Annual Report  
2024  
Bavarian Nordic A/S
Philip Heymans Alle 3, DK-2900 Hellerup, Denmark
CVR no: 16 27 11 87  
 
Contents  
Management's review  
Financial statements  
Introduction  
Sustainability statements  
Financial statements  
3
Letter from the Chair and the CEO  
41  
General disclosures  
113  
Financial statements – Group  
6
Our purpose and strategy  
Bavarian Nordic at a glance  
Partnering for global health  
Strong regulatory progress in 2024  
Our first 30 years  
120 Notes  
60  
61  
68  
71  
Environmental  
8
170 Financial statements – Parent Company  
175 Notes  
Climate change  
10  
11  
12  
Pollution  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Statements  
72  
75  
190 Statement by the Board of Directors and  
Executive Management on the Annual Report  
Performance  
194 Independent auditor’s report  
13  
14  
16  
19  
20  
2024 highlights  
79  
80  
90  
94  
Social  
2024 performance  
Financial review  
Key figures  
Own workforce  
198 Forward-looking statement  
Workers in the value chain  
Consumers and end-users  
Outlook 2025  
100 Governance  
Strategic priorities  
101 Business conduct  
21  
22  
23  
Travel Health  
Public Preparedness  
Innovation  
103 Appendix  
Corporate information  
26  
28  
32  
36  
Shareholder information  
Risk management  
Read our →  
Remuneration Report 2024  
Corporate Governance Report 2024  
Governance  
Management of Bavarian Nordic  
Bavarian Nordic Annual Report 2024  
2
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Bavarian Nordic at a glance  
Letter from the Chair and the CEO  
Our purpose and strategy  
Partnering for global health  
Strong regulatory progress in 2024  
Our first 30 years  
Letter from the  
Chair and the CEO  
In 2024, we delivered above expectations by driving not only further  
growth in our Travel Health business but also making significant  
contributions to improving public health as we joined the global fight  
against another mpox outbreak.  
Our Travel Health business grew by 22%, significantly  
above our expectations for the year. This was driven  
by strong performance across the entire portfolio as  
a result of organic growth and strong brand perfor-  
mance. Rabipur/RabAvert and Encepur continued to  
outperform, and the addition of Vivotif and Vaxchora in  
2023 came into full effect in 2024. The latter two have  
untapped potential that we continue to explore by  
expanding our market into new countries and driving  
increased awareness as part of our efforts to relaunch  
the products upon our acquisition in 2023.  
This strong performance has positioned us well above  
our trajectory to meet an average annual growth of  
10-12% in Travel Health as outlined in our strategic  
ambitions for 2024-2027. This growth is not only  
ascribed to an increase in global travel but also driven  
by a rise of diseases like tick-borne encephalitis (TBE)  
and chikungunya due to factors like climate change.  
This trend will continue, and vaccines will remain an  
important tool to mitigate this risk in the future, not  
only for travelers, but also as part of domestic public  
health measures.  
Bavarian Nordic Annual Report 2024  
3
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Bavarian Nordic at a glance  
Letter from the Chair and the CEO  
Our purpose and strategy  
Partnering for global health  
Strong regulatory progress in 2024  
Our first 30 years  
New product launch in 2025  
more reach and impact than TBE. Furthermore, we are  
also developing a vaccine candidate against Epstein-  
Barr virus, which causes infectious mononucleosis, but  
is also known to cause certain cancers. Both diseases  
represent large unmet medical needs as there are  
currently no vaccines available. We are excited to  
launch these programs, which based on pre-clinical  
data have the potential to become best in class,  
adding further value to our pipeline as we progress  
towards clinical trials in 2026.  
mpox as a public health emergency, the first vaccines  
arrived early September in the DRC, representing  
donations from Bavarian Nordic, the EU Commission  
and the US government as a first response to the  
outbreak. Since then more countries followed along,  
and we entered supply agreements with Gavi and  
UNICEF, ensuring the combined availability of nearly  
3 million doses of our mpox vaccine through dona-  
tions and agreements. We also entered a license- and  
manufacturing agreement with Serum Institute of  
India, the world’s largest vaccine manufacturer by  
volume, and we continue to explore further options  
to expand capacity to lower- and middle-income  
countries to ensure continued equitable access. This  
includes the opportunity to increase our output by  
introducing a new cell line in our manufacturing, which  
would allow us to scale our capacity to meet demand  
from even larger outbreaks, including smallpox.  
areas were just some of the major roadblocks that  
needed to be cleared. Another issue was that the  
vaccine had not yet been approved by local regulatory  
authorities. These challenges demonstrated the need  
for a continued concerted effort and funding from both  
local, regional and global societies.  
We will further grow the portfolio with the anticipated  
launch of the chikungunya vaccine in the first half  
of 2025. We are excited by this opportunity, which  
represents our first full-scale commercial launch of  
a product, leveraging our commercial strengths and  
capabilities. VIMKUNYA was approved in the US and  
EU in February 2025 as the first chikungunya vaccine  
approved for persons as young as 12 years. The vaccine  
is well positioned to become the preferred choice for  
travelers at risk going to destinations in Asia, Africa,  
and the Americas, where chikungunya has emerged  
over the past decades.  
Our vaccine remains an important tool in governing  
public health security, and we are pleased to support  
an increasing number of governments and organiza-  
tions to build resilience towards current and future  
outbreaks. This has driven higher revenue in our Public  
Preparedness business over the past years, exceeding  
our base projections. We will continue our efforts to  
expand the base, also via private markets, which we  
launched in 2024 in Germany and the US, where our  
mpox vaccine is now available for at-risk populations.  
Strong partnerships increase  
access to mpox vaccines  
The world faced another public health crisis in 2024.  
As a more severe strain of mpox continued to spread  
beyond its epicenter in the Democratic Republic of  
Congo (DRC) to neighboring countries and beyond,  
the African health authorities called upon the global  
society to assist. Concerted efforts were needed to  
curb the outbreak, which caused more than 70,000  
suspected cases and nearly 1,300 deaths in Africa in  
2024.  
Growth through innovation  
We continue to explore opportunities to further grow  
the portfolio, both organically and through acquisition.  
While revenue from Travel Health has gone from zero  
to more than DKK 2 billion annually in just five years,  
we seek to further solidify this business, strengthening  
our resilience to market challenges and comple-  
menting our Public Preparedness business.  
Our responsibility beyond tomorrow  
We also partnered with CEPI who has provided impor-  
tant support that enabled us to expand the indication  
for mpox vaccine to adolescents, who are dispropor-  
tionally affected by the outbreak. Additional activities  
are ongoing to expand the use further to include  
children under the age of 12.  
Improving access to vaccines is one of the core pillars  
of our strategy to help build a sustainable future.  
Vaccines remain one of the most efficient health  
interventions and we recognize our responsibility to  
ensure equitable access to our products around the  
globe, which we seek to accomplish through part-  
nerships with governments and organizations. Most  
recently, we entered a partnership with Biological E  
Limited in India in order to facilitate future supply of  
our chikungunya vaccine for lower- and middle-in-  
To succeed, we will continue to invest in our business  
to supplement the portfolio. This year, we are bringing  
two new programs from our own research into the  
pipeline. We are developing a vaccine candidate  
against Lyme disease, another tick-borne disease,  
which is found in many parts of the world, with far  
At the time, we were already manufacturing at scale  
to supply existing customers, following the global  
mpox outbreak in 2022. However, we changed gears  
and responded timely to meet the urgent demand and  
facilitate an immediate response together with the  
Africa CDC. Only a few weeks after the declaration of  
While vaccines inarguably are the remedy needed to  
fight the outbreak, lack of funding, poor infrastructure  
in the health system, and civil war in highly impacted  
Bavarian Nordic Annual Report 2024  
4
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Bavarian Nordic at a glance  
Letter from the Chair and the CEO  
Our purpose and strategy  
Partnering for global health  
Strong regulatory progress in 2024  
Our first 30 years  
come countries in endemic regions. While we see  
this as our most important contribution to creating  
a positive impact, we leave other footprints that we  
carefully monitor and act on. That is why we have  
committed to reducing our emissions in alignment  
with the Paris Agreement, while also taking responsi-  
bility for the people and the environment around us.  
This report marks our first integrated report based on  
the Corporate Sustainability Reporting Directive (CSRD),  
a new framework aimed to improve transparency  
around companies’ impact, risks and opportunities.  
Well aware that our impact grows as we expand our  
business, we are pleased to report a 13% reduction in  
emissions from our own operations in 2024, a result  
which largely can be ascribed to our transition to  
renewable energy sources at our Danish manufac-  
turing site.  
turing footprint by increasing capacity and capabilities  
at our main facility in Denmark, acquiring an addi-  
tional facility in Switzerland, and establishing a global  
network of manufacturing partners. In addition, we  
have also established and significantly expanded our  
commercial presence in Europe and North America.  
These achievements are a testament to our bold  
strategy launched only five years ago to transform  
the company, but equally to our heritage and the  
pioneering spirit that has been a main characteristic  
for Bavarian Nordic and our people since 1994. Our  
success is dependent on these people who put their  
skills and expertise to work every day to discover,  
manufacture and deliver life-saving vaccines to people  
around the world, and we would like to thank them  
for their significant contributions to another successful  
year for Bavarian Nordic, where we also had the  
pleasure of celebrating our 30 years anniversary. Like-  
wise, we would like to thank our shareholders whose  
trust and support are strong catalysts for our ability to  
drive continued growth for the company.  
A pioneering force in vaccines  
In 2025, we will have completed our commercial  
transformation from a research and development  
company selling to governments to a company with  
multiple products addressing patient needs in travel  
health and other areas. The last milestone payments  
associated with our acquisitions over the last years  
will be paid, and we are taking the final steps in our  
five-year journey to complete the tech transfer of core  
products to our own manufacturing. During these  
years, we have significantly expanded our manufac-  
Luc Debruyne  
Chair of the  
Paul Chaplin  
President and CEO  
Board of Directors  
Bavarian Nordic Annual Report 2024  
5
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Bavarian Nordic at a glance  
Letter from the Chair and the CEO  
Our purpose and strategy  
Partnering for global health  
Strong regulatory progress in 2024  
Our first 30 years  
Upstream  
Bavarian Nordic  
Downstream  
Our purpose  
and strategy  
Own operation  
A pioneering force in vaccines —  
expanding our reach and impact  
through life-changing solutions  
Market and patient insights  
Employees  
Raw materials  
Protecting lives every day is an essential part of  
Bavarian Nordic’s DNA, and we aspire to develop  
and manufacture vaccines that address unmet  
medical needs for the greater good of the global  
society, while also helping to mitigate the adverse  
effects of climate change on human health.  
Natural resources  
End-users  
In-house  
Licensing  
development  
Research and  
development  
Our business model spans the full value chain from  
early research and development, over production to  
commercialization and distribution, and rests on the  
ability to innovate and commercialize new vaccines.  
Through collaboration with local partners and insti-  
tutions, we aim to expand our commercial footprint  
while improving access to vaccines. The business  
model covers partnership business, complex govern-  
mental sales and direct sales.  
Contract  
Research  
Organizations  
Regulatory agencies  
External  
Manufacturing  
Manufacturing  
External  
Manufacturing  
Customers  
•
•
Partners  
Direct sales, wholesalers,  
pharmacies, HCPs  
•
Governments, Organizations  
Sales and marketing  
Distribution  
Bavarian Nordic Annual Report 2024  
6
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Bavarian Nordic at a glance  
Letter from the Chair and the CEO  
Our purpose and strategy  
Partnering for global health  
Strong regulatory progress in 2024  
Our first 30 years  
Strategy  
As a focused and profitable pure play  
vaccine company, we are favorably  
positioned to leverage our strong global  
commercial presence in key markets.  
Our commitment to developing a sustainable busi-  
ness is key to lasting success in global markets. With  
our vaccines, we aim to improve health and protect  
lives and communities. By preventing the spread of  
infectious diseases, vaccines contribute to healthier  
populations, reducing the burden on healthcare  
systems and promoting resilience in the face of  
environmental challenges. Our goals are driven by  
actions within the ESG framework, and these priori-  
ties are integrated in our business strategy.  
Deliver continued growth  
Bring innovative solutions  
Committed to sustainability  
• Drive growth in Travel Health  
• Improve competitiveness of existing  
product portfolio through life-cycle  
management  
• Improve access to vaccines  
• Expand base business within Public  
Preparedness  
• Transition plan for climate change  
mitigation  
• Secure reliable supply  
• Strong focus on organic growth  
supported by selective and synergistic  
M&A  
• Ensure responsible supply  
• Develop new pipeline programs and  
platforms  
Bavarian Nordic Annual Report 2024  
7
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Bavarian Nordic at a glance  
Letter from the Chair and the CEO  
Our purpose and strategy  
Partnering for global health  
Strong regulatory progress in 2024  
Our first 30 years  
Bavarian Nordic at a glance  
Our 2024 numbers:  
Revenue  
Building on three decades of excellence  
in vaccine research, development, and  
manufacturing
, we have successfully  
transformed from a research and  
development focused company into  
one of the largest pure-play vaccine  
companies through strategic product  
acquisitions and expansion of our  
organization to include a full,
global
 
commercial infrastructure, serving more  
than 30 countries.  
5,716 mDKK  
EBITDA  
1,603 mDKK  
EBITDA margin 28%  
Employees  
● Our markets  
Today, we have a leading commercialized portfolio  
of travel vaccines, and we continue to strengthen  
● Our offices  
our position as a preferred supplier of mpox and  
smallpox vaccines to governments for public health  
preparedness.  
1,653  
USA  
Germany  
Research and develop-  
ment, sales and commer-  
cial functions  
301 employees  
Switzerland  
Denmark  
Other countries  
We are also working with global organizations like  
WHO, PAHO, Africa CDC, UNICEF, Gavi and CEPI to  
expand access to life-saving vaccines during emer-  
gencies, such as the mpox outbreaks in 2022 and  
2024, which has helped to ensure availability to our  
vaccines in more than 70 countries worldwide.  
Clinical development,  
regulatory and commercial  
functions  
Manufacturing, global  
marketing and sales  
functions  
Headquarters and manu-  
facturing  
Commercial and admin-  
istrative functions in:  
Belgium, Canada, France,  
Italy, Portugal, Spain,  
Sweden and United  
Kingdom  
979 employees  
123 employees  
215 employees  
35 employees  
Bavarian Nordic
Annual Report 2024  
8
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Bavarian Nordic at a glance  
Letter from the Chair and the CEO  
Our purpose and strategy  
Partnering for global health  
Strong regulatory progress in 2024  
Our first 30 years  
Our vaccines  
We are a preferred supplier of mpox and smallpox vaccines to governments to enhance public health  
preparedness and have a leading portfolio of travel vaccines. In addition to our own products in Travel Health,  
we market and distribute vaccines for third parties in selected European markets.  
Public Preparedness  
Travel Health  
JYNNEOS®, IMVAMUNE®, IMVANEX®  
Rabipur®, RabAvert®  
Encepur®  
Vivotif®, Typhoral®  
Vaxchora®  
Vimkunya™  
Mpox / Smallpox  
Rabies  
Tick-borne encephalitis (TBE)  
Typhoid fever  
Cholera  
Chikungunya  
JYNNEOS®/IMVAMUNE®/IMVANEX®  
is an mpox vaccine, also indi-  
cated for smallpox. The vaccine  
is primarily sold to governments  
for stockpiling and outbreaks but  
has also been commercialized in  
key markets (US and Germany) for  
at-risk populations.  
Rabipur®/RabAvert® is a rabies  
vaccine for both pre-exposure use  
for travelers to endemic regions  
and for post-exposure use by  
persons in endemic countries  
potentially at risk after being bitten  
or scratched by animals known to  
carry the disease.  
Encepur® is a vaccine against tick-  
borne encephalitis (TBE), a virus  
prevalent in Central, Eastern and  
Northern Europe. The geographic  
range of the virus appears to have  
expanded to new areas, likely due to  
a complex combination of changes  
in diagnosis and surveillance, human  
activities and socioeconomic factors,  
and ecology and climate.  
Vivotif®/Typhoral® is an oral vaccine  
for immunization against typhoid  
fever, a potentially life-threatening  
disease caused by a specific type of  
bacteria (Salmonella typhi), which is  
commonly found in Southeast Asia,  
Africa, the Caribbean, and Central  
and South America.  
Vaxchora® is an oral vaccine for  
immunization against cholera, a  
potentially life-threatening disease  
caused by the bacteria Vibrio chol-  
erae serogroup O1, which is regularly  
found in South and Southeast Asia  
and Africa.  
Vimkunya™ is a vaccine for immuniza-  
tion against chikungunya, a mosqui-  
to-borne disease, which has emerged  
across several regions in Asia, Africa,  
and the Americas, including many  
popular travel destinations.  
It is the first virus-like particle (VLP)-  
based chikungunya vaccine for  
persons aged 12 and older, which has  
been approved in the US and Europe  
in 2025.  
We acquired the vaccine in 2023  
and are still relaunching it in key  
markets, after discontinuation of  
marketing by the previous owner  
during the COVID-19 pandemic. Our  
focus is on US and European markets.  
It is the only mpox vaccine that has  
obtained prequalification by WHO.  
The vaccine is market-leading in  
Western markets and more than  
80% of its revenue is from US and  
Germany.  
We acquired the vaccine in 2023  
and are still relaunching it in key  
markets, after discontinuation of  
marketing by the previous owner  
during the COVID-19 pandemic. Our  
focus is primarily on the US market,  
which represents around 60% of the  
product’s total revenue.  
The vaccine is marketed in European  
countries only with Germany being  
the largest market, representing  
approximately 80% of the product’s  
total revenue.  
Revenue 2024  
To be launched in 2025 in US and  
Europe.  
3,206 mDKK  
Share of total revenue: 56%  
1,352 mDKK  
Share of total revenue: 24%  
497 mDKK  
Share of total revenue: 9%  
179 mDKK  
Share of total revenue: 3%  
64 mDKK  
Share of total revenue: 1%  
Bavarian Nordic Annual Report 2024  
9
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Bavarian Nordic at a glance  
Letter from the Chair and the CEO  
Our purpose and strategy  
Partnering for global health  
Strong regulatory progress in 2024  
Our first 30 years  
Partnering for global health  
Public-private partnerships have been an integral  
part of our business model since our inception. We  
have turned small research collaborations into long-  
term relations, that helped bringing novel vaccines to  
the market to fight existing and emerging diseases  
around the globe.  
Partner  
Disease  
Progress in 2024  
US government  
(BARDA)  
Mpox  
We continued our decade-long partnership with BARDA, entering multi-year contracts worth  
more than USD 220 million for the manufacturing of additional bulk vaccine as well as final  
mpox vaccines.  
EU (HERA)  
EU (rescEU)  
CEPI  
Mpox  
The European Health Emergency Preparedness and Response Authority (HERA) ordered more  
than 175,000 doses, which we complemented with 40,000 doses for donation to Africa.  
Smallpox  
Mpox  
We entered our third contract to supply smallpox vaccines to rescEU, the EU’s strategic  
stockpile of medical countermeasures for its member states.  
We entered into a new partnership with CEPI, the Coalition for Epidemic Preparedness  
Innovations, to advance the development of our mpox vaccine for children in Africa.  
Along the way, we have also established industry partnerships, some  
which also were pivotal for changing the public health landscape.  
CEPI has supported our study of the vaccine in adults and children aged 2-12 years and  
furthermore supported other studies to support use of the vaccine in risk populations,  
including children under the age of 2 and pregnant women.  
As a manufacturer we can only do so much to ensure the availability of  
our vaccines and thus rely on global partners to help bring the vaccines  
to the populations who need it most. That is why, in recent years, we  
have increased our focus on establishing partnerships with organiza-  
tions with the necessary strength and capabilities to drive global health  
initiatives.  
GAVI  
Mpox  
Mpox  
Mpox  
We signed an Advance Purchase Agreement with Gavi, the Vaccine Alliance, which secured  
funding for the first 500,000 doses under the UNICEF tender.  
UNICEF  
Africa CDC  
We won an emergency tender, issued by UNICEF in response to the mpox outbreak in Africa,  
leading to a contract for 1 million doses of our vaccine.  
We have collaborated with the Africa Centres for Disease Control and Prevention (Africa CDC)  
to explore options for local manufacturing of our vaccine to improve availability and ensure  
equitable access.  
In 2024, we continued to strengthen our collaboration with existing  
partners, while also establishing significant new partnerships that were  
pivotal for increasing access to vaccines for more people, particularly  
those impacted by the ongoing mpox outbreak in Africa.  
SII  
Mpox  
We entered an agreement with Serum Institute of India (SII), providing them a license to our  
mpox vaccine for the Indian market, while also potentially expanding our manufacturing  
capacity with SII as contract manufacturer for additional markets.  
Bavarian Nordic Annual Report 2024  
10  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Bavarian Nordic at a glance  
Letter from the Chair and the CEO  
Our purpose and strategy  
Partnering for global health  
Strong regulatory progress in 2024  
Our first 30 years  
Strong regulatory progress in 2024  
Regulatory body  
Disease  
Progress in 2024  
Significant regulatory progress was made during 2024  
as we worked diligently to support new regulatory  
approvals and label extensions, particularly in support  
of our mpox vaccine in response to the outbreak.  
EMA  
EMA  
WHO  
Mpox  
The marketing authorization for our mpox vaccine was extended to include adolescents 12  
to 17 years of age, supported by data from a clinical study, demonstrating non-inferiority of  
the immune responses, as well as a similar safety profile, between adolescents and adults  
after vaccination with two doses of the vaccine.  
Mpox  
Mpox  
Real-world effectiveness data from the use of the vaccine during the global 2022 mpox  
outbreak was adopted in the EU marketing authorization. These data demonstrated  
vaccine effectiveness against mpox of up to 90% after two MVA-BN doses and a significant  
reduction of the risk of mpox-related hospitalizations.  
The World Health Organization (WHO) prequalified our vaccine as the only mpox vaccine to  
receive this approval to-date. A prequalification enables organizations like Gavi and UNICEF  
to procure the vaccine for countries in Africa.  
Other  
FDA  
Mpox  
Our vaccine received a full approval in Singapore and Mexico and a provisional approval in  
New Zealand.  
Mpox/Smallpox  
We submitted a supplemental Biologics License Application (sBLA) to the U.S. Food and  
Drug Administration (FDA) for a freeze-dried formulation of our mpox and smallpox vaccine,  
potentially supporting approval of this version in 2025.  
FDA  
Chikungunya  
Chikungunya  
We submitted our Biologics License Application for the chikungunya vaccine to the FDA,  
which was approved in February 2025, following Priority Review.  
EMA  
We submitted a Marketing Authorization Application (MAA) to the European Medicines  
Agency, which was granted accelerated assessment. The vaccine was approved by the  
European Commission in February 2025 upon recommendation by the Committee for  
Medicinal Products for Human Use (CHMP).  
Other  
Rabies  
Completing the multi-year tech transfer of the production of the rabies vaccine, which we  
acquired from GSK in 2020, we received regulatory approval of the bulk manufacturing  
process as the final step.  
Bavarian Nordic Annual Report 2024  
11  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Bavarian Nordic at a glance  
Letter from the Chair and the CEO  
Our purpose and strategy  
Partnering for global health  
Strong regulatory progress in 2024  
Our first 30 years  
Our first 30 years  
In 2024, we celebrated the 30th anniversary of Bavarian Nordic. The first  
30 years with numerous successes have shaped our company from an R&D  
focused company to one of the largest pure play vaccine companies with a  
leading commercialized portfolio of travel vaccines in addition to our vaccines  
against mpox, smallpox and Ebola that have contributed to managing several  
public health emergencies over the past decade.  
1994  
Founded  
1998  
Listed on the  
Copenhagen Stock  
Exchange  
2003  
First development  
contract with the  
US government  
2022  
2020  
2019  
2014  
2013  
2004  
Supported the first  
global mpox outbreak  
Began commercial  
transformation through  
acquisition of travel  
vaccine assets  
US FDA approval of  
mpox vaccine  
Partnership with  
Janssen1 in response  
to Ebola outbreak  
First product approval  
in EU and Canada for  
smallpox vaccine  
Establishment of  
commercial-scale  
manufacturing  
Bavarian Nordic has been driven by a pioneering  
spirit and a commitment to groundbreaking tech-  
nology since 1994. Securing our very first smallpox  
vaccine contract with the US government in 2003  
marked a turning point in our growth journey,  
allowing us to further expand and establish our  
own manufacturing capabilities, which have been a  
significant catalyst for growth ever since. Driven by  
bold decisions, we have made a number of strategic  
acquisitions, transforming Bavarian Nordic from an  
R&D focused company to a commercial company  
and successfully established ourselves as a focused  
and profitable vaccine specialty company with a  
leading travel health portfolio. Today, with global  
presence and +1,600 employees, we celebrate the  
number of successes along the 30 years of vaccine  
development for the purpose of improving and  
saving lives.  
2023  
2024  
Second acquisition of  
travel vaccine assets and  
another manufacturing  
facility  
Supported the second  
mpox outbreak and  
advanced chikungunya  
vaccine in preparations  
for launch in 2025  
1
Now Johnson & Johnson Innovation  
Bavarian Nordic Annual Report 2024  
12  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Key figures  
2024 highlights  
2024 performance  
Financial review  
Outlook 2025  
2024 highlights  
In 2024, we made good progress on our strategic focus areas. While driving further  
growth in our Travel Health business, we also made significant contributions to  
improving public health in collaboration with other global stakeholders in the fight  
against mpox.  
Deliver continued growth  
Bring innovative solutions  
Committed to sustainability  
• Drive growth in Travel Health  
• Improve competitiveness of existing product portfolio  
through life-cycle management  
• Improve access to vaccines  
Strategic  
focus areas  
• Expand base business within Public Preparedness  
• Transition plan for climate change mitigation  
• Ensure responsible supply  
• Secure reliable supply  
• Strong focus on organic growth supported by selective and  
synergistic M&A  
• Develop new pipeline programs and platforms  
• Completion of tech transfer for rabies on time and on budget.  
• Strong progress in integration of acquired assets.  
• Successful regulartory submissions for chikungunya vaccine  
in the US and Europe.  
• New regulatory approvals for smallpox/mpox vaccine  
including an EMA approval of our mpox vaccine for adoles-  
cents, and prequalification by WHO, expanding availability for  
African countries.  
• New partnerships entered for expanding equitable access to  
mpox vaccine.  
• Commitment to Science Based Targets initiative (SBTi) as of  
2024.  
2024  
progress  
• Private market launch of mpox vaccine in the US and  
Germany.  
• Significant regulatory progress leading to approval of chikun-  
gunya vaccine by FDA in February 2025.  
• Advancement of new pipeline programs.  
• As part of transition to renewable energy sourcing, a power  
purchasing agreement (PPA) signed for manufacturing site in  
Denmark.  
• Share of scoped suppliers and business partners that have  
undergone an audit in accordance with Pharmaceutical  
Supply Chain Initiative (PSCI) of 12.6% (2024 target: 12.5%).  
Bavarian Nordic Annual Report 2024  
13  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Key figures  
2024 highlights  
2024 performance  
Financial review  
Outlook 2025  
2024 performance  
Strong continued performance across Public Preparedness  
and Travel Health in 2024.  
Bavarian Nordic reported DKK 5,716 million (DKK  
7,062 million) in revenue in 2024, within the range  
of the latest guidance of DKK 5,400-5,800 million.  
The revenue was in line with market expectations,  
driven by mpox/smallpox vaccine sales during a  
global outbreak, and continued strong performance  
in Travel Health.  
EBITDA amounted to DKK 1,603 million (DKK 2,615  
million) in 2024, compared to the latest guidance of  
DKK 1,450-1,700 million. The lower EBITDA compared  
to 2023 was followed by the lower revenue and  
gross profit for the year as 2023 was positively  
impacted by high mpox vaccine sales resulting from  
the 2022 outbreak.  
Actual results compared to guidance  
mDKK  
Original guidance 2024  
Latest guidance 2024  
Actuals¹ 2024  
Feb 21, 2024  
Sept 26, 2024  
Revenue  
5,000-5,300  
5,400-5,800  
5,716  
EBITDA  
1,100-1,350  
1,450-1,700  
1,603  
1
The actual and audited results were in line with the preliminary results reported on February 3, 2025.  
Bavarian Nordic Annual Report 2024  
14  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
2024 highlights  
2024 performance  
Financial review  
Key figures  
Outlook 2025  
Travel Health  
Encepur  
mid-May 2023 from the time when the acquisition of  
the vaccine was completed.  
JYNNEOS/IMVAMUNE/IMVANEX  
Revenue from the Travel Health business increased  
by 22% over previous year to DKK 2,287 million (DKK  
1,877 million), driven by organic growth, strong  
brand performance and expansion of the portfolio  
through the acquired assets from Emergent BioSolu-  
tions in 2023. All products contributed to the growth  
in the Travel Health portfolio, however with main  
contributions driven by strong Rabipur/RabAvert and  
Encepur sales.  
Revenue from Encepur increased by 19% to DKK  
497 million (DKK 417 million), largely driven by the  
German market, where we maintained a market  
share² of 28% in 2024.  
Revenue from the sale of JYNNEOS/IMVAMUNE/  
IMVANEX amounted to DKK 3,206 million (DKK 5,027  
million), driven by contracts with the US govern-  
ment as well as contracts entered with various other  
governments and organizations. Additionally, the  
2024 public health emergency drove strong sales in  
the private market in the US after the launch in early  
2024. The lower revenue compared to the previous  
year was explained by the 2023 revenue impact  
from the 2022 mpox outbreak.  
Third-party products  
Revenue from the sale of third-party products  
(DUKORAL and IXIARO and HEPLISAV-B) increased  
by 24% to DKK 194 million (DKK 157 million), mainly  
driven by very strong market demand for IXIARO.  
Vivotif/Typhoral  
Still in relaunch phase, revenue from sale of Vivotif  
amounted to DKK 179 million (DKK 119 million). The  
2023 figure includes revenue only from mid-May  
2023 from the time when the acquisition of the  
vaccine was completed.  
Public Preparedness  
Revenue from Public Preparedness amounted to  
DKK 3,206 million (DKK 5,027 million), fully in line  
with expectations. The lower revenue compared  
to 2023 was explained by the 2023 revenue impact  
from the 2022 mpox outbreak.  
Rabipur/RabAvert  
Revenue from Rabipur/RabAvert increased by 16%  
to DKK 1,352 million (DKK 1,161 million), driven by  
continued strong demand from key markets in the  
US and Germany. Our market position remained  
strong, with the US and Germany market shares²  
reaching 75% and 91%, respectively, in 2024.  
Other revenue  
Vaxchora  
Other revenue amounted to DKK 223 million (DKK  
158 million), mainly related to ongoing contracts  
with the US government, including the contract to  
develop an MVA-BN-based vaccine against equine  
encephalitis virus.  
Still in relaunch phase, revenue from sale of  
Vaxchora amounted to DKK 64 million (DKK 24  
million). The 2023 figure includes revenue only from  
Performance by business area  
Travel Health  
Revenue, mDKK  
Public Preparedness  
Revenue, mDKK  
Total revenue  
Revenue, mDKK  
EBITDA  
Revenue, mDKK  
7,062  
5,716  
2,615  
5,027  
2,287  
1,877  
3,206  
1,603  
3,151  
1,287  
1,083  
869  
1,852  
2020  
1,898  
2021  
1,730  
740  
994  
541  
75  
328  
2020  
2021  
2022  
2023  
2024  
2020  
2021  
2022  
2023  
2024  
2022  
2023  
2024  
2020  
2021  
2022  
2023  
2024  
2
Market shares are measured by value.  
Bavarian Nordic Annual Report 2024  
15  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Key figures  
2024 highlights  
2024 performance  
Financial review  
Outlook 2025  
Financial review  
The financial review is based on the Group’s consolidated financial information  
for the year ended December 31, 2024, with comparative 2023 figures for  
the Group in brackets. There are no significant differences between the  
development of the Group and the Parent Company, except where specifically  
noted below.  
turing. The Kvistgaard site was impacted by a water  
damage early in the year and by idle capacity due to  
switching of campaigns necessary for the ongoing  
tech transfer program.  
rations for the planned launch of the chikungunya  
vaccine in 2025.  
Research and development costs  
The total research and development spending was  
DKK 863 million (DKK 2,228 million). The amount  
excludes R&D costs of DKK 152 million (DKK 127  
million) recognized as production costs. The restruc-  
turing of the R&D function, announced in December  
2024, resulted in a provision amounting to DKK 80  
million, including severance pay, asset write downs,  
and accruals for future lease expenses.  
The regulatory approval of the chikungunya  
vaccine was obtained by FDA in February 2025, and  
management therefore assesses the drug substance  
produced in 2024 to be commercially viable, hence  
the provisional write down was reversed in 2024.  
Income statement  
which cost of goods sold totaled DKK 1,580 million  
(DKK 1,608 million).  
Revenue  
Revenue for the year was DKK 5,716 million (DKK  
7,062 million).  
Other production costs amounted to DKK 847 million  
(DKK 426 million) and consist of unallocated costs,  
including the cost of idle manufacturing capacity  
and cost of unsuccessful production runs, plus write-  
downs.  
The product rights to Rabipur/RabAvert and Encepur  
are amortized with DKK 279 million (DKK 273  
million). The product rights for Vivotif and Vaxchora  
are amortized DKK 39 million (DKK 25 million).  
Amortization of product rights are recognized as  
production costs. Further described in note 15.  
In the Parent Company revenue was DKK 32 million  
(DKK 130 million) lower than in the Group as the  
sale of RabAvert in the US and Rabipur and Encepur  
in Switzerland is handled by the subsidiaries  
which is also the case for part of the sale of Vivotif  
and Vaxchora. The internal sale from the Parent  
Company to the subsidiaries follow a commission-  
aire transfer pricing setup. The variance in revenue  
between Group and Parent Company is influenced  
by phasing of both external and internal sales.  
During 2023, the main costs were related to recog-  
nition of impairment loss of ABNCoV2 development  
program, DKK 558 million, and the Phase 3 study for  
RSV, approximately DKK 875 million.  
The increase in other production costs over 2023 is  
primarily explained by higher write-downs due to  
MVA-BN batches failing final tests and the cost of  
idle capacity at the Bern and Kvistgaard manufac-  
turing sites. Net write-downs of inventory amounted  
to DKK 141 million compared to DKK 75 million in  
2023. Further details on write-downs can be found  
in note 18  
Sales and distribution costs  
Administrative costs  
The sales and distribution costs amounted to DKK  
500 million (DKK 332 million) split between costs  
for distribution of products of DKK 64 million (DKK  
59 million) and costs for running the commercial  
organization and activities of DKK 436 million (DKK  
273 million). The increase in running costs for the  
commercial organization is mainly related to the  
acquired business from Emergent BioSolutions,  
establishment of new legal sales entities and prepa-  
Administrative costs totaled DKK 516 million (DKK  
541 million). Transaction costs related to the acquisi-  
tion from Emergent BioSolutions were expensed by  
DKK 64 million in 2023. Excluding these expenses,  
the underlying increase in administrative costs  
compared to 2023 mainly relates to an increase in  
headcounts and costs within administrative func-  
tions following the acquired activities from Emer-  
gent BioSolutions. Furthermore, integration costs  
were also incurred in both periods.  
Production costs  
Production costs amounted to DKK 2,897 million  
(DKK 2,459 million). Costs related directly to revenue  
amounted to DKK 1,733 million (DKK 1,735 million) of  
The Bern site saw increased idle capacity costs,  
driven by the full-year effect of idle capacity in the  
Vivotif and Vaxchora manufacturing as well as later  
than expected ramp-up for chikungunya manufac-  
Bavarian Nordic Annual Report 2024  
16  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Key figures  
2024 highlights  
2024 performance  
Financial review  
Outlook 2025  
EBIT/EBITDA  
Emergent BioSolutions transaction and cost for  
establishing the revolving credit facility.  
a taxable income of DKK 0 million after depreciation  
of tax assets and use of tax losses carried forward.  
Cash flows  
Income before interest and tax (EBIT) was an income  
of DKK 940 million (income of DKK 1,503 million).  
Cash flow from operating activities totaled a net  
contribution of DKK 1,950 million (net contribution  
of DKK 1,119 million) following the positive EBITDA  
of DKK 1,603 million (DKK 2,615 million). Net change  
in working capital was positive by DKK 177 million  
(negative by DKK 1,551 million).  
The net value adjustment of deferred consideration  
was an expense of DKK 105 million (DKK 86 million),  
consisting of three components: Unwindingof the  
discount related to deferred consideration, adjust-  
ment of deferred consideration due to change in  
estimated timing, and currency adjustments.  
Despite the positive result for 2024, management  
still assess that the remaining deferred tax asset  
should remain at DKK 0 million on the balance  
sheet.  
EBITDA was an income of DKK 1,603 million (income  
of DKK 2,615 million). Amortization of product rights  
and developed production processes amounted to  
DKK 349 million (DKK 298 million) whereas depre-  
ciation on other fixed assets amounted to DKK 286  
million (DKK 256 million). Impairment losses related  
to the San Diego site amounted to DKK 38 million in  
2024, and losses related to ABNCoV2 development  
program amounted to DKK 558 million in 2023.  
Following the tax position in the Parent company  
the effective tax rate for the Group was negative by  
1.7% (positive by 0.5%). The Company retains the  
right to use the tax losses carried forward that was  
written down in prior years.  
Investment activities totaled DKK 1,871 million  
(DKK 946 million). Milestone payments to GSK and  
AdaptVac amounted to DKK 1,587 million (DKK 298  
million). Investments in property, plant and equip-  
ment totaled DKK 83 million (DKK 143 million). The  
net investment in securities contributed positively  
with DKK 153 million (net divestment of DKK 1,902  
million). In 2023 cash used for acquisition of busi-  
ness and product rights from Emergent BioSolutions  
amounted to DKK 1,832 and investment in ABNCoV2  
development asset amounted to DKK 390 million.  
For further details on financial income and expenses  
see note 11 and 12.  
In the Parent financial statements, the financial  
income was DKK 150 million (DKK 160 million) and  
included interests on receivables from subsidiaries  
of DKK 4 million (DKK 49 million). The financial  
expenses were DKK 139 million (DKK 141 million)  
and included interest expense on payables to  
subsidiaries of DKK 22 million (DKK 10 million).  
Financial income and financial expenses  
Financial income was DKK 150 million (DKK 113  
million) and consisted primarily of income from  
bank and deposit contracts, DKK 48 million (DKK 40  
million), income from securities, DKK 35 million (DKK  
45 million) and net foreign exchange gains, DKK 67  
million (loss of DKK 15 million).  
Net profit  
The Group reported a net profit for the year of DKK  
988 million (net profit of DKK 1,475 million).  
Liquidity and capital resources  
As of December 31, 2024, the Company had cash  
and cash equivalents of DKK 1,623 million (DKK 1,477  
million) and held investments in securities of DKK  
552 million (DKK 390 million). The net securities and  
cash position amounted to DKK 2,175 million (DKK  
1,867 million).  
Cash flow from financing activities was a contribu-  
tion of DKK 56 million (DKK 736 million), exercise of  
warrants contributed with DKK 127 million (DKK 46  
million). In 2023 a capital increase contributed with  
a net proceed of DKK 1,599 million, funding received  
from the Danish Ministry of Health amounted to DKK  
240 million, both partly offset by repayment of repo  
position of DKK 1,104 million.  
Income before company tax was an income of DKK  
971 million (income of DKK 1,483 million).  
Financial expenses were DKK 118 million (DKK 132  
million) and consisted of interest expenses on debt,  
DKK 5 million (DKK 4 million), net value adjustment  
of deferred consideration, DKK 105 million (DKK 102  
million), other financial expenses DKK 9 million (DKK  
11 million) and net foreign exchange losses DKK 0  
million (DKK 15 million). Other financial expenses  
related mainly to commitment fee for the revolving  
credit facility. In 2023, other financial expenses  
covered cost for obtaining a bridge loan for the  
Tax on income for the year  
Tax on the income for the year was an income  
of DKK 17 million (expense of DKK 8 million) and  
related primarily to taxes paid in Bavarian Nordic  
GmbH offset by adjustment to deferred tax in  
Bavarian Nordic Berna GmbH.  
The Company has obtained a revolving credit facility  
(RCF) agreement of DKK 1,000 million, the size of  
the agreement is as per the Company’s request. The  
facility was undrawn as per December 31, 2024.  
The net cash flow for 2024 was positive by DKK 135  
million (positive by DKK 909 million).  
The Parent company had a net profit for the year of  
DKK 965 million (net profit of DKK 1,441 million), but  
Bavarian Nordic Annual Report 2024  
17  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Key figures  
2024 highlights  
2024 performance  
Financial review  
Outlook 2025  
Balance sheet  
and Encepur and stood at DKK 344 million (DKK 0  
million). The transfer project has been running for  
the past 4 years in a staged process, starting with  
packaging then filling and ending with the transfer  
of bulk manufacturing. The Company has capital-  
ized incurred costs related mainly to internal labor  
and consultancy work on the technology transfer  
process. The asset was finalized beginning of 2024  
with an initial value of DKK 375 million and will be  
amortized over 10 years. The amortization costs will  
be included as part of the cost for future manufac-  
tured vaccines.  
As of December 31, 2024, cash and securities stood  
at DKK 2,175 million (DKK 1,867 million).  
The Purchase and Sale Agreement also includes  
an earnout payment valued up to USD 30 million.  
The earnout payment relates to sale of Vivotif and  
Vaxchora. As per December 31, 2024, Management  
does not judge the sales milestone to be probable  
and therefore the earnout payment has not been  
recognized as deferred consideration.  
The balance sheet total was DKK 14,406 million as of  
December 31, 2024 (DKK 14,353 million).  
Cash and cash equivalents are primarily invested  
in deposit accounts with highly rated banks and  
in short-term Danish government and mortgage  
bonds.  
Assets  
Intangible assets stood at DKK 6,331 million (DKK  
6,482 million) with the main asset being the product  
rights to Rabipur/RabAvert, Encepur, Vivotif and  
Vaxchora of DKK 4,660 million (DKK 4,791 million).  
Product rights are amortized on a straight-line basis  
over their expected useful lives of 10-20 years. In  
June 2024, based on higher-than-expected sales of  
Rabipur and Encepur during the second quarter of  
2024, Management assessed it likely that Bavarian  
Nordic would reach the trigger for the sales mile-  
stone included in the Asset Purchase Agreement  
concluded in 2019 and this was finally confirmed  
by end of July 2024. The sales milestone of DKK 186  
million has been recognized as an addition to the  
product rights.  
Equity  
Retirement benefit obligations  
After the transfer of the result for the year, equity  
stood at DKK 11,409 million (DKK 10,340 million).  
In the Swiss subsidiary Bavarian Nordic Berna  
GmbH, the Group has recognized a retirement  
benefit obligation of DKK 114 million (DKK 81  
million). The pension plan is part of a collective  
foundation in which other plans of non-related  
employers also participate, and the different plans  
all participate in the various risks relating to the  
foundation.  
Deferred consideration  
Property, plant and equipment stood at DKK 2,161  
million (DKK 2,328 million).  
Deferred consideration to GSK for purchase of  
product rights amounted to DKK 732 million (DKK  
1,873 million). As of December 31, 2024, only one  
operational milestone and the completion milestone  
are outstanding, both which are expected to be  
paid in first half of 2025. During 2024, the Company  
paid EUR 185 million in milestones payments to GSK  
including the sales-based milestone.  
Inventories stood at DKK 2,327 million (DKK 1,644  
million), of which the inventory of Rabipur/RabAvert  
and Encepur products amounted to DKK 1,625  
million (DKK 948 million), smallpox/mpox vaccines  
amounted to DKK 303 million (DKK 287 million),  
Vivotif and Vaxchora products amounted to DKK 94  
million (DKK 67 million) and chikungunya products  
amounted to DKK 68 million (DKK 0 million), as per  
December 31, 2024.  
The increase in the obligation mostly relates to  
transfer of the Bavarian Nordic Switzerland AG  
employees to the Berna legal entity as of August  
2024. The prior pension scheme in Bavarian Nordic  
Switzerland AG was recognized as a contribution  
benefit plan and therefore no pension obligation  
was recognized.  
Acquired rights and development in progress only  
consist of the acquired chikungunya Phase 3 study  
and stood at DKK 1,287 million (DKK 1,287 million).  
The chikungunya development asset consists of  
the initial calculated fair value of DKK 1,287 million,  
including the net present value of probable future  
development milestones, DKK 499 million.  
Deferred consideration to Emergent BioSolutions for  
purchase of their travel health business amounted  
to DKK 350 million (DKK 504 million) and consists  
of milestone payments related to approval of the  
chikungunya vaccine by the U.S. Food and Drug  
Administration (FDA) and the European Medicines  
Agency (EMA). The outstanding milestones are  
expected to be achieved in first half of 2025. During  
2024, the Company paid USD 30 million to Emer-  
gent BioSolutions for the two milestones related to  
submissions to FDA and EMA.  
Receivables stood at DKK 1,285 million (DKK 1,892  
million), of which trade receivables amounted to  
DKK 1,176 million (DKK 1,778 million). The decrease  
in trade receivables compared to year-end 2023  
relates to high sale of smallpox/mpox vaccines end  
of 2023.  
Developed production processes relates to the  
technology transfer from GSK to Bavarian Nordic  
of the manufacturing process for Rabipur/RabAvert  
Bavarian Nordic Annual Report 2024  
18  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
2024 highlights  
2024 performance  
Financial review  
Key figures  
Outlook 2025  
Key figures  
DKK million  
2024  
2023  
2022  
2021  
2020  
DKK million  
2024  
2023  
2022  
2021  
2020  
Income statement  
Key ratios1  
Revenue  
5,716  
7,062  
2,459  
332  
3,151  
1,450  
213  
1,898  
1,328  
192  
1,852  
1,195  
286  
341  
EBITDA  
1,603  
12.6  
144.7  
190  
2,615  
19.2  
132.4  
177  
328  
(4.9)  
101.1  
213  
75  
(7.4)  
104.7  
269  
740  
5.1  
Production costs  
2,897  
500  
863  
516  
940  
32  
Earnings (basic) per share of DKK 10  
Net asset value per share  
Share price at year-end  
Share price/Net asset value per share  
Sales and distribution costs  
Research and development costs  
Administrative costs  
83.7  
187  
2.2  
2,228  
541  
1,183  
376  
399  
293  
278  
1.3  
1.3  
2.1  
2.6  
Income before interest and tax (EBIT)  
Financial items, net  
1,503  
(20)  
(71)  
(314)  
(141)  
(454)  
(465)  
380  
(98)  
282  
Number of outstanding shares at year-end  
(thousand units)  
78,855  
79%  
78,098  
72%  
70,735  
58%  
70,468  
61%  
58,450  
56%  
(261)  
(332)  
(347)  
Equity share  
Income before company tax  
Net result for the year  
971  
988  
1,483  
1,475  
Number of employees, converted to full-time,  
at year-end  
278  
1,611  
1,379  
975  
759  
690  
Balance sheet  
Total non-current assets  
Total current assets  
Total assets  
Reconciliation of EBITDA  
Income before interest and tax (EBIT)  
Depreciation and amortization (note 9)  
Impairment losses (note 9)  
EBITDA  
8,619  
5,787  
14,406  
11,409  
200  
8,950  
5,403  
7,907  
4,485  
12,391  
7,150  
7,336  
4,754  
12,089  
7,375  
6,378  
2,381  
8,759  
4,894  
2,912  
952  
940  
625  
1,503  
554  
(71)  
399  
-
(314)  
388  
1
380  
344  
16  
14,353  
10,340  
1,225  
38  
558  
Equity  
1,603  
2,615  
328  
75  
740  
Non-current liabilities  
Current liabilities  
2,954  
2,287  
2,806  
1,909  
1
Earnings per share (EPS) is calculated in accordance with IAS 33 "Earning per share". Other financial ratios have been calculated in accordance  
with the guidelines from the Danish Society of Financial Analysts.  
2,797  
2,788  
Cash flow statement  
Securities, cash and cash equivalents  
Cash flow from operating activities  
Cash flow from investment activities  
- Investment in intangible assets  
- Investment in property, plant and equipment  
- Acquisition of businesses  
2,175  
1,950  
(1,871)  
(1,605)  
(83)  
1,867  
1,119  
(946)  
(835)  
(143)  
(1,832)  
1,902  
736  
2,845  
220  
3,717  
(359)  
(2,877)  
(575)  
(483)  
-
1,670  
572  
(877)  
(1,020)  
(361)  
-
(1,912)  
(484)  
(223)  
-
-
- Net investment in securities  
(153)  
56  
674  
(1,779)  
3,536  
(1,202)  
1,335  
Cash flow from financing activities  
636  
Bavarian Nordic Annual Report 2024  
19  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
2024 highlights  
2024 performance  
Financial review  
Key figures  
Outlook 2025  
Outlook 2025  
For 2025, Bavarian Nordic expects  
revenue of DKK 5,700 – 6,700 million  
and an EBITDA margin of 26-30%.  
the growing commercial portfolio, as well as the  
advancement of early-stage pipeline assets in Lyme  
disease and Epstein-Barr Virus. CAPEX is expected at  
approximately DKK 250 million whereas inventory  
levels are anticipated to be relatively unchanged.  
2025 outlook in line with the 2024-2027 ambitions  
With 22% growth in Travel Health in 2024 and the  
additional growth expected in 2025 for Travel Health  
combined with the current order book for Public  
Preparedness of DKK 2,500 million, we are currently  
ahead of these ambitions.  
Travel Health  
In Travel Health, an average annual growth of  
10-12% is expected between 2023-2027.  
10-12% CAGR  
2023A-2027E  
The expected revenue is comprised of DKK 3,000  
– 4,000 million from Public Preparedness vaccines,  
of which DKK 2,500 million have already been  
secured by contracts. Furthermore, approximately  
DKK 2,500 million from Travel Health vaccines, and  
approximately DKK 200 million from contract work  
are expected.  
The outlook is based on currency exchange rates of  
DKK 7.00 per 1 USD and DKK 7.45 per 1 EUR.  
213  
410  
1,877  
Travel Health revenue includes DKK 50 - 100 million  
from the sale of chikungunya vaccines, which is  
expected to be launched in the US and key European  
markets later in 2025.  
Revenue  
2023A  
2024A  
2025E  
2026-27E  
2027E  
Public Preparedness  
5,700 – 6,700  
mDKK  
In Public Preparedness, an annual base business of DKK 1,500 – 2,000 million is  
expected. Outbreaks in 2022 and 2024 have caused a surge in demand, driving  
temporary higher revenues.  
The normal seasonality of the Travel Health business  
and the timing of revenue recognition of orders  
from Public Preparedness will cause variability in  
revenue and EBITDA throughout the year, with the  
first quarter of 2025 being light.  
3,000-  
5,027  
4,000  
3,206  
EBITDA margin  
Key assumptions  
1,730  
Base  
Research and development costs of approximately  
DKK 900 million are expected, which include  
post-approval committed studies for chikungunya,  
and other costs for life-cycle management of  
business of  
DKK 1,500-2,000  
million  
734  
541  
324  
26% – 30%  
2019A  
2020A  
2021A  
2022A  
2023A  
2024A  
2025E  
Bavarian Nordic Annual Report 2024  
20  
 
