�鶹��

I �鶹�� har vi en række politikker, som tilsammen danner rammen for arbejdet i �鶹��. Bestyrelsen drøfter politikkerne årligt for at sikre, at de er tidssvarende.

Politikker

God forskningspraksis

�鶹��s overordnede kriterium for bevilling af forskningsmidler er, at ansøgningens videnskabelige indhold, ansøgers kvalifikationer og det faglige miljø på værtsinstitutionen er på et højt internationalt niveau, og at forskningen kan gøre en forskel for menneskers sundhed og tilværelse. Vi ønsker at sikre, at bedømmelsen af ansøgninger foregår ensartet.

Grundlæggende tilstræber fonden, at alle ansøgninger undergår peer review, og at dette sker med flertal af fondsuafhængige eksperter. Til vurdering af løbende projektansøgninger har fonden etableret to permanente bedømmelsespaneler med et flertal af eksterne og udenlandske eksperter. Til vurdering af større personlige og strategiske ansøgninger sammensættes ad hoc bedømmerpaneler af internationale eksperter. Alle medlemmer af bedømmerpaneler skal leve op til fondens habilitetsregler.

Alle bedømmelser udmunder i en indstilling til fondens bestyrelse, som foretager den endelige tildeling af bevilling i overensstemmelse med lovgivningens krav. Vurderingsprocedurer for ansøgninger og indstillinger justeres løbende i takt med udvikling og implementering af nye virkemidler.

I 2014 vedtog vores bestyrelse ”�鶹��s standard for god forskningspraksis”, som i dag er indarbejdet i fondens generelle bevillingsvilkår. Vores standarder understøtter grundlæggende principper for god forskningspraksis såsom forskningsintegritet, transparens og ansvarlighed. Alle bevillingsmodtagere skal underskrive dette dokument før de kan modtage bevilling.

�鶹��s bevillingsbetingelser refererer bl.a. til Forsknings- og  fra 2014.

Vi forventer desuden, at forskning sker i overensstemmelse med ”” jvf. EU’s HORIZON 2020.
 

Denne politik er godkendt på bestyrelsesmøde i �鶹�� den 12. marts 2024.

Datetik

 (Engelsk) 

Data Ethics Policy

This Data Ethics Policy describes the overall ethical principles for how the Lundbeck Foundation (including Lundbeckfond Invest A/S) uses data and serves as a supplement to the Foundation’s existing privacy notices on data protection.

We strive to adhere to the principles set out herein, and expect grant recipients, reviewers, and employees to comply with it, and with due regard for, local conditions and norms.

The term ‘data’ covers data of all types and from all sources, including publicly available data, such as that collected from grant-applicants, their research, reviewers, commercial partners or employees, as well as statistical, financial, and corporate data, and data derived data.

Data is used in our operations and to allow applications and their reviews.   We strive to offer clarity on the type and source of data used, and to communicate its purpose to all involved via relevant privacy notices and guidance.

Data is gathered with the sole purpose of providing knowledge and information relevant to the Foundation’s activities, and its use should always be guided by the following principles:
 

Human interests before commercial interests

Data utilised should ultimately have a human benefit. If there is a conflict between human and commercial interests, human interests should always prevail. 

Transparency

Data uses should be clear or easily explained. When personal data is utilised, the legitimate reason for doing so should be made clear, or properly informed consent should be obtained from all involved.

Anonymisation

Data should be anonymised or pseudonymised unless personalisation is a requirement for achieving the targeted results.

Autonomy

We believe that individuals should have control over the use we make of their data. Further, we do not use automated decision-making or artificial intelligence on data either provided or collected.

Accountability and governance

Accountability is an integral part of responsible data use, and we go to great lengths to reduce the risks for the individual, and to mitigate undesirable social and ethical implications.

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We endeavour to integrate data ethics into all our daily management and business decisions, including when acting as stakeholder in other concerns.

Even with effective standards, policies and processes in place, data usage has the potential to lead to challenges, problems, and errors. We seek to prevent this by developing a positive culture among employees that promotes openness and encourages the continuous improvement of processes and systems.

The Data Ethics Policy is overseen by the Data Protection Officer, who reports on data ethics and escalates any issues to the executive management, as required.

Denne politik er godkendt på bestyrelsesmøde i �鶹�� den 12. marts 2025.

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(Engelsk)

�鶹��’s Sustainability Policy

1.    Introduction

�鶹�� is an enterprise foundation with multiple roles as owner, investor and philanthropist. Our aspiration is to fulfil these roles in a way that is environmentally, socially and financially sustainable and we believe in the value of good corporate governance. We have signed the UN Global Compact and use the ten principles on human rights, labour rights, environment, and anti-corruption to guide our work across all activities.

Our activities are centred around bioscience, human health and Denmark’s healthcare sector and delivered through a wide range of external commitments and partnerships. This policy defines the guiding principles for our work on sustainability covering all areas. 
 

2.    Our sustainability focus areas

Based on our purpose, strategy and core activities we have chosen four SDG focus areas to guide our value creation. These are; 

	Improving health and quality of life starting with the brain Bringing new biomedical discoveries to the lives of patients and their relatives is a core part of the Foundation’s purpose. Our scientific grants focus on neuroscience with the potential to generate discoveries related to brain diseases, our ownerships are focused on the healthcare industry and our biotech investments focus on companies who address unmet medical needs.
	Supporting responsible economic growth and job creation Our roles as long-term business owners and direct investors gives us a co-responsibility for the economic and societal footprint of Denmark’s healthcare sector. We seek to carry out our ownership roles in ways where financial value creation is well balanced with the need for long-term societal value and well-being of employees.
	Pioneering innovation within healthcare We invest in research, people and companies at the frontier of their fields in order to drive innovation. We support our companies and university partners in their quest for innovation and we have grants and investments which are dedicated to early-stage innovation in lifescience.
	Promoting sustainable practices and good governance Our multiple roles as owner, investor and philanthropist require extensive collaboration with external partners and stakeholders. We want to be a responsible and constructive partner, who is transparent, reliable and guid-ed by clear principles, which also reflect our internal practices.

3.    Sustainability in practices

3.1.    Our internal practices

Environmental issues
Although our climate footprint is primarily by our ownerships and investments, we seek to reduce our internal CO2e-emissions. Being an enterprise Foundation with no production activities and facilities, we have no scope 1 emissions to report. We track and report our scope 2 emissions and have taken measures to be able to track scope 3 emissions in the future.  

