Assets
| Type | Time | Amount | Unit |
|---|---|---|---|
| ifrs-full:Assets | 2021-12-31 | 194508000000 | dkk |
| ifrs-full:Assets | 2020-12-31 | 144922000000 | dkk |
Revenue
| Type | Start date | End date | Amount | Unit |
|---|---|---|---|---|
| ifrs-full:Revenue | 2021-01-01 | 2021-12-31 | 140800000000 | dkk |
| ifrs-full:Revenue | 2020-01-01 | 2020-12-31 | 126946000000 | dkk |
| ifrs-full:Revenue | 2019-01-01 | 2019-12-31 | 122021000000 | dkk |
XML
See the xml submitted here:
XML: http://regnskaber.virk.dk/09765242/amNsb3VkczovLzAzLzBmL2E3LzY3LzhjLzQ3ZjAtNDUzYy1hNTBmLTFhNzIzNDRhMWYxZA.xml
Separator
The full data:
<?xml version="1.0" encoding="UTF-8" standalone="no"?>
<xbrli:xbrl xmlns:xbrli="http://www.xbrl.org/2003/instance"
xmlns="http://www.w3.org/1999/xhtml"
xmlns:arr="http://xbrl.dcca.dk/arr"
xmlns:ixt="http://www.xbrl.org/inlineXBRL/transformation/2020-02-12"
xmlns:cmn="http://xbrl.dcca.dk/cmn"
xmlns:sob="http://xbrl.dcca.dk/sob"
xmlns:link="http://www.xbrl.org/2003/linkbase"
xmlns:ifrs-full="http://xbrl.ifrs.org/taxonomy/2020-03-16/ifrs-full"
xmlns:iso4217="http://www.xbrl.org/2003/iso4217"
xmlns:ix="http://www.xbrl.org/2013/inlineXBRL"
xmlns:mrv="http://xbrl.dcca.dk/mrv"
xmlns:NOV="http://xbrl.novonordisk.com/2021-12-31"
xmlns:fsa="http://xbrl.dcca.dk/fsa"
xmlns:xbrldi="http://xbrl.org/2006/xbrldi"
xmlns:gsd="http://xbrl.dcca.dk/gsd"
xmlns:xlink="http://www.w3.org/1999/xlink"
id="DKGAAP"
xml:lang="en">
<link:schemaRef xlink:href="http://archprod.service.eogs.dk/taxonomy/20211001/entryDanishGAAPExcludingBalanceSheetIncomeStatementIncludingManagementsReview20211001.xsd"
xlink:type="simple"/>
<xbrli:context id="ctx-2">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-37">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfExecutiveBoardDimension">
<cmn:memberOfBoardIdentifier>1</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-38">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfExecutiveBoardDimension">
<cmn:memberOfBoardIdentifier>2</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-39">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
<cmn:memberOfBoardIdentifier>1</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-40">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
<cmn:memberOfBoardIdentifier>2</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-41">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
<cmn:memberOfBoardIdentifier>3</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-42">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfExecutiveBoardDimension">
<cmn:memberOfBoardIdentifier>3</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-43">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfExecutiveBoardDimension">
<cmn:memberOfBoardIdentifier>4</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-44">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
<cmn:memberOfBoardIdentifier>4</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-45">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
<cmn:memberOfBoardIdentifier>5</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-46">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
<cmn:memberOfBoardIdentifier>6</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-47">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfExecutiveBoardDimension">
<cmn:memberOfBoardIdentifier>5</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-48">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfExecutiveBoardDimension">
<cmn:memberOfBoardIdentifier>6</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-49">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
<cmn:memberOfBoardIdentifier>7</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-50">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
<cmn:memberOfBoardIdentifier>8</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-51">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
<cmn:memberOfBoardIdentifier>9</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-52">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfExecutiveBoardDimension">
<cmn:memberOfBoardIdentifier>7</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-53">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
<cmn:memberOfBoardIdentifier>10</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-54">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
<cmn:memberOfBoardIdentifier>11</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-55">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
<cmn:memberOfBoardIdentifier>12</cmn:memberOfBoardIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<xbrli:context id="ctx-56">
<xbrli:entity>
<xbrli:identifier scheme="http://standards.iso.org/iso/17442">549300DAQ1CVT6CXN342</xbrli:identifier>
</xbrli:entity>
<xbrli:period>
<xbrli:startDate>2021-01-01</xbrli:startDate>
<xbrli:endDate>2021-12-31</xbrli:endDate>
</xbrli:period>
<xbrli:scenario>
<xbrldi:typedMember dimension="cmn:IdentificationOfAuditorDimension">
<cmn:auditorIdentifier>1</cmn:auditorIdentifier>
</xbrldi:typedMember>
<xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
</xbrli:scenario>
</xbrli:context>
<gsd:NameOfReportingEntity contextRef="ctx-2" id="pp-value-1" xml:lang="en">Novo Nordisk A/S </gsd:NameOfReportingEntity>
<gsd:AddressOfReportingEntityStreetName contextRef="ctx-2" xml:lang="en">- Novo Allé </gsd:AddressOfReportingEntityStreetName>
<gsd:AddressOfReportingEntityStreetBuildingIdentifier contextRef="ctx-2" id="pp-value-3" xml:lang="en"> </gsd:AddressOfReportingEntityStreetBuildingIdentifier>
<gsd:AddressOfReportingEntityPostCodeIdentifier contextRef="ctx-2" xml:lang="en"> 2880 </gsd:AddressOfReportingEntityPostCodeIdentifier>
<gsd:AddressOfReportingEntityDistrictName contextRef="ctx-2" id="pp-value-5" xml:lang="en"> Bagsværd,</gsd:AddressOfReportingEntityDistrictName>
<gsd:AddressOfReportingEntityCountry contextRef="ctx-2" id="pp-value-6" xml:lang="en">, Denmark </gsd:AddressOfReportingEntityCountry>
<gsd:IdentificationNumberCvrOfReportingEntity contextRef="ctx-2" xml:lang="en">24256790</gsd:IdentificationNumberCvrOfReportingEntity>
<mrv:StatementOfCorporateSocialResponsibility contextRef="ctx-2" id="pp-value-9" xml:lang="en">ResourcesInsights frValueClimate43% reduction of CO2 emissions compared to 2019Direct suppliers>60,000Healthcare professionals trained>950,000*34.6 million patients reached with our diabetes productsNovo Nordisk Foundation and other shareholdersDKK 40,964 million paid out via dividends and share buy-backsSustainable taxpayerDKK 32,593 million total tax contribution> 5 million patients reachedvia access and affordability initiatives* Number of unique HCPs educated by independent medical education activities supported through educational grantsR&D investmentsDKK 41.9 billion48,478 employees, of whom 7,580 were new hires in 2021om healthcare experts, patients and partnersOur business modelHow we create value for societyExpertise from public and private institutionsFinancial resourcesDiverse talentRaw materialsPurpose and sustainability (ESG)Adding value to society:â Medical treatment provided to 34.6 million people living with diabetes in 2021â 46 new vulnerability assessments conducted enabling access to insulin to around 82,000 people living with diabetes®â Reaching 18 countries and around 32,000 children in Changing Diabetes in ChildrenProgress towards zero environmental impact:â 43% reduction in CO emissions compared to 20192Evolve culture and ensure distinct core capabilities:â Launch of an aspirational gender diversity targetâ Being respected for adding value to societyâ Progress towards zero environmental impactâ Ensure distinct core capabilities and evolve culture43%decrease in our overall CO emissions compared 2to pre-COVID levels in 201931,846®children reached through our Changing Diabetes in Children programme in 2021. This corresponds to an increase of 13% compared to 2020Driving a Sustainable Business Expectations of what it means to be a sustainable business are evolving rapidly. The COVID-19 pandemic, access to care and the climate crisis have accelerated demands for the private sector to demonstrate how it adds value to society and mitigates long-term risks. Given Novo Nordiskâs central position in the healthcare ecosystem, our company is at the forefront of these challenges â and we are stepping up our commitments to patients and society as we further integrate sustainability into everything we do.Our key ESG topicsIn 2021, we completed a thorough process aimed at addressing materiality and prioritising our key Environmental, Social and Governance (ESG) topics. We identiîºed key ESG topics across two dimensions: (1) how our activities impact society and planet and (2) how society and planet impact our activities. Those ESG topics that are of highest impact and materiality are covered in this integrated annual report. All applicable