Introduction  
Performance  
Strategic priorities  
Innovation  
Corporate information  
Travel Health  
Public Preparedness  
Travel Health  
Our focus on selective and synergistic  
acquisitions in recent years has  
driven significant growth, and we  
are favorably positioned to further  
leverage our strong commercial  
presence across markets.  
chikungunya in 2025 will help drive further growth  
in Travel Health, consolidating our leading position  
in the field.  
First year sales are projected to be in the range of  
DKK 50-100 million, which reflects uncertainties  
around timing of launch and uptake, which will  
highly depend on awareness and demand arising  
from outbreaks. Once fully matured, the total annual  
market size is estimated at USD 500 million.  
Our focus is to drive further awareness and leverage  
our increased presence in existing key markets as  
well as new markets for both rabies and TBE.  
Chikungunya  
In 2024, we finalized the technology transfer for the  
rabies vaccine to our own manufacturing facility,  
and in 2025, we will finalize the technology transfer  
for the TBE vaccine, thus completing the five-year  
process since acquiring the vaccines from GSK.  
This will not only help us ensure reliable supply to  
markets, but also improve margins for the product,  
starting in 2026 with full effect from 2027.  
With the approval of VIMKUNYA by the U.S. Food  
and Drug Administration (FDA) and the European  
Commission in February 2025, we are on track to  
launch the chikungunya vaccine in key markets  
during the first half of 2025 after which we will  
gradually phase in other markets.  
Rabies and tick-borne encephalitis (TBE)  
We are market leaders in rabies vaccines, which  
represents our largest product in the Travel Health  
portfolio. While post-exposure vaccination in  
endemic markets, particularly in the US, has consist-  
ently grown over the past years, the uptake of  
rabies vaccines for pre-exposure use by travelers  
to endemic regions, e.g. Asia, remains low and  
represents a good opportunity to further expand the  
market.  
Our travel vaccine portfolio has seen significant  
growth over the past years (2023: 49% and 2024:  
22%) driven by organic growth, strong brand  
performance and expansion of the portfolio through  
acquisitions. The market was significantly down  
during the COVID-19 pandemic, but has gradually  
improved, and in 2024, global tourism fully recov-  
ered with certain regions even exceeding pre-pan-  
demic levels1. Market growth seems to stabilize at  
normal rates in the years to come.  
VIMKUNYA is the first chikungunya vaccine approved  
for persons as young as 12 years. The vaccine is well  
positioned to become the preferred choice for trave-  
lers at risk going to destinations in Asia, Africa, and  
the Americas, where chikungunya has emerged over  
the past decades and where outbreaks frequently  
occur.  
Typhoid and cholera  
2024 represented our first full year of sales of  
the oral typhoid and cholera vaccines, which we  
acquired in 2023. We remain focused on relaunching  
both vaccines via our existing commercial platform.  
TBE is our second-largest product in the Travel  
Health portfolio, primarily sold in Germany. TBE is  
prevalent in central, eastern and northern Europe  
and the geographic range of the virus appears to  
have expanded to new areas, providing additional  
market opportunities.  
Our portfolio has a certain resilience towards travel  
trends as several of our vaccines address endemic  
diseases like rabies and tick-borne encephalitis  
(TBE), which are prevalent in our major markets.  
Disease awareness among travelers remains  
low, and the first chikungunya vaccine was only  
launched in 2024, so uptake has been limited thus  
far. As part of our launch preparations, we have a  
solid focus on driving continued awareness building  
and branding and we will leverage our strong posi-  
tion in the market to increase uptake.  
The continued organic market growth combined  
with our efforts to build and expand the markets,  
including our launch of a new vaccine against  
1
UN Tourism: International tourism recovers pre-pandemic levels in 2024, January 20, 2025. https://www.unwto.org/news/international-tourism-recovers-pre-pandemic-levels-in-2024  
Bavarian Nordic Annual Report 2024  
21  
 
Introduction  
Travel Health  
Performance  
Strategic priorities  
Innovation  
Corporate information  
Public Preparedness  
Public Preparedness  
Smallpox/mpox  
In addition to governments and organizations,  
For more than a decade, we have been a trusted  
partner to governments on their smallpox prepar-  
edness with USA and Canada as key customers.  
Building on the recent mpox outbreaks, we continue  
to expand our partnerships to enable that nations  
remain prepared in the future against both smallpox  
and mpox.  
we have pursued the opportunity to expand the  
sales of our mpox vaccine into the private market.  
In April 2024, we launched the vaccine in the US  
following a recommendation by the U.S. CDC Advi-  
sory Committee on Immunization Practices (ACIP)  
for the routine use of JYNNEOS® in adults at risk of  
mpox infection. Similarly, the vaccine is available for  
private customers in Germany.  
The surge in demand for our mpox vaccine over  
the past three years has largely been driven by  
outbreaks, requiring immediate public health  
responses, not only in Africa, but also in other  
countries. The unpredictable nature of outbreaks  
will likely continue; however, we have increased our  
share of recurring customers, who have procured  
vaccines for stockpiling, resulting in a higher base  
level of revenue from this business. This base is  
currently at DKK 1,500-2,000 million annually, which  
we will exceed again in 2025, as we have secured  
orders for a total of DKK 2,500 million for delivery  
in 2025.  
Bavarian Nordic Annual Report 2024  
22  
 
Introduction  
Travel Health  
Performance  
Strategic priorities  
Innovation  
Corporate information  
Public Preparedness  
Innovation  
Our portfolio has grown significantly, and we are  
operating in commercial markets where compet-  
itive edge is becoming increasingly important for  
success. By continuous improvement and differenti-  
ation of our products, we retain the ability to defend  
and increase our market shares. Hence, significant  
research and development resources are dedicated  
to life-cycle management of the products.  
For our chikungunya vaccine, we have certain  
post-approval study commitments agreed with the  
U.S. Food and Drug Administration and we are also  
conducting a Phase 3 study, which was initiated in  
2023 to evaluate the long-term safety and immu-  
nogenicity of the vaccine as well as responses to a  
booster vaccination up to five years after the initial  
vaccination.  
development of new platforms and vaccine candi-  
dates. We also work in partnerships to advance  
the pipeline through fully funded development  
programs.  
and we have completed a Phase 1 first-in-human  
trial, that showed the vaccine to be well tolerated  
and immunogenic across all dose groups with  
neutralizing antibody responses against all three  
viruses increasing at higher vaccine doses. The  
responses peaked 2 weeks after the second vacci-  
nation and were durable throughout the 6-month  
follow up period.  
Equine encephalitis  
Funded by the U.S. government, we are developing  
MVA-BN® WEV, a vaccine candidate against western,  
eastern and Venezuelan encephalitis viruses, which  
can cause a rare, but potentially deadly mosqui-  
to-borne illness in humans. The vaccine candidate is  
based on our proprietary MVA-BN platform tech-  
nology, which is also used in our mpox and smallpox  
vaccine.  
In 2025, we are forecasting total research and devel-  
opment costs of DKK 900 million, of which approxi-  
mately 73% are allocated to life-cycle management.  
This includes label extensions, new presentation  
formats, geographical expansion of approvals,  
process improvements in manufacturing to increase  
yield and lower cost of goods sold (COGS) and main-  
tenance of registration in various territories.  
A Phase 2 clinical trial is planned for initiation in  
2025.  
Pipeline  
We have a strong heritage in the discovery and  
development of novel vaccines, leading to the  
successful commercialization of vaccines for mpox,  
smallpox and Ebola1 – all representing major health  
threats. As we advance our science, we apply a  
disciplined approach to the discovery and early  
Preclinical studies performed under the contract  
have demonstrated protective efficacy in animals  
Product pipeline  
Preclinical  
Phase 1  
Phase 2  
Phase 3  
Registration/Phase 4  
Chikungunya  
2025  
Equine encephalitis  
Lyme disease  
2025  
2026  
2026  
Epstein-Barr (EBV)  
1 Licensed and commercialized by Johnson & Johnson.  
Bavarian Nordic Annual Report 2024  
23  
 
Introduction  
Travel Health  
Performance  
Strategic priorities  
Innovation  
Corporate information  
Public Preparedness  
infection with a characteristic red, well-defined skin  
rash around the bite site that spreads.  
Our approach  
Lyme disease  
We have developed a recombinant protein-based  
Lyme vaccine candidate, based on novel technology  
which incorporates self-assembling protein particles.  
It has clear differentiation to other Lyme vaccine  
candidates in development. We are planning to  
initiate a phase 1 clinical trial in 2026.  
Like tick-borne encephalitis (TBE), Lyme disease  
is also transmitted via infected ticks. However, in  
contrast to TBE, Lyme disease also exists outside of  
Europe and is in fact the most common vector-borne  
disease in Europe and the US. Lyme is caused by  
a bacterial infection of Borrelia that is transmitted  
to people through the bite of blacklegged  
ticks, commonly found in forested areas.  
The Lyme vaccine will, when fully developed and  
approved, be a good strategic fit and a perfect  
match to the existing Travel Health vaccine portfolio  
as there is a large customer overlap to the existing  
products.  
In the second stage, the infection can spread from  
the bite site to other organs. Typical symptoms  
include fever, headache, fatigue, and a characteristic  
skin rash. If left untreated, the infection can spread  
to joints, the heart, and the nervous system. There  
are other more rare and long-lasting disease courses  
of the second stage of the Lyme disease, such as  
joint inflammation and characteristic skin rashes.  
Market potential  
Although Lyme disease has been known for half a  
century, no vaccines exist against the disease, thus  
representing a large unmet medical need. While the  
true incidence of the Lyme disease is unknown, it is  
estimated to annually affect approximately 476,000  
people in the US and more than 200,000 people in  
Europe2 with several hundred million people living  
in endemic regions. The incidence of the disease is  
increasing.  
Lyme disease presents a significant global morbidity  
burden, which spans acute, chronic, and systemic  
impacts, significantly reducing quality of life espe-  
cially in endemic regions. Lyme disease or Lyme  
borreliosis can cause different symptoms. The first  
stage of the disease appears within weeks after  
2 https://wwwnc.cdc.gov/eid/article/27/8/20-4763_article  
Bavarian Nordic Annual Report 2024  
24  
 
Introduction  
Travel Health  
Performance  
Strategic priorities  
Innovation  
Corporate information  
Public Preparedness  
Market potential  
Our approach  
Epstein-Barr Virus (EBV)  
Prevalent worldwide, it is estimated that approx-  
imately 90% of adults become antibody-positive  
before the age of 303. In the US, primary EBV  
infection causes around 125,000 cases of IM annu-  
ally4. The risk of developing IM upon EBV infection  
increases with age from childhood to adult life.  
Using our MVA technology as the backbone, we  
have developed a promising vaccine candidate  
against IM. It induces a broad and multi-layered  
immune response against EBV. With our novel  
self-assembling antigen particle technology incorpo-  
rated into the MVA platform, EBV targeting anti-  
bodies can be significantly boosted. We are planning  
for the first clinical trial to start in 2026, dependent  
on regulatory approvals.  
Epstein-Barr virus (EBV) is a member of the human  
herpes virus family. It spreads through bodily fluids,  
mostly saliva, and can induce infectious mononu-  
cleosis (IM) mostly in adolescents and young adults  
aged 12-20 years of age. Typical symptoms include  
severe sore throat, swollen lymph nodes, extreme  
exhaustion, fever and enlarged spleen. The fatigue  
can persist for weeks or months. IM also increases  
the risk of EBV-associated multiple sclerosis (MS)  
and certain types of immune cell tumors. EBV is  
responsible for approximately 1-2% of all human  
cancers1, estimated to cause more than 350,000 new  
cases and more than 200,000 deaths worldwide in  
20202.  
There is currently no treatment or vaccine available  
against IM. Recent insights into the association of  
IM with an increased risk for autoimmune diseases,  
such as MS5, and certain tumors are increasing  
the medical need of EBV vaccine development  
programs. EBV vaccination could significantly reduce  
cancer burden and save billions in treatment costs.  
1
2
https://bmccancer.biomedcentral.com/articles/10.1186/s12885-020-07013-x.  
Wong Y et al. Estimating the global burden of Epstein–Barr virus related cancers. J Cancer Res Clin Oncol 2022 Jan;148(1):31-46. doi: 10.1007/  
s00432-021-03824-y.  
3
4
5
Dunmire, S.K., Hogquist, K.A., Balfour, H.H. (2015). Infectious Mononucleosis. In: Münz, C. (eds) Epstein Barr Virus Volume 1. Current Topics in  
Microbiology and Immunology, vol 390. Springer, Cham. https://doi.org/10.1007/978-3-319-22822-8_9.  
Kempkes B, Robertson ES. Epstein-Barr virus latency: current and future perspectives. Curr Opin Virol. 2015 Oct;14:138-44. doi: 10.1016/j.  
coviro.2015.09.007. PMID: 26453799; PMCID: PMC5868753.  
Bjornevik K, Münz C, Cohen JI, Ascherio A. Epstein-Barr virus as a leading cause of multiple sclerosis: mechanisms and implications. Nat Rev  
Neurol. 2023 Mar;19(3):160-171. doi: 10.1038/s41582-023-00775-5. Epub 2023 Feb 9. PMID: 36759741.  
Bavarian Nordic Annual Report 2024  
25  
 
Introduction  
Performance  
Strategic priorities  
Risk management  
Corporate information  
Governance Management of Bavarian Nordic  
Shareholder information  
Shareholder information  
Bavarian Nordic has been listed on the Nasdaq  
Copenhagen exchange since 1998 under the symbol  
BAVA. We are listed on the OMXC25 index and the  
OMXC Large Cap index.  
Share capital  
DKK 155.80 and 261,538 shares at DKK 206.82 were  
issued as a result of employee warrant exercise,  
raising proceeds of DKK 120.8 million. In addition,  
in November 2024, 21,875 new shares were issued  
as a result of employee warrant exercise, raising  
proceeds of DKK 3.2 million.  
to subscribe for 4,635,905 shares of DKK 10 each.  
Thus, the fully diluted share capital amounted to  
DKK 834,907,620 at year end, comprising 83,490,762  
shares. For further information about outstanding  
warrants, see note 14 in the consolidated financial  
statements.  
The share capital was DKK 788,548,570 by year-end  
2024, comprising 78,854,857 shares with a nominal  
value of DKK 10 each. Each share carries one vote.  
For US investors, we have established a sponsored  
Level 1 American depositary receipt (ADR) program  
with Deutsche Bank Trust Company Americas acting  
as the depositary bank. One ordinary Bavarian  
Nordic share represents three Bavarian Nordic ADRs,  
and the ADR ticker symbol is BVNRY. Additional  
information about the ADR program is available on  
our investor relations website.  
In May 2024, 18,702 new shares were issued as  
a result of employee warrant exercise, raising  
proceeds of DKK 2.7 million. In September 2024,  
447,869 new shares at DKK 146.60, 7,039 shares at  
By December 31, 2024, there were 4,635,905  
outstanding warrants, which entitle warrant holders  
Share price development 2024  
Share price performance  
280  
260  
240  
220  
200  
180  
160  
140  
Bavarian Nordic share closed the year at DKK 189.35,  
delivering a 7% return for the year, while OMXC25  
and the Nasdaq Biotechnology (NBI) index closed  
the year at -2% and -1%, respectively. The year-low  
for the Bavarian Nordic share was DKK 144.15 on  
April 25, 2024, and the year-high was DKK 283.50 on  
August 16, 2024, based on the daily closing prices  
of the Bavarian Nordic share. At year end, Bavarian  
Nordic had a market capitalization of DKK 14.9  
billion.  
Jan ‘24  
Feb ‘24  
Mar ‘24  
Apr ‘24  
May ‘24  
Jun ‘24  
Jul ‘24  
Aug ‘24  
Sep ‘24  
Oct ‘24  
Nov ‘24  
Dec ‘24  
● Bavarian Nordic  
OMX Copenhagen C25  
NASDAQ BIOTECH  
Bavarian Nordic Annual Report 2024  
26  
 
Introduction  
Performance  
Strategic priorities  
Risk management  
Corporate information  
Governance Management of Bavarian Nordic  
Shareholder information  
Geographic distribution of share capital  
Financial calendar 2025  
expect to improve our financial flexibility through  
increasing cash flow generation which we intend to  
use to invest in growing the current business and  
pipeline while prioritizing synergistic M&A as well  
as returning excess cash to our shareholders. In  
December 2024, we announced our intent to launch  
a share buy-back program of up to DKK 150 million,  
which was executed in January 2025.  
8%  
61%  
Denmark  
April 9, 2025  
Annual General Meeting  
Non-registered  
May 9, 2025  
Three-month interim report (Q1)  
20%  
Europe  
August 22, 2025  
Half-year interim report (Q2)  
11%  
North America  
Investor relations  
We maintain an active dialogue with shareholders,  
sell-side analysts, prospective investors and other  
stakeholders by providing relevant, reliable and  
transparent information about relevant strategic,  
economic, financial, operational and scientific affairs  
in an open and timely manner. This work is carried  
out by Management and Investor Relations through  
frequent interactions with existing and potential  
shareholders via participation in investor confer-  
ences, roadshows, meetings and conference calls.  
November 14, 2025  
Nine-month interim report (Q3)  
Ownership and major shareholders  
Share information  
Stock exchange  
Ticker symbol  
Nasdaq Copenhagen  
BAVA  
At the end of 2024, we had approximately 115,000  
registered shareholders owning 93% of the share  
capital. The remaining 7% were held by non-regis-  
tered shareholders. Bavarian Nordic held 284,235  
shares, corresponding to 0.36% of the share capital,  
as treasury shares, which have been repurchased  
to meet obligations arising from the share-based  
incentive programs for the Board of Directors and  
Executive Management. See note 29 in the consoli-  
dated financial statements.  
Share capital  
DKK 788,548,570  
78,854,857  
In connection with the publication of financial  
reports, Management will host a conference call  
for investors and analysts to present the results  
followed by a Q&A session. These events are being  
webcast live and they can be accessed via the  
investor relations website, where they will also be  
available for on-demand viewing for up to one year.  
Number of shares  
Number of treasury shares 284,235  
Registered share of total  
share capital  
93%  
Share classes  
One class  
Through our online shareholder portal, registered  
shareholders can request admission cards and/or  
vote by proxy for the Annual General Meetings. The  
shareholder portal can be accessed via our investor  
relations website, along with financial reports,  
company announcements, investor presentations,  
and more. To register shares by name, shareholders  
must contact their custodian bank.  
Nominal denomination  
Voting rights  
DKK 10  
One share carries one vote  
DKK 189.35  
Share price, year-end  
Additional information about the Annual General  
Meeting will become available on our website no  
later than three weeks before the event. Share-  
holders who have subscribed to news will receive a  
notification via e-mail.  
At the end of 2024, the following shareholder  
owned five percent or more of the shares according  
to their publicly disclosed shareholder notification:  
Capital allocation and return policy  
In the short-term, our main priority to use the cash  
generated is to pay back the significant milestones  
from acquisitions to GSK and Emergent BioSolu-  
tions by mid-2025. In the mid- to long-term, we  
ATP Group, Hillerød, Denmark, 10.17% as of  
December 31, 2024  
Visit our investor relations website →  
Annual General Meeting →  
Bavarian Nordic Annual Report 2024  
27  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Governance Management of Bavarian Nordic  
Shareholder information  
Risk management  
Risk management  
Bavarian Nordic’s business model spans the full value chain from  
research and development, over production to commercialization and  
rests on the ability to innovate and commercialize new vaccines. The  
business model covers partnership business, complex governmental  
sales and direct sales. By the nature of our business, we are exposed  
to a variety of risks along our value chain.  
Our approach to risk management  
the likelihood of occurrence or the potential impact.  
Bavarian Nordic is driving the risk management  
and risk mitigation processes through a struc-  
tured Enterprise Risk Management (ERM) process,  
whereby risks are managed through identification,  
monitoring and mitigation. The process is an inte-  
grated part of our operational procedures and the  
management processes. The Finance, Risk and  
Audit Committee (FRAC) oversees the process and  
is closely monitoring the risks on a quarterly basis.  
The Board of Directors receives regular risk updates  
from FRAC which are taken into consideration in the  
Board’s overall strategic considerations and deci-  
sions.  
Residual risk, after agreed mitigating actions, is  
further mitigated by insurance where this is relevant  
and possible. All risks have assigned risk owners,  
normally at the executive level, and assigned  
risk-responsible employees who monitors and miti-  
gates the risks closely.  
The first integrated Annual Report 2024 is deliv-  
ered in compliance with the ESRS requirements; as  
such additional risks associated with ESG (Environ-  
mental, Social and Governance) topics are further  
described under each ESG topical area, specifically  
mentioning individual risk under Impact, Risk and  
Opportunities per reporting area. These risks span  
both reporting risks, compliance risks and material  
risks which could impact Bavarian Nordic including  
the surrounding environment and stakeholders. The  
same risks are not mentioned in the risk descrip-  
tions below.  
The formal process ensures both bottom-up and  
top-down identification and handling of risks. In  
this process, key risks are first identified through  
a bottom-up process including description of the  
risks and mitigating actions taken to reduce either  
Bavarian Nordic Annual Report 2024  
28  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Governance Management of Bavarian Nordic  
Shareholder information  
Risk management  
Key risks  
The key risks identified are summarized in the table below, including  
a description of the risk and impact, and mitigating actions.  
Risk area  
Description and impact  
Mitigating actions  
Risk area  
Description and impact  
Mitigating actions  
Manufacturing  
and quality of  
supply  
Disruptions to Bavarian Nordic’s supply  
chain caused by manufacturing issues,  
internal systems, or supply chain issues,  
could have a significant impact on the  
ability to supply products at the right  
time and could impact both customer  
relations and financial performance.  
Bavarian Nordic utilizes subcontractors  
and CMOs as part of the supply chain;  
any disruptions to the planning and  
execution at CMOs or subcontractors  
could impact Bavarian Nordic’s ability to  
supply products timely.  
•
•
Update and maintain risk assessment for  
equipment and implement preventive main-  
tenance where necessary.  
Internal quality audits, including mock  
inspections.  
Cyber security  
Disruptions, including hacking,  
•
•
Internal procedures for security monitoring  
and vulnerability assessment.  
Constantly having continuity plans updated,  
including having updated internal processes  
for data recovery.  
Plans for micro-segmentation to reduce the  
impact of attacks.  
Training and awareness campaigns both  
inside the IT department and within the  
business.  
Externally performed maturity assessments  
test, including gap analysis and gap closure  
plan identification.  
Involvement of third-party cybersecurity  
specialist to ensure a constant overview of  
threats and preventative measures available.  
Perform annual security penetration tests and  
audits by a third party.  
malware, or other external attempts  
to disrupt our ability to operate, could  
have a significant impact on our IT  
infrastructure and systems, from  
inability to perform operationally to  
inability to perform commercial sales or  
perform R&D. The impact could influ-  
ence revenue and/or costs.  
•
•
•
Dual sourcing strategies.  
•
•
Adequate safety inventory for core products.  
Close supply chain control and direct moni-  
toring of key vendors.  
Constantly updated disaster recovery plans.  
Updated and adequate factory IT.  
Systematic and integrated Sales and Opera-  
tions Planning model.  
•
•
•
•
•
Systems and  
processes  
As we expand our presence and global  
supply coverage, potentially ineffi-  
cient processes or systems, including  
Enterprise Resource Planning (ERP),  
could restrict our ability to scale up and  
deliver on the growth potential across  
products and markets.  
•
Investments and efforts to secure that  
Bavarian Nordic uses a structured ERP system  
and has a broadly covering BI system.  
Constant standardization of processes and  
quality systems.  
•
•
•
•
Investments in strengthening the infrastruc-  
ture and security.  
Employee training.  
Bavarian Nordic Annual Report 2024  
29  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Governance Management of Bavarian Nordic  
Shareholder information  
Risk management  
Risk area  
Description and impact  
Mitigating actions  
Risk area  
Description and impact  
Mitigating actions  
Research and  
development  
We are progressing studies and projects  
through the R&D pipeline, including  
life-cycle management activities for the  
current portfolio of products.  
•
•
•
Close dialogue with authorities (e.g., FDA and  
EMA) to secure optimal path to approval and  
compliance with GMP, etc.  
Strong quality system in place to ensure  
compliance with standards agreed with and  
required by authorities.  
Communication with experts and regulators,  
to discuss regulatory strategy and develop-  
ment of recommendation.  
Shelf-life extension initiatives for products in  
the current portfolio.  
Commercial-  
ization and  
competition  
We compete in markets where prices  
may be determined by the local supply/  
demand, including products from  
•
•
Ensure product availability through meticulous  
sales and operations planning.  
Secure an engaged and competent sales,  
marketing and medical affairs organization,  
e.g. through continuous training.  
Look for and leverage differentiation.  
Further develop products in the market (life-  
cycle management).  
Build strong relations through dedication and  
focus to achieve preferred supplier status.  
competitors that are significantly larger  
than us. Pressure from local healthcare  
politics to reduce costs may impact  
Bavarian Nordic’s pricing or volume.  
Geopolitical or macroeconomic changes  
or health crises, e.g., pandemics, could  
impact demand, pricing and access  
to vaccinations. Competitors might  
develop product candidates with higher  
potential which could reduce the value  
of our pipeline and products.  
Any research and development activi-  
ties can be delayed or even abandoned.  
The product approval phase can be  
delayed or even fail.  
•
•
•
•
•
All clinical material and production facil-  
ities require regulatory approval; such  
approvals can be delayed or even fail.  
Develop early-stage pipeline of vaccines, or  
new platforms, to stay competitive.  
Delays, failures or paused projects could  
have an impact on our future pipeline  
and hence future profitability.  
Partnerships  
Partnering with other companies and  
government bodies in the industry is a  
central element of our strategy. Loss of  
partnerships, e.g., due to collaboration  
issues, failed projects or similar, could  
have a significant impact on our reputa-  
tion and future performance.  
•
•
Frequent interactions with partners to build  
and maintain common understanding.  
Processes in place to resolve potential issues.  
Laws,  
regulations  
and  
Not complying with laws, incl. anti-cor-  
ruption laws, regulations or any other  
compliance requirements could damage  
our reputation, result in significant fines  
and impede our ability to operate.  
•
•
•
•
•
•
Follow and monitor the established internal  
compliance structure and governance.  
Internal and external legal resources avail-  
able.  
Continuous training of the organization in  
relevant laws, regulations and policies.  
Monitor development in relevant laws and  
regulations.  
Allocation of internal resources to secure  
adaptation of new rules and regulations.  
Monitoring by the Business Ethics Compliance  
Committee.  
compliance  
Talent  
attraction and  
retention  
We depend on the ability to attract and  
retain talents for many functions. In  
times of high competition for the right  
talents or adverse impact on our image,  
it could impact our ability to perform  
at high standards and compete against  
other companies.  
•
•
•
•
Perform employer branding.  
Provide training and development.  
Offer competitive remuneration package.  
Identify and develop key talents, including  
talent programs.  
Bavarian Nordic Annual Report 2024  
30  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Governance Management of Bavarian Nordic  
Shareholder information  
Risk management  
Risk area  
Description and impact  
Mitigating actions  
Safety and  
incidents  
We are fully committed to the safety  
and well-being of employees. Incidents  
or accidents can occur on our sites, and  
we maintain high standards and strong  
controls to prevent this from happening.  
•
•
•
•
Structured approach by the EHS organization  
to all workplace assessments.  
Training employees in appropriate safety  
procedures to perform the job.  
Adequately maintaining and communicating  
safety instructions.  
Ensuring processes and equipment is fit for  
the purpose.  
•
•
Permit to work systems for relevant jobs.  
High focus on, and procedures in place, where  
biosafety and biosecurity events could occur.  
Intellectual  
property rights  
The validity of patents is crucial for the  
Company to secure future revenues  
and return on the investments made in  
development. Patents might be chal-  
lenged by competitors. It is also crucial  
for the Company to avoid costly and  
lengthy litigation actions on IP launched  
by third parties.  
•
Dedicated and experienced resources involved  
in the filing of patent applications to minimize  
vulnerability to future invalidity actions, and  
with ability to defend patents if such actions  
are filed. Appropriate resources are therefore  
spent on navigating the patent landscape to  
avoid third party patents.  
Currency and  
tax exposure  
to risks  
Significant fluctuations in the DKK/USD  
and other currencies which Bavarian  
Nordic could be exposed to, could  
impact financial positions. Potential  
disputes with tax authorities could  
result in additional tax payments.  
•
•
Material net USD exposure is hedged using FX  
contracts or options.  
Frequent monitoring of planned cash flows in  
other currencies allows for hedging when the  
risk is identified.  
Taxes are paid where we operate. Inter-com-  
pany transactions are governed by agree-  
ments in compliance with OECD’s transfer  
pricing guidelines.  
External and internal tax expertise is engaged  
whenever Bavarian Nordic is exposed to  
new tax risks to avoid lack of compliance or  
negative surprises.  
•
•
Currency risks and additional financial risks are  
further explained in note 23 in the consolidated  
financial statements.  
Bavarian Nordic Annual Report 2024  
31  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Management of Bavarian Nordic  
Shareholder information  
Risk management  
Governance  
Governance  
pertaining to their respective fields that are due to  
be considered at board meetings. More information  
about the committees, including the terms of refer-  
ence which specify the tasks and responsibilities for  
each of the committees are available on the Compa-  
ny’s website:  
For an overview of the specific competencies identi-  
fied for each of the Board members, see page 38.  
The Board of Directors  
Board of Directors  
Chair: Luc Debruyne  
Deputy Chair: Anders Gersel Pedersen  
Bavarian Nordic is managed in a two-tier structure  
composed of the Board of Directors (“the Board”)  
and the Executive Management. The Board is  
responsible for the overall strategic management  
and the financial and managerial supervision of  
Bavarian Nordic, as well as for regular evaluation  
of the work of the Executive Management. In  
addition, the Board supervises the Company in a  
general sense and ensures that it is managed in an  
adequate manner and in accordance with applicable  
law and the Company’s articles of association.  
An overview of the composition of the board is  
found on page 33.  
Finance, Risk and Audit  
Committee  
Chair: Anne Louise Eberhard  
Changes to the board during 2024  
Board committees →  
At the annual general meeting in April 2024,  
Ms. Montse Montaner Picart was elected as new  
member of the board, replacing Mr. Peter Kürstein,  
who had served as member of the Board since 2012.  
Nomination and Compensation  
Committee  
Composition of the board  
Chair: Luc Debruyne  
The Board consists of eleven non-executive  
members: seven external members and four  
employee representatives. The external members  
are elected by the shareholders at the annual  
general meeting for terms of one year; retiring  
members are eligible for re-election. The Board  
elects a chair from among its members. The  
employee representatives are elected by the  
employees for a four-year term; the current four-  
year term expires in 2025.  
Science, Technology and Investment  
Committee  
Chair: Heidi Hunter  
The Board discharges its duties in accordance  
with the rules of procedure of the Board, which  
are reviewed and updated by all members of the  
Board.  
Executive Management  
Board committees  
To support the Board in its duties, the Board has  
established and appointed three subcommittees: a  
Finance, Risk and Audit Committee, a Nomination  
and Compensation Committee and a Science, Tech-  
nology and Investment Committee. The committees,  
which comprise only shareholder-elected members  
of the Board, are charged with reviewing issues  
The composition of the Board should reflect a  
diversity of backgrounds, experiences and expertise  
relevant to the Company considering the industry  
and markets it is operating within and that collec-  
tively enable the Board to oversee the strategy and  
development of the Company at any time.  
Bavarian Nordic Annual Report 2024  
32  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Management of Bavarian Nordic  
Shareholder information  
Risk management Governance  
Meeting attendance  
In 2024, the Board performed its annual evaluation  
with the assistance of an external advisor. The  
2024 evaluation was based on the input from 11  
board members and six executives. It was based on  
in-depth personal interviews, a customized online  
questionnaire, a mapping of the board composition,  
and board composition benchmarking. As part of  
the evaluation, each shareholder-elected board  
member was given feedback on their contribution  
and how they add value to the Board, and the Chair  
subsequently conducted individual meetings with all  
shareholder-elected board members to discuss their  
feedback and contribution.  
The overall attendance for the Board at meetings in 2024, including meetings in the subcommittees was 97 %.  
Number of meetings attended by each board member out of the total number of meetings within the member’s term.  
Board of  
Directors  
Finance, Risk, and  
Audit Committee  
Nomination and  
Science, Technology, and  
Investment Committee  
Compensation Committee  
Luc Debruyne  
● ● ● ● ● ● ● ●  
● ● ● ● ● ● ● ●  
● ● ● ● ● ● ● ●  
● ● ● ● ● ● ● ●  
● ● ● ● ● ● ● ●  
● ● ● ● ● ● ● ●  
● ● ● ● ● ● ●  
● ●  
● ● ● ● ●  
● ● ● ● ●  
● ● ● ● ●  
● ● ● ● ●  
Anders Gersel Pedersen  
Frank Verwiel  
● ● ● ● ● ●  
● ● ● ● ● ●  
● ● ● ● ●  
● ● ● ● ●  
Anne Louise Eberhard  
Heidi Hunter  
● ● ● ● ●  
● ● ● ● ●  
Johan van Hoof  
Montse Montaner1  
Peter Kürstein2  
● ● ● ● ● ●  
● ● ● ● ●  
●
● ● ● ●  
●
The result of the general board evaluation was  
discussed at a board meeting in December, with  
clear conclusions and topics for further develop-  
ment.  
Linette M. Andersen  
Thomas A. Bennekov  
Anja Gjøl  
● ● ● ● ● ● ● ●  
● ● ● ● ● ● ● ●  
● ● ● ● ● ● ● ●  
● ● ● ● ● ● ● ●  
Karen M. Jensen  
1
2
Montse Montaner was elected as new member of the Board in April 2024.  
Peter Kürstein retired from the Board in April 2024.  
Executive Management  
The registered Executive Management is appointed  
by the Board, which lays down their terms and  
conditions of employment and the framework for  
their duties. The Executive Management is respon-  
sible for the day-to-day management of Bavarian  
Nordic in compliance with the guidelines and direc-  
tions issued by the Board. The day-to-day operations  
do not include transactions of an unusual nature or  
of material importance to the affairs of Bavarian  
Nordic.  
Meeting attended  
● Meeting not attended  
Evaluation of the Board  
external consultants, evaluates topics such as Board  
dynamics, Board agenda, quality of the material  
that is submitted to the Board, discussions at the  
Board meetings, the chair’s leadership of the Board,  
strategy, Board composition and Board competen-  
cies. Typically, the process is facilitated by each  
Board member filling out a detailed questionnaire,  
and the Board members are asked to score to which  
extent they agree to the individual questions. The  
results of the questionnaire are then discussed at  
a subsequent Board meeting, and the individual  
comments submitted are used in the planning and  
handling of future Board meetings.  
Each year, the Board and its subcommittees conduct  
an evaluation of the Board's and subcommittee’s  
work, accomplishments and composition. The chair  
heads the annual evaluation, which is conducted  
at least every third year with external assistance.  
The process, whether it is facilitated internally or by  
As of December 31, 2024, the registered Executive  
Management consisted of Paul Chaplin, President  
Bavarian Nordic Annual Report 2024  
33  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Management of Bavarian Nordic  
Shareholder information  
Risk management  
Governance  
and CEO and Henrik Juuel, Executive Vice President  
and CFO, both registered with the Danish Business  
Authority, assisted by three Executive Vice Presi-  
dents who together with the registered Executive  
Management are responsible for the day-to-day  
operations of the Company (collectively the “Execu-  
tive Management”).  
Board and management gender diversity  
As of December 31, 2024, the Board had a  
guidelines from the Danish Business Authority and is  
therefore not required to set a gender target figure2.  
We wish to:  
• Have
a balanced gender distribution in all mana-  
gerial positions and at all levels in the organiza-  
tion.  
representation of three female and four male  
members elected by the shareholders. The Exec-  
utive Management consisted of four male and  
one female member. The other management1 in  
Bavarian Nordic had a representation of 11 female  
and 12 male managers. Hence, we had an equal  
gender distribution in both the Board and in other  
management levels as in accordance with the  
We always strive to attract and engage a highly  
qualified and diverse group of employees and aim  
to eliminate biases and create an inclusive atmos-  
phere. In order to achieve these ambitions, Bavarian  
Nordic outlined the below specified ambitions and  
objectives for the work with diversity and inclusion.  
• Seek
an age-diverse workforce that brings new  
perspectives, knowledge and experiences.  
Executive Vice President and Chief People & Sustain-  
ability Officer, Anu Kerns resigned in January 2025.  
• Develop
a workplace that embraces the diverse  
backgrounds and perspectives stemming from an  
increasingly global and specialized organization.  
Table  
• Ensure
that the compositions of the Board and  
Executive Management is diverse in terms of  
experience, competencies and gender.  
Members of the Board, Executive Management and Other Management, total and by under-represented gender.  
The percentages in the table indicate the ratio of the under-represented gender in each category.  
2024  
2023  
Remuneration policy and report  
Number  
Percent  
Number  
Percent  
The remuneration of the Board and the registered  
Executive Management is governed by the remu-  
neration policy which is approved by the annual  
general meeting.  
Board of Directors, total  
11  
7
45%  
43%  
20%  
48%  
11  
7
45%  
29%  
33%  
48%  
Board of Directors, shareholder-elected  
Executive Management  
5
6
Other Management  
23  
21  
In accordance with section 139b in the Danish  
Companies Act, Bavarian Nordic has prepared  
a report on the remuneration of the individual  
members of the Board and the registered Executive  
Management in 2024.  
Remuneration Policy →  
Remuneration Report →  
1
Members of Executive Management employed by Bavarian Nordic
A/S
along with their direct reports with leadership responsibility, also  
employed by Bavarian Nordic A/S and direct reports with leadership responsibility that are employed by Bavarian Nordic A/S and are reporting  
to a member of Executive Management not employed by Bavarian Nordic A/S.  
2
Cf. the Danish Companies Act, Section 139(c)  
Bavarian Nordic
Annual Report 2024  
34  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Management of Bavarian Nordic  
Shareholder information  
Risk management  
Governance  
Business ethics  
3. We require an appropriate level of data ethics for  
processing activities carried out by third parties  
for god Selskabsledelse) for companies listed on the  
Nasdaq Copenhagen exchange.  
We have established the Global Business Ethics  
Compliance Committee, which is represented by  
Executive Management and relevant business  
functions, to meet quarterly and oversee the Global  
Business Ethics Compliance Program. The Chief  
Compliance Officer has been appointed responsible  
for the Global Business Ethics Compliance Program  
and regularly reports on its status to the Finance,  
Risk, and Audit Committee. The Company has estab-  
lished a North America Compliance Committee and  
appointed a US Compliance Officer.  
4. We ensure that the processing activities carried  
out provide value to the data subjects, and are  
transparent and secure  
Management believes that Bavarian Nordic is oper-  
ated in compliance with guidelines and recommen-  
dations that support our business model and can  
create value for our stakeholders. Regularly and at  
least once a year, Management monitors adherence  
to the recommendations on corporate governance  
in order to ensure the best possible utilization of  
and compliance with the recommendations and  
legislation.  
5. We train our employees and monitor processing  
activities  
6. We maintain an Ethics Hotline, where violations of  
data protection laws can be reported by internal  
and external stakeholders  
All employees, Executive Management, and the  
Board of Directors are trained on our Code of  
Conduct, Anti-Corruption Policy, and Speak-Up  
Policy. The Code of Conduct and Speak-Up Policy are  
accessible from our website.  
In accordance with Section 107 b of the Danish  
Financial Statements Act, we have published a  
statutory report on Corporate Governance for the  
financial year 2024. The report provides a detailed  
account of the two-tier management structure of  
Bavarian Nordic, including an overview of the Board  
and its committees and a review of their activi-  
ties over the year. The statement also describes  
key elements of our internal control and risk  
management systems related to financial reporting  
processes. The report is available on our website.  
7. We identify and monitor the use of new technolo-  
gies for processing of data  
8. We carry out internal controls  
Code of Conduct →  
Ethics Hotline →  
In 2024, we carried out initiatives to support the  
data ethics principles. We have carried out train-  
ings and an awareness campaign and continued  
to implement enhancements to our policies and  
procedures to support the handling and processing  
of personal data, including the use of AI.  
Data ethics policy  
Our Data Privacy Policy includes the Data Ethics  
Policy based on eight principles to ensure strong  
data ethics:  
www.bavarian-nordic.com/corporategovernance.→  
See all our policies on www.bavarian-nordic.com →  
1. Our Executive Management is dedicated to  
ensuring and maintaining a high standard of data  
ethics  
Corporate governance  
We remain focused on good corporate governance,  
having implemented the recommendations from  
the Committee of Corporate Governance (Komitéen  
2. We ensure accountability for data processing  
Bavarian Nordic Annual Report 2024  
35  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Shareholder information  
Risk management  
Governance  
Management of Bavarian Nordic  
Board of Directors  
Anders Gersel Pedersen  
MD, PhD  
Deputy chair of the  
Board of Directors.  
Frank Verwiel,  
MD, MBA  
Member of the Nomina-  
tion and Compensation  
Committee.  
Anne Louise Eberhard  
LL.M, Graduate Diploma BA  
Chair of the Finance, Risk  
and Audit Committee.  
Heidi Hunter  
MBA  
Chair of the Science, Tech-  
nology and  
Investment Committee.  
Johan van Hoof  
MD  
Member of the Finance, Risk  
and Audit Committee.  
Montse Montaner  
Member of the Finance, Risk  
and Audit Committee  
Luc Debruyne  
Chair of the  
Board of Directors.  
Member of the Nomina-  
tion and Compensation  
Committee.  
Chair of the Nomination and  
Compensation Committee.  
Member of the Science,  
Technology and Investment  
Committee.  
Member of the Science  
Technology and Investment  
Committee.  
Member of the Finance, Risk  
and Audit Committee.  
Member of the Nomina-  
tion and Compensation  
Committee.  
Member of Science, Tech-  
nology and Investment  
Committee.  
Member of the Science,  
Technology and Investment  
Committee.  
Other positions  
Member of the board of  
Vicore Pharma Holding AB,  
IO Biotech, Inc., and Sutro  
BioPharma, Inc.  
Other positions  
Other positions  
Other positions  
Member of the Board of the  
Children’s Tumor Foundation,  
Ellab A/S. Scientific advisor  
of Nordic Capital. Member  
of the Executive Board of  
Montaner & Associates  
GmbH  
Other positions  
Chair of the board of Intellia  
Therapeutics, Inc.  
Chair of the board of Finan-  
siel Stabilitet SOV. Member  
of the board of FLSmidth  
& Co. A/S, Den Danske  
Unicef Fond, and VL 52 ApS.  
Member of the executive  
board of EA Advice ApS.  
Advisory Board Member  
of a Danish ESG initiative  
by EY and Erhvervslivets  
Tænketank, and Faculty  
Member at Copenhagen  
Business School, Board  
Educations.  
Independent advisor for the  
biotech/vaccine industry and  
for not-for-profit organiza-  
tions/academia.  
Other positions  
Chairman of the board of  
Fund Plus. Member of the  
board of University Hospi-  
tals UZ Leuven and Zorg KU  
Leuven. Member of the Insti-  
tutional Advisory Board at  
VIB, the Life Sciences Board  
at Greenlight Biosciences  
Inc., and the Global Listening  
Project. Senior Advisor to  
the CEO at CEPI, the Coalition  
for Epidemic Preparedness  
Innovations.  
Other positions  
Member of the board of  
Genmab A/S, Hansa Biop-  
harma AB. Chair of the board  
of Aelis Farma. Dr. Pedersen  
is also the CEO in his private  
holding company Gerselcon-  
sult ApS.  
Bavarian Nordic Annual Report 2024  
36  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Management of Bavarian Nordic  
Shareholder information  
Risk management  
Governance  
Board overview  
First  
elected  
Term  
expires  
Year of  
birth  
Independent  
Gender  
Nationality  
Luc Debruyne  
2023  
2010  
2016  
2019  
2023  
2023  
2024  
2021  
2021  
2021  
2021  
2025  
2025  
2025  
2025  
2025  
2025  
2025  
2025  
2025  
2025  
2025  
Yes  
No1  
Yes  
Male  
Male  
Belgian  
Danish  
Dutch  
1963  
1951  
1962  
1963  
1958  
1957  
1968  
1974  
1968  
1980  
1959  
Anders Gersel Pedersen  
Frank Verwiel  
Male  
Anne Louise Eberhard  
Heidi Hunter  
Yes  
Female  
Female  
Male  
Danish  
American  
Belgian  
Spanish  
Danish  
Danish  
Danish  
Danish  
Yes  
Linette Munksgaard  
Thomas Alex Bennekov  
Johan van Hoof  
Yes  
Andersen  
Employee representative.  
Montse Montaner  
Linette M. Andersen  
Thomas A. Bennekov  
Anja Gjøl  
Yes  
Female  
Female  
Male  
Employee representative.  
No 2  
No 2  
No 2  
No 2  
Position  
Position  
Head of Global Distribution  
& Logistics  
Sr. App. and Integration  
Analyst  
Female  
Female  
Karen M. Jensen  
55% of the board  
members are  
considered  
independent.  
1
2
Anders Gersel Pedersen is not considered independent under the Danish corporate governance recommendations due to being a member of the board for more than 12 years.  
Employee representatives are not considered independent under the Danish corporate governance recommendations.  
Anja Gjøl  
Karen Merete Jensen  
Employee representative.  
Employee representative.  
For full leadership biographies,  
visit our website:  
Board of Directors →  
Position  
Scientist.  
Position  
Senior QA Specialist & Coordinator.  
Bavarian Nordic Annual Report 2024  
37  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Management of Bavarian Nordic  
Shareholder information  
Risk management Governance  
The Board has identified the core competencies  
which collectively should be possessed by the  
shareholder-elected members to perform their  
duties in supporting Bavarian Nordic’s strategy  
and development. Based on their self-assessment,  
each of the shareholder-elected members’ primary  
competencies are shown in the table below. The  
members may also have knowledge or experience  
in areas other than their primary competencies.  
Employee representatives are not part of the  
competency self-assessment.  
Board competencies  
The shareholder-elected members of the Board  
generally possess extensive leadership experience  
as well as board experience from public or private  
companies and organizations. In addition, each  
member brings different experience and skills  
relevant to their representation on the Board and its  
subcommittees, which collectively enable the Board  
to fulfill its responsibilities.  
Competency overview  
Commercial  
Product  
Strategy, M&A  
and Business  
Development  
Corporate  
Leadership  
Life  
Sciences  
Public  
health  
Development and  
Finance, Capital and  
Risk Management  
Technology and  
Digitalization  
Supply  
People and Culture ESG  
Luc Debruyne  
●
●
●
●
●
●
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Anders Gersel Pedersen  
Frank Verwiel  
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Anne Louise Eberhard  
Heidi Hunter  
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Johan van Hoof  
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Montse Montaner  
Linette M. Andersen  
Thomas A. Bennekov  
Anja Gjøl  
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Employee representative  
Employee representative  
Employee representative  
Employee representative  
Karen M. Jensen  
1
2
Anders Gersel Pedersen is not considered independent under the Danish corporate governance recommendations due to being a member of the board for more than 12 years.  
Employee representatives are not considered independent under the Danish corporate governance recommendations.  
Bavarian Nordic Annual Report 2024  
38  
 
Introduction  
Performance  
Strategic priorities  
Corporate information  
Management of Bavarian Nordic  
Shareholder information  
Risk management  
Governance  
Executive Management  
Paul Chaplin  
PhD  
Henrik Juuel  
MSc  
Jean-Christophe May  
PharmD, MBA  
Russell Thirsk  
MSc  
President and  
Chief Executive Officer  
Executive Vice President,  
Chief Financial Officer  
Executive Vice President,  
Chief Commercial Officer  
Executive Vice President,  
Chief Operating Officer  
Executive management overview  
Joined  
Nationality  
Gender  
Year of birth  
Paul Chaplin  
19991  
2018  
2020  
2022  
British  
Danish  
French  
British  
Male  
Male  
Male  
Male  
1967  
1965  
1967  
1968  
Henrik Juuel  
Jean-Christophe May  
Russell Thirsk  
1
Joined in 1999, appointed President and Chief Executive Officer in 2014.  
For full leadership biographies, visit our website:  
Our leadership team →  
Bavarian Nordic Annual Report 2024  
39  
 
