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NOVO NORDISK FOUNDATION
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why and hOW?
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NOVO NORDISK FOUNDATION 3
HOW?
The ambition of the Novo Nordisk Foundation is that our companies will create world-class business results. This will be achieved by gene ra- ting research-based products and services that improve how disease is combated and how natural resour ces are used.
The Foundation uses its income for grants that advance and promote research at universities and hospitals within the health sciences and biotech-nology. The perspective is long term, and the objective is to continue to develop a know ledge environment in which innovative and talented people can carry out research of the highest quality.
This is how we contribute to developing solu tions for the pressing challenges of the future – to benefit both individuals and society as a whole.
WHY?
The world is facing major challenges as the global population increases and ages. Growing numbers of people have lifestyle-related diseases, natural resources are being depleted and carbon dioxide emissions are rising.
More research is required to improve the com-bating of disease and the more intelligent use of scarce natural resources. Denmark and the other Nordic countries must therefore make a special effort to retain and expand their strong position within biomedical and biotechnology research. This is necessary, especially because the interna-tional competition is intensifying.
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4 NOVO NORDISK FOUNDATION
Introduction
The Novo Nordisk Foundation is an independent Danish foundation with corporate interests. The objective of the Novo Nordisk Founda-tion is twofold: 1) to provide a stable basis for the commercial and re-search activities conducted by the companies within the Novo Group; and 2) to support scientific and humanitarian purposes.
The vision of the Foundation is to contribute significantly to research and development that improves the health and welfare of people.
The Foundation aims to use its independence and flexibility to pro-mote world-class research at universities and hospitals. In so doing, the Foundation wishes to ensure that Denmark and the rest of the Nordic countries develop and are recognized as an international powerhouse in the health sciences and biotechnology. This will be achieved by providing long-term funding for the development of a knowledge environment in which top researchers and innovative tal-ents can carry out research of the highest quality.
Further, the ambition of the Foundation is that Novo Group compa-nies will position themselves as internationally recognized and signifi-cant actors in improving how disease is combated and how natural resources are used. All companies in the Novo Group are therefore committed to complying with a common set of values laid down in the Novo Group Charter.
In organizational terms, the Novo Nordisk Foundation awards grants and Novo A/S, the Foundation’s wholly owned subsidiary, manages the Foundation’s commercial activities. The objective of Novo A/S is to manage the Foundation’s endowment and its controlling interests in Novo Nordisk A/S and Novozymes A/S, thereby ensuring that the Foundation obtains a satisfactory financial return.
• Company products and services make a significant difference in improving the way people live and work.
• The company is perceived to be an innovator – in technology, in products, in services and/or in market approach.
• The company is among the best in its business and a challenging place to work.
• The company delivers competitive financial performance.
Companies in the Novo Group therefore commit to:
• Value-based management
• Open and honest dialogue with their stakeholders
• Continuous improvement of:
financial performance
environmental performance
social performance
• Reporting in accordance with relevant, internationally approved, conventions
THE NOVO GROUP CHARTER
All companies in the Novo Group must demonstrate that they are willing and able to make a targeted effort to meet the following criteria.
WHat is tHe NOVO NORDISK FOUNDATION?
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NOVO NORDISK FOUNDATION 5
FOUNDATIONS wITh CORpORATe INTeReSTS ARe A DISTINCTIVe FeATURe OF DeNmARK AND pROVIDe A UNIqUe OppORTUNITy TO ReTAIN SUCCeSSFUl COmpANIeS IN The COUNTRy. ThROUGh ITS OwNeRShIp OF NOVO NORDISK A/S AND NOVOzymeS A/S, The NOVO NORDISK FOUNDATION wANTS TO eNSURe ThAT ImpORTANT KNOwleDGe, TeChNOlOGy, pRODUCTION AND TAleNTeD emplOyeeS STAy IN DeNmARK AND CONTINUe TO CONTRIbUTe TO The DeVelOpmeNT OF DANISh SOCIeTy.
STEN SCHEIbyE, CHAIR Of THE bOARd, NOVO NORdISk fOUNdATION ANd CHAIR Of THE bOARd, NOVO A/S
FUNDING FOR RESEARCH
BASIS
A STABLE
WHat is tHe NOVO NORDISK FOUNDATION?
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6 NOVO NORDISK FOUNDATION
dIVIdENdS ON CAPITAl INVESTEd
NOVO NORdISk fOUNdATION
NOVO A/S
NOVO NORdISk A/S NOVOzymES A/S
dIVIdENdS ON CAPITAl INVESTEd
Investment in biopharmaceutical and biotechnology
companies
Grants awarded for research
StenScheibye
Chair
Chair
Jørgen BoeVice Chair
BoAhrén
LarsFugger
KarstenDybvad
Ulla MorinSørenThuesen Pedersen
Stig Strøbæk
StenScheibye
JørgenBoe
GöranAndo
JeppeChristiansen
Per Wold-Olsen
Henrik GürtlerCEO
BirgitteNauntofte
CEO
SteenRiisgaard
SteenRiisgaard
EmployeeRepresentative
EmployeeRepresentative
EmployeeRepresentative
NOVO GROUP
NOVO NORDisK FOUNDatiON GROUP
The Novo Nordisk foundation and the companies in the
Novo Group comprise the Novo Nordisk foundation Group.
The Novo Nordisk foundation receives dividends from Novo
A/S comprising:
• Dividendsfromcompanies
• Returnsfromotherinvestments
Organization
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NOVO NORDISK FOUNDATION 7
StenScheibye
Chair
Chair
Jørgen BoeVice Chair
BoAhrén
LarsFugger
KarstenDybvad
Ulla MorinSørenThuesen Pedersen
Stig Strøbæk
StenScheibye
JørgenBoe
GöranAndo
JeppeChristiansen
Per Wold-Olsen
Henrik GürtlerCEO
BirgitteNauntofte
CEO
SteenRiisgaard
SteenRiisgaard
EmployeeRepresentative
EmployeeRepresentative
EmployeeRepresentative
bOARdS
The board of the Novo Nordisk foundation has nine members. In ad-dition to the Chair and Vice Chair, the board has four members elected under the foundation’s Articles of Association, two of whom must have insight into research in the medical or natural sciences, and three employee representatives from Novo Nordisk A/S and Novozymes A/S.
The Chair and Vice Chair of the foundation also serve on the board of Novo A/S. The majority of the members of the boards of Novo Nordisk A/S and Novozymes A/S are independent of the Novo Nordisk founda-tion and Novo A/S.
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8 NOVO NORDISK FOUNDATION
The Novo Nordisk Foundation awards grants in areas that fall within the Foundation’s Articles of Association, and especially for research. The Foundation’s grants support research of the highest quality. Re-searchers decide their own research priorities and are free to publish as they wish.
Grants are awarded in two ways:
1) grants awarded in open competition based on the applications received and assessed by the Foundation’s expert committees; and
2) thematic grants, in which the Foundation decides the overall theme and international experts assess the research proposals by peer review.
with its grants, the Foundation strives to facilitate new frontline research and to develop dynamic international research environ-ments that will attract and retain the very best researchers. This is intended to lead to research of the highest quality and to contribute to the knowledge base that is crucial for the future education, in-novation and growth in Denmark.
The Foundation’s active support of free and independent research supplements government-funded research at public research insti-tutions.
In addition to funding research, the Foundation supports the deve-lopment of application-oriented research discoveries that have commercial potential. The Foundation also supports humanitarian and social causes – including funding the operating costs, research in health promotion and international education in diabetes care of the Steno Diabetes Center.
The Foundation bases its grant awards on a set of values expressed in four cornerstones. The Foundation informs every recipient of a research grant about these. Furthermore, grant recipients agree to abide by the Foundation’s standards for good research practice and thus to use the funding responsibly.
Commitment
In awarding grants, we strive to contribute significantly to research and development that improves the health and welfare of people, and we believe that research benefits the development of society.
Professionalism
In awarding grants, we consult with experts to ensure that the research we support is of the highest international quality with the aim of generating new in-depth knowledge and innovation.
Respect
In awarding grants, we take an international perspective; we support free and independent research and publishing freedom.
Trust
In awarding grants, we trust that researchers will strive to ensure that the results of their research will benefit as many people as possible.
CORNERSTONES
ResPectiNG FRee AND INDepeNDeNT ReSeARch
The foundation’s grants
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NOVO NORDISK FOUNDATION 9
ResPectiNG FRee AND INDepeNDeNT ReSeARch
we SUppORT FRee AND INDepeNDeNT ReSeARCh, AND NO COmpANy IN The NOVO GROUp hAS pReFeReNTIAl ACCeSS TO The ReSeARCh ReSUlTS FUNDeD by GRANTS FROm The FOUNDATION. beCAUSe The OwNeRShIp IS VeSTeD IN The ReSeARCh INSTITUTIONS AND The ReSeARCheRS, The ReSUlTS beNeFIT The whOle OF SOCIeTy.
bIRGITTE NAUNTOfTE, CEO, NOVO NORdISk fOUNdATION
RespectTrusT
ProfessionalismCommitment
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10 NOVO NORDISK FOUNDATION
with roots stretching back to the 1920s, the Foundation has a long history of awarding grants to high-quality researchers and research projects through its scientific committees. Over the years, the Foun-dation has added more committees, types of grants and new grant areas. Today, the Foundation has two large committees and eight other committees on which 45 experts serve.
The Foundation receives more than 1000 applications per year in re-sponse to open calls. It awards grants to a large number of research projects, fellowships, scholarships and research leader programmes. In 2012, the Foundation’s committees awarded DKK 285 million (€38 million) in open competition.
The committees serve as the Foundation’s window to the research communities. Committee members are experts in their fields and have a valuable overview of the research field, often supplemented by experience gained as members of research councils or academic assessment committees. The various committees are therefore ex-tremely qualified to assess the quality, originality and feasibility of projects. The assessment process thus ensures high-quality grants.
Research in the health sciences is the Foundation’s most important grant area. One main committee, the Committee on medical and Natural Sciences Research, awards grants for projects, fellowships and scholarships for basic biomedical and clinical research in Denmark. The
other main committee, the Nordic Research Committee (endocrino-logy), awards grants for research projects, scholarships and sympo-sia in experimental physiological, endocrinological and metabolic re-search in the Nordic countries. The Committee on Nursing Research and the Committee on General practice and Family medicine Research also award grants for research projects and scholarships.
The newly established Committee on Novo Nordisk Foundation lau-reate Research Grants awards substantial, long-term grants to top international researchers who want to establish a research group in Denmark within biomedicine or biotechnology.
The Foundation also supports research in biotechnology-based syn-thesis and production, innovation and research on art history and art and appoints specific expert committees that award these grants.
