
– The phase 2 trial investigating daily, sc semaglutide in non-alcoholic steatohepatitis (NASH) was completed successfully and semaglutide was granted break- through therapy designation in the US. Phase 3a initiation of semaglutide in NASH will be initiated in 2021.
– Novo Nordisk and Gilead Sciences presented results from a phase 2 proof-of-concept trial in NASH . The five-arm trial evaluated combinations of semaglutide with Gilead’s FXR agonist, cilofexor, and/or ACC inhibitor, firsocostat in people with NASH.
– Novo Nordisk acquired Corvidia Therapeutics Inc., with the lead compound ziltivekimab in late-stage clinical development. Ziltivekimab is a fully human monoclonal antibody directed against interleukin-6 (IL-6). Following the acquisition, the phase 2b trial with ziltivekimab was successfully completed. Ziltivekimab showed reduction in markers of inflammation compared to placebo in a chronic kidney disease patient population with atherosclerotic CV disease and inflammation. A phase 3 CV outcomes trial is expected to be initiated in 2021.
– Positive phase 1 results were reported for the PCSK9i mimetic peptide showing long-lasting LDL-cholesterol lowering effect.
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1.As add-on to metformin and/or sulfonylureas
Note: Details on clinical trials can be found in company announcements and press releases published by Novo Nordisk during 2020, available at novonordisk.com
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Diabetes care | Biopharm | |||||||||||||||||||||||||
Project | Indication | Description | Phase | Project | Indication | Description | Phase | |||||||||||||||||||
Semaglutide 2.0 mg
NN9535
|
Type 2 diabetes | A long-acting GLP-1 analogue for once-weekly treatment. |
|
Sogroya®
NN8640
|
Adult GHD1
|
A long-acting HGH2 derivative intended for
once-weekly subcutaneous administration in adults.
|
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|||||||||||||||||||
Oral semaglutide HD NN9924
|
Type 2 diabetes | A long-acting oral GLP-1 analogue, 25 and 50 mg, intended for once-daily oral treatment. |
|
Somapacitan
NN8640
|
GHD1
|
A long-acting HGH2 analogue intended for once-weekly subcutaneous administration in children.
|
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|||||||||||||||||||
Icodec
NN1436
|
Type 1 and 2 diabetes | A long-acting basal insulin analogue intended for once-weekly treatment. |
|
Concizumab
NN7415
|
Haemophilia A and B w/wo inhibitors | A monoclonal antibody against tissue factor pathway inhibitor intended for subcutaneous prophylaxis treatment. |
|
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Insulin 965
NN1965
|
Type 1 and
2 diabetes |
A novel basal insulin analogue intended for once-daily treatment. |
|
Macrilen™
EX2020
|
GHD1
|
An oral diagnostic agent used for the diagnosis of
GHD in adolescents and children. |
|
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Icosema
NN1535
|
Type 2 diabetes |
A combination of GLP-1 analogue semaglutide
and insulin icodec intended for once-weekly treatment. |
|
Mim8
NN7769
|
Haemophilia A with or without inhibitors |
A next generation FVIII mimetic bispecific antibody
for subcutaneous prophylaxis of haemophilia A regardless of inhibitor status. |
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FDC Sema – OW GIP
NN9389
|
Type 2 diabetes |
A combination of semaglutide and novel GIP
intended for once-weekly treatment. |
|
Eclipse
NN7533
|
Sickle cell disease |
An oral combination treatment of sickle cell disease
and beta thalassaemia. Project is developed in collaboration with EpiDestiny. |
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Glucose-sensitive insulin
NN1845
|
Type 1 and
2 diabetes |
A glucose-sensitive insulin analogue intended for once-daily treatment. |
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Other serious chronic diseases | ||||||||||||||||||||||
Ideal Pump Insulin
NN1471
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Type 1 diabetes | A novel insulin analogue ideal for use in a closed loop pump device as delivery. |
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Semaglutide
NN9931
|
NASH3
|
A long-acting GLP-1 analogue for once-weekly treatment of NASH3
|
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DNA Immunotherapy
NN9041
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Type 1 diabetes | A novel plasmid encoding pre- and pro-insulin intended for preservation of beta cell function. |
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Ziltivekimab
NN6018
|
CVD4
|
A novel once-monthly monoclonal antibody intended for inhibition of IL-6 activity. |
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Obesity care |
PCSK9i peptide
NN6434
|
CVD4
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A long-acting PCSK9 inhibitor for subcutaneous treatment. |
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Semaglutide 2.4 mg
NN9536
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Obesity | A long-acting GLP-1 analogue intended for once-weekly treatment. |
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Anti-ApoC3
NN5058
|
CVD4
|
A novel monoclonal antibody intended for
inhibition of ApoCIII activity. Project is developed in collaboration with STATEN. |
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AM833
NN9838
|
Obesity | A novel long-acting amylin analogue intended for once-weekly treatment. |
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1.GHD: Growth hormone deficiency 2. HGH: Human growth hormone 3. NASH: Non-alcoholic steatohepatitis
4.CVD: Cardiovascular disease |
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AM833 + semaglutide
NN9838
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Obesity | A combination of amylin analogue and GLP-1 analogue semaglutide intended for once-weekly treatment. |
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LA-GDF15
NN9215
|
Obesity | A long-acting GDF15 analogue intended for appetite regulation leading to weight loss. |
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PYY1875
NN9775
|
Obesity | A novel analogue of the appetite-regulating hormone, PYY, intended for once-weekly treatment. |
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Innovation and therapeutic focus
Patent status for marketed products The patent expiry dates for the products are shown in the table on the right. The dates provided are for expiry in the US, China, Japan and Germany of patents on the active ingredient, unless otherwise indicated, and include extensions of patent term, when applicable. For several products, in addition to the active ingredient patent, Novo Nordisk holds other patents on manufacturing processes, formulations or uses that may be relevant for exclusivity beyond the expiration of the active ingredient patent. Furthermore, regulatory data protection and/or orphan exclusivity may apply. |
Diabetes: | |||||||||||||||||||
Key marketed products in main markets (active ingredients) | US | China | Japan | Germany | ||||||||||||||||
Human insulin | Expired | Expired | Expired | Expired | ||||||||||||||||
NovoRapid® (NovoLog®)
|
Expired | Expired | Expired | Expired | ||||||||||||||||
NovoMix® 30 (NovoLog® Mix 70/30)
|
Expired | Expired | Expired | Expired | ||||||||||||||||
NovoNorm® (Prandin®)
|
Expired | Expired | Expired | Expired | ||||||||||||||||
Levemir®
|
Expired | Expired | Expired | Expired | ||||||||||||||||
Victoza®
|
2023 | Expired | 2022 | 2023 | ||||||||||||||||
Tresiba®
|
2029 | 2024 | 2027 | 2028 | ||||||||||||||||
Ryzodeg®
|
2029 | 2024 |
20242
|
2028 | ||||||||||||||||
Xultophy®
|
2029 | 2024 |
20242
|
2028 | ||||||||||||||||
Fiasp®
|
(2030)3
|
(2030)3
|
(2030)3
|
(2030)3
|
||||||||||||||||
Ozempic®
|
20321
|
2026 |
20311
|
2031 | ||||||||||||||||
Rybelsus®
|
20321,7
|
20267
|
20311,7
|
2031 | ||||||||||||||||
Obesity: | ||||||||||||||||||||
Saxenda®
|
2023 | Expired | Expired | 2023 | ||||||||||||||||
Biopharm: | ||||||||||||||||||||
Norditropin® (Norditropin® SimpleXx®)
|
Expired | Expired | Expired | Expired | ||||||||||||||||
Sogroya®
|
20341
|
2031 |
20361
|
20351
|
||||||||||||||||
MacrilenTM
|
20278
|
N/A | N/A | N/A | ||||||||||||||||
NovoSeven®
|
Expired4
|
Expired4
|
Expired4
|
Expired4
|
||||||||||||||||
NovoEight®
|
N/A | N/A | N/A | N/A | ||||||||||||||||
NovoThirteen® (TRETTEN®)
|
2021 | N/A | Expired | Expired | ||||||||||||||||
Refixia® (REBINYN®)
|
20281
|
2022 |
20271
|
20271
|
||||||||||||||||
Esperoct®
|
20321
|
2029 |
20341
|
2034 1
|
||||||||||||||||
Vagifem® 10 mcg
|
20225,6
|
N/A |
20215
|
N/A | ||||||||||||||||
1. Current estimate. 2. Patent term extension until 2027 may apply. 3. Formulation patent; active ingredient patent has expired. 4. Room temperature-stable formulation patent until 2023 in China, Japan and Germany and until 2025 in the US. 5. Patent covers low-dose treatment regimen. 6. Licensed to several generic manufacturers from October 2016. 7. Tablet formulation and once-daily treatment regimen are protected by additional patents expiring in 2031-2034. 8. Protects method of use and kits of parts. |
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2025 strategic aspiration
– Strengthen diabetes leadership – aim at a
global value market share of 1/3
– Strengthen obesity leadership and double 2019 reported sales
– Secure a sustained growth outlook for Biopharm
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the Medicare Part D Coverage Gap legislation. Measured by volume, we continue to be the world’s leading provider of insulin.
Around the globe, the insulin market is becoming increasingly competitive, and we are adapting our commercial approach according to the needs of different markets. Despite the challenges, one of our core strengths is a broad portfolio of products at different price points – from human insulin in glass vials to the newer insulins, such as Tresiba® and Ryzodeg®, offered in FlexTouch® pre-filled pens. We are also adapting packaging to the needs of different markets, for example by offering smaller pack sizes in out-of-pocket markets such as in India, where some customers struggle to afford monthly or quarterly purchases of their medicines.
We also know some people are struggling to afford their insulin in the US as well, and offer patients a range of options to help. We invested in raising awareness of Novocare®, which provides patient affordability and access support, to ensure that during a period of financial hardship and increased unemployment, patients are aware of the options available – including our Patient Assistance Program, which offered a free 90-day supply of insulin for eligible patients who lost healthcare coverage due to COVID-19.
Source IQVIA data
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A leading portfolio of diabetes medicines
In diabetes, 2020 was a breakthrough year for our latest GLP-1 products, with Ozempic®, our once weekly injectable, now launched in 52 countries around the world and Rybelsus®, our semaglutide-based oral medicine, now launched in nine countries around the world. Overall sales of GLP-1 products for type 2 diabetes (Victoza®, Ozempic® and Rybelsus®) increased by 25.9% in Danish kroner and by 28.7% in constant exchange rates.
GLP-1 therapies are now helping millions of people to manage their disease, and the segment’s value share of the total diabetes market has grown to 50.4% compared with 47.5% a year ago. The GLP-1 story shows how we are continuing to deliver meaningful advances for patients, despite having been in diabetes for nearly a century.
Insulin sales across global markets were mixed, with growth across International Operations being offset by declining sales in the USA due to lower realised prices following higher rebates, launches of affordability programmes and changes in
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1. WHO, Obesity and overweight, fact sheet, 2020
2. Lancet, Worldwide trends in body-mass index, underweight, overweight, and obesity from 1975 to 2016: a pooled analysis of 2416 population-based measurement studies in 128.9 million children, adolescents, and adults (2017)
3. Population covers people with a BMI at or above 35 and with cardiovascular risk
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Leading the way in obesity
Obesity is a serious chronic disease that is closely linked to type 2 diabetes and which also poses a range of other health risks – from cancer and heart disease to severe outcomes from COVID-19. Our ambition is to ensure that it is widely recognised as such and to offer medical treatment to help effective management of the disease. It has been encouraging to see more governments – including Italy, Germany, the UK and Switzerland – taking steps during 2020 to recognise and address obesity as a chronic disease. But there is still more to be done to raise awareness and to fight the stigma and bias associated with obesity.
Sales of Saxenda® increased by 3.3% in constant exchange rates, while declining by 1.3% in Danish kroner in 2020. Sales growth was negatively impacted by COVID-19 as fewer patients initiated treatment. In October 2020 the United Kingdom’s National Institute for Health and Care Excellence (NICE) recommended Saxenda® for certain people with obesity3; however, it is often not reimbursed and is paid for out of pocket by patients. In countries such as Brazil, Saudi Arabia and South Korea, fewer Saxenda® prescriptions were filled due to patients cutting personal spending as the COVID-19 pandemic took hold. In the US, meanwhile, growth was negatively impacted by a significant drop in doctor visits and fewer patients initiating treatment.
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Nonetheless, we remain confident in the difference we can make for people with obesity and we are well-placed to serve a growing demand as we aspire to transition from a single-product obesity offering to a portfolio of therapies in the future. In the near term, this is expected to be driven by semaglutide, 2.4 mg, which has proven effective in clinical trials, demonstrating weight loss of 17%-18% in subject with obesity without diabetes, when using a trial product estimand (15%-17% weight loss reported when using a treatment policy estimand), and thus showing potential as a transformative treatment for obesity.
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Building in Biopharm
Sales of Biopharm products increased by 0.7% in constant exchange rates and declined 1.3% in Danish kroner. The growth as measured in constant exchange rates is following increasing demand for our growth hormone Norditropin®, due in part to supply challenges for competing products in some countries. Our haemophilia medicine NovoSeven®, however, experienced weaker sales, partly as a result of reduced elective surgeries and bleeds during COVID-19 lockdowns. This was offset to some extent by the successful roll-out of the new haemophilia treatments Esperoct® and Refixia®.
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Expectations are as reported, if not otherwise stated | Expectations 3 February 2021 | ||||
Sales growth | |||||
at CER | 5% to 9% | ||||
as reported | Around 4 percentage points lower than at CER | ||||
Operating profit growth | |||||
at CER | 4% to 8% | ||||
as reported | Around 6 percentage points lower than at CER | ||||
Financial items (net) | Gain of around DKK 0.7 billion | ||||
Effective tax rate | 20% to 22% | ||||
Capital expenditure (PP&E) | Around DKK 8.0 billion | ||||
Depreciation, amortisation and impairment losses | Around DKK 6 billion | ||||
Free cash flow | DKK 36-41 billion |
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Risk management
In order for us to become a sustainable business, we must anticipate and adapt to our surrounding environment to create new strategic opportunities. Managing risks rigorously and systematically is key in order for us to create and protect value over the short, medium and long.
Addressing risks in our strategic planning:
Scenario and risk-thinking exercises are part of our strategic planning process. They include analyses of market dynamics as well as socioeconomic and political developments that present risks or opportunities for our business.
Access and affordability
In the short and medium term, access to affordable care and innovative treatments is a key challenge for patients in many parts of the world. Access to affordable care is a global issue as healthcare systems struggle to provide quality care at a sustainable cost, while the burden of chronic diseases keeps rising. Ensuring access and affordability is a responsibility Novo Nordisk shares with all involved in healthcare. We recognise that we
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cannot defeat diabetes alone, but we can accelerate our actions to find solutions in collaboration with relevant stakeholders.
Digital disruption
New digital technologies in healthcare are offering more personalised treatment and better management of diseases. This is an opportunity for us to deliver more value to our stakeholders and help patients live a life free from the limitations of their disease. New digital health solutions, including our own, bring new risks particularly around data regulation and data privacy, as well as potential quality and reliability risks. We strive to develop digital health solutions in collaboration with relevant partners. We also believe in the value of open innovation and sharing our knowledge and experience.
Environmental risks
We are preparing for the risks and opportunities which will arise from climate change. As recommended by the Task Force on Climate-related Financial Disclosures (TCFD), we are integrating climate change scenarios into our risk management processes to identify short, medium and long-term risks.
Human rights and labour risks
We take a proactive approach to integrating risk management of human and labour rights into our risk management process, while recognising that modern slavery, including human trafficking, forced labour, bonded labour, child slavery and hazardous
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child labour, can occur in every industry and sector. We respect human rights as per the UN Guiding Principles on Business and Human Rights.
Risk management process
A rigorous approach to enterprise risk management helps the company protect and enhance the value of our assets. We are continually exposed to risks throughout our value chain – from early discovery of new, promising molecules to the production and delivery of medicines to patients. Some risks are inherent in the pharmaceutical industry, such as delays or failures of potential new medicines in the R&D pipeline. Other risks, such as supply disruptions and competitive threats, are well-known to any manufacturing company with global production. We will never compromise on product quality, patient safety and business ethics: these are front and centre of our enterprise-wide risk management set-up. We apply a two-way lens and assess risks to potential financial loss and reputational damage.
Executive Management and the Board of Directors review a 'heat map' of our biggest risks every six months. This map is based on insights from management teams in the organisation and includes risks that could cause significant disruptions to the business over a three-year horizon. The following overview provides more details of our key risks.
