Novo Nordisk A/s Class B · OMXCOP:NOVO_B
Novo Nordisk A/s Class B — Investor Day (September 2026)
13 slides from Novo Nordisk A/s Class B's investor day presentation, Sep 21, 2026
Slide 1: Corporate strategy
Corporate strategy Maziar Mike Doustdar CMD26 President & CEO Capital Markets Day 21 September
Slide 2: Forward-looking statements
2 Corporate strategy Forward-looking statements Novo Nordisk’s statutory Annual Report 2025, Form 20-F, any quarterly financial reports, the materials displayed and other information provided (orally or in writing) at this Capital Markes Day as well as written information released, shown, or oral st
Slide 3: Novo has the potential to provide lasting health for millions more people
3 Corporate strategy Novo has the potential to provide lasting health for millions more people >550 million People living with type 1 or type 2 diabetes >900 million People living with obesity Driving change for lasting >13 million People living with blood or endocrine disorders health >300 million
Slide 4: Three commitments drive our strategy
4 Corporate strategy Three commitments drive our strategy Grow and diversify Drive sustainable Deliver attractive pipeline growth returns
Slide 5: The agenda for today
5 Corporate strategy The agenda for today Corporate strategy and our 2030 ambitions R&D and portfolio strategy, where to play and right to win within our therapy areas Commercial execution, product supply and financials
Slide 6: Our experienced leadership team set to execute on our strategy
6 Corporate strategy Our experienced leadership team set to execute on our strategy Christina Wetke Rauhut Emil Kongshøj Larsen Maziar Mike Doustdar1 Hong Chow Elin Jäger Karsten Munk Knudsen1 CEO Personal Assistant EVP, International Operations President & CEO EVP, Product & Portfolio Strategy SVP,
Slide 7: Novo is adapting to a changing environment while positioning for new growth opportunities
7 Corporate strategy Novo is adapting to a changing environment while positioning for new growth opportunities External market shifts Future-proofing our organisation Impact already visible Commercial reset • Patients increasingly act as consumers >7m cumulative US Strengthening GLP-1 • New dual eng
Slide 8: The updated corporate strategy aims to drive sustainable growth
8 Corporate strategy The updated corporate strategy aims to drive sustainable growth Strengthen and expand our core Build out future growth engines Explore consumer Rx Diabetes Blood & endocrine disorders Science-led Rx Liver diseases Consumer Obesity - driven Cardiovascular diseases Best-in-class b
Slide 9: Ambition to launch >5 multi-blockbusters by 2030 and deliver combined pipeline sales of >150 bDKK in 2035
9 Corporate strategy Ambition to launch >5 multi-blockbusters by 2030 and deliver combined pipeline sales of >150 bDKK1 in 2035 Diabetes Obesity Blood & endocrine disorders Multiple indications to be explored from 2027, potential launch by 2030 Liver diseases Cardiovascular diseases Consumer Rx CDR1
Slide 10: Ambition to deliver 2026 to 2030 revenue CAGR in line with industry peers
10 Corporate strategy Ambition to deliver 2026 to 2030 revenue CAGR in line with industry peers Situation today Strategy to deliver growth towards 2030 Grow and diversify our injectable franchise beyond semaglutide with Semaglutide as foundational therapy, followed by ambitious new launches every ye
Slide 11: Novo aims to navigate semaglutide loss of exclusivity by extending today's business and building tomorrow's growth engines
11 Corporate strategy Novo aims to navigate semaglutide loss of exclusivity by extending today's business and building tomorrow's growth engines Novo aims to grow into a larger and more diversified Strategy focuses on extending current franchise while launching company by 2035 next wave of innovatio
Slide 12: External innovation is a key enabler to expand the pipeline and strengthen competencies in AI
12 Corporate strategy External innovation is a key enabler to expand the pipeline and strengthen competencies in AI Strengthen and expand our core through Build out future growth engines through Explore new partnerships across new assets, technology and capacity early and late-stage pipeline assets
Slide 13: We measure our performance against our 2030 ambitions
13 Corporate strategy We measure our performance against our 2030 ambitions Grow and diversify Drive sustainable Deliver attractive pipeline growth returns • Launch >5 multi-blockbusters by 2030 and • Deliver 2026-30 revenue CAGR in line with • Maintain a broadly stable operating deliver >150 bDKK p