The Foundation awards several honorary prizes each year, for which no applications are solicited, to reward researchers for unique re-search efforts. The Novo Nordisk prize is the most prestigious of these prizes, comprising a personal honorary award and a grant for re-search in the prize recipient’s field. A specially appointed prize Com-mittee decides on the recipient of the Novo Nordisk prize. Similarly, the Nordic Research Committee decides on the recipient of the Ja-cobæus prize. The Foundation awards its other prizes jointly with scientific societies in Denmark and the other Nordic countries.
aN OPeN WiNDOW TO The wORlD
The foundation’s committees
The objective of these prizes is to reward researchers for a unique research effort.
mARIE ANd AUGUST kROGH PRIzE Awarded under the auspices of the Organization of danish medical Societies
NOVO NORdISk fOUNdATION lECTUREAwarded under the auspices of the Scandinavian Society for the Study of diabetes and the foundation’s Nordic Research Committee (endocrinology)
HAGEdORN PRIzE Awarded under the auspices of the danish Society for Internal medicine
JACObæUS PRIzE Awarded under the auspices of the foundation’s Nordic Research Committee (endocrinology)
NOVO NORdISk PRIzE Awarded under the auspices of the foundation’s Prize Committee
PRIzES AwARdEd by THE NOVO NORdISk fOUNdATION
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NorDic research
coMMiTTee
coMMiTTee oN NursiNG research
coMMiTTee oN arT hisTory research
– MaDs ØvliseN scholarships
coMMiTTee oN Novo NorDisk
FouNDaTioN laureaTe research
GraNTs
coMMiTTee oN arT hisTory
research
coMMiTTee oN GeNeral pracTice aND FaMily MeDi-
ciNe research
Novo NorDisk prize coMMiTTee
coMMiTTee oN BioTechNoloGy-BaseD syNThesis aND proDucTioN
research
coMMiTTee oN MeDical aND
NaTural scieNces research
coMMiTTee oN exploraTory
pre-seeD GraNTs
NOVO NORDISK FOUNDATION 11
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meet a committee Chair
IT IS A pRIVIleGe yeAR AFTeR yeAR TO ChART The DeVelOpmeNT ThROUGh The ReSeARCh IDeAS pReSeNTeD AND be pART OF DeTeRmINING The DIReCTION AND eNCOURAGING ReSeARCh by SUppORTING The beST pROJeCTS.
lARS fUGGER, CHAIR Of THE COmmITTEE ON mEdICAl ANd NATURAl SCIENCES RESEARCH ANd mEmbER Of THE bOARd Of THE NOVO NORdISk fOUNdATION
12 NOVO NORDISK FOUNDATION
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NOVO NORDISK FOUNDATION 13
lars Fugger, Chair of the Committee on medical and Natural Scien-ces Research, says: “basically, quality is the reference point at the heart of the Committee on medical and Natural Sciences Research. we therefore target finding and supporting the best projects within the Committee’s remit. This is probably one reason why the research community considers a grant from the Committee and thereby the Novo Nordisk Foundation to be an endorsement of the specific re-searcher and his or her project. we can be proud of this.”
“For many years, the Foundation has demonstrated considerable and consistent responsibility by providing substantial funds for research. I am pleased to be able to emphasize that the Committee’s grants have increased gradually during the past 10 years from DKK 31 mil-lion (€4.2 million) in 2003 to DKK 82 million (€11 million) in 2012. These grants help to ensure that Denmark can retain and sustain a high standard of medical research, and this will lead to better health both in Denmark and globally,” explains lars Fugger.
both young and established researchers benefit from the Commit-tee’s grants, which include DKK 32 million (€4.3 million) for scholar-ships and fellowships and DKK 50 million (€6.7 million) for project grants.
lars Fugger continues: “The Committee knows that researchers often have to navigate uncharted waters to achieve their goals. we therefore
readily support projects of high risk if they are of high quality, since these are often the ones that lead to decisive advances in research.”
“One of the Committee’s flagship grants is the hallas-møller Fellow-ship, which provide young researchers with the space to concentrate on their research and thus make especially great efforts. The Com-mittee is always on the lookout for markers from the research envi-ronment, and we are pleased to witness the impressive thrust of the hallas-møller Fellowships.”
“while hallas-møller Fellowships support basic scientific research, our clinical research fellowships also deserve special mention. These scholarships have been groundbreaking because they have helped to revitalize clinical research in Denmark’s hospitals, by giving physicians the opportunity to be relieved part time from their busy clinical tasks so they have time to do research. Observing the synergy that arises when we integrate clinical work and research is really positive.”
“I am personally honoured to participate in the Committee’s work. This means that I can help to support research that advances the science of medicine. As a member of the Committee, I get in-depth insight into medical research in Denmark. It is a privilege year after year to chart the development through the research ideas presented and be part of determining the direction and encouraging research by supporting the best projects,” concludes lars Fugger.
FUll sPeeD aHeaD ON pIONeeRINg ReSeARch
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14 NOVO NORDISK FOUNDATION
meet a grant recipient
how can cancer be prevented from spreading to other parts of the body?
Thirty-five-year-old Janine erler hopes to shed light on this urgent issue in the coming years. She was awarded the Novo Nordisk Foun-dation’s hallas-møller Fellowship in 2012. The fellowship, which pro-vides up to DKK 11 million (€1.5 million) over 5 years, is awarded to talented young researchers with an independent research profile to enable them to create their own research group in Denmark.
The fellowship is aimed at medical and natural sciences research, mainly within basic biomedical research, translational research and clinical research.
In her project, Janine erler investigates the mechanisms that cause cancer to spread through the body. The project especially focuses on an enzyme called lysyl oxidase-like 2 (lOXl2) that plays a key role in the process. The goal is to find a strategy for improving the treatment of people with cancer.
Janine erler, who moved from london to Copenhagen, where she currently works at the biotech Research & Innovation Centre (bRIC)
at the University of Copenhagen, says: “Our ultimate goal is to de-crease the suffering of people with cancer and to prolong their lives. when cancer spreads through the body, you would assume that the primary tumour and secondary tumours are similar, but they are not at all. So it is very complicated to treat cancer once it has spread. however, there must be something similar between the different types of tumours that we can target to stop cancer from spreading and growing,”
“The hallas-møller Fellowship has allowed me to set up a research group here in Denmark and to take on exciting and important re-search aimed at helping people with cancer. because of its five-year perspective, the fellowship provides stability and security. It allows me to focus on the research and the long-term objectives instead of having to worry about where the money for the next step of the research project will come from.”
“In addition, the five-year perspective makes it easier to attract and recruit the right people. I am very motivated by receiving the hallas-møller Fellowship. I think it will help me get established here and form the basis for my future research career.”
FiVe YeaRs OF FOcUS AND ImmeRSION
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JANINE ERlER, ASSOCIATE PROfESSOR, bIOTECHRESEARCH & INNOVATION CENTRE (bRIC), UNIVERSITy Of COPENHAGEN
A hAllAS-mølleR FellOwShIp wIll pROVIDe me wITh The OppORTUNITy TO CARRy OUT lONG-TeRm IN-DepTh ReSeARCh IN A COmpleX FIelD SUCh AS The SpReAD OF CANCeR.
FiVe YeaRs OF FOcUS AND ImmeRSION
NOVO NORDISK FOUNDATION 15
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meet a prize winner
ERIk A. RICHTER, PROfESSOR, dEPARTmENT Of NUTRITION, ExERCISE ANd SPORTS, UNIVERSITy Of COPENHAGEN
hONeSTly, we STIll DO NOT KNOw ThAT mUCh AbOUT The UNDeRlyING meChANISmS ThAT mAKe phySICAl ACTIVITy heAlThy. ThIS "why AND hOw" IS whAT ReSeARCheRS mUST DeTeRmINe. qUITe SImply, we mUST eNhANCe OUR KNOwleDGe AND UNDeRSTANDING.
16 NOVO NORDISK FOUNDATION
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NOVO NORDISK FOUNDATION 17
According to erik A. Richter, “physical activity has an enormous bear-ing on our health and welfare. There is no reason to wait for more results from researchers before you lace up your training shoes. we know already that’s how it is. Now we need to find out exactly what happens and why.”
The experienced professor at the Department of Nutrition, exercise and Sports of the University of Copenhagen knows what he is talking about. For more than 30 years, he has investigated the metabolism of the musculoskeletal system, and in 2012 he received the Novo Nordisk prize for his dedicated and pioneering research on muscle glucose metabolism.
erik A. Richter was the first researcher to demonstrate that physical activity increases insulin sensitivity and thereby improves the regula-tion of blood glucose in the body. Thus, he has helped to explain why regular physical activity can help people with type 2 diabetes, some-times eliminating the need for medicine. Today, physical activity and dietary changes are a natural part of treating and preventing the on-set of type 2 diabetes, one of the most rapidly growing diseases glob-ally. About 330 million people worldwide are estimated to have it.
The Novo Nordisk prize is the most prestigious of the five annual prizes the Novo Nordisk Foundation awards to researchers. The prize of DKK 1.5 million (€200,000) includes DKK 1 million (€130,000) for research and a personal award of DKK 500,000 (€70,000).
“This is a great honour, and I am extremely pleased to receive the prize, both personally and on behalf of my profession. This represents huge recognition and altogether confirms that this research field is important. I should add that I am also a bit overwhelmed to be in such good company,” says erik A. Richter, referring to the 57 previ-ous recipients of the prize, which was first awarded in 1963.
erik A. Richter has made many scientific discoveries throughout his career, and is internationally recognized for his research efforts, but he is not content to rest on his laurels.
“I think it’s fascinating to try and discover how the body works. This research field is constantly changing and generating new challenges. One of my new hypotheses is that muscles tell the brain about their condition and thus influence a person’s motivation to take exercise. whether some people are very keen or less keen to exercise is there-fore not just a question of willpower."
"As a senior researcher, I consider it really important to collaborate with young, talented phD and postdoctoral fellows, who constant-ly challenge me. This is vital for obtaining research of the highest quality."
"we still have not cracked the two key questions: how muscle con-tractions acutely increase the ability of muscles to take up sugar and how muscle contractions increase insulin sensitivity after work. Given the rapid developments in molecular biology and gene technology – together with a dynamic research group – I am sure that we will take great steps forward in the coming years.”
The NOVO NORDISK FOUNDATION AwARDS The NOVO NORDISK pRIze ANNUAlly TO A ReSeARCheR TO ReCOGNIze UNIqUe meDICAl ReSeARCh OR OTheR ReSeARCh CONTRIbUTIONS ThAT beNeFIT meDICAl SCIeNCe.
aN eNDless qUest FOR ANSweRS
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18 NOVO NORDISK FOUNDATION
The Novo Nordisk Foundation wants to promote and recognize individual scientific excellence. The Foundation believes that land-mark research results and innovation are best achieved by identifying researchers with great potential and giving them autonomy to develop their ideas and projects.
In addition to increasing the amount of money the Foundation awards through its committees, the board of the Foundation therefore deci-ded recently to launch several new substantial programmes that will provide exceptional researchers from Denmark and elsewhere the best possible conditions to fully develop their potential and carry out visionary research in Denmark and the Nordic countries.
These long-term programmes provide personal funding to a researcher who is free to build a research group and to identify research projects as he or she wishes within a theme approved by the Foundation. This creates conditions for making unexpected discoveries, which often ultimately lead to innovation and creative, excellent research.
