Novo Nordisk Annual Report 2020 PDF

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Novo Nordisk

Annual Report 2020

Team Novo Nordisk, the world’s first all-diabetes professional cycling team, are racing with 100 on their jersey to celebrate the 100-year anniversary of the discovery of insulin Novo Nordisk A/S - Novo Allé 1, 2880 Bagsværd, Denmark - CVR no. 24256790

Introducing Novo Nordisk / Strategic Aspirations / Corporate governance / Consolidated st atements / Additional information

Novo Nordisk An nu al Rep or t 2020 / 2

Contents Management review

Consolidated statements

Introducing Novo Nordisk

Consolidated financial statements

Letter from the Chair . . . . . . . . . . . . . . . . . . . . . . . . . . . . Income . . . . statement . . . . . . . .. .. . . .3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Letter from the CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Cash flow statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Novo Nordisk at a glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Balance sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Business model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Equity . . . . statement . . . . . . 8 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Performance highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Notes to the consolidated financial statements . . . . . . . . . . . . . . . . .

Strategic Aspirations

Consolidated ESG statement (supplementary information)

Purpose and sustainability . . . . . . . . . . . . . . . . . . . . . . Statement . . . . . of . ESG . . .performance . . . . 11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . Innovation and therapeutic focus . . . . . . . . . . . . . . . . . . . .Notes . . . to. the . . consolidated . . . 20 ESG statement . . . . . . . . . . . . . . . . . . . . . . 8 Commercial execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Statements and Auditor's Reports Statement by Board of Directors and Executive Management . . . . . 88 Corporate governance

Independent Auditor's Reports . . . . . . . . . . . . . . . . . . . . . . . . .

Risk management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Independent Assurance Report on the ESG statement . . . . . . . . . . . 91

Shares and capital structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Corporate governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Governance practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Additional . . . . 40 information Mandy is part of Team Novo Nordisk, the world’s first all-diabetes professional cycling team

Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

More information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Executive Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Product . . . . . overview . . . . 45. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

Introducing Novo Nordisk / Strategic Aspirations / Corporate governance / Consolidated s tatements / Addit ional information

Novo Nordisk An nu al Rep or t 2020 / 3

Letter from the Chair

Rising to the challenge The devastating impact of COVID-19 on societies and economies in 2020 intensified existing challenges such as inequality and poverty. However, in times of crisis, businesses play a critical role in mobilising resources and providing solutions. Novo Nordisk has worked hard to respond to the challenges, helping people with serious chronic diseases while also supporting society on a broader scale.

Novo Nordisk’s highest priority in 2020 was to

commercial organisation embraced an increasingly

ensure the safety of our employees and the

digital new reality.

uninterrupted supply of our life-saving medicines for patients. We achieved this, while also

The world has been through one of the most

supporting society's response to the pandemic,

difficult years in recent human history. Despite

most notably in Denmark, where our headquarter

the pandemic and the turbulent business

presence meant we were able to assist the

environment, Novo Nordisk took important steps

government in the rapid scale-up of coronavirus

towards delivering on our purpose of driving

testing . At the same time, our scientists continued

change to defeat diabetes and other serious

to make significant progress in discovering

chronic diseases – a goal we are confident will

new therapies of the future, while our global

translate into sustainable and profitable growth.

Introducing Novo Nordisk / Strategic Aspirations / Corporate governance / Consolidated s tatements / Addit ional information

Novo Nordisk An nu al Rep or t 2020 / 4

This does not mean that the road ahead is going

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 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

to increase the testing capacity in Denmark .

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

“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.”