As air travel is a significant part of our CO2 footprint, we seek to limit unnecessary travel and use high quality carbon offsetting to compensate for air travel that we deem necessary in our activities. We have also taken actions to encourage our employees to transition to electrical vehicles for work related transportation.  

Social issues
The employees of the Foundation represent different genders, educational backgrounds, experiences, ages, and nationalities. We see our differences as a source of innovation and quality assurance and we want to foster an environment where our employees thrive.

We regularly conduct employee engagement surveys to track wellbeing and progress. Employee remuneration is based on market benchmarking based on external data to ensure fairness in our structures. We also disclose diversity data in our annual reporting.

Governance 
Our governance structure is based on four core principles: Compliance, independence, transparency, and checks & balances.

We annually review our governance vis-à-vis Denmark’s two sets of official ‘Recommendations; The Recommendations on Foundation Governance, which applies to enterprise foundations and the Recommendations on Corporate Governance, which applies to listed companies. We disclose and explain all potential cases of divergence and strongly oppose all kinds of corruption and violations of human rights and avoid partners and vendors etc. that do not adhere to these values. 

3.2.    Good R&D practise 

We consider animal experiments and clinical trials instrumental in the advancement of scientific discoveries and the development of new medicines. The Foundation is not directly engaged in scientific experiments but expects all grant recipients, direct investments and ownerships to comply with the principles of ‘Good Research Practise’ set forth by the Medical Research Councils.

With regard to the use of animals in research, the Foundation expects its partners and recipients to actively support the 3Rs (replacement, reduction & refinement) in their approach to animal-based research and assume responsibility for ensuring that all animal experiments conducted at Danish or foreign institutions comply with the national rules and legislation.

With regard to clinical trials, we expect our partners and grant recipients to conduct all trials and clinical research activities in accordance with national laws, international conventions, as well as international ethical and human rights principles. These principles respect the rights, integrity, and dignity of all participants - to ensure their safety and well-being.

With regard to our philanthropic grants and activities, our aim is to support projects of high scientific standard and we believe that scientific research data should be reproducible. We also believe that scientific leaders should engage themselves in building the next generation of scientific talents and invest time in talent development and diversity and inclusion. We also take active measures to ensure an inclusive and non-biased application, screening and selection process 

3.3.    Responsible investment and ownership

The Foundation consider ESG-performance when evaluating the attractiveness of new financial investment cases and exclude investments in companies which produce controversial weapons or tobacco.

Financial investments are screened biannually through an independent third party ESG rating and analytics firm to assess compliance with ESG-standards or breaches of exclusion criteria. We expect our external financial managers to have high ESG-standards.

We encourage our strategic ownerships and direct investments to pursue an ambitious sustainability agenda and use our Board representation to push the agenda further.

Overall, we expect our strategic ownerships to show; 
•    A commitment to UN Global Compact
•    A sustainability and ESG strategy which is tracked and reported regularly 
•    A commitment to innovation and the people and talent agenda  
•    Active measures to track impact and performance across relevant environmental, social and governance (ESG) factors.

We acknowledge that sustainability efforts must be proportional to company size, resources and maturity level and therefore seek to balance our push for sustainability considerations with company maturity through a proactive approach combining guidance, policies, advisory and resource allocation. 
 

4.    Reporting

We track and report our progress on sustainability through our annual sustainability report and our biannual ‘Communication of Progress’ report to UN Global Compact. We also conduct a specific ‘Sustainability Review’ once per year with our Board of Directors.

Approved by the Board on 12 March 2025
 

Investeringspolitik

(Engelsk)

Investment Policy

The objective of the Lundbeck Foundation’s investing activities is threefold: 

• to ensure cash reserves to fund the Lundbeck Foundation’s long-term ownerships
• to keep the Lundbeck Foundation’s grant allocation activities at a stable level each year
• to add value for research, patients, and society in general

The Lundbeck Foundation’s investing activities are spread across three areas of investment:

• Strategic investments are related to the Lundbeck Foundation’s role as a long-term owner of healthcare enterprises with the potential to become global leaders. Today, these comprise H. Lundbeck, ALK, Falck, Ferrosan Medical Devices, Ellab and WS Audiology.
• �鶹�� BioCapital deals with the Lundbeck Foundation’s direct investments in biotech both in Denmark and internationally.
• �鶹�� Invest handles the Lundbeck Foundation’s financial and alternative investing activities (in forests, property, etc.). 

The Lundbeck Foundation’s investing activities are diversified. This primarily entails diversification within asset classes, i.e. cash and cash equivalents, government bonds, corporate bonds, shares and real assets. The investing activities are subject to limitations on concentration per geographical area and within certain industries, such as pharmaceuticals. The objective of this diversification is to deliver stable positive returns with moderate risk.

Learn more about our three investment areas here.

All investments must adhere to the Lundbeck Foundation’s values, objectives and CSR, as set out in the annual report. Furthermore, both investment processes and investments themselves must be sustainable. Companies in which the Lundbeck Foundation is represented on the board must strive to comply with corporate governance rules.

The Lundbeck Foundation does not invest in the tobacco and arms industries, that violate international agreements. Investments are assessed twice annually against the ESG (Environmental, Social and Corporate Governance) profile.

Skattepolitik

Med betydelige uddelinger til sundhedsvidenskabelig forskning og kontrollerende aktieposter i tre af Danmarks største virksomheder er �鶹�� en af landets største erhvervsdrivende fonde. Fonden har dermed stor betydning for den sociale og økonomiske udvikling i Danmark og således også et betydeligt samfundsansvar.

Derfor ønsker vi at være en åben, transparent og ansvarlig organisation i alle forhold. Og derfor tog vi i 2015 som den første erhvervsdrivende fond i Danmark skridt til at udarbejde og offentliggøre en skattepolitik. Skattepolitikken omfatter ikke kun selve fonden, men danner også ramme for vores tre datterselskaber, Lundbeck, ALK og Falck, der ligeledes har offentliggjort deres skattepolitikker på deres hjemmesider. Skattepolitikken er baseret på fire principper og kan læses her (Kun på engelsk):

Hent �鶹��s skattepolitik

Lundbeck Foundation’s Tax Policy

Introduction

With substantial contributions to Danish research and ownership of significant Danish corporations, Lundbeck Foundation has considerable influence on social and economic development in Denmark. For  us, such influence comes with a high level of responsibility. Also, when it comes to tax.