The most ambitious programme is the Novo Nordisk Foundation laureate Research Grants. These grants are awarded to outstand-ing researchers within biomedicine and biotechnology who want to move to Denmark and establish a research group. Funds of up to DKK 40 million (€5.35 million) are available based on applications in international competition. The first two grants were awarded in 2012. The Advanced Investigator Grant is another new initiative. This grant amounts to DKK 10 million (€1.34 million) over five years and is awarded to a researcher from a Nordic country at a high international level within endocrinology or experimental physiology.
In addition to funding recognized and established researchers, the Foundation seeks to support younger talents and enable them to kick-start their careers as research leaders by building their own research groups. Overall, the Foundation thus hopes to both facili-tate new frontline research and help to strengthen and promote the future development of young talent.
cONFiDeNce IN The INDIVIDUAl
THE fOUNdATION’S GRANT PROGRAmmES fOR INdIVIdUAl RESEACHERS AwARdEd ANNUAlly bASEd ON OPEN CAllS, APPlICATIONS ANd PEER REVIEw
Individual excellence
Novo Nordisk Foundation laureate Research Grants
7 years (can be exten-ded for up to 7 years)
Up to 40 biomedicine and biotechnology research 2
hallas-møller Fellowships 5 years Up to 11 biomedical research: basic, translational and clinical research 2
Advanced Investigator Grant 5 years 10 endocrinology and experimental physiology research: basic, translational and clinical research
1
Novo Nordisk Foundation excellence projects
5 years 5 endocrinology and experimental physiology research: basic, translational and clinical research
4
Clinical Research Fellowships 5 years 2.5 biomedical translational research and clinical research 4
mads øvlisen phD Scholarships 3 years 1.5 Art history, art and curatorship 2
mads øvlisen postdoctoral Scholarships 2 years 1 Art history, practice-based art and art and bioscience 3
postdoctoral scholarships in general practice and family medicine
2 years 1 General practice and family medicine 2
Co-funding of postdoctoral scholarships in nursing
3 years 0.5 Nursing research 3
Co-funding of phD scholarships in nursing 3 years 0.5 Nursing research 3
Grant duration Total Grant area Awarded (DKK, millions) per year
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NOVO NORDISK FOUNDATION 19
cONFiDeNce IN The INDIVIDUAl
by SUppORTING INDIVIDUAl eXCelleNCe The FOUNDATION helpS CReATe CONDITIONS FOR mAKING UNeXpeCTeD DISCOVeRIeS, whICh OFTeN UlTImATely leAD TO pIONeeRING, eXCelleNT ReSeARCh.
STEN SCHEIbyE, CHAIR Of THE bOARd, NOVO NORdISk fOUNdATION
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20 NOVO NORDISK FOUNDATION
Since 2007, the Foundation has awarded DKK 3.1 billion (€420 mill- ion) for establishing four large research centres and the Danish Na-tional biobank in Greater Copenhagen. The centres’ respective fields of research are proteins, stem cells, metabolism and biosustainability.
The Foundation aims to create a cluster of research centres that comprise outstanding knowledge environments with world-class in-frastructure and research. This will make Greater Copenhagen an international beacon within bioscience research by developing and strengthening scientific competencies, attracting the best research-ers and sowing the seeds for pioneering research results. The vision is that the centres can contribute to solving some of the challenges threatening global health and welfare such as diabetes and the de-pletion of natural resources.
The grants for the centres extend over 10 years, and this long-term perspective combined with substantial funding are vital in realizing the ambitions.
The cluster of centres has been established in partnership with public research institutions that confirmed in their applications that they would co-finance establishment and ongoing operation. The board of the Foundation decides whether to award these grants.
The cluster of research centres is located in Greater Copenhagen, where the University of Copenhagen, the Technical University of Denmark and several university hospitals are located and where a number of biopharmaceutical and biotechnology companies are headquartered. This provides opportunities for interaction and col-laboration.
One objective of the centres’ geographic proximity is that this will lead to a dynamic and innovative environment capable of creating fruitful interdisciplinary collaboration based on the centres’ closely related scientific fields. The result is synergy in the form of mutual inspiration and knowledge sharing, which neither each centre nor the individual research groups could otherwise achieve.
In 2012, as part of its strategy of turning Copenhagen into a hub for research in the biosciences, the Foundation established the Co-penhagen bioscience Conferences. Together with the Foundation, the centres alternate in arranging international conferences within each centre’s research field. The objective of the Conferences is to gather some of the world’s top researchers and young talent to ex-change knowledge and to build international networks.
Research centres and conferences
PUlsatiNG SyNeRgy AND SUcceSS
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The AIm OF AwARDING TheSe VeRy lARGe GRANTS IS TO CReATe A ClUSTeR OF ReSeARCh CeNTReS ThAT CAN ATTRACT AND ReTAIN The wORlD’S beST ReSeARCheRS, TheReby CReATING The bASIS FOR AN INTeRNATIONAlly ORIeNTeD AND INNOVATIVe ReSeARCh eNVIRONmeNT OF The hIGheST qUAlITy TO beNeFIT SOCIeTy.
STEN SCHEIbyE, CHAIR Of THE bOARd, NOVO NORdISk fOUNdATION
PUlsatiNG SyNeRgy AND SUcceSS
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meet four passionate scientists
our center is very international. people come from many dif-ferent academic backgrounds and often from very competitive environments. and of course they bring this with them into the center. But instead of competing with each other, we join forces. in an area like metabolic engineering where the inter-national competition is fierce, collaboration and synergy is es-sential. i think it is clear to all of us here in this center, that this is the way to go: international teams of complementary exper-tise, multidisciplinarity and an incentive to work together. as i see it, we have all the possibilities here at the center to really bring something new to the table in science.
The most exciting discoveries i have made in my young research career were outside of what i could have predicted – it was not really planned. leaving room for the unexpected, i think, cre-ates opportunities for great science and innovation. The long-term funding of the centres provides that: by limiting the time constraint to the scientists, the Foundation leaves room for spending time on the unexpected. The Foundation is basically saying to the scientific directors at the centres: “We know you are excellent scientists. We give you funding for the projects you want to do. hire the people you believe in, and we trust that you and your teams will foster new ideas and produce in-novative and exciting science.” i believe it really helps bring science forward.
TRUSTING THE UNExPECTEd JOINING fORCES TO COmPETE
Romain barres, Associate Professor,
Novo Nordisk foundation Center for
basic metabolic Research
Ana Rute Neves, Senior Researcher,
Novo Nordisk foundation Center for
biosustainability
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at the center, we do not merely have access to mass spectrom-etry, which enables us to uniquely analyse biological samples. We also have talented bioinformatics researchers who can make sense of the huge quantities of data generated. com-bined with a good collaboration culture, this means that we can carry out research that cannot be done elsewhere. The center is also part of the university of copenhagen, and we contribute substantially to teaching and training researchers. For me, part of being a researcher is sharing my knowledge to help students blossom professionally.
SHARING kNOwlEdGE
To me, one of the reasons for joining the centre was the com-mitment. i am not getting more yearly funding here than in my previous position, but here there is a commitment for 10 years of funding by the Foundation – and that is very, very significant. it is more than what you can get anywhere in the world at the moment. and with 10 years, we can really achieve a lot. another reason is the integration with the university. i believe it is important to be part of a vision going beyond the funding period. Being located at the university means that you become part of both the physical and the intellectual environ-ment, which provides good conditions for interaction between centre and faculty. There is also the fact that the research we do here is independent. i choose which results to publish and i collaborate with whomever i choose or whatever company i choose. That is very important to me.
CHOOSING INdEPENdENCE
Anne Grapin-botton, Professor of developmental biology,
Novo Nordisk foundation Section for basic Stem Cell biology,
danStem
kim Hjorth-Jensen, Postdoctoral fellow,
Novo Nordisk foundation
Center for Protein Research
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THE NOVO NORdISk fOUNdATION CENTER fOR PROTEIN RESEARCH wIll bECOmE A bEACON fOR AdVANCEd RESEARCH INTO PROTEINS, ANd wE HOPE THAT All AmbITIOUS RESEARCHERS wIll wANT TO PARTICIPATE IN THE CENTER AT SOmE STAGE IN THEIR CAREERS.
JIRI lUkAS, PROfESSOR ANd ExECUTIVE dIRECTOR, NOVO NORdISk fOUNdATION CENTER fOR PROTEIN RESEARCH
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in-depth insight into the biology of disease is required to develop new treatment methods. cell behaviour is largely deter-mined by which proteins the cell produces and how these proteins are modified.
The vision of the Novo Nordisk Foundation center for protein research is to under-stand the molecular causes of a wide range of diseases using protein-based approaches that will contribute to developing new treatment strategies, including new medi-cines. The center aims to be one of the world’s leading research environments within the field and to create significant new technologies, methods and results. This will be achieved by combining high-technology studies of proteins in diseased and healthy cells, using computer technol-ogy to process the enormous quantities of data and developing an understanding of the mechanism of disease and the func-tioning of proteins.
The ultimate goal of this research is to bene fit people affected by serious diseases for which treatment is currently not avail-able or not very effective.
researchers at the center collaborate with various partners in Denmark and else where in both the public and private sectors.
Jiri lukas, executive Director of the center, says: “Tomorrow’s medicine will become increasingly individualized, and proteins will play a key role in understanding, diagnosing and treating disease. There are no easy solutions. This is why the long-term funding provided by the Novo Nord-isk Foundation is extremely important. it enables us to launch ambitious – and risky – projects that can produce new para-digms and take our knowledge to a higher plane.”
The Novo Nordisk Foundation center for protein research was established in collaboration with the university of copenhagen. in 2007, the Novo Nordisk Foundation awarded a 10-year grant of Dkk 600 million (€80.7 million) to establish and operate the center. it opened in 2009 and currently has 144 employees, many of whom have been recruited from outside Denmark.
cOmbiNatiONs aND cONseqUeNcesNOVO NORDisK FOUNDatiON ceNteR FOR PROteiN ReseaRcH, UNiVeRsitY OF cOPeNHaGeN
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Diabetes and obesity are among the most rapidly growing global health problems of our time. about 330 million people worldwide have type 2 diabetes, which can lead to incapacitat-ing damage to such parts of the body as the eyes, kidneys, heart and brain, and this number is expected to rise to more than 500 million in 2030. Nearly 260,000 people in Denmark have been diagnosed with type 2 diabetes, and it is estimated that about the same number have the disease without knowing it.
The Novo Nordisk Foundation center for Basic Metabolic research aims to generate basic knowledge about hu-man metabolism as a basis for devel-oping new methods of diagnosing, preventing and treating type 2 dia-betes and obesity. The center primarily focuses on:
• developingmodelsforidentifyingindividuals at high risk of developing hyperglycaemia, obesity and cardio-vascular disease and to predict disease onset and progression;
• identifyinghowdiet,weightlossand physical activity can contribute to preventing and treating type 2 dia-betes; and
• characterizingthehormone system of the gastrointestinal tract (enteroendocrine system) to develop better treatment for type 2 diabetes and obesity.
research on metabolism and diabe t- o logy is one of Denmark’s strongest fields. Through its work, the center seeks to propel research and education related to metabolic diseases to new heights, with the aim of establishing itself as a leading global centre for basic metabolic research.