Sustainability  
statements  
Contents  
41  
60  
79  
General disclosures  
Environmental  
Social  
100 Governance  
103 Appendix  
Bavarian Nordic
Annual Report 2024  
40  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Introduction  
This section forms a new part of our Annual Report  
and marks our first year of implementing sustaina-  
bility statements in alignment with the EU Corporate  
Sustainability Reporting Directive (CSRD) and the  
European Sustainability Reporting Standards (ESRS).  
The material impacts, risks and opportunities (IROs)  
identified in the DMA results make up the founda-  
tion for our reporting, which in 2024 include disclo-  
sures on the following ESRS standards:  
The general disclosures include information on our  
business model, strategy and governance, especially  
related to sustainability and material IROs. Here,  
you can also read about our DMA process and get  
an overview of the sustainability matters deemed  
material.  
In these sustainability statements, we use  
acronyms and terms that have either been  
introduced by the CSRD and the ESRS, or are  
in other ways not commonly used outside  
our sector. We have therefore included an  
index with key terms and acronyms which  
can be found in the appendix to these  
sustainability statements.  
• ESRS
2 - General disclosures  
• E1
- Climate change  
• E2
- Pollution  
• E4
- Biodiversity and ecosystems  
• E5
- Resource use and circular economy  
• S1
- Own workforce  
• S2
- Workers in the value chain  
• S4
- Consumers and end-users  
• G1
- Business conduct  
This report concludes a significant effort over the  
past years to implement the directive, involving  
several departments, teams, and individuals  
throughout our organization.  
In the topical standards you will be presented with  
an elaboration of our material impacts, risks and  
opportunities (IROs) and information on how we  
manage these through policies, processes and  
actions. Furthermore, when deemed relevant, we  
disclose our ambitions and progress through targets  
and metrics.  
The foundation of our statements are based on  
a double materiality assessment (DMA), where  
we have investigated, researched, and evaluated  
impacts, risks, and opportunities within our opera-  
tions and value chain.  
Bavarian Nordic
Annual Report 2024  
41  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Basis for preparation  
Our sustainability statements have been prepared  
on the same consolidated basis as the 2024 annual  
financial statement, applying the time horizons  
advised by the CSRD, unless otherwise stated.  
Specifically, these refer to short-term as up to one  
year, medium-term as one to five years, and long-  
term as more than five years.  
chain data is also included in relevant environ-  
mental, social and governance metrics.  
Changes in presentation of  
Incorporation by reference  
sustainability information  
In the sustainability statements, ESRS disclosure  
requirements incorporated by reference to other  
sections of the Annual Report are as follows:  
For 2024, we have transitioned our sustainability  
reporting to align with the Corporate Sustainability  
Reporting Directive (CSRD) requirements as well as  
the associated European Sustainability Reporting  
Standards (ESRS).  
Omission of information  
Information related to intellectual property,  
know-how, or the results of innovation has been  
omitted from the sustainability statements in  
compliance with ESRS 2 BP-1 5d and the princi-  
ples outlined in ESRS1 section 7.7. The omitted  
information pertains to the material opportunity,  
E5-Resource use and circular economy, involving  
changes to certain manufacturing practices aimed at  
reducing resource use while increasing productivity.  
These changes are currently under exploration as  
part of our efforts to optimize production processes  
and are as such considered company sensitive  
information.  
• GOV-1:
information related to the composition  
and diversity of administrative, management,  
and supervisory bodies (21a, b, c, d, e). See the  
Management review.  
Value chain coverage  
Previously, we published a stand-alone sustaina-  
bility report in compliance with the Non-Financial  
Reporting Directive (NFRD). With these sustainability  
statements, we have established 2024 as the base-  
line year, except for metrics related to our scope 1,  
2 and 3, which baseline year is 2023 in line with our  
Science Based Target initiative (SBTi) commitment.  
The sustainability statements cover our own oper-  
ations and captures certain elements of our value  
chain. The instances in which disclosures within the  
sustainability statements are not limited to our own  
operations can be found in the following sections:  
"Climate Change", "Workers in the value chain",  
"Biodiversity and ecosystems", and in "Consumers  
and end-users."  
• GOV-4:
statement on due diligence. See the  
Appendix of these sustainability statements.  
• SBM-1:
elements of our strategy that relate to  
or impact sustainability matters, our business  
model, and our value chain. See the Management  
review.  
The double materiality assessment process provides  
a description of the scope we use to identify and  
assess material impacts, risks and opportunities  
(IROs) in our upstream and downstream value  
chain, as prescribed by the European Sustainability  
Reporting Standards (ESRS). Where relevant, poli-  
cies, actions and targets to manage material IROs,  
extend to applicable parts of the value chain. Value  
Aligned with our double materiality assessment, we  
only report on the data points identified as mate-  
rial, along with those mandated under the ESRS. In  
doing so, we have applied the phase-in provisions  
outlined in Appendix C of ESRS1 and are adhering  
to the recommended one- or three-year phase-in  
periods, as applicable.  
• IRO-2
(56): list of disclosure requirements  
complied with in preparing the sustainability  
statement and list of datapoints that derive from  
other EU legislation. See the Appendix of these  
sustainability statements.  
Bavarian Nordic
Annual Report 2024  
42  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
The role of the Board and  
Executive Management  
Management and oversight  
Oversight of sustainability reporting is placed with  
our Finance Risk and Audit Committee (FRAC), while  
oversight of sustainability strategy is placed with  
the Board of Directors, which is reflected in their  
respective terms of reference.  
These sustainability statements mark our first year  
of compliance with the Corporate Sustainability  
Reporting Directive (CSRD), the target-setting  
process relating to our 2024 material IROs has not  
been aligned with our overall company-wide target  
setting processes, which we may consider to align in  
future sustainability statements.  
ated trade-offs are not systematically evaluated in  
alignment with the ESRS.  
of sustainability matters  
Our Executive Management oversees the  
governance processes, controls and procedures  
used to monitor, manage and oversee  
IROs through delegated responsibilities of  
members of the Executive Management.  
We have incorporated sustainability as a recurring  
item on the agenda for all Finance Risk and Audit  
Committee (FRAC) meetings. Depending on the  
need and the sustainability reporting cycle, various  
topics are presented by the ESG Finance and Corpo-  
rate Sustainability departments to inform and/  
or request a decision from the committee on the  
following topics:  
These governance processes, controls and proce-  
dures related to sustainability strategy and sustain-  
ability reporting were established in 2023 and will  
be continuously developed to monitor, manage and  
oversee IROs on an annual basis at minimum. This  
includes the possibility of integrating new processes  
with existing internal functions.  
Our Corporate Sustainability department is respon-  
sible for the sustainability strategy development,  
including the identification and management of  
material risks, impacts and opportunities through  
a double materiality assessment process. The  
day-to-day management related to this area is  
anchored with the Executive Vice President and  
Chief People & Sustainability Officer. The day-to-day  
management of the ESG reporting is anchored with  
the Vice President Group Finance and Chief Financial  
Officer. The responsibility of implementing strategic  
initiatives lies with the lines of business under the  
respective Executive Vice President.  
We have therefore not adopted targets on all iden-  
tified impacts, risks and opportunities. However,  
the effectiveness of the policies and actions in  
place is tracked by the departments responsible  
for implementing these. The overall responsibility  
for tracking and ensuring the effectiveness and  
progress at corporate level is anchored with the  
Executive Management.  
• Sustainability
reporting, including progress,  
controls and risks  
• Methodology
and outcome of the double materi-  
ality assessment and material IROs  
Target setting and tracking effectiveness  
Executive Management is responsible for moni-  
toring progress of the sustainability-related targets  
related to incentive schemes as described in  
Sustainability-related performance in incentive  
schemes. Targets disclosed in the topical European  
Sustainability Reporting Standards (ESRS) are set  
and monitored by the Executive Management. The  
goal setting linked to incentives are facilitated by  
the Executive Vice President and Chief People &  
Sustainability Officer, based on dialogue and input  
from various departments. The Board of Directors  
approve the strategic company goals and targets as  
proposed by our Executive Management.  
Sustainability matters addressed  
The Chief Financial Officer and Chief People &  
Sustainability Officer are present at the FRAC meet-  
ings together with supporting staff when deemed  
relevant. The Board of Directors and FRAC meet  
when deemed necessary, at least four times a year  
each, respectively. In 2024, FRAC held an extraordi-  
nary meeting where the sole focus was on imple-  
mentation of CSRD reporting and the outcome of the  
2024 double materiality assessment.  
The Board of Directors is responsible for setting  
strategic direction and overseeing strategic environ-  
mental, social and governance matters. Executive  
Management is responsible for the day-to-day  
management of this area. The Board and Executive  
Management consider material impacts, risks, and  
opportunities when overseeing strategy, major  
transactions, and risk management processes.  
However, as this is our first report using the CSRD  
framework, these considerations are not formalized  
in a structured framework, and the potential associ-  
The members of the Executive Management are  
responsible for determining whether the appro-  
priate skills related to our material IROs are avail-  
able within their respective organizations and  
to decide on the need for training and external  
support. The Chief People & Sustainability Officer  
holds the overall strategic responsibility of the  
management of sustainability matters.  
As we expect to further strengthen governance in  
the sustainability strategy and reporting area, the  
Bavarian Nordic
Annual Report 2024  
43  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
frequency of Board and FRAC meetings in which  
these areas will be discussed can be adjusted  
Sustainability goals for 2024 cover the following:  
Sustainability-related performance  
in incentive schemes  
accordingly to ensure an appropriate information  
flow. This can include extending the contents of  
these meetings to include information on the  
implementation of due diligence and the results  
and effectiveness of policies, actions, metrics and  
targets related to our material IROs.  
Reduction of our environmental footprint  
• Implement
energy-saving solutions designed to  
reduce future CO2e emissions  
All members of the Executive Management are  
entitled to an annual remuneration in accordance  
with the Remuneration Policy which may consist  
of fixed and variable remuneration components.  
The Executive Management have short-term and  
long-term incentives that also include sustainability  
targets. The remuneration principles for the Board  
and Executive Management are governed by the  
Remuneration Policy, which has been approved by  
the shareholders of Bavarian Nordic.  
Maintain a healthy and engaging workplace  
• Deliver
employee turnover ≤ than global  
industry standards  
• Increase
the number of near-miss-reports with  
the aim to reduce absence due to work-related  
accidents  
The following key sustainability matters were  
addressed by Executive Management during 2024:  
• GHG
emissions contributing to climate change:  
Addressed with an official commitment to the  
Science Based Target initiative (SBTi).  
Animal welfare  
• Submit
a rationale for an in vitro potency assay  
for the rabies vaccine to regulatory authorities  
The proportion of remuneration deriving from  
short-term and long-term incentives dependent on  
sustainability-related targets in 2024 amount to 10%  
of the total incentive remuneration of Executive  
Management.  
• Reliance
on energy sources stemming from use of  
fossil fuels: Addressed with our establishment of  
a Power Purchase Agreement (PPA).  
Climate-related considerations in remuneration  
We did not in 2024 assess performance against  
absolute GHG emission reductions targets (goals).  
However climate related considerations are factored  
into the remuneration of the Executive Management  
in terms of our target to implementing ener-  
gy-saving solutions to reduce future CO2e emissions.  
With this goal, 3.33% of the total remuneration  
derive from climate-related considerations.  
The targets, referred to as goals below, were  
defined before the final adoption of the CSRD and  
the ESRS and is as such not aligned with the defi-  
nition of targets to address material IROs, but they  
address key sustainability elements. Each of the  
three goals have equal weight.  
• Access
to medicine strategy in Low-Income Coun-  
tries (LICs) and Lower-Middle-Income Countries  
(LMICs): Addressed with the introduction of our  
Access strategy.  
Bavarian Nordic
Annual Report 2024  
44  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Interests and views of stakeholders  
Risk management and internal controls  
over sustainability reporting  
In 2024, we established an ESG Finance department  
to lead the task of sustainability reporting. Working  
with the Corporate Sustainability department, ESG  
Finance collects and controls
sustainability data  
from relevant business areas, including, but not  
limited to Environment, Health and Safety (EHS),  
and People, Organization, and Sustainability (PO&S).  
These departments are responsible for the accuracy  
and completeness of the data which feeds into how  
we report on sustainability matters.  
• The
sustainability reporting process is supported  
by our governance framework. This framework  
includes management reviews of the sustaina-  
bility reporting process and contents, including  
information on reporting risks during meetings  
with the Finance, Risk and Audit Committee. A  
final approval of the full annual report from the  
Board of Directors occurs on an annual basis.  
We have regular engagements with key stake-  
holders either through the double materiality  
assessment process and/or through interactions  
with lines of business as illustrated in the stake-  
holder overview table.  
consumers and end-users inform the strategy and  
business model in a variety of ways.  
Interests and views of our own workforce  
We strive to integrate the rights, interests, and  
perspectives of our workforce into our strategy and  
business model, including respecting and upholding  
human rights. Our approach is designed to identify,  
address, and manage material impacts related to  
our operations, including those affecting workforce  
health, safety, and well-being. By embedding these  
considerations into our decision-making processes,  
we aim to foster a positive and sustainable impact  
on our employees while proactively mitigating  
any adverse effects, ensuring that the workforce  
remains a key contributor to sustainable value chain  
creation.  
Our engagements are integrated into our business  
model via dialogue directly with stakeholders  
several times yearly and through their represent-  
atives to enable an understanding of stakeholder  
concerns, expectations and viewpoints. These inter-  
actions have informed our due diligence and double  
materiality assessment processes.  
• Additionally,
the external auditor provides limited  
assurance on our compliance with the CSRD and  
the ESRS disclosures, including evaluations of  
the information presented in the sustainability  
statements. Further details can be found in the  
independent auditor's assurance report.  
Key risks associated with sustainability reporting  
include potential inaccuracies, inconsistencies, or  
misstatements due to human error, incomplete data,  
or fraud. These risks are amplified by our growth in  
recent years. To address these risks, we have estab-  
lished various controls and procedures:  
In addition to our ongoing stakeholder engagement,  
we have organized formalized sessions as part  
of our double materiality assessment process to  
engage both directly with stakeholders and through  
proxy representatives.  
To enhance our understanding of reporting risks, the  
ESG Finance department conducted a comprehen-  
sive, metric-level risk assessment. This assessment  
pinpointed selected areas in quantitative data  
needing stronger controls, directly informing the  
development of our ESG Accounting Handbook. The  
handbook provides clear definitions, scope, method-  
ologies, and data quality standards, all aligned with  
ESRS requirements. The handbook acts as a guide  
for reporting sustainability information into the  
software, enabling us to standardize the sustaina-  
bility reporting process and reduce human error and  
material misstatement.  
• We
have implemented a single, consolidated  
system where all sustainability data is gathered  
via a dedicated ESG software platform which  
informs our risk assessment approach. The plat-  
form is equipped with access controls and input  
validation mechanisms to ensure transparency,  
quality assurance, and data traceability. In addi-  
tion, sustainability data is aligned with the ESRS  
accounting policy requirements which further  
reduces the risk of material misstatement.  
We recognize that our strategy and business model,  
including the intensive nature of certain operational  
activities, might create health and safety concerns  
and negatively impact the health and safety of our  
own workforce. To mitigate the negative impact  
that may come to exist, we have established an  
Employee health & safety organization that supports  
regular monitoring, reporting, and implementation  
of preventative measures.  
These sessions have aimed to identify and assess  
relevant topics as well as capturing the interests and  
views of our stakeholders in our due diligence and  
double materiality assessment process, as further  
detailed in the double materiality process.  
The outcome of our engagement related to the  
interests, views and rights of people in our own  
workforce, our value chain workers and our  
Bavarian Nordic
Annual Report 2024  
45  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Through engagement surveys, forums, and open  
communication channels, opportunities to enhance  
work-life balance for our employees have been  
revealed. Following this, we have established  
policies that support flexible working arrangements,  
and programs that enhance employee well-being to  
address these concerns. Through dialogue with this  
stakeholder group, they continuously provide input  
to our strategy and business model, ensuring that  
the workforce remains a key contributor to sustain-  
able value chain creation.  
Interests and views of  
advancing our mission to address global health  
challenges effectively.  
Informing administrative and  
consumers and end-users  
supervisory bodies  
As a provider of critical healthcare solutions, our  
strategy and business model is designed to deliver a  
positive impact on our consumers and end-users. As  
a pioneering force in vaccines, our core purpose is to  
expand access to life-changing solutions. This aligns  
directly with our commitment to prevent the spread  
of infectious diseases and provide vaccines to  
endemic countries, contributing to improved public  
health outcomes globally and mitigating the risks  
associated with infectious disease outbreaks.  
On an annual basis, stakeholder views and inter-  
ests are communicated to the Board and Executive  
Management during our goal-setting processes,  
where individual and departmental goals are  
aligned with overall corporate objectives. Further-  
more, the Board, relevant committees and Executive  
Management are informed about our sustainability  
related impacts on an ad hoc basis throughout the  
year. This specifically relates to potential negative  
risks and impacts, that requires assessment within a  
timely matter.  
Our quality and safety processes and procedures  
support the continuous collection, evaluation, and  
management of safety data and quality control.  
These systems are supported by procedures for  
reporting adverse events, reactions, and product  
quality complaints, enabling us to respond promptly  
and transparently.  
Amendments to strategy and/  
or business model  
Interests and views of workers  
in the value chain  
To ensure these impacts are meaningful and  
As we engage regularly with our stakeholders and  
incorporate their views and interests, we continu-  
ously assess and amend our strategy and business  
model to ensure alignment with their expectations.  
Our commitment remains focused on fostering  
sustainable growth and delivering innovative, life-  
saving vaccine solutions that expand our reach and  
impact. This strategic foundation is informed by the  
collective interests and perspectives of our diverse  
stakeholder base. While stakeholder engagement is  
an integral part of our approach, we currently do not  
have initiatives specifically designed to address the  
requirements of the CSRD to integrate stakeholder  
views directly into our overall business model and  
strategy.  
We strive to actively collaborate with suppliers and  
partners to respect human rights and labor prac-  
tices throughout the value chain. Through ongoing  
supplier and business partner engagement, directly  
via the responsible lines of business or indirectly  
via credible proxies, we monitor and identify  
impacts and risks in relation to respecting the  
rights of affected workers in our value chain. The  
insights gained through engagements inform our  
decision-making in relation to selection of suppliers  
and setting forth strategic initiatives, including the  
further development of our Responsible Value Chain  
Program (see Workers in the value chain).  
sustainable, we actively engage with stakeholders  
directly or through credible proxies in various initi-  
atives, including advisory boards, Medical Science  
Liason visits to HCPs, participation in congresses,  
and medical events. These ongoing engagement  
initiatives allow us to understand the needs,  
expectations, and concerns of our stakeholders.  
This insight is critical in enabling us to adapt our  
strategy and business model to better address these  
needs, ensuring our solutions remain relevant and  
impactful. By maintaining a close dialogue with our  
stakeholders, we are continuously informed and  
equipped to refine our approach, supporting posi-  
tive outcomes for consumers and end-users while  
To strengthen the integration of stakeholder  
perspectives into decision-making going forward,  
we expect the double materiality assessment (DMA)  
process to serve as a systematic, annual initiative  
to ensure the Board and Executive Management are  
consistently informed about stakeholder priorities  
and concerns.  
Bavarian Nordic
Annual Report 2024  
46  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Stakeholder overview  
ESRS 2 - table 1  
Stakeholders  
Employees  
How engagement is organized  
Purpose of engagement  
Outcomes of engagement  
•
Inclusion of employee perspectives through representation by  
employee-elected board members  
•
•
•
Encourage employees to actively participate in shaping and  
influencing an inclusive workplace and working environment  
•
•
•
•
•
•
Increased engagement and employee influence  
Local agreements on changes and improvements  
Including engagement as a regular topic on team meetings  
Actions that support individual development  
Reduced employee turnover  
•
•
Employee relations and occupational health and safety  
Fostering a culture where employees feel valued, heard, and  
motivated to contribute  
Frequent and ongoing dialogue with worker councils in relevant  
countries several times yearly  
Gathering EHS (Environment, Health, Safety) feedback to ensure  
continuous improvement of workplace  
•
•
Employee engagement surveys at least annually  
Safe and inclusive workplace for both off-site and on-site  
workers  
Development dialogues between employee & manager  
at least twice yearly  
•
Dialogue forums with employees, e.g. 1 to 1, team meetings,  
and town halls  
Workers in the  
value chain  
•
•
Industry collaborations membership in the Pharmaceutical  
Supply Chain Initiative (PSCI)  
•
•
To gather an understanding of the working conditions provided  
•
•
Desired long-term outcome: safe workplace for both off-site and  
on-site workers in our value chain  
Collect knowledge to build on our responsible value chain  
program, and capture the needs of the stakeholder group  
Engaging with own workforce as proxy advisors for the workers  
in the value chain  
Building our responsible value chain program  
Consumers &  
end-users  
•
•
Advisory boards  
•
Collecting insights and feedback to inform our research agenda  
and communication needs  
•
•
Research developed in function of needs of the public health  
community and HCPs  
MSL (Medical Science Liaison) visits to HCPs (Health Care Profes-  
sional), and reporting of insights  
Communication adapted towards the needs of HCPs  
•
Participation congresses, and reporting of insights  
Suppliers &  
Business  
Partners  
•
•
Business partner due diligence  
•
•
•
To meet the demands of the market  
•
Continuously implement sustainability clauses into contracts at  
relevant suppliers & business partners  
Implementing ESG into contract at CMO (Contract Manufacturing  
Organization)  
To alleviate internal production capacity  
•
•
•
Aligning on mutual sustainability actions and ambitions  
Business continuation plans  
Assess and manage business ethics risks of third-party interme-  
diaries  
•
•
•
•
Member of the Pharmaceutical Supply Chain Initiative (PSCI)  
Supplier due diligence/code of conduct  
Industry collaborators  
Aligning business ethics requirements with third-party interme-  
diaries  
Regular supplier relationship management  
Bavarian Nordic
Annual Report 2024  
47  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Stakeholders  
How engagement is organized  
Purpose of engagement  
Outcomes of engagement  
Investors,  
analysts &  
media  
•
•
•
•
•
•
•
Investor/sell-side meetings  
•
Provide relevant, timely, and accurate information about stra-  
tegic, economic, financial, operational, and scientific affairs of  
the company  
•
•
•
•
•
Supporting fair valuation of Bavarian Nordic shares  
Improved transparency and disclosure of information  
Maintained existing shareholder relations  
Investor roadshows & conferences  
Stock exchange announcements  
Conference calls  
Continued attraction of potential shareholders  
Identified improvements in ESG targets  
Capital Market Days  
Annual General Meetings  
ESG questionnaires and ratings  
Industry bodies  
& regulators  
•
•
Direct dialogue with policymakers  
•
•
Sharing data analysis, reviews, studying data  
•
•
Provide information for policy makers to make a decision on  
product use  
Regulatory advice on manufacturing development plans,  
non-clinical and clinical studies  
Gain the regulators alignment on processes related to nonclinical  
studies, clinical trials, and manufacturing processes  
Implementation of latest regulations, ensuring compliance to  
good practice guidelines (GxP) in product development  
•
•
•
External ethical committees for clinical and animal studies  
Submission of marketing approval of a product with regulators  
•
Compliance with international ethical standards for human  
research and animal welfare  
•
•
Safe and ethical practices for patients and animals  
•
•
To obtain a marketing license for a product  
Compliance with regulatory Good Practice (GxP) standards so  
consumer safety and product quality standards are met  
Submission of new product information or changes to product  
information for request for dialogue with regulatory agencies on  
product information  
To discuss and align on product information contained within the  
label to maintain compliance and accuracy  
•
Aligned product information agreed on with the regulatory  
agencies which is used to inform HCP’s about the product  
Animals for  
testing (silent  
stakeholder)  
•
Direct communication between Bavarian Nordic appointed  
animal welfare officer and internal animal welfare committee  
•
•
Optical treatment to and prevent any pain to animals  
•
•
•
Continuous improvement of animal housing conditions  
Continuous improvement of animal (mouse) handling  
Provide a forum for discussions on concrete measures to opti-  
mize animal welfare  
Upholding the 3R principles: reduction, refinement, and replace-  
ment  
•
Timely identification of potential problems  
•
•
Constant refinement of animal monitoring criteria  
Improving processes and inclusion of employee perceptions in  
animal testing procedures  
Bavarian Nordic
Annual Report 2024  
48  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
The double materiality  
assessment process  
The 2024 DMA was conducted in accordance with  
the ESRS requirements and constitutes the first of  
its kind. The DMA process was led by the Corporate  
Sustainability department and supported by an  
external sustainability consultancy. The assessment  
identified and evaluated our actual and potential  
positive and negative impacts, risks and opportu-  
nities (IROs) as well as the connections between  
these. This evaluation determined the materiality  
of sustainability matters, considering the sub-topics  
and sub-sub-topics in the ESRS.  
The steps performed in the 2024 DMA process included:  
Mobilization and hypothesis:  
identifying sustainability matters  
Stakeholder engagement  
Validation session  
Finalization and documentation  
The assessment reviewed the sustain-  
ability matters outlined in the ESRS  
in the context of our own activities,  
business relationships, key activities  
and actors within the value chain, as  
detailed in ESRS 1 AR16. The process  
included an evaluation of material  
IROs among industry peers to provide  
a sector-specific perspective and to  
identify potential topics relevant to us,  
especially those that may give rise to  
heightened risks of adverse impacts.  
Subject matter expert insights were  
gathered to identify IROs through open  
interviews and by reviewing relevant  
documents. These interviews were  
prepared following a review of internal  
documents identified beforehand.  
Each interview was structured around  
sustainability matters and subtopics  
specific to the internal or external  
stakeholder in question. Sustainability  
matters were discussed on an individual  
basis, with a focus on pinpointing the  
most significant IROs. Once potentially  
high-scoring IROs were identified,  
the interview proceeded to the next  
sustainability matter.  
We held one internal validation session  
with Executive Management to help  
determine the final decisions regarding  
the materiality of each sustainability  
matter. The session evaluated whether  
the materiality thresholds were appro-  
priately set and whether the outcomes  
of both material and non-material  
sustainability matters provided a fair  
and accurate representation of our  
material IROs related to people and the  
environment.  
Following the validation sessions,  
IROs were finalized with a pres-  
entation summarizing the method,  
process and results of the DMA.  
The completed list of IROs was  
presented to the Danish Bavarian  
Nordic Workers Council, reviewed  
and signed off by our Executive  
Management and approved by  
the Board of Directors based on  
recommendation for approval by the  
Finance, Risk and Audit Committee  
(FRAC).  
The process and methodology of the 2024 DMA  
included the establishment of thresholds, and a  
scoring system based on the principles laid out  
in ESRS 1. Internal subject matter experts were  
selected to participate in a series of workshops  
based on their in-depth knowledge of affected  
stakeholders and users of the sustainability state-  
ments. The internal subject matter experts repre-  
sented external stakeholders such as suppliers,  
investors and employees.  
After the interviews, the identified IROs  
were compiled and sent back to the  
respective subject matter experts for  
validation of scoring, with particular  
emphasis on assessing IROs at a gross  
level. Any newly identified documents  
or stakeholders uncovered during the  
interviews were considered for addi-  
tional engagement.  
Bavarian Nordic
Annual Report 2024  
49  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Scoring thresholds and methodology  
Decision-making and internal  
Key assumptions  
or stakeholders, this was mitigated by reviewing  
material IROs against industry peers.  
The thresholds and time horizons used for scoring  
IROs were inspired by our Enterprise Risk Manage-  
ment (ERM) methods to the greatest extent possible,  
however, this was adjusted where not possible.  
Internal subject matter experts were tasked  
control procedures  
• Point-in-time
assessment. Sustainability issues  
evolve over time, influencing their impact, risk,  
and significance for us or affected stakeholders.  
The DMA conducted in mid-2024 provides a snap-  
shot of material IROs at that specific point in time.  
Key decisions during the process pertained to  
identifying internal subject matter experts and IROs,  
scoring sustainability matters, assessing their mate-  
riality, and conducting a final review and sign-off of  
the DMA processes.  
Additional internal documents and data as well as  
external sources such as scientific articles, reports  
and regulatory information were used as proxies to  
identify and assess material IROs.  
with scoring the IROs, which were then sent and  
reviewed by senior management. Actual impacts  
were assessed on a gross basis, i.e., there was no  
distinction between inherent and residual impacts,  
while potential impacts and risks were assessed for  
severity/size of financial effect on a gross basis and  
assessed for likelihood on an inherent basis.  
• Anticipated
financial effects. The financial effects  
of sustainability matters were assessed quali-  
tatively. Given the early stage of understanding  
these impacts, risks, and opportunities, quanti-  
fying them was deemed premature at this stage.  
The Corporate Sustainability department identified  
internal subject matter experts with consultation  
from an external consultancy team. Regular "sense  
checks" were conducted throughout the process to  
verify that no IROs were overlooked or insufficiently  
considered.  
Future steps: integration,  
monitoring and review  
Currently, there is no formalized process to integrate  
the DMA results of impacts, risks and opportunities  
into our Enterprise Risk Management (ERM) process,  
although both processes influence and inspire one  
another.  
• Best
available knowledge. Evaluations of  
potential impacts, outcomes, and effects were  
performed by individuals with industry expertise,  
using the best information available. However,  
research and comprehension of sustainability  
matters vary depending on the topic.  
The scoring parameters used throughout the process  
were based on the ESRS:  
IRO scoring was systematically tracked using an IRO  
workbook to maintain consistent application of the  
methodology. Each IRO score was accompanied by  
a rationale, including the possible interconnections  
between impacts and financial risks and opportu-  
nities. Double materiality assessments of the IROs  
were made based on predetermined criteria, with  
input from all participants, and were approved  
during workshop and validation sessions.  
The 2024 DMA forms the baseline for future DMAs  
conducted under the CSRD. We will conduct an  
annual review of the DMA and its findings to  
account for evolving trends, shifting assumptions,  
changing contexts, and new regulatory develop-  
ments. When deemed necessary, an evaluation  
of the DMA process will be carried out to ensure it  
continues to accurately reflect our material IROs.  
• Impact
materiality: Scale, scope, irremediability,  
likelihood (based on if an impact is positive/nega-  
tive and actual/potential). For potential negative  
human rights impacts, severity (assessed based on  
scale, scope and irremediability) took precedence  
over the likelihood of the impact when scoring.  
For positive impacts, materiality was determined  
according to scale, scope and (for potential positive  
impacts), likelihood. These adjustments are made  
in alignment with ESRS 1, 45.  
• Use
of internal stakeholders as proxies. Internal  
stakeholders (also referred to as subject matter  
experts) acted as representatives for external  
parties such as suppliers, investors, and  
employees. The subject matter experts were  
selected for their insights and acted as proxies in  
the absence of direct external engagement.  
The validation sessions focused on sustainability  
matters where scoring was close to the threshold  
of materiality so that borderline cases could be  
resolved. The sessions were rooted in the initial  
scoring made by internal subject matter experts,  
which was subsequently complemented by the  
collective knowledge of Executive Management.  
The IRO-2 disclosures include the index of ESRS  
disclosure requirements and the list of data points  
that derive from other EU legislation.  
• Financial
materiality: Financial magnitude of risk/  
opportunity, likelihood, and the nature of the  
financial effect.  
• Identification
of relevant stakeholders and  
impacts. Our subject matter experts identified  
relevant stakeholders and potential impacts using  
their expertise and the best available knowledge.  
While there is a risk of missing certain impacts  
Bavarian Nordic
Annual Report 2024  
50  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Climate change DMA process  
This process evaluated energy efficiency initiatives,  
such as the implementation of LED lighting and heat  
pumps to reduce operational emissions. We also  
explored the purchase of renewable energy certifi-  
cates and measures to decarbonize our value chain,  
such as engaging suppliers through responsible  
sourcing standards.  
Near-term (present-2040), where initial impacts like  
increasing heatwave frequency and water scarcity  
are expected to begin affecting operations;  
Energy usage and technology assumptions: The  
transition scenarios evaluated the expected shift  
towards clean energy sources and the adoption  
of low-carbon technologies like heat pumps and  
electrification of vehicles. These assumptions were  
critical in assessing how quickly our facilities and  
supply chains could adapt to future regulations and  
market changes.  
Our DMA is the foundation upon which we assess  
and determine material IROs. Climate-related IROs  
are a fundamental part of that assessment. Addi-  
tionally, our assessments based on the TCFD recom-  
mendations also inform this process to identify and  
assess material climate-related IROs.  
Medium-term (2040-2060), where the severity of  
extreme weather events is anticipated to increase  
further.  
To integrate the identification and management  
of climate hazards and/or the risks posed by the  
transition to a low-carbon economy into our existing  
systems and processes, we have integrated climate  
assessments into our Enterprise Risk Management  
(ERM) process. The ERM process is coordinated by  
the Finance department with responsibility for over-  
seeing our ERM program and reports to the Finance  
Risk and Audit Committee. Each risk has a defined  
risk mitigation plan directed by relevant members of  
the senior leadership team.  
We assessed climate-related physical and transi-  
tion risks and opportunities against two physical  
and two transition scenarios under different time  
periods. This analysis covered our own operations  
and our upstream and downstream value chain.  
These time horizons were selected based on the  
expected lifetime of our assets, strategic planning  
horizons, and the evolving capital allocation plans  
for infrastructure upgrades.  
Macroeconomic trends: The analysis considered  
trends like rising carbon prices and the introduction  
of emissions trading schemes, which could increase  
operational costs and affect our competitiveness.  
For the transition risk assessment, the Net Zero  
Emissions by 2050 Scenario and the Stated Poli-  
cies Scenario from the 2022 World Energy Outlook  
report, published by International Energy Agency  
were selected. These scenarios represent a ‘worst  
case’ and a ‘favorable case’ respectively, enabling  
a stress test of our resilience to the transition to a  
low-carbon economy. These scenarios were consid-  
ered over three-time frames: short-term (present-  
2025), medium-term (2025-2030) and long term  
(2030–2040).  
Scenario analysis  
The transition risk assessment covered both tran-  
sition risks and opportunities. For each risk and  
opportunity, the scenario analysis assessed different  
points in time and the potential impact on our  
business was classed between very low to very high  
based on predefined materiality criteria, including  
financial and reputational thresholds. The outcomes  
of the scenario analysis reflect the anticipated level  
of risk at those future points in time, rather than  
aggregated risks over that period.  
For the purposes of considering the physical risks  
that climate change may pose to us by mid-century,  
the Intergovernmental Panel on Climate Change's  
Shared Socioeconomic Pathway (SSP) 5-8.5 and 2-4.5  
were used. Assessing against these scenarios helps  
us identify climate-related hazards and how our  
assets and business activities are exposed to such  
hazards.  
In 2024, we reviewed our 2022 TCFD assessment.  
The review considered updated information,  
including the acquisition of two new sites, a  
refreshed governance structure, as well as new  
additions to our vaccine portfolio.  
The former is a ‘worst case-high emissions’ scenario  
that assumes ‘business-as-usual’, while the latter  
is considered a ‘middle of the road’ approach to  
mitigation and adaptation, with a reduction in GHG  
emissions and lower warming threshold than SSP5-  
8.5. The timeframes for our physical risk scenario  
analysis are split into:  
The key drivers considered in these scenarios  
include:  
The process to identify transition risks and oppor-  
tunities included our assets and business activities  
that may be deemed incompatible with or need  
significant efforts to be compatible with a transition  
to a climate-neutral economy in that it included  
scope 1 and 2 emissions, which allows us to track  
and identify high-emission assets or activities.  
The 2022 TCFD assessment involved a screening  
exercise across our facilities in Denmark to iden-  
tify sources of GHG emissions, primarily focusing  
on scope 1 and 2 emissions. Actual and potential  
impacts on climate change were assessed with  
specific emission data reported for heating, elec-  
tricity generation and transport emissions.  
Policy assumptions: For example, carbon pricing  
and increasing energy efficiency standards are  
central in both scenarios.  
Bavarian Nordic
Annual Report 2024  
51  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
The climate scenarios used in our analysis have  
related to biodiversity have been included in the  
assessment at this stage.  
Business conduct DMA process  
The identification of IROs in relation to business  
conduct matters involved a mapping of key activ-  
ities and locations within our value chain with  
elevated potential impacts or risks associated with  
corruption and bribery risks, and human rights  
violations.  
been evaluated in the context of our financial plan-  
ning and assumptions to ensure consistency. Specif-  
ically, the financial thresholds used in the scenario  
analysis, as well as the DMA, are consistent with  
the financial materiality thresholds of our Enterprise  
Risk Management system.  
To further investigate potential impacts, we initiated  
a long-term biodiversity monitoring project, which  
involves daily data collection on insect species  
diversity and abundance at our Kvistgaard and Bern  
production sites. The results will be compared to  
reference sensors and can guide potential future  
mitigation efforts. We have not consulted with  
affected communities or performed other commu-  
nity involvement regarding shared biological  
resources or ecosystems.  
DMA process for remaining  
environmental topics  
During the DMA process, interviews with internal  
subject matter experts were used to identify and  
assess pollution-related, water-related, biodiver-  
sity-related and resource use-related actual and  
potential impacts, risks and opportunities relating to  
our business activities. In our assessment of biodi-  
versity and ecosystems, we identified dependencies  
in our upstream value chain, specifically our reliance  
on horseshoe crab blood for endotoxin testing. Addi-  
tionally, site-specific biodiversity assessments were  
conducted for our production sites in Kvistgaard,  
Denmark, and Bern, Switzerland, using external  
sources as proxies. These assessments indicated  
a physical risk score of 2.5 (Low) for Bern and 3.5  
(Medium) for Kvistgaard. At the Kvistgaard site, a  
pond classified as a protected area under the Danish  
Protection of Nature Act §3 was identified. The pond  
serves as a rainwater retention tank for us and two  
neighboring companies. This highlights a depend-  
ency on ecosystem services, which we continue to  
monitor. However, no transition or systemic risks  
In relation to biodiversity-sensitive areas, the pond  
at our Kvistgaard site, classified as protected, is  
under external expert investigation to determine its  
habitats and associated species. As these investiga-  
tions have yet to be concluded, it is unclear whether  
biodiversity mitigation measures will be neces-  
sary. This ongoing analysis will guide any required  
actions to minimize potential impacts and ensure  
compliance with biodiversity-related obligations.  
Our assessments and actions reflect a commitment  
to understanding and addressing biodiversity and  
ecosystem-related dependencies and impacts.  
Monitoring and further evaluations will support our  
decisions on potential mitigation initiatives.  
Bavarian Nordic
Annual Report 2024  
52  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Material impacts, risks and opportunities  
The table on the following pages summarizes  
impacts, risks and opportunities (IROs) deemed  
material following our double materiality assess-  
ment.  
Similarly, as this is the first year of reporting in  
through our operations, resulting in minimal impact  
and negligible financial or reputational risk in these  
areas.  
accordance with the CSRD and the ESRS, we have,  
with regards to identified impacts, risks and oppor-  
tunities (IROs), not yet fully formalized processes to  
assess resilience in the context of the expectations  
laid out by the CSRD and the ESRS. General resil-  
ience considerations related to the identified mate-  
rial impacts, risks and opportunities were however  
captured on a qualitative basis through discussions  
with subject matter experts as part of the double  
materiality assessment process. This included the  
application of the same time horizons assessed in  
the double materiality assessment process.  
Determination of material information  
To determine the material information disclosed  
in our sustainability statements, we conducted  
an assessment of our material impacts, risks, and  
opportunities. This effort was carried out through  
close collaboration between the Corporate Sustaina-  
bility department and the ESG Finance department,  
ensuring an integrated approach across functions.  
The process was designed to align the disclosed  
information with the outcome of the DMA with the  
priorities of our key stakeholders while supporting  
our business strategy. See the section The double  
materiality assessment process for the full descrip-  
tion of this process, including the use of thresholds  
and the implementation of criteria related to mate-  
rial matters and materiality of information.  
The majority of the identified IROs across the  
environmental, social and governance topics are in  
our own operations, closely tied to the manufac-  
turing of vaccines. For IROs in our downstream value  
chain, these are generally related to consumers and  
end-users of our vaccines. The identified material  
impacts originate from activities closely related  
to our business model and are deemed to affect  
people and the environment to varying degrees,  
depending on our ability to manage these matters  
accordingly. There are no significant current finan-  
cial effects of our material risks and opportunities.  
Further descriptions of each IRO are found in the  
respective topical ESRS.  
Disclosure requirements covered  
in the sustainability statements  
Double materiality assessment  
for other topics  
As these sustainability statements mark our first  
year of compliance with the CSRD and the ESRS, our  
material IROs have not been identified, or presented  
in this manner, in previous sustainability reports.  
Our 2024 DMA
therefore also forms the baseline  
for future DMAs conducted, and all IROs identified  
in the 2024 DMA are covered by ESRS disclosure  
requirements.  
The identified impacts, risks, and opportunities  
related to Water and Marine Resources and Affected  
communities were not deemed material because  
they did not meet the materiality thresholds estab-  
lished during the double materiality assessment.  
Our operations, which primarily involve the produc-  
tion of vaccines, are not heavily water-dependent  
and do not materially affect any communities  
Bavarian Nordic
Annual Report 2024  
53  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
List of material impacts, risks and opportunities (IRO)  
ESRS 2 - table 2  
Location in our  
value chain  
Expected time  
horizon  
Applicable ESRS  
sub-topic/sub-sub-topic  
Name of IRO  
Description  
Type  
E1 – Climate change  
Climate change  
adaptation  
Extreme weather events in supply  
chain  
Cases of extreme weather events events, without existing mitigating actions, could have potential impacts  
on production and transportation, specifically in relation to shortages and delayed deliveries from Contract  
Manufacturing Organizations and supply of raw materials.  
Risk  
Risk  
●
●
●
Climate change  
adaptation  
Extreme weather events at  
production sites  
Due to weather related effects of climate change, without existing mitigating actions, there could be an  
increased frequency and intensity of extreme weather events, such as storms and floods. These extreme  
weather events could disrupt manufacturing operations.  
●
Climate change mitigation  
GHG emissions contributing to  
climate change  
We emit greenhouse gasses as part of activities related to research, development, manufacturing and  
distribution of vaccines, processes which are dependent on various energy sources and use of fossil fuels,  
both in our own operations (Scope 1 and 2) and throughout our value chain (Scope 3).  
Actual negative  
impact  
●
●
●
●
●
Climate change mitigation  
Energy  
Systems controlling refrigerants  
A potential failure of systems controlling refrigerants which would result in a release of CO2 equivalents into  
the atmosphere.  
Potential negative  
impact  
●
●
●
●
●
●
●
●
Reliance on energy sources stem-  
ming from use of fossil fuels  
Our manufacturing processes partly rely on energy sources dependent on fossil fuels, which emit green-  
house gases and contribute to climate change.  
Actual negative  
impact  
E2 – Pollution  
Substances of concern  
Use of substances of concern  
A part of our processes in Research and Manufacturing makes use of substances classified as substances of  
concern which could be harmful to the environment and/or for people handling the substances.  
Actual negative  
impact  
●
●
●
●
●
●
●
●
Substances of very high  
concern  
Use of substances of very high  
concern  
A part of our processes in Research and Manufacturing makes use of substances classified as substances of  
very high concern which could be harmful to the environment and/or for people handling the substances.  
Actual negative  
impact  
Substances of very high  
concern  
Further restriction on the use of  
substances of very high concern  
We could face a risk in case of further regulatory restrictions on using SVHC's in our operations. Regulations  
banning the use of such substances could have a consequence on the manufacturing process and would  
require us to reformulate vaccines.  
Risk  
●
●
Bavarian Nordic
Annual Report 2024  
54  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
List of material impacts, risks and opportunities (IRO) - continued  
ESRS 2 - table 2  
Location in our  
value chain  
Expected time  
horizon  
Applicable ESRS  
sub-topic/sub-sub-topic  
Name of IRO  
Description  
Type  
E4 – Biodiversity and ecosystems  
Impacts on the state of  
species  
Reliance on horseshoe crabs for  
endotoxin testing  
Impact on horseshoe crabs (a species listed on the IUCN Red List) stems from our dependency on Limulus  
Amebocyte Lysate, (LAL). which is derived from horseshoe crab blood. The substance is used for endotoxin  
(safety) testing and is currently a part of our regulatory compliance with quality assurance processes for  
testing, and product release to ensuring safety of our vaccines.  
Actual negative  
impact  
●
●
●
●
●
●
Impacts on the state of  
species  
Continued regulation on  
horseshoe crab reliance  
The use of substances derived from horseshoe crabs, could pose a financial risk if various regulatory  
bodies, in geographies where we are present, do not align or adopt similar medium- to long-term  
phase-out provisions on the use of current testing methods, which would not allow us to harmonize any  
eventual phase-out.  
Risk  
E5 – Resource use and circular economy  
Resource inflows,  
including resource use  
Change of certain manufacturing  
practices can reduce resource use  
We are exploring opportunities to optimize production process which could potentially decrease resource  
inflow and at the same time increase productivity, amounts of certain vaccines produced per batch,  
improve COGS, and other benefits.  
Opportunity  
●
●
●
●
Further details are considered company sensitive as disclosed in General disclosures.  
Waste  
Waste from operations  
We generate waste from our research and manufacturing facilities, and non-recyclable waste is sent to  
either incineration and/or landfill, both of which negatively impacts the natural environment.  
Actual negative  
impact  
●
●
Bavarian Nordic
Annual Report 2024  
55  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
List of material impacts, risks and opportunities (IRO) - continued  
ESRS 2 - table 2  
Location in our  
value chain  
Expected time  
horizon  
Applicable sub/  
sub-sub-topic  
Name of IRO  
Description  
Type  
S1 – Own workforce  
Equal treatment and  
opportunities for all  
Equal treatment and  
opportunities  
Given our global presence and reliance on a highly skilled workforce, we may risk our ability to attract and  
retain talent if we do not keep momentum in current efforts and continuously develop initiatives to ensure  
that we maintain an inclusive and diverse workforce.  
Risk  
●
●
●
●
●
●
Health and safety own  
workers  
Health and safety of our  
workforce  
Some processes in our manufacturing facilities and research facilities could result in a negative impact on a  
person’s physical health.  
Actual negative  
impact  
●
●
●
●
●
●
●
●
●
●
Health and safety own  
workers  
Health and safety of  
non-employees  
Some processes in our manufacturing facilities and research facilities could result in a negative impact on a  
person’s physical health. This also applies to non-employees carrying out activities and services on behalf  
of us.  
Potential negative  
impact  
Working conditions  
Working conditions  
Work-life balance  
As an employer, we play a crucial role in shaping the work-life balance of its employees, ultimately  
impacting their overall well-being and job satisfaction.  
Potential negative  
impact  
Attraction and retention of talent  
and employees  
We are dependent on the ability to attract and retain talents for many functions. In situations of intense  
competition for skilled individuals, or other events leading to adverse impact on our image, this could  
impact our ability to perform.  
Risk  
S2 – Workers in the value chain  
Working conditions  
Health & safety of off-premise  
workers in the value chain  
Suppliers and partners in our value chain manage and handle chemicals, which can potentially have a  
direct impact on the health and safety of workers in the value chain.  
Potential negative  
impact  
●
●
●
●
●
●
●
Working conditions  
Health & safety of on-premise  
workers in the value chain  
We make use of external companies and individuals who carry out various services at our production sites,  
some of whom may be exposed to processes that could result in a negative impact on a person's physical  
health.  
Potential negative  
impact  
●
Bavarian Nordic
Annual Report 2024  
56  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
List of material impacts, risks and opportunities (IRO) - continued  
ESRS 2 - table 2  
Location in our  
value chain  
Expected time  
horizon  
Applicable sub/  
sub-sub-topic  
Name of IRO  
Description  
Type  
S4 – Consumers and end-users  
Personal safety of  
consumers and or  
end-users  
Potential adverse effects on  
patients enrolled in clinical trials  
During clinical trials, participants' health could be adversely affected from unexpected adverse reactions /  
events to a vaccine candidate in any stage of clinical trials.  
Potential negative  
impact  
●
●
●
●
●
●
●
●
●
●
Personal safety of  
consumers and or  
end-users  
Adverse effects due to vaccines  
administration  
Adverse events due to vaccine administration can happen and could negatively impact patient health.  
Potential negative  
impact  
Personal safety of  
consumers and or  
end-users  
Potential adverse effects on  
patients enrolled in clinical trials  
During clinical trials, adverse events linked to the drug substance represents significant risk as it could stop  
or pause the development of a vaccine candidate.  
Risk  
Risk  
Personal safety of  
consumers and or  
end-users  
Adverse events as a result of  
vaccine administration  
Adverse events as a result of vaccine administration can occur, and if not handled properly, could result in  
lawsuits and/or regulatory enforcement.  
●
●
●
●
●
●
Social inclusion of  
consumers and end users  
Prevention of spread of infectious  
diseases  
People who have been vaccinated with a vaccine for which we hold the market authorization, can through  
increased coverage contribute to the prevention of the spread of infectious diseases.  
Actual positive  
impact  
●
●
●
●
Social inclusion of  
consumers and end users  
Expanding access to vaccines in  
endemic countries  
We have an opportunity to distribute vaccines, in our current portfolio, to endemic low- and lower-mid-  
dle-income countries reaching markets currently not served. This could have a positive impact on under-  
served communities by reducing the spread of preventable infectious diseases.  
Potential positive  
impact  
Social inclusion of  
consumers and end users  
Vaccines can prevent the spread  
of infectious diseases due to  
climate change  
We have an opportunity to provide vaccines which can prevent the spread of infectious diseases which  
can be correlated to the effects of climate change. Therefore, through our Public Preparedness and Travel  
Health portfolio, we can have a positive impact on human adaptation to certain effects of climate change.  
Actual positive  
impact  
●
●
●
●
Bavarian Nordic
Annual Report 2024  
57  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
List of material impacts, risks and opportunities (IRO) - continued  
ESRS 2 - table 2  
Location in our  
value chain  
Expected time  
horizon  
Applicable sub/  
sub-sub-topic  
Name of IRO  
Description  
Type  
Social inclusion of  
consumers and end users  
Potential to breach responsible  
marketing standards  
For companies in the pharmaceutical industry, there are strict rules and regulations in place regarding the  
marketing to customers. These regulations vary across countries; however, violating these regulations or  
industry codes could lead to misinformation of health care workers, legal & financial penalties, fines, and  
damage to a company's reputation.  
Risk  
●
●
●
●
●
●
Social inclusion of  
consumers and end users  
Potential to further expanding  
vaccine portfolio  
We have an opportunity to develop or acquire new vaccines to our portfolio which could serve new disease  
areas and prevent the spread of infectious diseases.  
Opportunity  
Risk  
Social inclusion of  
consumers and end users  
Access barriers  
Distributing vaccines to a global market, we may face situations where access barriers can prevent or slow  
our ability to deliver vaccines to persons in need. Such barriers may be linked to local regulatory processes,  
lack of cold-chain transportation, affordability, etc., and could impact our ability to do business, and deliver  
vaccines, to certain markets.  
Social inclusion of  
consumers and end users  
Opportunity to prevent the spread  
of infectious diseases related to  
climate change  
With our current portfolio of vaccines, we have a growing opportunity to distribute vaccines that can  
prevent the spread of certain infectious diseases, whose increasing prevalence can be attributed to the  
impact of climate change on natural habitats.  
Opportunity  
●
●
●
Bavarian Nordic
Annual Report 2024  
58  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
List of material impacts, risks and opportunities (IRO) - continued  
ESRS 2 - table 2  
Location in our  
value chain  
Expected time  
horizon  
Applicable sub/  
sub-sub-topic  
Name of IRO  
Description  
Type  
G1 – Business conduct  
Animal welfare  
Use of mice in in-vivo studies  
To fulfill regulatory requirements in preclinical studies and, as part of certain batch-release protocols, we  
perform safety and efficacy tests through in-vivo studies (testing on mice). This negatively impacts the  
mice as studies can cause various levels of pain and/or distress, and we are required to euthanize the mice  
at the end of the study.  
Actual negative  
impact  
●
●
●
●
●
Animal welfare  
Potential for in-vitro studies in  
batch-release testing  
We have an opportunity to move away from in-vivo studies in batch release testing (testing in mice) to  
in-vitro studies which would not require the testing on mice in conjunction with batch releases. This would  
represent a reduction in the number of mice needed for testing, and a financial opportunity to save on  
costs compared to in-vivo testing.  
Opportunity  
●
●
Corporate culture  
Challenges in maintaining the  
corporate culture  
As we undergo high growth of onboarding new employees, and as a fast-developing company, we may  
negatively impact employees if we do not manage to maintain a healthy and sound corporate culture on  
how we best work together.  
Potential negative  
impact  
●
●
●
●
Corruption and bribery  
Breach of bribery and corruption  
laws  
We operate in an industry where interactions with government officials and health care professionals is a  
prerequisite of doing business, and breach of these requirements risk severe legal and financial penalties.  
Risk  
●
Bavarian Nordic
Annual Report 2024  
59  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Environmental  
Bavarian Nordic
Annual Report 2024  
60  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Climate change
Pollution  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Transition plan for climate change mitigation  
Climate change  
We recognize the need to address climate change  
and align with the goals of the Paris Agreement. In  
response to assessing material impacts, risks and  
opportunities, we undertook a review of our green-  
house gas emissions and decarbonization strategies.  
A transition plan has been developed and it outlines  
the steps we will take in advancing our commitment  
to reducing our GHG footprint.  
The analysis included a qualitative assessment of  
E1  
potential locked-in GHG emissions from Scope 1 and  
2 sources. This assessment focused on identifying  
emissions associated with long-term, energy-inten-  
sive assets that may hinder future reductions if not  
managed proactively. By analyzing these assets, we  
were able to pinpoint areas where emissions might  
persist due to operational dependencies on fossil  
fuels or legacy systems. This insight has informed  
the decarbonization strategy, allowing us to prior-  
itize interventions that mitigate transition risks and  
align more closely with a 1.5°C reduction pathway.  
In 2024, we initiated a feasibility analysis to assess  
the compatibility of our GHG emission reduction  
targets with a 1.5°C pathway. Recognizing the  
importance of adhering to the Paris Agreement,  
we align with the Science-Based Targets initiative  
(SBTi), aiming to secure third-party validation for  
our emissions trajectory, thereby reinforcing the  
integrity and transparency of our commitments.  
Bavarian Nordic is not excluded from the EU Paris-  
aligned benchmarks.  
The feasibility analysis forms the starting point in  
our efforts in relation to climate change mitigation.  
Approved by Executive Management, the analysis,  
targets and transition plan reinforce our commit-  
ment to mitigating material climate change-related  
impacts and risks and subsequently constitute an  
alignment with our overall business strategy and  
financial planning.  
Bavarian Nordic
Annual Report 2024  
61  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Climate change
Pollution  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Our decarbonization strategy has identified specific  
levers for reducing Scope 1, 2, and 3 emissions. The  
approach included four steps: target determina-  
tion, identifying decarbonization levers, modelling  
emissions reduction pathways, and selecting the  
most feasible path forward. Key actions and targets  
include the following, which are elaborated on the  
following pages:  
we have in the fourth quarter of 2024 signed a  
5-year power purchase agreement (PPA) for our  
Danish manufacturing site, shifting our reliance  
on energy sources stemming from fossil fuels, to  
energy from solar and wind power. We have not  
reported any economic activities that are covered by  
delegated regulations on climate adaptation or miti-  
gation under the Taxonomy regulation, and as such  
none of the CapEx, CapEx plans, or OpEx currently  
aligns with the criteria established in Commission  
Delegated Regulation 2021/2139.  
mizing energy systems across sites, transitioning to  
renewable energy and electrifying key operational  
systems to reduce dependence on fossil fuels.  
Material impacts  
and risks  
The double materiality assessment (DMA) described  
in General disclosures determined the following  
impact and risks associated with climate change. No  
opportunities were found in the assessment.  
IRO  
Systems controlling refrigerants  
The potential failure of systems controlling refrig-  
erants could, without existing mitigating efforts  
potentially cause, a release of CO₂ equivalents.  
Refrigerants have a high global warming potential,  
and any malfunction of the containment systems  
could lead to a release of GHG emissions.  
Scope 1 & 2  
In 2022, we performed a climate scenario analysis,  
as described in General disclosures. This analysis  
provided input for the DMA, while the results  
informed the identification and description of the  
following climate-related impacts and risks.  
A 42% reduction in Scope 1 and 2 emissions by  
2030 from a 2023 base year, guided by an absolute  
reduction trajectory aligned with a 1.5°C pathway.  
This reduction will be achieved through optimizing  
energy systems across global sites, transitioning  
to renewable energy through power purchasing  
agreements (PPAs) and electrifying key operational  
systems to reduce dependence on fossil fuels.  
This potential impact originates directly from our  
reliance on temperature-sensitive operations,  
particularly in the manufacturing, storage, and  
distribution of biopharmaceutical products. The  
use of refrigerant systems is essential to maintain  
the stability and efficacy of temperature-sensitive  
products.  
IRO  
GHG emissions  
Our operations generate greenhouse gas (GHG)  
emissions, which arise from our business model;  
research, development, manufacturing, and distri-  
bution of vaccines, which are reliant on energy  
sources that include fossil fuels. These activities  
produce Scope 1 and Scope 2 emissions from our  
own operations, as well as Scope 3 emissions  
throughout our value chain.  
Scope 3  
For Scope 3 emissions, we developed a supplier  
engagement overview to assess target maturity  
and alignment across our top-spend suppliers.  
This overview illustrates the maturity level of key  
suppliers and how they align with our ambition  
levels in relation to climate change mitigation. This  
first step of establishing a supply chain mapping  
allows us to make informed decisions supported by  
data, ensuring realistic targets. We have not set an  
absolute reduction target for Scope 3 emissions.  
To mitigate this risk, all refrigeration units are  
inspected and serviced annually according to  
legislation in Denmark and the EU. We have service  
agreements for inspection & maintenance of all  
units every year which includes leak testing for  
refrigerants. Some units are inspected four times  
per year, over and above requirements because of  
cold storage of production critical materials and final  
products.  
This short-, medium-, and long-term impact contrib-  
utes to climate change, impacting the environment  
by intensifying global warming and associated risks.  
We mitigate this impact by actioning several scope 1  
and 2 decarbonization levers which include opti-  
The transition plan was approved in late 2024 and  
serves as a first step in our progress. Additionally  
Bavarian Nordic
Annual Report 2024  
62  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Climate change
Pollution  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
IRO  
floods, storms, or heatwaves, have the potential to  
delay or disrupt supplier deliveries.  
Currently, we work with minimum inventory levels,  
and have business continuity plans in place, and we  
are further assessing what can be done in case of  
such events.  
ciency and reduce future emissions. By enhancing  
energy systems within production facilities and  
office buildings, we aim to further reduce overall  
energy consumption impact on Scope 1 and 2 emis-  
sions while also delivering operational cost savings.  
Reliance on energy sources  
stemming from use of fossil fuels  
Our manufacturing processes rely partly on energy  
sources that originate from fossil fuels. This reliance  
creates leads to release of GHG emissions associated  
with fossil fuel combustion, contributing directly to  
climate change.  
This could have a cascading effect on our busi-  
ness model, leading to increased costs and delays  
although our current financial position has not been  
affected. To mitigate the potential risk further, we  
use dual sourcing and work with minimum inven-  
tory levels.  
Policies  
In 2024, we secured a Power Purchasing Agreement  
for our Danish manufacturing site, covering our  
Danish manufacturing with renewable electricity  
and reducing Scope 2 market-based emissions  
significantly in the coming years.  
Our internal governance documents drive the  
management of climate change-related Impacts and  
Risks, however we currently do not have policies  
related to climate change mitigation, adaptation,  
energy efficiency or renewable energy deployment.  
A climate-related policy has not been drafted as we  
have focused on and allocated resources to estab-  
lishing SBTi targets, including an evaluation of the  
most efficient decarbonization levers to reduce GHG  
emissions.  
As part of an effort to mitigate this impact, we have  
signed a Power Purchase Agreement for our Danish  
manufacturing site to source a portion of our energy  
from renewable sources, which is a key step toward  
reducing fossil fuel dependency. This effort is one  
of the decarbonization levers helping advance our  
near-term targets and contributes to a significant  
decrease of our market-based scope 2 emissions.  
IRO  
Extreme weather events  
at production sites  
We have addressed our Scope 3 emissions by devel-  
oping a supplier engagement dashboard to evaluate  
and track the climate target maturity of our top  
suppliers. This program prioritizes suppliers within  
Purchased goods, Services, Capital goods, and  
Upstream transportation and distribution. By 2029,  
we have an ambition that 70% of our suppliers, by  
spend in Purchased goods and services, and 90%  
by spend in Upstream transportation, will have  
committed to setting science-based targets. This  
initiative supports our broader climate strategy by  
ensuring that key partners align with our values and  
reduction targets.  
Without current mitigation efforts, production sites  
could face a physical risk from extreme weather  
events, such as flooding, which could disrupt  
manufacturing operations at our production sites.  
The increased frequency and intensity of storms  
and floods, driven by climate change, could impact  
facility integrity and production continuity in the  
medium-term. This risk could lead to increased oper-  
ational costs, repair cost, operational downtime, and  
preventive infrastructure investments.  
Our strategy and business model demonstrate  
increased resilience in addressing this material  
impact through the signing of a Power Purchase  
Agreement for our manufacturing site in Denmark,  
signaling a commitment to sourcing renewable  
energy.  
Actions  
In 2024, we focused on a series of strategic actions  
to align with our climate commitments and science-  
based target ambitions. To drive meaningful  
progress toward our emission reduction goals, we  
concentrated on three primary initiatives: optimizing  
energy systems, transitioning to renewable energy,  
and developing a near-term and long-term net-zero  
climate target.  
Flooding at production sites could have effects on  
our business model by causing production delays  
and increased costs. In the medium-term, we may  
face the need to allocate additional resources  
to flood prevention measures or rapid response  
systems to ensure operational continuity.  
IRO  
With 2023 serving as a baseline year, we will contin-  
uously monitor the progress of these actions against  
our climate targets. Initial results have yielded a  
12.6% reduction in GHG emissions in total scope  
1 and 2 (market-based) emissions. As renewable  
energy projects and supplier engagement efforts  
Extreme weather events in supply chain  
Without current mitigation efforts, we could face a  
risk associated with extreme weather conditions,  
which could potentially disrupt our supply chain in  
the medium-term. Extreme weather events, such as  
During the reporting year, we actioned an energy  
optimization program across sites, with a primary  
focus on our Danish operations. This initiative has  
been central to our effort to increase energy effi-  
Bavarian Nordic
Annual Report 2024  
63  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Climate change
Pollution  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
expand, further reductions are expected to meet  
our Scope 1, 2, and 3 targets over time. This steady  
approach reflects our dedication to achieving our  
climate objectives in a way that is transparent,  
financially sustainable, and aligned with our long-  
term business strategy.  
working with suppliers to align their practices with  
our climate goals.  
pendent processes is anticipated to reduce Scope  
1 emissions.  
The target is for 70% of suppliers, by spend,  
covering purchased goods and services and capital  
goods, and 90% of suppliers by spend covering  
upstream transportation and distribution, to estab-  
lish science-based targets by 2029. These efforts are  
expected to significantly reduce Scope 3 emissions  
by covering key value chain emissions.  
• Scope
3 supplier engagement: Engaging suppliers  
to set science-based targets is a major lever for  
reducing Scope 3 emissions. This initiative focuses  
on high-emission categories such as purchased  
goods and upstream transportation. By covering  
70-90% of key supplier emissions by 2029, this  
action will align our supply chain with our climate  
goals.  
We have in 2024 not allocated significant mone-  
tary amounts, in relation to CapEx and OpEx, to  
implement actions taken or planned, in neither line  
items or notes in the financial statements, nor key  
performance indicators required under Commission  
Delegated Regulation (EU) 2021/2178.  
Our targets are science-based and align with the  
global 1.5°C trajectory. These targets follow a  
sectoral decarbonization pathway using a climate  
scenario model aligned with the Paris Agreement.  
The SBT feasibility analysis incorporated future  
factors such as shifts in customer demand, regula-  
tory developments, and technology advancements,  
which are expected to influence both emissions  
levels and reduction potential.  
• Our
commitment to carbon reduction, through  
energy efficiency optimizations, is integrated into  
our company goals linked to sustainability-related  
performance in incentive schemes.  
Targets  
From 2024 we are committed to science-based  
targets to reduce GHG emissions in line with a  
1.5°C global warming pathway. This commitment is  
grounded in clear, quantitative goals across Scope 1,  
2, and 3 emissions, with targets aligned to support  
both near-term (2030) and long-term (2050) objec-  
tives.  
To achieve our GHG reduction targets, we have  
identified key decarbonization levers across our  
operations:  
The current targets for Scope 1 and 2 emissions  
involve a 42% absolute reduction by 2030, using  
2023 as the base year. These are gross targets, with  
no reliance on GHG removals, carbon credits, or  
avoided emissions.  
• Renewable
energy transition: We have committed  
to renewable energy sourcing, including a PPA for  
our Danish manufacturing site. This transition is  
expected to achieve a minimum of 30% reduction  
in Scope 2 market-based emissions by 2026.  
For Scope 3 emissions, we have not set a quan-  
titative target. However, we have committed to  
• Electrification
of key systems: Electrifying core  
operational systems to replace fossil fuel-de-  
Bavarian Nordic
Annual Report 2024  
64  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Climate change
Pollution  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Scope 1 and 2 reduction target 2024  
E1 – table 1  
Energy consumption and mix  
E1 – table 2  
2023  
2024  
2024  
(Actual)  
% (Actual/  
Base year)  
in tonnes of CO2e  
(Base year)
(Target)  
in megawatt hours (MWh)  
2024  
Gross Scope 1 GHG emissions  
4,364  
6,318  
4,111  
Fuel consumption from coal and coal products  
-
8,027  
9,724  
-
Gross market-based Scope 2 GHG emissions  
Total Scope 1 and Scope 2 GHG emission  
5,222  
9,333  
Fuel consumption from crude oil and petroleum products  
Fuel consumption from natural gas  
10,682  
10,233  
-12.6%  
Fuel consumption from other fossil sources  
Consumption of purchased or acquired electricity, heat, steam, and cooling from fossil sources  
Total fossil energy consumption  
14,660  
32,411  
94%  
-
Scope 1 and 2 GHG emission reduction  
targets and progress  
Scope 1 and 2 reduction targets  
(from a 2023 baseline):  
Share of fossil sources in total energy consumption  
Consumption from nuclear sources  
● Total Scope 1 and 2 GHG emissions  
Target projection  
• Minimum
4.2% annually (until 2027) of  
total Scope 1 and 2 GHG emissions  
• 42%
reduction of total Scope 1 and 2 GHG  
emissions by 2030  
Share of consumption from nuclear sources in total energy consumption  
-
Fuel consumption from renewable sources, including biomass (also comprising industrial and  
municipal waste of biologic origin, biogas, renewable hydrogen, etc.)  
-
Consumption of purchased or acquired electricity, heat, steam,  
and cooling from renewable sources  
– 12.6%  
• Net-zero
by latest 2050  
2,201  
-
The consumption of self-generated non-fuel renewable energy  
Total renewable energy consumption  
10,682  
tCO2e  
– 16.8%  
2,201  
6%  
Share of renewable sources in total energy consumption  
Total energy consumption  
9,333  
tCO2e  
34,612  
6.1  
Energy intensity per net revenue (MWh/mDKK)  
– 42.0%  
GHG intensity based on net revenue  
E1 - table 3  
in tonnes of CO2e/million DKK  
2024  
Total GHG emissions (location-based) per net revenue  
Total GHG emissions (market-based) per net revenue  
8.9  
9.5  
2023  
2024  
2027  
2030  
2050  
Bavarian Nordic
Annual Report 2024  
65  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Climate change
Pollution  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Gross scopes 1, 2, 3 and total GHG emissions  
E1 - table 4  
Our Scope 1 emissions remained relatively stable  
compared to 2023. They are primarily driven by  
the usage of natural gas and diesel oil for heating,  
which is highly dependent on weather conditions.  
expenses on the late-stage studies related to our  
newest vaccine against chikungunya.  
2023  
2024 (Base
year)  
Reduction of our GHG emissions category 2 is a  
result of extraordinarily high CapEx last year related  
to the acquisition of our travel vaccines portfolio  
from Emergent BioSolutions in 2023.  
in tonnes of CO2e  
% change  
Category  
Scope 1 GHG Emissions  
We achieved a substantial reduction in our Scope  
2 market-based emissions in 2024, which can  
primarily be attributed to our new Power Purchase  
Agreement (PPA) for the Kvistgaard site, effective  
from November 2024, which enabled us to reduce  
750 tonnes of CO2e through the use of the renew-  
able electricity source. This will result in further  
reductions of emissions in 2025 since the PPA will  
have effect for the full twelve months.  
Gross Scope 1 GHG emissions  
4,111  
-
4,364  
-
-6%  
-
Percentage of Scope 1 GHG emissions from regulated  
emission trading schemes  
Yearly development of emissions in category 5 is  
a result of incomplete waste inventory used in our  
estimates in 2023. Last year we did not include  
wastewater generated by our manufacturing site  
in Kvistgaard, This year we improved our internal  
review of data for Scope 3 calculations and we  
ensured the wastewater is included. This waste  
stream itself contributed with 4.2 thousand tonnes  
of CO2e in our indirect GHG emissions in 2024.  
Scope 2 GHG Emissions  
Gross location-based Scope 2 GHG emissions  
Gross market-based Scope 2 GHG emissions  
Significant scope 3 GHG emissions  
Total Gross indirect (Scope 3) GHG emissions  
Purchased goods and services  
1,715  
5,222  
3,038  
6,318  
-44%  
-17%  
45,032  
26,111  
5,399  
87,0241  
40,3901  
37,8121  
-48%  
-35%  
-86%  
1
2
3
Capital goods  
Our Scope 2 location-based emissions reduction,  
comparing to 2023, mainly derived from a 55%  
decrease of the location-based emission factor for  
electricity production in Denmark, which reflects an  
increased share of renewable sources used in the  
country where the majority of our Scope 2 emissions  
is generated.  
Fuel and energy-related activities (not included in Scope 1  
or Scope 2)  
1,620  
4,503  
4,430  
1,286  
1,683  
0.4  
1,7331  
4,1391  
2121  
1,1481  
1,5821  
81  
-7%  
9%  
4
Upstream transportation and distribution  
Waste generated in operations  
Business traveling  
In line with the GHG Protocol Scope 2 Guidance, we  
have applied both the location- and market-based  
methods to calculate our Scope 2 GHG emissions.  
For the market-based method, we utilized the  
following bundled instruments to cover a portion  
of our purchased energy consumption: Purchase  
Power Agreement covering 8% of our purchased  
energy and a Guarantee of Origin covering 5% of our  
purchased energy. We did not use any unbundled  
instruments during the reporting period.  
5
1,990%  
12%  
6
7
Employee commuting  
6%  
12  
End-of-life treatment of sold products  
-95%  
Our Scope 3 emissions also decreased comparing  
to 2023 and these developments can be mainly  
attributed to GHG emissions yearly reduction in  
categories 1 and 2.  
Total GHG emissions (location-based)  
Total GHG emissions (market-based)  
50,858  
54,365  
94,426  
97,706  
-46%  
-44%  
1 Not audited  
Decreased GHG emissions in category 1 reflect  
lower operational spendings this year, primarily  
on research activities. In 2023 we noted significant  
The methodologies, significant assumptions and  
emissions factors used to calculate or measure GHG  
emissions are provided in the accounting policies.  
Bavarian Nordic
Annual Report 2024  
66  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Climate change
Pollution  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Accounting policies  
Energy consumption and mix  
Scope 2  
rials sourced from our suppliers and products deliv-  
ered to our customers, provided the transportation is  
a service purchased by Bavarian Nordic,  
•
•
•
Category 13 (Downstream lease assets) as we do not  
act as a lessor,  
Energy volumes data are based on meter readings  
and suppliers' statements. Energy is considered to be  
derived from renewable sources if the origin of the  
purchased energy is clearly defined in the contractual  
arrangements with its suppliers. This includes renew-  
able power purchase agreements and market instru-  
ments such as Guarantees of Origin from renewable  
sources. Otherwise, it is reported under energy from  
fossil sources.  
Scope 2 emissions are reported based on the GHG  
Protocol and include indirect GHG emissions from  
the generation of electricity and heat purchased and  
consumed by us. When calculating emissions in Scope  
2, both the location-based method and the market-  
based method are utilized, as recommended by the  
GHG Protocol. Location-based emissions are based on  
national average emission factors for the respective  
locations. Market-based emissions are based on either  
supplier specific emission factors (for the electricity  
associated with contractual instruments such as Power  
Purchase Agreements or Guarantees of Origin) or on  
residual mix emission factors.  
Category 14 (Franchises) as we do not use franchises  
in our business model,  
•
•
•
•
Category 5 (Waste generated in operations) based  
on actual waste data multiplied by relevant emission  
factors,  
Category 15 (Investments) as we do not have any  
significant investments which are not already  
captured under other categories.  
Category 6 (Business travel) based on spend data  
multiplied by relevant spend-category-specific emis-  
sion factors,  
We have set operational control as the organiza-  
tional boundaries which means that areas where the  
company has the authority to introduce and implement  
operating policies, are captured under Scope 1.  
Energy intensity based on net revenue  
This metric is relevant for companies operating in high  
climate impact sectors only which covers all of our  
activities (biotechnology and pharmaceuticals – NACE  
code C21). Energy intensity has been calculated as total  
energy consumption from all our activities divided by  
reported total net revenue in mDKK. Since we operate  
in high climate impact sectors only, we have applied  
our total net revenue for the intensity calculation. See  
note 3 in our financial statement for net revenue used  
for the metric.  
Category 7 (Employee commuting) based on the  
employees’ survey used to estimate the distance  
travelled and travel type (e.g. car or train),  
Scope 3  
In calculating CO2e emissions, specific emission factors  
based on calculation method and emissions type are  
used. Applied emission factors are based on the data  
provided by third parties, such as DEFRA, Exiobase and  
Ecoinvent. Category 5 emissions for Danish sites were  
pre-calculated by the external waste handling supplier.  
Scope 3 emissions are calculated based on activity data  
and reported in line with the GHG Protocol, where the  
scope 3 inventory is split into 15 subcategories. In 2024,  
our scope 3 inventory included the following:  
Category 12 (End-of-life treatment of sold prod-  
ucts) based on the material composition of a single  
product multiplied by the number of the doses sold.  
The following categories are not relevant for Bavarian  
Nordic:  
•
•
•
•
Category 1 (Purchased goods and services) based  
on spend data multiplied by relevant spend-catego-  
ry-specific emission factors,  
Percentage of GHG scope 3 calculated using  
primary data  
As of 2024 majority of Scope 3 emissions calculation is  
estimated based on spend data. Emissions calculated  
using primary data from suppliers or other value chain  
partners account for 13% of our total Scope 3 emissions.  
Scope 1  
•
•
Category 8 (Upstream leased assets) as we do not  
have any leased assets which are not in our control,  
Scope 1 emissions are reported based on the Green-  
house Gas (GHG) Protocol and cover all direct emissions  
of greenhouse gases generated by us. They include  
GHG emissions from fuels combustion and fugitive  
emissions from refrigerants.  
Category 2 (Capital goods) based on spend data  
(CapEx) multiplied by relevant spend-category-spe-  
cific emission factors,  
Category 9 (Downstream transportation and distri-  
bution) as our outbound logistics is included in Cate-  
gory 4 as a purchased service,  
Category 3 (Fuel- and energy-related activities)  
based on actual fuel consumption multiplied by rele-  
vant emission factors,  
GHG intensity  
In calculating CO2e emissions, specific emission factors  
relevant for the emissions type are used. Applied  
emission factors are based on the most recent data  
provided by third parties, such as the Department for  
Environment, Food & Rural Affairs (DEFRA) or refrigerant  
suppliers.  
•
•
Category 10 (Processing of sold products) as our  
vaccines are the final products and they do not  
undergo any additional processing.  
GHG intensity based on net revenue has been calcu-  
lated as total gross scope 1, scope 2 location-based/  
market-based, and gross scope 3 emissions divided  
by total reported net revenue in mDKK. See note 3 in  
our financial statements for net revenue used for the  
metric.  
Category 4 (Upstream transportation and distribu-  
tion) based on spend data multiplied by relevant  
spend-category-specific emission factors. It includes  
fuel for transportation and distribution of both mate-  
Category 11 (Use of sold products) as there are no  
significant emissions associated with administration  
of our vaccines to the patients,  
Bavarian Nordic
Annual Report 2024  
67  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Climate change
Pollution  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Material impacts and risks  
Pollution  
Our commitment to sustainability is integral to  
our mission of improving public health through  
research, development, manufacturing, and distri-  
bution of vaccines in our portfolio. While the general  
Pollution topic is not material to our operations,  
we have deemed Substances of Concern (SoC)  
and Substances of Very High Concern (SVHC) to be  
material, as the use of such chemicals is part of our  
vaccine research and manufacturing process.  
which is costly. This risk is deemed to be present  
in the medium-term and does not imply current  
financial effects.  
E2  
We use SoC and SVHC within our operations in  
research, development, and manufacturing. These  
substances play a critical role in our manufac-  
turing processes, ensuring that our vaccines meet  
the highest standards of quality and safety. We  
have appropriate authorizations in place for use  
of regulated substances. We do not engage in  
the production, distribution, commercialization,  
or import/export of these substances. Our focus  
remains on ensuring safe and compliant use within  
our facilities, adhering to all relevant regulations  
and policies.  
IRO  
SoC and SVHC  
Using SoC and SVHC can be harmful to the environ-  
ment and/or for people handling the substances.  
The processes in which we use these substances  
are related to our business model and strategy, as  
research and manufacturing are crucial parts of  
our ability to research, develop, and manufacture  
vaccines. We use SoC and SVHC in research and  
manufacturing in-house as well as through business  
relationships with CROs and CMOs. The need to use  
these substances is evaluated as part of the daily  
and strategic decision-making performed by the  
Environmental, Health, and Safety (EHS) depart-  
ment. As the current use of SoC and SVHC are crucial  
parts of our operations, there is a financial risk  
related to potentially having to switch out the use  
of these. In the case of authorities applying restric-  
tions that would impact our ability to use these  
substances, we would have to reformulate vaccines,  
Policies  
Our commitment to sustainability and safety is  
reflected in our comprehensive policies designed  
to manage and mitigate the impacts and risks  
associated with SoC and SVHC. Each of our locations  
using such substances, both production and research  
facilities (except from the site in Martinsried), have  
policies on handling and storage of such substances  
to minimize the risk of negative impacts associated  
to the usage of these chemicals. These policies  
include management's and employees' responsi-  
bilities in regards to the management of hazardous  
substances and guidelines on safety measures,  
Bavarian Nordic
Annual Report 2024  
68  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Climate change
Pollution  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
both in terms of protective equipment and chem-  
icals storage requirements. The polices apply to  
all employees involved in chemicals storage and  
handling within our own operations. Heads of the  
sites are accountable for implementation of those  
policies.  
the use of SVHC. The purpose of the policy is to  
ensure that we seek safer alternatives to reduce our  
dependency on high-risk substances and prepare us  
for potential future restrictions. The policy applies  
to all employees at our Danish sites who introduce,  
order or buy chemicals. Head of site Kvistgaard is  
accountable for implementation of this policy. All  
the policies are accessible to affected stakeholders  
through our internal document repository, which is  
available to all employees.  
cals, ensuring compliance with regulations and  
enhancing our ability to respond to any issues  
promptly.  
relying less on SVHC. With this investigation, we  
aim to identify options that could reduce the impact  
to the business of regulatory changes, ensuring  
the continuity of our manufacturing processes and  
reducing the need for costly vaccine reformulations.  
SVHC pose serious hazards to people and the envi-  
ronment if not handled and managed safely. There  
is also the risk of further restrictions on the use of  
SVHC. For these reasons, we are investigating poten-  
tial alternatives for these critical substances. This  
proactive measure aims to identify viable alterna-  
tives that would allow us to continue our operations  
At this time, our focus has been on further defining  
our policies and actions, and we have not yet  
formalized targets.  
We also have a policy on monitoring changes  
in environmental laws and compliance which is  
described in our EHS Rules and Regulation. The  
purpose of the policy is to define the responsibil-  
ities for tracking changes in the legislation and to  
establish a procedure for evaluation of compliance  
which takes place at least once a year. Application  
of this policy secures our compliance with legisla-  
tion which helps increasing the safety of chemicals  
handling and limits the risk of health or environ-  
mental hazards associated with usage of these  
substances. The policy applies to specifically listed  
groups of employees at our Danish sites having EHS  
responsibilities within our own operations. Head of  
site Kvistgaard is accountable for implementation of  
this policy.  
Actions & targets  
Substances of concern used during the production  
E2 - table 1  
In 2024, we initiated a project to better understand  
all the potential SoC used in Bavarian Nordic. In  
2025, we will continue to evaluate SoC and create  
action plans for particular SoC used in our opera-  
tions. The purpose of the plans are to ensure safe  
handling procedures, minimize risk and potentially  
reduce the use of SoC. The expected outcome is a  
reduction in the use of some harmful substances,  
aligning with our sustainability policies and targets.  
The scope of this action encompasses our own  
activities. This includes all geographical locations  
where we operate, ensuring a consistent approach  
to reducing substance consumption.  
in tonnes  
2024  
Hazard class  
Health hazard  
6
1
Environmental hazard  
Health & Environmental hazard  
Total  
604  
611  
Substances of very high concern used during the production  
E2 - table 2  
Additionally, our EHS Assessment – Chemicals/  
Products policy addresses the risk associated with  
the use of SVHC in relation to environmental permits  
and new regulations. This framework defines  
employees' responsibilities both in terms of internal  
communication and contact with the authorities  
regarding the approval of chemicals consumption.  
It requires us to continuously work on evaluating  
lower risk alternatives and, if possible, reducing  
in tonnes  
2024  
Another initiative planned for 2025 is implemen-  
tation of a global chemicals register across all our  
locations. This solution is expected to streamline  
and unify our chemicals management and reporting  
processes. By having a centralized system, we  
can better track and control the use of chemi-  
Hazard class  
Health hazard  
2
0
0
2
Environmental hazard  
Health & Environmental hazard  
Total  
Bavarian Nordic
Annual Report 2024  
69  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Climate change
Pollution  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Accounting policies  
Substances of concern and substances  
of very high concern  
Environmental hazard, which include the substances  
of at least once of the following characteristics:  
Volumes of the substances used in the production are  
extracted directly from the local ERP systems where  
consumption of materials is registered upon their  
transfer from a warehouse to production. The volume  
units are determined upon the registration of the  
substance being delivered to our production sites. As  
liquids are typically measured in liters, their volumes  
have been converted to kilograms. We performed the  
conversion with a substance-specific factor where  
possible, otherwise we assumed a uniform density of  
one kilogram per liter.  
Only substances of concern and substances of very  
high concern consumed at the manufacturing sites  
are considered in the disclosure. Substances used at  
the research and development facilities are assessed  
immaterial for sustainability reporting purposes.  
•
•
endocrine disruption for the environment;  
chronic hazard to the aquatic environment categories  
1 to 4;  
•
hazardous to the ozone layer;  
The following three hazard classes have been defined  
as the main hazard classes for Bavarian Nordic:  
Health and environmental hazard, for substances  
associated with hazards from both hazard classes  
described above (health and environmental).  
Health hazard, which include the substances of at least  
one of the following characteristics:  
We have not identified any substances of concern or  
very high concern leaving our facilities as emissions,  
products or part of our products.  
Substances classified to any of the hazard classes listed  
above are considered substances of concern.  
•
•
•
•
•
carcinogenicity categories 1 and 2;  
germ cell mutagenicity categories 1 and 2;  
reproductive toxicity categories 1 and 2;  
endocrine disruption for human health;  
Substances listed in any of the following lists are  
considered substances of very high concern:  
•
•
•
Substances restricted in Annex XVII to REACH  
Authorisation List in Annex XIV of REACH  
Persistent, Mobile and Toxic or Very Persistent, Very  
Mobile properties;  
Candidate List of substances of very high concern for  
Authorisation  
•
Persistent, Bioaccumulative and Toxic or Very Persis-  
tent, Very Bioaccumulative properties;  
•
•
•
respiratory sensitisation category 1;  
skin sensitisation category 1;  
Substances of very high concern are disclosed similarly  
to the substances of concern, using the hazard classes  
described above.  
specific target organ toxicity, repeated exposure  
categories 1 and 2;  
Relevant substances to be reported by Bavarian Nordic  
are identified based on the mapping from our internal  
chemicals’ management systems.  
•
specific target organ toxicity, single exposure catego-  
ries 1 and 2; or  
Bavarian Nordic
Annual Report 2024  
70  
 