The tax paid by corporations and foundations has come under increased focus in recent years. The distinction between legal tax optimisation and illegal tax evasion has evolved into a debate on the ethics of corporate tax deductions and the lack of transparency in corporate tax affairs.

This document intends to make our position and policy on tax clear.

Furthermore, the Lundbeck Foundation has adopted the pension sector’s Tax Code of Conduct which contains a common set of principles and recommendations for responsible tax behaviour regarding unlisted investments made via external asset managers.

The Tax Policy is reviewed annually.

The Board of Directors  approved this Tax Policy on 12 March 2025.
 

Taxation of Foundations

The Lundbeck Foundation is liable to tax on profits, as is the case for Danish limited companies. The Foundation is also subject to the Danish Foundation Tax Act, which allows deductions for grants and donations. 

Scope of the Tax Policy

This Policy applies to The Lundbeck Foundation and its subsidiaries . For the purposes of this Policy, tax encompasses all forms of direct and indirect taxes, as well as other fiscal allowances that resemble a tax, levied on the Foundation and its subsidiaries. Taxes collected on behalf of tax authorities throughout the world are also included.

 

Purpose of the Tax Policy

The Lundbeck Foundation is guided by a clear commitment to making a positive impact on society and demonstrating a high level of responsibility. To us, this means that the Foundation is a responsible taxpayer. We fulfil all tax obligations applicable to our activities and work to minimise tax risks. Engaging in any form of tax evasion is not permitted. The Foundation must always comply with current legislation in the jurisdictions where our activities are carried out. Any assessment of compliance will always be based on the intention of the law in question. Our investments are diverse and extensive. To ensure accountability for all our decisions and transactions, all key issues – including tax – must be carefully considered before we proceed with transactions and investments.

 

Governance

The overall responsibility for the tax matters of The Lundbeck Foundation lies with the Board of Directors. The Board of Directors defines the Foundation's policy on tax. The responsibility for ensuring compliance with the policy in all our activities is placed with the CEO. The CEO may delegate tasks but will always hold full responsibility for compliance.

The responsibility for implementing the policy in the subsidiaries of the Foundation lies with the respective subsidiaries.

We call in external advisors to assist in cases where our own teams do not have the relevant expertise. External advisors are also drawn upon for significant transactions and decisions in which tax considerations play a key role or where material uncertainty exist regarding the interpretation of existing laws and regulations.

We report to the Board of Directors about the tax matters of the Foundation, the tax risks and adherence to this Policy.

 

Transparency

In all governance matters, we run transparent operations, including our approach to tax matters. We communicate openly about tax management, the Foundation’s corporate tax payments and  the effective tax rate.

We welcome any inquiries related to tax matters and encourage direct communication with us.  Additionally, we provide employees, the employees in our subsidiaries, and other related to the Foundation with the opportunity to raise or report any concerns, including tax related concerns, confidentially through our whistle-blower system.

 

Our attitude to tax planning

When making investments and placing our activities, our primary focus is always commercial, and all tax planning takes place in that context. This means that we place our activities and investments where they make good business sense and allow us to compete on equal terms in the industry.

Furthermore, we apply the arm’s length principle to all intercompany transactions, in line with applicable best practice guidelines, unless legally required to apply other pricing mechanisms.

We have defined four principles that apply to all our activities and help guide our decision making in all matters relating to tax planning: 

1.     We will only engage in structures which have commercial substance and will not engage in artificial or opaque structures that are intended for tax avoidance or for making beneficial owners unidentifiable.
2.     We will not utilise aggressive tax planning and jurisdictions to avoid taxes on activities which take place elsewhere. Entities which are based in low, or zero rate jurisdictions exist for substantive and commercial reasons or to avoid double taxation.
3.     When assessing the value of new or acquired activities, we always consider their effect on the reputation of the Foundation and its subsidiaries. Particularly in cases where existing activities are placed outside Denmark.
4.    Governments often implement tax incentives encouraging companies to increase investments to stimulate growth or to create jobs. We will use available incentives and tax reliefs where they apply in areas where we have business substance and where this is the legislators’ intention with the rules.
 

Tax risk management

Tax risks may take on several forms including compliance, financial, reputational, operational and political risks.
We work to minimise tax risks.

The Foundation operates a risk management framework to create stable growth. In determining the appropriate risk response, we maintain a low level of acceptable risk to comply with our obligations to report and pay taxes on a timely basis.

The risk assessment and management of tax risks are carried out both at Foundation, subgroup and entity level. The Foundation mitigates significant risks to what it considers to be an acceptable level.

Regular communication is maintained with relevant internal stakeholders and external advisors to ensure tax risks are effectively monitored and addressed in alignment with other business risks. This collaborative approach enables us to understand and adapt to society’s evolving tax-related expectations and impacts.

Engaging with tax authorities

We engage in dialogue with national tax authorities, both in Denmark and internationally. In cases where interpretations of laws and regulations materially differ, we seek to clarify significant matters by contacting the relevant tax authorities and requesting a binding ruling, or similar guidance.

When disagreements with tax authorities cannot be resolved through dialogue, we pursue resolution through tax tribunals or courts to ensure that appropriate practices are determined and implemented. We are committed to providing all relevant information reasonably required to assess the positions of the Foundation and its subsidiaries.

Additionally, we make ourselves available to provide assessments of the consequences of tax measures when requested by the authorities to ensure compliance and foster mutual trust.

Approved by the Board of Directors 12 March 2025
 

Vederlagspolitik

Findes kun på engelsk:

Remuneration Policy for �鶹�� and Lundbeckfond Invest A/S (together ‘the Foundation’)

1  Introduction & Purpose

This remuneration policy (the “Policy”) describes the framework and practice for the remuneration of Board of Directors and employees in two legal entities; �鶹�� (LF) and Lundbeckfond Invest A/S (LFI). The policy creates the framework for both entities which together are referred to as the Foundation and comprise a very broad range of activities; Business ownership, financial asset management, direct biotech investments, grants activities for scientific research etc. The different activities are grouped in one organisation, and the two legal entities have identical Board of Directors (the “Board”), CEO and Leadership Team (LT).

The remuneration policy applies to all employees in the Foundation and the purpose is to define the framework for remuneration ensuring that:
a)    The Foundation can attract, develop, motivate and retain qualified employees, including members of the Board, CEO and the LT.
b)    Remuneration components support the Foundation’s short-term and long-term objectives.
c)    Interests of the CEO and Leadership Team converge with the interests of the Foundation.
d)    Remuneration practice in the Foundation takes into consideration market practice as well as recommendations for good corporate governance and foundation governance.
e)    Transparency is provided to the Foundation’s stakeholders.
 