For more information, see our Corporate Governance report available on www.novonordisk.com/
about/corporate-governance/recommendations-
and-practices.html
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Risk area | Description | Impact | Mitigating actions | |||||||||||
1 |
Research and Development
Risks |
Findings in pre-clinical and clinical activities, regulatory processes or commercial product planning leading to delays or failure of products in the pipeline. |
–Patients would not benefit from innovative treatments
–Could have adverse impact on sales, profits and market position
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–Insight into patients' unmet needs informs the selection of new product candidates
–Pre-clinical and clinical activities to demonstrate safely and efficacy
–Scientific and commercial viability assessments determine progress
–Consultations with regulators to review pre-clinical and clinical findings and obtain guidance on development path
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2 | Product Supply, Quality and Safety Risks | Disruption of product supply or quality failures may compromise the health of patients. |
–Product shortages could have potential implications for patients
–Could put patients' health and lives at risk and jeopardise Novo Nordisk's reputation and license to operate if regulatory compliance is not ensured
–Could have an adverse impact on sales, profits and market position
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–Global production with multiple facilities and safety stock reduces supply risk
–Regular quality audits of internal units and suppliers and annual inspections by authorities document GMP compliance
–Identification and correction of root causes when issues are identified. If necessary, products are recalled
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3 | Commercialisation Risks | Market dynamics and geopolitical, macroeconomic or healthcare crises (e.g. pandemics) leading to reduced payer ability and willingness to pay. |
–Market dynamics could impact price levels and patient access
–Could have an adverse impact on sales, profits and market position
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–Innovation of novel products, clinical trial data and real-world evidence demonstrate added value of new products
–Payer negotiations to ensure improved patients' access
–Increased and new access and affordability initiatives
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4 | IT Security Risks | Disruption to IT systems, such as cyber attacks or infrastructure failure resulting in business disruption or breach of data confidentiality. |
–Could limit our ability to produce and safeguard product quality
–Could compromise patients' or other individuals' privacy
–Could limit our ability to maintain operations
–Could limit future business opportunities if proprietary information is lost
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–Protection mechanisms in IT systems and business processes
–Company-wide information security awareness activities
–Continuity plans for non-availability of IT systems
–Company-wide internal audit of IT security controls
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5 | Financial Risks | Exchange rate fluctuations, disputes with tax authorities and changes to tax legislation and interpretation. Our foreign exchange risk is most significant in USD, CNY, and JPY. |
–Could negatively impact cash flow, statement of comprehensive income and balance sheet
–Could lead to significant tax adjustments, fines and higher-than-expected tax level
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–Hedging for selected currencies
–Integrated treasury management
–Applicable taxes paid in jurisdictions where business activity generates profits
–Multi-year Advance Pricing Agreements with tax authorities for more than 65% of sales
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6 | Legal and Compliance Risks | Breach of legislation, industry codes or company policies. Competitors asserting patents against Novo Nordisk or challenging patents critical for protection of commercial product and pipeline candidates. |
–Could expose Novo Nordisk to investigations, criminal and civil sanctions and other penalties
–Could compromise our reputation and the rights and integrity of individuals involved
–Unexpected loss of exclusivity for or injunctions against existing and pipeline products could have an adverse impact on future sales
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–Legal review of key activities
–Business Ethics Code of Conduct and compliance hotline in place
–Internal Audit of compliance with business ethics standards.
–Internal controls minimise vulnerability to patent infringement and invalidity actions
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Board committees1
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Chairmanship | Audit Committee | Nomination Committee | Remuneration Committee | Research & Development Committee | |||||||||||||
Key responsibilities
Assists the Board of Directors with:
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–Planning of Board meetings
–Employment, incentive remuneration and performance evaluation of Executive Management
–Represents the Board externally
•
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–The external auditors
–The internal audit function
–Handling complaints reported through the Compliance Hotline
–Financial, social and environmental reporting (ESG reporting)
–Internal controls over financial and ESG reporting
–Business ethics compliance
–IT security and insurance coverage
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–The competence profile and composition of the Board
–Nomination of Board members and Board committee members
–Annual evaluation of the Board
–Corporate governance of the company
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–The Remuneration Policy
–The actual remuneration of Board members, Board committees and Executive Management
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–The research and development strategy
–The pipeline
–The R&D organisation
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Members (appointed by the Board)
For independence and competencies see table on page 44.
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Consists of the chair and the vice chair, both of whom are elected directly by the shareholders at the general meetings.
At the Annual General Meeting in 2020, Helge Lund was re-elected as chair and Jeppe Christiansen was re- elected as vice chair of the Board. |
–Liz Hewitt (chair)
–Laurence Debroux
–Andreas Fibig
–Sylvie Grégoire
–Stig Strøbæk
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–Helge Lund (chair)
–Sylvie Grégoire
–Kasim Kutay
–Mette Bøjer Jensen
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–Jeppe Christiansen (chair)
–Brian Daniels
–Liz Hewitt
–Anne Marie Kverneland
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–Martin Mackay (chair)
–Brian Daniels
–Sylvie Grégoire
–Kasim Kutay
–Thomas Rantzau
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2020 key activities | In 2020, the Chairmanship focussed particularly on strategy execution within the therapy areas and in different markets, digitalisation, partnering and acquisitions to access external innovation, talent and leadership development as well as succession preparedness, core capabilities and development of the company culture and impact of the COVID-19 pandemic. |
In 2020, the Audit Committee focused on work performed by internal
and external auditors and held focus sessions on risks and internal controls . The Audit Committee also discussed key accounting matters, including provisions for sales rebates, indirect production costs, ongoing tax and legal cases and impairment. The Audit Committee also reviewed Information Security, Business Ethics Compliance and Compliance Hotline cases . Finally, the Audit Committee recommended Deloitte to be elected as external auditor in 2021. |
In 2020, the Nomination Committee focused particularly on reviewing the composition of the Board, identifying and interviewing candidates and considering long-term succession planning. It also reviewed the desired competences to be represented on the Board. | In 2020, the Remuneration Committee focused particularly on executive remuneration in light of the COVID-19 pandemic, on assessing the design and structure of the short-term as well as the long- term incentive programme for the Executive Management in 2021 and on enhancing the transparency in remuneration reporting even further. | In 2020, the Research & Development Committee focused particularly on reviewing the results of clinical trials and discussed potential additional research and development activities to further explore opportunities within subcutaneous and oral GLP-1 as well as competitor initiatives. In addition, the committee discussed the potential opportunities for addressing unmet needs in mild cognitive impairment and mild dementia . It also reviewed potential external research collaborations as well as acquisitions. | ||||||||||||
1. For a more detailed description of the Board committees, details on members and full reports on the Board committees’ activities in 2020, please refer to the Corporate Governance Report 2020 available at: https:// www.novonordisk.com/about/corporate-governance/recommendations-and-practices.html |
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Governance practices |
Evaluation
The Board conducts an annual evaluation. The evaluation includes all Board members and executives. The chair has overall responsibility for the evaluation in collaboration with the Nomination Committee . Every third year, the evaluation is facilitated by external consultants, who interview all Board members and executives. For the subsequent two years, the evaluation is facilitated by the secretary of the Nomination Committee based on written questionnaires.
The evaluation includes topics such as Board performance, effectiveness, composition and succession, performance of the Chairmanship and the Board Committees as well as the collaboration in the Board and between the Board and Executive Management. Each Board member and executive also receives feedback from all other Board members and executives on their individual performance.
In 2020, the Board evaluation was facilitated externally by a consultant working exclusively with Board effectiveness reviews. Overall, the evaluation revealed good performance by the Board and good collaboration between the Board and Executive Management. The evaluation resulted in continued focus on Board culture, evolving the induction for new Board members, Board documentation and presentations, Board competency profile and informal time between the Board members, which had been affected by COVID-19.
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Nomination
The Nomination Committee presents proposals for election or re-election of shareholder-elected Board members to the Board of Directors . When recommending candidates to be nominated by the Board, the Nomination Committee considers factors such as the balance between renewal and continuity, the desired competences and experience, the performance of the individual
Board members, the ambition for diversity as well as independence consideration.
The Board of Directors has determined a competence profile for the shareholder-elected Board members . Board members should possess integrity, accountability, fairness, financial literacy, commitment and desire for innovation . Additionally, the following competences and experience should be represented: Global business management, strategic operations and governance. Healthcare industry and market access. Research and development, technology and digitalisation. M&A and external innovation sourcing. People leadership and change management. Finance and accounting.
Please refer to the overview on page 44 for com- petence profiles for shareholder-elected Board members. The Competence Profile is available at our website.
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Board diversity
In 2016, the Board of Directors adjusted its diversity ambition and set new targets for diversity among shareholder-elected Board members. By 2020, it was the aim that at least two members were of Nordic nationality and two of non-Nordic nationality. The aim was also to have at least three shareholder-elected Board members of each gender.
As of 31 December 2020, our shareholder- elected Board members consisted of two Nordic members and seven non-Nordic members . Of these, three members were female and six were male. Thus, the Board of Directors fulfilled its 2016 gender and nationality ambition. The Board of Directors finds that being diverse in gender and nationality is of continued importance, and consequently in 2020 the Board of Directors prolonged its gender and nationality ambition
to 2024. When including the employee-elected Board members, six members were Nordic and seven were non-Nordic. Of these, five were female and eight were male.
In accordance with sections 99b and 107d of the Danish Financial Statements Act, Novo Nordisk discloses current performance on diversity in the social responsibility section. Novo Nordisk’s diversity policy is available in that section.
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Danish Corporate
Governance Recommendations not being fulfilled
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3.3.2
Disclosure of additional information about the Board members: Information on matters such as numbers of shares owned and changes during the year is disclosed in the Remuneration Report for 2020 and not in the management commentary.
3.4.2
Independence of Board committees: The majority of the members of the Nomination Committee and the Remuneration Committee are not independent.
3.4.6
Tasks of the Nomination Committee: Responsibility for succession manage- ment and recommending candidates for the Executive Management resides with the Chairmanship and not with the Nomination Committee.
3.4.7
Tasks of the Remuneration Committee: Responsibility for the remuneration pol- icy applicable to employees in general resides with Executive Management and not with the Remuneration Committee.
4.1.5
Termination payments: One executive employment contract entered into before 2008 allows for severance payments of more than 24 months’ fixed base salary plus pension contribution, and thus the total value of the remuneration relating to the notice period and of the severance payment exceeds two years of remuneration.
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Board of Directors | ||||||||||||||||||||||||||||||||||||||||||||
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Helge Lund — Chair
Chair of the Board of Novo Nordisk A/S since 2018 (member for one year in 2014-2015 and again in 2017) and chair of the Nomination Committee since 2018 (member since 2017).
Positions and management duties: Operating advisor to Clayton Dubilier & Rice, US. Chair of the boards of BP p.l .c . UK and Inkerman Holding AS, Norway. Member of the boards of P/F Tjaldur, Faroe Islands and Belron SA, Luxembourg.
Member of the board of Trustees of the International Crisis Group.
Special competences:
Extensive executive and board experience in large multinational companies and significant financial knowledge.
Education:
MBA from INSEAD, France (1991) and MA in Economics from the Norwegian School of Economics & Business Administration (NHH), Norway (1987).
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Jeppe Christiansen — Vice Chair
Vice chair and member of the Board of Novo Nordisk A/S since 2013. Chair of the Remuneration Committee since 2017 (member since 2015).
Positions and management duties:
Chief Executive Officer of Maj Invest Holding A/S as well as board mem- ber and/or executive director of two wholly owned subsidiaries of this company, both in Denmark . Chair of Haldor Topsøe A/S, Emlika Holding ApS, and two wholly owned subsid- iaries of the latter company, and chair of JEKC Holding ApS . Board member of Novo Holdings A/S and KIRKBI A/S, Pluto Naturfonden and Randers Regnskov, all in Denmark . Member of the board of BellaBeat Inc ., US . Member of the board of Governors of Det Kgl . Vajsenhus, Denmark . Adjunct Professor, De- partment of Finance, Copenhagen Business School, Denmark.
Special competences:
Executive background and extensive experience within the financial sector, in particular in relation to financial and capital market issues as well as insight into the investor perspective .
Education:
MSc in Economics from University of Copenhagen, Denmark (1985).
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Brian Daniels
Member of the Board of Novo Nordisk A/S since 2016, member of the Remuneration Committee since 2018 and member of the Research & Development Committee since 2017.
Positions and management duties: Partner with 5AM Venture Management, LLC, member of the board at Caballeta Bio Inc., and Artiva Biotherapeutics, all in the US.
Special competences:
Extensive experience in clinical development, medical affairs and corporate strategy across a broad range of therapeutic areas within the pharmaceutical industry, especially in the US.
Education:
MD from Washington University,
St . Louis, US (1987), and MA in Metabolism and Nutritional Biochemistry (1981) and BSc in Life Sciences (1981), both
from Massachusetts Institute of Technology, Cambridge, US.
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Laurence Debroux
Member of the Board of Novo Nordisk A/S and member of the Audit Committee since 2019.
Positions and management duties: Group Chief Financial Officer, executive board member of Heineken N .V ., the Netherlands. Member of the board of Exor N.V., the Netherlands, and of HEC Paris Business School, France.
Special competences:
Significant financial and accounting experience, extensive global experience within the pharmaceutical industry and experience from executive positions in major international companies.
Education:
Master's Degree from HEC Paris, Ecoles des Hautes Etudes Commerciales, France (1992).
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Andreas Fibig
Member of the Board of Novo Nordisk A/S and member of the Audit Committee since 2018.
Positions and management duties: Chair and Chief Executive Officer of International Flavors & Fragrances Inc ., US, Chair of the board of the German American Chamber of Commerce, and Executive Committee member of the World Business Council for Sustainable Development (WBCSD).
Special competences:
Extensive global experience within biopharmaceutical companies, in-depth knowledge of strategy, sales and marketing and knowledge about how large international companies operate.
Education:
Degree in Marketing from Berlin School of Economics, Germany (1982).
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Sylvie Grégoire
Member of the Board of Novo Nordisk A/S and of the Audit Committee since 2015, member of the Research & Development Committee since 2017, and member of the Nomination Committee since 2018.
Positions and management duties:
Executive Chair of the board of EIP Pharma, Inc ., and member of the board of Perkin Elmer Inc ., both in the US.
Special competences:
Deep knowledge of the regulatory environment in both the US and the EU, with experience of all phases of the product life cycle, including discovery, registration, pre-launch and managing the life cycle while on the market . Ms . Grégoire also has financial insight, including into P&L responsibility.
Education:
Pharmacy Doctorate degree from the State University of NY at Buffalo, US (1986), BA in Pharmacy from Laval University, Canada (1984), and Science College degree from Séminaire de Sherbrooke, Canada (1980).
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Liz Hewitt
Member of the Board of
Novo Nordisk A/S since 2012,
chair of the Audit Committee
since 2015 (member since
2012) and member of the Remuneration Committee
since 2018.
Positions and
management duties:
Member (senior independent director) of the board of
Melrose Industries plc, UK,
where she chairs the audit
committee, and member of
the board of National Grid
plc, UK.
Special competences:
Extensive experience within the field of medical devices, significant financial knowledge, including mergers and acquisitions, and knowledge about how
large international companies operate.
Education:
Qualified Chartered Accountant FCA (UK Institute of Chartered Accountants) (1982), and BSc (Econ Hons) from the University College in London, UK (1977).
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Mette Bøjer Jensen
Member of the Board of
Novo Nordisk A/S (employee
representative) and member
of the Nomination Committee
since 2018.
Positions and
management duties:
Wash & Sterilisation Specialist
in Product Supply, Novo
Nordisk A/S.
Education:
Graduate Programme (HD)
in Business Administration
(Strategic management and
business development) from Copenhagen Business School,
Denmark (2010), and MSc in Biotechnology, Aalborg University, Denmark (2001).
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Kasim Kutay
Member of the Board of Novo
Nordisk A/S and member of
the Nomination Committee
since 2017 and member of
the Research & Development Committee since 2020.
Positions and
management duties:
Chief Executive Officer of
Novo Holdings A/S, Denmark . Member of the board of
Novozymes A/S, Denmark,
of Evotec SE, Germany, and
of the Life Sciences Advisory
board of Gimv NV, Belgium.
Special competences:
Extensive experience as an investor in the life science sector. Mr Kutay manages an investment fund that invests in life science companies at all stages of development including the venture, growth and developed stages. Extensive experience as financial advisor to the pharmaceutical, biotechnology and medical device industries. Mr Kutay has also advised healthcare companies on an international basis including companies based in Europe, the US, Japan and India.
Education:
MSc in Economics (1987), and BSc in Economics (1986), both from the London School of Economics, UK.
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Anne Marie Kverneland
Member of the Board of
Novo Nordisk A/S since 2000 (employee representative) and member of the Remuneration
Committee since 2017.
Positions and
management duties:
Laboratory technician and
full-time union representative in Novo Nordisk A/S . Member of the Board of Directors of
the Novo Nordisk Foundation since 2014.
Education:
Degree in medical laboratory technology (laboratory
technologist) from Copenhagen University Hospital, Denmark (1980).
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Martin Mackay
Member of the Board of Novo
Nordisk A/S and chair of the
Research & Development
Committee since 2018.
Positions and
management duties:
Co-founded Rallybio LLC, US,
in January 2018 and serves
as chair of the board and
CEO of the company and in an executive leadership
role overseeing all research
and non-research functions.
