Sustainable leadership [7]
论文作者:匿名论文属性:短文 essay登出时间:2009-06-07编辑:刘宝玲点击率:30630
论文字数:10000论文编号:org200906071555332443语种:英语 English地区:中国价格:免费论文
关键词:SustainableleadershipManagementcontrolsystems
the poorest nations and funding through the World Diabetes Foundation, which is now reaching out to many millions of people with diabetes. In terms of sustainability, Novo Nordisk demonstrates its determination to play a leading role by setting a target for an absolute reduction of CO 2 emissions over the next decade. When people can overcome the challenges of diabetes, we must as a company tackle the global challenges of social and sustainable stewardship.
The strong top managerial support for sustainability was accentuated in 2002 with the inclusion of Stakeholder Relations as part of the executive management team. Moreover, in 2004, the Stakeholder Relations area was expanded as corporate communications, human resources and occupational health service was integrated into one department of "People, Reputation and Relations". Currently there are approximately 200 employees working in this group headed by Executive Vice President Lise Kingo. She believes that her group is responsible for the two most important assets in Novo Nordisk: the people and the brand. This department drives, challenges and monitors Triple Bottom Line strategies and helps the business units to implement new activities in relation to sustainability by[6] :
- monitoring issues and spotting trends that may affect future business;
- engaging with stakeholders to reconcile dilemmas and find common ground for more sustainable solutions;
- building relationships with key stakeholders in the global, international and local communities of which Novo Nordisk is a part;
- driving and embedding long-term thinking and the Triple Bottom Line mindset throughout the company;
- accounting for the company's performance and conveying Novo Nordisk's positions, objectives and goals to audiences with an interest in the company; and
- translating and integrating the Triple Bottom Line approach into all business processes to obtain sustainable competitive advantages in the marketplace.
A heritage of sustainability
The focus on sustainability has been the pivotal point for the Novo Nordisk identity since the late 1960s. Then Novo Nordisk was confronted with severe stakeholder criticisms for the first time, and a close interaction with a broad variety of stakeholders have been part of the company's strategy since then. Novo Nordisk's first encounter with stakeholder criticism was about new production methods that introduced genetically engineered micro-organisms, resulting in the development of a new product line of enzymes. These enzymes were important ingredients in many products (e.g., detergent). Environmentally oriented NGOs, as well as scientific articles, first raised awareness that the use of detergents with enzymes could lead to those in contact with the product developing allergies, and that the dust from the production process could have implications for employees' health. Novo Nordisk's sales fell dramatically, and the company reacted with a strong and fast response by developing dust-free enzymes presenting no risk for the consumers[7] . Sales rose again and enzyme production became an important part of Novo Nordisk's production in Denmark, USA and Japan.
In 2001, Novo Nordisk was once again confronted with criticism from NGOs. A consortium of medical companies, including Novo Nordisk, raised the issue of protecting intellectual property rights with the South African government. This led to major public criticism of the consortium members, who were accused of g
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