Torben klein, Managing Director of the center, says: “The center collaborates with other research groups within this field and has established research alliances with leading research groups at universities around the world with the aim of optimizing knowledge-sharing and generating synergy on an international scale to reinforce our research in the future.”
The Novo Nordisk Foundation center for Basic Metabolic research was established in collaboration with the university of copenhagen. in 2010, the Novo Nordisk Foundation awarded a 10-year grant of Dkk 885 million (€119 million) to establish and operate the center. it opened the same year and today has 163 employees.
mYsteRiOUs liFestYle-RelateD Diseases NOVO NORDisK FOUNDatiON ceNteR FOR basic metabOlic ReseaRcH, UNiVeRsitY OF cOPeNHaGeN
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We are NoT here To Deliver The orDiNary or coNFirM The FaMiliar. We are here To Be iNNovaTive aND creaTe The uNexpecTeD – preFeraBly The kNoWleDGe ThaT caN revoluTioNize The BaTTle aGaiNsT GloBal ThreaTs such as oBesiTy aND DiaBeTes.
TORbEN klEIN, mANAGING dIRECTOR, NOVO NORdISk fOUNdATION CENTER fOR bASIC mETAbOlIC RESEARCH
NOVO NORDisK FOUNDatiON ceNteR FOR basic metabOlic ReseaRcH, UNiVeRsitY OF cOPeNHaGeN
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Over the years, Denmark has built up unique nationwide registries with detailed information about all residents. At the same time, Den-mark’s health care system has routinely collected biological material from many individuals.
The Danish National biobank at Statens Serum Institut gives scientists a comprehensive overview of and access to about 15 million bio-logical samples in Denmark’s health care system for the first time. In addition, these can be linked with information from the nationwide registries. This will give researchers new opportunities for investigat-ing why disease occurs and how to prevent and treat it.
The Danish National biobank is a project with three strands: the Danish National biobank Registry, a large physical biobank and a co-ordinating centre.
The biobank Registry will contain detailed information on samples such as blood, tissue and DNA. For example, a researcher can find blood samples from people with multiple sclerosis – taken before they developed the disease – and can use the samples to study mark-ers for the later development of the disease.
The ultramodern 2400m² physical biobank is one of the world’s largest and includes a gigantic freezer room in which robots store, retrieve and deliver the biological samples. The coordinating centre staff are experts at managing and processing the biological material and will advise and assist researchers on issues arising from the use of the biobank Registry and the physical biobank.
mads melbye, professor and executive Vice president, Statens Serum Institut, says: “The Danish National biobank will strengthen Den-mark’s research infrastructure and create new perspectives for health science research and international research collaboration. Denmark’s system of committees on health research ethics and the Danish Data protection Agency will assess all research projects before they permit the biological material from an individual to be linked with informa-tion from the nationwide registries.”
The Danish National biobank was established in collaboration with Statens Serum Institut. In 2009–2010, the Foundation awarded a 10-year grant of DKK 118 million (€15.9 million) to establish and operate the biobank. It opened in 2012. Other contributors to estab-lishing the biobank include Denmark’s ministry of Science, Innovation and higher education and the lundbeck Foundation.
The DANISh NATIONAl bIObANK wIll beCOme The mOTheR OF All FReezeRS IN DeNmARK, wITh The CApACITy TO STORe 15 mIllION bIOlOGICAl SAmpleS SUCh AS blOOD, TISSUe AND DNA. ThIS wIll lAy The FOUNDATION FOR mANy ImpORTANT FUTURe ReSeARCh ReSUlTS RelATeD TO pReVeNTING AND TReATING DISeASe.
mAdS mElbyE, PROfESSOR ANd ExECUTIVE VICE PRESIdENT, STATENS SERUm INSTITUT ANd dIRECTOR Of THE dANISH NATIONAl bIObANk
HOme tO tHe eNtiRe DaNisH POPUlatiONtHe DaNisH NatiONal biObaNK, stateNs seRUm iNstitUt
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Pluripotent stem cells can develop into almost any type of cells in the human body, such as brain, blood and skin cells. because many serious diseases result from conditions in which cells are absent or not functioning as they should, considerable therapeutic potential can be harvested if researchers can understand and mimic the development from stem cells into special-ized cells.
The Novo Nordisk foundation Section for basic Stem Cell biology is one of two sections of the danish Stem Cell Center (danStem). The Section focuses on basic research covering developmental, stem cell and cancer biology, and researchers investigate how to induce stem cells to differentiate into certain types of cells and the specific role of stem cells in developing cancer cells. The ambition is to generate knowledge that can be used to create new stem cell–based treatment methods for diseases such as diabetes and cancer.
The Section comprises seven internationally prominent research groups, including three recruited from Sweden, Switzerland and Scotland. All have well-established global networks and participate actively in numer-ous international research projects.
The danish Council for Strategic Research funds the other section of danStem, which focuses on translating promising new re-search results to actively incorporate them in developing new treatment methods.
Henrik Semb, Professor and director of danStem, says: “we have a unique op-portunity to improve basic research and to create synergy in research within develop-mental and cancer biology. The Center is also actively educating the next generation of clinicians and developmental and stem cell biologists, who we hope will challenge the current scientific dogmas and become the future leaders within the field.”
The foundation established the Section for basic Stem Cell biology in collaboration with the University of Copenhagen. In 2010, the foundation awarded a 10-year grant of dkk 350 million (€47 million) to establish and operate the Section. It opened in 2011 and today has 66 employees.
cells ReVealiNG tHeiR DestiNYNOVO NORDisK FOUNDatiON sectiON FOR basic stem cell biOlOGY, UNiVeRsitY OF cOPeNHaGeN
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wHAT ATTRACTS mE IS THE ENORmOUS CHAllENGE INVOlVEd IN dEVElOPING A STEm CEll CENTRE THAT HAS A REAl POTENTIAl TO COmPETE wITH THE REST Of THE wORld.
HENRIk SEmb, PROfESSOR ANd dIRECTOR, dANISH STEm CEll CENTER, UNIVERSITy Of COPENHAGEN
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bIOSUSTAINAbIlITy RepReSeNTS A mAJOR SOCIOeCONOmIC DRIVeR IN The COmING DeCADeS. The DeSIGN, CONSTRUCTION AND OpTImIzATION OF Cell FACTORIeS ARe FUNDAmeNTAl ISSUeS. The CeNTeR wIll be Able TO RApIDly beCOme A GlObAl leADeR IN ThIS FIelD.
bERNHARd PAlSSON, PROfESSOR ANd CEO, NOVO NORdISk fOUNdATION CENTER fOR bIOSUSTAINAbIlITy
Novo Nordisk FouNdatioN CeNter For BiosustaiNaBility, teChNiCal uNiversity oF deNmark
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bERNHARd PAlSSON, PROfESSOR ANd CEO, NOVO NORdISk fOUNdATION CENTER fOR bIOSUSTAINAbIlITy
plastic bags, toys, food ingredients and many other products are manufac-tured from chemical materials based on oil or extracted from plants. Never-theless, this depletes natural resources and is not sustainable.
The Novo Nordisk Foundation center for Biosustainability is the world’s first interdisciplinary research centre within biosustainability. The center’s ambition is to develop new knowledge and technology that can support the trans formation from a petrochemical industry to a more sustainable bio-based industry, in which chemicals are produ ced biotechnologically using microbial production hosts: cell factor-ies. The center also investigates how to develop robust cell factories for the efficient production of biopharma-ceuticals.
overall, the center aims to clarify the spectrum of chemicals that can be manufactured biologically and to accelerate the design, construction and optimization of cell factories to be used in the biotechnological production of chemical materials and biopharmaceuticals.
The center collaborates with the world’s leading researchers in this field and has established satellites and entered into strategic alliances with universities in the united states, sweden, south korea and Denmark. The center also collaborates with biotechnology companies and the chemical industry to promote knowl-edge exchange and application of the center’s results.
Further, the center emphasizes edu-cating a new generation of young scientists within this field. it has also initiated a new phD programme that
will train future researchers to become leaders and pioneers within sustainable industry.
Bernhard palsson, professor and ceo of the center, says: “humanity needs to find ways of living more sustainably to slow the depletion of natural resources. using cell facto-ries is a fundamental aspect of this pro cess. Denmark has a strong position in industrial biotechnology, and ulti - mately we want to strengthen this position in the biologically based society of the future.”
The Novo Nordisk Foundation center for Biosustainability was established in collaboration with the Technical university of Denmark. in 2010–2012, the Novo Nordisk Foundation awarded grants totalling Dkk 1.1 billion (€150 million) over 10 years. The center opened in 2011 and has 125 employees today.
a biO-baseD PeRsPectiVe ON tHe WORlD
Novo Nordisk FouNdatioN CeNter For BiosustaiNaBility, teChNiCal uNiversity oF deNmark
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The Copenhagen bioscience Conferences are a series of scientific conferences within biomedicine and biotechnology. Over three days, they bring together top researchers and young talent from all over the world to discuss the latest scientific results and exciting ideas within a particular field. The purpose of the Conferences is to enable participants to build and expand their international network and to exchange knowledge and ideas in order to strengthen their future research.
The Conferences are open to researchers at all career levels. Atten-dance is by application, and the primary criteria are scientific accom-plishment and a willingness to participate actively in discussions and activities during the conference.
To promote a relaxed, trusting and open atmosphere, each confer-ence limits the number of participants, including the speakers, to 150–250. The Conferences are held less than 1 hour north of Copen-
hagen International Airport in surroundings specifically reserved for conference participants. No commercial activities or products and services are promoted.
The Novo Nordisk Foundation has initiated the Conferences and pays for all accommodation, transport and meals during the Conferences. participants cover their own travel expenses. Delegates from low- and middle-income countries may apply for a travel grant.
each of the centres in the Novo Nordisk Foundation’s cluster of re-search centres takes turns in arranging and hosting a conference together with the Foundation. The individual centre chooses the theme of the conference, puts the programme together and selects the participants.
The Foundation is planning two conferences annually; the first two took place in June 2012 and December 2012.
sPace FOR ScIeNTIFIc DebATe
Copenhagen bioscience Conferences
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“i think the conference was at the top level. The talks were really amazing. The scientists were discussing their newest research in a very open way, and that allowed us to think in new directions that we had not thought about before.
sometimes when you go to conferences you feel somehow inhibited in talking to people, but here we had plenty of time and the right environment to discuss the
new ideas, new data and cutting-edge research.
Before the conference, i only had a very vague idea of the research going on in Denmark. This certainly has brought me up to speed, and it makes you realize that there is significant investment and drive towards having great research here. i will most definitely recommend the copen-hagen Bioscience conferences to others.”
Elly TANAkAProfessor, Technical University of dresden, GermanyParticipant and speaker, 1st Conference
“you really do feel that even if you are not too experienced you still have a place and that people are interested in what you have to say. here i have walked up to people who are big names in the field and i feel like i can ask them questions. They have come here to have an exchange of knowledge rather than just come to present their research. i think that is quite different from other conferences.
i take home new contacts and i take home ideas from principal investigators and their methods. and also now i feel very much that if i have a research ques-tion then i now have people to contact and i would not feel shy to do it.”