Member of the board of 5:01
Acquisition Corporation, US. Senior advisor to New Leaf Venture Partners, LLC, US . Member of the board and chairs the Science and Technology Committee of Charles River Laboratories International, Inc., US.
Special competences:
R&D executive with extensive experience in building a pipeline, acquiring products and managing the portfolio of early-stage and late-stage projects in large international pharmaceutical companies.
Education:
Doctorate/PhD from University of Edinburgh, UK (1984), and BSc (First Class Honours) in Microbiology from Heriot-Watt University, Edinburgh, UK (1979).
|
Thomas Rantzau
Member of the Board of
Novo Nordisk A/S (employee representative) andmember of the Research & Development Committee since 2018.
Positions and
management duties:
Area specialist in Product
Supply, Novo Nordisk A/S.
Education:
Degree in food engineering from DTU, Denmark (2003) and diploma as dairy technician (1992).
|
Stig Strøbæk
Member of the Board of
Novo Nordisk A/S since 1998
(employee representative)
and member of the Audit
Committee since 2013.
Positions and
management duties:
Electrician and a full-time
union representative in Novo
Nordisk A/S.
Education:
Diploma in further training
for board members from the
Danish Employees’ Capital
Pension Fund (LD) (2003),
and diploma in electrical
engineering (1984).
|
Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements / Additional information
|
Novo Nordisk Annual Report 2020 / |
44
|
Independence, meeting attendance and competence overview | |||||||||||||||||||||||||||||||||||||||||
Meeting attendance in 20201
|
|||||||||||||||||||||||||||||||||||||||||
Name (male/female) | First elected | Term | Nationality | Born |
Independence2
|
Board of
Directors
|
Chairmanship |
Audit Committee8
|
Nomination Committee | Remuneration Committee | R&D Committee | Competencies | |||||||||||||||||||||||||||||
Helge Lund (m) |
20173
|
2021 | Norwegian | Oct. 1962 | Independent | 9 of 9 | 7 of 7 | 4 of 4 |
• • • •
|
||||||||||||||||||||||||||||||||
Jeppe Christiansen (m) | 2013 | 2021 | Danish | Nov. 1959 |
Not independent 4
|
8 of 9 | 6 of 7 | 5 of 5 |
• • • •
|
||||||||||||||||||||||||||||||||
Laurence Debroux (f) | 2019 | 2021 | French | Jul. 1969 |
Independent 9
|
8 of 9 | 4 of 5 |
• • • • •
|
|||||||||||||||||||||||||||||||||
Brian Daniels (m) | 2016 | 2021 | American | Feb. 1959 | Independent | 9 of 9 | 4 of 5 | 5 of 5 |
• • • • •
|
||||||||||||||||||||||||||||||||
Andreas Fibig (m) | 2018 | 2021 | German | Feb. 1962 |
Independent 5, 6
|
9 of 9 | 5 of 5 |
• • • • • •
|
|||||||||||||||||||||||||||||||||
Sylvie Grégoire (f) | 2015 | 2021 | Canadian/American | Nov. 1961 |
Independent 5, 6
|
9 of 9 | 5 of 5 | 4 of 4 | 5 of 5 |
• • • • •
|
|||||||||||||||||||||||||||||||
Liz Hewitt (f) | 2012 | 2021 | British | Nov. 1956 |
Independent 5, 6, 9
|
9 of 9 | 5 of 5 | 5 of 5 |
• • • • •
|
||||||||||||||||||||||||||||||||
Mette Bøjer Jensen (f) | 2018 | 2022 | Danish | Dec. 1975 |
Not independent 7
|
9 of 9 | 4 of 4 | N/A (employee-elected) | |||||||||||||||||||||||||||||||||
Kasim Kutay (m) | 2017 | 2021 | British | May. 1965 |
Not independent 4
|
9 of 9 | 4 of 4 | 5 of 5 |
• • • • • •
|
||||||||||||||||||||||||||||||||
Anne Marie Kverneland (f) | 2000 | 2022 | Danish | Jul. 1956 |
Not independent 7
|
9 of 9 | 5 of 5 | N/A (employee-elected) | |||||||||||||||||||||||||||||||||
Martin Mackay (m) | 2018 | 2021 | American | Apr. 1956 | Independent | 9 of 9 | 5 of 5 |
• • • • •
|
|||||||||||||||||||||||||||||||||
Thomas Rantzau (m) | 2018 | 2022 | Danish | Mar. 1972 |
Not independent 7
|
9 of 9 | 5 of 5 | N/A (employee-elected) | |||||||||||||||||||||||||||||||||
Stig Strøbæk (m) | 1998 | 2022 | Danish | Jan. 1964 |
Not independent 5, 7
|
9 of 9 | 5 of 5 | N/A (employee-elected) |
Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements / Additional information
|
Novo Nordisk Annual Report 2020 / |
45
|
Executive Management | ||||||||||||||
|
|
|
|
|
||||||||||
Lars Fruergaard Jørgensen
— President and Chief
Executive Officer (CEO)
Born: November 1966.
Other positions and
management duties:
Vice chair of the supervisory
board and member of the audit
committee and nomination
committee of Carlsberg A/S,
Denmark.
As of 1 January 2021, vice president
elect of the European Federation
of Pharmaceutical Industries and Associations (EFPIA).
|
Monique Carter
— Executive Vice President,
People & Organisation
Born: December 1973.
Other positions and
management duties:
No other management positions.
|
Maziar Mike Doustdar1
— Executive Vice President,
International Operations
Born: August 1970.
Other positions and
management duties:
No other management positions.
|
Ludovic Helfgott1
— Executive Vice President, Biopharm
Born: July 1974.
Other positions and
management duties: President of the Novo Nordisk
Haemophilia Foundation Council.
|
Karsten Munk Knudsen
— Executive Vice President,
Chief Financial Officer (CFO)
Born: December 1971.
Other positions and
management duties:
Chair of the board of NNE A/S,
Denmark.
|
||||||||||
|
|
|
|
|||||||||||
Doug Langa1
— Executive Vice President,
North America Operations
Born: October 1966.
Other positions and
management duties:
No other management positions.
|
Camilla Sylvest
— Executive Vice President, Commercial Strategy & Corporate Affairs
Born: November 1972.
Other positions and
management duties:
Member of the board of Danish
Crown A/S, Denmark and
Vice Chair of the board of the World
Diabetes Foundation, Denmark.
|
Mads Krogsgaard Thomsen
— Executive Vice President, Chief Science Officer (CSO)
Born: December 1960.
Other positions and
management duties:
Member of the board of BB Biotech
AG, Switzerland. Member of the
editorial boards of international,
peer-reviewed journals.
Adjunct professor at the Faculty
of Health and Medical Sciences of the University of Copenhagen,
Denmark
|
Henrik Wulff
— Executive Vice President, Product Supply, Quality & IT
Born: November 1970.
Other positions and
management duties:
Member of the board of Ambu A/S,
Denmark and member of the board of Grundfos Holding A/S, Denmark.
|
Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements / Additional information
|
Novo Nordisk Annual Report 2020 / |
46
|
Consolidated financial statements | |||||||||||
Income statement | p. | 47 | |||||||||
Cash flow statement | p. | 48 | |||||||||
Balance sheet | p. | 49 | |||||||||
Equity statement | p. | 50 |
Notes to the consolidated financial statements | |||||||||||
Section 1 | |||||||||||
Basis of preparation | |||||||||||
1.1
|
Principal accounting policies and key accounting estimates | p. | 51 | ||||||||
1.2 | Changes in accounting policies and disclosures | p. | 51 |
Section 2 | |||||||||||
Results for the year | |||||||||||
2.1 | Net sales and rebates | p. | 52 | ||||||||
2.2 | Segment information | p. | 53 | ||||||||
2.3 | Research and development costs | p. | 55 | ||||||||
2.4 | Employee costs | p. | 55 | ||||||||
2.5 | Other operating income, net | p. | 56 | ||||||||
2.6 | Income taxes and deferred income taxes | p. | 56 |
Section 3 | |||||||||||
Operating assets and liabilities | |||||||||||
3.1 | Intangible assets and property, plant and equipment | p. | 58 | ||||||||
3.2 | Leases | p. | 60 | ||||||||
3.3
|
Inventories | p. | 61 | ||||||||
3.4 | Trade receivables | p. | 61 | ||||||||
3.5 | Retirement benefit obligations | p. | 62 | ||||||||
3.6 | Provisions and contingent liabilities | p. | 63 | ||||||||
3.7 | Other liabilities | p. | 64 |
Section 4 | |||||||||||
Capital structure and financial items | |||||||||||
4.1
|
Earnings per share, distributions to shareholders, treasury shares, share capital and other reserves
|
p. | 65 | ||||||||
4.2 | Financial risks | p. | 66 | ||||||||
4.3 | Derivative financial instruments | p. | 68 | ||||||||
4.4 | Borrowings | p. | 69 | ||||||||
4.5
|
Cash and cash equivalents, financial reserves and free cash flow | p. | 69 | ||||||||
4.6 | Change in working capital | p. | 70 | ||||||||
4.7 | Other non-cash items | p. | 70 | ||||||||
4.8 | Financial assets and liabilities | p. | 71 | ||||||||
4.9 | Financial income and expenses | p. | 72 |
Section 5 | |||||||||||
Other disclosures | |||||||||||
5.1 | Share-based payment schemes | p. | 73 | ||||||||
5.2 | Commitments | p. | 75 | ||||||||
5.3 | Related party transactions | p. | 76 | ||||||||
5.4 | Fee to statutory auditors | p. | 76 | ||||||||
5.5 | General accounting policies | p. | 76 | ||||||||
5.6 | Companies in the Novo Nordisk Group | p. | 77 |
Statement of environmental, social and governance (ESG) performance (supplementary information) | |||||||||||
Statement of ESG performance | p. | 81 |
Notes to the ESG statement | |||||||||||
Section 6 | |||||||||||
Basis of preparation | p. | 82 |
Section 7 | |||||||||||
Environmental performance | |||||||||||
7.1
|
Energy consumption for operations and share of renewable power | p. | 83 | ||||||||
7.2 | Water consumption for production sites | p. | 83 | ||||||||
7.3 |
CO2 emissions from operations and transportation
|
p. | 83 | ||||||||
7.4 | Waste from production sites | p. | 84 |
Section 8 | |||||||||||
Social performance | |||||||||||
8.1
|
Patients reached with Novo Nordisk's Diabetes care products | p. | 84 | ||||||||
8.2 | Donations and other contributions | p. | 84 | ||||||||
8.3 | Employees | p. | 85 | ||||||||
8.4 | Frequency of occupational accidents | p. | 85 | ||||||||
8.5 | Animals purchased for research | p. | 85 | ||||||||
8.6 | Gender diversity | p. | 85 |
Section 9 | |||||||||||
Governance performance | |||||||||||
9.1 | Business ethics | p. | 86 | ||||||||
9.2 | Facilitations of the Novo Nordisk Way | p. | 86 | ||||||||
9.3 | Supplier audits | p. | 86 | ||||||||
9.4 | Product recalls | p. | 86 | ||||||||
9.5 | Failed inspections | p. | 86 | ||||||||
9.6 | Company trust | p. | 86 | ||||||||
9.7 | Total tax contribution | p. | 87 | ||||||||
9.8 | Breaches of environmental regulatory limit values | p. | 87 |
Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements - Financial statements / Additional information
|
Novo Nordisk Annual Report 2020 / |
47
|
DKK million | Note | 2020 | 2019 | 2018 | ||||||||||||||||
Income statement | ||||||||||||||||||||
Net sales | 2.1, 2.2 | 126,946 | 122,021 | 111,831 | ||||||||||||||||
Cost of goods sold | 2.2 | 20,932 | 20,088 | 17,617 | ||||||||||||||||
Gross profit | 106,014 | 101,933 | 94,214 | |||||||||||||||||
Sales and distribution costs | 2.2 | 32,928 | 31,823 | 29,397 | ||||||||||||||||
Research and development costs | 2.2, 2.3 | 15,462 | 14,220 | 14,805 | ||||||||||||||||
Administrative costs | 2.2 | 3,958 | 4,007 | 3,916 | ||||||||||||||||
Other operating income, net | 2.2, 2.5 | 460 | 600 | 1,152 | ||||||||||||||||
Operating profit | 54,126 | 52,483 | 47,248 | |||||||||||||||||
Financial income | 4.9 | 1,628 | 65 | 2,122 | ||||||||||||||||
Financial expenses | 4.9 | 2,624 | 3,995 | 1,755 | ||||||||||||||||
Profit before income taxes | 53,130 | 48,553 | 47,615 | |||||||||||||||||
Income taxes | 2.6 | 10,992 | 9,602 | 8,987 | ||||||||||||||||
Net profit | 42,138 | 38,951 | 38,628 | |||||||||||||||||
Earnings per share | ||||||||||||||||||||
Basic earnings per share (DKK) | 4.1 | 18.05 | 16.41 | 15.96 | ||||||||||||||||
Diluted earnings per share (DKK) | 4.1 | 18.01 | 16.38 | 15.93 |
Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements - Financial statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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|
DKK million | Note | 2020 | 2019 | 2018 | ||||||||||||||||
Cash flow statement | ||||||||||||||||||||
Net profit | 42,138 | 38,951 | 38,628 | |||||||||||||||||
Adjustment of non-cash items: | ||||||||||||||||||||
Income taxes in the income statement | 2.6 | 10,992 | 9,602 | 8,987 | ||||||||||||||||
Depreciation, amortisation and impairment losses | 3.1 | 5,753 | 5,661 | 3,925 | ||||||||||||||||
Other non-cash items | 4.7 | 7,849 | 7,032 | 6,098 | ||||||||||||||||
Change in working capital | 4.6 | (4,353) | (3,388) | (3,370) | ||||||||||||||||
Interest received | 100 | 64 | 51 | |||||||||||||||||
Interest paid | (422) | (204) | (89) | |||||||||||||||||
Income taxes paid | 2.6 | (10,106) | (10,936) | (9,614) | ||||||||||||||||
Net cash generated from operating activities | 51,951 | 46,782 | 44,616 | |||||||||||||||||
Purchase of intangible assets | 3.1 | (16,256) | (2,299) | (2,774) | ||||||||||||||||
Proceeds from sale of property, plant and equipment | 7 | 4 | 13 | |||||||||||||||||
Purchase of property, plant and equipment | 3.1 | (5,825) | (8,932) | (9,636) | ||||||||||||||||
Proceeds from other financial assets | 12 | 148 | 178 | |||||||||||||||||
Purchase of other financial assets | — | (350) | (248) | |||||||||||||||||
Investment in associated companies | 5.3 | (392) | (97) | — | ||||||||||||||||
Proceeds from the divestment of Group and
associated companies |
— | (3) | 368 | |||||||||||||||||
Dividend received from associated companies | 5.3 | 18 | 20 | 19 | ||||||||||||||||
Net cash used in investing activities | (22,436) | (11,509) | (12,080) |
DKK million | Note | 2020 | 2019 | 2018 | ||||||||||||||||
Purchase of treasury shares | 4.1 | (16,855) | (15,334) | (15,567) | ||||||||||||||||
Dividends paid | 4.1 | (20,121) | (19,409) | (19,048) | ||||||||||||||||
Repayment of borrowings | 4.4 | (950) | (822) | — | ||||||||||||||||
Proceeds from borrowings | 4.4 | 5,682 | 81 | 94 | ||||||||||||||||
Net cash used in financing activities | (32,244) | (35,484) | (34,521) | |||||||||||||||||
Net cash generated from activities | (2,729) | (211) | (1,985) | |||||||||||||||||
Cash and cash equivalents at the beginning of the year | 4.5 | 15,411 | 15,629 | 17,158 | ||||||||||||||||
Reclassification of bank overdraft to financing activities | — | — | 412 | |||||||||||||||||
Exchange gains/(losses) on cash and cash equivalents | (456) | (7) | 44 | |||||||||||||||||
Cash and cash equivalents at the end of the year | 4.5 | 12,226 | 15,411 | 15,629 |
Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements - Financial statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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|
DKK million | Note | 2020 | 2019 | ||||||||||||||
Assets | |||||||||||||||||
Intangible assets | 3.1 | 20,657 | 5,835 | ||||||||||||||
Property, plant and equipment | 3.1 | 50,269 | 50,551 | ||||||||||||||
Investments in associated companies | 582 | 474 | |||||||||||||||
Deferred income tax assets | 2.6 | 5,865 | 4,121 | ||||||||||||||
Other receivables and prepayments | 674 | 841 | |||||||||||||||
Other financial assets | 1,066 | 1,334 | |||||||||||||||
Total non-current assets | 79,113 | 63,156 | |||||||||||||||
Inventories | 3.3 | 18,536 | 17,641 | ||||||||||||||
Trade receivables | 3.4 | 27,734 | 24,912 | ||||||||||||||
Tax receivables | 289 | 806 | |||||||||||||||
