pilot programme webinar 4 march 2014
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Pilot Programme webinar 4 March 2014. Agenda. The link between and enhanced business performance Susanne Stormer , Novo Nordisk Technical priorities – call for contributions Michael Nugent / Lisa French, IIRC - PowerPoint PPT PresentationTRANSCRIPT
Pilot Programmewebinar4 March 2014
■ The link between <IR> and enhanced business performanceSusanne Stormer, Novo Nordisk
■ Technical priorities – call for contributionsMichael Nugent / Lisa French, IIRC
■ IIRC Pilot Programme activities for 2014Sarah Grey / Kate Jefferies, IIRC
Agenda
Susanne StormerVice President
Corporate Sustainability
Integrated
strategic management
The journey of Novo Nordisk
Purpose-led and values-driven
IIRC webinar, 4 February 2014
• Our ambition is to strengthen our leadership in diabetes.
• We aspire to change possibilities in haemophilia and other serious chronic conditions where we can make a difference.
• Our key contribution is to discover and develop innovative biological medicines and make them accessible to patients throughout the world.
• The Company’s objects are to carry out research and development and to manufacture and commercialise pharmaceutical, medical and technical products and services as well as any other activity related thereto as determined by the Board of Directors.
• The company strives to conduct its business in a financially, environmental and socially responsible way.
Articles of Association
The Triple Bottom Line business principleThe Novo Nordisk way
Novo Nordisk - integrated strategic management
Novo Nordisk’s strategy
IIRC webinar, 4 February 2014Novo Nordisk - integrated strategic management
Integrated strategic managementA solid governance structure is in place
Stakeholders
Governance
Aspirations & goals
Integrating thinking in
business processes Performance
- Articles of Association- Novo Nordisk Way
- Policies and strategies- Boards and Committee
- Annual strategy review by the Board of Directors
- Strategic long-term targets and 2020 aspirations
- Specific short-term targets
- Trend spotting- Stakeholder engagement- Partnerships
- Balanced Scorecard- Personal performance goals- Long-term incentive programme- Quarterly management reporting- Annual reporting
IIRC webinar, 4 February 2014Novo Nordisk - integrated strategic management
Our long-term targetsBSC Reported in AR
IIRC webinar, 4 February 2014Novo Nordisk - integrated strategic management
Excerpt from the statements: social metrics
3.613.61Frequency of occupational accidents 3.5
Least developed countries where Novo Nordisk sells insulin 36 35 35
Warning letters and re-inspections 10 1
Social performance in 2013
1. Comparative numbers have been restated
Patients reached with Novo Nordisk diabetes care products in millions (estimate)
20.9 22.8 24.3 40by20
Working the Novo Nordisk Way (employee engagement score) 4.3 4.44.3 4.0
Diverse senior management teams 62% 66% 70% 100%
Employee turnover 9.8 9.1 8.1
2011 20132012Long term
target
IIRC webinar, 4 February 2014Novo Nordisk - integrated strategic management
Questions
BREAKTHROUGH PHASE
■ Provide guidance and examples■ Gather Framework feedback■ Demonstrate evidence base / business case for <IR>■ Reduce barriers to implementation
Technical priorities
ONGOING
■ Monitor implementation■ Examples database■ Policy input■ Business case / evidence■ Academics ■ Other initiatives
Projects
SPECIFIC TOPICS
■ Megatrends, capitals and value■ Value■ Materiality and boundaries■ Navigating <IR> ■ Public sector■ Assurance
TASK FORCES
■ Subject-matter expertise■ Regional representation■ Stakeholder / functional balance■ Skill set, gender, diversity
Pilot Programme involvement
INPUT OPPORTUNITIESProject scoping
Taskforce
Review team Ongoing
Monitor implementation■ additional guidance■ implementation challenges■ unclear terminology
P PAssurance■ demand■ technical■ readiness
P P P P
Technical prioritiesPilot Programme involvement
Contact: [email protected]
Evidence base / business case for <IR>
INPUT OPPORTUNITIESProject scoping
Taskforce
Review team Ongoing
■ hard data including reduced net reporting costs, return on investment, streamlining efficiency, cash flow implications of integrated thinking, stable investor base and reduced cost of capital
■ anecdotal support including investor reaction and board response
P P P
Technical prioritiesPilot Programme involvement
Contact: [email protected]
Mega-trends, capitals and value
Megatrend. A large social, economic, political, environmental or technological change that is slow to form. Once in place, megatrends influence activities, processes and perceptions in business, government and society, possibly for decades.
■ shifting demographics / aging population■ pace of technological change■ cyber-security■ urbanization■ climate change■ water scarcity
PROJECT OBJECTIVES
■ Root <IR> in business reality by connecting topical issues to the six capitals and value creation
■ Raise profile of capitals that often go overlooked■ Consider how integrated reports can demonstrate connectivity
and address short- and long-term performance tradeoffs
Mega-trends, capitals and value
INPUT OPPORTUNITIESProject scoping
Taskforce
Review team Ongoing
Mega-trends, capitals and value P P P P
Pilot Programme involvement
Contact: [email protected]
Materiality and reporting boundaries
PROJECT OBJECTIVES
■ Reconcile materiality determination approach defined by the International <IR> Framework with those used in traditional financial and sustainability reporting
■ Illustrate link between materiality and conciseness■ Showcase examples of materiality determination processes and
the link to boundary determination
INPUT OPPORTUNITIESProject scoping
Taskforce
Review team Ongoing
Materiality and reporting boundaries P P P
Pilot Programme involvement
Contact: [email protected]
Questions
■ Madrid, Spain
■ Eurostars Madrid Tower Hotel
■ Start at lunchtime on Wednesday 24 September
■ Finish at lunchtime on Friday 26 September
IIRC Pilot Programme Conference 2014
Next webinar onWednesday 7 May