General disclosures  
Climate change
Pollution  
Environmental  
Social  
Governance  
Appendix  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Material impacts and risks  
Biodiversity  
and  
IRO  
Actions & targets  
substance derived from horseshoe crab's blood,  
and result in increased costs, requiring transition  
to manage both the environmental and financial  
impacts.  
To address these concerns and reduce reliance on  
the horseshoe crab, we are in the early stages of  
exploring the feasibility of alternative methods for  
endotoxin testing that could be implemented in  
our production process. Due to varying regulations  
between countries, products tested with alternative  
methods can only be supplied to those countries  
where such methods have been approved. At this  
time, we have not implemented further actions or  
targets, as we are working to increase our under-  
standing of the impact and risk to be able to appro-  
priately address this matter.  
Reliance on horseshoe crabs  
for endotoxin testing  
ecosystems  
Our impact on a vulnerable species stems from our  
dependency on Limulus Amebocyte Lysate (LAL),  
which is derived from horseshoe crab blood. The  
substance is used for endotoxin (safety) testing and  
is currently a part of our regulatory compliance with  
quality assurance processes for testing, and product  
release, to ensuring safety of our vaccines.  
E4  
We recognize that our biodiversity and ecosystem  
impacts, dependencies, risks, and opportunities  
originate from our operations and value chain activ-  
ities. Currently, we are working to better understand  
and specify these impacts and dependencies and  
exploring options for how we can transition away  
from reliance and use of this substance. Through  
this effort we aim to gain the necessary insights to  
reduce our biodiversity dependency and impact and  
ensure alignment with product safety standards and  
regulations.  
The substance on which we rely stems from the  
North American horseshoe crab which is currently a  
species listed as "Vulnerable" on the IUCN Red List.  
After the blood harvesting process is completed, the  
horseshoe crabs are released back into their natural  
habitat in the wild.  
No biodiversity offsets, mitigation measures, or  
incorporation of local knowledge and nature-based  
solutions have been undertaken at this time.  
Policies  
The LAL is sourced from an external supplier who,  
is a member of the Pharmaceutical Supply Chain  
Initiative (PSCI) and committed to following its  
established guidelines regarding this matter.  
Our efforts are focused on understanding our  
material impact and risks. We have not imple-  
mented policies corresponding to the requirements  
in the European Sustainability Reporting Standards  
(ESRS). Consequently, we have not yet developed  
dedicated policies to address biodiversity. We have  
not adopted biodiversity and ecosystem protec-  
tions policies or policies related to deforestation, or  
sustainable land and ocean practices.  
Additionally, reliance on this biological resource  
poses medium-term financial risks due to potential  
regulatory changes or restrictions of the testing  
method stemming from the species' Vulnerable  
status and the existence of an alternative synthetic  
method. Such restrictions could limit access to the  
Bavarian Nordic
Annual Report 2024  
71  
 
General disclosures  
Climate change
Pollution  
Environmental  
Social  
Governance  
Appendix  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Material impacts and risks  
Resource use and  
We recognize the importance of sustainable  
resource management and the principles of a  
circular economy. As part of our resource outflow,  
we generate both general waste and hazardous  
waste, some of which could pose significant envi-  
ronmental risks, and as such we recognize our  
responsibility to properly manage such waste.  
Waste materials  
circular economy  
Given the nature of our business and industry, we  
inherently generate hazardous waste in our manu-  
facturing and research activities, including chemicals  
and biological materials.  
E5  
The waste generated from operations includes a  
variety of materials, with single-use plastics playing  
a significant role due to their usage in equipment,  
connections, hoses, and bags for media or buffer  
solutions. Discarded plastic items and vials may  
contain product residues, including viruses, which  
are a clinical risk and are discarded and inciner-  
ated as biomedical waste. Waste also comprises  
empty raw material packaging in plastic, glass,  
and cardboard. Chemical waste emerges from both  
laboratory and production processes, encompassing  
residues from analytical processes expired mate-  
rials, and substances like ethanol.  
We have impact from the waste generated at our  
research and manufacturing facilities. Non-recy-  
clable waste is sent to either incineration or landfill,  
both of which negatively impact the natural envi-  
ronment.  
The waste is primarily generated from our activities  
in manufacturing sites located in Denmark and Swit-  
zerland, as well as research facilities in Denmark,  
the United States and Germany. This impact is as  
such concentrated in our own operations and is  
connected to our business model in manufacturing  
and research. The management of this impact is  
a part of our daily and strategic decision-making,  
which will be enhanced as a mean of strengthening  
the capacity of the Environmental, Health and Safety  
(EHS) functions globally and locally. There are no  
significant financial effects related to this impact.  
Waste streams  
Wastewater is our primary waste stream, accounting  
for over 70% of our overall waste by weight. While  
the majority of our wastewater is composed of  
water, it also includes organic matters, inactivated  
virus, media solutions and antibiotics. It is discarded  
and captured in a holding tank as hazardous waste  
due to the antibiotic content. The wastewater  
we generate is collected by a specialized waste  
management service provider, who is respon-  
Bavarian Nordic
Annual Report 2024  
72  
 
General disclosures  
Climate change
Pollution  
Environmental  
Social  
Governance  
Appendix  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Total waste diverted from disposal breakdown by the recovery operation types  
E5 – table 2  
sible for its further treatment. Our wastewater is  
combined with waste from other companies and  
incinerated to ensure that any hazardous substances  
are destroyed.  
All the policies are accessible to affected stake-  
holders through our internal document repository,  
which is available to all employees.  
in tonnes  
Recovery operation type  
2024  
Actions & targets  
1) Preparation for reuse  
Policies  
Hazardous waste  
0
5
In 2024, we initiated an expansion of our Global EHS  
department. This will enable us to reassign current  
responsibilities and allocate new, improvement-fo-  
cused tasks to our employees, in addition to their  
regular operational activities. We anticipate that the  
new structure and enhanced capacity of the depart-  
ment will further our understanding and manage-  
ment of our waste streams and the development of  
initiatives aimed at increasing the rate of recycled  
waste from our manufacturing and research facili-  
ties.  
Our commitment to sustainability is reflected in  
our policies designed to manage and mitigate the  
negative impact associated with waste generated.  
Each of production and research facilities have a  
local policy on handling the residual waste. Those  
policies are implemented to ensure that the waste  
is properly classified, segregated, transported, and  
destroyed by the proper disposal companies and  
disposal methods in order to protect the environ-  
ment and human health. Their scope includes all  
employees involved in managing production and  
laboratory waste within our own operations. Heads  
of the sites are accountable for implementation of  
those policies.  
Non-hazardous waste  
2) Recycling  
Hazardous waste  
Non-hazardous waste  
3
146  
3) Other recovery operations  
Hazardous waste  
1
Non-hazardous waste  
108  
Total waste directed to disposal by waste treatment types  
E5 – table 3  
At this time our focus has been on further defining  
our actions, and we have not yet formalized targets.  
in tonnes  
Treatment type  
2024  
1) Incineration  
Hazardous waste  
Non-hazardous waste  
1,808  
281  
Total amount of waste generated  
E5 - table 1  
2) Landfill  
in tonnes  
Waste type  
2024  
Hazardous waste  
Non-hazardous waste  
0
72  
Hazardous waste  
Non-hazardous waste  
Radioactive waste  
Total waste  
1,817  
612  
3) Other disposal operations  
Hazardous waste  
5
0
0
Non-hazardous waste  
2,429  
Bavarian Nordic
Annual Report 2024  
73  
 
General disclosures  
Climate change
Pollution  
Environmental  
Social  
Governance  
Appendix  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Total non-recycled waste  
E5 – table 4  
in tonnes  
Non-recycled waste  
2024  
Amount  
2,166  
89%  
Percentage  
Accounting policies  
Waste  
Our office facilities are excluded from the metrics as  
the waste generated there is considered not material  
for sustainability reporting purposes. Only waste gener-  
ated at manufacturing sites and research facilities is  
considered in the disclosure.  
All waste generated across our sites is managed by  
local waste handling companies, who collect disposals  
directly from our facilities. For our manufacturing sites  
and for our research and development facilities in  
Hørsholm (Denmark) and San Diego (USA), we main-  
tain direct contracts with the suppliers, allowing us  
to obtain precise waste data, including waste type,  
amounts, and treatment methods.  
All waste subcategories are split between hazardous  
and non-hazardous waste, defined in accordance with  
the EU’s Waste Framework Directive.  
For our research site in Martinsried, Germany, which  
is located in a shared commercial building, waste  
management and contracts with waste collectors  
are managed by both the landlord and ourselves.  
This arrangement results in certain data limitations.  
Consequently, for this site, we have applied estimates  
based on interviews with the landlord, who confirmed  
the capacity of containers and the frequency of waste  
collection by the external service supplier.  
We have not identified any radioactive waste in our  
operations.  
Non-recycled waste  
Total amount of non-recycled waste is calculated as a  
sum of waste directed to disposal (incineration, landfill  
and other disposal operations). The percentage rate  
is calculated as a total amount of non-recycled waste  
divided by a total amount of waste generated.  
Bavarian Nordic
Annual Report 2024  
74  
 
General disclosures  
Climate change
Pollution  
Environmental  
Social  
Governance  
Appendix  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
Accounting policies  
Turnover  
Total Turnover consists of total revenue from sale of  
goods and services, as defined under IFRS. The Turn-  
over KPI is defined as Taxonomy-eligible Turnover  
divided by total turnover.  
EU Taxonomy  
any of the following: (a) related to assets or processes  
that are associated with Taxonomy-aligned economic  
activities; (b) part of a CapEx plan to expand Taxon-  
omy-aligned economic activities; (c) related to the  
purchase of output from Taxonomy-aligned economic  
activities. In respect of (a), we assess intangible assets,  
which have successfully finalized stage 3 clinical  
studies, to be associated with our Taxonomy-aligned  
(eligible) economic activities. The CapEx KPI is defined  
as Taxonomy-eligible CapEx divided by total CapEx.  
The EU Taxonomy is a European sustainability  
classification framework. It enables corporations to  
communicate to stakeholders which of their busi-  
ness activities have the potential to be considered  
sustainable (i.e. are Taxonomy-eligible) and which  
activities will be reported as EU Taxonomy-aligned  
(i.e. fulfil EU requirements to be considered sustain-  
able). For each relevant business activity, we have  
to disclose how much of its Turnover, Operating  
Expenditures (OpEx) and Capital Expenditures  
(CapEx) can be considered eligible and aligned,  
respectively.  
Taxonomy disclosures. Initially, we screened the  
economic activities outlined in the EU Taxonomy  
to identify those relevant, considering our busi-  
ness model. Based on our review, we identified  
one economic activity to report on in 2024: ‘PPC  
1.2 Manufacture of medicinal products’ under the  
environmental objective of ‘Pollution Prevention  
and Control’. The screening was performed across  
revenue generation, costs, and investments, consid-  
ering materiality.  
OpEx  
The denominator consists of direct non-capitalized  
costs that relate to research and development, building  
renovation measures, short-term lease, maintenance  
and repair, and any other direct expenditures relating  
to the day-to-day servicing of assets of property, plant  
and equipment by the undertaking or third party to  
whom activities are outsourced that are necessary  
to ensure the continued and effective functioning of  
such assets. OpEx does not include amortizations and  
impairments. The numerator equals to the part of the  
operating expenditure included in the denominator  
that is any of the following: (a) related to assets or  
processes that are associated with Taxonomy-aligned  
economic activities; (b) part of a CapEx plan to expand  
Taxonomy-aligned economic activities; (c) related to the  
purchase of output from Taxonomy-aligned economic  
activities. The OpEx KPI is defined as Taxonomy-eligible  
OpEx divided by total OpEx.  
Contextual information about the KPIs  
We perceive the principal part of Bavarian Nordic’s  
revenue related to manufacture of medicinal products,  
cf. note 3 to the Consolidated financial statements. As  
Taxonomy-eligible, we only include CapEx directly asso-  
ciated with the manufacturing processes. Eligible CapEx  
for 2024 mainly relates product rights and investments  
in plant and machinery. Eligible OpEx relates to research  
and development directly associated with manufac-  
turing processes, cf. note 4 to the Consolidated financial  
statements. The narrow EU Taxonomy OpEx definition is  
the main reason for a reported low eligibility.  
Manufacture of medicinal products is our primary  
economic activity which drives the high eligibility  
percentage for turnover.  
In 2024 we identified eligible economic activities  
based on the six published environmental objec-  
tives. Each of the economic activities was assessed  
on its percentage of Taxonomy-eligibility. As a  
result, we report 96%, 61% and 100% Taxonomy-eli-  
gible Turnover, OpEx and CapEx in 2024, respectively.  
The identified eligible CapEx consists of additions  
in 2024 related to Intangible assets, PPE and Right-  
of-use assets in note 15, 16 and 17 of the Annual  
Report 2024.  
When allocating CapEx and OpEx to economic activi-  
ties, we prioritize those that directly contribute to our  
primary economic activity first. Secondly, we allocate to  
other environmental objectives for which specific tech-  
nical screening criteria are set. This is how we avoid  
double counting where activities contribute to multiple  
environmental objectives. We are adjusting the R&D  
cost for amortizations to not double count these costs,  
as the amortization would also have been part of CapEx  
in prior years.  
CapEx  
Eligibility and alignment  
We are still assessing our production process against  
the technical screening criteria pertaining to the  
manufacture of medicines to work towards align-  
ment.  
The denominator consists of additions to tangible  
assets, intangible assets, and right-of-use assets during  
the financial year considered before depreciation,  
amortization, and any re-measurements, including  
those resulting from revaluations and impairments,  
for the relevant financial year, excluding any fair value  
changes. The
numerator equals to the part of the  
capital expenditure included in the denominator that is  
We continuously assess our business and economic  
activities and the environmental impact hereof.  
We utilized a two-step approach in formulating our  
Bavarian Nordic
Annual Report 2024  
75  
 
General disclosures  
Climate change
Pollution  
Environmental  
Social  
Governance  
Appendix  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
EU Taxonomy  
Turnover  
Financial year - 2024  
2024  
Sustainable contribution criteria  
DNSH criteria ("Does Not Significantly Harm")  
Economic activities (1)  
DKK  
thousand  
Y; N; N/
Y; N; N/
Y; N; N/
Y; N; N/
Y; N; N/
Y; N; N/  
%
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
%
E
T
EL  
EL  
EL  
EL  
EL  
EL  
A. Taxonomy-eligible activities  
A.1. Environmentally sustainable activities (taxonomy-aligned)  
None  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N
N
N
N
N
N
N
0 %  
T
Turnover of environmentally sustainable  
activities (Taxonomy-aligned) (A.1)  
0
0%  
N
N
N
N
N
N
N
0 %  
Of which is enabling  
N
N
N
N
N
N
N
N
N
N
N
N
N
N
E
Of which is transitional  
T
A.2. Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)  
EL; N/EL
EL; N/EL
EL; N/EL
EL; N/EL
EL; N/EL
EL; N/EL  
Manufacture of medicinal products  
PPC 1.2
5,487,285  
96 %  
N/EL  
N/EL  
N/EL  
EL  
N/EL  
N/EL  
98%  
Turnover of Taxonomy-eligible but not  
environmentally sustainable activities  
(not Taxonomy-aligned activities) (A.2)  
5,487,285 96
%  
5,487,285 96
%  
100 %  
98%  
A. Turnover of Taxonomy-eligible  
activities (A.1+A.2)  
%
B. Taxonomy-non-eligible activities  
Turnover of Taxonomy-non-eligible activities  
Total  
228,921  
4 %  
5,716,206 100
%  
Y – Yes, Taxonomy-eligible and Taxonomy-aligned activity with the relevant environmental objective  
N – No, Taxonomy-eligible but not Taxonomy-aligned activity with the relevant environmental objective  
N/EL – Not eligible, Taxonomy-non-eligible activity with the relevant environmental objective  
Bavarian Nordic
Annual Report 2024  
76  
 
General disclosures  
Climate change
Pollution  
Environmental  
Social  
Governance  
Appendix  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
EU Taxonomy  
OpEx  
Financial year - 2024  
2024  
Sustainable contribution criteria  
DNSH criteria ("Does Not Significantly Harm")  
Economic activities (1)  
DKK  
thousand  
Y; N; N/
Y; N; N/
Y; N; N/
Y; N; N/
Y; N; N/
Y; N; N/  
%
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
%
E
T
EL  
EL  
EL  
EL  
EL  
EL  
A. Taxonomy-eligible activities  
A.1. Environmentally sustainable activities (taxonomy-aligned)  
None  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N
N
N
N
N
N
N
0 %  
T
OpEx of environmentally sustainable  
activities (Taxonomy-aligned) (A.1)  
0
0%  
N
N
N
N
N
N
N
0 %  
Of which is enabling  
N
N
N
N
N
N
N
N
N
N
N
N
N
N
E
Of which is transitional  
T
A.2. Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)  
EL; N/EL
EL; N/EL
EL; N/EL
EL; N/EL
EL; N/EL
EL; N/EL  
Manufacture of medicinal products  
PPC 1.2  
490,481  
61 %  
N/EL  
N/EL  
N/EL  
EL  
N/EL  
N/EL  
18 %  
OpEx of Taxonomy-eligible but not  
environmentally sustainable activities  
(not Taxonomy-aligned activities) (A.2)  
490,481  
61 %  
100 %  
18 %  
A. OpEx of Taxonomy-eligible  
activities (A.1+A.2)  
490,481  
61 %  
%
B. Taxonomy-non-eligible activities  
OpEx of Taxonomy-non-eligible activities  
Total  
313,126  
39 %  
803,607  
100 %  
Y – Yes, Taxonomy-eligible and Taxonomy-aligned activity with the relevant environmental objective  
N – No, Taxonomy-eligible but not Taxonomy-aligned activity with the relevant environmental objective  
N/EL – Not eligible, Taxonomy-non-eligible activity with the relevant environmental objective  
Bavarian Nordic
Annual Report 2024  
77  
 
