Novo Nordisk is its people. Being able to attract and motivate the best people, offering a challenging workplace where everyone has equal opportunities to grow and develop with the company, are the objectives that determine how we aim to meet our responsibilities as an employer.

The People Strategy of Novo Nordisk evolves around five focus areas: winning culture, customer relations, attraction and retention of the best people, development of people, and equal opportunities. These are all considered critical to our long-term performance and are measured through key performance indicators (KPIs) and targets. In 2002 all people targets were met.

Our winning culture is sparked by a desire to constantly improve our performance, both within work units and as individuals. Constant and systematic follow-up on performance
and recognition of good results are among the key parameters. Teamwork, personal accountability, the ability to capitalise on collective strengths, and sharing better practice all support the performance of work units and stimulate job satisfaction. In 2003, a mandatory climate survey will measure how well we have performed.

No player in the pharmaceutical industry can rely on establishing a permanent competitive advantage solely through having superior technology or products. That is why we want to develop an intimate understanding of the needs of the people who depend on our products for their health. We know, for instance, based on the findings of the DAWN study of the psychosocial aspects of living with diabetes, that relationships are as central to successful diabetes care as products and services. This understanding is the basis for our target of
inviting all our employees to engage in a dialogue with people with diabetes or other healthcare needs that we serve. In 2002, 80% of employees had a dialogue with patients.

One such meeting made a tremendous difference for Nirmal Kumar Jain, a Novo Nordisk regulatory affairs executive in India. The company’s India affiliate asked employees to visit at least one person with diabetes, to observe how employees contribute to the needs of the person, and find ways to improve services. Most of these visits took place in patients’ homes, which provided a unique possibility to have a direct dialogue. “It was very  thoughtprovoking,” says Nirmal. “It made me feel that I should start contributing whatever means possible.”

Attracting talent is only half the job. We need to be able to track how well we are doing in retaining our people. Therefore we have set targets to reduce employee turnover, and to identify the reasons why people choose to leave the company. Throughout Novo Nordisk there are a range of strategies and initiatives to enhance retention. For example, our business area in Eastern Europe has focused on recruiting the right people in the first place using job competence profiles. This provides both a standard against which to evaluate the candidate as well as a way for the candidate to understand the performance expectations and unique values of the company. To keep the right fit between employees’ capabilities and aspirations and the company’s needs, we are creating opportunities for ongoing learning and development. For the Eastern Europe organisation, that has resulted in a series of career development workshops for all employees introducing a set of tools and concepts for employees to take a truly active role in managing their own careers. At our US affiliate, a list of retention tips for managers on the intranet has led to more individual coaching and career development discussions. Department and cross-functional teambuilding sessions and leadership development courses are also boosting retention efforts, along with opportunities for people to try working in new areas. Not least of all, benefits and compensation are a vital part of retaining qualified people. Novo Nordisk offers attractive salary and employment conditions as part of its People Policy.

A tough competitive environment puts people and companies under pressure to perform more efficiently. Sometimes, this requires a leaner workforce, as it did in Europe in 2002, when 105 people were laid off as a result of a reorganisation. Eliminating jobs is always a difficult decision, yet training and development can also be seen as an investment in our
people’s employability. We offered alternative jobs to 23, of whom 14 accepted. Twelve persons accepted an outplacement package, while 26 found new jobs elsewhere.