A set of top-level indicators helps us measure progress towards sustainable development. Defined through our ongoing consultations with stakeholders, these indicators help establish a fact-based platform that can inform decision-making.

In 2001 we identified a set of Triple Bottom Line indicators to serve two purposes. First, they provide stakeholders with a general overview of our company’s performance over time in key areas and offer the opportunity to compare with other companies’ performance. Second, they are applied as a management tool, as a way to measure progress against targets in our Balanced Scorecard.

The twenty indicators are an expression of Novo Nordisk’s performance in those areas where our company is considered to have a significant impact on the environment, people and societies.

Novo Nordisk Triple Bottom Line performance indicators 
(click to see the overview)

In defining these indicators we have consulted relevant stakeholder groups to ensure that we properly address their concerns. We also learn from our engagement in international forums. Further, we build on the GRI framework for performance indicators.
To facilitate comparisons over time and across sectors, we have chosen to use ratios wherever possible.

Three indicators show how we live up to the company’s values, as perceived by employees. In 2001 this was measured in a mandatory company-wide climate survey, eVoice. The questions were developed through a process of internal consultation.
For 2002, however, conducting the survey has not been mandatory, which is why there are no comparable data on these two parameters.
The facilitation process and the systematic follow-up are described in the 'Guided by values' section.

Global access to health is a key issue for pharmaceutical companies. Having set up a programme in 2001, we have selected two new indicators to measure progress on the LEAD initiative to offer best possible pricing in Least Developed Countries.
The programmes under the LEAD initiative are presented in the 'Social responsibility' section.

Four indicators measure standards of health and safety in the workplace, employee development and equal opportunities.
A status on our work with health and safety and our People Strategy and its focus areas are described in the 'Social responsibility' section.

Two key indicators are selected to track efforts to reduce the number of animals used for testing and improve housing conditions. In this area we have worked closely with the Danish Animal Welfare Society.
Progress regarding animal welfare is reported in the 'Social responsibility' section.

Our two high-level environmental indicators are based on eco-efficiency thinking. Decoupling economic growth from environmental impact reflects internationally adopted views. Full compliance with local laws and regulations is part of our policies.

Certification of our production sites according to the ISO14001 standard will be instrumental to that end.
Progress has been achieved in all areas and is discussed in detail in the 'Environmental responsibility' section.

There is still a challenge in developing meaningful and useful indicators for measuring performance in new areas. One of these is socio-economics. We are striving to develop economic, rather than purely financial, indicators, which can help qualify decisions regarding the welfare of people or the environment.

At present, we have chosen five financial measures for reporting to shareholders and the financial markets. Some of these indicate elements of our contribution to society and other stakeholder groups whobenefit economically from our activities.
We have attempted to measure our ‘economic footprint’. The results are presented in the 'Economic viability' section.

To guide our future direction, we set specific, measurable mediumrange targets.

Short-term targets and milestones accompany the relevant articles.