Novo Nordisk (NOVO) investor relations material

Strategic direction and growth ambitions

• Aims to become a larger, more diversified company by 2035, targeting over 150 billion DKK in pipeline sales and serving more than 60 million patients globally.

• Plans to launch at least five multi-blockbuster products by 2030, with ambitions for annual blockbuster launches and risk-adjusted sales exceeding DKK 150 billion.

• Expands core diabetes and obesity franchises while building growth engines in blood, liver, endocrine, and cardiovascular diseases, and exploring consumer Rx opportunities.

• Targets mid-single digit CAGR and stable operating margins through 2030, benchmarking growth and returns against industry peers.

• Commits to a cultural transformation emphasizing patient-centricity, competitiveness, agility, and care for employees and shareholders.

Pipeline, innovation, and operational execution

• Pipeline includes multiple late-stage assets in diabetes, obesity, blood, endocrine, liver, and cardiovascular, with at least five Phase 3 programs in core and new therapy areas.

• Manufacturing investments and process optimization aim to scale capacity to serve 10x more patients with oral products by 2030.

• AI and digital transformation are embedded across R&D, manufacturing, and commercial operations to drive productivity and accelerate innovation.

• Modality strategy prioritizes proteins, peptides, and emerging areas like oligonucleotides and gene therapy.

• Business development strategy prioritizes bolt-on acquisitions and external innovation, with partnerships in consumer health and AI.

Commercial execution, market access, and risk management

• Commercial reset includes a dual-engine sales model, direct-to-consumer capabilities, and telehealth channels, with significant expansion in US and EUCAN GLP-1 market share.

• U.S. and international operations focus on expanding access, leveraging telehealth, and innovative subscription models to improve adherence and stay time.

• Plans to defend semaglutide franchise post-LOE through volume retention, price management, and rapid conversion to next-generation assets.

• Manufacturing scale and proprietary oral technology (SNAC) provide a cost and IP moat, especially in the oral segment.

• International Operations targets over 10 new product launches by 2030, focusing on differentiated launches and expanding access in both established and emerging markets.