Rethink Tomorrow

Strategy

The four strategic focus areas

A growing global population with a rising need for food, water, energy and other necessities is pushing industries to get smarter and produce more from less. It is around these trends that Novozymes has defined its purpose and strategy.

At Novozymes, we believe that there are a vast number of opportunities for building a better tomorrow. To seize these opportunities, we have defined a purpose and strategy for our company that will steer our priorities and direction.

 

Let's rethink tomorrow

Our purpose is "Together we find biological answers for better lives in a growing world – Let’s rethink tomorrow." This purpose is deeply rooted in our heritage and all we have accomplished so far. It also looks ahead to what we can achieve together with customers, consumers, governments, academia and others around us in terms of finding the sustainable answers that our world needs. And while our solutions are microscopic, we believe they can have a big impact and help address some of the major challenges the world is facing.

 

Partnering for Impact

Our strategy sets out four focus areas that will enable us to fulfill our purpose. The core of this strategy is our belief that we make the biggest impact through partnerships. We call our strategy "Partnering for Impact."

 

For Novozymes, partnerships mean deep-rooted collaborations with mutual benefits and obligations. A great example is the partnership we have with our customers. By working closely with customers and others around us, we can gain the necessary insights into how to help them succeed. The nature of our products allows us to get so close to customers that they are like partners. Our products are often integrated at an early stage in the customer’s value chain and are sometimes the key ingredients that set a company’s products apart from its competitors’ offerings. This might be in terms of effective stain removal in detergents, freshkeeping in baking or yield enhancement in agriculture and bioenergyBioenergy comes in the form of liquid fuels, electricity, heat and steam, and is produced from primary crops or biomass such as sugarcane, grains, agricultural residues, algae and household waste. In liquid forms, it is typically used to replace gasoline and diesel in transportation..

 

Only by being alert and truly understanding the social, environmental and economic realities of our partners can we create real and sustained impact. We can do this by optimizing our partners’ processes, reducing their environmental footprint, improving their profitability and creating breakthrough products. We are already doing this today, but we can do much more in terms of increasing impact, benefiting our partners and growing our company at the same time. Our strategic focus areas guide us in this. 

 

Novozymes' President & CEO comments on 2016 results

Peder Holk Nielsen shares Novozymes’ 2016 results and comments on performance, 2017 guidance and long-term growth targets.



Novozymes’ four strategic focus areas

Rally for change

Rally for change

We will form partnerships and networks with customers, consumers, governments, suppliers, academia and others around us to make a sustainable difference. Rally for change is about Novozymes actively engaging in global discussions and being a driving force in bringing together like-minded partners with shared goals and ambitions to create more sustainable growth for the world.

2016 highlights
Lead innovation

Lead innovation

We will inspire and excite our customers by delivering more significant innovation, tailored to their local markets. The technology race is speeding up, so our innovation must go beyond the lab, extending into every interaction we have with customers and consumers.

2016 highlights
Focus on opportunities

Focus on opportunities

We will prioritize the customers, markets and activities that hold the biggest opportunities for creating impact. Given Novozymes’ broad portfolio of markets and activities, it is critical that we hone our ability to focus on key priorities and maximize value.

2016 highlights
Grow people

Grow people

We want to be better at enabling our employees to develop their professional and leadership skills. This will include more effective development programs, customized to the needs of specific parts of the organization. At the same time, we believe that we can contribute to the growth of people around us through many types of engagements – from working with technicians at customers’ plants to help them optimize production, to delivering teaching materials to classrooms.

2016 highlights