After a year of preparation, the first stage of implementation of our new Environmental Management System (EMS) was completed in 2002, with the first seven ISO 14001 certifications. By third quarter 2003 all production sites worldwide will be certified. The goal is optimal control of significant environmental impacts of our operations worldwide.

With the implementation of our ISO 14001 system, the annual target-setting process has been changed to a bottom-up process, involving not only management but also a vast number of employees. Nearly 4,000 employees have been trained in environmental management during the year.

In 2003, we will have additional training and will launch an intranet-based database and dialogue forum. Also in 2003, every site will have two auditors, each performing two weeks of fulltime auditing per year to ensure compliance with the system.

Our EMS provides employees at all levels of the organisation with the tools to gain an overview of the environmental impact of their activities, to communicate ideas, objectives and targets, to focus effort on issues that most need attention, evaluate results and share better practice. This way, our ISO 14001 system is the foundation for improving sustainability in our operations, both locally and globally.

In devising the EMS we developed a limited number of new procedures in order not to duplicate the company’s already rigorous quality system. Instead, we have placed greater emphasis on training and raising awareness of employees. These procedures describe common areas and define the minimum requirements for all sites; for instance, with regard to environmental impact assessment, training and communication.

Based on the overall procedures, the site tailors its ISO 14001 system to the relevant  activities and impacts, and sets site-specific objectives and targets. This model allows a high degree of autonomy and flexibility, which is vital to achieving a locally embedded system.

During 2002, employees contributed numerous ideas and suggestions for improvements. Some of these were formulated into targets that now contribute to the corporate EPI targets for water and energy. The process fuelled motivation for setting and accomplishing targets, and increased the ambition of corporate-level targets – and the likelihood of achieving them.

One intention behind implementing an EMS is to bring environmental decision-making closer to the people affected, and giving them new challenges. Site environmental coordinators and environmental group members play a leading role, as they are often
required to make decisions in areas that are unfamiliar to them. A series of training courses during 2002 was therefore an essential part of the first stage of implementation of the EMS.

In the autumn of 2002 they gathered at one of the biannual International Environmental Network meetings, EnviroNet. A workshop focused on identifying competences that were lacking, leading to the development in 2003 of a palette of specific environmental courses and actions to improve exchange of knowledge.

Internal environmental audits are another important element to improve performance. The audit process is coordinated by Novo Nordisk’s External Environment department and performed in cooperation with production employees, who are trained on external, accredited ISO14001 auditor courses.

In 2002 the audits focused on environmental impacts, objectives and targets, and the training of employees. The audit is a dialogue between the employee and the auditor. We use the audit to stimulate and encourage new ways of thinking, so that it works as an incentive to take an active part in environmental work. The audit has helped raise the employees’ awareness of pollution prevention and sharing of better practice.

Employees have already identified many areas where Novo Nordisk can improve its environmental performance. We see this as a very positive development and also a major challenge, since it creates a greater level of expectation to deliver solutions. This requires cooperation across professional groups as well as with external partners and stakeholders.

Achieving a balance between running an economically viable business and protecting the environment means we cannot solve all problems at once and must set priorities. But this need not discourage progress. The key to a sustainable company is in the hands of every employee of Novo Nordisk.