Lundbeck
Material Topics
ESRS 2 – General DisclosuresE1 – Climate ChangeE2 – PollutionE3 – Water and Marine ResourcesE5 – Resource Use and Circular EconomyS1 – Own WorkforceS2 – Workers in the Value ChainS3 – Affected CommunitiesS4 – Consumers and End-UsersG1 – Business Conduct
11 DRs reported0 not material
ESRS 2 – General Disclosures
GOV-1The role of the administrative, management and supervisory bodiesReported
Governance framework: The Board of Directors is accountable to the shareholders for the management of the company and is responsible for the overall strategy, supervision of management and ensuring that the company is organized and managed in a sound and prudent manner. The Executive Management is responsible for the day-to-day management of the company in compliance with strategy, policies and guidelines laid out by the Board of Directors. The Board of Directors consists of between five and eight members elected at the Annual General Meeting for terms of one year. The Executive Management consists of the President and CEO and other members as appointed by the Board of Directors.
GOV-2Information provided to and sustainability matters addressed by the undertaking's administrative, management and supervisory bodies
OmittedGOV-3Integration of sustainability-related performance in incentive schemes
OmittedGOV-4Statement on due diligence
OmittedGOV-5Risk management and internal controls over sustainability reporting
OmittedSBM-1Strategy, business model and value chainReported
At Lundbeck, we discover, develop, and commercialize treatments that make a difference to people affected by psychiatric and neurological disorders. We cover the full value chain: We have more than 70 years of experience in neuroscience and in improving the lives of people with brain disorders. We research to build a strong pipeline consisting of promising molecules and antibodies. We develop our drug candidates into new medicines. We manufacture medicines at highly advanced production sites and continue to supply our drugs to patients in need. We make our medicines available through healthcare systems in more than 100 countries. We focus our innovation within psychiatry and neurology: We are one of the few biopharmaceutical companies in the world working exclusively within neuroscience. Psychiatry covers psychotic disorders like schizophrenia, mood and anxiety disorders like depression, bipolar disorder, and post-traumatic stress disorder. Neurology covers disorders like migraine, dementia, and movement disorders like Parkinson's disease, epilepsy, and multiple system atrophy (MSA). Neuroscience is an exciting growing area with large unmet medical needs. We see growth and rapidly evolving technologies and methodologies. We are around 5,600 highly specialized employees across +50 countries. We ensure positive outcomes to people and societies: Everywhere we operate, we strive to create long-term value and make a positive contribution to people and societies. +7 million patients around the world are helped by our medicines daily. We reinvest around 20% of our revenue in R&D to continue our development of new, innovative drugs. Throughout our value chain, we incorporate patient insights by talking to and learning from those with lived experiences. We create shareholder value ensuring sustainable and profitable growth. We work in partnerships to fight stigma and address the large unmet medical needs. We act to improve health equity for the patients we serve and the communities we are part of.
SBM-2Interests and views of stakeholdersReported
Our key stakeholders: Patients are an integral part of Lundbeck's full value chain ecosystem and fundamental to our patient-centric go-to-market approach. Their lived experiences and ability to point to unmet medical needs enable us to drive focused innovation across all aspects of our business. While patients are the end-users of our pharmaceutical products, Lundbeck's customers are healthcare professionals (HCPs), including physicians and specialists, as well as authorities, such as regulatory bodies, and public and private healthcare providers. Our customers play an important role across our value chain, where HCPs are the point of contact with patients in the downstream value chain, and the authorities are regulating our access to the market. Operating in a highly regulated industry, Lundbeck has strong procedures and internal processes in place to ensure compliance with pharmaceutical regulations, achieve operational excellence and instill trust across our value chain. Leveraging our key partnerships across the value chain, including R&D, commercial and other types of partnerships, e.g., civil society and NGOs enables Lundbeck to drive our business, increase awareness and ensure societal impact. As a listed company with many investors and shareholders, Lundbeck is committed to communicating a consistent message and delivering sustainable growth. To pursue all these goals and serve people affected by brain disorders and society at large, Lundbeck relies on highly qualified and specialized employees. Furthermore, suppliers and the workers in the value chain are key to providing the fundamental inputs to produce Lundbeck's high-quality products.