ElISAbETH m. STORCkPhd fellow, Imperial College london, United kingdomParticipant, 2nd Conference
“This conference has been outstanding for us. The first positive outcome is that it brought excellent science close to us. The second one is that it really put our centre on the map of the stem cell world. people – including very important players in the field – could see that there is a serious and substantial initiative going on here, and we had overwhelm-ingly positive feedback from the confer-ence participants and speakers.
in addition, the conference has been an excellent forum to recruit junior group leaders, some of whom have already contacted us. Finally, the con-ference allowed us to both stabilize collaborations and initiate numerous new ones to strengthen our future research.”
HENRIk SEmb managing director, Novo Nordisk foundation Section for basic Stem Cell biologyHost, 1st Conference
“all the scientists, questions and dis-cussions here are great and push me to continue in this field. My favourite part of the programme was the poster sessions. it was really dynamic. all the principal investigators and the students were there discussing face to face. i was able to meet the principal investi-gators, and they did not talk to you asif you were just a student. We were on the same page, sharing information.
i have been very inspired, and i can-not wait to go home and continue my research.”
“i want to come back to another confer-ence and maybe not just to present a poster but also to give a talk and to get feedback from all the great scientists that are there and maybe for a moment be the star.”
ANNA lISA ROmANOPhd fellow, Institute of biology Valrose, Nice, franceParticipant, 1st Conference
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In addition to the Foundation’s regular annual grants decided by its committees, the board of the Foundation has given priority to award-ing grants to a wide range of large projects with a specific theme the Foundation considers important. These are called stand-alone grants.
The topics for the projects are extremely broad, including bioinformat-ics, diabetes research and rehabilitation of people with cancer. each project is funded for up to 5 years. These grants are often awarded together with partners in both the private and public sectors.
The Foundation’s largest stand-alone grant was DKK 201 million (€27 million) over 5 years for establishing the Danish Diabetes Academy at Odense University hospital in 2012. The Academy aims to generate new knowledge on diabetes and new ways of treating and prevent-ing it and thereby contribute to helping people with type 1 and type 2 diabetes to achieve a normal quality of life and life expectancy. The Academy offers phD, postdoctoral and professorial scholarships and is open to all diabetes researchers in Denmark and elsewhere. One of the Academy’s most important tasks is to create a collaborative plat-form across faculties and frontiers through such means as courses and conferences. The vision is that this collaboration will create syn-ergy that will strengthen research in Denmark and globally.
Although most of the Foundation’s grants are allocated directly to research, it also supports other activities that take place earlier in
the research chain. In this way, the Foundation helps inspire and en thuse young people and students at primary and lower-secondary schools, upper-secondary schools and at universities, and contributes to promoting interest in the natural sciences and research among the general public.
In collaboration with the Royal Danish Academy of Sciences and let-ters, the Foundation has launched an initiative to invite Nobel laur-eates twice a year to hold a celebratory lecture that is open to the public. This promotes science at the highest level to a broad cross-section of the population.
In 2012, the Foundation funded the Virtual laboratory initiative of the biotech Academy, which publishes teaching materials for upper-secondary schools in Denmark. The Virtual laboratory is a new e-learning tool targeting aspiring young researchers. This is available free of charge to upper-secondary students and provides them with the opportunity to carry out advanced laboratory experiments using computers that would otherwise not be possible in school.
Overall, the stand-alone grants the Foundation awards are ambitious and have promising perspectives. Grants are awarded based on the applications received and after peer review.
Stand-alone grants
iNsPiRatiON, INNOVATION AND eDUcATION
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Humanitarian and social causes
a betteR liFe
The Novo Nordisk Foundation awards most of its grants for health science research but also provides funds towards the operating costs of the Steno Diabetes Center and humanitarian and social causes.
The Novo Nordisk Foundation grants DKK 28 million (€3.8 million) a year towards co-funding the operating costs of Steno Diabetes Center, the research hospital of Novo Nordisk A/S. This is one of the Foundation’s responsibilities laid down in the Articles of Association and originating in the Foundation’s historical responsibility for Steno memorial hospital.
John Nolan, Director and CeO of the Steno Diabetes Center: “The Steno Diabetes Center aims to become a global leader within dia- betes treatment and translational research focusing on prevention and the early stages of diabetes. we are organized in four centres that cover treatment, research, education and prevention, so we cov-er the entire spectrum of diabetes. This makes the Center a unique place with considerable international impact.”
In addition to funding the operation of this hospital, the Foundation also awards annual grants for research and education projects under the auspices of the Steno Diabetes Center: Steno health promotion Center and the STAR (Steno Training and Application of Resources) project. In 2012, the Foundation awarded DKK 10 million (€1.34 mil-lion) to each.
The Steno health promotion Center is an integrated part of the Steno Diabetes Center and works based on the motto “participation cre-
ates action competence”. The Center focuses on the greatest diabe-tes-related challenges: lifestyles and attitudes. Novo Nordisk A/S and the Novo Nordisk Foundation co-fund the Center, which is headed by professor bjarne bruun Jensen: “The goal of our work is to develop an international centre of excellence that, by focusing on lifestyle changes, creates new knowledge that both helps people with dia-betes to improve their lives and helps other people to avoid getting diabetes.”
The STAR project is an international education project that supports the education and training of health professionals in diabetes man-agement in low- and medium-income countries. According to Ulla bjerre-Christensen, head of education for the STAR courses, “Our mission for the STAR courses is to improve the treatment of peo-ple with diabetes in low- and medium-income countries. This is achieved by providing education in the team-based management of diabetes, by assessing the quality of treatment and by increasing knowledge about diabetes through the dissemination of knowledge on the latest research.”
In addition to supporting the activities connected with the Steno Diabetes Center, the Foundation awards smaller grants annually to support humanitarian and social causes. In this respect, the Foun-dation ensures that the organizations it supports focus on people’s health and welfare, are recognized and file publicly available audited accounts. The Foundation awards grants for social causes to projects that promote the welfare of people in Denmark. In 2012, the Foun-dation awarded grants of DKK 3 million (€400,000) to these causes.
médecins Sans frontières ............. dkk 350,000
dental Health without borders ...... dkk 50,000
Children’s welfare ........................... dkk 30,000
danish Refugee Council ................ dkk 350,000
ymCA Soldiers’ Home ................... dkk 250,000
IN 2012, THE NOVO NORdISk fOUNdATION AwARdEd GRANTS TO THE fOllOwING HUmANITARIAN ANd NOT-fOR-PROfIT ORGANIzATIONS ANd CAUSES:
Care danmark ...........................dkk 350,000
Save the Children denmark ....dkk 350,000
The Soldiers' Grant ..................dkk 270,000
mother’s Aid .................................................... dkk 150,000
dIGNITy, danish Institute against Torture .... dkk 100,000
Red Cross youth .............................................. dkk 200,000
Red Cross ......................................................... dkk 300,000
maternity worldwide ..................................... dkk 250,000
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The positive trends in the financial results of the companies in the Novo Group will enable the Novo Nordisk Foundation to increase its total annual payout significantly in the coming years to benefit research and society.
in 2011, the Board decided that the Foundation will gradu-ally increase its total annual payout from Dkk 450 million (€60.3 million) to Dkk 850–900 million (€114–121 million) in 2014.
The Foundation will thus be able to influence the overall deve lopment of society and will take on this responsibility by striving over the long term to make Denmark an international research beacon within biomedicine and biotechnology.
The Foundation will continue to focus on the entire research chain – from educating and training researchers to innovation. successful, knowledge-based innovation requires pioneering basic research and robust application-oriented research that is closely linked to high-quality education. interest in research must be kindled, opportunities for developing promising re-search talent must be created and the most talented people must be inspired to pursue a research career.
The Foundation is convinced that this long-term perspective, combined with substantial funding, will provide the most tal-ented researchers with the appropriate conditions to deve lop their full potential. Giving researchers the freedom to test their ideas, no matter how risky these may be, creates the ide-al prerequisites for generating research results of the highest quality that can make a difference.
in 2011, the Board of the Foundation adopted five overall stra-tegic objectives for awarding research grants. sten scheibye, chair of the Board, elaborates:
“The Foundation will continue to mainly focus its grants on funding research in the public sector. Most of the grants will be linked to strengthening, expanding and further interna-tionalizing the research in selected fields within biomedicine and biotechnology. We will also be considering new initiatives emerging from the cluster of research centres the Foundation has already funded, to ensure that these centres become lead-ing global actors in their respective fields. The Foundation’s committees have also been allocated more funds for grants, and we have launched several new grant initiatives in 2012, which may continue if they are successful.”
Strategy for grants going forward
lONG-teRm PeRsPectiVe AND cOmmITmeNT
40 NOVO NORDISK FOUNDATION
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NOVO NORDISK FOUNDATION 41
lONG-teRm PeRsPectiVe AND cOmmITmeNT
The FouNDaTioN’s Five overall sTraTeGic oBJecTives For aWarDiNG research GraNTs:• strengthen biomedical and biotechnology research in selected fields;• fuel cross-disciplinarity;• advance individual scientific excellence;• spur imagination, inspiration and knowledge about science and technology; and• build bridges between scientific discoveries and commercial applications.
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one strategic objective of the Novo Nordisk Foundation is to con tribute to building bridges between the exciting discover-ies researchers make in biomedicine and biotechnology and their commercial application. The purpose is to accelerate the use of new research-based knowledge and thus create added value by establishing new life-science and bioindustrial companies and associated jobs to benefit society as a whole.
Different stages of the innovation value chain require differ-ent types of support because the technical and commercial activities change and develop throughout the process. The Foundation therefore supports a range of initiatives – either directly or through its subsidiary Novo a/s – and thus covers the entire innovation value chain from research discovery to commercializing new diagnostic methods, therapies, assistive devices and technologies.
driving innovation
THE NOVO NORdISk fOUNdATION SUPPORTS RESEARCH
COllAbORATION bETwEEN NOVO NORdISk fOUNdATION ANd NOVO A/S
RESEARCH
GRANTS
ExPlORATORy PRE-SEEd
GRANTS
PRE-SEEd
GRANTS
SEEd
INVESTmENTS
VENTURE
INVESTmENTS
2 3 4 5
NOVO A/S INVESTS IN COmPANIES
1
DYNamO AND bRIDge-bUIlDeR
42 NOVO NORDISK FOUNDATION
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1. RESEARCHThe Novo Nordisk foundation
supports high-quality biomedical
and biotechnology research. The
foundation catalyses the creation
of strong research environments
that focus on creativity. This is
intended to create favourable
conditions for making application-
oriented discoveries with commer-
cial potential.
2. ExPlORATORy PRE-SEEd The earliest stage involves testing
whether the discovery will work
in practice and can be commercial-
ized. funding is required to both
test and develop a good idea
and to investigate the potential
for patenting and marketing.