Other receivables and prepayments | 4,161 | 3,434 | |||||||||||||||
Derivative financial instruments | 4.2, 4.3 | 2,332 | 188 | ||||||||||||||
Cash at bank | 4.2, 4.5 | 12,757 | 15,475 | ||||||||||||||
Total current assets | 65,809 | 62,456 | |||||||||||||||
Total assets | 144,922 | 125,612 |
DKK million | Note | 2020 | 2019 | ||||||||||||||
Equity and liabilities | |||||||||||||||||
Share capital | 4.1 | 470 | 480 | ||||||||||||||
Treasury shares | 4.1 | (8) | (10) | ||||||||||||||
Retained earnings | 63,774 | 57,817 | |||||||||||||||
Other reserves | 4.1 | (911) | (694) | ||||||||||||||
Total equity | 63,325 | 57,593 | |||||||||||||||
Borrowings | 4.4 | 2,897 | 3,009 | ||||||||||||||
Deferred income tax liabilities | 2.6 | 2,502 | 80 | ||||||||||||||
Retirement benefit obligations | 3.5 | 1,399 | 1,334 | ||||||||||||||
Provisions | 3.6 | 4,526 | 4,613 | ||||||||||||||
Total non-current liabilities | 11,324 | 9,036 | |||||||||||||||
Borrowings | 4.4 | 7,459 | 1,474 | ||||||||||||||
Trade payables | 5,717 | 6,358 | |||||||||||||||
Tax payables | 3,913 | 4,212 | |||||||||||||||
Other liabilities | 3.7 | 17,005 | 15,085 | ||||||||||||||
Derivative financial instruments | 4.3 | 1,365 | 734 | ||||||||||||||
Provisions | 3.6 | 34,814 | 31,120 | ||||||||||||||
Total current liabilities | 70,273 | 58,983 | |||||||||||||||
Total liabilities | 81,597 | 68,019 | |||||||||||||||
Total equity and liabilities | 144,922 | 125,612 |
Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements - Financial statements / Additional information
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Novo Nordisk Annual Report 2020 / |
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|
2020 | 2019 | 2018 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
DKK million | Share capital | Treasury shares | Retained earnings | Other reserves | Total | Share capital | Treasury shares | Retained earnings | Other reserves | Total | Share capital | Treasury shares | Retained earnings | Other reserves | Total | |||||||||||||||||||||||||||||||||||||||||||||||
Balance at the beginning of the year | 480 | (10) | 57,817 | (694) | 57,593 | 490 | (11) | 53,406 | (2,046) | 51,839 | 500 | (11) | 48,887 | 439 | 49,815 | |||||||||||||||||||||||||||||||||||||||||||||||
Net profit | 42,138 | 42,138 | 38,951 | 38,951 | 38,628 | 38,628 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Other comprehensive income | (67) | (543) | (610) | (187) | 1,352 | 1,165 | 87 | (2,485) | (2,398) | |||||||||||||||||||||||||||||||||||||||||||||||||||||
Total comprehensive income | 42,071 | (543) | 41,528 | 38,764 | 1,352 | 40,116 | 38,715 | (2,485) | 36,230 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
Transfer of cash flow hedge reserve to
intangible assets |
326 | 326 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Transactions with owners: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Dividends (note 4.1)
|
(20,121) | (20,121) | (19,409) | (19,409) | (19,048) | (19,048) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Share-based payments (note 5.1)
|
823 | 823 | 363 | 363 | 414 | 414 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Tax related to restricted stock units | 31 | 31 | 18 | 18 | (5) | (5) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Purchase of treasury shares (note 4.1)
|
(8) | (16,847) | (16,855) | (9) | (15,325) | (15,334) | (10) | (15,557) | (15,567) | |||||||||||||||||||||||||||||||||||||||||||||||||||||
Reduction of the B share capital (note 4.1)
|
(10) | 10 | — | (10) | 10 | — | (10) | 10 | — | |||||||||||||||||||||||||||||||||||||||||||||||||||||
Balance at the end of the year | 470 | (8) | 63,774 | (911) | 63,325 | 480 | (10) | 57,817 | (694) | 57,593 | 490 | (11) | 53,406 | (2,046) | 51,839 |
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Principal accounting policies | Key accounting estimates and judgements | Note | Estimation risk | ||||||||||||||
US net sales and rebates | Estimate of US sales deductions and provisions for sales rebates | 2.1 | High | ||||||||||||||
Income taxes and deferred income taxes
|
Judgement and estimate regarding deferred income tax assets and provision for uncertain tax positions |
2.6
|
Medium
|
||||||||||||||
Intangible assets
|
Estimate regarding impairment of assets and judgement of whether a transaction is an asset acquisition or a business combination |
3.1
|
Low
|
||||||||||||||
Inventories | Estimate of indirect production costs capitalised and inventory write-down | 3.3 | Low | ||||||||||||||
Provisions and contingent liabilities | Estimate of ongoing legal disputes, litigation and investigations | 3.6 | Medium |
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|
Gross-to-net sales reconciliation | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Gross sales | 298,187 | 270,431 | 230,701 | ||||||||||||||
US Managed Care and Medicare | (96,716) | (84,202) | (65,207) | ||||||||||||||
US wholesaler charge-backs | (37,036) | (33,772) | (29,469) | ||||||||||||||
US Medicaid rebates | (17,307) | (14,365) | (11,950) | ||||||||||||||
Other US discounts and sales returns | (10,867) | (8,280) | (6,606) | ||||||||||||||
Non-US rebates, discounts and sales returns | (9,315) | (7,791) | (5,638) | ||||||||||||||
Total gross-to-net sales adjustments | (171,241) | (148,410) | (118,870) | ||||||||||||||
Net sales | 126,946 | 122,021 | 111,831 |
Provisions for sales rebates | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
At the beginning of the year | 30,878 | 25,760 | 20,374 | ||||||||||||||
Additional provisions, including increases to existing provisions | 111,921 | 102,782 | 82,631 | ||||||||||||||
Amount paid during the year | (106,116) | (98,655) | (78,647) | ||||||||||||||
Adjustments, including unused amounts reversed during the year | 166 | 381 | 386 | ||||||||||||||
Effect of exchange rate adjustment | (2,797) | 610 | 1,016 | ||||||||||||||
At the end of the year | 34,052 | 30,878 | 25,760 |
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Introducing Novo Nordisk / Strategic aspirations / Corporate governance / Consolidated statements - Financial statements / Additional information
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DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Employee costs (note 2.4)
|
6,269 | 5,968 | 6,288 | ||||||||||||||
Amortisation and impairment losses, intangible assets (note 3.1)
|
1,025 | 522 | 769 | ||||||||||||||
Depreciation and impairment losses, property, plant and equipment (note 3.1)
|
724 | 783 | 468 | ||||||||||||||
Other research and
development costs |
7,444 | 6,947 | 7,280 | ||||||||||||||
Total research and development costs | 15,462 | 14,220 | 14,805 | ||||||||||||||
As percentage of net sales | 12.2 | % | 11.7 | % | 13.2 | % |
DKK million | 2020 | 2019 | 2018 | |||||||||||
Wages and salaries | 26,778 | 25,335 | 25,259 | |||||||||||
Share-based payment costs (note 5.1)
|
823 | 363 | 414 | |||||||||||
Pensions – defined contribution plans | 1,961 | 1,910 | 1,791 | |||||||||||
Pensions – defined benefit plans (note 3.5)
|
138 | 151 | 73 | |||||||||||
Other social security contributions | 1,862 | 1,963 | 1,901 | |||||||||||
Other employee costs | 2,044 | 2,203 | 2,087 | |||||||||||
Total employee costs for the year | 33,606 | 31,925 | 31,525 | |||||||||||
Employee costs capitalised as intangible assets and property, plant and equipment | (1,279) | (1,314) | (1,500) | |||||||||||
Change in employee costs capitalised as inventories | (60) | (139) | (105) | |||||||||||
Total employee costs
in the income statement |
32,267 | 30,472 | 29,920 | |||||||||||
Included in the income statement: | ||||||||||||||
Cost of goods sold | 8,896 | 8,134 | 8,164 | |||||||||||
Sales and distribution costs | 14,146 | 13,463 | 12,214 | |||||||||||
Research and development costs | 6,269 | 5,968 | 6,288 | |||||||||||
Administrative costs | 2,848 | 2,679 | 2,755 | |||||||||||
Other operating income, net | 108 | 228 | 499 | |||||||||||
Total employee costs in the
income statement |
32,267 | 30,472 | 29,920 |
Number of employees | 2020 | 2019 | 2018 | ||||||||||||||
Average number of
full-time employees |
43,759 | 42,218 | 42,881 | ||||||||||||||
Year-end number of
full-time employees |
44,723 | 42,703 | 42,672 | ||||||||||||||
Employees (total) | 45,323 | 43,258 | 43,202 |
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Income taxes expensed | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Current tax on profit for the year | 11,557 | 11,275 | 10,469 | ||||||||||||||
Deferred tax on profit for the year | 1,105 | (1,559) | (1,007) | ||||||||||||||
Tax on profit for the year | 12,662 | 9,716 | 9,462 | ||||||||||||||
Current tax adjustments recognised for prior years | (563) | (191) | (522) | ||||||||||||||
Deferred tax adjustments recognised for prior years | (1,107) | 77 | 47 | ||||||||||||||
Income taxes in the
income statement |
10,992 | 9,602 | 8,987 | ||||||||||||||
Tax on other comprehensive
income for the year, (income)/expense |
577 | 231 | (755) |
Computation of effective tax rate | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Statutory corporate income tax rate in Denmark | 22.0 | % | 22.0 | % | 22.0 | % | |||||||||||
Deviation in foreign subsidiaries’ tax rates compared to the Danish tax rate (net) | (2.5 | %) | (2.1 | %) | (1.9 | %) | |||||||||||
Non-taxable income less non-tax-deductible expenses (net) | (0.2 | %) | 0.1 | % | (0.2 | %) | |||||||||||
Other adjustments (net) | 1.4 | % | (0.2 | %) | (1.0 | %) | |||||||||||
Effective tax rate | 20.7 | % | 19.8 | % | 18.9 | % |
Income taxes paid | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Income taxes paid in Denmark for current year | 4,262 | 7,774 | 6,640 | ||||||||||||||
Income taxes paid outside Denmark for current year | 4,508 | 2,258 | 2,376 | ||||||||||||||
Income taxes paid/repayments relating to prior years | 1,336 | 904 | 598 | ||||||||||||||
Income taxes paid | 10,106 | 10,936 | 9,614 |
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DKK million | Patents and licences | Software and other intangibles | Total intangible assets | Land and buildings | Plant and machinery | Other equipment |
Assets
under construction |
Property, plant and equipment | |||||||||||||||||||||||||||
2020 | |||||||||||||||||||||||||||||||||||
Cost at the beginning of the year | 7,270 | 2,560 | 9,830 | 30,260 | 27,594 | 6,215 | 20,351 | 84,420 | |||||||||||||||||||||||||||
Additions during the year | 15,906 | 396 | 16,302 | 741 | 506 | 490 | 4,560 | 6,297 | |||||||||||||||||||||||||||
Disposals during the year | (698) | — | (698) | (119) | (583) | (122) | (16) | (840) | |||||||||||||||||||||||||||
Transfer and reclassifications | — | — | — | 7,440 | 4,586 | 515 | (12,541) | — | |||||||||||||||||||||||||||
Effect of exchange rate adjustment | (74) | (20) | (94) | (813) | (600) | (222) | (1,556) | (3,191) | |||||||||||||||||||||||||||
Cost at the end of the year | 22,404 | 2,936 | 25,340 | 37,509 | 31,503 | 6,876 | 10,798 | 86,686 | |||||||||||||||||||||||||||
Amortisation/depreciation and impairment losses at the beginning of the year | 2,643 | 1,352 | 3,995 | 11,528 | 18,888 | 3,453 | — | 33,869 | |||||||||||||||||||||||||||
Amortisation/depreciation for the year | 889 | 207 | 1,096 | 1,859 | 1,500 | 821 | — | 4,180 | |||||||||||||||||||||||||||
Impairment losses for the year | 350 | — | 350 | 14 | 69 | 28 | 16 | 127 | |||||||||||||||||||||||||||
Amortisation/depreciation and impairment losses reversed on disposals during the year | (698) | — | (698) | (119) | (581) | (115) | (16) | (831) | |||||||||||||||||||||||||||
Effect of exchange rate adjustment | (49) | (11) | (60) | (346) | (432) | (150) | — | (928) | |||||||||||||||||||||||||||
Amortisation/depreciation and impairment losses at the end of the year | 3,135 | 1,548 | 4,683 | 12,936 | 19,444 | 4,037 | — | 36,417 | |||||||||||||||||||||||||||
Carrying amount at the end of the year | 19,269 | 1,388 | 20,657 | 24,573 | 12,059 | 2,839 | 10,798 | 50,269 | |||||||||||||||||||||||||||
2019 | |||||||||||||||||||||||||||||||||||
Cost at the beginning of the year | 5,247 | 2,412 | 7,659 | 25,401 | 25,412 | 4,779 | 16,846 | 72,438 | |||||||||||||||||||||||||||
Change in accounting policy, leases | — | — | — | 3,291 | — | 487 | — | 3,778 | |||||||||||||||||||||||||||
Additions during the year | 1,958 | 221 | 2,179 | 555 | 350 | 498 | 7,580 | 8,983 | |||||||||||||||||||||||||||
Disposals during the year | — | (79) | (79) | (407) | (504) | (244) | (74) | (1,229) | |||||||||||||||||||||||||||
Transfer and reclassifications | — | — | — | 1,277 | 2,248 | 665 | (4,190) | — | |||||||||||||||||||||||||||
Effect of exchange rate adjustment | 65 | 6 | 71 | 143 | 88 | 30 | 189 | 450 | |||||||||||||||||||||||||||
Cost at the end of the year | 7,270 | 2,560 | 9,830 | 30,260 | 27,594 | 6,215 | 20,351 | 84,420 | |||||||||||||||||||||||||||
Amortisation/depreciation and impairment losses at the beginning of the year | 1,390 | 1,124 | 2,514 | 9,770 | 17,871 | 2,906 | — | 30,547 | |||||||||||||||||||||||||||
Amortisation/depreciation for the year | 312 | 175 | 487 | 1,818 | 1,410 | 743 | — | 3,971 | |||||||||||||||||||||||||||
Impairment losses for the year | 914 | 68 | 982 | 57 | 70 | 20 | 74 | 221 | |||||||||||||||||||||||||||
Amortisation/depreciation and impairment losses reversed on disposals during the year | — | (18) | (18) | (160) | (504) | (229) | (74) | (967) | |||||||||||||||||||||||||||
Effect of exchange rate adjustment | 27 | 3 | 30 | 43 | 41 | 13 | — | 97 | |||||||||||||||||||||||||||
Amortisation and impairment losses at the end of the year | 2,643 | 1,352 | 3,995 | 11,528 | 18,888 | 3,453 | — | 33,869 | |||||||||||||||||||||||||||
Carrying amount at the end of the year | 4,627 | 1,208 | 5,835 | 18,732 | 8,706 | 2,762 | 20,351 | 50,551 |
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Amortisation and impairment losses | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Cost of goods sold | 369 | 916 | 208 | ||||||||||||||
Sales and distribution costs | 40 | 24 | 15 | ||||||||||||||
Research and development costs | 1,025 | 522 | 769 | ||||||||||||||
Administrative costs | 10 | 3 | 2 | ||||||||||||||
Other operating income, net | 2 | 4 | 6 | ||||||||||||||
Total amortisation and impairment loss | 1,446 | 1,469 | 1,000 | ||||||||||||||
Total amortisation | 1,096 | 487 | 1,000 | ||||||||||||||
Total impairment losses | 350 | 982 | — |
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Depreciation and impairment losses | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Cost of goods sold | 2,729 | 2,656 | 2,312 | ||||||||||||||
Sales and distribution costs | 403 | 354 | 69 | ||||||||||||||
Research and development costs | 724 | 783 | 468 | ||||||||||||||
Administrative costs | 433 | 376 | 70 | ||||||||||||||
Other operating income, net | 18 | 23 | 6 | ||||||||||||||