General disclosures  
Climate change
Pollution  
Environmental  
Social  
Governance  
Appendix  
Biodiversity and ecosystems  
Resource use and circular economy  
EU Taxonomy  
EU Taxonomy  
CapEx  
Financial year - 2024  
2024  
Sustainable contribution criteria  
DNSH criteria ("Does Not Significantly Harm")  
Economic activities (1)  
DKK  
thousand  
Y; N; N/
Y; N; N/
Y; N; N/
Y; N; N/
Y; N; N/
Y; N; N/  
%
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
%
E
T
EL  
EL  
EL  
EL  
EL  
EL  
A. Taxonomy-eligible activities  
A.1. Environmentally sustainable activities (taxonomy-aligned)  
None  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N
N
N
N
N
N
N
0 %  
T
CapEx of environmentally sustainable  
activities (Taxonomy-aligned) (A.1)  
0
0%  
N
N
N
N
N
N
N
0 %  
Of which is enabling  
N
N
N
N
N
N
N
N
N
N
N
N
N
N
E
Of which is transitional  
T
A.2. Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)  
EL; N/EL
EL; N/EL
EL; N/EL
EL; N/EL
EL; N/EL
EL; N/EL  
Manufacture of medicinal products  
PPC 1.2  
309,388  
100 %  
N/EL  
N/EL  
N/EL  
EL  
N/EL  
N/EL  
87%  
CapEx of Taxonomy-eligible but not  
environmentally sustainable activities  
(not Taxonomy-aligned activities) (A.2)  
309,388  
100 %  
100%  
87 %  
A. CapEx of Taxonomy-eligible  
activities (A.1+A.2)  
309,388  
100 %  
100%  
B. Taxonomy-non-eligible activities  
CapEx of Taxonomy-non-eligible activities  
Total  
0
0 %  
309,388  
100 %  
Y – Yes, Taxonomy-eligible and Taxonomy-aligned activity with the relevant environmental objective  
N – No, Taxonomy-eligible but not Taxonomy-aligned activity with the relevant environmental objective  
N/EL – Not eligible, Taxonomy-non-eligible activity with the relevant environmental objective  
Bavarian Nordic
Annual Report 2024  
78  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Social  
Bavarian Nordic
Annual Report 2024  
79  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
Own workforce  
S1  
Our employees are a key group of  
stakeholders, playing a crucial role  
in driving our strategic ambitions.  
They are at the core of our mission  
of protecting lives by creating access  
to vaccines. As a knowledge-based  
company, our success relies on the  
expertise, skills, and dedication of our  
people.  
The identified impacts and risks listed are disclosed  
individually except from the two impacts related  
to health and safety, which are disclosed at an  
aggregate level. The related disclosures on poli-  
cies, processes, actions, targets, and metrics are  
presented alongside the respective material impacts  
and risks. Disclosures stated in General policies and  
processes apply to all material impacts and risks  
related to our own workforce.  
The identified material impacts and risks are  
concentrated on our own operations, as these only  
relate to our own workforce, including the health  
and safety of both employees and non-employees.  
Non-employees cover individuals working under a  
contract of employment with a contract end. This  
group can be either self-employed or third-party  
employed and are compensated through invoice  
payments, and not processed via our payroll system.  
Non-employees are registered with a Bavarian  
Nordic email in our HR system. The health and  
safety impact related to non-employees described  
below applies only to groups of non-employees  
handling similar tasks to those of our own work-  
force, on-site in research and/or manufacturing.  
Attracting and retaining top talent is essential to  
maintaining our competitive edge and advancing  
our innovative agenda. As such, our impact on  
employees remains a key focus for us, ensuring we  
continue to foster an environment that supports,  
develops, and retains the highly capable people,  
that our business is built upon.  
With our skilled employees in mind, we have identi-  
fied the following material impacts and risks related  
to our own workforce:  
• Talent
attraction and retention  
• Work-life
balance  
• Equal
opportunities  
• Health
and safety of own employees  
• Health
and safety of non-employees  
All people in our workforce who could be materially  
impacted are included in the scope of our disclosure.  
The material impacts and risks have been identified  
Bavarian Nordic
Annual Report 2024  
80  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
General policies  
and processes  
taking into consideration particular activities and  
contexts in which people in our workforce perform  
their tasks. As such, the identified impacts related  
to health and safety apply to research and manufac-  
turing functions only, as these employees are more  
exposed to potential harmful situations as opposed  
to workers in an office setting.  
model and strategy, as the current mitigating  
The following apply to all impacts and risks related  
to our own workforce.  
We adhere to the principles of freedom of associ-  
ation, the right to collective bargaining, and the  
elimination of discrimination, forced labor, and child  
labor as well as minimizing the adverse impacts  
from suppliers related to labor. Our policy does  
not explicitly address trafficking in human beings,  
however our commitment to this is reflected in our  
commitment to respect internationally recognized  
human rights instruments and upholding applicable  
employment laws .  
actions described below this section are deemed  
sufficient to prevent or reduce the associated  
impacts.  
Policies  
Human rights policy  
We are guided by our commitment to providing  
a sustainable impact on society, patients, and  
employees. This commitment is reflected through  
our Human Rights Policy, which ensures that our  
workplace practices uphold the highest standards  
of fairness, respect, and inclusivity. By embedding  
these principles into our operations, we aim to  
empower our employees and ensure a positive and  
sustainable working environment that aligns with  
our values and long-term vision.  
We have not identified any risks of child labor or  
forced labor in our operations. Though dependencies  
between our business model and our own workforce  
exist, none of the identified material impacts were  
deemed to trigger a risk considering the financial  
threshold applied in the double materiality assess-  
ment. Nonetheless, when considering the identified  
impacts related to our own workforce, these could  
collectively result in risks related to attraction and  
retention of employees, and equal opportunities as  
described further in sections below.  
Our commitment extends to the human rights of any  
individual who may be impacted by our activities,  
including employees, patients, and business part-  
ners with a focus on fair employment conditions,  
patient data privacy, and responsible sourcing in  
collaboration with suppliers and partners.  
We follow internationally recognized human rights,  
as defined by the Universal Declaration of Human  
Rights, the International Covenant on Civil and  
Political Rights (ICCPR), the International Covenant  
on Economic, Social and Cultural Rights (ICESCR),  
and the ILO Core Labor Standards. Guided by author-  
itative global frameworks, such as the UN Guiding  
Principles on Business and Human Rights, and the  
OECD Guidelines for Multinational Enterprises, we  
identify and address potential adverse impacts  
arising from our operations or business relation-  
ships.  
The Human Rights Policy Statement was adopted by  
the Board of Directors in December 2023, and Execu-  
tive Management is accountable for the implemen-  
tation of the policy. It is publicly accessible through  
our website to all stakeholders.  
There are no current financial effects related to the  
identified risks. Depending on criticality, the Board  
and Executive Management evaluate the need for  
mitigating actions related to the identified impacts,  
risks and opportunities when and if they materi-  
alize.  
The identified impacts and risks related to our own  
workforce do not require changes to our business  
Bavarian Nordic
Annual Report 2024  
81  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
Engaging with our workforce  
health & well-being, diversity and inclusion, and  
Serving as a platform for dialogue, the council  
enables management to communicate key informa-  
tion while ensuring that employee representatives  
are consulted on significant matters. This engage-  
ment promotes transparency, cooperation, and  
alignment, contributing to the continuous enhance-  
ment of our workplace environment and organiza-  
tional unity.  
We strive to maintain a collaborative and trans-  
parent approach to workforce engagement and  
incorporate the perspectives of own workforce  
into decision-making and operational activities by  
conducting anonymous employee engagement  
surveys and continuous dialogue with workers coun-  
cils in Denmark and Germany.  
transformation and change. All employees - across  
sites, functions, and organizational levels - are  
eligible to participate. Employees are informed  
about the surveys and encouraged to participate  
through email reminders, intranet announcements,  
Teams notifications, and other internal communica-  
tion channels. Feedback is collected anonymously,  
where aggregated results are shared in each team,  
and presented into actionable insights for managers  
and leaders, providing a holistic view of organiza-  
tional health while identifying areas for targeted  
improvement at local level.  
Our approach includes assessing how and when  
engagement efforts occur, the roles and respon-  
sibilities involved, and the mechanisms in place  
to ensure effective outcomes. The Chief People  
& Sustainability Officer is the most senior person  
accountable for the employee engagement survey.  
The Executive Team is collectively responsible for  
driving engagement across Bavarian Nordic.  
Processes for remediation  
We encourage all employees to raise concerns with  
their manager and/or our HR department, and we  
strive to address and resolve any issues that are  
raised in the line of business.  
The employee engagement survey aims to foster  
immediate engagement while establishing a  
long-term foundation for enhanced health, well-  
being, and job satisfaction. In 2024, three surveys  
were conducted, enabling consistent monitoring  
of employee perspectives and adaptability to  
emerging organizational needs. Surveys are tailored  
to address evolving priorities, supporting continuous  
alignment with organizational goals.  
Additionally, employees have access to formal  
reporting channels including our Ethics Hotline,  
which allows for confidential and anonymous  
reporting of misconduct or ethical concerns. Read  
more about our Ethics Hotline in the Business  
Conduct section of these sustainability statements.  
Employee engagement survey  
Conducting employee engagement surveys facili-  
tates transparent communication and collaboration,  
cultivating a supportive and engaging work envi-  
ronment and addressing factors impacting work-life  
balance, job satisfaction, and overall employee  
well-being. As part of our annual people processes  
we conduct regular engagement surveys to ensure  
employee feedback is transparently integrated  
into decision-making and local team dialogues.  
The engagement surveys involve different stages:  
survey planning, information gathering, and review  
phases of responses generated. Through the  
engagement survey, employees provide feedback  
on matters essential to workplace culture including  
Workers councils  
The workers councils ("Betriebsrat" in Germany  
and "Arbejdsmiljøorganisation" in Denmark) func-  
tion as a formal channels to incorporate employee  
perspectives into organizational decision-making.  
It addresses the principles governing local working  
conditions, welfare arrangements, and the overar-  
ching personnel policies in Denmark and Germany.  
Bavarian Nordic
Annual Report 2024  
82  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
Number of employees by gender  
S1 – table 1  
Rate and number of employees leaving the company  
S1 – table 4  
in headcounts  
2024  
in headcounts  
2024  
Male  
766  
887  
Rate of employee turnover  
17.4%  
255  
Female  
Number of employees who left the company  
Total employees  
1,653  
to employees employed on an indefinite contract,  
Accounting policies  
Number of employees by country  
S1 – table 2  
either full-time or part-time, subject to local terms and  
conditions of employment. Temporary employees refer  
to employees hired for a specific duration, either full-  
time or part-time, to fulfill short-term needs such as  
apprenticeships, backfilling, or covering parental leave.  
Temporary contracts end at a predefined date or upon  
project completion.  
Number of employees breakdown by gender and  
country  
in headcounts  
2024  
Employees refer to individuals working part-time or  
full-time under a contractual agreement with Bavarian  
Nordic. This definition encompasses employees under  
local terms and conditions of employment, such as enti-  
tlements, payment of social security contributions, and  
other applicable obligations. The number of employees  
(head counts) by gender and country are recognized  
based on records from the HR system at the end of the  
reporting period.  
Denmark  
979  
301  
Germany  
Switzerland  
215  
Turnover rate  
United States of America  
Other*  
123  
The employee turnover rate, expressed as a  
percentage, reflects the proportion of employees who  
left the organization within a calendar year either  
voluntarily or due to dismissal, retirement or death in  
service. The turnover rate is determined by dividing the  
number of employees (measured by headcount) who  
left during the reporting period by the average number  
of employees (headcount) for the same period and  
multiplying it by one hundred.  
35  
Total employees  
1,653  
*
Countries with less than 50 employees are reported aggregated as other.  
Number of employees by employment classification  
The number of employees is disaggregated by employ-  
ment classification, including permanent, temporary,  
and non-guaranteed hours employees, and is reported  
in number of headcounts. Permanent employees refers  
Number of employees by employment characteristics  
S1 – table 3  
in headcounts  
2024  
Female  
856  
31  
Male  
749  
17  
Total  
1,605  
48  
Number of permanent employees  
Number of temporary employees  
Number of non-guaranteed hours employees  
Total employees  
0
0
0
887  
766  
1,653  
Bavarian Nordic
Annual Report 2024  
83  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
IRO  
Material impacts and risks  
IRO  
Policies & processes  
Leadership development  
and alignment on deliverables and development  
plans, it contributes to achieving long-term organi-  
zational objectives.  
Attraction and retention of talent  
and work-life balance  
Remote working policy  
LeadPioneers is our Leadership development program  
that provides a structured approach to leadership,  
setting clear expectations and fostering a shared  
understanding of effective leadership practices.  
Through this program, we equip leaders with the skills  
they need to lead their people and organization in line  
with present and future demands. LeadPioneers offers  
two distinct learning tracks: Leading Others, tailored  
for leaders managing individual contributors, and  
Leading Leaders designed to educate leaders of other  
managers.  
Our remote working policy defines the governing  
framework for employees performing working hours  
outside the organization's premises. The policy  
applies universally to all employees and is intended  
to enhance operational efficiency, employee  
engagement and organizational alignment through  
structured and flexible working arrangement. The  
policy reflects our commitment to flexible workplace  
practices, prioritizing well-being and adaptability to  
modern work requirements.  
Our ability to attract and retain a workforce with the  
necessary skills and experience is fundamental to  
our success and relates to other identified impacts,  
including work-life balance. In a competitive labour  
market, as well as under potential reputational  
pressures, difficulties in attracting or retaining  
employees could negatively impact our performance  
and strategic objectives. The identified risk arises  
from the dependencies on our own workforce,  
particularly those working in locations and function  
where there is a high demand within pharmaceu-  
tical research, development, manufacturing and  
commercial. The risk has been identified through  
our Enterprise Risk Management (ERM) process.  
Integrated into annual HR processes, the perfor-  
mance management system ensures ongoing value  
through structured discussions and actionable  
outcomes. Expected benefits include improved  
performance tracking, focused development efforts,  
and enhanced alignment with organizational prior-  
ities.  
Targets  
The New Ways of Working initiative  
Managed by the HR Development Team, LeadPio-  
neers trains leaders in cohorts throughout 2025, with  
an objective for all leaders with at least three direct  
reports to complete the program by third quarter  
of 2026. Expected outcomes include consistently  
enhancing leadership capabilities, establishing a  
culture prioritizing accountability, and a resilient  
leadership framework aligned with our strategic  
objectives.  
With the aim to increase flexibility and enhance  
work-life balance, we introduced our New Ways of  
Working initiative in 2021. Through this, we actively  
encourage employees to work collaboratively and  
adopt flexible working arrangements. By fostering a  
culture of flexibility, and improved work spaces at our  
offices, we provide a framework for work practices,  
which support employees in achieving improved  
work-life balance, also in peak periods.  
Our people are the key to our success and although  
we have not formalized targets, we continuously  
monitor our performance in relation to talent  
attraction and retention, including work-life balance.  
This is done through various processes, including  
tracking turnover rates, employee engagement  
surveys, performance and development talks, lead-  
ership development program, one-on-one dialogue  
with managers, and exit-interviews.  
The vaccine sector can be subject to fluctuating  
market demands, due to external factors such  
as urgent responses to disease outbreaks. As an  
employer, we are responsible for shaping working  
conditions and work-life balance for our employees,  
impacting their overall well-being and job satisfac-  
tion, which ultimately affects our ability to retain  
talent. Peak periods can affect people working  
in various departments and sites throughout the  
organization, as they could lead to additional work-  
load.  
Performance management system  
Our Performance Management system is a manage-  
ment tool to align expectations between employees  
and managers. It facilitates collaboration, dialogue,  
and follow-up on individual performance and devel-  
opment goals. By supporting continuous engagement  
Actions  
In 2024, we initiated a series of initiatives aimed at  
strengthening our ability to attract and retain talent,  
with efforts focused on the below key actions:  
Bavarian Nordic
Annual Report 2024  
84  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
IRO  
Processes for remediation  
Actions  
Executive Management is accountable for the imple-  
Equal treatment and  
mentation of the diversity and inclusion policy.  
We are committed to maintaining a safe, inclusive,  
and respectful workplace where all employees  
are treated with dignity. We encourage employees  
to address concerns at the local level whenever  
possible. Employees who experience or witness  
inappropriate behavior should first attempt to  
resolve the issue by speaking with the individuals  
involved, their immediate manager, or a trusted  
colleague. If further support is needed, employees  
are urged to contact their HR Business Partner,  
who will facilitate resolution in line with company  
guidelines. In cases where local resolution is not  
possible, or if the concern involves a direct manager,  
employees may escalate the issue to a higher-level  
manager, a union or Workers Council representative  
or the Health and Safety Representative.  
In 2024, we conducted two online programs as part  
of our ongoing commitment to educate employees  
on the importance of inclusion and unconscious  
bias.  
opportunities for all  
Given our global presence and reliance on a highly  
skilled workforce, we may risk our ability to attract  
and retain talent if we do not keep momentum in  
current efforts and continuously develop initiatives  
to ensure that we maintain an inclusive and diverse  
workforce. This risk is linked to our dependency on  
human resources and our ability to attract and retain  
talent, including risk considerations related to our  
reputation, legal sanctions, and/or labour disputes.  
Global policy on sexual harassment and global  
policy on bullying and harassment at work  
We do not accept any kinds of bullying and harass-  
ment. Our policies stress the importance of respect  
and dignity while providing guidance on preventing  
and remediating inappropriate behaviors. Addition-  
ally, they emphasize the collective for cultivating a  
workplace where every individual feels safe, valued,  
and empowered to contribute fully.  
The sessions were focused on two key topics.  
1. Inclusive Colleagueship - emphasizing the  
importance of inclusion, belonging, and allyship  
through practical, everyday actions; and  
2. Unconscious Bias - exploring the impact of  
unconscious bias and impact on the workplace,  
providing strategies to mitigate bias.  
Maintaining a respectful workplace is a shared  
responsibility. All employees, including manage-  
ment, are accountable for adhering to the principles  
outlined in the policies. Members of the Executive  
Management are the most senior level account-  
able for the implementation of these policies. The  
policies are accessible for all employees via our  
intranet.  
Policies  
Diversity and inclusion policy  
The sessions offered actionable insights on how  
employees contribute to an inclusive work environ-  
ment, emphasizing personal and collective respon-  
sibility in fostering an inclusive work environment.  
Our Diversity and inclusion policy outlines our  
approach to ensuring equal treatment and oppor-  
tunities for all employees, which is a key compo-  
nent of our sustainability efforts. The policy aims  
to create a work environment where everyone  
feels respected and valued in support of a diverse  
workplace. The policy covers the following grounds  
for discrimination, but not limited to: gender, age,  
educational background, ethnicity, physical impair-  
ment, religion, or sexual orientation.  
We uphold a strict non-retaliation policy to protect  
employees who report concerns in good faith and  
continuously review our processes to ensure they  
remain effective, accessible, and aligned with regu-  
latory and ethical standards.  
Targets  
We do not currently have specific policy commit-  
ments related to positive action for people from  
groups at particular risk of vulnerability  
Our people are the key to our success and although  
we have not formalized targets, we continuously  
monitor our performance in relation to equal  
opportunities and treatment. This is done through  
awareness trainings, salary benchmarks checks, and  
employee engagement surveys.  
The policy addresses material impacts such as elim-  
inating biases in selection and promotion processes  
and preventing discriminatory behavior.  
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Annual Report 2024  
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General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
Gender distribution in Top management  
S1 – table 5  
Accounting policies  
Gender diversity at Top management level  
in headcounts  
2024  
Top management is defined as positions at the Vice  
President level and above. Gender distribution is shown  
as headcounts and share distributed between male and  
female. The gender breakdown of employees at the  
Top management level is based on records from the HR  
system at the end of the reporting period.  
Number  
11  
Share  
46 %  
Female  
Male  
13  
54 %  
Total employees  
24  
100 %  
Age distribution  
The age breakdown of employees is based on records  
from the HR system at the end of the reporting period.  
Age distribution in own workforce  
S1 – table 6  
Gender pay gap  
in headcounts  
2024  
Gender pay gap is defined as the difference of average  
pay levels between female and male employees,  
expressed as percentage of the average pay level of  
male employees. The metric is calculated based on  
total annual remuneration which includes both fixed  
and variable components.  
Under 30 years old  
30-50 years old  
228  
963  
Over 50 years old  
Total employees  
462  
1,653  
CEO remuneration ratio  
The CEO remuneration ratio reflects the annual ratio  
between the total remuneration of the CEO (the highest  
paid individual) and the average remuneration of all  
employees (measured in FTEs) within the company,  
excluding executive management. The calculation of  
the ratio is consistent with the calculation of CEO pay  
ratio disclosed in our Remuneration Report.  
Remuneration metrics  
S1 – table 7  
2024  
-1,6%  
29  
Gender pay gap1  
CEO remuneration ratio  
1
Negative gender pay gap reflects a pay gap in favor of males  
Bavarian Nordic
Annual Report 2024  
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General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
IRO  
through open dialogue on EHS matters. The EHS  
specifically activities directly involving the handling  
or production of hazardous biological materials.  
of the strategy. The site heads have the overall  
responsibility, which is a legal requirement in most  
countries.  
Health and safety  
Management System, overseen by governance  
arrangements involving all company levels, ensures  
that performance is monitored and regularly  
reviewed to meet high standards and provide value  
to stakeholders.  
We have processes in our manufacturing and  
research facilities that could pose a risk of nega-  
tive impact on a person’s physical health. This also  
applies to non-employees carrying out activities  
and services on our behalf. The negative impacts  
relate to individual incidents only for the part of our  
workforce that work in the context of our vaccines  
research and manufacturing. As this is an inherent  
part of our business model (end-to-end develop-  
ment and manufacturing of vaccines) decreasing the  
risk of negative impacts related to health and safety  
remains a priority on all our manufacturing and  
research facilities. The potential impacts described  
inform daily and strategic decision-making.  
Engaging with our workforce  
Our Global EHS Operations team has been estab-  
lished at the operational level, working in collabo-  
ration with EHS Management to handle and partici-  
pate in risk prevention activities. These groups play  
a role in addressing unsustainable EHS matters,  
either by resolving them directly or escalating them  
to the EHS Committee. The EHS Committee act as a  
liaison between employees and the work environ-  
ment organization, ensuring effective communica-  
tion and collaboration. They are also responsible for  
providing comprehensive training and instruction  
to all employees, ensuring that everyone is well-in-  
formed about safety protocols and best practices.  
We prioritize the health and safety of our employees  
through structured engagement processes with  
our workforce and their representatives. Our EHS  
Committee operates at the strategic level, collab-  
orating closely with Site Heads and the ESG repre-  
sentatives to plan, lead, and coordinate our efforts  
in protecting employee health and safety, the  
surrounding environment, and risk prevention. This  
committee ensures that strategic decisions align  
with our commitment to maintaining a safe and  
healthy workplace.  
Site heads are responsible for implementing the  
policy and ensuring that it is effective. The content  
was revised during 2024, and the updated policy  
was published in the beginning of 2025.  
Employee vaccination program  
The policy aims to ensure health and safety of  
employees operating in environments with poten-  
tial exposure to infectious agents. It establishes  
protocols for vaccination for employees working in  
high-risk environments with live viruses.  
Engagement with our workforce occurs directly and  
through workers' representatives. This engage-  
ment is integral to our decision-making processes,  
ensuring that the perspectives of our workforce are  
incorporated into managing actual and potential  
impacts. Engagement occurs at multiple stages,  
including planning, implementation, and review  
phases of health and safety initiatives. The types of  
engagement include regular meetings, surveys, and  
feedback sessions, conducted frequently to ensure  
continuous dialogue and improvement.  
Policies  
Where relevant, we incorporate specific considera-  
tions to vulnerable employees, including pregnant  
women. We have an internal policy that outlines  
specific tasks pregnant women should avoid to  
prevent any risk to their health and safety. This  
policy helps protect both the expectant mother and  
her unborn child by minimizing workplace hazards.  
The policy stipulates that specific individual risk  
assessments must be carried out for each pregnant  
worker. Where a potential risk is identified and  
cannot be eliminated, we will find alternative work  
arrangement, which will not impact the expectant  
or breastfeeding mother or unborn child. By  
Global Environmental, Health & Safety Policy  
Our Global Environmental, Health and Safety (EHS)  
Policy covers all our business areas and locations.  
Objectives include protecting employees from  
health risks associated with exposure to infectious  
agents, implementing stringent access control to  
high-risk areas, aligning with global health and  
biosafety standards, thereby minimizing potential  
adverse impacts on physical health.  
The policy emphasizes high standards of EHS  
performance, ensuring compliance with applicable  
EHS laws, managing EHS risks, and continuously  
seeking opportunities to reduce risks and improve  
performance.  
The policy applies to all employees engaged in  
activities involving potential exposure to virus,  
including employees in production, quality control,  
environmental monitoring, and support roles  
operating in designated high-risk areas. The policy  
primarily addresses operations within our facilities,  
It highlights the importance of educating and  
enabling employees and key stakeholders inter-  
nally and externally to work safely and responsibly,  
fostering positive interactions and work practices  
The Global EHS Director holds the overall respon-  
sibility for setting the strategic direction for EHS,  
aligning with each global function, while ensuring  
workforce engagement and feedback is the core  
providing clear guidelines and adjusting work duties  
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Annual Report 2024  
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General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
Targets  
as needed, we aim to create a supportive and safe  
environment for pregnant employees.  
collaborate closely with our HR department on  
Our target is to further reduce health hazards in our  
operating sites by expanding our current portfolio  
of risk assessments in each of our locations and  
addressing 90% of identified mitigating actions. Risk  
assessments are an integral part of how we operate,  
and opportunity assessments are underway to  
expand on the work previously undertaken by each  
location. The baseline will be finalized by the end of  
quarter one in 2025, and tracking will be conducted  
by EHS on a quarterly basis thereafter. Target perfor-  
mance will be assessed by the end of the year.  
health-related concerns and reporting of these to  
authorities. All processes adhere to applicable local  
legal requirements, ensuring full compliance.  
Our sustainability-related company goals for 2025  
include a target relating to the health and safety  
of workers on-premise, regardless of their type of  
employment. The target is supporting the objectives  
of our Global EHS Policy and Global EHS Strategy.  
The EHS department and Executive Management  
have been involved in the target setting process.  
Target performance will be assessed by the end of  
the year.  
Processes for remediation  
We apply established processes to address and  
remediate negative impacts on employees within  
own workforce, and to provide accessible chan-  
nels for raising concerns. Employees are provided  
multiple options for reporting, including health  
and safety management system, health and  
safety representatives, or their direct managers.  
Employees are encouraged to report incidents, near-  
misses, or unsafe conditions to help maintain a safe  
and compliant working environment. The health  
and safety management system enables structured  
reporting and documentation facilitating the anal-  
ysis and resolution of reported issues in alignment  
with regulatory requirements.  
Actions  
We have developed a new Global EHS strategy with  
the purpose of further defining our roadmap and  
focus areas. We have started implementation and  
are planning to fill several key full-time positions in  
our EHS department with the purpose of driving our  
strategic ambitions, including areas related to the  
identified potential negative impact. This includes  
building governance, leadership, standards and  
capabilities on a global and local level across all EHS  
topics.  
Health and safety metrics related to own employees  
S1 – table 8  
in numbers  
2024  
Percentage of workforce covered under health & safety management system  
Fatalities as a result of work-related injuries & ill health  
Recordable work-related accidents  
100%  
By hiring additional dedicated roles in the EHS area,  
we are better equipped to identify and mitigate  
risks, provide comprehensive training, and ensure  
a safe and supportive work environment for all our  
employees.  
0
6
The objective is to implement a health and safety  
management system globally to standardize system  
management across all locations. Currently, we are  
in the process of identifying global internal stand-  
ards to ensure that we drive continuous improve-  
ment in addition to legislative compliance. Each site  
has their individual health and safety management  
system. For countries or sites where the health and  
safety management system are not yet in place,  
local processes, manuals, procedures, and systems  
are in effect. EHS representatives responsible for  
time-tracking tools and regulatory documentation,  
manage the local EHS Management systems and  
Rate of recordable work-related accidents  
2.3  
Total number of incidents, complaints and severe human rights impacts  
S1 – table 9  
As part of our strategy, we have introduced the  
updated Global EHS Policy with the purpose of  
addressing health and safety impacts related to  
our own workforce as well as on- and off-premise  
workers.  
in numbers  
2024  
Incidents of discrimination, including harassment  
0
0
0
0
0
Complaints filed through channels for people to raise concerns  
Fines, penalties, and compensation for damages resulting from discrimination (in DKK)  
Severe human rights incidents  
Fines, penalties and compensation for damages resulting from severe human rights incidents (in DKK)  
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General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
Accounting policies  
The percentage of employees covered by health  
and safety management system  
Incidents, complaints and severe human rights  
impacts  
The metric is determined through information gathered  
from the health and safety responsible person in each  
of our locations. The percentage coverage is calculated  
as the number of employees (headcounts) covered by  
health and safety management systems divided by all  
employees (headcounts).  
The metrics represent the number of discrimination  
incidents, complaints and severe human rights cases  
reported to the Ethics Hotline or to our Legal & Compli-  
ance team in the reporting period.  
The number of fatalities as a result of work-related  
injuries and work-related ill health  
The number of fatalities is determined based on records  
from our HR system. It refers to death of employees  
resulting from work-related accidents and work-related  
ill health. All types of employees are considered for the  
metric.  
The number and rate of recordable work-related  
accidents  
A recordable work-related accident is registered if  
the accident results in the employee being unable  
to perform their usual work for one day or more,  
excluding the day of the injury.  
The rate of work-related accidents represents the  
number of cases per one million hours worked. It is  
calculated by dividing the total number of work-re-  
lated accidents by the total hours worked by our own  
employees, and multiplying the result by one million.  
The number of hours worked by our employees is  
estimated based on standard full-time equivalent  
(FTE) hours, taking into account entitlements to leave  
periods, including vacation and public holidays. The  
calculation excludes individually registered vacation  
days.  
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Annual Report 2024  
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General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
Workers in the value chain  
S2  
We depend on workers in our value chain to  
perform services, either as contracted services at  
our premises (on-premise workers), or as part of  
services and/or production at supplier or business  
partner premises (off-premise workers).  
described below. We have not identified any signif-  
icant risks of child labor or forced labor among the  
stakeholders in our value chain.  
The disclosures related to interests and views of  
stakeholders and policies related to this topic are  
presented at an aggregate level, followed by disclo-  
sures on processes, actions and targets, which are  
presented alongside each impact.  
On-premise services include repairs, mainte-  
nance, construction work, and other similar work  
performed by people who are not classified as  
employees or non-employees (as defined in the  
Own workforce section of these sustainability  
statements) but are performing work or services at  
our sites.  
General policies and processes  
On- and off-premise value chain workers are  
covered under our Environmental, Health, and  
Safety (EHS) Policy which is described in Own work-  
force section of these sustainability statements.  
Off-premise tasks involve upstream activities of  
sourcing of raw materials used in our vaccines and  
contract research and manufacturing (CROs and  
CMOs).  
Our Responsible Sourcing Standards Policy outlines  
our expectations for suppliers regarding health and  
safety, aiming to protect workers from work-related  
hazards and potential dangers. The general objec-  
tives of the policy include compliance with relevant  
regulations, proactive risk assessment, and the  
implementation of protective measures to safeguard  
workers' health and safety. The policy addresses  
material impacts such as chemical, biological, and  
physical hazards, and outlines the process for moni-  
toring compliance through audits and corrective  
actions.  
As a part of the double materiality assessment  
(DMA) process, we have gathered an increased  
understanding of how people in our value chain are  
actually and potentially exposed to specific impacts,  
risks, and opportunities - for both on-site and  
off-site workers. As such, the scope of the following  
disclosure includes only people in our value chain  
who perform services that are subject to the iden-  
tified material potential health and safety impacts  
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Annual Report 2024  
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General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
Engaging with on-premise value chain workers  
The policy applies to all activities within our  
upstream and downstream value chain, encom-  
passing suppliers and sub-suppliers, including  
workers performing services in our value chain,  
regardless of their location. The policy excludes no  
specific activities or geographies, ensuring compre-  
hensive coverage and protection for all stakeholders  
involved.  
the negative impacts for our own employees as  
described in the Own workforce section of these  
statements.  
Material impacts and risks  
Our engagement with value chain workers on-site is  
direct in relation to training and information about  
their health and safety. We engage with this group  
of stakeholders as they enter our sites to perform a  
visitor induction. The induction includes information  
about what the visitors, including the workers, may  
encounter when entering our sites, how they are  
expected to behave, their duties related to our site  
rules. Visitors must sign documentation following  
the information provided to them and, depending  
on their designated access level, some will be  
accompanied by a Bavarian Nordic employee while  
on-site.  
IRO  
Health & safety of on-premise  
workers in the value chain  
The monthly EHS meetings are in place to ensure  
continuous attention to health and safety-related  
impacts on our sites.  
We make use of external companies and individuals  
who carry out various services at our manufacturing  
sites, some of whom may be exposed to processes  
that could result in a negative impact on their  
physical health. This impact applies to potential indi-  
vidual incidents of on-premise workers in the value  
chain who perform services at our sites. The need  
for workers in the value chain to perform various  
services on-site, e.g. construction and repairs is  
related to our business relationships, as the workers  
do not fall into the categories of the services and  
employment types for the people described in the  
topical standard related to our own workforce and  
non-employees as defined in the Own workforce  
section of these statements. As the impact poten-  
tially occurs in our site operations, it is a direct  
impact which can potentially involve a reputational  
risk for us, however there are no identified material  
risks associated with this impact. Due to the nature  
of our business needs for having manufacturing  
and research sites, there is an inherent risk related  
to negative health and safety impact for people  
located on-premise. Managing these remains a  
priority in all our manufacturing and research facili-  
ties, and the identified impact informs the daily and  
strategic decision-making.  
Our Ethics Hotline is publicly available and workers  
in the value chain can raise confidential and anony-  
mous reporting of suspected violations of the Code  
of Conduct and applicable laws and regulations.  
The most senior level accountable for the imple-  
mentation of this policy is the Chief Operating  
Officer.  
Our Code of Conduct and Human Rights Policy  
also apply to workers in the value chain and are  
described in the Business conduct and Own work-  
force section of these statements.  
Actions  
The site head holds the operational responsibility  
for ensuring that the engagement happens and  
monthly meetings are held in which EHS matters  
are discussed. These inform the decision-making  
related to the process for engaging with value chain  
workers on-site. The needs of workers who may be  
particularly vulnerable are assessed on an indi-  
vidual basis, taking into consideration any special  
provisions to ensure the health and safety of these  
individuals.  
Our completed and planned key actions related to  
the potential negative impact are described below.  
These actions are taken and planned to limit the  
likelihood of us causing or contributing to the identi-  
fied potential negative impact.  
Based on data from our Ethics Hotline (see the Busi-  
ness conduct section of these statements), there are  
no reported cases of adverse human rights impacts  
(incidents and non-respect) of the UN Guiding Prin-  
ciples on Business and Human Rights, ILO Declara-  
tion on Fundamental Principles and Rights at Work  
or OECD Guidelines for Multinational Enterprises  
involving value chain workers in our upstream and  
downstream value chain.  
• We
have developed a new global EHS strategy  
with the purpose of further defining our roadmap  
and focus areas. We have started implementa-  
tion and are planning to fill several key full-time  
positions in our EHS department with the purpose  
of driving our strategic ambitions, including  
areas related to the identified potential negative  
impact. This includes building governance, lead-  
ership, standards and capabilities on a global and  
local level across all EHS topics, including health  
and safety for on-premise value chain workers.  
Processes for remediation  
We have established processes to address and  
remediate the potential negative impact on  
on-premise value chain workers as part of our  
duty of care for people on our sites. These general  
processes align with those in place to remediate  
Bavarian Nordic
Annual Report 2024  
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General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
Actions  
• As
part of our strategy, we have updated our EHS  
Policy with the purpose of addressing health and  
safety impacts related to our own workforce as  
well as on- and off-premise workers. See more in  
the Own workforce section of these statments.  
as vaccines research and manufacturing. As such,  
PSCI engagement in 2024. The Global EHS Director  
has the operational responsibility for health & safety  
engagement with suppliers and CMOs, and the  
respective lines of business engage with suppliers  
and CMOs through ongoing work and collaboration.  
Each are responsible for ensuring that engagement  
happens and that the results inform our approach in  
the area. This responsibility includes regular assess-  
ments of the effectiveness of our engagement,  
including the learnings and outcomes gained from  
the engagement.  
this impact is connected with our business model,  
as we have dependencies on the workers in the  
value chain working for suppliers and business  
partners. This impact applies to potential individual  
incidents of off-premise workers in the value chain.  
It is an indirect impact as it originates from our  
business relationships with suppliers and partners.  
It can potentially involve a reputational risk for  
us, however, there are no identified material risks  
associated with this impact. As our business model  
requires us to source raw materials and engage  
CMOs in the manufacturing of our products, there  
is an inherent potential health and safety risk for  
people working with these tasks and within manu-  
facturing facilities. As such, the health and safety of  
workers is a priority throughout our value chain, and  
the identified potential impact informs our deci-  
sion-making related to the suppliers and business  
partners we choose to collaborate with.  
Our completed and planned key actions related to  
the potential negative impact are described below.  
• The
further development of a supplier manage-  
ment program is a strategic priority and a part  
of our Responsible Value Chain program. The  
purpose of the program is to further develop  
our supplier management and engagement  
processes to enable an understanding of our  
adverse impacts and how to address these. We  
have completed a mapping of our value chain and  
high-level risk screening of our tier 1 suppliers  
and business partners in defined service cate-  
gories. The mapping was based on industry  
practice and internal guidelines and will guide  
our efforts in this area. We plan to develop the  
program further in the coming years by building  
internal governance structures in the area and  
continuously collaborate with new and existing  
suppliers and business partners. Key stakeholders  
within the EHS, Procurement, External Manufac-  
turing, and Corporate Sustainability departments  
collaborate on developing and implementing the  
program, including the type of action needed  
in response to the identified potential negative  
impact.  
• We
have updated our visitor induction training  
on our sites to enable all visitors, including  
on-premise workers. The purpose of the induction  
is to enable visitors to understand their responsi-  
bilities and site rules prior to entering our site.  
Our actions will be tracked and assessed regularly  
by the site head in collaboration with EHS depart-  
ment to ensure that the intended outcomes are met.  
As the PSCI is an organization solely focusing on  
pharmaceutical supply chains, the insights provided  
by them are deemed to take into consideration the  
perspectives of workers that may be particularly  
vulnerable to impacts.  
Targets  
The target disclosed in Health & Safety of our own  
workforce also applies to on-premise value chain  
workers.  
Processes for remediation  
To further capture the health and safety impacts  
in our value chain, we are in the process of further  
developing our Responsible Value Chain Program.  
Based on risk screenings, we aim to conduct  
targeted engagements with suppliers and business  
partners to collaborate on tracking, monitoring and  
mitigating health and safety impacts.  
Engaging with off-premise value chain workers  
IRO  
Our engagement with value chain workers working  
off-premise occurs through monthly and ad hoc  
meetings in our industry collaboration membership  
in the Pharmaceutical Supply Chain Initiative (PSCI).  
We consider the PSCI a credible proxy with insights  
into the situation of off-premise workers in our  
value chain. While key functions at our EHS, Procure-  
ment and Corporate Sustainability departments  
have taken part of the engagement, and the ESG  
Director held the operational responsibility for our  
Health and safety of off-premise  
workers in the value chain  
Suppliers and partners in our value chain manage  
and handle chemicals, which can potentially have a  
direct impact on the health and safety of workers in  
the value chain. As an inherent part of our business  
model, we engage in business relationships with  
suppliers from whom we source raw materials  
and CMOs whose workers perform services such  
Our Ethics Hotline is publicly available and workers  
in the value chain can raise confidential and anony-  
mous reporting of suspected violations of the Code  
of Conduct and applicable laws and regulations.  
• As
a part of our commitment to the PSCI and its  
Principles for Responsible Supply Chain Manage-  
ment, we have initiated work to increase the  
coverage of supplier audits. This action is also  
Bavarian Nordic
Annual Report 2024  
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General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
anchored with our Responsible Value Chain  
Program.  
Since 2024 is our first year of tracking the vendor  
audit rate, we do not have a baseline value for 2023.  
We have reached our target for 2024.  
• We
have introduced an EHS Policy with the  
purpose of addressing health and safety impacts  
related to our own workforce as well as on- and  
off-premise workers. See Health & Safety for  
on-premise workers in the Own workforce section  
of these statements.  
Vendor audit rate  
S2 – table 1  
Target  
Actual  
2024  
2025  
2026  
2027  
12.5%  
25%  
12.6%  
Our actions will be tracked and assessed monthly  
by the key stakeholders involved in driving forward  
the strategic initiative to ensure that the intended  
outcomes are met.  
40%  
70%  
Accounting policies  
Vendor audit rate  
Suppliers and business partners in scope refer  
to Contract Manufacturing Organizations (CMO's)  
or other manufacturing organization or suppliers  
providing critical production raw materials for  
commercial products.  
Targets  
To track the effectiveness of our actions related to  
our Responsible Value Chain Program, we have set  
a target to increase the share of scoped suppliers  
and business partners that have undergone an  
audit in accordance with the Pharmaceutical Supply  
Chain Initiative (PSCI) audit standards or similar. Our  
long-term target is for 70% of all in-scope suppliers  
and business partners have undergone an audit in  
accordance with PSCI audit principles. The long-term  
target is due in 2027 with annual milestone targets.  
The metric indicates the proportion of scoped  
suppliers that have been audited in compliance with  
PSCI audit standards or equivalent. This propor-  
tion reflects the ratio of our total expenditures  
on audited vendors to all scoped vendor-related  
expenditures in the reporting period. No individual  
vendor exceeded 10 percentage points of the metric.  
The target setting process involved internal subject  
matters experts and the target was approved by  
Executive Management. The monitoring of progress  
is performed by key internal stakeholders.  
Bavarian Nordic
Annual Report 2024  
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General disclosures  
Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
Consumers and end-users  
S3  
The people we serve are the  
distribution and sales, and are as such anchored  
in a combination of our own operations and in our  
upstream and downstream value chain. All identi-  
fied IROs relating to consumers and end-users occur  
in both short-term, medium-term and long-term.  
foundation of our business. Our  
commitment to saving and improving  
lives by unlocking the power of the  
immune system remains strong as we  
have continued to increase our impact  
on global health in 2024.  
Within each category, we have disclosed applicable  
policies, procedures, actions and targets.  
Central to our overall sustainability ambitions,  
business model and strategy is our ability to expand  
access to our vaccines across geographies, where  
we foster trust amongst stakeholders through  
responsible interactions and by supplying safe and  
efficacious vaccines.  
Our policies reflect our commitment to human rights  
throughout our organization and supply chain, as  
defined by the United Nations Guiding Principles on  
Business and Human Rights (UNGPs), International  
Labour Organization’s (ILO) Declaration on Funda-  
mental Principles and Rights at Work, principles of  
the UN Global Compact, and the Universal Declara-  
tion of Human Rights (UDHR).  
We have identified the following impacts, risks  
and opportunities (IROs) related to consumers and  
end-users, defined as vaccine recipients, clinical trial  
participants, and/or health care professionals (HCPs),  
in our double materiality assessment. All potentially  
affected end-users are included in the scope of  
these disclosures.  
Following regulatory requirements and industry  
standard practices, all clinical trials are reviewed  
and approved by independent review boards (IRB),  
independent bioethics committee (IBC), or an  
independent ethics committee (IEC) tasked with  
protecting the human of the individuals involved in  
clinical trials and ensure that our clinical trials are  
ethical, follow applicable regular standards, and  
appropriately protect the rights, safety and well-  
being of clinical trial participants. We, in compliance  
with associated regulations and ethical standards,  
The identified IROs are disclosed on an aggregate  
level, divided into three categories: Safety, Access  
to vaccines, and Responsible marketing. These three  
areas are central to our business model and strategy  
from research, development, manufacturing,  
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Environmental  
Social  
Governance  
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Own workforce
Workers in the value chain  
Consumers and end-users  
require that all clinical trial participants be provided  
an opportunity for informed consent, including  
risks associated with participation, and that their  
informed consent is documented. Our processes  
require that both adverse safety events and devia-  
tions from the approved protocol be documented,  
investigated, assessed, and reported to the IRB  
and regulatory authorities, as appropriate. We use  
a Corrective and Preventive Action (CAPA) system  
to assign and resolve corrective actions to remedy  
identified issues and to help prevent future similar  
problems. In collaboration with regulatory authori-  
ties, relevant safety information from clinical trials  
and post-marketing adverse events reports are  
included in our product labels to inform healthcare  
professionals and the general public about both the  
risks and the benefits of our products.  
certain effects of climate change that relate to the  
spread of certain diseases.  
could have positive financial effects for us through  
revenue growth.  
Material impacts, risks  
and opportunities  
This positive impact through the prevention of the  
spread of infectious diseases affects the patients,  
communities and public health systems where our  
vaccines are administered and occurs in the short  
term.  
Barriers to access that slow or  
prevent the delivery of vaccines  
IRO  
Access to vaccines  
Distributing vaccines to a global market, we may  
face situations where access barriers slow or  
Access to vaccines saves, empowers and improves  
lives across the world. We take pride in pioneering  
advancements in vaccine development and distribu-  
tion. This endeavor protects individuals and safe-  
guards communities from the damaging effects of  
infectious diseases.  
prevent our ability to deliver vaccines to persons in  
need, particularly in low-income countries (LICs) and  
low-middle-income countries (LMICs). These barriers  
may be linked to local regulatory processes, lack of  
cold-chain transportation, affordability and other  
factors, which could impact our ability to do busi-  
ness, and deliver vaccines, to certain markets.  
Expanding access to vaccines  
in endemic countries  
By expanding access to vaccines in our current port-  
folio to low- and lower-middle-income countries, we  
can help to reduce the spread of preventable infec-  
tious diseases and positively impact underserved  
communities.  
Global health security: Prevention of the  
spread of infectious diseases, including  
those due to climate change  
Access barriers that prevent us from delivering  
vaccines to people in need could have a negative  
financial effect on us in the medium term as well  
as potentially causing negative reputational conse-  
quences for the company.  
Vaccination with our vaccines will save and protect  
the lives of patients by immunizing them against  
infectious diseases. By preventing the spread of  
infectious diseases, vaccines contribute to healthier  
populations and reduce the burden on healthcare  
systems.  
This potential positive impact affects patients living  
in endemic regions who cannot access vaccines  
Expanding our vaccine portfolio  
We have an opportunity to develop or acquire new  
vaccines to our portfolio which could serve new  
disease areas and prevent the spread of infectious  
diseases.  
This risk does not stem from any dependencies  
on natural, human and/or social resources for our  
business processes.  
In addition, through our Public Preparedness and  
Travel Health portfolios, we develop and supply  
vaccines which can prevent the spread of infec-  
tious diseases. The spread of certain diseases can  
be attributed to the effects of climate change, and  
infectious diseases that previously were endemic  
in certain geographies are now, or have the poten-  
tial to, spread to other geographies. Therefore, our  
vaccines, on condition that they are administered,  
can have a positive impact on human adaptation to  
Policies  
Developing and supplying vaccines that address  
unmet medical needs is core to our strategy. This  
opportunity, which depends on the successful  
development of clinical trials and approval and  
implementation of new vaccines, or the successful  
acquisition of an existing vaccine, is concentrated  
in our own activities in the medium term and  
We are committed to the prevention of infectious  
diseases through innovation in the development,  
manufacture and supply of life-saving vaccines.  
While we do not have a formal policy related to  
access to vaccines, we manage the associated  
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Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
impacts, risks and opportunities through the actions  
described below.  
ment, the European Commission’s Health Emergency  
Preparedness and Response Authority (HERA), and  
Bavarian Nordic.  
safety and efficacy of the vaccine in children 2-12  
years of age as well as in pregnant women and  
children between 4 and 23 months of age.  
The strategy focuses on vaccines which have the  
highest impact on unmet medical needs, where  
our business model is well suited to manufac-  
ture and distribute vaccines. The timeline for the  
strategy runs to 2028 beginning with defining and  
taking action on concrete steps in 2025. The overall  
strategy is anchored with our Executive Manage-  
ment.  
Actions  
Together with Gavi, the Vaccine Alliance, we  
announced an advance purchase agreement (APA)  
to secure 500,000 doses of the mpox vaccine to  
be supplied to countries in Africa impacted by the  
mpox outbreak. The first doses arrived in the Central  
African Republic and Liberia in December 2024.  
Chikungunya: Expanding our vaccine portfolio  
Our chikungunya vaccine candidate was approved  
in February 2025 by the U.S. Food and Drug Admin-  
istration (FDA), and received a recommendation  
for approval in Europe in 2025 (final marketing  
authorization is pending adoption by the European  
Commission). Chikungunya is a mosquito-borne viral  
disease caused by the chikungunya virus (CHIKV).  
CHIKV disease typically presents acute symptoms,  
including fever, rash, fatigue, headache, and often  
severe and incapacitating joint pain. While mortality  
is low, morbidity is high; nearly 50% of individuals  
with CHIKV disease have debilitating long-term  
symptoms that can intensify with age. In the past  
20 years, CHIKV has emerged in several previously  
non-endemic regions in Asia, Africa, southern  
Europe, and the Americas, often causing large  
unpredictable outbreaks.  
Mpox: Working with partners to  
reach populations in low- and lower-  
middle-income countries  
During 2024, Africa experienced one of the largest  
and deadliest known mpox outbreaks to date, with  
the majority of cases occurring in the Democratic  
Republic of Congo (the DRC). Both the Africa CDC and  
World Health Organization (WHO) declared a public  
health emergency in August.  
License and Manufacturing Agreement  
We have in 2024 entered into a License and Manu-  
facturing Agreement for our mpox vaccine with  
Serum Institute of India (SII). Under the agree-  
ment, the companies will undertake a technology  
transfer of the current manufacturing process for  
the mpox vaccine to SII to enable supply for the  
Indian market, for which SII obtains the license to  
sell and distribute the vaccine. Furthermore, upon  
the relevant regulatory approvals, the agreement  
enables SII to perform contract manufacturing of  
mpox vaccine for Bavarian Nordic which expands  
the manufacturing capacity, ensuring global access  
even during outbreaks of mpox.  
Later that month, we signed an agreement with  
UNICEF for the supply of 1 million doses of mpox  
vaccine for countries in Africa impacted by the  
outbreak. Combined with donations by various  
governments, institutions and Bavarian Nordic, this  
agreement helped to secure more than 2.5 million  
doses, thus fulfilling the short-term requirement as  
expressed by the Africa CDC and allowing an imme-  
diate response in the affected countries. Through  
this contract, we have ensured vaccine access with  
the lowest price for the 77 low- and lower-mid-  
dle-income countries.  
To strengthen the response in the African region, we  
collaborated with global health partners, including  
WHO, United Nations Children's Fund (UNICEF), Africa  
CDC, and Gavi to provide our mpox vaccine, which  
served as an important tool to help control the 2022-  
2023 mpox outbreak.  
In September, our vaccine became the first mpox  
vaccine to receive prequalification from WHO, a  
prerequisite for governments and organizations like  
Gavi and UNICEF to procure and distribute vaccines  
in African countries.  
Access to medicine strategy in low-income (LIC)  
and lower-middle-income countries (LMIC)  
Clinical initiatives to expand  
access to groups in need  
This partnership will significantly expand our supply  
capability and will allow us to ensure the access  
of the vaccine to a region of the world where we  
currently have no presence.  
During 2024, we took steps to further formalize our  
access and approach to access to relevant vaccines  
in our portfolio in LICs and LMICs. The work in 2024  
defined the overall strategy approach, defined  
timelines for next steps and agreed on a govern-  
ance structure to oversee the access strategy and  
approach.  
Children suffer disproportionately from mpox. In  
September, our mpox vaccine was approved for  
use against mpox and smallpox in adolescents  
12-17 years of age after expedited review with the  
European Medicines Agency. We are also working  
with partners, including the Coalition for Epidemic  
Preparedness Innovations (CEPI) to evaluate the  
As a first response to the 2024 mpox outbreak in  
central and eastern Africa, doses were delivered to  
the Democratic Republic of Congo (the DRC) in early  
September, initiating the delivery of more than  
250,000 doses total donated by the U.S. govern-  
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Environmental  
Social  
Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
Engaging with consumers and end-users  
IRO  
Engaging with consumers and end-users  
safety requirements, and all Good Practice (GxP)  
standards across our trials, manufacturing and  
testing. It aligns with regulatory expectations and  
industry best practices to maintain the highest  
quality standards.  
We have ongoing engagement with supranational  
organizations, NGOs, governments and other  
partners as described in the Action section above.  
We consider these business partners as credible  
proxies for the people potentially in need of one of  
our vaccines. Our Vice President, Commercial, Rest  
of World is the most senior position within Bavarian  
Nordic that has the operational responsibility for this  
type of engagement.  
Safety  
Our pharmacovigilance system supports the  
ongoing collection, assessment, and notification of  
relevant safety data. We have procedures in place  
for reporting adverse events, reactions, and/or  
product quality complaints, and all our employees  
are trained in the proper handling of information,  
should they become aware of an adverse event,  
reactions, or other potential safety issue related to  
our products.  
The safety of vaccine recipients and clinical trial  
participants is a top priority and is paramount to our  
business model.  
Vaccine development and delivery is a highly regu-  
lated area, with a strong regime of inspections and  
approvals which set high standards for our work,  
from early research, preclinical development, clinical  
trials, product approval, and commercial manufac-  
turing through distribution.  
The procedures governing our QMS are accessible to  
all employees and mandatory training is required to  
ensure full understanding and adherence.  
The Senior Vice President of Global Quality serves as  
the management representative, bearing responsi-  
bility for the effective implementation of the QMS.  
This includes achieving defined quality objectives,  
clearly establishing and communicating roles and  
responsibilities, and ensuring the provision of  
adequate resources and authority throughout the  
organization  
Our Chief Medical Officer is the most senior position  
within Bavarian Nordic that has operational respon-  
sibility engagement.  
Targets  
As one of the three KPIs included in our Sustain-  
ability Linked Loan (SLL) credit facility, we have a  
target to finalize our “Access to vaccines” strategy  
directed at low- and lower-middle-income countries  
by the end of 2024. In 2025, we have a target to  
define quantitative targets and execute these in the  
following years. The KPI was set in collaboration  
with key internal functions, including the Corporate  
Sustainability department, Finance and Commercial,  
as well as the banks involved in providing the credit  
facility.  
Policies  
Our commitment to end-user safety is supported  
through our framework of quality and safety policies  
and procedures which includes, as applicable:  
Processes for remediation  
Efforts to remediate negative impacts for partic-  
ipants in clinical trials are handled internally or  
through the CRO, to whom we transfer obligations  
but maintains oversight and assessment through  
the standard operating procedure for selection and  
management of vendors for services in the Devel-  
opment department. When an adverse event does  
occur in connection with a clinical trial, the clinical  
trial participant is advised by the responsible health-  
care professional.  
• Good
Clinical Laboratory Practice (GCLP)  
• Good
Manufacturing Practice (GMP)  
• Good
Distribution Practice (GDP)  
• Good
Pharmacovigilance Practice (GVP)  
• Applicable
ethical standards  
Code of Conduct  
The Bavarian Nordic Code of Conduct acknowledges  
our responsibility to ensure patient safety. We  
develop and supply innovative, high-quality prod-  
ucts, and we require all employees to comply with  
all relevant laws and regulations governing product  
quality and safety as well as all requirements  
for reporting adverse events and product quality  
complaints.  
The target for 2024 is completed as our “Access  
to vaccines” strategy was approved by Executive  
Management in December 2024. In 2025, we aim to  
continue with the next steps as defined in our SLL  
agreement.  
We follow the regulatory guidelines from the  
International Council for Harmonisation (ICH), which  
provides guidelines on safety, quality, and efficacy  
topics, the Declaration of Helsinki, Good Clinical  
Practice (GCP).  
Participants in clinical trials can contact the respec-  
tive investigators or the CRO. All communications  
via this channel are addressed through channels  
established by the investigators, the CRO and in  
agreement with us, and all such engagements are  
If our employees become aware of an adverse event  
or other potential safety issue, they are instructed to  
report it to the company’s pharmacovigilance team.  
Our Quality Management System (QMS) is designed  
to ensure compliance with applicable legislation,  
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Environmental  
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Governance  
Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
treated in accordance with data privacy laws. The  
effectiveness of this channel for participants is  
assessed through mandated regulatory quality and  
compliance procedures.  
We have not formalized an external reporting target;  
Our documented processes include descriptions  
of roles and responsibilities for the review and  
approval of promotional material, disease aware-  
ness (lay public educational material), and other  
relevant communications. We respect all local  
laws and regulations with regard to our marketing  
materials. Where appropriate, our processes include  
Medical Affairs, Commercial, Regulatory Affairs,  
Legal and Clinical Safety & Pharmacovigilance  
review, participation or approval. Additionally,  
we utilize a system of record for all advertising  
and promotional materials to ensure appropriate  
review and that approvals have been obtained, to  
document the approvals and uses of materials, to  
conduct periodic reviews, for version control, and to  
expire and cease use of material that is no longer  
relevant.  
We only promote our products consistent with  
the regulations of each country, and the product  
or commercial information that is shared with  
healthcare professionals and patients is scientifi-  
cally sound, accurate, balanced, fair, objective and  
substantiated.  
however, we do have a Safety Committee, work  
to continuously evaluate our pharmacovigilance  
program, require pharmacovigilance training for all  
employees, and routinely assess the safety of our  
products to appropriately inform regulatory authori-  
ties, healthcare professionals and the general public  
about both the risks and benefits of our products  
Vaccine recipients of marketed products who expe-  
rience adverse effects can raise concerns through a  
publicly accessible e-mail, and all communications  
via this channel are addressed through established  
procedures and treated in accordance with data  
privacy laws. The effectiveness of this channel for  
participants is assessed through mandated regula-  
tory quality and compliance procedures.  
We have policies, procedures, and systems in place  
to ensure that our promotion of pharmaceutical  
products and other communication activities,  
including social media activities, comply with all  
applicable laws and regulations.  
IRO  
Responsible marketing practices  
The pharmaceutical industry is highly regulated  
regarding product promotion to healthcare profes-  
sionals (HCPs) and the public. In many countries,  
prescription-only medicines are not allowed to be  
promoted to the public. Where it is allowed, we  
follow high ethical standards.  
The Code of Conduct applies to all employees,  
including temporary staff and employees employed  
on fixed-term contract, to the Executive Manage-  
ment and the Board of Directors. Third parties acting  
on behalf of Bavarian Nordic must also adhere to  
the standards of Code of Conduct which is publicly  
available on our website.  
Actions & targets  
When needed, we update our framework of quality  
and safety policies and procedures to align with  
changes made by national health regulations.  
These processes include all products for which  
Bavarian Nordic is a distributor and are designed  
to ensure that we are operating ethically and in  
compliance with all local rules.  
We have policies, procedures, and systems in place  
to ensure that our promotion of pharmaceutical  
products and other communication activities comply  
Internal and external audits are also undertaken to  
ensure the effectiveness of the framework.  
The Code of Conduct was most recently approved by  
the Board of Directors in December 2024.  
Policies  
with all applicable laws and regulations.  
All relevant employees in our organization are  
required to complete “GxP” refresher trainings every  
2 years and when the applicable GxP policies, SOPs  
or guidance are updated, either as part of regulatory  
requirements or our own initiatives. All employees  
in our organization are required to complete training  
in pharmacovigilance, which is managed in the  
quality management system.  
Code of Conduct  
The Bavarian Nordic Code of Conduct is committed  
to compliance with all applicable legal and regu-  
latory requirements, including promotion of our  
products.  
Policies  
Engaging with consumers and end-users  
Our approach to responsible marketing to HCPs and  
the public is anchored in our Code of Conduct, which  
is supported by documented processes and proce-  
dures for marketing approval in the countries where  
we operate.  
Marketing and engagements with consumers and  
end-users are highly regulated in the pharmaceu-  
tical industry, and we follow and apply required  
standards and procedures to manage and govern  
such interactions and engagements. The disclosures  
throughout this section on consumers and end-users  
We communicate to healthcare professionals about  
our products to help healthcare professionals make  
the best treatment choice for their patients.  
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Appendix  
Own workforce
Workers in the value chain  
Consumers and end-users  
describe in greater detail how such processes and  
engagements are managed in relation to impacts.  
• Relevant
third parties received appropriate  
training, where applicable  
• Employees
were trained on the Code of Conduct  
Processes for remediation  
We have not developed any formalized targets due  
to the differences in local promotional regulations  
and the evolving regulatory landscape. However,  
we require that the respective materials review  
committees periodically re-review previously  
approved marketing materials to ensure that they  
remain truthful and non-misleading, and to update  
or cease use of the materials as appropriate.  
HCPs and members of the public (in countries where  
direct-to-consumer advertising is permitted) have  
a range of options to raise concerns about our  
marketing and promotions activities. These include:  
• The
Bavarian Nordic Ethics Hotline. See Business  
Conduct.  
• Regulatory
authorities such as the U.S. Food and  
Drug Administration (FDA), Health Canada, the  
European Medicines Agency and the national  
competent authorities in each member state  
where applicable.  
• National
advertising oversight bodies.  
Actions & targets  
To ensure understanding of the Code of Conduct,  
we provide annual training and communication to  
employees worldwide.  
Training on our processes for review and approval of  
marketing materials is mandatory for those partici-  
pating in the material creation, review, and approval  
processes.  
In 2024:  
• Relevant
employees received training on  
marketing materials review  
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Governance  
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Business conduct  
Environmental  
Social  
Governance  
Appendix  
programs, and conduct annual assessments to  
measure compliance and identify areas for improve-  
ment.  
Material impacts and risks  
Business conduct  
G1  
IRO  
Reported violations of the Code of Conduct and  
applicable laws and regulations are handled according  
to the Speak-Up Policy. The Ethics Hotline enables  
confidential and anonymous reporting of suspected  
violations of the Code of Conduct and applicable laws  
and regulations. Claims reported to the Ethics Hotline  
are subject to an initial assurance review by outside  
counsel and Legal & Compliance which has an inde-  
pendent reporting line to the Board through FRAC.  
Reports are managed by external counsel or qualified  
lawyers in Legal & Compliance, data is stored in a  
secure and restricted system, and quarterly reporting  
is anonymized to secure the integrity of the process  
and to protect whistleblowers and those cooperating  
with investigators.  
Anti-coruption and corporate culture  
As we undergo high growth and rapidly onboard  
new employees, it is central to maintain a healthy  
and sound corporate culture and effective collabo-  
ration to prevent negative impacts on employees.  
We establish our corporate culture through business  
conduct policies, including the Code of Conduct,  
Anti-Corruption Policy, Third-Party Intermediary  
Policy, and Speak-Up Policy. These policies establish  
an obligation to report suspected violations and  
apply to all employees, Executive Management, the  
Board of Directors, as well as third parties acting on  
our behalf.  
Functions-at-risk identified in the annual Global  
Business Ethics Compliance Risk Assessment and  
their management are trained on the Anti-Corruption  
Procedure. Ad hoc training is provided as necessary.  
Trainings include read & understand campaigns, and  
face-to-face or virtual trainings.  
Policies  
The Code of Conduct, Anti-Corruption Policy, and  
Speak-Up Policy prohibit corruption and bribery and  
establish an obligation to report suspected violations  
and apply to all employees, Executive Management,  
the Board of Directors, and third parties acting on our  
behalf. The Global Business Ethics Compliance Program  
includes annual monitoring activities including third  
parties and Health Care Professionals.  
These efforts are key in an industry where inter-  
actions with government officials and healthcare  
professionals are a prerequisite for doing business,  
as breaches of anti-corruption and anti-bribery  
laws could result in, litigation, severe fines, and  
charges. To evaluate our corporate culture, we  
regularly review and update our policies and training  
The Ethics Hotline enables confidential and anony-  
mous reporting of suspected violations of the Code  
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Environmental  
Social  
Governance  
Appendix  
of Conduct and applicable laws and regulations,  
including corruption and bribery. Claims reported to  
the Ethics Hotline are subject to an initial assurance  
review by outside counsel and Legal & Compli-  
ance which has an independent reporting line to  
the Board of Directors through the Finance, Risk &  
Audit Committee (FRAC). The Global Business Ethics  
Compliance Committee and FRAC receive anonymized  
reports on received compliance concerns.  
the Global Business Ethics Compliance Program,  
ensuring that business conduct aligns with our ethical  
standards and regulatory requirements. Our Chief  
Compliance Officer, who reports directly to our CEO  
and independently to the FRAC, is responsible for  
implementing the compliance program and heads the  
Legal & Compliance Function.  
conducted under stringent guidelines to ensure their  
levels of well-being.  
detailing the responsibilities of personnel, biolog-  
ical protection and safety levels, and procedures for  
entering the facility.  
Preclinical and batch release testing are being  
performed in our in-house facilities. These activi-  
ties are governed by a set of internal requirements,  
policies, standard operating procedures (SOPs), and  
mandatory national and international guidelines and  
regulation. We obtain a specific permit related to  
animal welfare as part of any study. This permit is  
reviewed by the appropriate authority to ensure that  
all formal requirements are met and that appropriate  
technologies and methods are used. We are, for  
batch-release protocols, exploring the opportunity to  
replace in vivo potency testing with in vitro potency  
testing.  
Our policies enforce a daily routine check to ensure  
proper living conditions for mice, including equip-  
ment checks and animal health inspections, with a  
focus on maintaining welfare in housing conditions.  
Our Executive Management oversee day-to-day oper-  
ations and ensuring that business conduct policies  
are effectively implemented across all levels of the  
organization. They are responsible for embedding  
ethical practices into our operational processes and  
ensuring compliance with regulatory standards.  
All procedures are subject to both internal and  
external approvals to ensure that protocols are  
adhered to while emphasizing careful handling and  
proper techniques. This applies to both preclinical  
studies and tests as part of our batch release proce-  
dures – both of which are required from a regulatory  
perspective  
All employees, Executive Management, and the  
Board receive training on the Code of Conduct,  
Anti-Corruption Policy, and Speak-Up Policy. All  
functions-at-risk identified in the annual Global  
Business Ethics Compliance Risk Assessment and  
their management are trained on the Anti-Corruption  
Procedure. Ad hoc training is provided as necessary.  
Trainings include read & understand campaigns, and  
face-to-face or virtual trainings.  
The expertise of these bodies in business conduct  
matters is extensive. Members of the Executive  
Management and the Board of Directors bring signif-  
icant experience in governance, compliance, and  
ethical business practices. This collective expertise  
ensures that we adhere to high standards of integrity  
and transparency in all its activities.  
Our commitment to animal welfare is reflected in our  
research and development processes, ensuring that  
the animals in our care are treated with respect and  
consideration. Our internal policies relate to animal  
welfare for research and development activities and  
batch release testing. Our Vice President, Research is  
accountable for implementation of the policies.  
Code of Conduct  
Our Code of Conduct acknowledges the ethical and  
humane treatment of animals required for scien-  
tific investigation as our responsibility. We value  
the 3R-principle (Reduce, Replace & Refine animal  
testing) and all applicable regulations with internal  
and external evaluation restricting in vivo testing to  
the absolute minimum needed to ensure safe and  
efficacious treatments.  
No incidents of corruption or bribery  
During the reporting period there have been no  
reported incidents of corruption or bribery, no  
confirmed incidents, no convictions or fines, and no  
actions taken as a result.  
IRO  
Animal welfare  
Policies  
The role of the administrative,  
We are committed to high standards of animal  
welfare in our research, development, and batch  
release testing activities. The use of animals in  
our studies is a regulatory necessity driven by the  
need and requirement to develop safe and effective  
vaccines. Our work with animals is regulated and  
management and supervisory bodies  
The administrative, management, and supervisory  
bodies at Bavarian Nordic play a crucial role in  
providing oversight and management of business  
conduct matters. The Board of Directors and the  
Finance, Risk & Audit Committee (FRAC) oversee  
To ensure proper conduct in our research activities,  
we have several policies which are described here in  
aggregate.  
When conducting our preclinical trials, we care for the  
welfare of animals, and all our animal handling staff  
is thoroughly trained in best practices and is regu-  
larly evaluated to make sure they possess the right  
competences and understanding of the well-being of  
animals in our care.  
Our animal facility policy covers general aspects such  
as specific premises, access control, and hygiene,  
Bavarian Nordic
Annual Report 2024  
102  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Sustainability statements appendix  
Statement on due diligence  
Content index of material disclosure requirements  
ESRS 2
GOV-4 - Appendix table 1  
ESRS 2 IRO-2 - Appendix table 2  
Core elements of due diligence  
Page  
List of material disclosure requirements  
ESRS 2 – General disclosures  
Page  
a) Embedding due diligence in governance, strategy and business model  
43, 44, 53-59  
BP-1  
General basis for preparation of the sustainability statements  
42  
42  
43  
b) Engaging with affected stakeholders in all key steps of the due diligence  
c) Identifying and assessing adverse impacts  
43-48  
49-59  
BP-2  
Disclosures in relation to specific circumstances  
GOV-1  
The role of the administrative, management, and supervisory bodies  
Information provided to, and sustainability matters addressed by the under-  
taking’s administrative, management and supervisory bodies  
GOV-2  
GOV-3  
GOV-4  
GOV-5  
SBM-1  
SBM-2  
43, 44  
44  
Integration of sustainability-related performance in incentive schemes  
Statement on due diligence  
d) Taking actions to address those adverse impacts  
63, 64, 69, 71, 73, 84, 85,  
88, 91-93, 96, 98, 99  
103  
45  
Risk management and internal controls over sustainability reporting  
Strategy, business model and value chain  
6
e) Tracking the effectiveness of these efforts and communicating  
64-66, 69, 73, 74, 83, 84,  
85, 86, 88, 92, 93, 97-99  
Interests and views of stakeholders  
45-48  
Material impacts, risks and opportunities and their interaction with strategy  
and business model  
SBM-3  
IRO-1  
IRO-2  
53-59  
49-52  
53  
Description of the processes to identify and assess material impacts, risks  
and opportunities  
Disclosure requirements in ESRS covered by the undertaking’s sustainability  
statements  
E1 – Climate change  
ESRS 2 GOV-3  
Integration of sustainability-related performance in incentive schemes  
44  
E1-1  
Transition plan for climate change mitigation  
61, 62  
Material impacts, risks and opportunities and their interaction with strategy  
and business model  
ESRS 2 SBM-3  
54, 62, 63  
Description of the processes to identify and assess material climate-related  
impacts, risks and opportunities  
ESRS 2 IRO-1  
51, 52  
63  
E1-2  
Policies related to climate change mitigation and adaptation  
Bavarian Nordic
Annual Report 2024  
103  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
List of material disclosure requirements  
Page  
List of material disclosure requirements  
Page  
E1-3  
E1-4  
E1-5  
E1-6  
E1-7  
E1-8  
Actions and resources in relation to climate change policies  
Targets related to climate change mitigation and adaptation  
Energy consumption and mix  
63, 64  
64, 65  
65  
E4-2  
E4-3  
E4-4  
E4-5  
Policies related to biodiversity and ecosystems  
71  
Actions and resources related to biodiversity and ecosystems  
Targets related to biodiversity and ecosystems  
71  
71  
Gross Scopes 1, 2, 3 and Total GHG emissions  
66  
Impact metrics related to biodiversity and ecosystems change  
Not material  
GHG removals and GHG mitigation projects financed through carbon credits
Not material  
Anticipated financial effects from biodiversity and ecosystem-related risks  
and opportunities  
E4-6  
Phase-in  
Internal carbon pricing  
Not material  
Anticipated financial effects from material physical and transition risks and  
potential climate-related opportunities  
E1-9  
Phase-in  
E5 – Resource use and circular economy  
Description of the processes to identify and assess material resource use and  
IRO-1  
E5-1  
E5-2  
E5-3  
E5-4  
E5-5  
circular economy-related impacts, risks and opportunities  
Policies related to resource use and circular economy  
Actions and resources related to resource use and circular economy  
Targets related to resource use and circular economy  
Resource inflow  
49, 50, 52  
73  
E2 - Pollution  
Description of the processes to identify and assess material pollution-related  
impacts, risks and opportunities  
ESRS 2 IRO-1  
E2-1  
49, 50, 52  
73  
Policies related to pollution  
68, 69  
73  
E2-2  
Actions and resources related to pollution  
Targets related to pollution  
69  
Not material  
72, 73, 74  
E2-3  
69  
Resource outflows  
E2-4  
Pollution of air, water and soil  
Not material  
69  
Anticipated financial effects from resource use and circular economy-related  
impacts, risks and opportunities  
E5-6  
Phase-in  
E2-5  
Substances of concern and substances of very high concern  
Anticipated financial effects from pollution-related impacts, risks and oppor-  
tunities  
E2-6  
Phase-in  
S1 – Own workforce  
ESRS 2 SBM-2  
Interests and views of stakeholders  
45, 46, 47  
E4 - Biodiversity and ecosystems  
Transition plan and consideration of biodiversity and ecosystems in strategy  
and business model  
Material impacts, risks and opportunities and their interaction with strategy  
and business mode  
ESRS 2 SBM-3  
S1-1  
56, 84, 85, 87  
81, 84, 85, 87  
82, 84, 87  
E4-1  
71  
Policies related to own workforce  
Material impacts, risks and opportunities and their interaction with strategy  
and business model  
S1-2  
Processes for engaging regarding impacts  
ESRS 2 SBM-3  
ESRS 2 IRO-1  
55, 71  
49, 50, 52  
S1-3  
Processes to remediate negative impacts and raise concerns  
Taking action on material impacts on own workforce  
82, 84, 85, 88  
84, 85, 88  
Description of processes to identify and assess material biodiversity and  
ecosystem-related impacts, risks and opportunities  
S1-4  
Bavarian Nordic
Annual Report 2024  
104  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
List of material disclosure requirements  
Page  
List of material disclosure requirements  
S4 – Consumers & End-Users  
Page  
S1-5  
Targets related to managing material impacts, risks and opportunities  
Characteristics of the undertaking’s employees  
84, 85, 88  
83  
S1-6  
ESRS 2 SBM-2  
Interests and views of stakeholders  
45, 46, 47  
S1-7  
Characteristics of non-employee workers in the undertaking’s own workforce Phase-in  
Material impacts, risks and opportunities and their interaction with strategy  
and business model  
ESRS 2 SBM-3  
S4-1  
57, 95, 97, 98  
95, 97, 98  
S1-8  
Collective bargaining coverage and social dialogue  
Diversity metrics  
Not material  
Policies related to consumers and end-users  
S1-9  
86  
S4-2  
Processes for engaging with consumers and end-users about impacts  
96, 97, 98  
S1-10  
S1-11  
S1-12–  
S1-13  
S1-14  
S1-15  
S1-16  
S1-17  
Adequate wages  
Not material  
Phase-in  
Not material  
Phase-in  
88  
Processes to remediate negative impacts and channels for consumers and  
end-users to raise concerns  
Social protection  
S4-3  
S4-4  
S4-5  
97, 99  
Persons with disabilities  
Actions on material impacts, risks and opportunities  
96, 98, 99  
97, 98, 99  
Training and skills development metrics  
Health and safety metrics  
Targets related to managing material impacts, risks and opportunities  
Work-life balance metrics  
Phase-in  
86  
G1 – Business Conduct  
Compensation metrics (pay gap and total compensation)  
Incidents, complaints and severe human rights impacts  
ESRS 2 GOV-1  
The role of the administrative, supervisory and management bodies  
43, 102  
88  
Description of the processes to identify and assess material impacts, risks  
and opportunities  
ESRS 2 IRO-1  
G1-1  
49, 50, 52  
101, 102  
S2 – Workers in the Value Chain  
Corporate culture and Business conduct policies and corporate culture  
Management of relationships with suppliers  
Prevention and detection of corruption and bribery  
Confirmed incidents of corruption or bribery  
Political influence and lobbying activities  
Payment practices  
ESRS 2 SBM-2  
Interests and views of stakeholders  
45, 46, 47  
G1-2  
Not material  
101, 102  
Material impacts, risks and opportunities and their interaction with strategy  
and business model  
G1-3  
ESRS 2 SBM-3  
S2-1  
56, 91, 92  
90, 91  
G1-4  
102  
Policies related to value chain workers  
G1-5  
Not material  
Not material  
S2-2  
Processes for engaging with value chain workers about impacts  
91, 92  
G1-6  
Processes to remediate negative impacts and channels for value chain  
workers to raise concerns  
S2-3  
S2-4  
S2-5  
91, 92  
Actions on material impacts, risks and opportunities  
91, 92, 93  
92, 93  
Targets related to managing material impacts, risks and opportunities  
Bavarian Nordic
Annual Report 2024  
105  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Datapoints derived from EU legislation  
Disclosure  
requirement  
Datapoint  
SFDR reference  
Pillar reference  
Benchmark  
Regulation  
reference  
EU Climate Law  
reference  
Page number  
●
●
●
ESRS 2 GOV-1  
ESRS 2 GOV-1  
ESRS 2 GOV-4  
ESRS 2 SBM-1  
ESRS 2 SBM-1  
ESRS 2 SBM-1  
ESRS 2 SBM-1  
ESRS E1-1  
Board's gender diversity paragraph 21 (d)  
34  
Percentage of board members who are independent paragraph 21 (e)  
Statement on due diligence paragraph 30  
37  
●
●
●
●
103  
●
●
●
●
●
Involvement in activities related to fossil fuel activities paragraph 40 (d) i  
Involvement in activities related to chemical production paragraph 40 (d) ii  
Involvement in activities related to controversial weapons paragraph 40 (d) iii  
Involvement in activities related to cultivation and production of tobacco paragraph 40 (d) iv  
Transition plan to reach climate neutrality by 2050 paragraph 14  
Undertakings excluded from Paris-aligned Benchmarks paragraph 16 (g)  
GHG emission reduction targets paragraph 34  
Not material  
Not material  
Not material  
Not material  
61, 62  
●
●
●
●
●
●
ESRS E1-1  
61  
●
●
●
●
●
ESRS E1-4  
64, 65  
65  
ESRS E1-5  
Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors) paragraph 38  
Energy consumption and mix paragraph 37  
ESRS E1-5  
65  
ESRS E1-5  
Energy intensity associated with activities in high climate impact sectors paragraphs 40 to 43  
Gross Scope 1, 2, 3 and Total GHG emissions paragraph 44  
65  
●
●
●
ESRS E1-6  
66  
●
ESRS E1-7  
GHG removals and carbon credits paragraph 56  
Not material  
Phase-in  
Phase-in  
ESRS E1-9  
Exposure of the benchmark portfolio to climate-related physical risks paragraph 66  
●
●
ESRS E1-9  
Disaggregation of monetary amounts by acute and chronic physical risk paragraph 66 (a) ESRS E1-9 Location of  
significant assets at material physical risk paragraph 66 (c).  
ESRS E1-9  
ESRS E1-9  
ESRS E2-4  
Breakdown of the carrying value of its real estate assets by energy-efficiency classes paragraph 67 (c).  
Degree of exposure of the portfolio to climate- related opportunities paragraph 69  
Phase-in  
●
Phase-in  
●
Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release and Transfer  
Register) emitted to air, water and soil, paragraph 28  
Not material  
●
●
●
●
ESRS E3-1  
ESRS E3-1  
ESRS E3-1  
ESRS E3-4  
Water and marine resources paragraph 9  
Dedicated policy paragraph 13  
Not material  
Not material  
Not material  
Not material  
Sustainable oceans and seas paragraph 14  
Total water recycled and reused paragraph 28 (c)  
Bavarian Nordic
Annual Report 2024  
106  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Disclosure  
requirement  
Datapoint  
SFDR reference  
Pillar reference  
Benchmark  
Regulation  
reference  
EU Climate Law  
reference  
Page number  
●
●
●
●
●
●
●
●
●
●
ESRS E3-4  
Total water consumption in m3 per net revenue on own operations paragraph 29  
E4 paragraph 16 (a) i  
Not material  
ESRS 2- IRO 1  
ESRS 2- IRO 1  
ESRS 2- IRO 1  
ESRS E4-2  
71  
71  
71  
71  
71  
71  
74  
73  
81  
E4 paragraph 16 (b)  
E4 paragraph 16 (c)  
Sustainable land / agriculture practices or policies paragraph 24 (b)  
Sustainable oceans / seas practices or policies paragraph 24 (c)  
Policies to address deforestation paragraph 24 (d)  
Non-recycled waste paragraph 37 (d)  
ESRS E4-2  
ESRS E4-2  
ESRS E5-5  
ESRS E5-5  
Hazardous waste and radioactive waste paragraph 39  
Risk of incidents of forced labour paragraph 14 (f)  
ESRS 2- SBM3  
- S1  
●
ESRS S1-1  
ESRS S1-1  
Human rights policy commitments paragraph 20  
81  
81  
●
Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to  
8, paragraph 21  
●
●
●
●
●
●
●
●
●
●
ESRS S1-1  
ESRS S1-1  
ESRS S1-3  
ESRS S1-14  
ESRS S1-14  
ESRS S1-16  
ESRS S1-16  
ESRS S1-17  
ESRS S1-17  
Processes and measures for preventing trafficking in human beings paragraph 22  
Workplace accident prevention policy or management system paragraph 23  
Grievance/complaints handling mechanisms paragraph 32 (c)  
81  
87  
82  
●
●
Number of fatalities and number and rate of work-related accidents paragraph 88 (b) and (c)  
Number of days lost to injuries, accidents, fatalities or illness paragraph 88 (e)  
Unadjusted gender pay gap paragraph 97 (a)  
88  
Phase-in  
86  
Excessive CEO pay ratio paragraph 97 (b)  
86  
Incidents of discrimination paragraph 103 (a)  
88  
●
Non-respect of UNGPs on Business and Human Rights and OECD paragraph 104 (a)  
Significant risk of child labour or orced labour in the value chain paragraph 11 (b)  
81  
ESRS 2- SBM3  
– S2  
90  
●
●
●
ESRS S2-1  
ESRS S2-1  
ESRS S2-1  
Human rights policy commitments paragraph 17  
91  
Policies related to value chain workers paragraph 18  
90,91  
91  
●
Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines paragraph 19  
Bavarian Nordic
Annual Report 2024  
107  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Disclosure  
requirement  
Datapoint  
SFDR reference  
Pillar reference  
Benchmark  
Regulation  
reference  
EU Climate Law  
reference  
Page number  
●
ESRS S2-1  
Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to  
8, paragraph 19  
91  
●
●
●
●
●
●
●
●
●
●
●
ESRS S2-4  
ESRS S3-1  
ESRS S3-1  
ESRS S3-4  
ESRS S4-1  
ESRS S4-1  
ESRS S4-4  
ESRS G1-1  
ESRS G1-1  
ESRS G1-4  
ESRS G1-4  
Human rights issues and incidents connected to its upstream and downstream value chain paragraph 36  
Human rights policy commitments paragraph 16  
91  
Not material  
Not material  
Not material  
94  
●
●
Non-respect of UNGPs on Business and Human Rights, ILO principles or and OECD guidelines paragraph 17  
Human rights issues and incidents paragraph 36  
Policies related to consumers and end-users paragraph 16  
Non-respect of UNGPs on Business and Human Rights and OECD guidelines paragraph 17  
Human rights issues and incidents paragraph 35  
94  
94  
United Nations Convention against Corruption paragraph 10 (b)  
Protection of whistle-blowers paragraph 10 (d)  
Not material  
Not material  
102  
●
Fines for violation of anti-corruption and anti-bribery laws paragraph 24 (a  
Standards of anti- corruption and anti- bribery paragraph 24 (b)  
102  
Bavarian Nordic
Annual Report 2024  
108  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
EU Taxonomy — nuclear and fossil gas related activities  
Nuclear energy related activities  
Yes/No  
1
2
The undertaking carries out, funds or has exposures to research, development,  
demonstration and deployment of innovative electricity generation facilities that  
produce energy from nuclear processes with minimal waste from the fuel cycle.  
No  
The undertaking carries out, funds or has exposures to construction and safe  
operation of new nuclear installations to produce electricity or process heat,  
including for the purposes of district heating or industrial processes such as hydrogen  
production, as well as their safety upgrades, using best available technologies.  
No  
No  
3
The undertaking carries out, funds or has exposures to safe operation of existing  
nuclear installations that produce electricity or process heat, including for the  
purposes of district heating or industrial processes such as hydrogen production from  
nuclear energy, as well as their safety upgrades.  
Fossil gas related activities  
4
5
The undertaking carries out, funds or has exposures to construction or operation of  
electricity generation facilities that produce electricity using fossil gaseous fuels.  
No  
No  
The undertaking carries out, funds or has exposures to construction, refurbishment,  
and operation of combined heat/cool and power generation facilities using fossil  
gaseous fuels.  
6
The undertaking carries out, funds or has exposures to construction, refurbishment  
and operation of heat generation facilities that produce heat/cool using fossil  
gaseous fuels.  
No  
Bavarian Nordic
Annual Report 2024  
109  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
Key terms and abbreviations  
The abbreviations and respective  
definitions apply to the sustainability  
statement.  
Corporate Sustainability Reporting Directive. They  
define the requirements for companies to disclose  
sustainability-related information, covering environ-  
mental, social, and governance factors.  
Opportunity  
3R principles**  
Refers to a potential positive effect that sustainabili-  
ty-related factors can have on a company's financial  
performance.  
Reduce, Reuse, Recycle are key guidelines for  
sustainable waste management aimed at mini-  
mizing environmental impact.  
• Terms
with a single "*" are terms and/or abbrevi-  
ations which related to our company  
• Terms
with a double "**" relate to industry  
specific terms or abbreviations  
• All
others relate to CSRD and ESRS related abbre-  
viations and terms  
FRAC*  
NFRD  
CMOs**  
Finance Risk and Audit Committee is a governance  
body within an organization responsible for over-  
seeing financial reporting, risk management, and  
audits.  
Non-Financial Reporting Directive is an EU regulation  
that requires large companies to disclose non-finan-  
cial information related to environmental, social,  
and governance factors.  
Contract Manufacturing Organizations are third-  
party companies that produce products on behalf of  
another company.  
CROs**  
IROs  
Subject matter expert*  
Is a professional with knowledge and expertise in a  
specific field or industry.  
Contract Research Organizations are companies that  
provide outsourced research services for another  
company.  
CSRD  
Impacts, risks, and opportunities refer to the key  
sustainability-related impacts, risks, and opportuni-  
ties identified through a double materiality assess-  
ment.  
Corporate Sustainability Reporting Directive is an  
EU regulation that mandates companies to disclose  
detailed sustainability information, including envi-  
ronmental, social, and governance impacts, risks,  
and opportunities.  
Sustainability matter  
EHS*  
Refers to any environmental, social, or governance  
(ESG) issue that is relevant to a company's opera-  
tions, value chain, or stakeholders. These matters  
can include topics, sub-topics and sub-sub-topics.  
Environmental, Health and Safety.  
Impact  
Refers to the positive or negative effects that a  
company’s activities, products, operations have on  
the environment or society.  
ERM*  
DMA  
Enterprise Risk Management is a structured  
approach used by organizations to identify, assess,  
manage, and monitor risks that could impact their  
operations, strategy, and financial performance.  
Double materiality assessment is a process that  
evaluates both how sustainability issues impact  
a company’s financial performance and how the  
company’s activities affect the environment and  
society.  
TCFD  
Risk  
Task Force on Climate-related Financial Disclosures is  
a framework for identifying companies' climate-re-  
lated financial risks and opportunities.  
Refers to a potential negative effect that sustainabil-  
ity-related factors may have on a company's finan-  
cial performance.  
ESRS  
European Sustainability Reporting Standards are  
a set of reporting standards developed under the  
Bavarian Nordic
Annual Report 2024  
110  
 