remaining ESG topics are covered via our reporting on relevant ESG standards and frameworks (please refer to the Sustainability Standards section on pages 22 and 23). The âKey ESG prioritiesâ overview is meant to inform our ESG reporting in the future and will be refreshed regularly. Overall, we aim to progress towards zero environmental impact, be respected for adding value to society and ensure distinct core capabilities, evolve culture as well as maintain and build trust across the E, S and G dimensions. Novo Nordisk Society & planetTopicsKey ESG prioritiesEnvironmentalâ CO2 emissionsâ Energy consumptionâ Environmental managementâ Plasticâ Waste & circularityâ WaterSocialâ Access & aîºordabilityâ Diversity & inclusionâ Employeesâ Human rightsâ Innovationâ Prevention of serious chronic diseasesâ Sustainable taxGovernanceâ Bioethicsâ Business ethicsâ Corporate governanceâ Culture & valuesâ Product safetyâ Remunerationâ Risk managementâ SuppliersOur environmental responsibility: progressing towards zero environmental impactThe sixth assessment report from the Intergovernmental Panel on Climate Change from August 2021 delivered the starkest warning yet about the impact of climate change on lives and livelihoods.The message is clear: climate change is resulting in poorer health outcomes and increasing mortality and constitutes a driver for health inequities globally. It adversely aîºects people who are already living with chronic diseases in particular. Health systems worldwide are increasingly acting on the urgent need to reduce their emissions and are working to become more resilient to climate change. All with a view to better adapt to future climate scenarios and protect populations from their impacts. In the fall of 2021, the COP26 Health Programme was launched to spearhead this transformation at a global level â and we look forward to contributing our part.It is clear that fast-growing and successful companies like Novo Nordisk have an obligation and a vital role to play in addressing the climate crisis and in helping to reverse the accumulation of greenhouse gas emissions responsible for todayâs warming world and an even warmer future. In 2021, we made a clear and ambitious pledge to reach net-zero emissions across our entire value chain by 2045. Our environmental performance in 2021 showed good progress compared to our 2019 baseline year by minimising the impact despite increasing production globally. We have made particular progress in the reduction of COemissions and the use of water 2 in water scarce areas.Ambitious emission targetsWe are assessing, preparing for and mitigating the risks from climate change and have set ambitious emission reduction targets with an emissions trajectory in line with the 1.5 degree pathway in the Paris Agreement. Action is required now, which is why we have deîºned several ambitious climate and environmental targets in the near to medium-term future, leading to 2030. In 2021, Novo Nordiskâs CO emissions from in-house operations 2and transport decreased by 43% compared to the 2019 level, bringing total emissions down to 174,000 tonnes of CO This 2.reduction was driven by our renewable energy projects and the impact of COVID-19 on travelling. 2019 is used as the baseline for CO emissions as 2020 was impacted by the pandemic.2OperationsWe are building on our landmark 2020 achievement of using 100% renewable power across our global production network. The next step is to transform our business processes to eliminate the negative environmental footprint from all our operations. We plan to have zero net emissions of CO from our own production 2facilities, global oîºce buildings and laboratories by 2030, and are striving to reduce our emissions year-on-year.Transportation Transportation is an important element in the environmental equation. We have made good progress towards achieving our target of transitioning to 100% electric company cars by 2030, with 50% of vehicles in our home market of Denmark now using electrical or plug-in technology. Entering into an agreement with Maersk to transport our products with CO neutral ships 2was another important milestone. We are also minimising emissions from business air travel by using digital platforms for virtual collaboration wherever possible.Supply Chain We are now stepping up our work with supply chain partners to ensure they also use renewable power when producing for Novo Nordisk. Currently, direct suppliers representing 41% of supply chain CO emissions have committed to using renewable power. 218% of these emissions have already been reduced due to an early shift to renewable power, cutting our supply chain emissions by approximately 50,000 tonnes. We expect all our direct suppliers to source 100% renewable power by 2030. Successful conversion to renewable power among all our suppliers would result in a further 300,000 tonnes of CO being eliminated every year. 2As part of our drive to encourage greater environmental responsibility among all the partners we do business with, 50% of vehicles in our home market of Denmark now using electrical or plug-in technologywe made a signiîºcant commitment in 2021 to reach net-zero emissions across our entire value chain by 2045. Achieving this reduction calls for an ambitious plan to tackle Scope 3 CO emissions, e.g., purchased goods and services, capital 2goods and employee commuting, among others. With more than 60,000 suppliers in our value chain, engaging with them all to progress towards net-zero emissions is a major undertaking. Our role in sharing lessons learnt with peers on the use of renewable power was recognised during Climate Week New York City in September 2021, when Novo Nordisk was awarded the RE100 Key Collaborator Award for its work in accelerating the global transition to 100% renewable energy.Stepping up to the plastic challengeCutting CO emissions is only a part of our ambitious goal of 2creating a business with zero environmental impact. We also recognise the need to minimise the use of fossil-based plastic, which is one of our major challenges, as we produce more than 600 million pre-îºlled pens every year, which are an essential daily companion for people living with diabetes. We must îºnd good solutions to minimise the use of fossil-based plastic by innovating new products, shifting to more sustainable material and establishing recycling opportunities for our pre-îºlled pens globally. We use more than 12,000 tonnes of plastic every year in the production of our devices. As medical waste, they are diîºcult to recycle. However, a pioneering take-back initiative piloted over the past year in Denmark shows that it is possible to reclaim and reuse the plastic that makes up three-quarters of these devices. Material from scrapped insulin pens has already been successfully used for the manufacture of lamps and oîºce furniture. Over the next three years, we also aim to roll out pen recycling pilots in other markets, starting with the UK, France and Brazil. Further out, we are investigating the potential to develop non fossil fuel-derived plastics by harnessing waste carbon and hydrogen from energy supply processes, including through the use of carbon capture. Please refer to the Sustainability Standards section on pages 22 and 23 for more information on our reporting in the environmental dimension. Scope 1Scope 3Direct emissions from company-owned and controlled resources (including emissions from production processes and transport)All indirect emissions â not included in Scope 2 â that occur in the value chain of the reporting company (including both upstream and downstream emissions)77,000 tonnes of CO216,000 tonnes of CO2Novo Nordiskâs reporting of Scope 3 emissions is currently limited to product distribution and business îºights81,000 tonnes of CO2 emissions from operations and transportationTotal CO2174,000 tonnesWhat are Scope 1, 2 & 3 emissions?A companyâs greenhouse gas emissions can be classiîºed into three scopes. These scopes are deîºned with reference to how directly a company inîºuences the emissions â with Scope 3 being the hardest to monitor and address. Novo Nordiskâs reporting of Scope 3 emissions is currently limited to product distribution and business îºights. This means that the data shown below do not include a signiîºcant proportion of the Scope 3 emissions from our value chain.Scope 2Indirect emissions from the generation of energy purchased from a utility provider (including electricity, steam, heat and cooling)Our social responsibility: being respected for adding value to societyWe are driven by our purpose to defeat diabetes and other serious chronic diseases including obesity, haemophilia and growth hormone disorders. While innovation is our core contribution to this îºght, we know that complex inequalities in healthcare remain the biggest barrier. By playing an active role in improving