2  General Remuneration in the Foundation

Remuneration in the Foundation consists of four components, i.e.
-    fixed base salary (applies to all)
-    performance based incentives (applies to selected employees)
-    company pension contribution (applies to all)
-    other benefits in kind

The term Total Compensation is used as the aggregate value of the four remuneration components. 
 

2.1 Remuneration components

Fixed base salary is the dominant component in the remuneration in the Foundation. The level is defined by the role and position of the individual employee, who will fulfil objectives and responsibilities as agreed with his/her superior, and thereby contribute to realising the Foundation’s strategy while adhering to the Foundation’s cultural values and leadership principles. Benchmarks from the talent pool and peers in Denmark are used for guidance regarding the level of fixed base salary, but other factors such as education, professional experience and competencies etc. are also considered. Further, attention is given to the principle of equal pay for equal jobs when deciding on salary levels.

The fixed base salary will be competitive, taking total compensation into consideration, but not excessive. No maximum salary levels apply. Fixed base salary is reviewed once a year and may be adjusted accordingly. Fixed base salary is paid in cash only.

Performance based incentives is used in accordance with market practice for further motivating, rewarding and driving the right behaviour and performance. The incentive structure in the Foundation includes four different programmes:

a)    An annual bonus programme for the CEO (‘CEO bonus’). In line with the recommendations for Foundation governance, the CEO is primarily paid a fixed base salary but in addition also offered a short-term incentive programme to ensure alignment between the CEO’s remuneration and the long-term development of the Foundation Group, which comprise a broad range of commercial and philanthropic activities. The bonus is based on several elements, including the financial results of the subsidiaries and the financial investment activities. The incentive is capped as a percentage of the annual fixed base salary. Settled bonus is paid in cash.

b)    An annual/short term incentive programme (‘STIP’) applicable to selected managers/employees across the organisation. The purpose of the incentive is to create an incentive for participants to go the extra mile in the strategy execution and to ensure market conformity for the remuneration of employees in key positions. The pay-out is settled once a year, based on pre-defined performance criteria (KPIs) and business behaviour. In case of misconduct the CEO can decide to reduce or cancel bonus settlement regardless of performance.

c)    Strategic Ownerships Incentive Programme for investment professionals working with strategic investments. The purpose of this incentive is to ensure participants’ attention on value creating of the strategic portfolio. A shared bonus pool is defined once a year based on rolling last five years’ performance. The incentive is capped as a monetary value, based on the role and position of the participants. Settled bonus is paid in cash.

d)    Invest Incentive Programme for investment professionals working with financial investments. The purpose of this incentive is to ensure participants’ attention on creating a high and stable revenue from the investment activities and to align with market practice for asset Management professionals to attract and retain qualified resources. A shared bonus pool is defined once a year based on rolling last four years’ results. The incentive is capped as a monetary value, based on the role and position of the participants. Settled bonus is paid in cash.

e)    BioCapital Incentive Programme for investment professionals working with the direct biotech investments. The purpose of this incentive is to ensure participants’ focus on financial value creation from equity investments and to align with market practise for investment professionals in this sector. A shared bonus pool is defined based on the financial return of the portfolio for a rolling period of six years. The incentive is capped as a monetary value based on the role and position of the participants. Settled bonus is paid in cash.

Performance based incentives are subject to claw back. Claw back comes into effect if bonus has been paid out based on information which has subsequently proven misstated or inaccurate and if the beneficiary has actively or passively acted in bad faith.

Company pension contribution provides employees with pension payments for retirement and a basic financial cover in case of critical illness, loss of employability or death. In general, employees are covered by mandatory defined contribution plans with a pension insurance company to which the Foundation and the employee jointly contributes. An amount of 14% of fixed base salary is paid by the Foundation and 5% of fixed base salary is paid by the employee. Historical arrangements do exist where employees are paid pension contribution as a cash allowance.

Other benefits in kind includes health insurances, health checks and customary employment benefits such as mobile phone, broadband connection at home etc. Further, members of LT and selected employees are offered a cash transport allowance. Only the CEO has a company paid car.

Situational benefits, such as maternity/paternity leave are also offered to employees. In extraordinary cases, relocation allowance may also be relevant, e.g. when recruiting a non-resident candidate.

If the CEO or an LT member serves as Board member in his/her capacity as employee of the Foundation, the board fees, value of warrants or other compensation elements will be deducted in such member’s base pay.
 

2.2 Process

Once a year following the annual performance and appraisal dialogues, the individual’s total compensation may be adjusted. Target performance is used for such considerations if any incentive scheme applies.

With regard to STIP, the bonus settlement is dependent on the individual’s conduct i.e. business behaviour, compliance with the Foundation’s business processes and values, which is reviewed in the annual development discussions. 
 

3  Remuneration of the CEO and the Leadership Team (LT)

The remuneration to the CEO and members of the Leadership Team is intended to ensure the Foundation’s continued ability to attract and retain qualified members with the desired competencies within specific key areas, and to ensure the fulfilment of the Foundation’s strategic journey. 

3.1  Remuneration components for CEO and LT

 

Remuneration Component	Applies to
Fixed base salary	All
Performance based incentives CEO bonus STIP Invest Incentive Programme BioCapital Incentive Programme	CEO All members of LT excluding the CEO Only SVP Invest Only SVP BioCapital
Company pension contribution	All
Customary employment benefits	All
Other benefits Company car Transport cash allowance	CEO All members of LT excluding the CEO
Performance based incentives CEO bonus STIP Invest Incentive Programme BioCapital Incentive Programme	The Foundation can terminate members of LT with 9 months’ notice[1]. The Foundation can terminate the CEO with a 24 months’ notice. The Foundation has no contractual obligations regarding the use of severance payments for CEO and LT.

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3.2  Process

The remuneration to the LT is reviewed on an annual basis. The Board’s Chairmanship decides any adjustment to the Total Compensation level, based on input from the CEO and benchmarks when applicable. With regards to the CEO’s compensation the Board decides based on input from the Chairmanship. The fixed base salary is then adjusted accordingly to change the total compensation level.

4  Remuneration of the Boards

The remuneration to members of the Boards is based on fixed remuneration only in line with the recommendations of foundation governance. No performance based incentive or other variable remuneration is offered to members of the Boards. 

4.1  Remuneration Components

All ordinary Board members receive a fixed annual base fee.

