Canada's Top 100 Employers (2025) Magazine - Flipbook - Page 48
48
( 2025 )
SPONSOR CONTENT
Talent is often on the move within Novo Nordisk
C
areer mobility is one of the
best things about working
for a large company,
especially one with offices
across the globe. Diego Moreno, a
health economics manager at Novo
Nordisk Canada Inc. (NNCI), was
working at the pharmaceutical
company’s Mexico City office less
than two years ago and looking to
make a change.
“I saw the position open in
Canada, and saw that it matched
my experience and capabilities,” he
says. “And in my field, Canada’s Drug
Agency is well known, so that really
piqued my interest. It would be really
good to move along my career, so I
applied.”
“We’re the second-largest
pharmaceutical company in
Canada but we very much
function as a community.”
— Angie Ng
Vice President,
People & Organization
People like Moreno are essential
to NNCI, according to Angie Ng, vice
president of people and organization
at the company’s Mississauga, Ont.,
headquarters.
It’s especially crucial now, just
after the parent company, which
made its reputation with treatments
for diabetes and obesity, celebrated
its centenary last year with five
generations working at Novo Nordisk
globally.
“We are in a new phase as a
company,” says Ng. “The first chapter
was the first hundred years, and
now we’re working toward the next
hundred and developing the capabilities we need in leaders and talent to
move us into that next chapter.”
For NNCI, this means continuing
to value all team members, wherever
they might be in the company, who
can bring diverse experience to roles
that open up in any office.
“Not only diversity in terms of
culture,” says Ng, “but diversity in
the way people think, diversity in
the skills that they bring, in their
personalities.”
For Moreno, making the first
major move of his career, there were
all the logistic hurdles, such as visas,
taxes, bank accounts and housing,
not just for himself but for his wife.
The company set them up with a
consultant to help with the cultural
shift and provided a car and housing
for the first three months, but he was
given an extension when he discovered Toronto’s famously competitive
housing market.
“I was really grateful for that
support,” says Moreno.
“We wrap ourselves around our
employees,” says Ng, “because we
know that moving to another country is scary and moving to another affiliate is scary, and moving to another
job is scary. We’re the second-largest
pharmaceutical company in Canada
but we very much function as a
community. When the rubber hits
the road it’s those little moments that
really make the difference.
“If you invest in your talent, you
want to keep them.”
Back in Mexico City, Moreno
knew that the company encouraged
mobility; the position he's previously
held there had opened up when his
predecessor moved to Novo Nordisk
in Dubai. And now that he’s in the
Together we are
life-changing.
Learn more at novonordisk.ca
Employees at Novo Nordisk Canada are encouraged to connect with
their international colleagues through relocation opportunities
funded by the organization.
Mississauga office, he’s seeing the
same culture of advancement across
the company.
“In Mexico City, I knew a lot of
people making this move,” he says,
“to Europe, to other regions, to Latin
America, and having successful
stories. I’ve been here a year and
a half now and I’ve known a lot of
100%
job-related and non-role-specific
tuition subsidies
people coming in, a lot of people
coming out.
“I’ve been at Novo Nordisk for five
years in total, and you get the sense
that you’re going to be supported
when you make the move, that the
company actually wants you to gain
this experience, to bring more to the
company.” ¢
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