Research ers based at a university
or hospital in a Nordic country
may apply to the foundation’s
Com mittee on Exploratory Pre-
seed Grants for funding for this
purpose.
3. PRE-SEEdResearchers may apply for a pre-
seed grant from the foundation
once the scientific and commercial
potential has been further inve st-
i gated.
for both pre-seed programmes,
the foundation, in partnership
with Novo A/S, supports the
innovation process on the same
terms as it supports research – by
awarding grants to the applicant.
Up to dkk 25 million (€3.4 million)
is awarded annually for pre-seed
activities, with dkk 10 million
(€1.34 million) allocated for ex-
ploratory pre-seed grants and dkk
15 million (€2 million) for pre-seed
grants.
4. SEEdIf an idea is sustainable and pro -
mising enough to advance to
the next stage, which involves
more extensive technical and
commer cial activities, Novo A/S
may decide to specifically invest
in a seed-stage company. At that
stage, Novo A/S will exercise
in fluence in the expanding com -
pany by appointing members of
the board.
5. VENTUREIf the expanding company turns
out to have promising commercial
potential, Novo A/S may make a
substantial venture capital invest-
ment to further develop the con-
cept and the company. Although
the pre-seed and seed stages focus
on the Nordic countries, venture
capital investments are also made
in other European countries and in
the United States.
The opportunities for investments
to pay off in the form of new
products and financial returns
especially increase at the later
stages of the innovation value
chain, but this is far from certain
and also requires a long-term
perspective.
However, neither excellence in
research nor the opportunities
to fund idea development inher-
ently lead to innovation. This
also requires an innovation
culture, with entrepreneurs and
researchers capable of moving
research discoveries and ideas
forward, thereby enabling the
innovative and commercial
potential to unfold. developing
and operating a small biotech-
nology company requires energy,
commitment and a belief in sus-
tainability.
NOVO NORDISK FOUNDATION 43
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44 NOVO NORDISK FOUNDATION
Novo A/S is wholly owned by the Novo Nordisk Foundation and is the holding company for Novo Nordisk A/S and Novozymes A/S. Novo A/S was established in 1999 to manage the Foundation’s endow-ment optimally. In addition to exercising ownership and providing a stable basis for the commercial activities of Novo Nordisk A/S and Novozymes A/S, Novo A/S is charged with consolidating the Founda-tion’s endowment and obtaining an adequate return to provide for the grants the Foundation awards for research, operating a research hospital and humanitarian and social causes.
when Novo A/S was established, the combined assets of the Founda-tion and Novo A/S not linked to Novo Nordisk A/S and Novozymes A/S comprised about DKK 600 million (€80 million). As of the end of 2012, these assets have increased to about DKK 33 billion (€4.4 billion) comprising:
• long-term investments in life-science and bioindustrial compa-nies, with about DKK 11.5 billion (€1.55 billion) invested at the end of 2012 in: Companies in the seed phase Companies in the venture phase well-managed and profitable biomedical and bioindustrial companies
NOVO a/s A STAble bASIS
• Financial investments that are primarily placed in equities and bonds (about DKK 19 billion (€2.55 billion)) and that can be sold quickly if necessary. most of the money is reserved for situations that may require intervention to support any Novo Group company that needs to raise capital or pursue new investment opportunities. In addition, some of the financial investments are realized continually to pay for grants awarded by the Foundation but not paid (DKK 2.9 billion (€390 million) at the end of 2012).
The substantial growth in both the current dividends from Novo Nordisk A/S and Novozymes A/S and the return on the investments made by Novo A/S has opened new perspectives for the Novo Nord-isk Foundation in awarding grants.
The holding and investment company
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NOVO NORDISK FOUNDATION 45
HENRIk GÜRTlER,CEO, NOVO A/S
InsIghtTrusT
ProfessionalismCommitment
we INVeST IN COmpANIeS ThAT DeVelOp ATTRACTIVe, mARKeTAble pRODUCTS bASeD ON UNIqUe SCIeNCe AND ThAT hAVe INSIGhTFUl mANAGemeNT. OUR ACTIVe OwNeRShIp eNAbleS US TO USe OUR FINANCIAl CApACITy AND lONG-TeRm FOCUS TO lAy A STAble bASIS FOR CReATING lASTING VAlUe.
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46 NOVO NORDISK FOUNDATION
Novo A/S is obligated to maintain a controlling interest in Novo Nord isk A/S and Novozymes A/S, the Novo Group’s two large publicly listed companies. The A (multiple voting rights) shares in the two companies are unlisted and are not traded. In both Novo Nordisk A/S and Novozymes A/S, the A shares have voting rights that are 10 times greater than those of the b (ordinary) shares.
At the end of 2012, Novo A/S owned A and b shares in Novo Nordisk A/S and Novozymes A/S equivalent to 25.5% of the share capital of both companies and 72.7% and 70.1% of the votes respectively.
This special ownership structure defends the companies in practice against any hostile takeover and ensures that the companies can plan their activities on a long-term basis and remain in Danish ownership. The role of Novo A/S is to manage its controlling ownership in the
best interests of the companies and with due respect for the interests of the minority shareholders.
henrik Gürtler, CeO of Novo A/S, explains: “It is worth noting that Novo A/S, despite having a controlling interest in both Novo Nordisk A/S and Novozymes A/S, invites influence by minority shareholders. This is reflected in us being a minority on the boards of both compa-nies, and naturally the board as a whole makes the decisions. This is a very intentional choice.”
most of the assets of Novo A/S comprise its portfolio of shares in Novo Nordisk A/S and Novozymes A/S. Novo A/S derives income from its ownership of Novo Nordisk A/S and Novozymes A/S, from the annual dividends and from participating in the companies’ share buybacks.
novo nordisk
cONtROlliNGOwNeRShIp
The Novo companies
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NOVO NORDISK FOUNDATION 47
NOVO NORdISk A/S
Novo Nordisk A/S is a global health care company with 90 years of inno vation and leadership in diabetes care. The company also has leading positions within haemophilia care, growth hormone therapy and hormone replacement therapy.
headquartered in Denmark, Novo Nordisk A/S employs about 34,000 employees in 75 countries and markets its products in 190 countries. In 2012, Novo Nordisk A/S had revenue of DKK 78 billion (€10.5 billion).
Of the 11 members of the board, seven are elected at the annual general meeting, with four independent external members and three Novo A/S representatives. The employees elect the remaining four members.
NOVOzymES A/S
Novozymes A/S is the world leader in bioinnovation. Together with customers across a broad array of industries, Novozymes creates to-morrow’s industrial biosolutions that enhance customers’ businesses and safeguard the world’s resources. Novozymes develops and pro-
duces industrial enzymes, microorganisms and biopharmaceutical ingredients. Other companies use these products to manufacture such products as biofuels, detergents, foodstuffs and feedstocks. Generally speaking, Novozymes solutions simplify and optimize its customers’ production processes. Sustainability is an integral part of Novozymes’ business, and the company’s products enable customers to save energy and raw materials and to reduce the waste produced. Novozymes is continually exploring the potential of nature, as evid-enced by more than 7000 patents registered by the company.
In 2012, Novozymes A/S had revenue of DKK 11.2 billion (€1.5 bil-lion). headquartered in Denmark, Novozymes has more than 6000 employees worldwide. The company markets more than 700 prod-ucts in more than 40 unique end-user markets worldwide.
Of the nine members of the board, six are elected at the annual general meeting, with five independent external members and one Novo A/S representative. The employees elect the remaining three members.
novozymes
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NOVO SEEdS
Novo Seeds was established in 2007 with the purpose of contribut-ing to developing a dynamic and successful biotechnology environ-ment in Denmark and Scandinavia by providing opportunities to uni-versities and early-phase companies to test the commercial potential of the most promising life-science research discoveries.
Novo Seeds focuses on three important areas: funding exploratory pre-seed and pre-seed grants and making seed investments. The two pre-seed programmes aim at the earliest stage on the way to establishing a biotechnology company. This stage involves testing and developing the commercial potential of an application-oriented research discovery. Grants are awarded on the same terms as Novo Nordisk Foundation research grants – a grant to the recipient. Apart
from providing financial backing, Novo Seeds also advises and sup-ports companies with the practical and commercial development of their projects.
Once sufficient positive commercial potential has been shown, Novo Seeds may consider a seed investment. The seed programme invests in projects on commercial terms and is used for starting up or for developing a new biotechnology start-up company. In addition to the capital Novo A/S provides, Novo Seeds also contributes manage-ment, strategic and operational inspiration and exchange of ideas to biotechnology companies. Novo Seeds invests up to DKK 100 million (€13.5 million) annually.
GAlECTO bIOTECH
Galectins (galactoside-binding lectins) are a
group of proteins that are involved in many
disease processes such as fibrosis, cancer and in-
flammation. based on extensive research in this
field, Galecto biotech has developed a series of
galectin modulators that have shown promising
effects in several disease models. The company's
main project focuses on an inhibitor of galectin-3
being developed for treating fibrosis, with idi-
opathic lung fibrosis as the primary indication.
The Novo Nordisk foundation awarded Galecto
a pre-seed grant of dkk 625,000 (€83,775) in
2010, and the company subsequently received
a seed investment from Novo Seeds as its first
investor, which enabled Galecto biotech Ab to
be established in 2011. The founder group com-
prises leading researchers and biotech entrepre-
neurs from Sweden, the United kingdom and
denmark. The investor base has since expanded
to include three venture capital funds: merck
Serono Ventures, Seed Capital and Sunstone
Capital. The company builds on more than 10
years of research into galectins and galectin
modulators which, combined with a strong pat-
ent estate, gives Galecto biotech a unique plat-
form.
Novo Seeds has invested dkk 12.4 million (€1.7
million) in Galecto biotech.
Investment in the life sciences
catalYsiNG cOmmeRcIAlIzATION
48 NOVO NORDISK FOUNDATION
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NOVO NORDISK FOUNDATION 49
NOVO VENTURES
Novo A/S created Novo Ventures in 2000 with the aim of investing in life-science companies that have substantial commercial potential based on original product development. Novo Ventures has partners in Copenhagen, london and San Francisco. Since 2000, Novo Ven-tures has invested DKK 4.4 billion (€590 million) in 83 companies with pioneering new products and technologies that can potentially improve the lives of thousands of people worldwide. After a devel-opment stage, some companies have been sold to pharmaceutical and medical technology companies and have provided a significant return on investment, such that Novo Ventures is one of the most successful and respected venture teams in this field.
Søren Carlsen, managing partner in Novo Ventures, explains: “we aim to generate returns based on research and product development. we achieve this by developing ideas and projects in individual life-science companies that both have commercial potential and provide impor-tant new knowledge. we want to catalyse the commercialization of discoveries and innovation. Our concept has proved to be especially successful thanks to our talented staff, the strong financial support of Novo A/S and a flexible time frame that allows us to be present and support the company until the time is right to sell. During the time when we help to develop the companies, the partners of Novo
Ventures can provide strategic support through our participation on the boards and share our extensive network. A new departure is that we will also invest in smaller listed companies in the future.”
henrik Gürtler, CeO of Novo A/S, adds: “In reality, we have had the privilege of being able to structure our venture activities as an ever-green fund. we have been able to maintain our investments and cultivate them with the long term firmly in mind, in contrast with other investment funds that have had to exit early because of their financing structure. This is particularly useful when we operate in a field in which developing a drug from start to finish often requires 10–15 years.”