The Chair receives 3 x annual base fee, while the Deputy Chair receives 2 x annual base fee.

Further, the members of the Investment Committee and the Grants and Prizes Committee receives an additional committee member fee of 1.2 x the annual base fee of LF. The chair of a committee receives 1.5 x the committee fee. Furthermore, members of the Grants and Prizes Panel receive an annual fee.

No additional fee is paid to Board members to cover travelling, accommodation, etc. Instead, Board members are reimbursed for direct costs associated with the Board work.

No pension schemes are included in the remuneration to the Boards and no special termination terms apply to the Board members in the event of resignation from the Board. There are no special retention or redundancy schemes for the Board Members.

In addition to the Board fee received from LF and LFI, a Board member may also serve as a Board member of a strategic ownership. Such board fees are additional to the fee paid by LF and LFI.

Board members of LF and LFI who are employee elected representatives of strategic ownerships (subsidiaries), are not restrained from receiving variable remuneration from that specific position. 
 

4.2  Process

Board fees are reviewed by the Board itself on annual basis and any change is based on appropriate benchmarks. 

5  Governance and practice

Remuneration decisions in the Foundation, such as salary adjustments, bonus settlements, etc. is always grandparent approved. Due to the organisational size of the Foundation, the CEO usually acts as grandparent.

In case of remuneration decisions regarding members of the LT, the Chairmanship acts as grandparent and in case of the CEO the Board acts as grandparent. In general, the CEO is accountable for the Foundation to comply with the remuneration policy and to bring any deviances forward to the Board.

The Board can decide to deviate from the policy to the extent the deviation is legally acceptable under applicable law.
 

5.1  Reporting and review of remuneration

The CEO will provide the Chairmanship with an overview of paid remuneration to the LT as a minimum once a year. The overview will include members of the LT as well as senior employees in the investment teams, dependant on the nature and value of incentive schemes. Further, considerations on gender diversity in the Foundation are included. 

At least every third year, the CEO prepares a discussion with the Chairmanship on current incentives, including historical pay-outs and considerations of the fit-for-purpose, regarding future short-term and long-term objectives for the Foundation.

The remuneration policy is updated on an annual basis.

6  Effective date and publication

The policy is effective from the date of the Board approval and is made available on the Foundation’s website.

Approved by the Board, 12 March 2025.

Uddelingspolitik

Introduktion

I henhold til �鶹��s fundats § 4b har fonden to formål: 

• At sikre og udbygge Lundbeck-koncernens virksomhed
• At foretage uddelinger til de i fundatsens § 6 nævnte formål

Som konsekvens af Erhvervsfondsudvalgets anbefalinger, opdeles fondens uddelingsformål i følgende typiske hovedkategorier:

• Sociale Formål
• Forskning
• Kultur
• Stifterfamilien
• Medarbejdere i koncernen
• Dattervirksomheder

De i § 6 beskrevne uddelingsformål kategoriseres på følgende vis: 

§ 6 a)

Fonden kan uddele legater til descendenter efter legatstifterens og dennes ægtefælles forældre. (Stifterfamilien) 

§ 6 b)

Fonden kan yde støtte til og i øvrigt foretage uddelinger til fordel for nuværende og tidligere medarbejdere i Lundbeck-koncernen, herunder til uddannelse, til ferier og til ferieformål. I det omfang der ikke i det konkrete tilfælde er behov for at uddele på et andet tidspunkt af året, sker sådanne uddelinger én gang årligt på den afdøde fabrikant Hans Lundbecks fødselsdag den 20. juli. (Medarbejdere i koncernen)

§ 6 c)

Fonden kan uddele hæderspriser til læger, videnskabsmænd og andre. (Forskning)

§ 6 d)

Fonden kan yde støtte til videnskabelige formål, fortrinsvis specielle opgaver. (Forskning)

§ 6 e)

Fonden kan støtte specielle forskningsopgaver inden for Lundbeck-koncernen. (Dattervirksomheder)

§ 6 f)

Fonden kan yde støtte til hospitaler og til bekæmpelse af sygdomme. (Forskning)

§ 6 g)

Fonden kan støtte uddannelse i videste forstand, eventuelt som rentefrie lån. (Forskning)

§ 6 h)

Fonden kan uddele legater til sygeplejersker. (Forskning)

§ 6 i) 

Fonden kan anvende indtil 3% af årets overskud før skat med fradrag af ikke-udloddet overskud i dattervirksomheder og associerede virksomheder, herunder LFI A/S, til understøttelse af gamle og/eller syge samt trængende. (Sociale Formål)

§ 6 j)

Fonden kan støtte andre af bestyrelsen bestemte formål. Støtte til sådanne andre formål må dog i et kalenderår kun udgøre op til 25% af årets samlede uddelinger. (Alle hovedkategorier) 

Bestyrelsen har det overordnede ansvar for fondens uddelinger. Bestyrelsen har besluttet, at ovenstående formål hovedsageligt skal opfyldes gennem uddelinger til støtte af forskning inden for sundhedsvidenskab, der fører til øget forståelse af hjernen og til bedre forebyggelse, diagnosticering og behandling af hjernesygdomme. Uddelinger til støtte af forskning sker hovedsageligt gennem åben konkurrence på basis af ansøgninger indsendt efter opslag. Der kan dog også gives bevillinger uden opslag. 

Fonden opererer primært med følgende typer af bevillinger: 

• Personlige forskningsbevillinger inden for sundhedsvidenskab med fokus på bevillinger, der fører til øget forståelse af hjernen og til bedre forebyggelse, diagnosticering og behandling af hjernesygdomme
• Strategiske/tematiske forskningsbevillinger inden for sundhedsvidenskab, der fører til øget forståelse af hjernen og til bedre forebyggelse, diagnosticering og behandling af hjernesygdomme.
• Priser til fremragende forskere
• Bevillinger til forskningsformidling og undervisning inden for STEM fra gymnasieniveau og opefter
   

Udvalg og paneler

Til at facilitere uddelinger inden for de førnævnte områder har fonden følgende stående udvalg, paneler og komiteer, som fungerer som rådgivende, indstillingsgivende og i visse tilfælde udmøntende organer for fondens bestyrelse. 