It is increasingly clear that society expects more

Above all, 2020 underscored the need for strong cor-

from businesses as the world grapples with

porate values and a shared sense of purpose . We are

climate change and environmental degradation, as

fortunate that both are well-established across our

well as the need for greater equity in healthcare.

organisation, empowering our employees to keep

Indeed, the pandemic has turbocharged many of

delivering for both patients and investors, despite

these issues, with an effective alliance emerging

the unprecedented disruptions caused by COVID-19 .

between young people and investors that is prompting companies to pay far more attention to

On behalf of the Board of Directors I would like to

sustainability.

offer my thanks to all Novo Nordisk’s employees for their hard work and commitment during the

At Novo Nordisk, we have been focused on

exceptional challenges of 2020; to Lars Fruergaard

sustainability for many years – but we are

Jørgensen and his team for leading the company

cardiovascular disease – the world’s leading cause

determined to continue to raise our game .

through a turbulent year in such a thoughtful and

of death1 – obesity and most recently also as a

In the past year we launched a new social

positive manner; and to our shareholders for their

potential treatment for Alzheimer’s disease. In

responsibility strategy, Defeat Diabetes, and

continued support .

tandem with this push into new areas, we are also

initiated programmes within renewable power

a range of conditions beyond diabetes, including

establishing more external alliances and partnerships to complement our in-house expertise .

1 . WHO, The top 10 causes of death (2020)

and recycling as part of our Circular for Zero

Helge Lund

environmental strategy .

Chair of the Board of Directors

Introducing Novo Nordisk / Strategic Aspirations / Corporate governance / Consolidated s tatements / Addit ional information

Letter from the CEO

The power of purpose The COVID-19 pandemic has taken a terrible toll around the world – but the pain has not been shared equally. People with underlying conditions have been hit disproportionately hard by the virus, a fact that makes Novo Nordisk’s purpose of driving change to defeat diabetes and other serious chronic diseases more meaningful than ever.

Today, one in 11 people in the world has diabetes

discovery of insulin, the first of these is 'Purpose

and if action is not taken to bend the curve, that

and sustainability'. Over the past year we have

figure is projected to rise to one in nine by 20451 .

stepped up our commitment to our purpose by

The risk posed by COVID-19 to people living with

launching a new Defeat Diabetes social responsi-

diabetes and obesity is a clear wake-up call: we

bility strategy . This sets out our ambition to accel-

must continue to do more to tackle these diseases

erate the prevention of type 2 diabetes, provide

or risk vast future damage to millions of lives, as

access to affordable care for vulnerable patients in

well as to broader societies and economies.

every country and innovate to improve lives .

We measure our contribution to the fight against

Beyond defeating serious chronic diseases, we

diabetes and other serious chronic diseases in our

also aspire to have zero environmental impact .

Strategic Aspirations for 2025 . Appropriately, after

In 2020, we took an important step by achieving

a year as unparalleled as 2020, and as the world

our target of using 100% renewable power across

acknowledges the hundredth anniversary of the

global production – a key milestone on the road

1 . IDF Diabetes Atlas, 9th edition, 2019

operations and transport by 2030 .

to our target of zero CO2 emissions from all

Novo Nordisk An nu al Rep or t 2020 / 5

Introducing Novo Nordisk / Strategic Aspirations / Corporate governance / Consolidated s tatements / Addit ional information

Novo Nordisk An nu al Rep or t 2020 / 6

We now also ask that by the end of the decade,

progress with our ambition to secure sustained

our direct suppliers use only renewable power

growth within our Biopharm division thanks to

when supplying us. It has been great to see some

strong demand for our growth hormone and new

of our largest suppliers step up and meet this

haemophilia products .

target already . I believe that our ability to meet the needs of our Despite this encouraging progress, we can

millions of patients during the pandemic in 2020

only fulfil our purpose and be respected for

comes as a consequence of our crystal-clear

adding value to society if we deliver on our core

purpose and long-established company values . We

contribution of scientific innovation. Thanks to

are far from done and have many more millions of patients for whom treatment is not accessible

a strategy of targeted investment, our scientists are currently pursuing higher levels of innovation across more therapy areas than at any point in the company’s history. Consequently, I believe we

today. So now is the time to continue to invest in

Olivia Aka is living with type 1 diabetes

our people and in our organisation, creating an

and is enrolled in our Changing Diabetes® in Children programme, Ivory Coast

inclusive, diverse and safe working environment

are now well-positioned for success in the short,

in which colleagues have equal opportunities to thrive and fulfil their potential.

medium and long term . Our continued focus on external innovation Within diabetes, we are further raising the in-

led to the significant acquisitions of Corvidia

novation bar with the roll-out of the world’s first

Therapeutics and Emisphere Technologies,

once-daily GLP-1 tablet, Rybelsus®, while at the

strengthening our positions in cutting-edge areas

same time working on novel insulins, 100 years

of cardiovascular medicine and drug delivery

after the discovery of the molecule . Our Research

respectively.