Total depreciation and impairment losses | 4,307 | 4,192 | 2,925 |
Right-of-use assets in the balance sheet | |||||||||||||||||
DKK million | Land and buildings | Other equipment | Total | ||||||||||||||
2020 | |||||||||||||||||
Balance at 1 January | 3,029 | 503 | 3,532 | ||||||||||||||
Additions during the year | 660 | 318 | 978 | ||||||||||||||
Depreciation for the year | (644) | (320) | (964) | ||||||||||||||
Effect of exchange rate adjustment | (144) | (22) | (166) | ||||||||||||||
Balance at 31 December | 2,901 | 479 | 3,380 | ||||||||||||||
2019 | |||||||||||||||||
Balance at 1 January | 3,291 | 487 | 3,778 | ||||||||||||||
Additions during the year | 333 | 307 | 640 | ||||||||||||||
Depreciation for the year | (564) | (288) | (852) | ||||||||||||||
Effect of exchange rate adjustment | (31) | (3) | (34) | ||||||||||||||
Balance at 31 December | 3,029 | 503 | 3,532 |
Amounts recognised in the income statement | ||||||||||||||
DKK million | 2020 | 2019 | ||||||||||||
Depreciation | 964 | 852 | ||||||||||||
Interest on lease liabilities | 97 | 108 | ||||||||||||
Variable lease expenses | 135 | 113 | ||||||||||||
Short-term leases | 98 | 201 | ||||||||||||
Lease of low value assets | 79 | 63 | ||||||||||||
Total amounts recognised in the
income statement |
1,373 | 1,337 |
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DKK million | 2020 | 2019 | ||||||||||||
Raw materials | 3,326 | 2,842 | ||||||||||||
Work in progress | 12,252 | 11,375 | ||||||||||||
Finished goods | 5,111 | 4,850 | ||||||||||||
Total inventories (gross) | 20,689 | 19,067 | ||||||||||||
Write-downs at year-end | (2,153) | (1,426) | ||||||||||||
Total inventories (net) | 18,536 | 17,641 | ||||||||||||
Indirect production costs included in work in
progress and finished goods |
9,703 | 9,216 | ||||||||||||
Share of total inventories (net) | 52 | % | 52 | % | ||||||||||
Movements in inventory write-downs: | ||||||||||||||
Write-downs at the beginning of the year | 1,426 | 1,959 | ||||||||||||
Write-downs during the year | 1,628 | 414 | ||||||||||||
Utilisation of write-downs | (528) | (68) | ||||||||||||
Reversal of write-downs | (373) | (879) | ||||||||||||
Write-downs at the end of the year | 2,153 | 1,426 |
DKK million | Gross carrying amount | Loss allowance | Net carrying amount | ||||||||||||||
2020 | |||||||||||||||||
Not yet due | 27,511 | (805) | 26,706 | ||||||||||||||
1-90 days | 1,000 | (112) | 888 | ||||||||||||||
91-180 days | 188 | (63) | 125 | ||||||||||||||
181-270 days | 44 | (29) | 15 | ||||||||||||||
271-360 days | 51 | (51) | — | ||||||||||||||
More than 360 days past due | 320 | (320) | — | ||||||||||||||
Trade receivables | 29,114 | (1,380) | 27,734 | ||||||||||||||
EMEA | 6,306 | (781) | 5,525 | ||||||||||||||
China | 2,137 | — | 2,137 | ||||||||||||||
Rest of World | 3,003 | (580) | 2,423 | ||||||||||||||
North America Operations | 17,668 | (19) | 17,649 | ||||||||||||||
Trade receivables | 29,114 | (1,380) | 27,734 | ||||||||||||||
2019 | |||||||||||||||||
Not yet due | 24,359 | (763) | 23,596 | ||||||||||||||
1-90 days | 1,204 | (127) | 1,077 | ||||||||||||||
91-180 days | 261 | (69) | 192 | ||||||||||||||
181-270 days | 96 | (49) | 47 | ||||||||||||||
271-360 days | 79 | (79) | — | ||||||||||||||
More than 360 days past due | 397 | (397) | — | ||||||||||||||
Trade receivables | 26,396 | (1,484) | 24,912 | ||||||||||||||
EMEA | 7,104 | (903) | 6,201 | ||||||||||||||
China | 1,760 | — | 1,760 | ||||||||||||||
Rest of World | 3,084 | (568) | 2,516 | ||||||||||||||
North America Operations | 14,448 | (13) | 14,435 | ||||||||||||||
Trade receivables | 26,396 | (1,484) | 24,912 |
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Net retirement benefit obligations | |||||||||||
DKK million | 2020 | 2019 | |||||||||
Retirement benefit obligations | 2,624 | 2,508 | |||||||||
Fair value of plan assets | 1,225 | 1,174 | |||||||||
Net retirement benefit obligations
at the end of the year |
1,399 | 1,334 |
Key assumptions used for valuation and sensitivity analysis | ||||||||||||||
DKK million | Key assumptions |
1%-point increase
|
1%-point decrease
|
|||||||||||
2020 | ||||||||||||||
Discount rate (decrease)/increase | 1.0 | % | (403) | 523 | ||||||||||
Future remuneration growth (decrease)/increase | 2.2 | % | 116 | (101) | ||||||||||
2019 | ||||||||||||||
Discount rate (decrease)/increase | 1.3 % | (366) | 465 | |||||||||||
Future remuneration growth (decrease)/increase | 2.4 | % | 105 | (94) |
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Earnings per share | ||||||||||||||||||||
DKK million | 2020 | 2019 | 2018 | |||||||||||||||||
Net profit | 42,138 | 38,951 | 38,628 | |||||||||||||||||
Average number of shares outstanding | in million shares | 2,333.9 | 2,374.3 | 2,419.6 | ||||||||||||||||
Dilutive effect of average outstanding share pool1
|
in million shares | 6.1 | 4.4 | 4.8 | ||||||||||||||||
Average number of shares outstanding, including dilutive effect of outstanding share pool | in million shares | 2,340.0 | 2,378.7 | 2,424.4 | ||||||||||||||||
Basic earnings
per share |
DKK | 18.05 | 16.41 | 15.96 | ||||||||||||||||
Diluted earnings
per share |
DKK | 18.01 | 16.38 | 15.93 | ||||||||||||||||
1. For further information on the outstanding share pool, please refer to note 5.1. |
Cash distribution to shareholders | ||||||||||||||
DKK million | 2020 | 2019 | 2018 | |||||||||||
Interim dividend for the year | 7,570 | 7,100 | 7,238 | |||||||||||
Dividend for prior year | 12,551 | 12,309 | 11,810 | |||||||||||
Share repurchases for the year | 16,855 | 15,334 | 15,567 | |||||||||||
Total | 36,976 | 34,743 | 34,615 |
Treasury shares | 2020 | 2019 | ||||||||||||||||||
Market value,
DKK million |
Treasury shares in % |
Number of
B shares of DKK 0.20
(million)
|
Number of B shares of DKK 0.20 (million)
|
|||||||||||||||||
Holding at the beginning of the year | 18,613 | 2.0 | % | 48.1 | 55.8 | |||||||||||||||
Cancellation of treasury shares | (19,333) | (50.0) | (50.0) | |||||||||||||||||
Transfer regarding restricted stock units | (148) | (0.4) | (2.6) | |||||||||||||||||
Purchase during the year | 16,855 | 39.8 | 44.9 | |||||||||||||||||
Value adjustment | 29 | — | — | |||||||||||||||||
Holding at the end of the year | 16,016 | 1.6 | % | 37.5 | 48.1 |
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Share capital | Total share capital | ||||||||||||||||
DKK million |
A share
capital |
B share
capital |
|||||||||||||||
Development in share capital: | |||||||||||||||||
Share capital 2017 | 107 | 393 | 500 | ||||||||||||||
Cancelled in 2018 | — | (10) | (10) | ||||||||||||||
Cancelled in 2019 | — | (10) | (10) | ||||||||||||||
Share capital at the beginning
of the year |
107 | 373 | 480 | ||||||||||||||
Cancelled in 2020 | — | (10) | (10) | ||||||||||||||
Share capital at the end
of the year |
107 | 363 | 470 |
Type | Financial risk | ||||
Foreign exchange risk | High | ||||
Credit risk | Low | ||||
Interest rate risk | Low | ||||
Liquidity risk | Low |
Key currencies | ||||||||||||||
Exchange rate DKK per 100 | 2020 | 2019 | 2018 | |||||||||||
USD | ||||||||||||||
Average | 654 | 667 | 631 | |||||||||||
Year-end | 606 | 668 | 652 | |||||||||||
Year-end change | (9.3 | %) | 2.5 | % | 5.1 | % | ||||||||
CNY | ||||||||||||||
Average | 95 | 97 | 95 | |||||||||||
Year-end | 93 | 96 | 95 | |||||||||||
Year-end change | (3.1 | %) | 1.1 | % | (0.3 | %) | ||||||||
JPY | ||||||||||||||
Average | 6.13 | 6.12 | 5.72 | |||||||||||
Year-end | 5.88 | 6.11 | 5.91 | |||||||||||
Year-end change | (3.8 | %) | 3.4 | % | 7.3 | % | ||||||||
CAD | ||||||||||||||
Average | 488 | 503 | 487 | |||||||||||
Year-end | 474 | 511 | 479 | |||||||||||
Year-end change | (7.2 | %) | 6.7 | % | (3.2 | %) | ||||||||
GBP | ||||||||||||||
Average | 839 | 852 | 842 | |||||||||||
Year-end | 824 | 877 | 827 | |||||||||||
Year-end change | (6.0 | %) | 6.0 | % | (1.4 | %) |
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DKK million |
Immediate
5% increase |
Immediate
5% decrease |
|||||||||
2020 | |||||||||||
Other comprehensive income | (1,893) | 1,893 | |||||||||
Income statement | 299 | (299) | |||||||||
Total | (1,594) | 1,594 | |||||||||
2019 | |||||||||||
Other comprehensive income | (1,811) | 1,811 | |||||||||
Income statement | 199 | (199) | |||||||||
Total | (1,612) | 1,612 |
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
US | 1,817 | 3,672 | 3,587 | ||||||||||||||
Japan | 2,351 | 2,149 | 1,937 |
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Derivative financial instruments | 2020 | 2019 | |||||||||||||||||||||
DKK million |
Contract
amount at year-end |
Positive
fair value at year-end |
Negative
fair value at year-end |
Contract
amount at year-end |
Positive
fair value at year-end |
Negative
fair value at year-end |
|||||||||||||||||
Forward contracts USD1
|
29,110 | 1,658 | — | 25,394 | 81 | 315 | |||||||||||||||||
Forward contracts CNH, JPY, GBP and CAD | 10,291 | 191 | 47 | 10,013 | 35 | 130 | |||||||||||||||||
Forward contracts, cash flow hedges | 39,401 | 1,849 | 47 | 35,407 | 116 | 445 | |||||||||||||||||
Forward contracts USD | 19,411 | 379 | 1,307 | 11,287 | 61 | 217 | |||||||||||||||||
Forward contracts CNH, CAD, EUR, GBP and JPY | 4,578 | 104 | 11 | 3,761 | 11 | 72 | |||||||||||||||||
Forward contracts, fair value hedges | 23,989 | 483 | 1,318 | 15,048 | 72 | 289 | |||||||||||||||||
Total derivative financial instruments | 63,390 | 2,332 | 1,365 | 50,455 | 188 | 734 | |||||||||||||||||
Recognised in the income statement | 483 | 1,318 | 72 | 289 | |||||||||||||||||||
Recognised in other comprehensive income2
|
1,849 | 47 | 116 | 445 | |||||||||||||||||||
1. Average hedge rate for USD cash flow hedges is 640 at the end of 2020 and 654 at the end of 2019.
2. The fair value of cash flow hedges at year-end 2020, DKK 1,802 million, is recognised in other comprehensive income. In addition DKK 418 million in cash flow hedge losses on intangible asset purchases has been incurred for a total 2020 other comprehensive impact of DKK 1,384 million. The DKK 418 million deferred loss was transferred directly from the cash flow hedge reserve to the initial cost of the intangible assets.
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Contractual undiscounted cashflows | 2020 | 2019 | |||||||||||||||||||||||||||||||||
DKK million | Leases | Loans |
Bank overdrafts1
|
Total | Leases |
Bank overdrafts1
|
Total | ||||||||||||||||||||||||||||
Within 1 year | 855 | 5,577 | 1,107 | 7,539 | 847 | 659 | 1,506 | ||||||||||||||||||||||||||||
1-3 years | 1,247 | — | — | 1,247 | 1,424 | — | 1,424 | ||||||||||||||||||||||||||||
3-5 years | 694 | — | — | 694 | 734 | — | 734 | ||||||||||||||||||||||||||||
More than 5 years | 1,241 | — | — | 1,241 | 1,140 | — | 1,140 | ||||||||||||||||||||||||||||
Total contractual undiscounted cash flows
at the end of the year |
4,037 | 5,577 | 1,107 | 10,721 | 4,145 | 659 | 4,804 | ||||||||||||||||||||||||||||
Contractual discounted cash flows included
in the balance sheet at the end of the year |
3,672 | 5,577 | 1,107 | 10,356 | 3,824 | 659 | 4,483 | ||||||||||||||||||||||||||||
Non-current liabilities | 2,897 | — | — | 2,897 | 3,009 | — | 3,009 | ||||||||||||||||||||||||||||
Current liabilities | 775 | 5,577 | 1,107 | 7,459 | 815 | 659 | 1,474 |
Reconciliation of liabilities arising from financing activities | Non-cash movements | |||||||||||||||||||||||||||||||
DKK million | Beginning of the year | Cash flows | Additions | Disposals | Exchange rates | Other | End of the year | |||||||||||||||||||||||||
2020
|
||||||||||||||||||||||||||||||||
Lease liabilities | 3,824 | (950) | 978 | — | (171) | (9) | 3,672 | |||||||||||||||||||||||||
Loans | — | 5,582 | — | — | (5) | — | 5,577 | |||||||||||||||||||||||||
Bank overdrafts1
|
595 | 100 | — | — | (119) | — | 576 | |||||||||||||||||||||||||
Liabilities arising from financing activities | 4,419 | 4,732 | 978 | — | (295) | (9) | 9,825 | |||||||||||||||||||||||||
Bank overdrafts1
|
64 | 467 | — | — | — | — | 531 | |||||||||||||||||||||||||
Total borrowings | 4,483 | 5,199 | 978 | — | (295) | (9) | 10,356 | |||||||||||||||||||||||||
2019
|
||||||||||||||||||||||||||||||||
Lease liabilities | 3,988 | (822) | 640 | (57) | 63 | 12 | 3,824 | |||||||||||||||||||||||||
Bank overdrafts1
|
506 | 81 | — | — | 8 | — | 595 | |||||||||||||||||||||||||
Liabilities arising from financing activities | 4,494 | (741) | 640 | (57) | 71 | 12 | 4,419 | |||||||||||||||||||||||||
Bank overdrafts1
|
9 | 55 | — | — | — | — | 64 | |||||||||||||||||||||||||
Total borrowings | 4,503 | (686) | 640 | (57) | 71 | 12 | 4,483 |
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Cash and cash equivalents | |||||||||||||||||
Cash at bank (note 4.2)
|
12,757 | 15,475 | 15,638 | ||||||||||||||
Borrowings1
|
(531) | (64) | (9) | ||||||||||||||
Cash and cash equivalents | 12,226 | 15,411 | 15,629 | ||||||||||||||
Financial reserves | |||||||||||||||||
Cash and cash equivalents | 12,226 | 15,411 | 15,629 | ||||||||||||||
Undrawn committed credit facility2
|
11,531 | 11,578 | 11,574 | ||||||||||||||
Undrawn bridge facility3
|
5,577 | — | — | ||||||||||||||
Borrowings1, 3
|
(576) | (595) | (506) | ||||||||||||||
Financial reserves4
|
28,758 | 26,394 | 26,697 |
Free cash flow | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Net cash generated from
operating activities |
51,951 | 46,782 | 44,616 | ||||||||||||||
Net cash used in investing activities | (22,436) | (11,509) | (12,080) | ||||||||||||||
Repayment on lease liabilities | (950) | (822) | — | ||||||||||||||
Free cash flow4
|
28,565 | 34,451 | 32,536 | ||||||||||||||
1. Bank overdrafts includes DKK 576 million classified as financing activities (DKK 595 million in 2019) and DKK 531 million classified as cash and cash equivalents (DKK 64 million in 2019).
2. The undrawn committed credit facility comprises a EUR 1,550 million facility (EUR 1,550 million in 2019 and EUR 1,550 million in 2018) committed by a portfolio of international banks. The facility matures in 2024.
3. The undrawn bridge facility included in financial reserves comprises the EUR 750 million (DKK 5,577 million) undrawn portion of EUR 1,500 million bridge facility. The facility is expected to mature in 2021 but the terms provide that the maturity can be extended, at the option of Novo Nordisk, through June 2022. Financial reserves include amounts undrawn under credit facilities and overdrafts where the repayment is not contractually required within 12 months. In accordance with IFRS, the DKK 5,577 million (EUR 750 million) drawn loan has been classified as current borrowings as it is Management's expectation that it will be repaid in 2021.
4. Additional non-IFRS financial measure; please refer to 'Non-IFRS financial measures', which is not part of the audited financial statements.