 

Forsknings- og prisudvalget (FPU)

Bestyrelsen har nedsat et forsknings- og prisudvalg (FPU) bestående af forskningskyndige, fundatsvalgte medlemmer af fondens bestyrelse. Udvalget bistås af den adm. direktør og forskningsdirektøren, som dog ikke er medlemmer af udvalget. FPU har overordnet ansvaret for at følge implementeringen af den til enhver tid gældende strategi for fonden på uddelingsområdet og rådgiver bestyrelsen i forhold til forskningsstrategiske og -politiske emner. Den fulde beskrivelse af ansvar og opgaver fremgår af kommissoriet for FPU. 

Endvidere er der en række paneler, der understøtter arbejdet med de uddelingsrelaterede aktiviteter. Det drejer sig om følgende:

• Internationaliseringspanelet
• Talentpanelet
• Grants & Prizes Panel
• Selection Committee for The Brain Prize
• Scientific Enrichment Prize Panel

Formål og opgaver for hvert af disse paneler er beskrevet i selvstændige governance-dokumenter, der godkendes af bestyrelsen på årsbasis. 

Målsætninger for fondens uddelinger

Målet for fondens uddelinger er at opfylde fondens strategi forankret i fundatsens § 6. 

 

Kompetencefordeling

Forskningsdirektøren varetager den daglige ledelse af afdelingen ’Grants & Prizes’, både i forhold til implementering af uddelingsstrategien og personaleansvar. 

Bestyrelsen beslutter fondens uddelinger og bærer ansvaret for disse. Udmøntningen af bestyrelsens uddelingsbeslutning kan dog uddelegeres til et panel/en komité via et bevillingsmandat. 

Denne politik er godkendt på bestyrelsesmøde i �鶹�� den 12. marts 2024.

Kommunikationspolitik

En effektiv, sammenhængende og målrettet ekstern og intern kommunikation er en forudsætning for, at �鶹�� (herefter ’Fonden’) kan føre sin strategi ud i livet og fremstå som en attraktiv samarbejdspartner og arbejdsplads samt en kompetent uddeler, ejer og investor. Derudover er åbenhed og transparens i Fondens kommunikation med omverdenen en væsentlig del af Fondens strategi og værdiskabelse, hvor ’Aktiv Samfundsstemme’ er ét af fem værdiflag.

1.    Principper

Følgende principper formulerer de overordnede retningslinjer for, hvordan Fonden arbejder med kommunikation. 

Åbenhed og transparens

Åbenhed og transparens er nøgleværdier for Fonden, der gennem mange år er blevet anerkendt som en af Danmarks mest åbne og transparente fonde. Det gælder alle aktivitetsområder, herunder Fondens langsigtede værdiskabelse, hvilke typer projekter der kan opnå bevilling, samt Fondens tilgang som engageret ejer og aktiv investor. Hvor det er muligt og ikke i strid med andre hensyn, som fx Fondens ejerskab af børsnoterede virksomheder, vil hensynet til transparens derfor altid være centralt og tungtvejende. Børsretlige forpligtigelser vil altid have forrang. 

 

Samarbejde med medier

Et godt og konstruktivt samarbejde med Fondens interessenter og samarbejdspartnere er afgørende for Fondens virke og medvirker til realisering af Fondens strategi. Det forudsætter udover det nævnte fokus på åbenhed og transparens, at Fonden udviser en imødekommende tilgang til samarbejdet med medier – både når det gælder redaktionelt indhold og debat, og også når der udtrykkes kritik af Fonden. Den proaktive inddragelse af såvel egne som eksterne medier i udførelsen af Fondens virke er et centralt element i Fondens kommunikation med omverdenen. Eksterne medier skal derfor mødes med åbenhed og professionalisme, og mediehenvendelser skal besvares inden for en rimelig tid. Samtidig skal det sikres, at de oplysninger og budskaber, der kommunikeres fra Fondens side, er retvisende og præcise.

 

Formidling og deling af viden

Med sin 2030 strategi, ’Bringing Discoveries to Lives’, har Fonden artikuleret et tydeligt fokus på hjernen. Det omfatter både formidling af nye forskningsresultater og formidling af ny viden til den bredere befolkning vedrørende hjernen. Fonden formidler ligeledes løbende ny viden om de projekter, som tildeles støtte, og tilstræber at gøre dette i et tilgængeligt sprog for den bredere videnskabs- og sundhedsinteresserede dansker.

 

Strategisk fokus: Aktiv samfundsstemme

Fondens 2030 strategi inkluderer værdiflaget ’Aktiv Samfundsstemme’, der udtrykker Fondens ønske om at være med til at sætte dagsorden i Danmark inden for udvalgte, relevante områder. Fonden har konkret udvalgt tre hovedagendaer for sin eksterne stemme – Hjernesundhed, Forskningens vilkår og Fonden som ejerskabsmodel – hvor Fonden ønsker og mener at kunne bidrage konstruktivt med nuancerede holdninger, faglig viden og relevant indsigt.  

 

2.    Målgrupper 

I sin kommunikation arbejder Fonden med et bredt felt af målgrupper. Fondens kommunikation henvender sig først og fremmest til målgrupper i Danmark, men der vil også være vigtige internationale kommunikationsopgaver i relation til The Brain Prize, Neurotorium og Fondens BioCapital-portefølje, der henvender sig til målgrupper uden for Danmark.

Målgrupperne for Fondens kommunikation omfatter særligt interessenter og samarbejdspartnere indenfor Fondens ejerskaber og investeringer, herunder healthcare-industrien og biotek-investormiljøet, samt aktører med interesse i Fondens støtte til forskning og neuroscience, herunder potentielle ansøgere til Fondens uddelinger og aktører i dansk forskning og på universiteterne. Derudover er den bredere videnskabs- og sundhedsinteresserede del af befolkningen samt relevante politiske beslutningstagere vigtige målgrupper for Fonden.

 

3.    Roller og opgaver

Fondens CEO �ڲ����ٱ�æ������� de overordnede rammer og mål for kommunikationsarbejdet i samarbejde med SVP for Corporate Affairs og Fondens kommunikationschef.  

CEO og ledergruppen tegner Fonden i offentligheden gennem medieinterviews og lignende (fx som oplægsholder på relevante konferencer). CEO er den primære talsperson i alle spørgsmål om Fondens overordnede formål og virke, mål og strategi, mens medlemmer af ledergruppen og kommunikations­chefen i enkelttilfælde og efter forudgående aftale med CEO kan repræsentere og tale på vegne af Fonden inden for eget ansvarsområde og/eller særlige temaer. Hertil vælges altid den i ledergruppen, der har de bedste forudsætninger for at repræsentere Fonden i den pågældende situation.