& Development (R&D) colleagues are also pursuing greater weight loss in obesity, and in 2020 they

Commercially, 2020 was a challenging year as

demonstrated the potential of semaglutide 2 .4 mg

lockdowns reduced the time doctors spent with

in the STEP phase 3 clinical trial programme .

their patients, leading to fewer initiations of new treatments. Despite this, we expanded our

“Over the past year we have stepped up our commitment to our purpose by launching a new Defeat Diabetes social responsibility strategy. This sets out our ambition to accelerate the prevention of type 2 diabetes, provide access to affordable care for vulnerable patients in every country and innovate to improve lives."

Looking to the future, I am confident that our clear corporate strategy will make us a valued partner to society as the world continues on the long road to recovery from the pandemic . In closing, I would like to thank my colleagues around the world for their agility and commitment during this most challenging of years . Special thanks must go to our partners and collaborators, without whom we could not succeed. A sincere thank you

Crucially, we also broadened our technology

leadership position in the diabetes market in terms

platforms and expanded our research into

of value, keeping us on track to reach a share

support and constructive challenging of the organ-

adjacent disease areas in 2020 including

of more than one third by 2025 . Diabetes sales

isation. Finally, I would like to send a thank you to

cardiovascular disease, non-alcoholic

were driven by sales of GLP-1 products (Victoza®,

our shareholders for their continuous support .

steatohepatitis (NASH) and Alzheimer’s disease

Ozempic® and Rybelsus®), which offset mixed

– areas of huge unmet medical need and a great

market conditions for insulins . We continued to

Lars Fruergaard Jørgensen

burden for patients, families and society alike .

help more people living with obesity, while making

President & Chief Executive Officer

goes to our Board of Directors for their continued

Introducing Novo Nordisk / Strategic Aspirations / Corporate governance / Consolidated s tatements / Addit ional information

Novo Nordisk at a glance

Novo Nordisk An nu al Rep or t 2020 / 7

Our corporate strategy Our corporate strategy has four distinct focus

We aim to strengthen our leadership and

areas in which we operate. It is built on our

treatment options in Diabetes and Obesity care,

purpose, the Novo Nordisk Way and our ambition

secure leading positions within Biopharm and

to be a sustainable business .

establish a strong presence in other serious

Novo Nordisk is a global healthcare company,

chronic diseases such as NASH, cardiovascular dis-

headquartered in Denmark . Our key contribu-

ease and Alzheimer’s disease. Succeeding in this

tion is to discover and develop innovative bio-

will drive sustainable growth for Novo Nordisk.

463

million people live with diabetes1

logical medicines and make them accessible to patients throughout the world. We aim to

650

lead in all disease areas in which we are active.

million people live with obesity2

126,946 54,126 DKK million in operating profit

28,565 DKK million in free cash flow

45,323

vo No

Nor di sk W ay

450

Driving change to defeat diabetes and other serious chronic diseases Su s ta

thousand people live with es

s

DKK million in net sales

in a b le b u si n

haemophilia3

employees worldwide

169 countries with marketed products

80

countries with affiliates

5 countries with R&D facilities

1 . IDF Diabetes Atlas, 9th edition, 2019 2. WHO, Obesity and overweight, fact sheet, 2020 3 . World Federation of Hemophilia, Annual Survey, 2018

Introducing Novo Nordisk / Strategic Aspirations / Corporate governance / Consolidated s tatements / Addit ional information

Our business model

Novo Nordisk An nu al Rep or t 2020 / 8

Pioneering idea exploration and early research with a strong understanding of biology

Resources Resources going into our business model at different stages: – Insights from healthcare

Our business is built around our purpose:

experts, patients and

Driving change to defeat diabetes and other

partners

serious chronic diseases. Our key contribution

– Expertise from public and

is to discover and develop innovative biological

private institutions Engineering and developing leading biologics within chronic diseases

medicines and make them accessible to patients throughout the world.

– Diverse talent – Raw materials – Financial resources

We strive to be a sustainable business, creating value to society and...