access to innovative and aîºordable solutions for people with chronic conditions across the globe, our aim is to deliver real change in the communities we serve.With approximately 537 million adults in the world living with diabetes â a îºgure that is projected to rise to 783 million by 2045 if no action is taken â our Defeat Diabetes strategy is a cornerstone of our social responsibility work. We are striving to bend the curve of diabetes through product innovations that will improve lives, while at the same time working with partners to prevent the rise of new cases of both type 2 diabetes and obesity, as well as ensuring that vulnerable patients in every country can access and aîºord the care they need. With a growing health challenge of this magnitude, we know that we are nowhere close to defeating diabetes, but we are committed to doing nothing short of that and fortunately, we are not alone in this îºght. Improving access to life-changing care in low- and middle-income countriesGiven our dedication to improve the lives of people with diabetes and other serious chronic diseases, including obesity, haemophilia and growth hormone disorders, we strive not only to identify new innovative treatments but also to support a strong healthcare system that ensures patient access and aîºordability for the medications they need. We recognise that access to aîºordable medicines is a challenge for many people, and not only in low-income countries. This is why we are expanding our initiatives and partnerships to reach more underserved people with aîºordable care worldwide. Each initiative is tailored to the local context, unmet needs and health system challenges. Our access and aîºordability eîºorts now reach more than 5 million patients out of the 34.6 million who use our diabetes care products around the world. Ensuring not only that access to care for patients is achieved but that it is done in a sustainable manner is the most important consideration in our initiatives. This is why we always aim to 5+ millionpatients reached via our access and aîºordability eîºorts, corresponding to approximately14%of all our diabetes patientsinclude local health authorities, partners and civil society in all implementation activities. Shared ownership and involvement are critical to value creation for the end users and the health system, as well as for the sustainability of the solution. ®The Changing Diabetes in Children partnership is one example of this work. The programme has to date provided free care to nearly 32,000 children and youth living with type 1 diabetes in low- and middle-income countries, putting it almost one-third along the way towards achieving our aspiration of reaching 100,000 children in low-resource settings by 2030. The partnership is present in 18 countries, following the addition of Ghana, Indonesia, Pakistan and Peru in 2021. Five more countries (Mozambique, Rwanda, Malawi, Jordan and Lebanon) are launching in early 2022 as part of an expanded partnership project with the World Diabetes Foundation. For the many other vulnerable people who are living with both type 1 and type 2 diabetes and who are struggling to access the care they need, we are leveraging our global organisation and using our presence on the ground to develop and implement country-based solutions. An example of this is the iCARE to Defeat Diabetes strategy launched in our Sub-Saharan business unit. The strategy adopts an ambitious and holistic approach to addressing barriers to access to care, and it engrains the objective of reaching more people with diabetes into the organisational incentives of the business unit. Globally, vulnerability assessments were made in a total of 67 countries in 2021, up from 21 assessments in 2020. Based on these assessments, aîºordability plans are being implemented and around 82,000 people with diabetes have obtained access to diabetes care across Ethiopia, Ghana, Ivory Coast, Kenya, Nigeria, Syria, Peru and Panama.As the world's leading supplier of insulin, we reaîºrm our Access to Insulin Commitment ensuring aîºordable insulin for vulnerable patients. Under this commitment, we oîºer human insulin vials at a ceiling price of USD 3 to 76 countries, as well as to selected humanitarian organisations and UN agencies providing humanitarian relief. Long-term agreements are currently in place with 10 organisations. An estimated 1.7 million patients accessed care under this commitment in 2021, and an additional estimated 2.2 million patients were reached at or below the ceiling price in countries outside the commitment.Improving access and aîºordability in the United StatesAîºording healthcare is not only a challenge in low- and middle-income countries. In the United States, some people are also îºnding it increasingly hard to pay for treatments, including insulin. Ensuring access and aîºordability is a responsibility we share with all stakeholders in the United Statesâ healthcare system. We are committed to doing our part, focusing on three main tenets. The îºrst tenet is îºnding ways to lower the out-of-pocket cost to patients with high-deductible health plans or those with no insurance. The issues driving patient aîºordability challenges are complex, and there is no single solution. In 2021, we provided 30 billion USD in sales discounts and rebates, amounting to 75% of US gross sales (74% in 2020), which primarily helped to secure broad formulary access for most patients with reasonable copays. In addition, we have continued to provide a full suite of aîºordability oîºerings through which we helped more than one million patients with diabetes in the US aîºord Novo Nordisk insulin in 2021. These aîºordability options include: My$99Insulin: 30-day supply of a combination of Novo Nordisk insulin products (up to three vials or two packs of pens) for 99 USD for eligible patients. NNPI Unbranded Biologics: Unbranded versions of fast-acting ®®(NovoLog) and premix insulin (NovoLog Mix), available from Novo Nordisk Pharma, Inc. (NNPI), at a 50% list price discount versus branded versions. Human insulin: Available for about 25 USD per vial at national pharmacies, including Walmart and CVS. Nearly 500,000 Americans are obtaining Novo Nordisk human insulin through these retailers. Patient Assistance Program: Oîºers free diabetes medication to people in need who meet certain eligibility criteria, including annual household income at or below 400% of government-deîºned poverty level. Over 50,000 Americans received free insulin annually from this program in 2021. This was expanded during the pandemic to oîºer 90-day free insulin to those impacted by COVID-19 job loss. Immediate Supply Program: A free, one-time, immediate supply of Novo Nordisk insulin (up to 3 vials or 2 packs of pens) to eligible patients who may be at risk of rationing. Copay Savings Cards: Defray high out-of-pocket costs for commercially insured patients. In 2021, Novo Nordisk provided ~$100 million in copay assistance for insulin to patients. Reaching people where they are is vital, so we invested in broad communications to ensure awareness. We also made enhancements to create a positive user experience and make NovoCare.com, our one-stop patient access and aîºordability ®support resource, easy to use. NovoCare helps support one patient every ten seconds. The second tenet is working with all stakeholders to simplify and transform the healthcare system, while we work towards longer-term reform. We support policies that make insurance work better for patients. These include îºrst-dollar coverage for chronic medications and changes to Part D, such as capping annual out-of-pocket costs, smoothing cost-sharing over the beneîºt year and passing manufacturer discounts on to patients. The third tenet is limiting any potential future list price increases to no more than single-digit percentages annually.urban settings. In 2021, Cities Changing Diabetes reached more places than ever before, with 41 cities now participating in the initiative, up from 36 in 2020. These cities are home to more than 220 million people. In Cities Changing Diabetes, some of the activities that cities engage in include health promotion, COVID-19 response, working with community organisations to reach isolated and vulnerable populations, improving bicycling and walking infrastructure and addressing challenges in access to healthy food. Improving access in resource-poor settingsFurther to the description of our US speciîºc initiatives above, improved access can also be driven by better science. We are leveraging our expertise in research to bring life-saving products to more people in resource-poor settings. This includes ongoing work to deliver insulins with extended storage time outside of refrigeration in order to improve access and beneîºt patients and healthcare professionals living and working in humanitarian settings or