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DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Inventories | (895) | (1,305) | (963) | ||||||||||||||
Trade receivables | (2,822) | (2,126) | (2,621) | ||||||||||||||
Other receivables and prepayments | (419) | (1,190) | (662) | ||||||||||||||
Trade payables | (641) | (398) | 1,146 | ||||||||||||||
Other liabilities | 1,274 | 1,202 | (348) | ||||||||||||||
Adjustment for payables related to non-current assets | 879 | 295 | 84 | ||||||||||||||
Adjustment related to divestment of Group companies | — | (42) | — | ||||||||||||||
Change in working capital including exchange rate adjustments | (2,624) | (3,564) | (3,364) | ||||||||||||||
Exchange rate adjustments | (1,729) | 176 | (6) | ||||||||||||||
Cash flow change in working capital | (4,353) | (3,388) | (3,370) |
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Reversals of non-cash income statement items | |||||||||||||||||
Interest income and interest expenses, net (note 4.9)
|
53 | 155 | 34 | ||||||||||||||
Capital gain/(loss) on investments, net etc (note 4.9)
|
195 | 145 | (163) | ||||||||||||||
Result of associated company (note 4.9)
|
(149) | 137 | (12) | ||||||||||||||
Share-based payment costs (note 5.1)
|
823 | 363 | 414 | ||||||||||||||
Income from the divestment of Group companies | — | (68) | (122) | ||||||||||||||
Adjustment in non-cash items
related to divestment of group companies |
— | 162 | — | ||||||||||||||
Increase/(decrease) in provisions (note 3.6) and retirement benefit obligations (note 3.5)
|
3,605 | 6,071 | 5,503 | ||||||||||||||
Other | 3,322 | 67 | 444 | ||||||||||||||
Total other non-cash items | 7,849 | 7,032 | 6,098 |
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Financial assets by category | ||||||||||||||
DKK million | 2020 | 2019 | ||||||||||||
Other financial assets1
|
766 | 970 | ||||||||||||
Derivative financial instruments (note 4.3)
|
2,332 | 188 | ||||||||||||
Financial assets at fair value through the income statement | 3,098 | 1,158 | ||||||||||||
Other financial assets1
|
300 | 364 | ||||||||||||
Trade receivables | 11,643 | 12,203 | ||||||||||||
Other receivables and prepayments (current and non-current) | 4,835 | 4,275 | ||||||||||||
– less prepayments and VAT receivables | (4,113) | (3,899) | ||||||||||||
Cash at bank (note 4.5)
|
12,757 | 15,475 | ||||||||||||
Financial assets at amortised cost | 25,422 | 28,418 | ||||||||||||
Trade receivables in a factoring portfolio2
|
16,091 | 12,709 | ||||||||||||
Financial assets at fair value through OCI | 16,091 | 12,709 | ||||||||||||
Total financial assets at the end of the year by category1
|
44,611 | 42,285 | ||||||||||||
1. Financial assets with the exception of other financial assets and non-current part of other receivables and prepayments (DKK 674 million in 2020, DKK 841 million in 2019) are all due within one year. Other financial assets at amortised cost include DKK 280 million which are due in more than five years (DKK 327 million in 2019). Other financial assets measured at fair value through the income statement are minor shareholdings.
|
||||||||||||||
2. Trade receivables which are measured at fair value through OCI, which have no associated loss allowance. Refer to note 3.4. |
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Financial income | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Interest income1
|
337 | 65 | 51 | ||||||||||||||
Foreign exchange gain (net) | 1,142 | — | — | ||||||||||||||
Financial gain from forward contracts (net) | — | — | 1,656 | ||||||||||||||
Financial gain from currency options (net) | — | — | 152 | ||||||||||||||
Capital gain on investments, etc. | — | — | 251 | ||||||||||||||
Result of associated companies | 149 | — | 12 | ||||||||||||||
Total financial income | 1,628 | 65 | 2,122 |
Financial expenses | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Interest expenses1
|
390 | 220 | 85 | ||||||||||||||
Foreign exchange loss (net) | — | 539 | 1,510 | ||||||||||||||
Financial loss from forward contracts (net) | 1,889 | 2,673 | — | ||||||||||||||
Capital loss on investments, etc. | 195 | 145 | 88 | ||||||||||||||
Result of associated companies | — | 137 | — | ||||||||||||||
Other financial expenses | 150 | 281 | 72 | ||||||||||||||
Total financial expenses | 2,624 | 3,995 | 1,755 | ||||||||||||||
1. Total interest income and expenses is measured at amortised cost for financial assets and liabilities. |
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Share-based payment expensed in the income statement | ||||||||||||||
DKK million | 2020 | 2019 | 2018 | |||||||||||
Restricted stock units to employees | 189 | 48 | 204 | |||||||||||
Long-term share-based incentive programme (Management Board)1
|
162 | 86 | 48 | |||||||||||
Long-term share-based incentive programme (management group below Management Board) | 436 | 195 | 145 | |||||||||||
Shares allocated to individual employees | 36 | 34 | 17 | |||||||||||
Share-based payment expensed in the income statement | 823 | 363 | 414 | |||||||||||
1. In 2017 Novo Nordisk introduced, for the first time, a share-based compensation programme with terms which amortises the grant date valuation over four years. The 2020 expense includes amortisation of the 2017, 2018, 2019 and 2020 programmes.
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Outstanding restricted stock units | Total | Restricted stock units to employees | Shares for Management Board | Shares for management group below Management Board | Shares allocated to individual employees | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
2020 | 2019 | 2018 | 2020 | 2019 | 2018 | 2020 | 2019 | 2018 | 2020 | 2019 | 2018 | 2020 | 2019 | 2018 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Outstanding at the beginning of the year | 6,879,198 | 5,584,019 | 4,933,882 | 2,148,580 | 1,521,031 | 1,556,211 | 1,326,080 | 1,228,714 | 1,115,494 | 3,173,185 | 2,665,226 | 2,226,683 | 231,353 | 169,048 | 35,494 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Released allocated shares | (361,844) | (2,553,658) | (825,537) | (29,250) | (1,431,192) | (35,180) | (95,082) | (378,421) | (284,173) | (171,162) | (662,172) | (480,301) | (66,350) | (81,873) | (25,883) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Cancelled allocated shares | (129,713) | (262,596) | (209,308) | — | (89,839) | — | (12,700) | (32,611) | (13,697) | (95,038) | (130,202) | (195,611) | (21,975) | (9,944) | — | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Allocated in the year | 1,425,520 | 4,111,433 | 1,684,982 | — | 2,148,580 | — | 370,038 | 508,398 | 411,090 | 1,011,692 | 1,300,333 | 1,114,455 | 43,790 | 154,122 | 159,437 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Performance adjustment1
|
863,557 | — | — | — | — | — | 239,567 | — | — | 623,990 | — | — | — | — | — | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Outstanding at the end of the year | 8,676,718 | 6,879,198 | 5,584,019 | 2,119,330 | 2,148,580 | 1,521,031 | 1,827,903 | 1,326,080 | 1,228,714 | 4,542,667 | 3,173,185 | 2,665,226 | 186,818 | 231,353 | 169,048 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
1. Number of shares for Management Board and management group below Management board has been adjusted as the sales growth target set by the Board is expected to be exceeded for the 2018, 2019 and 2020 programmes.
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Material transactions with related parties | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Novo Holdings A/S | |||||||||||||||||
Purchase of Novo Nordisk B shares | 5,963 | 4,894 | 4,207 | ||||||||||||||
Sale of NNIT B shares | — | — | (368) | ||||||||||||||
Dividend payment to Novo Holdings A/S | 5,767 | 5,580 | 5,496 | ||||||||||||||
NNIT Group | |||||||||||||||||
Services provided by NNIT | 775 | 941 | 1,052 | ||||||||||||||
Dividend payment from NNIT | (18) | (20) | (19) | ||||||||||||||
Novozymes Group | |||||||||||||||||
Services provided by Novo Nordisk | (113) | (132) | (115) | ||||||||||||||
Services provided by Novozymes | 72 | 103 | 121 | ||||||||||||||
CS Solar Fund XIV | |||||||||||||||||
Purchase of shares by Novo Nordisk | — | 97 | — | ||||||||||||||
Liability for capital commitment1
|
— | 389 | — | ||||||||||||||
Distribution by CS Solar Fund XIV | — | (385) | — | ||||||||||||||
1. The liability disclosed for 2019 related to capital commitment was paid in 2020 (DKK 392 million).
|
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Statutory audit | 26 | 26 | 25 | ||||||||||||||
Audit-related services | 3 | 4 | 3 | ||||||||||||||
Tax advisory services | 9 | 11 | 11 | ||||||||||||||
Other services | 4 | 4 | 3 | ||||||||||||||
Total fee to statutory auditors | 42 | 45 | 42 |
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Activity: | • | Sales and marketing | • | Production | ||||||||||
• | Research and development | • | Services/investments |
Company and country | Percentage of shares owned | Activity | ||||||||||||||||||
Parent company | ||||||||||||||||||||
Novo Nordisk A/S, Denmark | • | • | • | • | ||||||||||||||||
Subsidiaries by geographical area | ||||||||||||||||||||
North America Operations | ||||||||||||||||||||
Novo Nordisk Canada Inc., Canada | 100 | • | ||||||||||||||||||
Novo Nordisk Inc., United States | 100 | • | ||||||||||||||||||
Novo Nordisk North America Operations A/S, Denmark | 100 | • | ||||||||||||||||||
Novo Nordisk Pharmaceutical Industries LP, United States | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma, Inc., United States | 100 | • | ||||||||||||||||||
Novo Nordisk Research Center Indianapolis, Inc., United States | 100 | • | ||||||||||||||||||
Novo Nordisk Research Center Seattle, Inc., United States | 100 | • | ||||||||||||||||||
Novo Nordisk US Bio Production, Inc., United States | 100 | • | ||||||||||||||||||
Novo Nordisk US Commercial Holdings, Inc., United States | 100 | • | ||||||||||||||||||
Novo Nordisk US Holdings Inc., United States | 100 | • | ||||||||||||||||||
Corvidia Therapeutics, Inc., United States | 100 | • | ||||||||||||||||||
Emisphere Technologies, Inc., United States | 100 | • | ||||||||||||||||||
International Operations | ||||||||||||||||||||
Novo Nordisk Pharmaceuticals A/S, Denmark | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma Operations A/S, Denmark | 100 | • | • | |||||||||||||||||
Novo Nordisk Region AAMEO and LATAM A/S, Denmark | 100 | • | ||||||||||||||||||
Novo Nordisk Region Europe A/S, Denmark | 100 | • | ||||||||||||||||||
Novo Nordisk Region Japan & Korea A/S, Denmark | 100 | • | ||||||||||||||||||
EMEA | ||||||||||||||||||||
Aldaph SpA, Algeria | 100 | • | • | |||||||||||||||||
Novo Nordisk Pharma GmbH, Austria | 100 | • | ||||||||||||||||||
S.A. Novo Nordisk Pharma N.V., Belgium | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma d.o.o., Bosnia and Herzegovina | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma EAD, Bulgaria | 100 | • | ||||||||||||||||||
Novo Nordisk Hrvatska d.o.o., Croatia | 100 | • | ||||||||||||||||||
Novo Nordisk s.r.o., Czech Republic | 100 | • | ||||||||||||||||||
Novo Nordisk Denmark A/S, Denmark | 100 | • | ||||||||||||||||||
Novo Nordisk Pharmatech A/S, Denmark | 100 | • | • | |||||||||||||||||
Novo Nordisk Egypt LLC, Egypt | 100 | • | ||||||||||||||||||
Novo Nordisk Farma OY, Finland | 100 | • | ||||||||||||||||||
Novo Nordisk, France | 100 | • | ||||||||||||||||||
Novo Nordisk Production SAS, France | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma GmbH, Germany | 100 | • | ||||||||||||||||||
Novo Nordisk Hellas Epe., Greece | 100 | • | ||||||||||||||||||
Novo Nordisk Hungária Kft., Hungary | 100 | • | ||||||||||||||||||
Novo Nordisk Biopharm Limited, Ireland | 100 | • | • | |||||||||||||||||
Novo Nordisk Limited, Ireland | 100 | • |
Company and country | Percentage of shares owned | Activity | ||||||||||||||||||
Novo Nordisk Ltd, Israel | 100 | • | ||||||||||||||||||
Novo Nordisk S.P.A., Italy | 100 | • | ||||||||||||||||||
Novo Nordisk Kazakhstan LLP, Kazakhstan | 100 | • | ||||||||||||||||||
Novo Nordisk Kenya Ltd., Kenya | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma SARL, Lebanon | 100 | • | ||||||||||||||||||
UAB Novo Nordisk Pharma, Lithuania | 100 | • | ||||||||||||||||||
Novo Nordisk Farma dooel, North Macedonia | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma SAS, Morocco | 100 | • | ||||||||||||||||||
Novo Nordisk B.V., Netherlands | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma Limited, Nigeria | 100 | • | ||||||||||||||||||
Novo Nordisk Norway AS, Norway | 100 | • | ||||||||||||||||||
Novo Nordisk Pharmaceutical Services Sp. z o.o., Poland | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma Sp.z.o.o., Poland | 100 | • | ||||||||||||||||||
Novo Nordisk Comércio Produtos Farmacêuticos Lda., Portugal | 100 | • | ||||||||||||||||||
Novo Nordisk Farma S.R.L., Romania | 100 | • | ||||||||||||||||||
Novo Nordisk Limited Liability Company, Russia | 100 | • | ||||||||||||||||||
Novo Nordisk Production Support LLC, Russia | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma d.o.o. Belgrade (Serbia), Serbia | 100 | • | ||||||||||||||||||
Novo Nordisk Slovakia s.r.o., Slovakia | 100 | • | ||||||||||||||||||
Novo Nordisk, d.o.o., Slovenia | 100 | • | ||||||||||||||||||
Novo Nordisk (Pty) Limited, South Africa | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma S.A., Spain | 100 | • | ||||||||||||||||||
Novo Nordisk Scandinavia AB, Sweden | 100 | • | ||||||||||||||||||
Novo Nordisk Health Care AG, Switzerland | 100 | • | • | |||||||||||||||||
Novo Nordisk Pharma AG, Switzerland | 100 | • | ||||||||||||||||||
Novo Nordisk Tunisie SARL, Tunisia | 100 | • | ||||||||||||||||||
Novo Nordisk Saglik Ürünleri Tic. Ltd. Sti., Turkey | 100 | • | ||||||||||||||||||
Novo Nordisk Ukraine, LLC, Ukraine | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma Gulf FZ-LLC, United Arab Emirates | 100 | • | ||||||||||||||||||
Novo Nordisk Holding Limited, United Kingdom | 100 | • | ||||||||||||||||||
Novo Nordisk Limited, United Kingdom | 100 | • | ||||||||||||||||||
Ziylo Limited, United Kingdom | 100 | • | ||||||||||||||||||
Region China | ||||||||||||||||||||
Novo Nordisk (China) Pharmaceuticals Co., Ltd., China | 100 | • | • | |||||||||||||||||
Novo Nordisk Region China A/S, Denmark | 100 | • | ||||||||||||||||||
Beijing Novo Nordisk Pharmaceuticals Science & Technology Co., Ltd., China | 100 | • | ||||||||||||||||||
Novo Nordisk Hong Kong Limited, Hong Kong | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma (Taiwan) Ltd., Taiwan | 100 | • |
Company and country | Percentage of shares owned | Activity | ||||||||||||||||||
Rest of World | ||||||||||||||||||||
Novo Nordisk Pharma Argentina S.A., Argentina | 100 | • | ||||||||||||||||||
Novo Nordisk Pharmaceuticals Pty. Ltd., Australia | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma (Private) Limited, Bangladesh | 100 | • | ||||||||||||||||||
Novo Nordisk Produção Farmacêutica do Brasil Ltda., Brazil | 100 | • | ||||||||||||||||||
Novo Nordisk Farmacêutica do Brasil Ltda., Brazil | 100 | • | ||||||||||||||||||
Novo Nordisk Farmacéutica Limitada, Chile | 100 | • | ||||||||||||||||||
Novo Nordisk Colombia SAS, Colombia | 100 | • | ||||||||||||||||||
Novo Nordisk India Private Limited, India | 100 | • | ||||||||||||||||||
Novo Nordisk Service Centre (India) Pvt. Ltd., India | 100 | • | ||||||||||||||||||
PT. Novo Nordisk Indonesia, Indonesia | 100 | • | ||||||||||||||||||
Novo Nordisk Pars, Iran | 100 | • | • | |||||||||||||||||