General disclosures  
Environmental  
Social  
Governance  
Appendix  
GHG Protocol  
IUCN Red List  
PSCI**  
UN Global Compact or UNGC *  
The Greenhouse Gas Protocol is the global standard  
for measuring, managing, and reporting green-  
house gas (GHG) emissions. It provides guidelines  
and frameworks for organizations to track their  
carbon footprint and develop strategies for reducing  
emissions.  
The International Union for Conservation of Nature  
Red List is the global indicator on the conservation  
status of species, assessing their risk of extinction  
from Least Concern to Extinct. A species classified  
as Vulnerable faces a high risk of extinction in the  
wild due to factors like habitat loss, climate change,  
pollution, or overexploitation, indicating a signifi-  
cant population decline that requires conservation  
efforts to prevent further deterioration.  
Pharmaceutical Supply Chain Initiative is a non-profit  
industry organization focused on promoting respon-  
sible supply chain management in the pharmaceu-  
tical and healthcare industries.  
The UN Global Compact is a United Nations initiative  
that encourages businesses worldwide to adopt  
sustainable and socially responsible practices. It  
is based on ten principles covering human rights,  
labor, environment, and anti-corruption, helping  
companies align their strategies with global sustain-  
ability goals. It also supports the UN Sustainable  
Development Goals (SDGs), which are 17 global  
objectives designed to address climate change,  
poverty, inequality, and environmental protection  
by 2030.  
SBT*  
Science-Based Target is a specific, measurable  
emissions reduction target set by a company to  
align with climate science and the goals of the Paris  
Agreement.  
GO  
Guarantee of Origin is an energy certificate that  
verifies that a specific amount of electricity was  
produced from renewable sources.  
MSL**  
Medical Science Liaison is a scientific expert who  
acts as a bridge between pharmaceutical or biotech  
companies and healthcare professionals.  
SBTi  
GxP**  
Science Based Targets initiative is an independent  
organization that provides guidance, validation, and  
certification for companies setting Science-Based  
Targets to ensure they meet credible climate science  
criteria.  
GxP is a general abbreviation for the Good "x" Prac-  
tice which are quality guidelines and regulations  
which apply to the pharmaceutical sector (amongst  
other sectors). The "x" stands for the various fields  
for example Good Clinical Practice (GCP), Good  
Manufacturing Practice (GMP), etc.  
NACE code  
Nomenclature of Economic Activities is a European  
industry classification system used to categorize  
businesses based on their economic activities. It is  
used for statistical, regulatory, and administrative  
purposes within the EU.  
SLL*  
Sustainability-Linked Loan is a type of loan where  
the interest rate and terms are tied to the borrow-  
er's sustainability performance.  
HCPs**  
Healthcare Professionals are individuals who provide  
medical care, treatment, and health-related services  
to patients.  
PPA*  
Power Purchase Agreement is a long-term contract  
between an energy producer and a buyer. It defines  
the terms for purchasing electricity.  
SSP  
Shared Socioeconomic Pathways are scenarios used  
in climate research to describe possible future global  
developments based on different economic, social,  
and environmental trends.  
Bavarian Nordic
Annual Report 2024  
111  
 
Financial  
statements  
Contents  
113 Financial statements – Group  
120 Notes  
170 Financial statements – Parent Company  
175 Notes  
190 Statement by the Board of Directors  
and Executive Management on  
the Annual Report  
194 Independent auditor’s report  
Bavarian Nordic Annual Report 2024  
112  
 