SBM-3Material impacts, risks and opportunities and their interaction with strategy and business model
OmittedIRO-1Description of the processes to identify and assess material impacts, risks and opportunities
OmittedIRO-2Disclosure requirements in ESRS covered by the undertaking's sustainability statement
OmittedE1 – Climate Change
E1-1Transition plan for climate change mitigation
OmittedE1-2Policies related to climate change mitigation and adaptation
OmittedE1-3Actions and resources in relation to climate change policies
OmittedE1-4Targets related to climate change mitigation and adaptation
OmittedE1-5Energy consumption and mix
OmittedE1-6Gross Scopes 1, 2, 3 and Total GHG emissionsReported
-38% Reduction in Scope 1 & 2 GHG emissions since 2019. 18% Increase in Scope 3 GHG emissions since 2019.
E1-7GHG removals and GHG mitigation projects financed through carbon credits
OmittedE1-8Internal carbon pricing
OmittedE1-9Anticipated financial effects from material physical and transition risks and potential climate-related opportunities
OmittedE5 – Resource Use and Circular Economy
E5-1Policies related to resource use and circular economy
OmittedE5-2Actions and resources related to resource use and circular economy
OmittedE5-3Targets related to resource use and circular economy
OmittedE5-4Resource inflows
OmittedE5-5Resource outflowsReported
Chemical recycling: 62% Recovery of selected organic solvents used in chemical production, compared to 59% in 2023.
E5-6Anticipated financial effects from resource use and circular economy-related impacts, risks and opportunities
OmittedS1 – Own Workforce
S1-1Policies related to own workforce
OmittedS1-2Processes for engaging with own workforce and workers' representatives about impacts
OmittedS1-3Processes to remediate negative impacts and channels for own workforce to raise concerns
OmittedS1-4Taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions
OmittedS1-5Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
OmittedS1-6Characteristics of the undertaking's employeesReported
We are around 5,600 highly specialized employees across +50 countries.
S1-7Characteristics of the undertaking's non-employee workers
OmittedS1-8Collective bargaining coverage and social dialogue
OmittedS1-9Diversity metricsReported
Underrepresented gender: 35% Gender split for senior managers globally of 35% women and 65% men, compared to 36% and 64% in 2023. Senior management is defined as Executive Vice Presidents, Senior Vice Presidents, and Vice Presidents.
S1-10Adequate wages
OmittedS1-11Social protection
OmittedS1-12Persons with disabilities
OmittedS1-13Training and skills development metrics
OmittedS1-14Health and safety metricsReported
Health and Safety: 3.2 Frequency of lost time accidents per 1 million working hours for all employees globally, compared to 2.8 in 2023.
S1-15Work-life balance metrics
OmittedS1-16Compensation metrics (pay gap and total compensation)
OmittedS1-17Incidents, complaints and severe human rights impacts
OmittedS4 – Consumers and End-Users
S4-1Policies related to consumers and end-users
OmittedS4-2Processes for engaging with consumers and end-users about impactsReported
Patients share their perspectives: In 2024, Lundbeck continued its 'Let the patient speak' events focusing on innovative ways of integrating patients' perspectives into our development programs. We invite patients and caregivers to share their perspectives, ultimately helping Lundbeck to incorporate insights into innovation and integrated evidence generation efforts. Lundbeck's development organization identified and implemented internal frameworks that help the company operationalize Patient-Focused Drug Development by bringing the patient voice closer to research and development efforts, describing how to seek patient input to trial designs, informing patient-centric outcome assessment strategies, and fostering an integrated, patient-centered approach to evidence development throughout the drug life cycle.
S4-3Processes to remediate negative impacts and channels for consumers and end-users to raise concerns
OmittedS4-4Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actionsReported
7.2 million Estimated full-year patients reached. Estimated patient years, based on 2024 sales data for Lundbeck products, excluding partner products.
S4-5Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
OmittedG1 – Business Conduct
G1-1Business conduct policies and corporate cultureReported
Business ethics compliance: 100% Share of employees who completed the annual e-learning on our Code of Conduct, compared to 99.9% in 2023. The 100% completion rate of our annual e-learning on our Code of Conduct is a testament to this.
G1-2Management of relationships with suppliers
OmittedG1-3Prevention and detection of corruption and bribery
OmittedG1-4Incidents of corruption or bribery
OmittedG1-5Political influence and lobbying activities
OmittedG1-6Payment practices
Omitted