At Novo Nordisk, we believe that being a sustainable employer is at the heart of being a sustainable business. But what do we mean by sustainable employer? For us, it involves offering an inclusive and diverse working environment where everyone can bring their whole self to work. It’s essential - and no easy task. It involves a lot of hard work and many crucial conversations.

We believe that diversity and inclusion drive value for Novo Nordisk by enabling a diverse line of thought, increasing innovation and leading to better and more nuanced decision-making and stronger risk-management. And, it is simply the right thing to do.

These beliefs are core to who we are and an integrated part of our Novo Nordisk Way.


If you can’t see it, you can’t be it. In Novo Nordisk, we expect all leaders to role model inclusive leadership by building diverse teams of complementary strengths, valuing diverse perspectives and creating psychologically safe spaces, where all employees can contribute fully and feel free to speak up. 

Continuing with our tradition of strong leadership development, we are investing resources in formal and on-the-job experiences to help our leaders grow to be inclusive leaders.

The practise of inclusive leadership starts with self-awareness, reflection and connection with the team, which is why we encourage all our leaders to start engaging in inclusive leadership dialogue sessions and courageous conversations.

To mitigate bias, we are continuously reviewing our processes and policies at every stage of the employee experience.

When we recruit, our leaders are expected to build teams of complementary strengths. To make this ambition a reality, we strive to ensure a diverse panel in our recruitment processes, as well as a diverse slate of candidates. We are continuously challenging ourselves regarding assumptions about what is needed for a position. This is an integrated part of creating an inclusive process, where everyone is evaluated equally and fairly, leading to more diverse hires.

We are conducting yearly equal- and gender pay analyses and take mitigating actions in case of any identified pay gaps. Further, we are ensuring a strong pipeline of diverse talents via succession management and talent programs to name a few.

We are investing resources in listening to understand how our employees and future employees define inclusion in the workplace. We will ensure minimum global standards for paid maternity leave and paid parental leave for non-birthing parents. The new parental leave is being launched globally in January 2022. For more information see the video below.

We are enhancing our flexible working policies, which require us to recognise and support flexible approaches to working, making us more inclusive for current and future employees.

Since it’s the practise of inclusion that enables us to unlock the potential of diversity, it is essential to collect data. In 2021, an Inclusion Index became an integrated part of our new employee engagement survey, enabling us to track progress on inclusion.