Financial statements – Group  
Contents  
Notes  
1
Financial statements  
Consolidated income statement  
Material accounting policies  
Key accounting estimates and judgments  
Revenue  
19  
20  
21  
22  
23  
24  
25  
26  
27  
28  
29  
30  
31  
32  
33  
34  
35  
Trade receivables  
2
Other receivables  
Consolidated statement of comprehensive income  
Consolidated statement of cash flow  
3
Prepayments  
4
Production costs  
Other liabilities  
Consolidated statement of financial position – Assets  
Consolidated statement of financial position – Equity and liabilities  
Consolidated statement of changes in equity  
5
Sales and distribution costs  
Research and development costs  
Administrative costs  
Financial risks and financial instruments  
Deferred consideration  
6
7
Debt to credit institutions  
8
Staff costs  
Retirement benefit obligations  
Lease liabilities  
9
Depreciation, amortization and impairment losses  
Fees to auditor appointed at the annual general meeting  
Financial income  
10  
11  
12  
13  
14  
15  
16  
17  
18  
Prepayment from customers  
Share-based payment  
Financial expenses  
Acquisition of businesses  
Tax for the year  
Impact from write-down of ABNCoV2  
Contingent liabilities and other contractual obligations  
Related party transactions  
Significant events after the balance sheet date  
Approval of the consolidated financial statements  
Earnings per share (EPS)  
Intangible assets  
Property, plant and equipment  
Right-of-use-assets  
Inventories  
Bavarian Nordic Annual Report 2024  
113  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Consolidated statement of comprehensive income  
For the years ended December 31, 2024 and 2023  
Consolidated income statement  
For the years ended December 31, 2024 and 2023  
DKK thousand  
Note  
2024  
2023  
DKK thousand  
Note  
2024  
2023  
Revenue  
3
5,716,206
2,897,448
7,062,340
2,459,294
Net result for the year  
987,977
1,475,189
Production costs  
Gross profit  
4,8,9  
Other comprehensive income  
2,818,758
4,603,046
Remeasurements of defined benefit plans  
Income tax  
26  
13  
(17,390)
4,171
(32,555)
4,505
Sales and distribution costs  
Research and development costs  
Administrative costs  
5,8  
6,8,9  
500,336
862,510
331,579
2,228,080
540,848
Items that will not be reclassified to the income statement  
(13,219)
(28,050)
7,8,9,10  
516,142
Recycled to financial items  
(45,887)
(31,894)
Total operating costs  
1,878,988
3,100,507
Change in fair value of financial instruments entered into  
to hedge future cash flows  
(29,203)
(8,927)
45,887
34,489
48,482
Income before interest and tax (EBIT)  
939,770
1,502,539
Exchange rate adjustments on translating foreign operations  
Items that will be reclassified to the income statement  
(84,017)
Financial income  
11  
12  
150,065
118,478
112,784
132,380
Financial expenses  
Other comprehensive income after tax  
Total comprehensive income for the year  
(97,236)
890,741
20,432
Income before company tax  
971,357
1,482,943
1,495,621
Tax on income for the year  
13  
(16,620)
7,754
Net result for the year  
987,977
1,475,189
Earnings per share (EPS) - DKK  
Basic earnings per share of DKK 10  
Diluted earnings per share of DKK 10  
14  
14  
12.6
12.6
19.2
19.2
Bavarian Nordic Annual Report 2024  
114  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Consolidated statement of cash flow  
For the years ended December 31, 2024 and 2023  
DKK thousand  
Note  
2024  
2023  
DKK thousand  
Note  
2024  
2023  
Net result for the year  
987,977
1,475,189
Investments in product rights  
15,24  
15  
(1,586,633)
(18,343)
(82,661)
-
(298,117)
(536,763)
(142,525)
(1,831,573)
(38,706)
Investments in other intangible assets  
Investments in property, plant and equipment  
Cash used for acquisition of businesses  
Investments in financial assets  
Investments in securities  
Adjustment for non-cash items:  
Financial income  
16  
11  
12  
(150,065)
118,478
(16,620)
663,375
78,672
(112,784)
132,380
7,754
30  
Financial expenses  
(29,766)
(1,448,447)
1,294,987
(1,870,863)
Tax on income for the year  
Depreciation, amortization and impairment  
Share-based payment  
(10,834)
9
1,111,504
55,477
Disposal of securities  
1,912,954
(945,564)
29  
Cash flow from investment activities  
Changes in inventories  
(683,573)
617,864
19,636
(599,015)
(1,345,427)
24,744
Changes in receivables  
Payment on loans  
25  
25  
25  
(1,921)
(1,105,545)
Changes in provisions  
Proceeds from loans  
-
(41,639)
126,794
-
240,000
(34,270)
45,517
Changes in current liabilities  
Cash flow from operations (operating activities)  
222,987
1,858,731
368,739
1,118,561
Repayment of lease liabilities  
Proceeds from warrant programs exercised  
Proceeds from capital increase  
Costs related to issue of new shares  
Purchase of treasury shares  
1,641,913
(42,795)
(8,988)
Received financial income  
Paid financial expenses  
141,146
(32,188)
63,260
(52,412)
-
(27,459)
55,775
Paid company taxes  
(17,857)
(10,203)
Cash flow from financing activities  
735,832
Cash flow from operating activities  
1,949,832
1,119,206
Cash flow of the year  
134,744
909,474
Cash and cash equivalents as of January 1  
Currency adjustments  
1,477,234
11,512
575,407
(7,647)
Cash and cash equivalents as of December 31  
1,623,490
1,477,234
Bavarian Nordic Annual Report 2024  
115  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Consolidated statement of financial position – Assets  
December 31, 2024 and 2023  
DKK thousand  
Note  
2024  
2023  
DKK thousand  
Note  
2024  
2023  
Non-current assets  
Current assets  
Inventories  
Product rights  
4,660,426
1,286,782
343,619
21,371
4,791,442
1,286,749
-
18  
19  
2,327,309
1,643,736
Acquired rights and development in progress  
Developed production processes  
Software  
Trade receivables  
Tax receivables  
Other receivables  
Prepayments  
1,175,744
928
1,778,104
84
12,443
391,102
20  
21  
43,665
95,136
Intangible assets in progress  
Intangible assets  
18,694
64,324
18,510
15
6,330,892
6,481,736
Receivables  
1,284,661
1,891,834
Land and buildings  
939,006
18,316
987,013
25,047
Securities  
23  
551,538
1,623,490
2,175,028
390,247
1,477,234
1,867,481
Leasehold improvements  
Cash and cash equivalents  
Securities, cash and cash equivalents  
Plant and machinery  
417,210
412,674
Fixtures and fittings, other plant and equipment  
Assets under construction  
626,376
159,660
2,160,568
696,060
206,721
2,327,515
Total current assets  
Total assets  
5,786,998
5,403,051
Property, plant and equipment  
16  
17  
14,405,864
14,353,213
Right-of-use assets  
81,899
125,170
Other receivables  
Prepayments  
20  
21  
9,086
36,421
45,507
11,185
4,556
Financial assets  
15,741
Total non-current assets  
8,618,866
8,950,162
Bavarian Nordic Annual Report 2024  
116  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Consolidated statement of financial position – Equity and liabilities  
December 31, 2024 and 2023  
DKK thousand  
Note  
2024  
2023  
DKK thousand  
Note  
2024  
2023  
Equity  
Share capital  
Treasury shares  
Retained earnings  
Other reserves  
Equity  
788,548
(2,843)
780,978
(1,537)
Deferred consideration  
Debt to credit institutions  
Lease liabilities  
24  
25  
27  
28  
1,081,465
2,074
1,360,133
1,913
10,434,197
188,659
9,330,002
230,489
39,470
44,633
-
Prepayment from customers  
Trade payables  
131,408
1,045,134
-
11,408,561
10,339,932
954,142
7,205
Company tax  
Liabilities  
Other liabilities  
22  
497,457
2,797,008
419,843
2,787,869
Deferred consideration  
Debt to credit institutions  
Retirement benefit obligations  
Deferred tax liabilites  
Lease liabilities  
24  
25  
26  
13  
27  
-
13,053
113,589
-
1,016,856
15,135
Current liabilities  
80,732
Total liabilities  
2,997,303
4,013,281
29,068
Total equity and liabilities  
14,405,864
14,353,213
73,653
200,295
83,621
Non-current liabilities  
1,225,412
Bavarian Nordic Annual Report 2024  
117  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Consolidated statement of changes in equity  
December 31, 2024  
Reserves Reserves
for  
Share  
capital  
Treasury  
shares  
Retained  
earnings  
for currency  
adjustment  
cash flow
Share-based  
DKK thousand  
hedge  
payment  
Equity  
The share capital comprises a total of 78,854,857 shares  
of DKK 10 as of December 31, 2024 (78,097,834 shares).  
The shares are not divided into share classes, and each  
share carries one vote.  
Equity as of January 1, 2024  
780,978
(1,537)
9,330,002
10,932
45,887
173,670
10,339,932
Comprehensive income for the year  
Net result for the year  
-
-
-
-
-
-
987,977
(13,219)
974,758
-
(8,927)
(8,927)
-
(75,090)
(75,090)
-
-
-
987,977
(97,236)
890,741
Treasury shares  
In May 2024, the Board of Directors decided to launch  
a share buy-back program, under which the Company  
bought back 162,288 of its own shares (43,954 shares  
in 2023). The purpose of the share buy-back program  
was to meet the Company's obligations arising from  
the share-based incentive program for the Executive  
Management and the Board of Directors. Under the  
share-based incentive program, payment of half of the  
achieved bonus for 2023 for members of the Executive  
Management are converted to restricted stock units for  
a value corresponding to half of the achieved bonus. As  
part of the long-term incentives Executive Management  
are also granted performance restricted stock units.  
The restricted stock units will be released to the Exec-  
utive Management 3 years after grant. This to further  
increase the long-term shared interests between the  
Executive Management and the Company's share-  
holders. The Board of Directors is granted restricted  
stock units corresponding to 50% of the annual fee  
(excl. committee fee). The vesting period for those  
restricted stock units is also 3 years.  
Treasury shares represent 0.36% (0.16%) of the total  
share capital.  
For further information about share based payment see  
note 29.  
Other comprehensive income  
Total comprehensive income for the year  
Transactions with owners  
Share-based payment  
-
-
-
147,806
474
-
-
-
-
-
-
-
-
-
-
-
-
-
-
78,665
(28,582)
(474)
-
78,665
126,794
-
Warrant programs exercised  
Warrant programs expired  
7,570
-
-
-
Costs related to issue of new shares  
Purchase of treasury shares  
Transfer regarding restricted stock units  
Total transactions with owners  
-
-
(112)
(112)
-
-
(1,623)
317
(25,836)
7,105
-
(27,459)
-
(7,422)
42,187
7,570
(1,306)
129,437
177,888
Equity as of December 31, 2024  
788,548
(2,843)
10,434,197
2,005
(29,203)
215,857
11,408,561
Bavarian Nordic
Annual Report 2024  
118  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Consolidated statement of changes in equity  
December 31, 2023  
Reserves for  
Reserves  
for currency  
adjustment  
fair value  
Share  
capital  
Treasury  
shares  
Retained  
earnings  
of financial
Share-based  
instruments  
The share capital comprises a total of 78,097,834 shares  
of DKK 10 as of December 31, 2023 (70,735,376 shares).  
The shares are not divided into share classes, and each  
share carries one vote.  
DKK thousand  
payment  
Equity  
Equity as of January 1, 2023  
707,354
(1,463)
6,300,575
(23,557)
31,894
135,184
7,149,987
Comprehensive income for the year  
Net result for the year  
Rules on changing Articles of Association  
Changing the Articles of Association requires that the  
resolution passes by at least 2/3 of the votes as well as  
2/3 of the voting capital represented.  
-
-
-
-
-
-
1,475,189
(28,050)
-
34,489
34,489
-
13,993
13,993
-
-
-
1,475,189
20,432
Other comprehensive income  
Total comprehensive income for the year  
1,447,139
1,495,621
Transactions with owners  
Share-based payment  
-
-
-
54,856
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
58,677
58,677
45,517
-
Warrant programs exercised  
3,156
-
-
(12,495)
Warrant programs expired  
-
1,276
(1,276)
Capital increase through private placement  
Costs related to issue of new shares  
Purchase of treasury shares  
70,468
-
1,571,445
(42,795)
(8,548)
-
1,641,913
(42,795)
(8,988)
-
-
-
-
-
-
-
(440)
366
(74)
Transfer regarding restricted stock units  
Total transactions with owners  
6,054
(6,420)
38,486
73,624
1,582,288
1,694,324
Equity as of December 31, 2023  
780,978
(1,537)
9,330,002
10,932
45,887
173,670
10,339,932
Transactions on the share capital  
DKK thousand  
2024  
2023  
2022  
2021  
2020  
Share capital as of January 1  
780,978  
707,354  
704,684  
584,501  
323,891  
Issue of new shares  
7,570  
73,624  
2,670  
120,183  
260,610  
Share capital as of December 31  
788,548  
780,978  
707,354  
704,684  
584,501  
Bavarian Nordic
Annual Report 2024  
119  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 1  
Material accounting policies  
Implementation of new and revised standards and  
interpretations  
Management has assessed the impact of new or  
amended and revised accounting standards and inter-  
pretations issued by the IASB and the IFRS Accounting  
Standards endorsed by the European Union effective on  
or after January 1, 2024. It is assessed that application  
of amendments effective from January 1, 2024 has not  
had a material impact on the consolidated
financial  
statements for 2024. Furthermore, Management does  
not anticipate any significant impact on future periods  
from the adoption of these amendments.  
The specific disclosures required by the IFRS Accounting  
Standards are provided in the Consolidated Financial  
Statements unless the information is considered imma-  
terial to the users of the financial statements.  
prepared in accordance with the Group’s accounting  
policies and for the same accounting period.  
Basis of preparation  
The consolidated financial statements for Bavarian  
Nordic have been prepared in accordance with the IFRS  
Accounting Standards class D as adopted by the EU and  
Danish disclosure requirements for the consolidated  
financial statements of listed companies. Danish disclo-  
sure requirements for the presentation of consolidated  
financial statements are imposed by the Statutory  
Order on Adoption of the IFRS Accounting Standards  
issued under the Danish Financial Statements Act.  
The accounting policies are unchanged from last year  
except for changes due to implementation of new and  
revised standards that were effective January 1, 2024.  
Intra-group income and expenses together with all  
intra-group profits, receivables and payables are  
eliminated on consolidation. In the preparation of the  
consolidated financial statements, the book value of  
shares in subsidiaries held by the parent company is set  
off against the equity of the subsidiaries.  
Accounting policies  
The accounting policies for specific line items are  
described in the notes to the financial statements. Set  
out below is a description of the accounting policies for  
the basis of consolidation, foreign currency translation  
and the cash flow statement.  
Foreign currency translation  
On initial recognition, transactions denominated in  
currencies other than the Group’s functional currency  
are translated at the exchange rate ruling at the trans-  
action date.  
Receivables, payables and other monetary items  
denominated in foreign currencies that have not been  
settled at the balance sheet date are translated at the  
exchange rates at the balance sheet date.  
Exchange differences between the exchange rate at  
the date of the transaction and the exchange rate at  
the date of payment or the balance sheet date, respec-  
tively, are recognized in the income statement under  
financials. Property, plant and equipment and intan-  
gible assets, inventories and other nonmonetary assets  
acquired in foreign currency and measured based on  
historical cost are translated at the exchange rates at  
the transaction date.  
On recognition in the consolidated financial state-  
ments of subsidiaries whose financial statements are  
presented in a functional currency other than Danish  
Recognition and measurement  
Income is recognized in the income statement when  
generated. Assets and liabilities are recognized in  
the balance sheet when it is probable that any future  
economic benefit will flow to or from the Group and the  
value can be reliably measured. On initial recognition,  
assets and liabilities are measured at cost, except for  
financial instruments, which are measured at fair value.  
Subsequently, assets and liabilities are measured as  
described in the description of the accounting policies  
in the respective notes to the financial statements.  
Standards and interpretations not yet in force  
At the date of publication of the consolidated financial  
statements, a number of new and amended standards  
and interpretations have not yet entered into force or  
have not yet been adopted by the EU. Therefore, they  
are not incorporated in the consolidated financial state-  
ments.  
None of the new or amended standards and interpre-  
tations are expected to have a material impact on the  
consolidated financial statements.  
The consolidated financial statements are presented in  
Danish kroner (DKK), which is the functional currency of  
the parent company.  
The consolidated financial statements are presented on  
a historical cost basis, apart from derivative financial  
instruments, securities and liability relating to phantom  
shares, which are measured at fair value.  
The accounting policies have been consistently applied  
for the financial year and for the comparative figures  
except for implementation of new standards and  
amendments, see further below.  
In the narrative sections of the consolidated financial  
statements comparative figures for 2023 are shown in  
brackets.  
Basis of consolidation  
The consolidated financial statements include Bavarian  
Nordic A/S and the subsidiaries in which the Group  
holds more than 50% of the voting rights or otherwise  
has control.  
Applying materiality  
The consolidated financial statements are a result of  
processing large numbers of transactions and aggre-  
gating those transactions into classes according to their  
nature or function. The transactions are presented in  
classes of similar items in the consolidated financial  
statements. If a line item is not individually material, it  
is aggregated with other items of a similar nature in the  
consolidated financial statements or in the notes.  
Principles of consolidation  
The consolidated financial statements are prepared  
on the basis of the financial statements of the parent  
company and the individual subsidiaries, and these are  
Bavarian Nordic
Annual Report 2024  
120  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 1  
Material accounting policies (continued)  
kroner (DKK), the income statements are translated at  
the average exchange rates of the respective months.  
Cash flows in foreign currencies are translated into  
Danish kroner (DKK) at the exchange rate on the trans-  
action date.  
The line items in the consolidated financial statements  
are XBRL-tagged to the elements of the ESEF taxonomy  
that are considered to match the content of those line  
items. For line items not considered to be covered by  
line items defined in the taxonomy, entity-specific  
extensions to the taxonomy have been incorporated.  
Except for subtotals, these extensions are anchored to  
standard elements of the ESEF taxonomy.  
Balance sheet items are translated at the exchange  
rates at the balance sheet date. Exchange differences  
arising on the translation of foreign subsidiaries’  
opening balance sheet items to the exchange rates at  
the balance sheet date and on the translation of the  
income statements from average exchange rates of the  
respective months to exchange rates at the balance  
sheet date are recognized as other comprehensive  
income.  
In the cash flows from operating activities, net profit for  
the year is adjusted for non-cash operating items and  
changes in working capital.  
Cash flows from investing activities include cash flows  
from the purchase and sale of intangible assets, prop-  
erty, plant and equipment, investments and securities.  
Cash flows from financing activities include cash flows  
from the raising and payment of loans and capital  
increases.  
Additionally, cash flows from assets held under finance  
leases are recognized by way of lease payments made.  
Consistently with the requirements of the ESEF Regu-  
lation, the annual report approved by Management is  
comprised of a ZIP file bava-2024-12-31-en.zip, which  
includes an XHTML file that may be opened using  
standard web browsers, and a number of technical  
XBRL files enabling mechanical retrieval of the XBRL  
data incorporated.  
Segment reporting  
The Group does not prepare segment reporting inter-  
nally and therefore only reports one operating segment  
externally.  
Geographic spilt of revenue and revenue from major  
customers is disclosed in note 3 to the consolidated  
financial statements. Geographic location of noncurrent  
assets is disclosed in note 15 and 16 to the consolidated  
financial statements.  
Net asset value per share:  
Equity  
Number of shares at year-end  
Share price/Net asset value per share:  
Market price per share  
Net asset value per share  
Equity share, %:  
Equity x 100  
Total assets  
Earnings per share and diluted earnings per share are  
calculated in accordance with IAS 33 “Earnings per  
share” and specified in note 14.  
Reporting under the ESEF Regulation  
The Commission Delegated Regulation (EU) 2019/815 on  
the European Single Electronic Format (ESEF Regulation)  
requires the use of a particular electronic reporting  
format for annual reports of listed companies in the  
EU. More specifically, the ESEF Regulation requires the  
annual report to be prepared in XHTML format with  
iXBRL tagging of the consolidated financial statements  
including notes.  
The Company’s iXBRL tagging has been made using  
the ESEF taxonomy disclosed in the annexes to the  
ESEF Regulation and developed based on the IFRS  
Accounting Standards taxonomy published by the IFRS  
Foundation.  
Cash flow statement  
The cash flow statement is prepared in accordance with  
the indirect method on the basis of the Group’s net  
result for the year. The statement shows the Group’s  
cash flows broken down into operating, investing and  
financing activities, cash and cash equivalents at year  
end and the impact of the calculated cash flows on the  
Group’s cash and cash equivalents.  
Bavarian Nordic
Annual Report 2024  
121  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 2  
Key accounting estimates and judgments  
Note 3  
Revenue  
Key accounting estimates  
In the preparation of the consolidated financial state-  
ments, Management makes a number of accounting  
estimates and judgements, which form the basis for  
the presentation, recognition and measurement of the  
Group's assets and liabilities.  
The recognition and measurement of assets and liabil-  
ities often depend on future events that are somewhat  
uncertain. In that connection, it is necessary to assume  
a course of events that reflects Management’s assess-  
ment of the most probable course of events.  
The key accounting estimates and judgements identi-  
fied are those that have a significant risk of resulting  
in a material adjustment to the measurement of  
assets and liabilities in the following reporting period.  
Accounting policies  
Sale of goods  
Revenue from sale of goods is recognized when  
Bavarian Nordic has transferred control of products sold  
to the buyer and it is probable that Bavarian Nordic  
will collect the consideration to which it is entitled  
for transferring the products. Control of the products  
is transferred at a point in time, typically on delivery.  
The amount of sales to be recognized is based on the  
consideration Bavarian Nordic expects to receive in  
exchange for its goods. When sales are recognized,  
Bavarian Nordic also records estimates for a variety  
of sales deductions, including product returns as well  
as rebates and discounts to government agencies,  
wholesalers, health insurance companies, managed  
healthcare organizations and retail customers. These  
sales deductions are recognized as "Gross to net deduc-  
tion" under other liabilities. Revenue is measured net  
of value added tax, duties, etc. collected on behalf of a  
third party.  
Where contracts contain customer acceptance criteria,  
Bavarian Nordic recognizes sales when the acceptance  
criteria are satisfied.  
The pricing mechanisms in the US market and the  
different kind of rebates are described below.  
Management bases its estimates and judgements on  
historical experience and various other assumptions  
that are held to be reasonable under the circumstances.  
The underlying assumptions are reviewed on an  
ongoing basis. If necessary, changes are recognised in  
the period in which the estimate and judgement are  
revised. Management considers the key accounting  
estimates and judgements to be reasonable and appro-  
priate based on currently available information. The  
actual amounts may differ as more detailed informa-  
tion becomes available.  
Management has made the following accounting  
estimates and judgements which significantly affect  
the amounts recognized in the consolidated financial  
statements:"  
sions with drug manufacturers for the commercial  
channels, and determine which drugs are offered as  
preferred options on their drug lists.  
US Medicaid & Medicare rebates  
Medicaid & Medicare are government insurance  
programmes. Medicaid and Medicare rebates have  
been estimated using a combination of historical expe-  
rience, product and population growth, price increases,  
and the impact of contracting strategies. The calcula-  
tion also involves interpretation of relevant regulations  
that are subject to changes in interpretative guidance  
from government authorities. Bavarian Nordic adjusts  
the provision periodically to reflect actual sales perfor-  
mance.  
Wholesaler charge-backs  
Wholesaler charge-backs relate to contractual arrange-  
ments between Bavarian Nordic and indirect customers  
whereby products are sold at contract prices lower  
than the list price originally charged to wholesalers.  
A wholesaler charge-back represents the difference  
between the invoice price to the wholesaler and the  
indirect customer’s contract price. Accruals are calcu-  
lated for estimated charge-backs using a combination  
of factors such as historical experience, current whole-  
saler inventory levels, contract terms and the value of  
claims received but not yet processed.  
Accounting policy  
Key accounting estimates and judgments  
Note  
Revenue  
Estimate of US sales deductions and provisions for sales rebates  
3
Estimate regarding impairment of assets; assessment whether future sales  
Intangible assets  
and development milestones have become probably; assessment whether  
15  
development costs should be expensed or capitalized  
Inventories  
Estimate of indirect production costs capitalized and inventory write-down  
18  
Pricing mechanisms in the US market  
In the US, sales rebates are paid in connection with  
government and commercial programmes. Key  
customers in the US include private payers, Group  
Purchasing Organizations (GPOs) and government  
payers. GPOs play a role in negotiating price conces-  
Other discounts and sales returns  
Other discounts are provided to wholesalers, hospi-  
tals, pharmacies, etc. They are usually linked to sales  
volume or provided as cash discounts. Accruals are  
Bavarian Nordic
Annual Report 2024  
122  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 3  
Revenue (continued)  
Accounting policies (continued)  
Key accounting estimates  
Provisions for sales deductions  
Sales discounts and rebates are predominantly issued  
in the US in connection with the US Federal and State  
Government Healthcare programs, namely Medicare  
and Medicaid, and commercial rebates.  
The estimate of sales discounts and rebates is based on  
a calculation which includes a combination of historical  
utilization data, combined with expectations in relation  
to the development in sales and utilization. Further-  
more, specific circumstances regarding the different  
programs are considered. The obligations concerning  
sales discounts and rebates are incurred at the time the  
sale is recorded. However, the actual discount or rebate  
related to a specific sale may be invoiced later.  
Bavarian Nordic considers the provisions established  
for sales discounts and rebates to be reasonable and  
appropriate based on currently available information.  
However, the actual amount of discounts and rebates  
may differ from the amounts estimated as more  
detailed information becomes available.  
Partner contracts  
Whether a component of a multiple element contract  
has value to the partner on a stand-alone basis is based  
on an assessment of specific facts and circumstances  
and is associated with judgement. This applies also to  
the assessment of whether a license transfers rights  
associated with ownership of an intangible asset.  
Furthermore, allocation of the total consideration of a  
contract to separately identifiable components requires  
considerable estimates and judgement to be made by  
Management. At inception and throughout the life of  
a contract Management is performing an analysis of  
the agreement with its partners based on available  
facts and circumstances at each assessment date  
such as historical experience and knowledge from the  
market to the extent obtainable. This includes also an  
understanding of the purpose of the deliverables under  
the contract and the negotiation taken place prior to  
concluding the contract.  
calculated based on historical data and recorded as a  
reduction in gross sales at the time the related sales  
are recorded. Sales returns are related to damaged or  
expired products.  
dependent upon the achievement of certain clinical,  
regulatory or commercial milestones, as well as royal-  
ties on product sales of licensed products, if and when  
such product sales occur, and revenue from the supply  
of products. For these agreements that include multiple  
elements, total contract consideration is attributed to  
separately identifiable components on a reliable basis  
that reasonably reflects the selling prices that might be  
expected to be achieved in stand-alone transactions  
provided that each component has value to the partner  
on a stand-alone basis. The allocated consideration is  
recognized as revenue in accordance with the principles  
described above.  
Sale of services and licenses  
Furthermore, revenue comprises the fair value of the  
consideration received or receivable for income derived  
from development services where revenue is measured  
at the expected net sales price.  
Sales of licences that transfer the rights associated with  
ownership of intellectual property are recognized at  
a point in time when control is transferred. Revenue  
from development services and licences that do not  
transfer the right of ownership to intellectual property  
are recognized over time in line with the execution and  
delivery of the work.  
Agreements with commercial partners generally  
include non-refundable upfront license and collabora-  
tion fees, milestone payments, the receipt of which is  
Bavarian Nordic
Annual Report 2024  
123  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 3  
Revenue (continued)  
DKK thousand  
2024  
2023  
Travel health  
Rabipur/RabAvert  
1,352,461  
1,161,162  
Encepur  
497,130  
416,756  
Vivotif  
179,212  
118,885  
Vaxchora  
64,153  
23,736  
Other product sale  
193,629  
156,533  
2,286,585  
1,877,072  
Public preparedness  
Mpox/smallpox vaccine sale  
3,206,186  
5,027,001  
Sale of goods  
5,492,771 6,904,073  
Contract work  
223,435  
158,267  
Sale of services  
223,435  
158,267  
Revenue  
5,716,206  
7,062,340  
Total revenue includes:  
Fair value adjustment concerning financial instruments entered into to hedge revenue  
5,486  
5,016  
DKK thousand  
2024  
2023  
Geographic split of revenue:  
USA  
2,702,900  
2,577,081  
Germany  
972,759  
714,136  
Canada  
493,208  
1,556,039  
France  
268,766  
740,256  
Saudi Arabia  
265,730  
4,839  
Belgium  
218,193  
-
Singapore  
124,649  
42,041  
Finland  
98,467  
15,720  
Netherlands  
69,793  
39,325  
Switzerland  
52,591  
107,738  
Sweden  
49,805  
71,966  
Taiwan  
40,046  
53,796  
Spain  
-
429,664  
Australia  
-
338,076  
Other geographic markets  
359,299  
371,663  
Revenue  
5,716,206  
7,062,340  
Other product sale consists of the following:  
•
Sale of Dukoral and Ixiaro licensed from Valneva  
•
Sale of Heplisav licensed from Dynavax  
In 2024 revenue achieved on the Danish market amounted to DKK 28.1 million (DKK 18.9 million).  
In 2024 the following customers represented more than 10% of total revenue:  
•
Biomedical Advanced Research and Development Authority (BARDA), USA, DKK 1,328.5 million.  
In 2023 the following customers represented more than 10% of total revenue:  
•
Biomedical Advanced Research and Development Authority (BARDA), USA, DKK 1,708.3 million.  
•
Health Canada/PHAC, Department of Health, Canada, DKK 1,534.8 million.  
•
Agence nationale de santé publique FR, France, DKK 729.9 million.  
Bavarian Nordic
Annual Report 2024  
124  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 3  
Note 4  
Production costs  
Revenue (continued)  
Accounting policies  
Production costs consist of costs incurred in gener-  
ating the revenue for the year. Costs for raw materials,  
consumables, production staff and a proportion of  
production overheads, including maintenance, amorti-  
zation, depreciation and impairment of intangible and  
tangible assets used in production as well as operation,  
Accounting for contract with Biomedical Advanced  
Research and Development Authority (BARDA)  
When drug substance batches are invoiced to BARDA  
the batches remain in the Company's physical posses-  
sion until filling as final product. The filling takes  
place either at the Company's facility in Kvistgaard or  
at CMO's (a bill-and-hold arrangement). Revenue is  
recognized once the batches are releasable according to  
contract with BARDA.  
Payment is due within 30 days after invoicing.  
administration and management of the production  
facility are recognized as production costs. Amortization  
of acquired product rights are recognized as production  
costs. In addition, the costs related to idle capacity and  
write-down to net realisable value of goods on stock  
are recognized.  
DKK thousand  
2024  
2023  
Cost of goods sold  
1,580,276  
1,608,263  
Contract costs  
152,267  
126,877  
Other production costs  
847,456  
426,125  
Amortization of product rights  
317,449  
298,029  
Production costs  
2,897,448  
2,459,294  
Other production costs primarily consist of un-allocated  
costs, including the cost of idle manufacturing capacity  
and cost of unsuccessful production runs, plus write-  
downs.  
Net write-downs reflect write down of products and  
material capitalized as inventory and amounted to DKK  
141.3 million. The amount is primarily explained by  
write-down of MVA-BN batches failing final tests. See  
note 18.  
The remaining part of Other production costs was  
impacted by factors like water damage at the Kvist-  
gaard site, cost of switching campaigns due to the  
tech-transfer program, full-year effect of the Bern site  
and later than expected ramping up for chikungunya  
manufacturing.  
The product rights to Rabipur/RabAvert and Encepur  
were amortized with DKK 278.9 million (DKK 272.9  
million). The product rights for Vivotif and Vaxchora  
were amortized with DKK 38.5 million (DKK 25.1  
million).  
Bavarian Nordic
Annual Report 2024  
125  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 5  
Sales and distribution costs  
Note 6  
Research and development costs  
Accounting policies  
Sales and distribution costs comprise costs incurred for  
the sale and distribution of products sold during the  
year. This includes costs incurred for sales campaigns,  
training and administration of the sales force and for  
direct distribution, marketing and promotion. Also  
included are salaries and other costs for the sales,  
distribution and marketing functions, loss allowance for  
expected credit losses, amortization, depreciation and  
other indirect costs.  
Accounting policies  
Research and development costs include salaries and  
costs directly attributable to the Group’s research and  
development projects, less government grants. Further-  
more, salaries and costs supporting direct research and  
development, including costs of patents, rent, leasing  
and depreciation attributable to laboratories, and  
external scientific consultancy services, are recognized  
under research and development costs. No indirect or  
general overhead costs that are not directly attributable  
to research and development activities are included in  
the disclosure of research and development expenses  
recognized in the income statement.  
Research costs are expensed in the year they occur.  
Development costs are generally expensed in the year  
they occur. In line with industry custom, capitaliza-  
tion of development costs does not begin until it is  
deemed realistic that the product can be completed  
and marketed and it is highly likely that a marketing  
authorization will be received. In addition, there must  
be sufficient certainty that the future earnings to the  
Group will cover not only production costs, direct distri-  
bution and administrative costs, but also the develop-  
ment costs.  
Contract research and development costs incurred to  
achieve revenue are included in "Research and devel-  
opment costs incurred this year" in the table and then  
transferred under "Contract costs recognized as produc-  
tion costs" to be recognized as production costs.  
Grants that compensate the Group for research and  
development expenses incurred, which are recognized  
directly in the income statement, are set off against the  
costs of research and development at the time when a  
final and binding right to the grant has been obtained.  
Bavarian Nordic
Annual Report 2024  
126  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 6  
Note 7  
Administrative costs  
Research and development costs (continued)  
Accounting policies  
Administrative costs include costs of Group Manage-  
ment, staff functions, administrative personnel, office  
costs, rent, short-term lease payments and depreciation  
not relating specifically to production, research and  
development or sales and distribution.  
DKK thousand  
2024  
2023  
Research and development costs incurred this year  
1,014,777  
1,797,274  
Of which:  
Contract costs recognized as production costs (note 4)  
(152,267)  
(126,877)  
Impairment loss of ABNCoV2 development program  
-
557,683  
Research and development costs recognized in the income statement  
862,510 2,228,080  
Impairment loss of ABNCoV2 development program  
Acquired rights and development in progress  
-
1,403,264  
Intangible assets in progress  
-
26,224  
Prepayments  
-
456,551  
Prepayment and loan from Government  
-
(806,420)  
Deferred consideration  
-
(521,936)  
Impairment loss of ABNCoV2 development program  
-
557,683  
San Diego site  
In December 2024, Bavarian Nordic made the stra-  
tegic decision to close its San Diego site. This decision  
was driven by the need to streamline operations and  
optimize resources. The closure of the San Diego site  
resulted in a one-time restructuring cost of DKK 80  
million, which has been included in the research and  
development expenses for the year.  
asset no longer represented a commercial opportunity  
for Bavarian Nordic as the regulators, EMA and FDA,  
could not accept a submission for licensure. Therefore  
Management decided to fully write-down all assets  
and liabilities related to the development program. The  
net write-down amounted to DKK 558 million and was  
recognized as an impairment loss and included as part  
of the research and development costs.  
See note 31 for a summarized income statement and a  
summarized financial position showing how the write-  
down has impacted the Annual Report.  
ABNCoV2 development program 2023  
Following the Phase 3 results announced in August  
2023, where ABNCoV2 demonstrated a reduced level of  
neutralizing antibodies against a circulating variant, the  
Bavarian Nordic
Annual Report 2024  
127  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 8  
Staff costs  
DKK thousand  
2024  
2023  
Wages and salaries  
1,327,419  
1,026,464  
Contribution based pension  
116,171  
68,051  
Social security expenses  
76,057  
52,640  
Other staff expenses  
88,440  
68,262  
Share-based payment, see specification in note 30  
78,672  
55,477  
Staff costs  
1,686,759  
1,270,894  
Staff expenses are distributed as follows:  
Production costs  
793,584  
545,968  
Sales and distribution costs  
220,433  
148,016  
Research and development costs  
391,617  
333,548  
Administrative costs  
281,125  
209,564  
Capitalized salaries  
-
33,798  
Staff costs  
1,686,759  
1,270,894  
Average number of employees converted to full-time  
1,529  
1,255  
Number of employees as of December 31 converted to full-time  
1,611  
1,379  
DKK thousand  
2024  
2023  
Staff costs include the following costs:  
Board of Directors:  
Remuneration  
6,490  
6,345  
Share-based payment  
2,070  
2,070  
Remuneration to Board of Directors  
8,560  
8,415  
Executive Management:  
Salary  
13,227  
11,330  
Paid bonus  
9,884  
2,484  
Other employee benefits  
797  
705  
Contribution based pension  
1,832  
1,574  
Share-based payment  
17,100  
13,443  
Corporate Management  
42,840  
29,536  
Salary  
11,588  
12,622  
Paid bonus  
4,850  
2,639  
Other employee benefits  
1,332  
1,471  
Contribution based pension  
1,877  
2,228  
Share-based payment  
15,538  
11,999  
Salary and benefits in notice period  
19,966  
-
Other Executive Management  
55,151  
30,959  
Remuneration to Executive Management  
97,991  
60,495  
Total management remuneration  
106,551  
68,910  
The Group has mainly defined contribution plans and  
pays regular fixed contributions to independent pension  
funds and insurance companies.  
Bavarian Nordic
Annual Report 2024  
128  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 8  
Note 9  
Depreciation, amortization and impairment losses  
Staff costs (continued)  
CEO and President of the Company Paul Chaplin and CFO  
Henrik Juuel constitute the Corporate Management in  
the Parent Company.  
COO Russell Thirsk, CPO Anu Kerns, CCO JC May constitute  
the Other Executive Management. CMO Laurence De  
Moerlooze resigned in May 2024 and CPO Anu Kerns  
will resign beginning of 2025. Salary and benefits in the  
notice period have been accrued.  
Restricted stock units  
In March 2024 Corporate Management was granted  
27,873 restricted stock units (excl. matching shares)  
(10,927 restricted stock units) at a value of DKK 4.6  
million (DKK 2.5 million) at grant. Other Executive  
Management was granted 30,161 restricted stock units  
(excl. matching shares) (11,502 restricted stock units)  
corresponding to a value of DKK 4.9 million (DKK 2.6  
million) at grant.  
In December 2024 Corporate Management was granted  
31,919 (32,028) performance restricted stock units at  
a value of DKK 6.2 million (DKK 5.3 million) at grant.  
Other Executive Management was granted 14,781  
(29,574) performance restricted stock units at a value of  
DKK 2.9 million (DKK 4.9 million) at grant.  
In April 2024, the members of the Board of Directors  
were granted in total 13,637 restricted stock units  
(10,644 restricted stock units) corresponding to 50% of  
their fixed fee amounting to DKK 2.1 million (DKK 2.1  
million).  
For further description of restricted stock units see note  
29.  
DKK thousand  
2024  
2023  
Depreciation and amortization included in:  
Production costs  
545,901  
477,544  
Sales and distribution costs  
80  
181  
Research and development costs  
20,424  
19,631  
Administrative costs  
58,495  
56,465  
Depreciation and amortization  
624,900  
553,821  
Hereof loss from disposed fixed assets  
2,526  
704  
Impairment losses included in:  
Research and development costs  
38,475  
557,683  
Impairment losses  
38,475  
557,683  
Warrants  
In December 2023 Corporate Management was granted  
80,839 warrants (83,921 warrants) with a fair value  
of DKK 6.2 million (DKK 5.3 million). Other Executive  
Management was granted 37,435 warrants (77,491  
warrants) with a fair value of DKK 2.9 million (DKK 4.9  
million).  
Fair value calculated based on Black-Scholes, cf. note  
29.  
Incentive programs for the Executive Management and  
other employees are disclosed in note 29.  
Members of the Executive Management have contracts  
of employment containing standard terms for members  
of the Executive Management of Danish listed compa-  
nies, including the periods of notice that both parties  
are required to give and competition clauses. If a  
contract of employment of a member of the Executive  
Management is terminated by the Company without  
misconduct on the part of such member, the member  
of the Executive Management is entitled to compen-  
sation, which, depending on the circumstances, may  
amount to a maximum of 8-18 months' remuneration.  
In the event of a change of control the compensation  
may amount to 24 months' remuneration.  
The product rights to Rabipur/RabAvert and Encepur are  
amortized over 20 years with an amortization of DKK  
278.9 million for 2024. The product rights were acquired  
from GSK as per December 31, 2019.  
The product rights for Vivotif and Vaxchora are amor-  
tized over 10-20 years, starting from the acquisition  
date May 15, 2023. The amortization amounted to DKK  
38.5 million in 2024. The product rights were acquired  
from Emergent BioSolutions May 15, 2023.  
Amortization of product rights is recognized as part of  
cost of goods sold under production costs.  
See further description in note 15.  
The impairment losses included in reaserch and devel-  
opment cost of 38.5 million for 2024 relates to the  
impairment of the right of use asset relating to the San  
Diego lease, as well as laboratory equipment at the San  
Diego site.  
Bavarian Nordic
Annual Report 2024  
129  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 10  
Fees to auditor appointed at the annual general meeting  
Note 11  
Financial income  
Accounting policies  
Interest income is recognized in the income state-  
ment at the amounts relating to the financial year.  
Financial income also includes net positive value  
adjustments of financial instruments and securities,  
adjustment of the net present value of provisions  
and net currency gains.  
DKK thousand  
2024  
2023  
Audit of financial statements  
2,685  
3,903  
Other assurance services  
1,800  
268  
Tax advisory  
-
486  
Other services  
60  
653  
Fees  
4,545  
5,310  
The fee for non-audit services provided to the Group  
by KPMG P/S, Denmark, amounted to DKK 1.9 million  
(DKK 0.9 million) and consisted of limited assurance on  
the sustainability statements, assistance with compli-  
ance reviews, and other accounting and tax advisory  
services.  
DKK thousand  
2024  
2023  
Financial income from bank and deposit contracts1  
48,307  
40,214  
Financial income from securities  
27,369  
14,340  
Fair value adjustments on securities  
7,831  
30,777  
Adjustment of deferred consideration due to change in estimated timing of payments  
-
13,759  
Currency adjustment deferred consideration  
-
2,563  
Net gains on derivative financial instruments at fair value through the income statement  
-
11,131  
Net foreign exchange gains  
66,558  
-
Financial income  
150,065  
112,784  
1
Interest income from financial assets measured at amortized cost  
Bavarian Nordic
Annual Report 2024  
130  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 12  
Financial expenses  
Note 13  
Tax for the year  
Accounting policies  
Interest expenses are recognized in the income  
statement at the amounts relating to the financial  
year. Financial expenses also include adjustment  
of net present value of the deferred consideration,  
cf. note 24, negative value adjustments of financial  
instruments and securities and net currency losses.  
Accounting policies  
Income tax for the year comprises current tax and  
deferred tax for the year. The part relating to the profit  
for the year is recognized in the income statement, and  
the part attributable to items in the comprehensive  
income is recognized in the comprehensive income  
statement.  
The tax effect of costs that have been recognized  
directly in equity is recognized in equity under the rele-  
vant items.  
Current tax receivable is recognized in the balance  
sheet under current assets.  
Current tax payable is recognized in the balance sheet  
under current liabilities.  
Deferred tax assets arising from temporary deductible  
differences and tax losses carried forward are recog-  
nized when it is probable that they can be realized by  
offsetting them against taxable temporary differences  
or future taxable profits. At each balance sheet date,  
it is assessed whether it is probable that there will be  
sufficient future taxable income for the deferred tax  
asset to be utilized.  
Deferred income tax is provided on temporary taxable  
differences arising on investments in subsidiaries,  
unless the parent company is able to control the timing  
when the deferred tax is to be realized and it is likely  
that the deferred tax will not be realized within the  
foreseeable future.  
Deferred tax is calculated at the tax rates applicable on  
the balance sheet date for the income years in which  
the tax asset is expected to be utilized.  
DKK thousand  
2024  
2023  
Interest expenses on debt1  
5,190  
3,558  
Unwinding of the discount related to deferred consideration  
72,682  
101,961  
Adjustment of deferred consideration due to change in estimated timing of payments  
7,090  
-
Currency adjustment deferred consideration  
24,899  
-
Financial expenses, other  
8,617  
11,469  
Net foreign exchange losses  
-
15,392  
Financial expenses  
118,478  
132,380  
1
Interest expenses on financial liabilities measured at amortized cost  
Deferred tax is measured using the balance sheet  
liability method on all temporary differences between  
accounting values and tax values. Deferred tax liabili-  
ties arising from temporary tax differences are recog-  
nized in the balance sheet as a liability.  
Bavarian Nordic
Annual Report 2024  
131  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 13  
Tax for the year (continued)  
Tax on income is an income of DKK 16.6 million  
(expense of DKK 7.8 million), corresponding to an  
effective negative tax rate of 1.7% (positive 0.5%). The  
parent company’s taxable income for 2024 is DKK 0.0  
million after use of tax losses carried forward (DKK 0.0  
million). Current tax expensed in 2024 relates mainly  
to Bavarian Nordic GmbH, while change in deferred tax  
recognized as income in 2024 relates solely to Bavarian  
Nordic Berna GmbH.  
'Income()/expenses that are not taxable/deductible  
for tax purposes' is primarily related Bavarian Nordic  
Inc. use of previously not recognized tax loss carried  
forward.  
'Special tax credit' primarily relates to the 8% step  
up deduction on research and development costs  
according to Section 8B of the Danish Tax Assessment  
Act.  
'Current tax on profit for previous years' relates  
primarily to refunded state taxes in Bavarian Nordic Inc.  
DKK thousand  
2024  
2023  
Tax recognized in the income statement  
Current tax on profit for the year  
11,211  
11,493  
Adjustments to current tax for previous years  
(3,119)  
(9,929)  
Current tax  
8,092  
1,564  
Change in deferred tax  
(24,712)  
6,190  
Deferred tax  
(24,712)  
6,190  
Tax for the year recognized in the income statement  
(16,620)  
7,754  
Tax on income for the year is explained as follows:  
Income before company tax  
971,357  
1,482,943  
Calculated tax (22.0%) on income before company tax  
213,699  
326,247  
Tax effect on:  
Different tax percentage in foreign subsidiaries  
(31,236)  
(3,308)  
Non-recognized deferred tax asset on current year losses in foreign subsidiaries  
(3,197)  
(747)  
Income ()/expenses that are not taxable/deductible for tax purposes  
(13,657)  
16,273  
Deduction for interest and currency adjustments related to debt forgiveness  
-
(60,009)  
Special tax credit  
(12,321)  
(32,788)  
Change in unrealized intra-group profits  
40,866  
(11,025)  
Change in non-recognized tax asset  
(207,655)  
(216,960)  
Adjustments to current tax for previous years  
(3,119)  
(9,929)  
Tax on income for the year  
(16,620)  
7,754  
Tax recognized in other comprehensive income  
Remeasurements of defined benefit plans  
4,171  
4,505  
Tax recognized in equity  
Tax on share based payment  
-
-
Bavarian Nordic
Annual Report 2024  
132  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 13  
Tax for the year (continued)  
2024  
Exchange  
rate  
adjust-  
Recognized  
ments on  
Adjustment  
in the  
translating  
January 1,  
to previous  
income  
Recognized  
foreign  
December  
DKK thousand  
2024  
year  
statement  
in equity  
operations  
31, 2024  
Product rights  
(50,074)  
(977)  
(126,909)  
-
-
(177,960)  
Acquired rights and  
development in  
progress  
(111,104)  
(9,686)  
(56,605)  
-
-
(177,395)  
Property, plant and  
equipment  
52,065  
(761)  
(16,354)  
-
472  
35,422  
Right-of-use assets  
183  
-
271  
-
-
454  
Development projects  
for sale  
25,944  
-
(6,501)  
-
-
19,443  
Unrealized intra-group  
profits  
(9,598)  
-
(40,866)  
-
913  
(49,551)  
Receivables  
218  
-
225  
-
-
443  
Provisions  
1,100  
110  
330  
-
-
1,540  
Defined benefit plans  
11,173  
-
10,843  
4,171  
(287)  
25,900  
Financial instruments  
(10,095)  
-
(89)  
16,609  
-
6,425  
Share-based payment  
35,790  
-
9,393  
-
-
45,183  
Tax losses carried  
forward  
445,010  
(15)  
43,319  
-
(913)  
487,401  
Not recognized tax asset  
(419,680)  
11,329  
207,655  
(16,609)  
-
(217,305)  
Recognized deferred  
tax assets/liabilities  
(29,068)  
-
24,712  
4,171  
185  
-
2023  
Exchange  
rate  
adjust-  
Additions Recognized  
ments on  
Adjustment from
Acqui-  
in the  
translating  
January 1,
to previous  
sition of  
income Recognized  
foreign December  
DKK thousand  
2023  
year businessess
statement  
in equity
operations  
31, 2023  
Product rights  
62,881  
-
-
(112,955)  
-
-
(50,074)  
Acquired rights and  
development in  
progress  
(2,659)  
-
-
(108,445)  
-
-
(111,104)  
Property, plant and  
equipment  
88,124  
643  
(33,546)  
(1,223)  
-
(1,933)  
52,065  
Right-of-use assets  
287  
-
-
(104)  
-
-
183  
Development projects  
for sale  
32,446  
-
-
(6,502)  
-
-
25,944  
Unrealized intra-group  
profits  
(21,265)  
-
-
11,025  
-
642  
(9,598)  
Receivables  
191  
-
-
27  
-
-
218  
Provisions  
-
-
-
1,100  
-
-
1,100  
Defined benefit plans  
-
-
7,732  
(1,428)  
4,505  
364  
11,173  
Financial instruments  
(7,017)  
-
-
-
(3,078)  
-
(10,095)  
Share-based payment  
27,405  
-
-
8,385  
-
-
35,790  
Tax losses carried  
forward  
470,385  
(11,703)  
-
(13,030)  
-
(642)  
445,010  
Not recognized tax asset  
(650,778)  
11,060  
-
216,960  
3,078  
-
(419,680)  
Recognized deferred  
tax assets/liabilities  
-
-
(25,814)  
(6,190)  
4,505  
(1,569)  
(29,068)  
Bavarian Nordic
Annual Report 2024  
133  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 13  
Note 14  
Earnings per share (EPS)  
Tax for the year (continued)  
Deferred tax  
Deferred tax assets relate to temporary differences  
between the tax base and accounting carrying amount  
and tax losses carried forward.  
Deferred tax assets arising from temporary deductible  
differences and tax losses carried forward are recog-  
nized to the extent they are expected to be offset  
against future taxable income.  
amounts to DKK -4.5 million (DKK 0 million). Tax rate  
used for Swiss entities is 22.8%.  
For the Group in total, the tax value of non-recognized  
tax losses carried forward amounts to DKK 487.4 million  
(DKK 445.0 million), whereas the tax value of non-rec-  
ognized temporary deductible differences amounts  
to DKK -270.1 million (DKK -25.3 million), bringing the  
net non-recognized tax asset to DKK 217.3 million (DKK  
419.7 million).  
Danish joint taxed company's right to use the tax losses  
carried forward is not time-limited. Use of tax losses  
carried forward for the Swiss entity, Bavarian Nordic  
Berna GmbH, is limited to 7 years.  
Accounting policies  
Earnings per share is calculated as the profit or loss  
for the year compared to the weighted average of the  
issued shares in the financial year. The basis for the  
calculation of diluted earnings per share is the weight-  
ed-average number of ordinary shares in the financial  
year adjusted for the dilutive effects of warrants.  
DKK thousand  
2024  
2023  
Net result for the year  
987,977  
1,475,189  
Earnings per share of DKK 10  
12.6  
19.2  
Diluted earnings per share of DKK 10  
12.6  
19.2  
The weighted average number of ordinary shares for the purpose of diluted  
earning per share reconciles to the weighted average number of ordinary shares  
used in the calculation of basic earnings per share as follows:  
Weighted average number of ordinary shares  
78,340,169  
76,860,003  
Weighted average number of treasury shares  
(236,410)  
(149,442)  
Weighted average number of outstanding ordinary shares used in  
the calculation of basic earnings per share  
78,103,759  
76,710,561  
Average dilutive effect of outstanding warrants
under incentive schemes  
-
-
Weighted average number of outstanding ordinary shares used in  
the calculation of diluted earnings per share  
78,103,759  
76,710,561  
Outstanding warrants that may have an effect on the calculation of  
diluted earnings per share in the future.  
2024-program  
1,156,783  
-
2023-program  
1,143,379  
1,258,558  
2022-program  
914,266  
992,310  
2021-program  
610,463  
651,074  
2020-program  
811,014  
1,105,219  
2019-program  
-
513,754  
Outstanding warrants, cf. note 29  
4,635,905  
4,520,915  
Recognized tax losses carried forward relate to  
Bavarian Nordic A/S and the two Danish subsidiaries  
Aktieselskabet af 1. juni 2011 I and Aktieselskabet af 1.  
juni 2011 II regulated within Danish tax jurisdiction and  
Bavarian Nordic Berna GmbH regulated within the Swiss  
tax jurisdiction.  
The tax value of non-recognized tax losses carried  
forward in Bavarian Nordic A/S and the two Danish  
subsidiaries amounts to DKK 482.9 million (DKK 445.0  
million), whereas the tax value of non-recognized  
temporary deductible differences amounts to DKK  
-265.6 million (DKK -25.3 million). Tax rate used for  
Danish entities is 22.0%.  
For Bavarian Nordic Berna GmbH, the tax value of  
non-recognized tax losses carried forward amounts to  
DKK 4.5 million (DKK 0 million), whereas the tax value  
of non-recognized temporary deductible differences  
Pillar II  
Following the net result for 2024 the Bavarian Nordic  
Group will become in scope of the Minimum Tax Act  
(Pillar II) from 2025, as adopted by the Danish Parlia-  
ment on December 7, 2023. No additional tax costs is  
expected for the Bavarian Nordic Group, based on the  
current group structure. It will result in a not insignifi-  
cant compliance task for the Bavarian Nordic Group if  
the group is unable to utilize the safe harbour rules.  
The average exercise price for outstanding warrants (DKK 234) are below the average share price of the Company for  
the year (189), therefore no dilution impact on the earnings per share.  
Bavarian Nordic
Annual Report 2024  
134  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 15  
Intangible assets  
Accounting policies  
Intangible assets are measured at historic cost less  
accumulated amortization and impairment losses. Cost  
of acquired product rights are measured at cash consid-  
eration and present value of any deferred payments  
for those rights. Furthermore costs of acquired product  
rights include transaction costs that are directly attrib-  
utable to the acqusition.  
Internal development projects that meet the require-  
ments for recognition as intangible assets are meas-  
ured at direct cost relating to the development projects.  
Amortization is provided on a straight-line basis over  
the useful economic lives of the assets.  
The useful lives of acquired product rights are esti-  
mated to be 10-20 years and software is estimated to  
be 3-5 years.  
Amortization of acquired product rights is recognized as  
part of cost of goods sold under production costs.  
Key accounting estimates  
Product rights  
When determining the amortization period for  
acquired product rights, Management need to make  
an assessment of expected useful economic life.  
In the assessment Management take among other  
things the following components into consideration:  
The maturity of the products acquired, development  
in the market the acquired products are targeting,  
the current competitors, clinical development of new  
competing products and entry barriers to the market  
due to advanced production technology. Straight-line  
amortization reflects the use and impairment of the  
product rights.  
Management continuously updates the valuation model  
used when acquiring the product rights from GSK to  
assess the value creation expected from the acquisi-  
tion. The latest update of the valuation model shows  
a value above the net present value of the purchase  
price, hence there is no indications of impairment.  
Key accounting judgments  
Management has made the following accounting judg-  
ments which significantly affect the amounts recog-  
nized in the consolidated financial statements:  
Impairment  
The carrying amounts of intangible assets carried at  
cost or amortized cost are tested at least annually to  
determine whether there are indications of any impair-  
ment in excess of that expressed in normal amortiza-  
tion. If that is the case, the asset is written down to the  
recoverable amount, which is the higher of its fair value  
less costs to sell and its value in use. Impairment losses  
on intangible assets are recognized under the same  
line item as amortization of the assets.  
For development projects in progress, the recoverable  
amount is assessed annually, regardless of whether any  
indications of impairment have been found.  
Acquired rights and development in progress  
Under the Group’s accounting policies and in accordance  
with common industry practice, development costs  
are generally expensed in the year they occur. This  
approach is taken due to the uncertainty surrounding  
the future benefits of these costs until commercial  
approval is obtained.  
Bavarian Nordic
Annual Report 2024  
135  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 15  
Intangible assets (continued)  
2024  
Acquired  
Other  
rights and  
Developed  
intangible  
Product development  
Production  
assets in  
DKK thousand  
rights  
in progress  
Process  
Software  
progress  
Total  
Costs as of January 1, 2024  
5,908,277  
2,690,013  
-
114,958  
417,326  
9,130,574  
Additions  
186,433  
-
-
233  
21,259  
207,925  
Transfer  
-
-
374,857  
17,902  
(392,759)  
-
Transfer to/from property, plant and equipment  
-
-
-
(2,265)  
(884)  
(3,149)  
Disposals  
-
(1,403,264)  
-
-
(26,224)  
(1,429,488)  
Exchange rate adjustments  
-
33  
-
66  
(24)  
75  
Cost as of December 31, 2024  
6,094,710  
1,286,782  
374,857  
130,894  
18,694  
7,905,937  
Amortization and impairment losses as of January 1, 2024  
1,116,835  
1,403,264  
-
102,515  
26,224  
2,648,838  
Amortization  
317,449  
-
31,238  
8,120  
-
356,807  
Transfer  
-
-
-
(1,231)  
-
(1,231)  
Disposals  
-
(1,403,264)  
-
-
(26,224)  
(1,429,488)  
Exchange rate adjustments  
-
-
-
119  
-
119  
Amortization and impairment losses as of December 31, 2024  
1,434,284  
-
31,238  
109,523  
-
1,575,045  
Carrying amount as of December 31, 2024  
4,660,426  
1,286,782  
343,619  
21,371  
18,694  
6,330,892  
Geographical split of intangible assets – 2024  
Denmark  
6,325,789  
Germany  
685  
USA  
1,838  
Switzerland  
2,580  
Total intangible assets  
6,330,892  
Product rights  
December 31, 2019 the Company acquired the product  
rights to two commercial products owned by GSK -  
Rabipur/RabAvert and Encepur.  
The products have been on the market for more than  
20 years. There is no need to further develop the prod-  
ucts. Management assesses that it will require up to 10  
years of clinical development for competitors to bring  
a new competing product to the market likewise the  
production process required to produce these products  
is highly complex. Based on these factors Management  
assesses that the acquired product rights should be  
amortized over 20 years.  
In June 2024, based on higher-than-expected sales  
of Rabipur and Encepur during the second quarter of  
2024, Management assessed it likely that Bavarian  
Nordic would reach the trigger for the sales milestone  
included in the Asset Purchase Agreement concluded  
in 2019 and this was finally confirmed by end of July  
2024. The sales milestone of DKK 186 million has been  
recognized as an addition to the product rights and the  
deferred consideration.  
In May 2023, the Company concluded a Purchase and  
Sale Agreement with Emergent BioSolutions. The  
agreement included acquisition of product rights to two  
commercial travel vaccines - Vivotif and Vaxchora.  
Vivotif and Vaxchora were first licensed in the US in  
1989 and 2016 respectively. Vaccines have historically  
shown to have a long lifespan due to stringent regu-  
latory requirements, high research and development  
costs and a complex manufacturing process. Vaxchora  
Bavarian Nordic
Annual Report 2024  
136  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 15  
Intangible assets (continued)  
is targeting a market that has a relatively low market  
value, which further lowers the chance of competitors  
entering the market and taking significant market  
shares. Based on these factors Management assesses  
that the Vaxchora product right should be amortized  
over 20 years.  
Vivotif was developed more than 30 years ago and the  
market is larger than for Vaxchora. Therefore, the risk of  
competition is also deemed higher, hence the amorti-  
zation period is assessed to be 10 years.  
The acquisition price for the two product rights consists  
of an upfront payment of DKK 312 million for Vivotif and  
DKK 137 million for Vaxchora.  
The Purchase and Sale Agreement also includes  
an earnout payment starting at USD 30 million.  
The earnout payment relates to sale of Vivotif and  
Vaxchora. As per December 31, 2023 Management does  
not judge the sales milestone to be probable and there-  
fore the earnout payment has not been recognized as  
either part of the project rights nor the deferred consid-  
eration.  
The agreement with Emergent BioSolutions also  
included milestone payments totaling USD 80 million  
related to submission and approval of Biologics License  
Application (BLA) to FDA and Marketing Authorization  
Application to EMA for the chikungunya development  
asset.  
At initial recognition the net present value of probable  
future development milestone payments to Emergent  
BioSolutions Inc. amounted to DKK 499 million and was  
recognized as deferred consideration (note 24).  
2024  
Carrying amount  
Remaining  
DKK thousand  
Acquistion price  
December 31, 2024  
amortization period  
Rabipur/RabAvert  
3,252,110  
2,463,437  
15 years  
Encepur  
2,393,023  
1,811,007  
15 years  
Vivotif  
312,208  
259,759  
8.5 years  
Vaxchora  
137,369  
126,223  
18.5 years  
Total product rights  
6,094,710  
4,660,426  
Developed production processes  
Developed production processes consist of the the as-is  
technology transfer from GSK to Bavarian Nordic of  
the manufacturing process for Rabipur/RabAvert and  
Encepur. The Company has incurred material costs in  
terms of internal labour and consultancy to handle the  
technology transfer and has gained crucial knowledge  
about the manufacturing process. These costs are capi-  
talized as an intangible asset. As per December 31, 2024  
the capitalized costs amounts to DKK 344 million.  
2023  
Carrying amount  
Remaining  
DKK thousand  
Acquistion price  
December 31, 2023  
amortization period  
Rabipur/RabAvert  
3,140,250  
2,512,200  
16 years  
Encepur  
2,318,450  
1,854,760  
16 years  
Vivotif  
312,208  
291,357  
9.5 years  
Vaxchora  
137,369  
133,125  
19.5 years  
Total product rights  
5,908,277  
4,791,442  
Intangible assets in progress  
Other intable assets in progress relates to IT invest-  
ments.  
Acquired rights and development in progress  
The Purchase and Sale Agreement concluded with  
Emergent BioSolutions included acquisition of a late-  
stage vaccine candidate for Chikungunya virus. The  
initial acquisition price amounted to DKK 788 million.  
No further cost will be capitalized.  
Bavarian Nordic
Annual Report 2024  
137  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 15  
Intangible assets (continued)  
2023  
Acquired  
Other  
rights and  
intangible  
Product development  
assets in  
DKK thousand  
rights  
in progress  
Software  
progress  
Total  
Costs as of January 1, 2023  
5,458,700  
1,013,484  
106,094  
274,490  
6,852,768  
Additions  
-
389,751  
3,034  
143,978  
536,758  
Transfer  
-
-
2,353  
(2,353)  
-
Additions from acquisition of businesses  
449,577  
1,286,778  
4,207  
1,212  
1,741,779  
Disposals  
-