countries with challenging weather conditions and limited access to refrigeration. As a îºrst step, in 2021 we îºled for EMA assessment of label updates on two of our human insulins to potentially enable them to be kept outside of refrigeration for up to four weeks before use. Strengthening our prevention eîºortsPrevention is the other vital pillar in our strategy to defeat diabetes. Diabetes and obesity prevalence continue to grow on all continents and the burden on individuals, families, workplaces and society is large and growing. Ensuring access to our medicines will help reduce the burden for people with chronic disease but we must also work to prevent these diseases from developing in the îºrst place. Our aim is to îºnd, pilot and scale eîºective interventions to prevent both diabetes and obesity. These eîºorts, which explore innovations in place-based interventions, digital solutions and new ways of collaborating with îºnancial services sector participants in support of common objectives, are evidence-based and partnership-driven for the greatest possible impact. Our work in collaboration with UNICEF to prevent childhood overweight and obesity is one example of this. However, we also continue to expand our successful public-private partnership, Cities Changing Diabetes, which is designed to address diabetes and obesity prevention amongst vulnerable populations in Human rights' risk management We are committed to respecting human rights as per the UN Guiding Principles on Business and Human Rights (please refer to the Governance section on page 20 and novonordisk.com). We continue to integrate human rights risks into our risk management process, across our operations and business relationships.Corporate income taxes by region â three year average Share of category1. Intellectual property rights based on sales from where intellectual property rights are located2. Production based on production employees in the region3. Sales based on the location of the customer2021Intellectual Corporate propertyincome taxes123RegionrightsProductionSales(DKK billion) International Operations 9.3â Denmark8.0â EMEA (excluding Denmark) 0.6â China 0.4â Rest of World 0.3North America Operations 1.3â Of which the US 1.2Total 10.6structure' in line with OECD principles, meaning all legal entities perform their functions under contract on behalf of the principals and are allocated an activity-based proîºt according to a benchmarked proîºt margin. The tax outcome of this operational model is reîºected in the overview above, which shows our corporate income taxes by region. To ensure alignment between taxing authorities about the allocation of proîºt between our entities, we have Advance Pricing Agreements in place for geographies representing around 65% of our revenue worldwide. Sustainable tax approach Our overall guiding principle within taxation is to have a 'sustainable tax approach', emphasising our business anchored approach to managing the impact of taxes while remaining true to the Novo Nordisk values of operating our business in a responsible and transparent manner. This means that we pay tax where value is generated and always respect international and domestic tax rules. As a global business, we conduct cross-border trading, which is subject to transfer pricing regulations. We apply a 'Principal In addition to corporate income taxes, we also pay other taxes. Please refer to note 8.6 on Total tax contribution on page 90 for further information. Foundation ownership Novo Holdings A/S, a Danish company wholly owned by the Novo Nordisk Foundation, holds the majority of votes at general meetings. The combination of foundation ownership and stock listing enables Novo Nordisk to embark on long-term sustainable strategies while maintaining short-term transparency on performance. Our foundation ownership supports the overarching imperative to be both commercially successful and responsive to the wider needs of society. The objective of the Novo Nordisk Foundation is to provide a stable basis for the commercial and research activities of Novo Nordisk as well as Novozymes and support broader scientiîºc, humanitarian and social purposes. Please refer to page 7 for an illustration of how we create value for society in conjunction with the Novo Nordisk Foundation. For more information about the ownership structure of Novo Nordisk, see page 37. Governing ProcessesNovo Nordisk Way The Novo Nordisk Way is a set of guiding principles which underpins every decision we make. We use a unique, systematic approach known as facilitation to ensure that everyone lives up to the Novo Nordisk Way. In 2021, 34 facilitations and eight special assignments were completed. Any issues are addressed locally and a consolidated report is shared with the Board of Directors and Executive Management. In 2021, îºve units were found not to be operating in full accordance with the Novo Nordisk Way, a similar percentage to 2020 but still a concern. In most cases the root causes were grounded in leadership style and behaviours not living up to the Novo Nordisk Way. There were no îºndings around quality or business ethics mindset.The Novo Nordisk Way â Essentials1. We create value by having a patient centred business approach. 2. We set ambitious goals and strive for excellence. 3. We are accountable for our îºnancial, environmental and social performance. 4. We provide innovation to the beneîºt of our stakeholders. 5. We build and maintain good relations with our key stakeholders. 6. We treat everyone with respect. 7. We focus on personal performance and development. 8. We have a healthy and engaging working environment. 9. We strive for agility and simplicity in everything we do. 10. We never compromise on quality and business ethics.Group Internal Audit assesses that the level of business ethics compliance is sound. Management action plans and closure of îºndings progressed as planned and there were no overdue management actions or îºndings at the end of the year. In 2021, data ethics principles were enhanced and will be implemented through policies and trainings across the organisation in 2022. Our data ethics principles support ethical decision-making when using data across the value chain. We further strengthened the global integration of data protection and human rights risks in the business ethics risk management process. Please îºnd more information at novonordisk.com.Product quality and supplier audits In 2021, as in 2020, Novo Nordisk had no failed inspections among those resolved by the relevant health authority at year-end. However, a contract manufacturer îºlling syringes for ®Wegovy failed an inspection causing disruption in the supply ®of Wegovy. During the year, 97 inspections were conducted, compared with 77 in 2020. At year-end, 86 inspections were passed and 11 were unresolved, as îºnal inspection reports had not been received or the îºnal authority acceptance was pending. Follow-up on unresolved inspections continues in 2022. Please see note 9.4 on page 91 for further information. In 2021, a total of 253 supplier audits were conducted to assess compliance levels with our supplier standards. In 2021, we had 1 product recall from the market. Please see note 9.3 on page 91 for further information. Financial and ESG assurance We are committed to ensuring the accuracy of our îºnancial and ESG reporting. Our îºnancial reporting and the internal controls Company reputationThe Novo Nordisk reputation score among key stakeholders (i.e., the informed general public, people with diabetes, people with obesity, healthcare professionals and diabetes specialists) is an indicator of the extent to which we live up to societyâs expectations. We achieved a reputation score of 82.6 points in 2021 measured on a scale of 0-100. As the only company among our selected peers, Novo Nordisk enjoys a score above 80 points for Products & Services, which is the most important driver of reputation across all stakeholder groups, and thus the key driver of the positive overall result.Business ethicsOur approach to business ethics is acting with integrity and in compliance with the Novo Nordisk Way, our Business Ethics Code of Conduct and international and local standards for responsible business conduct. Business ethics covers anti-fraud, anti-bribery, anti oîº-label promotion, transparency in dealing with healthcare professionals and healthcare organisations, the protection of personal data, as well as respect for human rights with the aim of minimising any potential risks to our patients, business, people and stakeholders. Annual training in business ethics is mandatory for all employees, including all new hires. In 2021, 98% of employees completed and documented their training, with the remaining 2% missing mainly due to employees being on leave. In 2021, 37 business ethics reviews were completed with 129 îºndings, compared