SVP for Corporate Affairs er overordnet ansvarlig for kommunikationsarbejdet og Fondens kommunikationsstrategi, der lægges i samarbejde med Fondens kommunikationschef, som herefter prioriterer den løbende indsats i afdelingen og udarbejder og driver en kommunikationsplan med udgangspunkt i disse prioriteter. Det omfatter bl.a. følgende:

• At Fondens strategi og værdiflag kommunikeres internt og eksternt
• At Fondens aktiviteter opnår den optimale mediedækning
• At kritiske områder for Fondens omdømme løbende afdækkes og mitigeres
• At der etableres relevante eksterne netværk, som styrker kommunikationen på tværs af Fondens aktivitetsområder, herunder med Fondens ejerskaber.
• At nye medier, herunder sociale og digitale (fx AI), anvendes i Fondens kommunikation
• At der indtænkes kommunikationspartnere i organiseringen, samarbejdet og udførelsen af det daglige kommunikationsarbejde

Bestyrelsen for Fonden er som udgangspunkt ikke involveret i den løbende kommunikation. Alle pressehenvendelser til bestyrelsen henvises til bestyrelsesformanden, og bestyrelsens medlemmer vil derfor ikke udtale sig om eller på vegne af Fonden. Bestyrelsesformanden udtaler sig typisk kun ved særlige begivenheder efter forudgående dialog med Fondens CEO og/eller SVP for Corporate Affairs.

Fondens medarbejdere og ledere deltager i kommunikationsarbejdet i relevant omfang og sikrer, at medarbejderne i kommunikationsafdelingen er opdateret og forud informeret om vigtige begivenheder samt relevant viden og fakta.

Alle Fondens medarbejdere har et ansvar for, at Fondens kommunikation er i overensstemmelse med denne kommunikationspolitik.

Medarbejdere i Fonden skal til enhver tid omgående informere kommunikationschefen om henvendelser fra pressen, der herefter er ansvarlig for at håndtere henvendelsen samt identificere den rigtige talsperson i Fonden og om nødvendigt orientere Fondens CEO og derigennem bestyrelsen, når dette er relevant. 

For medarbejdere og ledelse i Fonden gælder i øvrigt, at optræden i medier generelt, herunder ved interviews eller deling af indhold, artikler og gennem opslag på sociale medier, sker under hensyntagen og respekt for Fondens værdier og principper som repræsentant herfor.

4.    Generelt for ekstern kommunikation

Enhver væsentlig information om Fonden, der deles med omverdenen via medierne, skal så vidt muligt gøres tilgængelig for Fondens ansatte senest samtidig med offentliggørelse.

Sager, der vedrører Fonden og et eller flere af Fondens strategiske ejerskaber, skal så vidt muligt håndteres i samarbejde med kommunikationsafdelingerne i de respektive ejerskaber.

Sager af fortrolig og/eller personfølsom karakter må ikke deles eller kommunikeres offentligt, eksternt eller internt, uden forudgående samtykke fra de involverede og efter aftale med CEO – og i øvrigt under hensyntagen til gældende regler og persondataforordningen (GDPR) mv.) mv.

Denne politik er godkendt på bestyrelsesmøde i �鶹�� den 12. marts 2024.

Kommissorium

Kommissorium for �鶹��s Investeringsudvalg

1. Objectives

The Board of Directors of the Lundbeck Foundation has established an Investment Committee whose main objectives are:

-    to consider the basis for decisions and recommendations on investments that require approval by the Board of Directors,
-    to monitor the Foundation’s investment activities in accordance with the investment policy approved by the Board of Directors,
-    to approve investments within the framework of the investment policy, and
-    to provide guidance to the management on specific material investments and on market developments in general.

 

2. Tasks/responsibilities

Pursuant to the Lundbeck Foundation’s Statutes and the legal rules governing foundations, the Board of Directors has the overall responsibility for managing investments. The Board of Directors lays down the detailed guidelines for such investment management in the investment policy in force from time to time.

In cooperation with the CEO, the Investment Committee is responsible for:
-    drafting the investment policy; and
-    monitoring compliance with the investment policy and investment performance.

The CEO together with the SVP of Invest, the SVP of Strategic Ownerships and the SVP of BioCapital are responsible for carrying out the decisions of the Investment Committee and for overseeing the ongoing management and optimisation of the investment assets.
 

3.  Composition and appointment of the Investment Committee

The Lundbeck Foundation’s Investment Committee consists of 3-5 members of the Foundation’s Board of Directors and usually includes members elected pursuant to the Statutes who have investment and/or business experience.

The members of the committee are appointed by the Board of Directors for a term of one year at a time, with the possibility of reappointment. The appointment takes place at the annual meeting of the Board of Directors and follows the normal term of office of the Board of Directors.

The chair of the Investment Committee is appointed by the Board of Directors of the Lundbeck Foundation. SVP Finance acts as secretary to the Investment Committee.
 

4. Frequency of meetings and attendance

As a general rule, the Investment Committee meets four times a year (February/March, May, August/September and November).

In addition to the members of the Investment Committee, meetings are attended by: (i) CEO, (ii) SVP of Invest, (iii) SVP of Strategic Ownerships, (iv) SVP of BioCapital and (v) SVP of Finance.

The agenda of the meetings of the Investment Committee must include:

-    General update on performance 
-    Review of market developments and discussion of market outlook
-    Discussion of investment themes
-    Concrete investment cases
-    Potential investment cases (“High-potential targets”)
-    Preparation for the Board of Directors’ annual review of policies and mandates
 

6. Changes

The Board of Directors of the Lundbeck Foundation decides on the dissolution of the Investment Committee and any changes in the terms of reference of the committee.

Approved by the Fundation’s Board of Directors on 12 March 2025

Kommissorium for �鶹��s forsknings- og prisudvalg

1. Formål

Bestyrelsen har nedsat et forsknings- og prisudvalg (FPU), hvis formål er at sikre den overordnede kvalitet i udmøntning af uddelinger og priser i henhold til �鶹��s værdiflag, herunder aktiviteter vedrørende The Brain Prize (TBP), samt at rådgive �鶹��s bestyrelse i forhold til sundhedsvidenskabelige, forskningsstrategiske og -politiske emner i henhold til fundatsen §6 (c,d,e,f,g,h).
 

2. Arbejdsopgaver/ansvarsområder

Bestyrelsen �ڲ����ٱ�æ������� hvert år udmøntningen af fondens uddelinger ved godkendelse af tilhørende kommissorier.