Novo Ventures invests up to DKK 800 million (€107 million) annually.
kARUS THERAPEUTICS
karus develops innovative, orally active drugs
for treating cancer and inflammatory diseases.
developing such orally active anti-inflammatory
drugs, which have efficacy and side-effect pro-
files equivalent to the best injectable biological
drugs, represents a substantial untapped medi-
cal need but has proved to be a major challenge
for the pharmaceutical industry.
karus’ hopes of being able to make a difference
in this field are based on the company's scien-
tific expertise within epigenetics (the study of
heritable changes in gene expression that occur
without changing the dNA sequence) and lipid
kinase signalling (signalling pathways that influ-
ence several cellular functions) and the manage-
ment’s in-depth experience with the underlying
biology and considerable experience in develop-
ing new drugs.
karus is a semi-virtual company that carries out
the most important pharmaceutical chemistry
and biological studies in-house but also collabo-
rates with an international network of academic
groups and contract research organizations. In
2012, the company tapped series b funding with
the participation of Novo Ventures and other
leading biotechnology investors.
Novo Ventures has invested dkk 12.4 million
(€1.7 million) in karus Therapeutics.
we hAVe beeN Able TO mAINTAIN OUR INVeSTmeNTS AND CUlTIVATe Them wITh The lONG TeRm FIRmly IN mIND, IN CONTRAST wITh OTheR INVeSTmeNT FUNDS ThAT hAVe hAD TO eXIT eARly beCAUSe OF TheIR FINANCING STRUCTURe. ThIS IS pARTICUlARly USeFUl wheN we OpeRATe IN A FIelD IN whICh DeVelOpING A DRUG FROm START TO FINISh OFTeN ReqUIReS 10–15 yeARS.
HENRIk GÜRTlER, CEO, NOVO A/S
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maJORINVeSTmeNTS
Veloxis Pharmaceuticals A/SVeloxis Pharmaceuticals A/S is a speciality pharmaceutical company focusing on developing a tacrolimus product, lCb- Tacro, for preventing organ rejection among people who have received trans-plants. lCb-Tacro is produced in a tablet form and has the benefit of once-daily dosage.
As of the end of 2012, Novo A/S had
invested dkk 613 million (€82 million) in Veloxis, which has 30 employees in Copenhagen, denmark and in New Jersey, USA.
www.veloxis.com
Symphogen A/SSymphogen A/S develops recombinant human polyclonal antibodies. Symphogen is one of the first companies to use a development method that can simul ta-neously generate a broad range variety of antibodies that are all specific to the same target, which is the cause of a particular disease or infection, such as a bacterium, virus or cancer cell.
As of the end of 2012, Novo A/S had in -
vest ed dkk 304 million (€40.8 million) in Symphogen, which has 90 employees in Copenhagen, denmark.
www.symphogen.com
Chr. Hansen A/S.Chr. Hansen A/S is a global bioscience com-pany that has developed natural ingredient solutions for the food, pharma ceutical, nutritional and agricultural indu - stries. All solutions are based on strong research, development competencies and significant technological investments. The company enjoys market leadership in all its divisions: Cultures & Enzymes, Health & Nutrition and Natural Colors. The revenue for the 2011/2012 fiscal year was dkk 5.2
billion (€699 million). Chr. Hansen A/S has more than 2450 committed employees in 30 countries.
The dkk 4.2 billion (€570 million) invest-ment in Chr. Hansen A/S is by far the largest investment made by Novo A/S. As of the end of 2012, Novo A/S owned a 26.1% equity stake in Chr. Hansen A/S.
www.chr-hansen.com
INVeSTmeNT CANDIDATeS wIll pRImARIly be IDeNTIFIeD wIThIN The lIFe SCIeNCeS AND bIOINDUSTRy, beCAUSe NOVO A/S hAS The OppORTUNITy TO ADD VAlUe AS AN ACTIVe OwNeR IN TheSe FIelDS.
UlRIk SPORk, mANAGING PARTNER, NOVO A/S
ExAmPlES Of INVESTmENTS IN dENmARk
In the future, in addition to seed and venture-phase investments, Novo A/S also intends to make long-term investments in large, ma-ture and well-managed listed and unlisted companies. This will diver-sify its investment portfolio and ensure an attractive financial return in the long term.
Ulrik Spork, managing partner, Novo A/S, explains: “Investment can-didates will primarily be identified within the life sciences and bioin-
dustry, because Novo A/S has the opportunity to add value as an active owner in these fields. The candidate companies must be profit-able and have long-term growth potential. This means that the invest-ment activity will focus on a later stage in the companies’ business development than previously. It is also important that the companies’ values and activities are not in conflict with the Charter for companies in the Novo Group.”
Investment in the life sciences
50 NOVO NORDISK FONDeN
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NOVO NORDISK FOUNDATION 35
Novo FinanceNovo A/S invests the money not invested in companies and the grant money not yet paid out by the Novo Nordisk Foundation in a port-folio of well-diversified assets in shares and bonds. This ensures suf-ficient liquid funds to service any new requirements from the com-panies owned by Novo A/S and to support the grants awarded by the Foundation. The return from these investments thus contributes significantly to funding the Foundation’s grants. Thorkil Kastberg Christensen, Chief Financial Officer of Novo A/S, says: “We invest long term and adhere to the value principle. This means that we prefer to purchase inexpensively but only if the com-pany has growth potential and will provide a good return. Our in-vestment philosophy tends to be conservative, but we are ready to act when a good opportunity arises.”
Novo A/S manages some financial investments itself, but also ap-points carefully selected international investment managers to invest on its behalf.
According to Thorkil Kastberg Christensen: “We work hard to find the best investment managers in the world to help us build and maintain a global portfolio of shares. We make sure that our invest-ment managers can demonstrate consistent results year on year and that they are totally dedicated in relation to our investments. So far this strategy has provided a better return than the market as a whole can deliver.”
Financial investments
GROWTH AND CAPITAL
WE INVEST LONG TERM AND ADHERE TO THE VALUE PRINCIPLE. THIS MEANS THAT WE PREFER TO PURCHASE INEXPENSIVELY BUT ONLY IF THE COMPANY HAS GROWTH POTENTIAL AND WILL PROVIDE A GOOD RETURN.
THoRKIL KASTBERG CHRISTENSEN, CHIEF FINANCIAL oFFICER, NoVo A/S
NOVO NORDISK FOUNDATION 51
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52 NOVO NORDISK FOUNDATION
In 1922, August Krogh, a professor at the
University of Copenhagen who had received
the Nobel Prize in Physiology or Medicine
in 1920, went on a lecture tour of universities
on the east coast of the United States.
During this visit, the recognized Danish
scientist took a detour to Toronto in
Canada. This not only changed the
lives of himself and his wife Marie
but also became the startingpoint for
a unique scientific odyssey.
IT beGan WITH A jourNey
History of the Novo Nordisk Foundation
GROWTH AND CAPITAL
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NOVO NORDISK FOUNDATION 57
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1920 22 2522 23August Krogh receives the Nobel Prize in Physiology or Medicine.
August and Marie Krogh return from North America with permission to manufacture insulin in Scandinavia.
Frederick Banting, a young Canadian surgeon, assisted by Charles Best, a medical student, successfully extract active insulin from a dog’s pancreasat the University of Toronto.
August Krogh, Hans Christian Hagedorn and August Kongsted agree to form a “nonprofit institution”, Nordisk Insulinlaboratorium. The first Danish insulin is manufactured in the basement of Hagedorn’s house north of Copenhagen, Villa Rødsten.
Harald and Thorvald Pedersen found Novo Terapeutisk Laboratorium and start selling Insulin Novo and Novo syringes.
August and Marie Krogh’s journey to North America led to the development of world-class insulin and the subsequent Danish business and export venture. It also led to the establishment of several foundations that, many years later, merged into today’s Novo Nordisk Foundation, which has donated several billion Danish kroner to medical and biotechnology research and to social causes.
53 NOVO NORDISK FOUNDATION
August Krogh’s journey to Toronto led to
the development of world-class insulin and
the subsequent Danish business and export
venture. It also led to the establishment of
several foundations that, many years later,
merged into today’s Novo Nordisk Founda-
tion, which has donated several billion Danish
kroner to medical and biotechnology research
and to social causes.
In December 1922, on returning to Copen-
hagen with permission to manufacture in su-
lin based on the method developed and
patented by Canadian researchers, August
Krogh instinctively knew that he had a his -
toric opportunity and responsibility to change
the lives of thousands of incurably sick people
with diabetes in Denmark and the other
Nordic countries. In a commemorative pub -
lication from 1924, Krogh gave a compre-
hensive account of his role in securing the
permission and his own journey to Canada:
“I was soon convinced that it would be invaluable to bring the benefits of insulin to Denmark ...”
From the very beginning, the primary con-
siderations focused on the special scientific
and societal responsibilities associated with
producing life-saving medicine and how
this could best be ensured in a foun dation
structure. To put it another way, science and
public spirit were integral to the Group’s
history and raison d’être and have been ever
since. Today, this spirit is extremely important
for the Group and its activities: contributing
significantly to research and development
that improves the health and welfare of
people.
Nordisk Insulinlaboratorium and the Nor d isk
Insulin Foundation were created as a result
of an agreement to develop, manufacture
and sell insulin that August Krogh and
Hans Christian Hagedorn made with August
Kongsted, the owner of Løve Apoteket
(pharmacy) and Løvens kemiske Fabrik (now
LEO Pharma).
From the start, the founders placed the com -
pany and its responsibilities in a foundation
structure. Hagedorn, August Krogh and Kong-
sted comprised the formal Nordisk leadership
in both the company and the foundation
and, although all three were very diverse and
charismatic men, they agreed on one thing:
the profit from the sale of diabetes medicine
would be used for scientific and humanitarian
purposes. This was fully in accordance with the
agreement that August Krogh made with the
Insulin Committee of the University of Toronto.
In 1924, an event took place with far-reaching
consequences for the history of the Group.
As a result of a disagreement, Hans Christian
Hagedorn fired one of his most trusted em-
ployees, Thorvald Pedersen, a pharmacist and
chemist. His brother, Harald Petersen, a highly
valued employee working for August Krogh,
resigned out of loyalty to Thorvald.
21
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2726
35 38 51 5526
38 42 5732
63
The Nordisk Insulin Foundation is established to support physiological and endocrinological research.
Novo builds its first factory building on Fuglebakken in Frederiksberg. Danish architect Arne Jacobsen designs the building.
Novo opens Hvidøre Hospital.
The Novo Foundation is established, with Thorvald Pedersen as Chair and with both he and Harald Pedersen as life members of the Board.
The Novo Foundation awards its first grants and solicits applications for grants for medical research through advertisements.
The first Novo Prize is awarded to Erik Warburg.
Novo chooses the ancient Egyptian Apis bull for its logo.