with 32 reviews with 107 îºndings in 2020. Consolidated îºndings are reported to our Executive Management and the Audit Committee. Sustainability StandardsSustainability standards and performance We report on our ESG performance in accordance with relevant disclosure standards, including those of the Value Reporting Foundation (VRF)/ Sustainability Accounting Standards Board (SASB), the Taskforce on Climate-related Financial Disclosures (TCFD) and the Carbon Disclosure Project (CDP). We strive to adhere to the disclosure requirements of the VRF/ SASB, as they apply to the pharmaceuticals industry. We do this to demonstrate our commitment to being transparent and accountable for how we operate. Having further assessed our adherence and disclosure in 2021, we are now fully or partially aligned with 23 of 25 metrics. Our VRF/ SASB adherence document is available on our ESG Portal at novonordisk.com. Using the TCFD framework, we continue to take a stepwise approach to incorporating material climate-related risk-assessments into our governance, strategy and execution on climate and environmentally related initiatives. This includes the consideration of operational risks related to the environment, such as current and emerging environmental and climate-related litigation, access to resources, such as water and raw materials, and exposure to acute physical risks that could disrupt production. As recommended by the TCFD, we work to identify, assess and mitigate short-, medium- and long-term climate-related risks within our operations and supply chain. In addition to the TCFD, we have been working with the Science Based Targets initiative (SBTi) for a number of years, where our CO emissions reduction targets for 2030 are validated. We 2believe external validation and transparency are paramount measures to ensure rapid progress towards a decarbonised future. We therefore welcome that SBTi launched a new net-zero standard in October 2021 and we have committed to have our net-zero CO emissions in 2045 target validated by them in 2022. 2For the United Nations Sustainable Development Goals (SDGs), we focus our eîºorts on Goal 3, 'health' and Goal 12, 'responsible consumption and production', as this is where we believe we can maximise our positive impact. We will publish further information on our adherence to selected standards on our ESG Portal on an ongoing basis. This applies to the VRF/ SASB, TCFD and WEF's Stakeholder Capitalism Metrics in particular. Please also refer to the consolidated ESG statement in this Annual Report and to novonordisk.com for more information on our sustainability governance. ESG "rankers and raters"We perform on par with peers according to selected raters but with room to improve, particularly with respect to S&P Global and Access to Medicine Index.MSCIâs ESG Rating is designed to measure a companyâs resilience to long-term, industry-material ESG risks. Novo Nordisk continued to hold an AAA leadership ESG rating in line with the past îºve years.Sustainalytics' ESG Risk Ratings score the ESG performance of more than 12,000 companies, from ânegligibleâ to âsevereâ. Novo Nordisk received an ESG risk rating of 24.1 (âmediumâ). Novo Nordisk ranked among the top 10% in the Industry Group âPharmaceuticalsâ, with a ranking of 94 out of 1028 based on those companies reviewed.CDP scores companies from âD-â to âAâ. In 2021, Novo Nordisk continued to hold an âAâ leadership ranking in CDP Climate, and a âBâ ranking in CDP Water.The ATMI evaluates 20 of the worldâs largest pharmaceutical companies in areas where they have the biggest potential and responsibility to make change, such as R&D. Novo Nordisk ranked 10th, with a score of 2.96 and strong performance in Governance of Access and Product Delivery.of îºnancial reporting processes are audited by an independent audit îºrm elected at the Annual General Meeting. As part of our ESG responsibility, we voluntarily include an Assurance Report from an independent external auditor for ESG reporting in the Annual Report. The assurance provider reviews whether the ESG performance information covers aspects that are deemed to be material and veriîºes the internal control processes for the information reported. Our internal audit function provides independent and objective assurance, primarily within internal control of îºnancial processes, IT security and business ethics. To ensure that the internal îºnancial audit function operates independently of Executive Management, its charter, audit plan and budget are approved by the Audit Committee. The Audit Committee must approve the appointment, remuneration and dismissal of the head of the internal audit function. As part of our ESG responsibility, the Audit Committee also oversees our ESG reporting. We thereby ensure that our ESG reporting is subject to the same robust governance that applies to our îºnancial reporting. Regulatory compliance We are committed to comply with all applicable rules and regulations. As a listed company with more than 500 employees, we are in scope of the EU Taxonomy Regulation. We do not currently consider our core economic activities to be in scope of the EU Taxonomy Regulationâs technical annexes on climate change mitigation and climate change adaptation. Based on our current understanding, available data and assessment of requirements, we have zero eligible activities to report on within revenue, Opex and Capex. We note that the EU Taxonomy Regulation will keep evolving and that we will continue to consider its impact as well as future reporting obligations.RemunerationAs described in the Remuneration Report, executive remuneration is linked to performance on îºnancials as well as non-îºnancials (e.g., innovation, sustainability). We follow and adhere to legal requirements, international Standardsâ Value Reporting Foundation/Sustainability Accounting StandardsBoardâ Taskforce on Climate-relatedFinancial Disclosuresâ Science Based Targets initiativeâ World Economic Forum'sStakeholder Capitalism MetricsLegal requirementsâ The Danish Financial Statements Actâ UK Bribery Actâ UK and Australian ModernSlavery Actsâ US Foreign Corrupt Practices ActRecommendations and commitmentsâ UN Global Compact Ten Principlesâ UN Guiding Principles on Businessand Human Rightsâ UN Political Declaration onUniversal Health Coverageâ UN Sustainable Development Goalsâ OECD Guidelines for MultinationalEnterprises on ResponsibleBusiness Conductstandards, recommendations and commitments including: Strategic Aspirations 2025 Purpose and sustainabilityâ Being respected for adding value to societyâ Progress towards zero environmental impactâ Ensure distinct core capabilities and evolve cultureAccess and aîºordability Access to aîºordable care is a global issue as healthcare systems struggle to provide quality care at a sustainable cost, while the burden of chronic diseases keeps rising. Ensuring access and aîºordability is a risk and responsibility Novo Nordisk shares with all involved in healthcare. We recognize that we cannot defeat chronic diseases alone, but to mitigate the risk we can accelerate our actions to îºnd solutions in collaboration with relevant stakeholders. </mrv:StatementOfCorporateSocialResponsibility>
<mrv:StatementOfTheDiversityPolicies contextRef="ctx-2" id="pp-value-71" xml:lang="en">At Novo Nordisk, we believe that diversity is any dimension that diîºerentiates people and enables a diverse line of thought - for example background, education, experience, ethnicity, race or age, nationality, disability status or sexual orientation. Whilst legal constraints mean we currently do not have consistent global measures on all the aspects of diversity, gender diversity is a space in which we have identiîºed a need to set an aspirational target to ensure accountability among leaders and accelerate progress.A diverse and inclusive workplaceAs a global employer, we are of the view that oîºering an inclusive and diverse working environment is an integrated part of being a sustainable business. We fundamentally believe that diversity of people and inclusive leadership drive value for Novo Nordisk by increasing innovation, enabling a diverse line of thought and providing all employees with equitable opportunities to realise their potential.Driving progress in diversity and inclusionTo create an inclusive workplace, we continuously review our processes and policies. In 2021, we announced a new global parental leave policy. From January 2022, we will oîºer a minimum of eight weeks paid leave within the îºrst year of becoming a parent to all non-birthing parents globally, regardless of gender. Our ambition is that recognition of the non-birthing parents' right to leave will result in greater inclusion and equality for parents - both at work and at home.In addition, we conduct yearly equal pay reviews and take mitigating actions in case of any