We are continuously working to incorporate the UN Global Compact’s principles into our business practices. In 2015, we decided to maintain the previous years’ focus points in our CSR Strategy: Ethics and behaviour; Supplier Evaluation; Health, Safety & Environment and Access to Health.

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Our activities with regard to the Labour principles involve our responsibility to ensure a safe and healthy work environment for our employees and to encourage our suppliers and partners to adopt responsible labour practices.

Lundbeck is committed to providing safe and healthy working conditions for the more than 5,000 people we employ around the world. We respect internationally recognised labour rights standards as set forward by the International Labour Organisation (ILO) and we follow national requirements for labour practices. We address issues related to human resource via our corporate policies for diversity and recruitment.

Through our supplier evaluation and due diligence processes we aim to respect labour rights in our value chain, including that the freedom of association and the right to collective bargaining is upheld and that there is no discrimination in respect of employment and occupation.

Lundbeck’s Health, Safety and Environment (HSE) Policy aims to promote a working culture where every employee and manager take responsibility to ensure safe and healthy working conditions via preventive measures and carrying out systematic risk assessments.

Lundbeck is committed to providing equal employment opportunities regardless of race, age, gender, religious beliefs, national origin, sexual orientation or disability. We believe that diversity among our employees is beneficial for our creativity, innovation, progress and mutual enrichment. Our target regarding diversity at Board of Directors level was established in 2013 and has been met since 2014. According to the target1, at least one of the six members elected by the shareholders should be of the underrepresented gender (women). In terms of the 2015 board composition, there are two female board members elected by the shareholders and one elected by Lundbeck’s employees. The target is met and consequently the Board of Directors will set a new target regarding diversity during 2016. At the other managerial levels we aim to ensure that the proportion of women is at least 40% globally. This target was met in 2015 and recent years (excluding 2014 where the proportion was 39%). Our actions to meet the target are unchanged. We offer equal opportunities for men and women across organization in accordance with our employee policies and guidelines that provide equal opportunities and benefits for both genders.

HSE culture promoting healthy and safe working conditions
Cooperation between managers and employees is an essential element of our HSE culture. That is why Lundbeck every year convenes the Danish HSE organisation to a seminar with inspiration and sharing of best practice including an award to the HSE initiative of the year. In 2015, the seminar was conducted under the theme ‘Behaviour changes culture’. A mix of presentations and workshops demonstrated how individuals in an appreciative way can influence the general attitude and common behaviour of the greater organisation. To sustain this learning culture, we conduct quarterly meetings to coordinate activities and continuously share knowledge across the organisation.

Another initiative that promotes our HSE culture is the ‘Mental Health at Work Programme’. In line with Lundbeck’s mission, this programme aims to educate managers to identify and react on employees living with mental disorders. So far, we have developed a new e-learning course, which will be launched to managers in Denmark during 2016 and that will be part of our global onboarding process of new managers. This will help us to promote a corporate culture that acknowledges the need for preventive and helping action when employees fall ill due to mental disorders.

Lundbeck aims to minimize the number of work-related accidents. In 2015, we experienced four accidents with absence per one million working hours2, which is the lowest lost time accident frequency since 2006. One serious accident led to 104 days of absence and increased the overall absence rate to 0.23 hours of absence per 1,000 working hours, which was above our target (0.16). The low number of accidents is achieved by employees who reinforce the HSE culture by conducting systematic risk assessment and root cause analysis to find continuous improvements. Furthermore, all work related accidents and near misses are reviewed and we share the prevention know-how across the organisation. In 2015, we enhanced and implemented these methodologies in our accident reporting system.

In 2016, we will maintain our focus on safe and healthy working conditions. We aim to strengthen the HSE culture by developing local education for managers and employees, and by contributing to improve the global onboarding programme.

REACH – increasing knowledge and modifying our chemical facilities
EU’s chemical legislation (REACH - EC 1907/2006) was established to improve the protection of human health and the environment through better identification of the properties and effects of chemical substances. Companies in the EU are currently in the process of generating the necessary data and making their work processes more contained.

At Lundbeck, we have established a plan for the registration of substances and making technical modifications in our chemical manufacturing sites. During 2015, we completed the data work including performing analytical data and toxicological evaluations on a number of chemical substances. This part of the plan will be fully completed in 2016. We decided in 2014 to fully establish what is called Strictly Controlled Conditions in our chemical manufacturing facilities in Lumsås (Denmark) and Padova (Italy). This will ensure more carefully contained work processes with minimal risk of exposure towards substances for employees and the environment. Due to these enhanced preventive measures and contained use of chemicals, the required data work is reduced. Following a systematic screening of our work processes, the technical modifications were initiated in 2015 and will be further accelerated in 2016-17 with the aim to complete the extensive modifications before May 2018.

Integrating LEAN and HSE

Managers and employees at Lundbeck’s manufacturing sites are using LEAN tools to improve quality and effectiveness. Great results were achieved in 2015 by combining the LEAN methodology with the continuous improvement thinking applied in Health, Safety and Environment (HSE). This has been done successfully in our packaging department in France and our Solid Bulk Production in Denmark. By integrating HSE aspects in management processes and including dialogue about wellbeing in the safety inspections both departments have enhanced awareness of HSE and made the approach more preventive than remedial.


1Lundbeck’s target set in relation to the Danish Companies Act section 139a (1).

2The number of accidents with absence per one million working hours is called the lost time accident frequency.

The UN global compact labour principles

Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining


Principle 4: Businesses should uphold the elimination of all forms of forced and compulsory labour


Principle 5:  Businesses should uphold the effective abolition of child labour


Principle 6:  Businesses should uphold the elimination of discrimination in respect of employment and occupation


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