Novo Nordisk Pharma Ltd., Japan | 100 | • | • | |||||||||||||||||
Novo Nordisk Pharma (Malaysia) Sdn Bhd, Malaysia | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma Operations (Business Area) Sdn Bhd, Malaysia | 100 | • | ||||||||||||||||||
Novo Nordisk Mexico S.A. de C.V., Mexico | 100 | • | ||||||||||||||||||
Novo Nordisk Pharmaceuticals Ltd., New Zealand | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma (Private) Limited, Pakistan | 100 | • | ||||||||||||||||||
Novo Nordisk Panama S.A., Panama | 100 | • | ||||||||||||||||||
Novo Nordisk Peru S.A.C., Peru | 100 | • | ||||||||||||||||||
Novo Nordisk Pharmaceuticals (Philippines) Inc., Philippines | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma (Singapore) Pte Ltd., Singapore | 100 | • | ||||||||||||||||||
Novo Investment Pte Limited, Singapore | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma Korea Ltd., South Korea | 100 | • | ||||||||||||||||||
Novo Nordisk Lanka (PVT) Ltd, Sri Lanka | 100 | • | ||||||||||||||||||
Novo Nordisk Pharma (Thailand) Ltd., Thailand | 93 | • | ||||||||||||||||||
Novo Nordisk Venezuela Casa de Representación C.A., Venezuela | 100 | • | ||||||||||||||||||
Other subsidiaries and associated companies | ||||||||||||||||||||
NNE A/S, Denmark | 100 | • | ||||||||||||||||||
NNIT A/S, Denmark | 18 | • | ||||||||||||||||||
Churchill Stateside Solar Fund XIV, LLC, United States | 99 | • |
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Sales in constant exchange rates | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Net sales IFRS
|
126,946 | 122,021 | 111,831 | ||||||||||||||
Effect of exchange rate | 3,254 | (3,923) | 5,043 | ||||||||||||||
Sales in constant exchange rates | 130,200 | 118,098 | 116,874 | ||||||||||||||
Net sales previous year | 122,021 | 111,831 | 111,696 | ||||||||||||||
% increase/(decrease) in reported currencies | 4.0 | % | 9.1 | % | 0.1 | % | |||||||||||
% increase/(decrease) in constant exchange rates | 6.7 | % | 5.6 | % | 4.6 | % |
Operating profit in constant exchange rates | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Operating profit IFRS
|
54,126 | 52,483 | 47,248 | ||||||||||||||
Effect of exchange rate | 1,930 | (2,607) | 3,098 | ||||||||||||||
Operating profit in constant exchange rates | 56,056 | 49,876 | 50,346 | ||||||||||||||
Operating profit previous year | 52,483 | 47,248 | 48,967 | ||||||||||||||
% increase/(decrease) in reported currencies | 3.1 | % | 11.1 | % | (3.5 | %) | |||||||||||
% increase/(decrease) in constant exchange rates | 6.8 | % | 5.6 | % | 2.8 | % |
Operating profit/equity in % | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Operating profit IFRS
|
54,126 | 52,483 | 47,248 | ||||||||||||||
/ Equity IFRS
|
63,325 | 57,593 | 51,839 | ||||||||||||||
Operating profit/equity in % | 85.5 | % | 91.1 | % | 91.1 | % |
Operating profit after tax to net operating assets | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Operating profit after tax | 42,922 | 42,091 | 38,318 | ||||||||||||||
/ Average net operating assets | 51,824 | 42,940 | 32,832 | ||||||||||||||
Operating profit after tax to net operating assets in % | 82.8 | % | 98.0 | % | 116.7 | % |
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Operating profit IFRS
|
54,126 | 52,483 | 47,248 | ||||||||||||||
Tax on operating profit (using effective tax rate) | (11,204) | (10,392) | (8,930) | ||||||||||||||
Operating profit after tax | 42,922 | 42,091 | 38,318 |
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DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Intangible assets | 20,657 | 5,835 | 5,145 | ||||||||||||||
Property, plant and equipment | 50,269 | 50,551 | 41,891 | ||||||||||||||
Deferred income tax assets | 5,865 | 4,121 | 2,893 | ||||||||||||||
Other receivables and prepayments (non-current) | 674 | 841 | — | ||||||||||||||
Inventories | 18,536 | 17,641 | 16,336 | ||||||||||||||
Trade receivables | 27,734 | 24,912 | 22,786 | ||||||||||||||
Tax receivables | 289 | 806 | 1,013 | ||||||||||||||
Other receivables and prepayments (current) | 4,161 | 3,434 | 3,090 | ||||||||||||||
Deferred tax liabilities | (2,502) | (80) | (118) | ||||||||||||||
Retirement benefit obligations | (1,399) | (1,334) | (1,256) | ||||||||||||||
Provisions (non-current) | (4,526) | (4,613) | (3,392) | ||||||||||||||
Trade payables | (5,717) | (6,358) | (6,756) | ||||||||||||||
Tax payables | (3,913) | (4,212) | (4,610) | ||||||||||||||
Other liabilities | (17,005) | (15,085) | (14,098) | ||||||||||||||
Provisions (current) | (34,814) | (31,120) | (26,161) | ||||||||||||||
Net operating assets | 58,309 | 45,339 | 36,763 | ||||||||||||||
Average net operating assets1
|
51,824 | 42,940 | 32,832 | ||||||||||||||
1. Average net operating assets for 2019 was calculated based on an adjusted net operating assets figure for 2018, which was adjusted by the right-of-use assets of DKK 3,778 million as of 1 January 2019, following the implementation of IFRS 16. As a consequence, the net operating assets figure for 2018 was adjusted to DKK 40,541 million for the calculation of the average net operating assets for 2019. |
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Equity | 63,325 | 57,593 | 51,839 | ||||||||||||||
Investment in associated companies | (582) | (474) | (531) | ||||||||||||||
Other financial assets | (1,066) | (1,334) | (1,242) | ||||||||||||||
Derivative financial instruments | (2,332) | (188) | (204) | ||||||||||||||
Cash at bank | (12,757) | (15,475) | (15,638) | ||||||||||||||
Borrowings – non-current | 2,897 | 3,009 | — | ||||||||||||||
Borrowings – current | 7,459 | 1,474 | 515 | ||||||||||||||
Derivative financial instruments | 1,365 | 734 | 2,024 | ||||||||||||||
Net operating assets | 58,309 | 45,339 | 36,763 |
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Cash and cash equivalents IFRS
|
12,226 | 15,411 | 15,629 | ||||||||||||||
Undrawn committed credit facility | 11,531 | 11,578 | 11,574 | ||||||||||||||
Undrawn bridge facility2
|
5,577 | — | — | ||||||||||||||
Borrowings2
|
(576) | (595) | (506) | ||||||||||||||
Financial reserves2
|
28,758 | 26,394 | 26,697 | ||||||||||||||
2. Financial reserves include amounts undrawn under credit facilities and overdrafts where the repayment of such facilities or overdrafts is not contractually required within 12 months of the balance sheet date. Financial reserves include the DKK 5,577 million (EUR 750 million) undrawn portion of a bridge facility as the terms of the facility provide that the maturity can be extended, at the option of Novo Nordisk, through June 2022. In accordance with IFRS, the DKK 5,577 million (EUR 750 million) drawn portion of the bridge facility has nevertheless been classified as current debt as it is Management’s expectation that the facility will be repaid in 2021. |
Free cash flow | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Net cash generated from operating activities IFRS
|
51,951 | 46,782 | 44,616 | ||||||||||||||
Net cash used in investing activities IFRS
|
(22,436) | (11,509) | (12,080) | ||||||||||||||
Repayment on lease liabilities IFRS
|
(950) | (822) | — | ||||||||||||||
Free cash flow | 28,565 | 34,451 | 32,536 |
Cash flow from operating activities/net profit in % | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Net cash generated from operating activities IFRS
|
51,951 | 46,782 | 44,616 | ||||||||||||||
/ Net profit IFRS
|
42,138 | 38,951 | 38,628 | ||||||||||||||
Cash flow from operating activities/net profit in % | 123.3 | % | 120.1 | % | 115.5 | % |
Cash to earnings | |||||||||||||||||
DKK million | 2020 | 2019 | 2018 | ||||||||||||||
Free cash flow | 28,565 | 34,451 | 32,536 | ||||||||||||||
/ Net profit IFRS
|
42,138 | 38,951 | 38,628 | ||||||||||||||
Cash to earnings | 67.8 | % | 88.4 | % | 84.2 | % |
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Note | 2020 | 2019 | 2018 | |||||||||||||||||
Environmental performance | ||||||||||||||||||||
Resources | ||||||||||||||||||||
Energy consumption for operations (1,000 GJ) | 7.1 | 3,191 | 2,993 | 3,099 | ||||||||||||||||
Share of renewable power for production sites | 7.1 | 100% | 76% | 77% | ||||||||||||||||
Water consumption for production sites (1,000 m3)
|
7.2 | 3,368 | 3,149 | 3,101 | ||||||||||||||||
Emissions and waste | ||||||||||||||||||||
CO2 emissions from operations and transportation (1,000 tonnes)
|
7.3 | 170 | 306 | 278 | ||||||||||||||||
Waste from production sites (1,000 tonnes) | 7.4 | 141 | 124 | 142 | ||||||||||||||||
Social performance | ||||||||||||||||||||
Patients | ||||||||||||||||||||
Patients reached with Novo Nordisk's Diabetes care products (estimate in millions) | 8.1 | 32.8 | 30.0 | 29.2 | ||||||||||||||||
– Hereof reached via the Novo Nordisk Access to Insulin Commitment (estimate in millions) | 8.1 | 3.2 | 2.9 | 0.3 | ||||||||||||||||
Children reached through the Changing Diabetes in Children programme (CDiC) (cumulative) | 8.1 | 28,296 | 25,695 | 22,876 | ||||||||||||||||
Donations and other contributions (DKK million) | 8.2 | 158 | 105 | 103 | ||||||||||||||||
Employees | ||||||||||||||||||||
Employees (total) | 8.3 | 45,323 | 43,258 | 43,202 | ||||||||||||||||
Employee turnover | 8.3 | 7.9% | 11.4% | 11.7% | ||||||||||||||||
Employee engagement1
|
8.3 | N/A | 91% | 91% | ||||||||||||||||
Frequency of occupational accidents (number per million working hours) | 8.4 | 1.3 | 2.2 | 2.4 | ||||||||||||||||
Other | ||||||||||||||||||||
Animals purchased for research | 8.5 | 50,036 | 49,637 | 65,593 | ||||||||||||||||
Gender in management (ratio men:women) | 8.6 | 59:41 | 60:40 | 60:40 | ||||||||||||||||
Gender in BoD (ratio men:women) | 8.6 | 62:38 | 62:38 | 67:33 | ||||||||||||||||
Governance performance | ||||||||||||||||||||
Relevant employees trained in business ethics | 9.1 | 99% | 99% | 99% | ||||||||||||||||
Business ethics reviews | 9.1 | 32 | 34 | 33 | ||||||||||||||||
Facilitations of the Novo Nordisk Way (total) | 9.2 | 26 | 32 | 63 | ||||||||||||||||
Supplier audits | 9.3 | 177 | 236 | 294 | ||||||||||||||||
Product recalls | 9.4 | — | 4 | 3 | ||||||||||||||||
Failed inspections | 9.5 | — | — | — | ||||||||||||||||
Company trust (scale 0–100) | 9.6 | 80.6 | 78.2 | 84.5 | ||||||||||||||||
Total tax contribution (DKK million) | 9.7 | 26,376 | 27,527 | 25,825 | ||||||||||||||||
Breaches of environmental regulatory limit values | 9.8 | 15 | 16 | 27 | ||||||||||||||||
1. Due to COVID-19, the annual employee engagement survey was replaced with more frequent and dynamic surveys tailored to local needs to ensure a continuous check-in with employees throughout 2020.
|
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Energy consumption for operations | ||||||||||||||
1,000 GJ | 2020 | 2019 | 2018 | |||||||||||
Production | 2,718 | 2,458 | 2,502 | |||||||||||
Office buildings and laboratories | 473 | 535 | 597 | |||||||||||
Total energy consumption | 3,191 | 2,993 | 3,099 |
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Waste from production sites | |||||||||||||||||
1,000 tonnes | 2020 | 2019 | 2018 | ||||||||||||||
Organic residues1
|
108 | 89 | 93 | ||||||||||||||
Other (paper, cardboard, metals, etc.) | 8 | 8 | 12 | ||||||||||||||
Total recycling | 116 | 97 | 105 | ||||||||||||||
Ethanol waste2
|
9 | 13 | 22 | ||||||||||||||
Other (various combustible waste) | 6 | 5 | 6 | ||||||||||||||
Total waste with energy recovery3
|
15 | 18 | 28 | ||||||||||||||
Water waste | 5 | 5 | 4 | ||||||||||||||
Other | 4 | 3 | 4 | ||||||||||||||
Total waste with no energy recovery4
|
9 | 8 | 8 | ||||||||||||||
Total waste to landfill | 1 | 1 | 1 | ||||||||||||||
Total waste | 141 | 124 | 142 |
Donations and other contributions | ||||||||||||||
2020 | 2019 | 2018 | ||||||||||||
World Diabetes Foundation (WDF) | 138 | 86 | 85 | |||||||||||
Novo Nordisk Haemophilia Foundation (NNHF) | 20 | 19 | 18 | |||||||||||
Total donations and other contributions | 158 | 105 | 103 |
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Employees | |||||||||||||||||
Number | 2020 | 2019 | 2018 | ||||||||||||||
North America Operations | 6,213 | 6,190 | 6,093 | ||||||||||||||
International Operations: | 39,110 | 37,068 | 37,109 | ||||||||||||||
EMEA (Europe, the Middle East and Africa) | 24,600 | 23,540 | 24,517 | ||||||||||||||
- of which in Denmark | 17,538 | 16,747 | 17,461 | ||||||||||||||
China (Mainland China, Hong Kong, Taiwan) | 5,548 | 5,263 | 4,636 | ||||||||||||||
Rest of World (all other countries) | 8,962 | 8,265 | 7,956 | ||||||||||||||
Total employees | 45,323 | 43,258 | 43,202 | ||||||||||||||
Full-time employees | 44,723 | 42,703 | 42,672 |
Animals purchased | ||||||||||||||
Number | 2020 | 2019 | 2018 | |||||||||||
Mice, rats and other rodents | 38,850 | 48,081 | 63,547 | |||||||||||
Pigs | 783 | 880 | 1,023 | |||||||||||
Rabbits | 239 | 349 | 641 | |||||||||||
Dogs | 91 | 157 | 100 | |||||||||||
Non-human primates | 264 | 168 | 278 | |||||||||||
Fish (larvae) | 9,804 | — | — | |||||||||||
Other vertebrates | 5 | 2 | 4 | |||||||||||
Total animals purchased | 50,036 | 49,637 | 65,593 |
Gender in management | |||||||||||||||||
Ratio men:women | 2020 | 2019 | 2018 | ||||||||||||||
EVP, SVP | 76:24 | 82:18 | 87:13 | ||||||||||||||
CVP, VP, GM | 64:36 | 66:34 | 66:34 | ||||||||||||||
Director, Manager, Team Leader | 58:42 | 59:41 | 60:40 | ||||||||||||||
Gender in management (overall) | 59:41 | 60:40 | 60:40 | ||||||||||||||
Gender in BoD | 62:38 | 62:38 | 67:33 |
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Supplier audits | ||||||||||||||
Number | 2020 | 2019 | 2018 | |||||||||||
Responsible sourcing audits | 7 | 27 | 19 | |||||||||||
Quality audits | 170 | 209 | 275 | |||||||||||
Total supplier audits | 177 | 236 | 294 |
Company trust | ||||||||||||||
Scale 0-100 | 2020 | 2019 | 2018 | |||||||||||
People with diabetes | 80.4 | 78.1 | 78.6 | |||||||||||
General practitioners | 76.1 | 75.3 | 85.7 | |||||||||||
Diabetes specialists | 85.2 | 81.3 | 89.2 | |||||||||||
Total score (average) | 80.6 | 78.2 | 84.5 |
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Total tax contribution | 2020 | 2019 | 2018 | ||||||||||||||
DKK million | Taxes borne | Taxes collect-ed | |||||||||||||||
Corporate income taxes paid | 10,106 | 3,471 | 13,577 | 14,392 | 13,006 | ||||||||||||
Employment taxes | 1,549 | 8,039 | 9,588 | 9,638 | 9,427 | ||||||||||||
Indirect taxes | 1,307 | 1,190 | 2,497 | 2,610 | 2,257 | ||||||||||||
Other taxes | 714 | — | 714 | 887 | 1,135 | ||||||||||||
Total | 13,676 | 12,700 | 26,376 | 27,527 | 25,825 |
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Registered Executive Management | Board of Directors | |||||||||||||||||||||||||
Lars Fruergaard Jørgensen
President and CEO |
Karsten Munk Knudsen
CFO |
Helge Lund
Chair |
Jeppe Christiansen
Vice chair |
Brian Daniels
|
||||||||||||||||||||||
Monique Carter
|
Camilla Sylvest
|
Laurence Debroux
|
Andreas Fibig
|
Sylvie Grégoire
|
||||||||||||||||||||||
Mads Krogsgaard Thomsen
|
Henrik Wulff
|
Liz Hewitt
|
Mette Bøjer Jensen
|
Kasim Kutay
|
||||||||||||||||||||||
Anne Marie Kverneland
|
Martin Mackay
|
|||||||||||||||||||||||||
Thomas Rantzau
|
Stig Strøbæk
|
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Key audit matter | How our audit addressed the key audit matter | |||||||
Revenue recognition relating to rebates and discounts in the US business | ||||||||
The Group sells to various customers in the US, which can fall under certain commercial and government mandated contracts and reimbursement arrangements, of which the most significant are Managed Care, Medicare, Medicaid and charge-backs to wholesalers.