identiîºed pay gaps. Out of 2the 34,000 positions covered in the pay review in 2021, we 3identiîºed 1% with an equal pay gap and have taken corrective action. Of the positions where an equal pay gap was identiîºed, 152 are occupied by female employees and 131 are occupied by male employees, indicating that there is no structural gender bias in the way we pay.Finally, in 2021 we introduced our global âInclusion Indexâ as part of our annual employee engagement survey. The index is a numerical indicator of how our employees rate the state of inclusion at Novo Nordisk. In 2021, 78% of employees rated the statements about inclusion favourably. The score is below average when benchmarked against other highly engaged organisations. As a result, we have encouraged all leaders to engage their employees in dialogue around how to improve local inclusion and to identify concrete actions.Our aspirational target was announced alongside two others in 2021: â Create an inclusive culture where all employees have a sense of belonging and equitable opportunities to realise their potentialDiversity and inclusion challenges and opportunities vary depending on the local context and the societies that we serve. To ensure we consider the local context, drive impact at all levels and hold our leaders accountable for driving progress, all our senior leaders across the company have been asked to deîºne local diversity and inclusion aspirations and associated action plans.We expect all our leaders to embrace their role as inclusive leaders by being committed to building diverse teams of complementary strengths, valuing diverse perspectives and creating a psychologically safe space in which all employees feel free to speak up.Progress of diversity and inclusion has been anchored in both short-term and long-term incentive programmes and we follow up and track progress on a regular basis. Please refer to note 8.5 on Gender diversity on page 89 for further information. Please refer to the Corporate Governance Report available at novonordisk.com for further information on D&I targets regarding the Board of Directors.Reporting on diversity is included in the social responsibility section on pages 17 to 19, in the social performance section on page 89, and for the Board of Directors also in the Corporate Governance Report. Novo Nordiskâs diversity policy is available at novonordisk.com. </mrv:StatementOfTheDiversityPolicies>
<mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender contextRef="ctx-2" id="pp-value-80" xml:lang="en">As of 2021, women îºll 43% of all 1leadership positions and 36% of senior leadership positions at Novo Nordisk. While several initiatives have been launched to progress gender diversity in senior leadership positions, we are not yet satisîºed with the current state. non-binary gender, recognising that some employees may not wish to be categorised. Women in leadership2017 2018 2019 2020 2021EVP/SVP 14% 13% 18% 24% 28%CVP 28% 31% 33% 37% 39%VP 33% 35% 35% 36% 36%Senior leadership 31% 32% 33% 35% 36%Director 42% 41% 43% 41% 44%Manager 40% 40% 40% 42% 43%All leaders 40% 40% 40% 41% 43%â Achieve a balanced gender representation across all managerial levels â Achieve a minimum of 45% women and a minimum of 45% men in senior leadership positions by the end of 2025We deîºne balance as the range between 45%-55% to leave up to 10% îºexibility for women and men while also allowing for </mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender>
<mrv:CorporateGovernanceReport contextRef="ctx-2" id="pp-value-105" xml:lang="en">Corporate Governance Report in accordance with section 107b of the Danish Financial Statements Act: www.novonordisk.com/about/corporate-governance.html </mrv:CorporateGovernanceReport>
<sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-2" id="pp-value-128" xml:lang="en">The Board of Directors and the Executive Management have today operations and cash îºows for the îºnancial year 1 January 2021 - Novo Nordiskâs Consolidated Environmental, Social and Governance considered and approved the annual report for Novo Nordisk A/S for the 31 December 2021. Statements have been prepared in accordance with the reporting principles îºnancial year 1 January 2021 - 31 December 2021. of materiality, inclusivity, responsiveness and impact of AA1000AP(2018) In our opinion, the management review contains a fair review of the and environmental, social and governance accounting policies. They give The consolidated îºnancial statements are presented in accordance with development of the Group's and the Parentâs business and îºnancial a true and fair account and a balanced and reasonable presentation of International Financial Reporting Standards as endorsed by the EU. matters, the results for the year and of the Parentâs îºnancial position and the organisationâs environmental, social and governance performance in The parent îºnancial statements are presented in accordance with the the îºnancial position as a whole of the entities included in the consolidated accordance with these principles.Danish Financial Statements Act. Further, the annual report is prepared in îºnancial statements, together with a description of the principal risks and accordance with Danish disclosure requirements for listed companies.uncertainties that the Group and the Parent face.We recommend the annual report for adoption at the Annual General Meeting.In our opinion, the consolidated îºnancial statements and the parent In our opinion, the Annual Report of Novo Nordisk A/S for the îºnancial îºnancial statements give a true and fair view of the Groupâs and the Parentâs year 1 January to 31 December 2021 identiîºed as NOVO-2021-12-31.zip is îºnancial position at 31 December 2021 as well as of the results of their prepared, in all material respects, in compliance with the ESEF Regulation.Bagsværd, 2 February 2022</sob:StatementByExecutiveAndSupervisoryBoards>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-37" id="pp-value-129" xml:lang="en">Lars Fruergaard Jørgensen </cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-37" xml:lang="en">President and CEO</cmn:TitleOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-38" xml:lang="en">Karsten Munk Knudsen </cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-38" xml:lang="en">CFO </cmn:TitleOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-39" xml:lang="en">Helge Lund </cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-39" xml:lang="en">Chair</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-40" id="pp-value-132" xml:lang="en">Jeppe Christiansen </cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-40" xml:lang="en">Vice chair </cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-41" id="pp-value-133" xml:lang="en">Laurence Debroux</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-42" id="pp-value-138" xml:lang="en">Monique Carter </cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-43" xml:lang="en">Martin Holst Lange</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-44" xml:lang="en">Andreas Fibig</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-45" id="pp-value-141" xml:lang="en">Sylvie Grégoire</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-46" xml:lang="en">Mette Bøjer Jensen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-47" id="pp-value-143" xml:lang="en">Marcus Schindler </cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-48" xml:lang="en">Camilla Sylvest</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-49" xml:lang="en">Kasim Kutay</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-50" xml:lang="en">Anne Marie Kverneland</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-51" xml:lang="en">Martin Mackay</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-52" id="pp-value-148" xml:lang="en">Henrik Wulîº </cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-53" xml:lang="en">Henrik Poulsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-54" xml:lang="en">Thomas Rantzau</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-55" xml:lang="en">Stig Strøbæk</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-2" xml:lang="en">To the shareholders of Novo Nordisk A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