Nordisk Insulinlaboratorium builds its first factory in Gentofte. The Nordisk Insulin Foundation awards its first grants.
Steno Memorial Hospital (Niels Steensens Hospital) opens. People with diabetes with low incomes receive treatment free of charge.
Nordisk Insulinlaboratorium awards its first scientific and humanitarian grants.
The Jacobæus Prize is established.
Steno Memorial Hospital Research Laboratory opens.
August and Marie Krogh’s journey to North America led to the development of world-class insulin and the subsequent Danish business and export venture. It also led to the establishment of several foundations that, many years later, merged into today’s Novo Nordisk Foundation, which has donated several billion Danish kroner to medical and biotechnology research and to social causes.
According to the people involved, the follow-
ing exchange took place:
The brothers went solo and established their
own insulin company: Novo Terapeutisk
Laboratorium (later Novo Industri A/S), the
start of another important branch of the Novo
Nordisk Foundation’s family tree.
The die was now cast for decades of rivalry
between two companies, two images and
two cultures, but both with the same overall
objective: to develop and manufacture world-
class diabetes medicine.
Hagedorn, August Krogh and Kongsted
belonged to the established social and intel-
lectual elite with deep roots in the world of
science and its way of thinking and pathos;
the Pedersen brothers could not display the
same impressive achievements or network.
They therefore described themselves as
manufacturers and virtually boasted about
having a totally different background than
their previous employers.
The differences could not have been greater.
Nevertheless, although the Pedersen brothers
starting the Novo branch did not have the
same thorough understanding of diabetes,
the same scientific background or even the
same knowledge about manufacturing and
selling pharmaceutical products as the Nordisk
branch, their entrepreneurial spirit, inventive-
ness and perseverance compensated for these
disadvantages. August Krogh had to eat his
slightly condescending words. Harald and
Thorvald Pedersen managed – and then some.
But they did it in their way, and their approach
to the task differed decisively.
The Pedersen brothers did not initially estab-
lish a foundation equivalent to the Nordisk
Insulin Foundation, the main task of which
was to award grants for scientific research.
The Novo Foundation was not established
until 1951, nearly three decades after the
Nordisk Insulin Foundation was created, with
Thorvald Pedersen as Chair and with both he
and Harald Pedersen as life members of the
Board.
The Novo Foundation was mainly a founda-
tion with corporate interests with the clear
mission of ensuring the survival of Novo
Terapeutisk Laboratorium and developing the
business optimally. The Foundation began to
award grants regularly in the early 1960s in
medicine, veterinary sciences, natural sciences,
business, the humanities and humanitarian
causes.
In 1973, Novo Terapeutisk Laboratorium and
Novo Industri merged and became Novo
Industri A/S, the internationally known name.
In 1974, Novo Industri A/S was listed on the
August Krogh: “What are you going to do?”Harald Pedersen: “We want to make insulin.”August Krogh: “Well, you’ll never manage that.”Harald Pedersen: “We will show you!”
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NoRDISKINSULIN FoUNDATIoN
NoRDISKGENToFTE
NoRDISKINSULINLABoRAToRIUM
HAGEDoRNRESEARCH LABoRAToRy
STENo MEMoRIAL HoSPITAL
74 8580
65 6690
NoVo FoUNDATIoN
NoVo INDUSTRI
84
69
92The Nordisk Insulin Foundation advertises for grant applications for the first time.
The Hagedorn Prize is awarded for the first time.
Nordisk Insulinlaboratorium is reorganized as a foundation with three divisions: Nordisk Gentofte A/S, Hagedorn Research Laboratory and Steno Memorial Hospital.
The Novo Nordisk Foundation is established with the merger of Nordisk Insulinlaboratorium, the Nordisk Insulin Foundation and the Novo Foundation. The Novo Nordisk Foundation provides the stable basis for Novo Nordisk and awards grants.
Clinical research scholarships are awarded for the first time.
The Novo Nordisk Foundation gets an independent administration and director, Ulrik V. Lassen. Hvidøre Hospital and Steno Memorial Hospital merge to become Steno Diabetes Center.
The August Krogh Prize is established (renamed the Marie and August Krogh Prize in 2008).
Novo Industri A/S is listed on the Copenhagen Stock Exchange.
The Novo Foundation establishes a committee to award grants within the humanities and for humanitarian causes.
The HallasMøller Scholarship is awarded for the first time.
Copenhagen Stock Exchange, with the Novo
Foundation retaining a controlling interest in
accordance with the Articles of Association
and the owners’ wishes.
The competitors, Nordisk Insulinlaboratorium,
followed a different path. Despite massively
investing during that period in new sites and
factory buildings, the company was initially
self-financing.
On the Nordisk branch, the management
reorganized into three divisions: 1) the com-
mercial part called Nordisk Gentofte A/S;
2) Steno Memorial Hospital Research Lab-
oratory, which was renamed the Hagedorn
Research Laboratory; and 3) Steno Memorial
Hospital. The Nordisk Insulin Foundation
continued to award grants.
More than a decade after Novo Industri A/S
was listed on the Copenhagen Stock Ex change,
Nordisk Gentofte followed suit.
How was the stage set in the mid-1980s?
Two pharmaceutical companies, large by
Danish standards but small in global terms,
were operating within a few kilometres of each
other, both manufacturing insulin as their core
business. Both companies were pursuing the
same markets, the same researchers and the
same scientific personnel, which were vital to
the future development of the companies.
There was talk of a possible merger in the
circles around the two companies and their
respective foundations.
The discreet feelers came to nothing, at least
at first. The historical, cultural and personal
barriers were too great. August Krogh’s
words to Harald Pedersen in 1924, “You’ll
never manage that”, and Pedersen’s reply,
“We will show you”, were perhaps no longer
prominently displayed in the corridors of the
respective companies, but the voices of the
past and the fierce competition between them
had not been forgotten.
Nevertheless, in January 1989 the boards of
the two foundations with corporate interests,
Novo Foundation and Nordisk Insulinlabora-
torium, issued a press release that unleashed
tremendous external attention on the two
companies and was the equivalent of a palace
revolution internally.
The press release was short and sweet: “The
Boards of the Novo Foundation and Nordisk
Insulinlaboratorium have agreed to merge
the two foundations into the Novo Nordisk
Foundation.” The press release did not merely
culminate one of the largest mergers in
Denmark’s corporate history; it was also an
event that all employees of Nordisk and Novo,
from the directors’ offices to the warehouses,
will never forget.
But what led to this situation? How did
events lead to the merger? The short answer
can be summarized using some of the same
terms that characterized August Krogh, Hans
Christian Hagedorn, August Kongsted and
NoVo NoRDISK FoUNDATIoN
NoVo NoRDISK
89
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million
99 07 1096The Novo Nordisk Foundation establishes Novo A/S as a wholly owned subsidiary to manage the Foundation’s endowment and ownership of Novo Nordisk A/S and Novozymes A/S.
The Committee on Clinical Nursing Research is established. The Novo Nordisk Foundation moves to a house in Gentofte near Copenhagen.
The Committee on General Practice and Family Medicine Research is established, with Niels Bentzen as the Chair.
The Foundation donates DKK 600 million (€80.7 million) to establish the first research centre in a cluster of centres.
The Foundation’s two purposes – commercial and societal – are combined under one roof at offices in Hellerup north of Copenhagen.
The Foundation sets new strategic goals for awarding grants and decides to increase its total annual grants from DKK 450 million (€60.6 million) in 2011 to DKK 875 million (€118 million) in 2014.
The Foundation awards its first two Laureate Research Grants. The grants amount to DKK 40 million (€5.36 million) over 7 years.
1920, 1922, 1969 and pages 36 and 41: Royal Library1942: Swedish Society of Medicine1996: Colourbox2002: Willi Hansen2007: Thomas Willads2010: Miklos SzaboOther photos: Novo Nordisk History and Art Collection and the Foundation’s archives
PHoToS:
NOVO NORDISK FOUNDATION 56
the Pedersen brothers when they started out
in the 1920s: considerable foresight, vision,
courage, business sense and a strong desire
to safeguard the future of the companies and
thus the awarding of grants for scientific and
humanitarian purposes.
Common sense was also an ingredient,
because a merger had obvious advantages.
Most importantly, the merger would bring a
totally different force behind the Foundation’s
mandate “... to provide a stable basis for the
commercial and research activities ... ”.
A merged company was also clearly expected
to be able to generate greater profit and
thus be able to increase the grants for health
research, and this assumption turned out to
be very true.
The Novo Nordisk Foundation thus came into
being. Merging the predecessor foundations
allowed one foundation to exercise the con-
trolling interest in Novo and Nordisk, which
thereby enabled the two companies to merge
into Novo Nordisk A/S.
However, almost three years elapsed before
the Novo Nordisk Foundation became an
independent actor with its own management
and administration instead of existing in a
drawer in the offices of Novo Nordisk’s CEO.
Not until 1999–2000 did the Foundation step
into the limelight in its own right, a result of
major changes in the Novo Group. The deci-
sion was made to split the company into two
– one for health care, which retained the name
Novo Nordisk A/S, and one for the enzyme
business, which became Novozymes A/S.
Since the Foundation is the majority share-
holder of Novo Nordisk A/S and Novozymes
A/S, the demerger had a major effect on the
Foundation. The personal overlap between
the Foundation and the companies was
reduced by establishing separate boards with
new members for the two companies. In
addition, the Foundation also took the bold
new initiative of establishing a wholly owned
subsidiary, Novo A/S, the main tasks of which
are to manage the Foundation’s interests in
the two operating companies, to implement
the stable basis for the companies and to
ensure sufficient income for the Foundation’s
grant activities.
Thus, what started as a promising journey to
Toronto 91 years ago has developed today
into a great Danish business venture. The Novo
Nordisk Foundation has awarded thou sands
of grants, primarily for health research, with
the funding increasing significantly in recent
years.
From 2005 until the end of 2012 alone, the
Novo Nordisk Foundation has awarded grants
exceeding DKK 4.4 billion (€590 million)
and Novo A/S has invested DKK 11.5 billion
(€1.54 billion) in biotechnology companies.
The Foundation’s journey continues…
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42 NOVO NORDISK FOUNDATION
“ Our vision is to contribute
significantlytoresearchand
development that improves the
health and welfare of people.”
Sten ScheibyeChair of the BoardNovo Nordisk Foundation
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NOVO NORDISK FOUNDATION: WHY AND HOW?
concept and design: maria elskær graphic Designenglish:David breuer and Robin A.p. Worrall
concept photos: Henrik Sørensen
photos:ernst Tobisch, pages 4 and 9private photo, pages 12 and 35 (2)Henrik Sørensen, pages 15, 16, 22–23 and 35 (3)christian Als, pages 34 and 35 (1,4)jon Norddahl, pages 47, 50, 51 and 52–53
© 2013 by the Novo Nordisk Foundation All rights reserved printed in 2013
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NO
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Novo Nordisk fouNdatioNTUbORg HAVNeVej 19DK-2900 HelleRUpDeNmARK
TelepHONe: +45 3527 6600