These arrangements result in deductions to gross sales in arriving at net sales and give rise to obligations for the Group to provide customers with rebates, discounts and allowances, which for unsettled amounts are recognised as an accrual.
We focused on this area because rebates, discounts and allowances are complex and because establishing an appropriate accrual requires significant judgement and estimation by Management. This judgement is particularly complex in a US healthcare environment in which competitive pricing pressure and product discounting are growing trends.
Refer to Note 2.1 and Note 3.6.
|
We obtained Management’s calculations for accruals under applicable schemes and assessed the significance of assumptions applied by comparing them to the stated commercial policies, the terms of the applicable contracts, third party data and historical levels of paid rebates and discounts in the US business.
We compared the assumptions to contracted prices, historical rebates, discounts, allowances and to current payment trends. We also considered the historical accuracy of the Group’s estimates. We formed an independent assessment of the most significant elements of the accrual at 31 December 2020 using third party data and compared this expectation to the actual accrual recognised. |
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Mogens Nørgaard Mogensen | Mads Melgaard | ||||
State Authorised Public Accountant | State Authorised Public Accountant | ||||
mne21404 | mne34354 |
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Mogens Nørgaard Mogensen | Mads Melgaard | ||||
State Authorised Public Accountant
mne21404 |
State Authorised Public Accountant
mne34354 |
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DKK million | Note | 2020 | 2019 | ||||||||||||||
Net sales | 2 | 100,940 | 93,440 | ||||||||||||||
Cost of goods sold | 3 | 20,662 | 17,940 | ||||||||||||||
Gross profit | 80,278 | 75,500 | |||||||||||||||
Sales and distribution costs | 3 | 26,673 | 23,619 | ||||||||||||||
Research and development costs | 3 | 14,524 | 12,858 | ||||||||||||||
Administrative costs | 3 | 1,913 | 1,837 | ||||||||||||||
Other operating income, net | 1,976 | 2,204 | |||||||||||||||
Operating profit | 39,144 | 39,390 | |||||||||||||||
Profit in subsidiaries, net of tax | 8 | 10,394 | 10,497 | ||||||||||||||
Financial income | 4 | 2,144 | 485 | ||||||||||||||
Financial expenses | 4 | 2,238 | 3,707 | ||||||||||||||
Profit before income taxes | 49,444 | 46,665 | |||||||||||||||
Income taxes | 7,285 | 7,413 | |||||||||||||||
Net profit | 42,159 | 39,252 |
DKK million | Note | 2020 | 2019 | ||||||||||||||
Assets | |||||||||||||||||
Intangible assets | 6 | 7,938 | 3,428 | ||||||||||||||
Property, plant and equipment | 7 | 25,322 | 24,724 | ||||||||||||||
Financial assets | 8 | 43,598 | 33,876 | ||||||||||||||
Deferred income tax assets | 5 | — | 95 | ||||||||||||||
Other receivables and prepayments | 218 | 239 | |||||||||||||||
Total non-current assets | 77,076 | 62,362 | |||||||||||||||
Raw materials | 2,781 | 2,357 | |||||||||||||||
Work in progress | 10,647 | 9,761 | |||||||||||||||
Finished goods | 2,246 | 2,590 | |||||||||||||||
Inventories | 15,674 | 14,708 | |||||||||||||||
Trade receivables | 1,523 | 1,687 | |||||||||||||||
Amounts owed by affiliated companies | 15,893 | 14,302 | |||||||||||||||
Tax receivables | — | 295 | |||||||||||||||
Other receivables and prepayments | 2,353 | 1,340 | |||||||||||||||
Receivables | 19,769 | 17,624 | |||||||||||||||
Derivative financial instruments | 9 | 2,332 | 188 | ||||||||||||||
Cash at bank | 11,509 | 14,067 | |||||||||||||||
Total current assets | 49,284 | 46,587 | |||||||||||||||
Total assets | 126,360 | 108,949 |
DKK million | Note | 2020 | 2019 | ||||||||||||||
Equity and liabilities | |||||||||||||||||
Share capital | 470 | 480 | |||||||||||||||
Net revaluation reserve according to the equity method | 9,749 | 15,340 | |||||||||||||||
Development costs reserve | 959 | 811 | |||||||||||||||
Reserve for cash flow hedge | 1,617 | (323) | |||||||||||||||
Retained earnings | 50,241 | 41,124 | |||||||||||||||
Total equity | 63,036 | 57,432 | |||||||||||||||
Borrowings | 10 | 596 | 715 | ||||||||||||||
Deferred income tax liabilities | 5 | 523 | — | ||||||||||||||
Other provisions | 11 | 1,348 | 995 | ||||||||||||||
Total non-current liabilities | 2,467 | 1,710 | |||||||||||||||
Borrowings | 10 | 6,275 | 165 | ||||||||||||||
Derivative financial instruments | 9 | 1,365 | 734 | ||||||||||||||
Trade payables | 2,910 | 2,673 | |||||||||||||||
Amounts owed to affiliated companies | 40,931 | 40,754 | |||||||||||||||
Tax payables | 3,114 | 74 | |||||||||||||||
Other liabilities | 11 | 6,262 | 5,407 | ||||||||||||||
Total current liabilities | 60,857 | 49,807 | |||||||||||||||
Total liabilities | 63,324 | 51,517 | |||||||||||||||
Total equity and liabilities | 126,360 | 108,949 |
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|
DKK million |
Share
capital |
Net
revaluation reserve |
Reserve for cash flow hedges |
Develop-
ment costs reserve |
Retained
earnings |
2020 | 2019 | ||||||||||||||||||||||
Balance at the beginning of the year | 480 | 15,340 | (323) | 811 | 41,124 | 57,432 | 51,505 | ||||||||||||||||||||||
Appropriated from net profit | 24,995 | 24,995 | 15,377 | ||||||||||||||||||||||||||
Appropriated from net profit to net revaluation reserve | (3,902) | (3,902) | 4,224 | ||||||||||||||||||||||||||
Exchange rate adjustments of investments in subsidiaries | (1,689) | (1,689) | 226 | ||||||||||||||||||||||||||
Effect of cash flow hedges transferred to the income statement | 1,940 | 1,940 | 1,506 | ||||||||||||||||||||||||||
Fair value adjustments of cash flow hedges for the year | — | (323) | |||||||||||||||||||||||||||
Development costs | 148 | (148) | — | — | |||||||||||||||||||||||||
Other adjustments | (179) | (179) | (155) | ||||||||||||||||||||||||||
Transactions with owners: | |||||||||||||||||||||||||||||
Total dividend for the year | 21,066 | 21,066 | 19,651 | ||||||||||||||||||||||||||
Interim dividends paid during the year | (7,570) | (7,570) | (7,100) | ||||||||||||||||||||||||||
Dividends paid for prior year | (12,551) | (12,551) | (12,309) | ||||||||||||||||||||||||||
Reduction of the B share capital | (10) | 10 | — | — | |||||||||||||||||||||||||
Purchase of treasury shares | (16,855) | (16,855) | (15,334) | ||||||||||||||||||||||||||
Share-based payments (note 3) | 327 | 327 | 148 | ||||||||||||||||||||||||||
Tax related to restricted stock units | 22 | 22 | 16 | ||||||||||||||||||||||||||
Balance at the end of the year | 470 | 9,749 | 1,617 | 959 | 50,241 | 63,036 | 57,432 | ||||||||||||||||||||||
Proposed appropriation of net profit: | |||||||||||||||||||||||||||||
Interim dividend for the year | 7,570 | 7,100 | |||||||||||||||||||||||||||
Final dividend for the year | 13,496 | 12,551 | |||||||||||||||||||||||||||
Appropriated to net revaluation reserve | (3,902) | 4,224 | |||||||||||||||||||||||||||
Transferred to retained earnings | 24,995 | 15,377 | |||||||||||||||||||||||||||
Distribution of net profit | 42,159 | 39,252 |
Financial statements of the parent company | Novo Nordisk Annual Report 2020 / |
96
|
DKK million | 2020 | 2019 | ||||||||||||
Sales by business segment | ||||||||||||||
Diabetes and Obesity care | 100,741 | 93,192 | ||||||||||||
Biopharm | 199 | 248 | ||||||||||||
Total sales | 100,940 | 93,440 | ||||||||||||
Sales by geographical segment | ||||||||||||||
North America Operations | 52,054 | 50,326 | ||||||||||||
International Operations: | ||||||||||||||
EMEA | 25,124 | 22,941 | ||||||||||||
China | 12,554 | 10,326 | ||||||||||||
Rest of World | 11,208 | 9,847 | ||||||||||||
Total sales | 100,940 | 93,440 |
DKK million | 2020 | 2019 | ||||||||||||
Wages and salaries | 11,503 | 10,668 | ||||||||||||
Share-based payment costs | 327 | 148 | ||||||||||||
Pensions | 1,045 | 1,009 | ||||||||||||
Other social security contributions | 176 | 197 | ||||||||||||
Other employee costs | 299 | 393 | ||||||||||||
Total employee costs in the income statement | 13,350 | 12,415 | ||||||||||||
Average number of full-time employees | 15,782 | 15,550 | ||||||||||||
Year-end number of full-time employees | 16,151 | 15,442 |
DKK million | 2020 | 2019 | ||||||||||||
Interest income relating to subsidiaries | 263 | 432 | ||||||||||||
Result of associated company | 21 | 36 | ||||||||||||
Foreign exchange gain (net) | 1,751 | — | ||||||||||||
Other financial income | 109 | 17 | ||||||||||||
Total financial income | 2,144 | 485 | ||||||||||||
Interest expenses relating to subsidiaries | 137 | 588 | ||||||||||||
Foreign exchange loss (net) | — | 426 | ||||||||||||
Financial loss from forward contracts (net) | 1,777 | 2,470 | ||||||||||||
Other financial expenses | 324 | 223 | ||||||||||||
Total financial expenses | 2,238 | 3,707 |
Financial statements of the parent company | Novo Nordisk Annual Report 2020 / |
97
|
DKK million | 2020 | 2019 | ||||||||||||
Net deferred tax asset/(liability) at the beginning of the year | 95 | (137) | ||||||||||||
Income/(charge) to the income statement | (18) | 460 | ||||||||||||
Income/(charge) to equity | (600) | (228) | ||||||||||||
Net deferred tax asset/(liability) at the end of the year | (523) | 95 |
DKK million | 2020 | 2019 | ||||||||||||
Cost at the beginning of the year | 6,065 | 4,887 | ||||||||||||
Additions during the year | 5,165 | 1,190 | ||||||||||||
Disposals during the year | (153) | (12) | ||||||||||||
Cost at the end of the year | 11,077 | 6,065 | ||||||||||||
Amortisation at the beginning of the year | 2,637 | 2,088 | ||||||||||||
Amortisation during the year | 306 | 271 | ||||||||||||
Impairment losses for the year | 349 | 290 | ||||||||||||
Amortisation and impairment losses reversed on disposals during the year | (153) | (12) | ||||||||||||
Amortisation at the end of the year | 3,139 | 2,637 | ||||||||||||
Carrying amount at the end of the year | 7,938 | 3,428 |
DKK million |
Land and
buildings |
Plant and
machinery |
Other
equipment |
Assets under
con-struction |
2020 | 2019 | ||||||||||||||||||||
Cost at the beginning of the year | 20,757 | 20,816 | 3,732 | 4,240 | 49,545 | 47,292 | ||||||||||||||||||||
Change of accounting policy for leases | — | — | — | — | — | 1,010 | ||||||||||||||||||||
Additions during the year | 152 | 581 | 123 | 2,233 | 3,089 | 2,021 | ||||||||||||||||||||
Disposals during the year | (69) | (526) | (40) | (16) | (651) | (778) | ||||||||||||||||||||
Transfer from/(to) other items | 1,254 | 1,476 | 198 | (2,928) | — | — | ||||||||||||||||||||
Cost at the end of the year | 22,094 | 22,347 | 4,013 | 3,529 | 51,983 | 49,545 | ||||||||||||||||||||
Depreciation and impairment losses at the beginning of the year | 8,352 | 14,367 | 2,102 | — | 24,821 | 23,151 | ||||||||||||||||||||
Depreciation for the year | 1,023 | 1,038 | 326 | — | 2,387 | 2,283 | ||||||||||||||||||||
Impairment losses for the year | 8 | 69 | 4 | 16 | 97 | 164 | ||||||||||||||||||||
Depreciation reversed on disposals during the year | (69) | (520) | (39) | (16) | (644) | (777) | ||||||||||||||||||||
Depreciation and impairment losses at the end of the year | 9,314 | 14,954 | 2,393 | — | 26,661 | 24,821 | ||||||||||||||||||||
Carrying amount at the end of the year | 12,780 | 7,393 | 1,620 | 3,529 | 25,322 | 24,724 | ||||||||||||||||||||
Of which related to leased property, plant and equipment | 709 | — | 54 | — | 763 | 877 | ||||||||||||||||||||
Leased property, plant and equipment primarily relates to lease of office buildings, warehouses, laboratories and vehicles. |
Financial statements of the parent company | Novo Nordisk Annual Report 2020 / |
98
|
DKK million |
Invest-
ments in subsi- diaries |
Amounts
owed by affiliated companies |
Invest-
ment in associated company |
Other
securities and invest-ments |
2020 | 2019 | ||||||||||||||||||||
Cost at the beginning of the year | 8,933 | 8,257 | 105 | 1,198 | 18,493 | 17,277 | ||||||||||||||||||||
Investments during the year | 21,816 | 7,789 | 24 | 29,629 | 5,409 | |||||||||||||||||||||
Divestments and repayments during the year | (1,575) | (11,999) | (2) | (13,576) | (4,193) | |||||||||||||||||||||
Cost at the end of the year | 29,174 | 4,047 | 105 | 1,220 | 34,546 | 18,493 | ||||||||||||||||||||
Value adjustments at the beginning of the year | 28,652 | 267 | 108 | (224) | 28,803 | 28,952 | ||||||||||||||||||||
Profit/(loss) before tax | 18,187 | 18,187 | 16,514 | |||||||||||||||||||||||
Share of result after tax in associated company | 21 | 21 | 36 | |||||||||||||||||||||||
Income taxes on profit for the year | (3,748) | (3,748) | (2,226) | |||||||||||||||||||||||
Market value adjustment | (171) | (171) | (187) | |||||||||||||||||||||||
Dividends received | (16,767) | (18) | (16,785) | (6,320) | ||||||||||||||||||||||
Divestments during the year | (3) | (3) | — | |||||||||||||||||||||||
Effect of exchange rate adjustment | (2,537) | (512) | (54) | (3,103) | 450 | |||||||||||||||||||||
Other adjustments | 2,468 | 2,468 | (215) | |||||||||||||||||||||||
Transfer between unrealised internal profit and value adjustment | — | (8,201) | ||||||||||||||||||||||||
Value adjustments at the end of the year | 26,255 | (245) | 111 | (452) | 25,669 | 28,803 | ||||||||||||||||||||
Unrealised internal profit at the beginning of the year | (13,420) | (13,420) | (17,760) | |||||||||||||||||||||||
Unrealised internal profit movements in the year | (4,045) | (4,045) | (3,791) | |||||||||||||||||||||||
Effect of exchange rate adjustment | 848 | 848 | (70) | |||||||||||||||||||||||
Transfer between unrealised internal profit and value adjustment | — | 8,201 | ||||||||||||||||||||||||
Unrealised internal profit at the end of the year | (16,617) | — | — | — | (16,617) | (13,420) | ||||||||||||||||||||
Carrying amount at the end of the year | 38,812 | 3,802 | 216 | 768 | 43,598 | 33,876 |
Financial statements of the parent company | Novo Nordisk Annual Report 2020 / |
99
|
DKK million | 2020 | 2019 | ||||||||||||
Within 1 year | 6,275 | 165 | ||||||||||||
1-5 years | 470 | 523 | ||||||||||||
More than 5 years | 126 | 192 | ||||||||||||
Total borrowings | 6,871 | 880 |
DKK million | 2020 | 2019 | ||||||||||||
Statutory audit | 8 | 8 | ||||||||||||
Audit-related services | 3 | 3 | ||||||||||||
Tax advisory services | 5 | 6 | ||||||||||||
Other services | 1 | 3 | ||||||||||||
Total fee to statutory auditors | 17 | 20 |
DKK million | 2020 | 2019 | ||||||||||||
Commitments | ||||||||||||||
Leases1
|
137 | 175 | ||||||||||||
Potential milestone payments2
|
6,794 | 4,464 | ||||||||||||
Guarantees given for subsidiaries | 8,490 | 10,011 | ||||||||||||
Other guarantees | 101 | 130 | ||||||||||||
1.Lease commitments predominantly relate to estimated variable property taxes and low value assets.
2. Potential milestone payments are associated with uncertainty as they are linked to successful achievements in research activities; please refer to note 5.2 to the consolidated financial statements. |