<arr:OpinionOnAuditedFinancialStatements contextRef="ctx-2" id="pp-value-155" xml:lang="en">OpinionWe have audited the consolidated îºnancial statements and the parent îºnancial statements of Novo Nordisk A/S for the îºnancial year 1 January 2021 â 31 December 2021, which comprise the income statement, balance sheet, equity statement and notes, including a summary of signiîºcant accounting policies, for the Group as well as the Parent, and the statement of comprehensive income and the cash îºow statement of the Group (collectively referred to as the "Financial Statements"). The consolidated îºnancial statements are prepared in accordance with International Financial Reporting Standards as endorsed by the EU and additional requirements of the Danish Financial Statements Act, and the parent îºnancial statements are prepared in accordance with the Danish Financial Statements Act.In our opinion, the consolidated îºnancial statements give a true and fair view of the Groupâs îºnancial position at 31 December 2021, and of the results of its operations and cash îºows for the îºnancial year 1 January 2021 â 31 December 2021 in accordance with International Financial Reporting Standards as endorsed by the EU and additional requirements under the Danish Financial Statements Act.Further, in our opinion, the parent îºnancial statements give a true and fair view of the Parentâs îºnancial position at 31 December 2021, and of the results of its operations for the îºnancial year 1 January 2021 â 31 December 2021 in accordance with the Danish Financial Statements Act.Our opinion is consistent with our Long-form Auditorâs report issued to the Audit Committee and the Board of Directors.</arr:OpinionOnAuditedFinancialStatements>
<arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-2" id="pp-value-156" xml:lang="en">Basis for opinionWe conducted our audit in accordance with International Standards on Auditing (ISAs) and the additional requirements applicable in Denmark. Our responsibilities under those standards and requirements are further described in the Auditorâs responsibilities for the audit of the consolidated îºnancial statements and the parent îºnancial statements section of this auditorâs report. We are independent of the Group in accordance with the International Ethics Standards Board for Accountantsâ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark, and we have fulîºlled our other ethical responsibilities in accordance with these requirements and the IESBA Code. We believe that the audit evidence we have obtained is suîºcient and appropriate to provide a basis for our opinion. To the best of our knowledge and belief, we have not provided any prohibited non-audit services as referred to in Article 5(1) of Regulation (EU) No 537/2014.We were appointed auditors of Novo Nordisk A/S for the îºrst time on 25 March 2021 for the îºnancial year 2021. </arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
<arr:KeyAuditMattersAudit contextRef="ctx-2" id="pp-value-153" xml:lang="en">US sales rebatesRefer to notes 2.1 and 3.4 in the consolidated îºnancial statements. In the United States (US), sales rebates are paid in connection with public healthcare insurance programmes, namely Medicare and Medicaid, as well as rebates to pharmacy beneîºt managers (PBMs) and managed healthcare plans. Since January 2021, the Group no longer provides 340B statutory discounts to certain pharmacies that contract with covered entities participating in the 340B Drug Pricing Program. Revenue can only be recognized only to the extent that it is highly probable that a signiîºcant reversal in the amount of revenue recognized will not occur, and give rise to obligations which are provisioned and recorded as sales deduction at the time the related sales are recorded. The provision for sales rebates and discounts amounted to DKK 50,822 million as of 31 December 2021, a signiîºcant portion of which related to the US business. The US sales rebates, including provisions related to the 340B Drug Pricing Program, involved signiîºcant measurement uncertainty as the provisions are based on legal interpretations of applicable laws and regulations, historical claims experience, payer channel mix, current contract prices, unbilled claims, claims submission time lags, and inventory levels in the distribution channel. Consequently, we considered this to be a key audit matter. Acquisition of Dicerna Pharmaceuticals, Inc.Refer to notes 3.1 and 5.3 in the consolidated îºnancial statements. The Group completed the acquisition of Dicerna Pharmaceuticals, Inc. for DKK 22,034 million on 28 December 2021. The preliminary fair value determination of the intangible assets required Management to make signiîºcant estimates and assumptions related to future cash îºows and the selection of discount rates. Consequently, we considered this to be a key audit matter. We evaluated the appropriateness of the methodology and assumptions used to develop sales rebates provisions, including provisions related to the 340B Drug Pricing Program, by involving audit professionals with industry and quantitative analytics experience to assist us in performing our auditing procedures. We tested the eîºectiveness of controls relating to sales rebates, including controls over the assumptions used to estimate these rebates. We tested rebate claims processed, including evaluating those claims for consistency with the conditions and terms of rebate arrangements. We tested the overall reasonableness of the accruals recorded at period end by developing an expectation for comparison to actual recorded balances. We evaluated Managementâs ability to estimate sales rebates accurately by considering the historical accuracy of the estimates in prior year.We tested the eîºectiveness of controls over the valuation of intangible assets, including Managementâs controls over forecasts of future cash îºows and the selection of discount rates. We considered the impact of reasonably possible changes in key assumptions aîºecting future forecasted cash îºows and discount rates and performed sensitivity calculations to quantify the impact of changes to Managementâs forecasted future cash îºows and the selection of discount rates. We evaluated the reasonableness of Managementâs key estimates and assumptions related to the forecasted future cash îºows by comparing these assumptions to historical results, relevant peer companies, and third-party industry reports. With the assistance of our fair value specialists, we evaluated the reasonableness of the (1) valuation methodology and (2) valuation assumptions by testing the source information underlying the determination of the valuation assumptions and testing the mathematical accuracy of the calculation.Key audit mattersKey audit matters are those matters that, in our professional judgement, were of most significance in our audit of the consolidated financial statements and the parent financial statements for the financial year 1 January 2021 - 31 December 2021. These matters were addressed in the context of our audit of the consolidated îºnancial statements and the parent îºnancial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.</arr:KeyAuditMattersAudit>
<arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-2" id="pp-value-159" xml:lang="en">Statement on management reviewManagement is responsible for the management review.Our opinion on the consolidated îºnancial statements and the parent îºnancial statements does not cover the management review, and we do not express any form of assurance conclusion thereon.In connection with our audit of the consolidated îºnancial statements and the parent îºnancial statements, our responsibility is to read the management review and, in doing so, consider whether the management review is materially inconsistent with the consolidated îºnancial statements and the parent îºnancial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated.Moreover, it is our responsibility to consider whether the management review provides the information required under the Danish Financial Statements Act.Based on the work we have performed, we conclude that the management review is in accordance with the consolidated îºnancial statements and the parent îºnancial statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act. We did not identify any material misstatement of the management review.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
<arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-2" id="pp-value-162" xml:lang="en">Management's responsibilities for the Financial StatementsManagement is responsible for the preparation of consolidated îºnancial statements that give a true and fair view in accordance with International Financial Reporting Standards as endorsed by the EU and additional requirements of the Danish Financial Statements Act as well as the preparation of parent îºnancial statements that give a true and fair view in accordance with the Danish Financial Statements Act, and for such internal control as Management determines is necessary to enable the preparation of consolidated îºnancial statements and parent îºnancial statements that are free from material misstatement, whether due to fraud or error.In preparing the consolidated îºnancial statements and the parent îºnancial statements, Management is responsible for assessing the Groupâs and the Parentâs ability to continue as a going concern, for disclosing, as applicable, matters related to going concern, and for using the going concern basis of accounting in preparing the consolidated îºnancial statements and the parent îºnancial statements unless Management either intends to liquidate the Group or the Entity or to cease operations, or has no realistic alternative but to do so.</arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
<arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-2" id="pp-value-161" xml:lang="en">As part of an audit conducted in accordance with ISAs and the additional requirements applicable in Denmark, we exercise professional judgement and maintain professional scepticism throughout the audit. We also: â Identify and assess the risks of material misstatement of the consolidated îºnancial statements and the parent îºnancial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is suîºcient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.â Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the eîºectiveness of the Groupâs and the Parentâs internal control. â Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by Management.â Conclude on the appropriateness of Managementâs use of the going concern basis of accounting in preparing the consolidated îºnancial statements and the parent îºnancial statements, and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast signiîºcant doubt on the Group's and the Parentâs ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditorâs report to the related disclosures in the consolidated îºnancial statements and the parent îºnancial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditorâs report. However, future events or conditions may cause the Group and the Entity to cease to continue as a going concern.â Evaluate the overall presentation, structure and content of Financial Statements, including the disclosures in the notes, and whether the Financial Statements represent the underlying transactions and events in a manner that gives a true and fair view.â Obtain suîºcient appropriate audit evidence regarding the îºnancial information of the entities or business activities within the Group to express an opinion on the consolidated îºnancial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and signiîºcant audit îºndings, including any signiîºcant deîºciencies in internal control that we identify during our audit.We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and, where applicable, safeguards put in place and measures taken to eliminate threats.From the matters communicated with those charged with governance, we determine those matters that were of most signiîºcance in the audit of the Financial Statements of the current period and are therefore the key audit matters. We describe these matters in our auditorâs report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest beneîºts of such communication.Auditor's responsibilities for the audit of the Financial StatementsOur objectives are to obtain reasonable assurance about whether the consolidated îºnancial statements and the parent îºnancial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditorâs report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and the additional requirements applicable in Denmark will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to inîºuence the economic decisions of users taken on the basis of these consolidated îºnancial statements and these parent îºnancial statements.</arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
<arr:AuditorsReportOnXbrlTagging contextRef="ctx-2" id="pp-value-160" xml:lang="en">Report on compliance with the ESEF RegulationAs part of our audit of the Financial Statements of Novo Nordisk A/S, we performed procedures to express an opinion on whether the annual report of Novo Nordisk A/S for the îºnancial year 1 January 2021 to 31 December 2021 with the îºle name NOVO-2021-12-31.zip is prepared, in all material respects, in compliance with the Commission Delegated Regulation (EU) 2019/815 on the European Single Electronic Format (ESEF Regulation), which includes requirements related to the preparation of the annual report in XHTML format and iXBRL tagging of the consolidated îºnancial statements. Management is responsible for preparing an annual report that complies with the ESEF Regulation. This responsibility includes:â The preparing of the annual report in XHTML format;â The selection and application of appropriate iXBRL tags, including extensions to the ESEF taxonomy and the anchoring thereof to elements in the taxonomy, for îºnancial information required to be tagged using judgement where necessary;â Ensuring consistency between iXBRL tagged data and the consolidated îºnancial statements presented in human readable format; andâ For such internal control as Management determines necessary to enable the preparation of an annual report that is compliant with the ESEF Regulation.Our responsibility is to obtain reasonable assurance on whether the annual report is prepared, in all material respects, in compliance with the ESEF Regulation based on the evidence we have obtained and to issue a report that includes our opinion. The nature, timing and extent of procedures selected depend on the auditorâs judgement, including the assessment of the risks of material departures from the requirements set out in the ESEF Regulation, whether due to fraud or error. The procedures include:â Testing whether the annual report is prepared in XHTML format;â Obtaining an understanding of the Companyâs iXBRL tagging process and of internal control over the tagging process;â Evaluating the completeness of the iXBRL tagging of the consolidated îºnancial statements;â Evaluating the appropriateness of the Companyâs use of iXBRL elements selected from the ESEF taxonomy and the creation of extension elements where no suitable element in the ESEF taxonomy has been identiîºed;â Evaluating the use of anchoring of extension elements to elements in the ESEF taxonomy; andâ Reconciling the iXBRL tagged data with the audited consolidated îºnancial statements.In our opinion, the annual report of Novo Nordisk A/S for the îºnancial year 1 January to 31 December 2021 with the îºle name NOVO-2021-12-31.zip is prepared in all material respects, in compliance with the ESEF Regulation. </arr:AuditorsReportOnXbrlTagging>
<arr:SignatureOfAuditorsPlace contextRef="ctx-2" xml:lang="en">Copenhagen, 2</arr:SignatureOfAuditorsPlace>
<arr:SignatureOfAuditorsDate contextRef="ctx-2" id="pp-value-165" xml:lang="en">2022-02-02</arr:SignatureOfAuditorsDate>
<cmn:NameOfAuditFirm contextRef="ctx-56" id="pp-value-166" xml:lang="en">DeloitteStatsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-56" id="pp-value-167" xml:lang="en">33963556</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:NameAndSurnameOfAuditor contextRef="ctx-56" xml:lang="en">Anders Vad Dons</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx-56" xml:lang="en">State-Authorised Public Accountant</cmn:DescriptionOfAuditor>
<cmn:IdentificationNumberOfAuditor contextRef="ctx-56" xml:lang="en">mne25299</cmn:IdentificationNumberOfAuditor>
<gsd:InformationOnTypeOfSubmittedReport contextRef="ctx-2" xml:lang="en">Annual report</gsd:InformationOnTypeOfSubmittedReport>
<cmn:TypeOfAuditorAssistance contextRef="ctx-2" xml:lang="en">Auditor's report on audited financial statements</cmn:TypeOfAuditorAssistance>
<gsd:ToolForPreparingTheXBRLInstanceDocument contextRef="ctx-2" xml:lang="en">ParsePort XBRL Converter</gsd:ToolForPreparingTheXBRLInstanceDocument>
<gsd:ReportingPeriodStartDate contextRef="ctx-2" xml:lang="en">2021-01-01</gsd:ReportingPeriodStartDate>
<gsd:ReportingPeriodEndDate contextRef="ctx-2" xml:lang="en">2021-12-31</gsd:ReportingPeriodEndDate>
<gsd:PrecedingReportingPeriodStartDate contextRef="ctx-2" xml:lang="en">2020-01-01</gsd:PrecedingReportingPeriodStartDate>
<gsd:PredingReportingPeriodEndDate contextRef="ctx-2" xml:lang="en">2020-12-31</gsd:PredingReportingPeriodEndDate>
<fsa:ClassOfReportingEntity contextRef="ctx-2" xml:lang="en">Reporting class D</fsa:ClassOfReportingEntity>
<gsd:IdentificationNumberCvrOfSubmittingEnterprise contextRef="ctx-2" xml:lang="en">24256790</gsd:IdentificationNumberCvrOfSubmittingEnterprise>
<gsd:NameOfSubmittingEnterprise contextRef="ctx-2" xml:lang="en">Novo Nordisk A/S</gsd:NameOfSubmittingEnterprise>
<gsd:AddressOfSubmittingEnterpriseStreetAndNumber contextRef="ctx-2" xml:lang="en">Novo Allé 1</gsd:AddressOfSubmittingEnterpriseStreetAndNumber>
<gsd:AddressOfSubmittingEnterprisePostcodeAndTown contextRef="ctx-2" xml:lang="en">2880 Bagsværd</gsd:AddressOfSubmittingEnterprisePostcodeAndTown>
<arr:TypeOfModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-2" xml:lang="en">Opinion</arr:TypeOfModifiedOpinionOnAuditedFinancialStatements>
<arr:TypeOfBasisForModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-2" xml:lang="en">Basis for Opinion</arr:TypeOfBasisForModifiedOpinionOnAuditedFinancialStatements>
</xbrli:xbrl>