We are responsible for sales and marketing of all Novo Nordisk products in the U. Our LEED-certified headquarters building is modeled on principles of functionality, innovation, openness, quality and aesthetics - offering a space that promotes collaboration and creativity. Seattle is a growing life sciences hub in the U. Teams are part of a global organization, partnering with colleagues across various international research centers to drive innovation across core therapy and technology areas.
The greater San Francisco area is a prominent medical and biotechnology research hub in the U. The Novo Nordisk Indianapolis site untaps the scientific potential of the heartland, which is at the crossroads of the rich research ecosystems of the east and west coasts.
NNUSBPI is a biopharmaceutical manufacturing facility that works to produce trusted products for people living with the rare bleeding disorder known as hemophilia.
North Carolina's Research Triangle region is the 4th largest life science industry hub in the U. The area frequently tops rankings of the best places to live and work in the country.
The Novo Nordisk Way is a set of guiding principles that underpins every decision we make. It describes who we are, how we work and what we want to achieve, and sets a clear direction for our company and our employees.
In , our Danish founders began a journey to change diabetes. Today, we are thousands of employees across the world with the passion, skills and commitment to drive change to defeat diabetes and other serious chronic diseases.
Every day, we must make difficult choices, always keeping in mind what is best for patients, our employees and our shareholders in the long run. Growing in just ten years from a fledgling basement operation into a large-scale enterprise, the company sold insulin in 40 countries. Pancreas from oxen, calves, and swine were procured from slaughterhouses across Europe and were transported to Novo first by refrigerated car, then by railway van, and finally by lorries.
To satisfy Novo's growing need for space Arne Jacobsen, the renowned Danish architect, was contracted to design modern factories. Research and development remained a priority from the very beginning of the company's history. Profits from insulin sales were reinvested to fund the company's laboratories. Novo opened the Hvidore Hospital for the exclusive treatment of diabetic patients and as an additional facility for investigating the uses of insulin.
Yet it was not until Knud Hallas-Moller joined Novo in , immediately after graduating in pharmacy, that the company's research activities accelerated. As head of a new research team comprised mostly of former classmates, Hallas's first project involved investigating methods of improving insulin yields and prolonging its effectiveness.
The result of Hallas's years of study became the foundation for Novo's Lente series of insulins. Based on his discovery that auxiliary substances were not necessary to produce sustained effects, at present the Lente series remains one of the most widely used insulin preparations around the world.
Hallas's research garnered him a doctorate from the University of Copenhagen. Later, Hallas received an honorary doctorate from the University of Toronto where insulin was first discovered.
In he received the H. Orsted Gold Medal for his significant scientific contribution and in , the year he retired as president to become chairman of the board, Hallas was elevated to the First Class of the order of Knights of the Dannebrog.
Hallas met his wife, Gudrun Hallas-Moller daughter of founder Harald Pedersen , while still working as a researcher. An additional product line was added to Novo's operations in , thus expanding the company's activities outside the exclusive task of manufacturing insulin.
Sterilizing and autoclaving sheep guts produced a versatile surgical thread called Catgut. The popularity of this product kept Novo Facilities occupied over the course of many years; however, in the s, when new methods of suturing wounds supplanted the need for Catgut, production was abandoned.
Novo introduced another product during this time that marked a significant step in the direction of developing biochemicals. When the company began competing with the tanning industry for animal glands during World War II, Novo decided to extract both insulin and trypsin, an enzyme necessary for batting hides. The combined manufacture of these two products complemented each other well; once insulin was extracted, trypsin could be produced from the gland residues. From the first production of trypsin in the dark cellar of the insulin factory, Novo proceeded to manufacture a wide range of enzymes, which eventually led to its becoming one of the world's leading manufacturers of enzymes.
At the same time Novo pursued this early enzyme production, the company possessed basic knowledge of fermentation techniques. This knowledge soon proved useful both for the future manufacture of enzymes and the immediate need for penicillin.
During World War II there was increased pressure on the scientific community to produce mass quantities of the recently isolated bacterial combatant.
Novo, eager to contribute, ordered its employees to examine anything from old ski boots to jam jars in order to find the correct fungi. While yields varied as Novo attempted to improve its technology, it was not until Hallas's postwar visit to the United States that the company finally perfected production. Observing the superior qualities of crystalline penicillin developed at Cornell University, Hallas encouraged Novo to develop its own method of crystallization. By Novo researchers obtained the desired results and the company became one of the first to commercially produce this stable form of penicillin.
With this success Novo proceeded to extend its operations to include the manufacture of second generation antibiotics. Today these pharmaceuticals remain indispensable for the treatment of patients with penicillin allergies and for fighting bacteria resistant to penicillin.
The following decade saw the introduction of Heparin Novo, a notable drug used in the treatment of blood clots. As trypsin is a necessary ingredient in the manufacture of this new product, heparin fit well with Novo's established activities.
Using organ tissue from oxen or pigs as raw materials, Novo packaged heparin in small disposable syringes enabling doctors to closely monitor the dosage. In addition to the manufacture of heparin, the s brought significant structural changes to the growing company.
Under Hallas's encouragement, the Pedersen brothers created the Novo Foundation as a receptacle for all Novo's non-negotiable shares. Prior to this decision, control of the company remained in the hands of the founding family.
As the Pedersens neared retirement, a solution was sought to protect Novo's future as an independent company. By establishing a foundation with a voting majority, the company acquired an important defense against hostile takeovers as well as a source for contributing to humanitarian projects. By acquiring expertise in fermentation technology through the manufacture of penicillin, Novo stood well prepared to initiate enzyme production by fermentation of microorganisms.
The first product of this technology was amylase, an industrial enzyme used in the manufacture of textiles. Over the next 15 years a number of enzymes emerged from Novo's laboratories that no longer required animal organs for raw materials.
The most successful of these products was Alcalase, an enzyme used in detergents. In the mids these types of enzymes became popular around the world and propelled Novo to the forefront of the industry.
A major setback in , however, caused enzyme sales to drop precipitously. A campaign in the United States to expose alleged health hazards for users of enzymes brought Novo under harsh criticism. After just having completed three new fermentation plants, the company was forced to lay off workers as millions of kroner were lost in sales. Only when the National Academy of Sciences dismissed evidence of health risks did enzyme sales in the United States regain some of their lost momentum. Explore the history.
Our global partnership is now providing free care to 30, children and adolescents living with type 1 diabetes in low- and middle-income countries. See our aspiration for Latest news.
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