FPU har ansvaret for:

• At følge implementeringen af kommissorier for virkemidler
• At nye virkemidler godkendes og årligt forelægge den samlede grant portfolioen til godkendelse hos bestyrelse, som også godkender de overordnede budgetmæssige prioriteringer til virkemidlerne.
• At godkende Talentpanelet sammensætning og sikre, at panelet følger bevillingsmandatet.
• At bedømme ansøgninger og godkende bevillinger som en del af G&P panelet
• At bedømme og godkende strategiske og startup bevillinger (bevillingsmandat ≤ 20 mio.)
• At bedømme og godkende Young Investigator og Talent priserne (bevillingsmandat)
• At godkende SEC-bevillinger med videnskabelige studier efter indstilling fra G&P (bevillingsmandat)
• At godkende bevillinger til skolarstipendier (bevillingsmandat)
• At godkende Scientific Enrichment Prize-vindere og Scientific Enrichment-bevillinger efter indstilling fra hhv. Scientific Enrichment Prize-panelet og G&P
• At indstille modtagere af TBP til fondens bestyrelse.
• At overse TBP Selection Committee’s og Advisory Board’s arbejde.
• At rådgive bestyrelsen i forhold til forskningsstrategiske og -politiske emner
   

3. Forsknings- og prisudvalgets sammensætning og udpegning

FPU består af 3-4 medlemmer. Udvalgets medlemmer udpeges af bestyrelsen blandt de fundatsvalgte medlemmer, som har forskningserfaring. Formanden for udvalget udpeges af fondens bestyrelse.
 

4. Udpegningsperiode

Medlemmerne af FPU udpeges for en periode på ét år med mulighed for genudpegning. Udpegelsen finder sted på bestyrelsens årsmøde og følger bestyrelsesmedlemmernes normale bestyrelsesperioder.
 

5. Bedømmelse af ansøgninger

FPU er sammen med forskningsdirektøren ansvarlig for at vurderingen af sundhedsvidenskabelige projekter og ansøgninger får den rette faglige bedømmelse i forhold til virkemidlets mål. Dette kan ske gennem fondens Talentpanel, Grants & Prizes Panel, Internationaliseringspanel eller i form af ad-hoc nedsatte bedømmerpaneler med videnskabelig ekspertise inden for et særligt område. De faste paneler har selvstændige kommissorier og bevillingsmandater, der godkendes årligt af bestyrelsen. Forskningsdirektøren har ansvaret for, at der til enhver tid er en gruppe af eksterne ad hoc bedømmere med passende kompetencer til rådighed herfor.
 

Bedømmelse og godkendelse af strategiske bevillinger
FPU følger retningslinjerne for bedømmelse og godkendelse beskrevet i ”Grant Mandate for the Lundbeck Foundation Grant and Prize Committee”

Bedømmelse og godkendelse af startup bevillinger
FPU følger retningslinjerne for bedømmelse og godkendelse beskrevet i ”Grant Mandate for the Lundbeck Foundation Grant and Prize Committee”

Godkendelse af SEC bevillinger med videnskabelige studier
FPU følger retningslinjerne for bedømmelse og godkendelse beskrevet i ”Grant Mandate for the Lundbeck Foundation Grant and Prize Committee”

Godkendelse af skolarstipendier 
FPU følger retningslinjerne for bedømmelse og godkendelse beskrevet i ”Grant Mandate for the Lundbeck Foundation Grant and Prize Committee”

Talentpanelet består af 11-15 internationalt anerkendte forskningseksperter uden anden tilknytning til fonden og med faglig ekspertise, som bedst muligt dækker det sundhedsvidenskabelige forskningsområde inden for hvilket bevillingen ønskes tildelt. Medlemmerne i panelet kan maksimalt sidde i panelet i seks år (3+3 år).

Grants & Prizes Panelet består af seks medlemmer, heraf FPU’s tre medlemmer samt tre eksterne medlemmer. Panelets eksterne medlemmer udpeges af bestyrelsen, og det tilstræbes, at halvdelen af panelmedlemmerne er udlændinge med komplementære kompetencer. Formanden for FPU er formand for panelet. FPU’s medlemmer udpeges for en periode på ét år med mulighed for genudpegning jf. reglerne for fondens fundatsvalgte medlemmer, mens de tre eksterne medlemmer udpeges for et år ad gangen med mulighed for genudpegning. De eksterne medlemmer i panelet kan maksimalt sidde i panelet i seks år.

Internationaliseringspanelet består af 2-3 medarbejdere i Grants & Prizes samt ét FPU-medlem per under-panel. Bedømmelse og godkendelse er beskrevet i ”Grant Mandate for the Lundbeck Foundation Grant and Prize Committee”
 

6. Bedømmelse af forskerpriser

The Brain Prize

Selection Commitee’s (SC) virksomhed er fastlagt i ”Terms of Reference” for TBP og i den særlige instruktions-beføjelse for SC. FPU har på vegne af fondens bestyrelse ansvaret for udarbejdelsen af bestemmelserne for TBP samt at udarbejde og godkende instruktionsbeføjelsen for SC. FPU påser, at SC’s forslag er i overensstemmelse med bestemmelserne for TBP og indstiller SC’s forslag til modtagere af TBP til �鶹��s bestyrelse, som træffer den endelige afgørelse. 

Bedømmelse og godkendelse af Young Investigator og Talentpriserne

FPU følger retningslinjerne for bedømmelse og godkendelse beskrevet i ”Grant Mandate for the Lundbeck Foundation Grant and Prize Committee”

Scientific Enrichment Prize

Scientific Enrichment Prize panelet bedømmer de indkomne nomineringer efter de i opslaget angivne kriterierne og fremsender deres bedømmelser og en begrundet indstilling af årets vinder til godkendelse af FPU. I fald FPU ikke billiger beslutningen kan FPU beslutte at bede Scientific Enrichment Panelet revurdere deres bedømmelse eller helt bortfalde uddelingen det år. 

7. Forretningsorden

FPU fastsætter selv sin forretningsorden.
 

8. Sekretariat

FPU sekretariatsbetjenes af Grants & Prizes.

9. Ændringer af kommissorium og nedlæggelse af udvalget

�鶹��s bestyrelse træffer beslutning om nedlæggelse og eventuelle ændringer i kommissoriet og bevillingsmandater for FPU ved at beslutte dette på fondens bestyrelsesmøder.

Godkendt af fondens bestyrelse 12 marts 2025