-
(1,227)  
-
(1,227)  
Exchange rate adjustments  
-
-
497  
(1)  
496  
Cost as of December 31, 2023  
5,908,277  
2,690,013  
114,958  
417,326  
9,130,574  
Amortization and impairment losses as of January 1, 2023  
818,805  
-
91,326  
-
910,131  
Amortization  
298,030  
-
12,028  
-
310,058  
Impairment losses  
-
1,403,264  
-
26,224  
1,429,488  
Disposals  
-
-
(1,111)  
-
(1,111)  
Exchange rate adjustments  
-
-
272  
-
272  
Amortization and impairment losses as of December 31, 2023  
1,116,835  
1,403,264  
102,515  
26,224  
2,648,838  
Carrying amount as of December 31, 2023  
4,791,442  
1,286,749  
12,443  
391,102  
6,481,736  
Geographical split of intangible assets – 2023  
Denmark  
6,475,179  
Germany  
270  
USA  
2,005  
Switzerland  
4,282  
Total intangible assets  
6,481,736  
Bavarian Nordic
Annual Report 2024  
138  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 16  
Property, plant and equipment  
Accounting policies  
Property, plant and equipment include land and build-  
ings, production equipment, leasehold improvements,  
office and IT equipment and laboratory equipment and  
is measured at cost less accumulated depreciation and  
impairment losses.  
Cost includes the costs directly attributable to the  
purchase of the asset, until the asset is ready for use.  
For assets constructed by the Group cost includes mate-  
rials, components, third-party suppliers and labour.  
Borrowing costs directly attributable to the construction  
of property, plant and equipment are included in cost.  
Other borrowing costs are recognized in the income  
statement.  
Depreciation is charged over the expected economic  
lives of the assets, and the depreciation methods,  
expected lives and residual values are reassessed indi-  
vidually for the assets at the end of each financial year.  
Assets are depreciated on a straightline basis over their  
estimated useful lives as follows:  
Buildings  
10-20 years  
Installations  
5-15 years  
Leasehold improvements  
5 years  
Office and IT equipment  
3-5 years  
Laboratory equipment  
5-10 years  
Production equipment  
3-15 years  
Management reviews the estimated useful lives of  
material property, plant and equipment at the end of  
each financial year.  
Impairment  
The carrying amounts of property, plant and equipment  
carried at cost or amortized cost are tested annually to  
determine whether there are indications of any impair-  
ment in excess of that expressed in normal deprecia-  
tion. If that is the case, the asset is written down to the  
recoverable amount, which is the higher of its fair value  
less costs to sell and its value in use. Impairment losses  
on property, plant and equipment are recognized under  
the same line item as depreciation of the assets.  
Bavarian Nordic
Annual Report 2024  
139  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 16  
Property, plant and equipment (continued)  
2024  
Other  
fixtures and  
fittings, other  
Land and  
Leasehold  
Plant and  
plant and  
Assets under  
DKK thousand  
buildings improvement  
machinery  
equipment  
construction  
Total  
Costs as of January 1, 2024  
1,268,062  
47,036  
646,707  
889,215  
206,721  
3,057,741  
Additions  
-
-
1,498  
5,189  
72,825  
79,512  
Transfer  
11,127  
1,516  
71,763  
34,526  
(118,932)  
-
Transfer from intangible assets  
-
-
3,149  
-
-
3,149  
Disposals  
-
(1,271)  
(2,137)  
(11,243)  
(538)  
(15,189)  
Exchange rate adjustments  
(5,144)  
104  
(1,305)  
(1,415)  
(416)  
(8,176)  
Cost as of December 31, 2024  
1,274,045  
47,385  
719,675  
916,272  
159,660  
3,117,037  
Depreciation and impairment losses as of January 1,2024  
281,049  
21,989  
234,033  
193,155  
-
730,226  
Depreciation  
54,136  
7,394  
67,637  
92,301  
-
221,468  
Transfer  
-
-
1,529  
(1,529)  
-
-
Transfer from intangible assets  
-
-
1,231  
-
-
1,231  
Impairment losses  
-
-
-
12,044  
-
12,044  
Disposals  
-
(337)  
(2,019)  
(5,198)  
-
(7,554)  
Exchange rate adjustments  
(146)  
23  
54  
(877)  
-
(946)  
Depreciation and impairment losses as of December 31, 2024  
335,039  
29,069  
302,465  
289,896  
-
956,469  
Carrying amount as of December 31, 2024  
939,006  
18,316  
417,210  
626,376  
159,660  
2,160,568  
Geographical split of property, plant and equipment – 2024  
Denmark  
1,509,265  
Germany  
47,818  
USA  
18,283  
Switzerland  
585,202  
Total property, plant and equipment  
2,160,568  
Mortgage loans of DKK 15.1 million are secured by  
mortgages totaling DKK 50.0 million on the property  
Bøgeskovvej 9/Hejreskovvej 10A, Kvistgaard. In addi-  
tion, as of December 31, 2024, mortgage deeds for a  
total of DKK 75.0 million have been issued. The carrying  
amount of assets mortgaged in security of mortgage  
loans is DKK 1,356.2 million (land and buildings: DKK  
939.0 million; plant and machinery: DKK 417.2 million  
Bavarian Nordic
Annual Report 2024  
140  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 16  
Property, plant and equipment (continued)  
2023  
Other  
fixtures and  
fittings, other  
Land and  
Leasehold  
Plant and  
plant and  
Assets under  
DKK thousand  
buildings improvement  
machinery  
equipment  
construction  
Total  
Costs as of January 1, 2023  
858,543  
40,237  
514,369  
626,036  
196,130  
2,235,315  
Additions  
13,387  
2,838  
20,600  
8,864  
96,836  
142,525  
Transfer  
79,712  
2,688  
43,983  
21,797  
(148,180)  
-
Additions from acquisition of businesses  
300,131  
1,234  
86,336  
234,826  
58,926  
681,453  
Disposals  
(178)  
-
(27,101)  
(11,603)  
-
(38,882)  
Exchange rate adjustments  
16,467  
39  
8,520  
9,295  
3,009  
37,330  
Cost as of December 31, 2023  
1,268,062  
47,036  
646,707  
889,215  
206,721  
3,057,741  
Depreciation and impairment losses as of January 1,2023  
228,405  
15,472  
192,624  
114,841  
-
551,342  
Depreciation  
51,424  
6,491  
62,552  
85,511  
-
205,978  
Disposals  
-
-
(25,277)  
(8,745)  
-
(34,022)  
Exchange rate adjustments  
1,220  
26  
4,134  
1,548  
-
6,928  
Depreciation and impairment losses as of December 31, 2023  
281,049  
21,989  
234,033  
193,155  
-
730,226  
Carrying amount as of December 31, 2023  
987,013  
25,047  
412,674  
696,060  
206,721  
2,327,515  
Mortgage loans of DKK 17.0 million are secured by  
mortgages totaling DKK 50.0 million on the property  
Bøgeskovvej 9/Hejreskovvej 10A, Kvistgaard. In addi-  
tion, as of December 31, 2023, mortgage deeds for a  
total of DKK 75.0 million have been issued. The carrying  
amount of assets mortgaged in security of mortgage  
loans is DKK 1,399.7 million (land and buildings: DKK  
987.0 million; plant and machinery: DKK 412.7 million).  
Geographical split of property, plant and equipment – 2023  
Denmark  
1,615,213  
Germany  
52,711  
USA  
40,006  
Switzerland  
619,587  
Total property, plant and equipment  
2,327,517  
Bavarian Nordic
Annual Report 2024  
141  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 17  
Right-of-use-assets  
2024  
Rent  
Car  
DKK thousand  
facility  
leasing Equipment  
Total  
Right-of-use assets as of January 1, 2024  
112,867  
11,154  
1,149  
125,170  
Additions  
1,307  
4,415  
532  
6,254  
Modifications  
20,441  
(56)  
(31)  
20,354  
Disposals  
(15,488)  
(4,373)  
(307)  
(20,168)  
Depreciations  
(36,665)  
(6,805)  
(629)  
(44,099)  
Impairment  
(26,431)  
-
-
(26,431)  
Reversal depreciations  
15,488  
3,813  
307  
19,608  
Exchange rate adjustments  
1,177  
34  
-
1,211  
Right-of-use assets as of December 31, 2024  
72,696  
8,182  
1,021  
81,899  
Accounting policies  
The right-of-use assets comprise the initial measure-  
ment of the corresponding lease liability. Right-of-use  
assets are subsequently measured at cost less accumu-  
lated depreciation and impairment losses.  
All operating leases with a lease term of more than 12  
months are recognized on the balance sheet as right-  
of-use-assets.  
For leases with a lease term of less than 12 months  
the lease payments are recognized as an operating  
expense on a straight-line basis over the term of the  
lease.  
The right-of-use-assets are measured at the present  
value of all future lease payments. When assessing the  
lease term, any extension or termination options are  
included in the assessment. The options are included  
in determining the lease term, if exercise is reason-  
ably certain. When determining the discount rates  
used to calculate the net present value of future lease  
payments, an incremental country specific borrowing  
rate is used, based on a government bond plus the  
Group’s credit margin, ranging from 4.8% to 6.93%.  
A single discount rate is used for a portfolio of lease  
assets with reasonable similar characteristics. Initial  
direct costs are not included in measurement of the  
right-of-use-assets. Non-lease components are not  
separated from lease components.  
A maturity analysis for lease payments is described  
in note 22. Impact from change in lease terms, lease  
payments or modification of the lease contract is  
further described in note 27.  
Right-of-use assets are depreciated over the shorter  
period of lease term and useful life of the underlying  
asset. The depreciation starts at the commencement  
date of the lease. IAS 36 is applied to determine  
whether a right-of-use asset is impaired and any iden-  
tified impariment losses are accounted for as described  
in note 15.  
2023  
Rent  
Car  
DKK thousand  
facility  
leasing Equipment  
Total  
Right-of-use assets as of January 1, 2023  
58,467  
8,392  
574  
67,433  
Additions  
2,551  
8,767  
-
11,318  
Additions from acquisition of businesses  
41,943  
-
-
41,943  
Modifications  
47,096  
210  
993  
48,299  
Disposals  
(7,109)  
(2,216)  
(409)  
(9,734)  
Depreciations  
(30,862)  
(5,800)  
(419)  
(37,081)  
Reversal depreciations  
675  
1,798  
409  
2,882  
Exchange rate adjustments  
106  
3
1
110  
Right-of-use assets as of December 31, 2023  
112,867  
11,154  
1,149  
125,170  
DKK thousand  
2024  
2023  
Amounts included in the income statement  
Interest expense leases  
4,737  
3,074  
Depreciation recognized on right-of-use assets  
44,099  
37,081  
Impairment recognized on right-of-use assets  
26,431  
-
Bavarian Nordic
Annual Report 2024  
142  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 18  
Inventories  
Accounting policies  
Inventories are measured at the lower of cost less  
write-downs for obsolescence and net realisable value.  
The net realisable value is the estimated sales price in  
the ordinary course of business less relevant sales costs  
determined on the basis of marketability, obsolescence  
and changes in the expected sales price.  
Raw materials are measured at cost based on the FIFO  
method. For raw materials, cost is determined as direct  
acquisition costs incurred.  
The cost of work in progress and finished goods  
produced in-house are measured at standard cost and  
includes raw materials, consumables, external manu-  
facturing services and direct payroll costs plus allocated  
indirect costs of production (production overheads).  
Indirect costs of production include indirect materials  
and labour as well as maintenance of and depreciation  
on the machinery used in production processes, factory  
buildings and equipment used and cost of production  
administration and management.  
DKK thousand  
2024  
2023  
Raw materials and supply materials  
313,878  
317,392  
Work in progress  
1,557,074  
1,231,858  
Manufactured goods and commodities  
712,285  
319,101  
Write-down on inventory  
(255,928)  
(224,615)  
Inventories  
2,327,309 1,643,736  
Write-down on inventory as of January 1  
(224,615)  
(162,419)  
Additions from acquisition of businesses  
-
(14,498)  
Write-down for the year  
(187,183)  
(75,300)  
Use of write-down  
126,322  
27,602  
Reversal of write-down  
29,548  
-
Write-down on inventory as of December 31  
(255,928)  
(224,615)  
Cost of goods sold amounts to, cf. note 4  
1,580,276  
1,608,263  
Significant accounting estimates  
Production overheads are measured on the basis of  
actual costs. The basis of the actual costs is reassessed  
regularly to ensure that they are adjusted for changes  
in the utilization of production capacity, production  
changes and other relevant factors. Biological living  
material is used, and the measurements and assump-  
tions for the estimates made may be incomplete or  
inaccurate, and unexpected events or circumstances  
may occur, which may cause the actual outcomes to  
later deviate from these estimates. It may be necessary  
to change previous estimates as a result of changes in  
the assumptions on which the estimates were based  
or due to new information or subsequent events, for  
which certainty could not be achieved in the earlier  
estimates.  
Estimates that are material to the financial reporting  
are made in the determination of any impairment of  
inventories as a result of 'out-of-specification' products,  
expiry of products and sales risk.  
The inventory value of Encepur and Rabipur/RabAvert  
products amounted to DKK 1,624.9 million (DKK 947.5  
million), Jynneos/Imvamune/Imvanex amounted to  
DKK 302.6 million (DKK 286.8 million), Vivotif and  
Vaxchora amounted to DKK 93.9 million (DKK 67.1  
million) and chikungunya amounted to DKK 68.4 million  
(DKK 0 million) as per December 31, 2024 incl. write-  
down.  
Write-down for the year amounted to DKK 187.2 million  
(DKK 75.3 million) and mainly relates to write down of  
MVA-BN batches.  
Use of write-down in 2024 of DKK 126.3 million (DKK  
27.6 million) relates to scrap of expired finish products  
and finally failed batch productions.  
As of December 31, 2024, the write down of PPQ  
batches for chikungunya has been reversed.  
Bavarian Nordic
Annual Report 2024  
143  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 19  
Trade receivables  
Loss allowance is calculated using the ‘full lifetime  
expected credit losses’ method, whereby the likelihood  
of non-fulfilment throughout the lifetime of the finan-  
cial instrument is taken into consideration. A provision  
account is used for this purpose.  
The table details the risk profile for trade receivables.  
Accounting policies  
Receivables are measured at initial recognition at fair  
value and subsequently at amortized value usually  
equal to the nominal value, net of impairment based  
on expected credit losses.  
Trade receivables  
Gross  
carrying  
Loss  
Net carrying  
DKK thousand  
amount  
allowance  
amount  
2024  
Not past due date  
1,089,771  
-
1,089,771  
Overdue by 0-3 months  
42,299  
-
42,299  
Overdue by 3-6 months  
41,204  
(1,954)  
39,250  
Overdue by 6-12 months  
5,465  
(1,041)  
4,424  
Overdue by more than 12 months  
-
-
-
Trade receivables  
1,178,739  
(2,995)  
1,175,744  
2023  
Not past due date  
1,730,046  
-
1,730,046  
Overdue by 0-3 months  
39,613  
(191)  
39,422  
Overdue by 3-6 months  
8,188  
(539)  
7,649  
Overdue by 6-12 months  
2,755  
(1,768)  
987  
Overdue by more than 12 months  
729  
(729)  
-
Trade receivables  
1,781,331  
(3,227)  
1,778,104  
DKK thousand  
2024  
2023  
Trade receivables from public preparedness business  
877,588  
1,660,604  
Trade receivables from travel health business  
297,975  
110,832  
Trade receivables from contract work  
181  
6,668  
Trade receivables  
1,175,744  
1,778,104  
Credit risk  
Bavarian Nordic’s customers are predominantly public  
authorities and renowned wholesalers and therefore  
the credit risk is very low. There are overdue receiva-  
bles as of December 31, 2024 DKK 89 million (DKK 51  
million). As of December 31, 2024 a loss allowance of  
DKK 3 million (DKK 3 million) has been recognized.  
The Group has applied the simplified approach to  
measure the expected credit loss and a lifetime  
expected loss allowance for all trade receivables.The  
allowance is an estimate based on shared credit risk  
characteristics and the days past due. At the time of  
revenue recognition, Bavarian Nordic assesses the full  
lifetime expected credit losses. In addition, undue and  
due receivables are analyzed in an ongoing process.  
Based on the credit assessment, receivables analysis,  
historical experience and industry experience, it is  
estimated whether the receivables are recoverable  
or write-downs are needed. Bavarian Nordic monitor  
the credit exposure on all customers, both new and  
existing.  
Bavarian Nordic recognizes a loss allowance for  
expected credit losses and writes off trade receivables  
when there is information indicating that the debtor  
is in severe financial difficulty and there is no realistic  
prospect of recovery.
Subsequent recovery of amounts  
previously written down is credited against sales and  
distribution costs.  
The payment conditions for the customers, including  
credit periods and any payment of interest in case of  
non-payment, vary, but are always based on industry  
practice in the relevant market. The average credit  
period is approximately 30 days for the public prepar-  
edness business, while the average credit period for  
the travel health business is 60 days.  
Bavarian Nordic
Annual Report 2024  
144  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 20  
Other receivables  
Note 21  
Prepayments  
Accounting policies  
Receivables are measured at initial recognition at fair  
value and subsequently at amortized value usually  
equal to the nominal value, net of impairment, to  
counter the loss after an individual assessment of risk  
of loss.  
Accounting policies  
Prepayments recognized under assets include costs  
paid in respect of subsequent financial years, including  
incurred costs related to technology transfer activities  
at CMO's, where the costs subsequently will be recog-  
Derivative financial instruments are measured at fair  
value.  
nized as inventory in concurrence with purchase of  
production services from the CMO's. Prepayments are  
measured at cost.  
DKK thousand  
2024  
2023  
Prepayments to CMO's  
73,986  
4,556  
Other prepayments  
26,759  
18,510  
Prepayments  
100,745  
23,066  
Classified as:  
Non-current assets  
36,421  
4,556  
Current assets  
64,324  
18,510  
Prepayments  
100,745  
23,066  
DKK thousand  
2024  
2023  
Deposits  
9,086  
11,185  
Receivable VAT and duties  
38,910  
46,585  
Derivative financial instruments at fair value  
698  
45,887  
Interest receivables  
3,687  
2,664  
Other receivables  
370  
-
Other receivables  
52,751  
106,321  
Classified as:  
Non-current assets  
9,086  
11,185  
Current assets  
43,665  
95,136  
Other receivables  
52,751  
106,321  
As per December 31, 2024 the main part of the prepay-  
ments to CMO's related to the scale-up activities to  
prepare for production of drug product for commercial  
launch of Chikungunya. Costs related to the technology  
transfer activities are recognized as prepayments  
when costs incur and then recognized as inventory in  
concurrence with purchase of production services from  
the CMO's. As per December 31, 2024 DKK 36.4 million  
(DKK 4.6 million) has been recognized as non-current  
prepayments.  
As per December 31, 2023 the main part of the the  
technology transfer of the production and packaging  
activities for Encepur and Rabipur/RabAvert takes place  
at CMO's (filing of Encepur, labelling and packing).  
Bavarian Nordic
Annual Report 2024  
145  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 22  
Other liabilities  
Accounting policies  
Derivative financial instruments are measured at fair  
value.  
Other financial liabilities are measured at initial  
recognition at fair value less any transaction costs.  
Subsequent other financial liabilities are measured at  
amortized cost using the effective interest method,  
whereby the difference between proceeds and the  
nominal value is recognized in the income statement  
as a financial expense over the period. Amortized cost  
usually equal to the nominal value.  
DKK thousand  
2024  
2023  
Financial instruments at fair value  
29,902  
-
Payable salaries, holiday accrual etc.  
242,736  
212,122  
Gross to net deduction accrual  
186,576  
159,802  
Other accrued costs  
38,243  
47,919  
Other liabilities  
497,457  
419,843  
Gross to net deduction accruals consist of a variety of  
sales deductions, including product returns as well as  
rebates and discounts to government agencies, whole-  
salers, health insurance companies, managed health-  
care organizations and retail customers. The different  
components are further described in note 3.  
For a further description of financial instruments see  
note 23.  
Bavarian Nordic
Annual Report 2024  
146  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 23  
Financial risks and financial instruments  
Accounting policies  
Derivative financial instruments  
On initial recognition, derivative financial instruments  
are measured at the fair value on the settlement date.  
Directly attributable costs related to the purchase  
or issuance of the individual financial instruments  
(transaction costs) are added to the fair value on initial  
recognition, unless the financial asset or the financial  
liability is measured at fair value with recognition of  
fair value adjustments in the income statement. Subse-  
quently, they are measured at fair value at the balance  
sheet date based on the official exchange rates, market  
interest rates and other market data such as volatility  
adjusted for the special characteristics of each instru-  
ment.  
The Company has designated certain derivative finan-  
cial instruments as cash flow hedges as defined under  
IFRS 9 "Financial Instruments". Hedge accounting is  
classified as a cash flow hedge when the hedges of  
a particular risk is associated with the cash flows of  
highly probable forecast transactions.  
Changes in the fair value of derivative financial instru-  
ments designated as and qualifying for recognition  
as effective hedges of future transactions (cash flow  
DKK thousand  
2024  
2023  
Categories of financial instruments  
Trade receivables  
1,175,744  
1,778,104  
Other receivables  
52,053  
60,434  
Cash and cash equivalents  
1,623,490  
1,477,234  
Financial assets measured at amortized cost  
2,851,287  
3,315,772  
Securities  
551,538  
390,247  
Financial assets measured at fair value through the income statement  
551,538  
390,247  
Derivative financial instruments to hedge future cash flows (exchange rate)  
-
44,784  
Derivative financial instruments to hedge future cash flows (interest)  
698  
1,103  
Financial assets used as hedging instruments  
698  
45,887  
Deferred consideration  
1,081,465  
2,376,989  
Debt to credit institutions  
15,127  
17,048  
Lease liabilities  
113,123  
128,254  
Prepayment from customers  
131,408  
-
Trade payables  
1,045,134  
954,142  
Other liabilities  
467,555  
419,843  
Financial liabilities measured at amortized cost  
2,853,812  
3,896,276  
Derivative financial instruments to hedge future cash flows (exchange rate)  
29,902  
-
Financial liabilities used as hedging instruments  
29,902  
-
hedges) are recognized as comprehensive income.  
The ineffective portion is recognized immediately in  
the income statement. When the hedged transactions  
are realized, cumulative changes are recognized in the  
income statement together with the hedged transac-  
tion or in respect of a non-financial item as part of the  
cost of the transactions in question.  
For derivative financial instruments that do not qualify  
for hedge accounting, changes in fair value are recog-  
nized as financials in the income statement as they  
occur.  
Securities  
Securities consist of highly liquid, listed bonds with  
high credit rating, which are measured at fair value on  
initial recognition and as of the balance sheet date. The  
Group’s portfolio of securities is treated as "financial  
items at fair value through profit or loss", as the port-  
folio is accounted for and valued on the basis of the fair  
value in compliance with the Company's investment  
policy.  
Both realized and unrealized value adjustments are  
recognized in the income statement under financials.  
Bavarian Nordic
Annual Report 2024  
147  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 23  
Financial risks and financial instruments (continued)  
Policy for managing financial risks  
Through its operations, investments and financing the  
Group is exposed to fluctuations in exchange rates and  
interest rates. These risks are managed centrally in the  
Parent Company, which manages the Group´s liquidity.  
The Group pursues a treasury policy approved by the  
Board of Directors. The policy operates with a low risk  
profile, so that exchange rate risks, interest rate risks  
and credit risks arise only in commercial relations. The  
Group therefore does not undertake any active specula-  
tion in financial risk.  
The Group´s capital structure is regularly assessed by  
the Board of Directors relative to the Group´s cash flow  
position and cash flow budgets.  
The interest rate risk involved in placing cash funds  
and investing in securities is managed on the basis of  
duration, preferably via a low portfolio duration and  
pari settlement of securities in order to minimize value  
adjustment risks.  
Exchange rate risks on recognized financial assets and liabilities  
Cash  
and cash  
equivalents,  
Net  
DKK thousand  
securities Receivables  
Liabilities  
position  
2024  
USD  
334,980  
619,176  
(1,218,425)  
(264,269)  
EUR  
208,849  
660,007  
(1,530,566)  
(661,710)  
CHF  
8,473  
39,541  
(206,248)  
(158,234)  
2023  
USD  
205,315  
1,334,432  
(945,701)  
594,046  
EUR  
149,934  
455,057  
(2,679,716)  
(2,074,725)  
CHF  
10,281  
4,649  
(181,627)  
(166,697)  
Sensitivity analysis on exchange rates  
Likely change
Hypothetical Hypothetical  
in exchange  
change in  
change in  
DKK thousand  
rate  
equity  
net result  
2024  
Change if higher USD-rate than actual rate  
8%  
30,868  
29,544  
Change if higher EUR-rate than actual rate  
2%  
(12,725)  
(18,385)  
Change if higher CHF-rate than actual rate  
9%  
54,515  
(17,809)  
2023  
Change if higher USD-rate than actual rate  
15%  
110,532  
118,270  
Change if higher EUR-rate than actual rate  
1%  
(19,347)  
(21,505)  
Change if higher CHF-rate than actual rate  
5%  
29,518  
(8,117)  
Exchange rate risks  
The Group’s exchange rate exposure is primarily to USD  
and EUR. The exchange rate exposure to USD is hedged  
to the greatest possible extent by matching incoming  
and outgoing payments denominated in USD, looking  
at maximum one year ahead. Regular assessments are  
made of whether the remaining net position should  
be hedged by currency forward contracts or currency  
option contracts.  
The exposure to EUR for operating and financing activ-  
ities are not hedged as management believes that  
fluctuations in EUR are limited due to the Danish fixed-  
rate policy which is expected to be maintained and that  
matching of incoming and outgoing payments denom-  
inated in EUR reduces the net exposure significantly.  
Thus the fluctuations in EUR do not have a significant  
impact on financial performance. Given the magnitude  
of payable milestones denominated in EUR, manage-  
ment has chosen to hedge the EUR exposure on this  
part of the Group's investment activities.  
Market risks  
Market risk is the risk that changes in market prices  
will affect the Group’s profit or the value of its holdings  
of financial instruments. Bavarian Nordic is exposed  
to various market risks with the main risks being  
exchange rate risks, interest rate risks and cash risks.  
All market risks are managed in accordance with the  
treasury policy approved by the Audit Committee.  
Interest rate risk  
It is the Group's policy to hedge interest rate risks  
on loans obtained with floating rate and a maturity  
of more than five years. Hedging will then consist of  
interest rate swaps that convert floating rate loans to  
fixed rate loans. Management determines the economic  
relationship between the hedged item and the hedging  
instrument to ensure a high hedge effectiveness.  
Bavarian Nordic
Annual Report 2024  
148  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 23  
Financial risks and financial instruments (continued)  
The sensitivity analysis shows the net effect it would  
have had on equity and profit for the year if the  
year-end exchange rates of USD, EUR and CHF had been  
8%, 2% or 9%, respectively (USD, EUR and CHF had  
been 15%, 1% or 5%, respectively), higher than the  
actual exchange rates. A corresponding decrease in  
the actual exchange rates would have had an opposite  
(positive/negative) effect on net result and equity. The  
percentages used year-end 2024 for USD and CHF are  
based on the historical maximal currency rate spread  
in 2024. The percentage used for EUR is based on the  
maximum spread in the ERM II framework.  
These concluded currency forward contracts are  
deemed to be effective hedges of future transac-  
tion (cash flow hedges) and thus treated as hedge  
accounting.  
Cash flow hedge – forward currency contracts  
Fair value  
Contract  
adjustment  
amount  
Fair value  
recognized in  
Forward  
based on  
as of
other compre-  
DKK thousand  
price  
agreed rates  
December 31
hensive income  
2024  
Forward currency contracts (USD/DKK)  
Sell USD
6.76 - 7.07  
1,832,534  
(37,980)  
(77,165)  
Forward currency contracts (DKK/EUR)  
Buy EUR
7.40 - 7.41  
1,333,378  
8,078  
2,479  
(29,902)  
(74,686)  
2023  
Forward currency contracts (USD/DKK)  
Sell USD
6.90 - 6.94  
1,454,570  
39,184  
9,159  
Forward currency contracts (DKK/EUR)  
Buy EUR
7.41 - 7.42  
2,150,674  
5,600  
5,600  
44,784  
14,759  
Cash flow hedge – interest rate swap  
Fair value  
Contract  
adjustment  
amount  
Fair value  
recognized in  
based on  
as of
other compre-  
DKK thousand  
agreed rates  
December 31
hensive income  
2024  
Interest rate swap  
DKK - fixed rate 0.9625% p.a. (expiry 2031)  
14,880  
698  
(405)  
698  
(405)  
2023  
Interest rate swap  
DKK - fixed rate 0.9625% p.a. (expiry 2031)  
17,041  
1,103  
(766)  
1,103  
(766)  
In 2016 the Company refinanced the old mortgage loans  
(fixed rate) and obtained a new mortgage loan with  
floating rate. The Company also concluded an interest  
rate swap to convert the floating rate loan to a fixed  
rate loan. The interest rate swap has the same maturity  
date and nominal amount as the mortgage loan to  
secure high effectiveness of the hedge.  
Derivative financial instruments not designated as  
hedge accounting  
Currency forward contracts and currency option  
contracts which are not designated as hedge  
accounting are classified as financial assets/liabilities  
measured at fair value with value adjustments recog-  
nized through the income statement.  
There were no open currency contracts as of December  
31, 2024 or as per December 31, 2023 not designated as  
hedge accounting.  
Cash risks  
The Group´s bank deposits are placed in deposit  
accounts without restrictions. The Group's cash and  
cash equivalents totaled DKK 1,623.5 million as of  
December 31, 2024 (DKK 1,477.2 million).  
The Group's fixed rate bond portfolio expires as shown  
below. Amounts are stated excluding interest.  
Hedging of expected future cash flows  
The Company has concluded currency forward contracts  
to sell USD 264 million (sell USD 210 million) and to buy  
EUR 180 million (buy EUR 290 million) to hedge net USD  
cash position during 2025 and EUR milestone payments  
in 2025.  
Bavarian Nordic
Annual Report 2024  
149  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 23  
Financial risks and financial instruments (continued)  
2024  
2023  
Fair value as of  
Effective Fair
value as of  
Effective  
DKK thousand  
December 31  
interest  
December 31  
interest  
Bond portfolio  
Within 0-2 years  
399,833  
2.5%  
230,192  
3.6%  
Within 3-5 years  
-
-
-
-
After 5 years  
151,705  
2.8%  
160,055  
3.2%  
Total  
551,538  
2.6%  
390,247  
3.5%  
Maturity of financial liabilities  
2024  
Undiscounted contractual cash flow  
Due  
Due within  
between 1  
Due after  
Carrying  
DKK thousand  
1 year
and 5 years  
5 years  
Total  
amount  
Deferred consideration  
1,104,708  
-
-
1,104,708  
1,081,465  
Credit institutions  
2,588  
10,162  
4,345  
17,095  
15,127  
Lease liabilities  
39,602  
80,357  
-
119,959  
113,123  
Prepayment from customers  
131,408  
131,408  
131,408  
Trade payables  
1,045,134  
-
-
1,045,134  
1,045,134  
Other liabilities  
467,555  
-
-
467,555  
467,555  
Non-derivative financial liabilities  
2,790,995  
90,519  
4,345  
2,885,859  
2,853,812  
Derivative financial liabilities  
29,902  
-
-
29,902  
29,902  
Fluctuations in interest rate levels affect the Group's  
bond portfolio. A change in the interest rate level by 1  
percentage point relative to the interest rate level on  
the balance sheet date will have an impact of DKK 11.5  
million on the Group´s net result and equity (DKK 13.0  
million).  
The bond position with a duration of more than 5 years  
is a result of previous year's investment strategy. The  
Group is in process of adapting the bond portfolio to the  
amended investment strategy with the aim of reducing  
the duration of the portfolio.  
The outstanding deferred consideration as of December 31, 2024 is expected to be fully paid in first half of 2025, see  
note 24 for further description.  
2023  
Undiscounted contractual cash flow  
Due  
Due within  
between 1  
Due after  
Carrying  
DKK thousand  
1 year
and 5 years  
5 years  
Total  
amount  
Deferred consideration  
1,394,805  
1,082,525  
-
2,477,330  
2,376,989  
Credit institutions  
2,720  
10,698  
7,167  
20,586  
17,048  
Lease liabilities  
45,679  
93,568  
166  
139,413  
128,254  
Trade payables  
954,143  
-
-
954,143  
954,143  
Other liabilities  
445,181  
-
-
445,181  
445,181  
Non-derivative financial liabilities  
2,842,528  
1,186,791  
7,333  
4,036,652  
3,921,615  
Derivative financial liabilities  
-
-
-
-
-
Bavarian Nordic
Annual Report 2024  
150  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 23  
Financial risks and financial instruments (continued)  
Financial liabilities due within one year of DKK 2,821  
million (DKK 2,843 million) are expected to be settled  
with short term assets recognized as of December 31,  
2024, consisting of cash and cash equivalents, securities  
together with trade receivables and other receivables  
to a total of DKK 3,394 million (DKK 3,706 million).  
The financial liabilities due after one year of DKK 95  
million (DKK 1,194 million) are expected to be settled  
with the excess short term assets of DKK 573 million  
(DKK 863 million) in conjunction with expected cash  
flow from future operations.  
To further mitigate potential liquidity fluctuations, the  
Group obtained access to a Revolving Credit Facility of  
DKK 1,000 million in 2023. The facility was undrawn as  
of December 31, 2024.  
The Group has a credit facility of DKK 20 million (DKK  
20 million) at Nordea. As of December 31, 2024, DKK 0.3  
million (DKK 0.3 million) of the credit facility is utilized  
for bank guarantees.  
With respect to the Group´s debt to credit institutions, a  
change in the applicable interest rate by 1 percentage  
point would have had an impact on the Group's net  
result and equity of DKK 0.1 million (DKK 0.2 million).  
Debt to credit institutions is a mortgage loan of DKK 15.1  
million (DKK 17.1 million), further described in note 25.  
considering changes in the macro environment that  
might impose an increased risk of losses. The Group´s  
customers are predominantly public authorities and  
renowned pharmaceutical companies and wholesalers,  
and the credit risk on the Group's receivables is there-  
fore considered to be very low. A loss allowance of DKK  
2,995 thousand (DKK 3,227 thousand) has been recog-  
nized as of December 31, 2024, cf. note 19.  
To manage credit risk regarding financial counterpar-  
ties, Bavarian Nordic only enters into derivative finan-  
cial contracts, repurchase contracts and money market  
deposits with financial counterparties possessing a  
satisfactory long-term credit rating from at least two  
out of the three selected ratings agencies: Standard and  
Poor’s, Moody’s and Fitch.  
Cash and cash equivalents are not deemed to be  
subject to any special credit risk as they are deposited  
with Nordea and Danske Bank. The bond portfolio is  
invested in either Danish government bonds, Danish  
mortgage bonds or bonds issued by Danish banks with  
high ratings.  
note 24, debt to credit institutions, cf. note 25, lease  
liabilities, cf. note 27 with subtraction of cash and cash  
equivalents together with securities, that in total forms  
a net receivable of DKK 965 million (net debt DKK 655  
million).  
Total equity as of December 31, 2024, amounted to DKK  
11,409 million (DKK 10,340 million).  
The Group obtained in 2023 access to a committed  
Revolving Credit Facility (RCF) of DKK 1,000 million with  
Nordea and Danske Bank as joint lenders. The facility  
was undrawn as of December 31, 2024 (undrawn as of  
December 31, 2023). As an integrated part of the RCF  
agreement, the Group is subject to covenant require-  
ments consisting of a net interest-bearing debt to  
EBITDA ratio. The Group regularly secures that compli-  
ance with the covenant is met.  
Management regularly assesses whether the Group´s  
capital structure best serves the interests of the Group  
and its shareholders. The overall goal is to ensure that  
the Group has a capital structure which supports its  
long-term strategy and growth target. In supporting  
this goal and to maintain the capital structure, the  
Group can issue new shares, return capital to share-  
holders, sell assets to reduce debt or increase the  
groups debt obligations, including taking on bank debt  
and by way of deferred consideration, provided finan-  
cial covenants are respected.  
Derivative financial instruments (level 2)  
Currency forward contracts, currency option contracts  
and interest swap contracts are valued according to  
generally accepted valuation methods based on rele-  
vant observable swap curves and exchange rates.  
Managing capital structure  
The Group's definition of capital encompasses equity  
together with net interest-bearing debt. The 2023  
addition of net interest-bearing debt to the capital defi-  
nition, did accommodate the introduction of external  
capital as a resource for the Group in accordance with  
the conclusion of a committed Revolving Credit Facility  
in 2023, see further below.  
As of December 31, 2024 (December 31, 2023) net inter-  
est-bearing debt consists of deferred consideration, cf.  
Securities (level 1)  
The portfolio of publicly traded government bonds,  
publicly traded mortgage bonds and bank bonds is  
valued at listed prices and price quotas.  
Credit risks  
The primary credit risk relates to trade receivables.  
The Company assesses the expected credit losses also  
Bavarian Nordic
Annual Report 2024  
151  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 23  
Note 24  
Deferred consideration  
Financial risks and financial instruments (continued)  
Accounting policies  
Deferred consideration including contingent milestone  
payments is recognized when its payment is probable  
and it can be measured reliably and is at initial recog-  
nition measured at fair value which equals the present  
value of future deferred payments. Subsequently, the  
deferred consideration is measured at amortized cost.  
This means that the difference between the present  
value of the consideration and the nominal amounts  
Fair value hierarchy for financial instruments measured at fair value  
2024  
DKK thousand  
Level 1  
Level 2  
Total  
Securities  
551,538  
-
551,538  
Financial assets measured at fair value through the income statement  
551,538  
-
551,538  
Derivative financial instruments to hedge future cash flow (currency)  
-
(29,902)  
(29,902)  
Derivative financial instruments to hedge future cash flow (interest)  
-
698  
698  
Financial assets/liabilities used as hedging instruments  
-
(29,204)  
(29,204)  
2023  
DKK thousand  
Level 1  
Level 2  
Total  
Securities  
390,247  
-
390,247  
Financial assets measured at fair value through the income statement  
390,247  
-
390,247  
Derivative financial instruments to hedge future cash flow (currency)  
-
44,784  
44,784  
Derivative financial instruments to hedge future cash flow (interest)  
-
1,103  
1,103  
Financial assets/liabilities used as hedging instruments  
-
45,887  
45,887  
due is recognized in the income statement as a finan-  
cial expense over the period until expected payment  
date using the effective interest method.  
The expected phasing of future payments and the  
probability of contingent payments are assessed on  
each reporting date and the impact is recognized as a  
financial item.  
Due within
Due between  
Due after  
DKK thousand  
1 year  
1 and 5 year  
5 years  
Total  
2024  
Deferred consideration, product rights  
731,520  
-
-
731,520  
Deferred consideration, development project  
349,945  
-
-
349,945  
Total  
1,081,465  
-
-
1,081,465  
2023  
Deferred consideration, product rights  
1,163,599  
709,635  
-
1,873,234  
Deferred consideration, development project  
196,534  
307,221  
-
503,755  
Total  
1,360,133  
1,016,856  
-
2,376,989  
Product rights  
The Asset Purchase Agreement with GSK includes mile-  
stone payments relating to transfer and registration  
of marketing authorizations, technology transfer of  
different steps of the production and packaging activi-  
ties as well as a milestone payment when all services  
agreed to be rendered by GSK have been completed.  
In total EUR 470 million. The Asset Purchase Agree-  
ment with GSK also includes a sales milestone of EUR  
25 million, which previos year wasn't assessed to be  
probable and therefore the sales milestone was not  
recognized as either part of the product rights (note  
15) nor the deferred consideration. Due to stronger  
than expected sales performance the sales milestone  
was reached in July 2024 and the milestone of EUR 25  
million became payable. Following the completion of  
the technology transfer of the bulk production for both  
Encepur and Rabipur/RabAvert two milestones were  
Bavarian Nordic
Annual Report 2024  
152  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 24  
Note 25  
Debt to credit institutions  
Deffered consideration (continued)  
Accounting policies  
Loans are measured at the time of borrowing at fair  
value less any transaction costs. Subsequently, debt is  
measured at amortized cost. This means that the differ-  
ence between the proceeds of the loan and the amount  
reached. One has been paid during the year, whereas  
the other was invoiced in December 2024 and paid in  
January 2025, EUR 80 million. At end of 2024 only one  
technology transfer milestone and the completion  
milestone are outstanding, in total DKK 100 million.  
Payments are expected to be payable in first half of  
2025. The cash flow from payment of deferred consider-  
ation will be recognized as cash flow from investment  
activities.  
The carrying amount is measured using a discount rate  
of 4% per annum. The discount rate was determined at  
intial recognition based on an interest rate on a similar  
loan of the same size and maturity as the contingent  
milestone payments and the Company's credit rating as  
of December 31, 2019.  
The fair value of the deferred consideration as per  
December 31, 2024 amounts to DKK 725 million (DKK  
1,839 million), measured using the updated discount  
rate of 5.97% (6.25%). The discount rate has been  
determined based on the same components as  
described above.  
BioSolutions amounted to DKK 499 million and was  
recognized as deferred consideration.  
During 2024 two milestones were reached and paid,  
in total USD 30 million. The remaining two milestones,  
totalling USD 50 million, are expected to become  
payable in first half of 2025. The cash flow from payment  
of deferred consideration will be recognized as cash flow  
from investment activities.  
The carrying amount are measured using a discount  
rate of 6% per annum. The discount rate was deter-  
mined at intial recognition based on an interest rate  
on a similar loan of the same size and maturity as the  
contingent milestone payments and the Company's  
credit rating as of May 15, 2023.  
The fair value of the deferred consideration as per  
December 31, 2024 amounts to DKK 350 million (DKK  
502 million), measured using the updated discount rate  
of 5.97% (6.25%). The discount rate has been deter-  
mined based on the same components as described  
above.  
The Purchase and Sale Agreement concluded with  
Emergent BioSolutions in May 2023 includes an earnout  
payment starting at USD 30 million. The earnout  
payment relates to sale of Vivotif and Vaxchora. As  
per December 31, 2024 Management does not judge  
the sales milestone to be probable and therefore the  
earnout payment has not been recognized as either  
part of the project rights (note 15) nor the deferred  
consideration.  
to be repaid is recognized in the income statement over  
the term of the loan as a financial expense using the  
effective interest method.  
Due within
Due between  
Due after  
DKK thousand  
1 year  
1 and 5 year  
5 years  
Total  
2024  
Mortgage1  
2,074  
8,869  
4,184  
15,127  
Total  
2,074  
8,869  
4,184  
15,127  
2023  
Mortgage1  
1,913  
8,470  
6,665  
17,048  
Total  
1,913  
8,470  
6,665  
17,048  
1
Floating interest - swapped to fixed interest of 0.9625% - expiry 2031  
The fair value of the debt to credit institutions amounts  
to DKK 15.1 million (DKK 17.0 million). The fair value  
of mortgage debt is based on the market value of the  
underlying bonds set by the bank (level 2).  
Development project  
The Purchase and Sale Agreement concluded with  
Emergent BioSolutions includes milestone payments  
relating to submission and approval of Biologics License  
Application (BLA) to FDA and Marketing Authorization  
Application to EMA for the chikungunya development  
asset. In total USD 80 million.  
The tables detail changes in the Group's liabilities  
arising from financing activities, both cash and  
non-cash changes. Liabilities arising from financing  
activities are those for which cash flows were, or future  
cash flows will be, classified in the Group's consolidated  
statement of cash flow as cash flows from financing  
activities.  
At initial recognition the net present value of probable  
future development milestone payments to Emergent  
Bavarian Nordic
Annual Report 2024  
153  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 25  
Note 26  
Retirement benefit obligations  
Debt to credit institutions (continued)  
Accounting policies  
In defined contribution plans, the Group makes regular  
payments of fixed contributions to independent  
pension funds and insurance companies. The Group  
is under no obligation to pay additional contributions.  
Costs for defined contribution plans are recognized in  
the income statement as the Group assumes an obliga-  
tion to make the payment.  
In defined benefit plans, the Group is under an obliga-  
tion to pay a defined benefit on retirement. The actuar-  
ially calculated present value less the fair value of any  
plan assets is recognised in the balance sheet under  
retirement benefit obligations. The total service costs  
of the year plus calculated interest based on actuarial  
estimates and financial assumptions at the beginning  
of the year are recognized in the income statement.  
The difference between the forecast development in  
plan assets and liabilities and the realized values at  
the end of the year is called actuarial gains or losses  
and is recognized in other comprehensive income. In  
connection with a change in benefits regarding the  
employees’ employment with the Group to date, there  
will be a change in the actuarial calculation of the net  
present value, which is taken directly to the income  
statement.  
Cash flow from financing activities  
January  
Cash  
Non-cash  
December  
DKK thousand  
1, 2024  
movement  
movement  
31, 2024  
2024  
Mortgage  
17,048  
(1,921)  
-
15,127  
Lease liabilities  
128,254  
(41,639)  
26,508  
113,123  
Total liabilities from financing activities  
145,302  
(43,560)  
26,508  
128,250  
January  
Cash  
Non-cash  
December  
DKK thousand  
1, 2023  
movement  
movement  
31, 2023  
2023  
Mortgage  
18,930  
(1,882)  
-
17,048  
Security lending (repo transactions)  
1,103,661  
(1,103,661)  
-
-
Prepayment and loan from Government  
566,420  
240,000  
(806,420)  
-
Lease liabilities  
70,321  
(34,270)  
92,203  
128,254  
Total liabilities from financing activities  
1,759,332  
(899,813)  
(714,217)  
145,302  
Defined contribution plans  
The Group offers pension plans to all employees in  
Denmark and abroad. Most of the pension plans are  
defined contribution plans, expect for the pension plan  
in Bavarian Nordic Berna GmbH, see below. The Group  
funds the plans through regular payments of premiums  
to independent insurance companies responsible for  
the pension obligations towards the beneficiaries. Once  
the pension contributions for defined contribution plans  
have been made, the Group has no further obligation  
towards current or former employees. Contributions to  
defined contribution plans are recognized in the income  
statement when paid.  
Defined benefit plans  
The pension plan in Bavarian Nordic Berna GmbH is  
part of a collective foundation in which other plans  
of non-related employers also participate, and the  
different plans all participate in the various risks  
relating to the foundation.  
Defined benefit liabilities are recognized in the balance  
sheet and in the income statement as indicated below.  
Employees from Bavarian Nordic Switzerland AG have  
been transferred to Bavarian Nordic Berna GmbH in  
August 2024 and are included in the new pension plan  
as from December 31, 2024. The previous pension plan  
in Bavarian Nordic Switzerland AG was recognized as  
a contribution benefit plan and therefore no pension  
obligation was recognized. The net assets under the  
Bavarian Nordic Berna GmbH pension plan have been  
adjusted to include the transferred employees.  
Bavarian Nordic
Annual Report 2024  
154  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 26  
Retirement benefit obligations (continued)  
DKK thousand  
2024  
2023  
Defined contribution plans  
84,966  
66,935  
Defined benefit plans  
31,205  
1,116  
Cost of pension plans recognized in income statement  
116,171  
68,051  
Current service cost  
12,749  
11,817  
Past service cost  
17,186  
(12,023)  
Administration expenses  
309  
298  
Net interest expenses  
961  
1,024  
Cost of defined benefit plans recognized in income statement  
31,205  
1,116  
Actuarial gains/losses on pension obligations  
(89,584)  
(34,324)  
Actuarial gains/losses on plan assets  
72,194  
1,769  
Actuarial gains/losses on defined benefit plans recognized in  
other comprehensive income  
(17,390)  
(32,555)  
Plan assets as of January 1  
221,024  
-
Additions from acquisition of businesses  
-
206,938  
Exchange adjustments  
(3,492)  
10,648  
Actual rate of interest  
3,006  
4,542  
Actuarial gains/losses on plan assets  
72,194  
1,769  
Administration expenses paid  
(309)  
(298)  
Employer contributions  
14,182  
11,808  
Employee contributions  
9,358  
7,117  
Benefit paid out  
29,582  
(21,500)  
Other restructuring events  
41,936  
-
Plan assets as of December 31  
387,481  
221,024  
DKK thousand  
2024  
2023  
Specification of present value of defined benefit obligation  
Present value of defined benefit liability as of January 1  
301,756  
-
Additions from acquisition of businesses  
-
262,925  
Exchange adjustments  
(5,048)  
13,529  
Current service costs  
12,749  
11,817  
Past service costs1  
17,186  
(12,023)  
Calculated interest on liability  
3,967  
5,566  
Actuarial gains/losses, financial assumptions  
17,250  
34,186  
Actuarial gains/losses, demographic assumptions  
-
(213)  
Actuarial gains/losses, experience  
72,334  
352  
Employee contributions  
9,358  
7,117  
Benefit paid out  
29,582  
(21,500)  
Other restructuring events  
41,936  
-
Present value of defined benefit liability as of December 31  
501,070  
301,756  
Fair value of plan assets as of December 31  
(387,481)  
(221,024)  
Net liability of defined benefit plans as of December 31  
113,589  
80,732  
Net liability of defined benefit plans as of January 1  
80,732  
-
Additions from acquisition of businesses  
-
55,987  
Expenditure for the year  
31,205  
1,116  
Actuarial gains/losses on pension obligation  
89,584  
34,325  
Exchange adjustment  
(1,556)  
2,881  
Actuarial gains/losses on plan assets  
(72,194)  
(1,769)  
Payments received  
(14,182)  
(11,808)  
Net liability of defined benefit plans as of December 31  
113,589  
80,732  
1
A reduction in the conversion factors (rate at which the accumulated account balance is converted to an annual pension at retirement) was  
announced by the Swiss pension provider Servisa in 2023. The impact of this change was calculated as if the change happened as of December  
31, 2023, and led to a reduction of CHF 1.5 million in the defined benefit liability.  
Bavarian Nordic
Annual Report 2024  
155  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 26  
Retirement benefit obligations (continued)  
The below sensitivity analysis shows the change in one of the actuarial assumptions, while other assumptions are kept  
constant. In practice, this is unlikely to occur as changes in some of the assumptions may be correlated.  
Percentage increase/decrease in the gross liability resulting from a change in a single actuarial assumption.  
DKK thousand  
2024  
2023  
Percentage of plan assets invested in asset category  
Equity  
33.5%  
31.0%  
Bonds  
25.5%  
28.4%  
Property  
13.6%  
16.0%  
Other  
27.4%  
24.6%  
Actuarial assumptions applied at the balance sheet date (expressed as an average)  
Discount rate  
1.00%  
1.35%  
Future rate of salary increases  
1.80%  
1.75%  
Inflation  
1.10%  
1.25%  
DKK thousand  
2024  
2023  
+0.5%-point +0.5%-point  
Discount rate  
-7.7%  
-8.2%  
+1 year  
+1 year  
Life expectancy  
1.7%  
1.5%  
Assumptions regarding future mortality are set based on actuarial advice in accordance with published statistics and  
experience. These assumptions translate into an average life expectancy in years for a pensioner retiring at age 65 as  
follows:  
Life expectancies  
Retiring aged 65 at the end of the reporting period  
Male  
22.1  
22.0  
Female  
23.9  
23.8  
Retiring aged 65, 20 years after the end of the reporting period  
Male  
24.1  
24.0  
Female  
25.8  
25.7  
The contributions to the plan for 2025 are expected in the same level as in 2024.  
Bavarian Nordic
Annual Report 2024  
156  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 27  
Lease liabilities  
Note 28  
Prepayment from customers  
Accounting policies  
The lease liability is initially measured at the present  
value of the future lease payments (see further in note  
17), discounted by using an incremental country specific  
borrowing rate ranging from 4.8% to 6.93% applying  
only a single discount rate for a portfolio of lease assets  
with reasonable similar characteristics.  
The lease liability is subsequently measured by  
increasing the carrying amount to reflect interest on  
the lease liability using the effective interest method  
and by reducing the carrying amount to reflect the  
lease payments made.  
Accounting policies  
Prepayments are recognized under liabilities and will  
be recognized in the income statement as the delivery  
of paid products takes place.  
•
The lease term has changed, in which case the lease  
liability is remeasured by discounting the revised  
lease payments using a revised discount rate.  
•
The lease payments change due to changes in  
an index or rate, in which case the lease liability  
is remeasured by discounting the revised lease  
payments using an unchanged discount rate.  
•
A lease contract is modified and the lease modifi-  
cation is not accounted for as a seperate lease, in  
which case the lease liability is remeasured based on  
the lease term of the modified lease by discounting  
the revised lease payments using a revised discount  
rate at the effective date of the modification.  
DKK thousand  
2024  
2023  
Prepayment from customers as of January 1  
-
-
Prepayments received during the year  
131,408  
-
Prepayment from customers as of December 31  
131,408  
-
As of December 31, 2024, the majority of prepayments  
from customers were received from BARDA. Addition-  
ally, prepayments were also received for a chikungunya  
clinical study.  
The recognition of revenue is described in note 3.  
The lease liability is remeasured and corresponding  
adjustments are made to the related right-of-use-asset  
whenever:  
DKK thousand  
2024  
2023  
Non-current  
73,653  
83,621  
Current  
39,470  
44,633  
Lease liabilities  
113,123  
128,254  
Due within
Due between  
Due after  
DKK thousand  
1 year  
1 and 5 year  
5 years  
Total  
2024  
Lease liabilities  
39,470  
73,653  
-
113,123  
Total  
39,470  
73,653  
-
113,123  
2023  
Lease liabilities  
44,633  
83,621  
-
128,254  
Total  
44,633  
83,621  
-
128,254  
Bavarian Nordic
Annual Report 2024  
157  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 29  
Share-based payment  
Accounting policies  
Share-based incentive plans in which employees can  
only opt to buy shares in the Company (warrants) are  
measured at the equity instruments’ fair value at the  
grant date and recognized in the income statement  
over the vesting period. The balancing item is recog-  
nized directly in equity. The fair value on the date of  
grant is determined using the Black-Scholes model.  
Restricted stock units and performance restricted stock  
units are measured at fair value at grant date.  
For Executive Management cash bonus converted to  
restricted stock units, the number of restricted stock  
units are calculated by dividing the allocated cash  
bonus amount by the share price of the Company at  
grant date. As the cash bonus has already been accrued  
and expensed in the income statement, the grant  
of restricted stock units has no additional impact on  
the income statement. The accrued liability for the  
converted cash bonus is reclassified to equity. Matching  
shares are measured at the same fair value as the  
initial restricted stock units and expensed over the  
three year vesting period. The balancing item is recog-  
nized directly in equity.  
Performance restricted stock units granted to Execu-  
tive Management as part of their long-term incentive  
scheme are expensed over the three year vesting  
period with the balancing item recognized directly in  
equity. Vesting is subject to achievement of certain Key  
Performance Indicators (“KPIs”) as determined by the  
Board of Directors.  
Restricted stock units granted as sign-on bonus for  
members of the Executive Management and restricted  
stock units granted to the Board of Directors are  
expensed at grant date with the balancing item recog-  
nized directly in equity.  
to the provisions of the Danish Public Companies Act  
regarding termination of employees prior to their  
exercise of warrants in the case of recipients who are  
subject to the act.  
For warrants granted to Executive Management in  
December 2022 and onwards, vesting is subject to  
achievement of certain Key Performance Indicators  
(“KPIs”) as determined by the Board of Directors.  
Number of granted warrants are adjusted on an annual  
basis based on performance. The recognized costs are  
adjusted accordingly.  
Incentive plans  
In order to motivate and retain key employees and  
encourage the achievement of common goals for  
employees, management and shareholders, the  
Company has established incentive plans by way of  
warrant programs and restricted stock units programs,  
the latter only for members of the Executive Manage-  
ment and Board of Directors.  
Warrants  
The Board of Directors has been granting warrants to  
the Company´s management and selected employees  
of the Company and its subsidiaries.  
The warrants are granted in accordance with the  
authorizations given to the Board of Directors by the  
shareholders. The Board of Directors has fixed the  
terms of and the size of the grants of warrants, taking  
into account authorizations from the shareholders, the  
Group's guidelines for incentive pay, an assessment of  
expectations of the recipient´s work efforts and contri-  
bution to the Group´s growth, as well as the need to  
motivate and retain the recipient. Grant takes place on  
the date of establishment of the program. Exercise of  
warrants is by default subject to continuing employ-  
ment with the Group. The warrants granted are subject  
Bavarian Nordic
Annual Report 2024  
158  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 29  
Share-based payment (continued)  
Outstanding  
Outstanding  
Can be  
Average  
as of  
as of
exercised as of  
exercise  
Warrant overview – 2024  
January 1  
Additions  
Exercised  
Annulled  
Terminated  
December 31  
December 31  
price (DKK)  
November 2019  
513,754  
-
(488,446)  
(12,164)  
(13,144)  
-
-
146  
January 2020  
7,039  
-
(7,039)  
-
-
-
-
156  
November 2020  
1,098,180  
-
(261,538)  
(25,628)  
-
811,014  
811,014  
207  
November 2021  
651,074  
-
-
(40,611)  
-
610,463  
-
353  
April 2022  
81,872  
-
-
-
-
81,872  
-
190  
December 2022  
910,438  
-
-
(78,044)  
-
832,394  
-
225/271  
December 2023  
1,258,558  
-
-
(115,179)  
-
1,143,379  
-
172/192  
December 2024  
-
1,156,783  
-
-
-
1,156,783  
-
199/223  
Total  
4,520,915  
1,156,783  
(757,023)  
(271,626)  
(13,144)  
4,635,905  
811,014  
Outstanding  
Outstanding  
as of  
as of  
Warrant overview – 2024  
January 1  
Additions  
Exercised  
Annulled  
Terminated  
Transferred  
December 31  
Corporate Management  
669,064  
80,839  
(141,771)  
-
-
-
608,132  
Other Executive Management  
484,041  
37,435  
(7,039)  
-
-
(129,050)  
385,387  
Other employees  
2,916,601  
1,038,509  
(404,904)  
(271,626)  
(2,916)  
(176,975)  
3,098,689  
Resigned employees  
451,209  
-
(203,309)  
-
(10,228)  
306,025  
543,697  
Total  
4,520,915  
1,156,783  
(757,023)  
(271,626)  
(13,144)  
-
4,635,905  
Weighted average exercise price (DKK)  
226  
221  
167  
223  
147  
-
234  
Weighted average share price at exercise (DKK)  
241  
Number of warrants which can be exercised as of December 31, 2024  
811,014  
at a weighted average exercise price of DKK  
207  
Bavarian Nordic
Annual Report 2024  
159  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 29  
Share-based payment (continued)  
Outstanding  
Outstanding  
as of  
as of  
Warrant overview – 2023  
January 1  
Additions  
Exercised  
Annulled  
Terminated  
Transferred  
December 31  
Corporate Management  
725,932  
83,921  
(140,789)  
-
-
-
669,064  
Other Executive Management  
429,550  
77,491  
(23,000)  
-
-
-
484,041  
Other employees  
1,982,127  
1,097,146  
(100,020)  
(42,799)  
(19,853)  
-
2,916,601  
Resigned employees  
514,398  
-
(51,810)  
-
(11,379)  
-
451,209  
Total  
3,652,007  
1,258,558  
(315,619)  
(42,799)  
(31,232)  
-
4,520,915  
Weighted average exercise price (DKK)  
231  
189  
144  
252  
142  
-
226  
Weighted average share price at exercise (DKK)  
179  
Number of warrants which can be exercised as of December 31, 2023  
520,793  
at a weighted average exercise price of DKK  
142  
Specification of parameters for Black-Scholes model  
Nov. 2020  
Nov. 2021  
Apr. 2022  
Dec. 20223  
Dec. 20233  
Dec. 20243  
Average share price  
179.84  
307.20  
171.35  
224.70  
172.40  
198.90  
Average exercise price at grant  
206.82  
353.06  
190.11  
270.91  
191.58  
223.33  
Average exercise price at grant – Executive Management  
224.70  
172.40  
198.90  
Applied volatility rate2  
39.8%  
41.8%  
42.3%  
46.6%  
53.3%  
57.7%  
Expected life (years)  
3.0  
3.0  
3.0  
3.0  
3.0  
3.0  
Expected dividend per share  
-
-
-
-
-
-
Risk-free interest rate p.a.  
-0.66%  
-0.53%  
0.39%  
2.04%  
2.55%  
1.65%  
Fair value per share at grant1  
41  
76  
47  
64  
62  
75  
Fair value per share at grant – Executive Management1  
78  
68  
82  
Recognized costs in 2024 DKK 57.0 million compared to  
DKK 48.0 million in 2023.  
1
Fair value of each warrant at grant date applying the Black-  
Scholes model  
2
The applied volatility is based on the volatility for a peer group.  
3
The December 2022, December 2023 and December 2024  
program have two set of exercise conditions. Executive Manage-  
ment can subscribe future shares at a exercise price of DKK  
224.70/172.40/198.90 per share equivalent to the market price  
of Bavarian Nordic's shares at the time of grant. Vesting of the  
warrants is subject to prior fulfilment of KPI's as determined by  
the Board of Directors. Other employees can subscribe future  
shares at a exercise price of DKK 270.91/191.58/223.33 per share,  
determined as the average market price (closing price) of the  
Company's shares on Nasdaq Copenhagen over a period of 15  
business days prior to grant plus 15%.  
Bavarian Nordic
Annual Report 2024  
160  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 29  
Share-based payment (continued)  
Exercise periods  
Can be exercised wholly or partly in a period of 14 days commencing from the day of publication of:  
December 2024  
Annual Report 2027  
Interim Report Q1 2028  
Interim Report Q2 2028  
Interim Report Q3 2028  
Annual Report 2028  
Interim Report Q1 2029  
Interim Report Q2 2029  
Interim Report Q3 2029  
December 2023  
Annual Report 2026  
Interim Report Q1 2027  
Interim Report Q2 2027  
Interim Report Q3 2027  
Annual Report 2027  
Interim Report Q1 2028  
Interim Report Q2 2028  
Interim Report Q3 2028  
December 2022  
Annual Report 2025  
Interim Report Q1 2026  
Interim Report Q2 2026  
Interim Report Q3 2026  
Annual Report 2026  
Interim Report Q1 2027  
Interim Report Q2 2027  
Interim Report Q3 2027  
April 2022  
Interim Report Q2 2025  
Interim Report Q3 2025  
Annual Report 2025  
Interim Report Q1 2026  
Interim Report Q2 2026  
Interim Report Q3 2026  
Annual Report 2026  
Interim Report Q1 2027  
November 2021  
Annual Report 2024  
Interim Report Q1 2025  
Interim Report Q2 2025  
Interim Report Q3 2025  
Annual Report 2025  
Interim Report Q1 2026  
Interim Report Q2 2026  
Interim Report Q3 2026  
November 2020  
Annual Report 2023  
Interim Report Q1 2024  
Interim Report Q2 2024  
Interim Report Q3 2024  
Annual Report 2024  
Interim Report Q1 2025  
Interim Report Q2 2025  
Interim Report Q3 2025  
Bavarian Nordic
Annual Report 2024  
161  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 29  
Share-based payment (continued)  
Phantom shares  
In 2020, the Company established a three-year  
phantom share program for all employees of the Group  
except for management and other employees receiving  
warrants. The employees received up to five phantom  
shares per month free of charge during the period from  
January 1, 2021 to December 31, 2023. Each employee  
who was a full-time employee during the entire term  
of the plan was eligible to receive a maximum of 180  
phantom shares.  
Restricted stock units  
In March 2024, the Board of Directors decided to post-  
pone the payment of half of the achieved cash bonus  
for members of the Executive Management for 3 years,  
converting the postponed bonus of DKK 9.5 million into  
58,034 unconditional restricted stock units using the  
share price of the Company at grant date (DKK 163). The  
Board of Directors decided to grant additional restricted  
stock units free of charge on expiry of a 3 years period  
(so-called "matching shares") upon the recipient still  
being employed in March 2027. One matching share is  
granted for each two acquired restricted stock units.  
The maximum number of matching shares is 29,015.  
The initial granted restricted stock units and the poten-  
tial matching shares total 87,049 shares.  
2021-2023 phantom share program  
DKK thousand  
2024  
2023  
2022  
2021  
Outstanding as of January 1  
113,125  
79,132  
37,996  
-
Granted during the year  
-
33,993  
41,136  
37,996  
Expired during the year  
(113,125)  
-
-
-
Outstanding phantom shares as of December 31  
-
113,125  
79,132  
37,996  
Liability in DKK thousand as of December 31  
-
-
3,732  
3,589  
Specification of parameters for Black-Scholes model  
Share price December 31  
177  
213  
269  
Average share exercise price  
203  
203  
203  
Expected volatility rate  
-
47%  
42%  
Expected life (years)  
-
1.0  
2.0  
Expected dividend per share  
-
-
-
Risk-free interest rate p.a.  
-
3.46%  
0.11%  
On expiry of the program, the employees could exer-  
cise the phantom shares granted to them and thus  
be entitled to a cash bonus calculated on the basis of  
the increase in the price of the Company´s shares. The  
exercise was conditional on the price of the Company´s  
shares being at least DKK 5 higher than the exercise  
price at the time of exercise.  
The program expired in January 2024 with no exercise  
as the program was out-of-money.  
At the annual general meeting in April 2024, the Board  
of Directors were granted a total of 13,637 uncondi-  
tional restricted stock units corresponding to 50% of  
the annual fixed fee of DKK 2.1 million (excl. committee  
fee). The restricted stock units will be delivered after 3  
years in May 2027.  
The expected volatility is based on the volatility for a  
peer group.  
Recognized costs in 2024 DKK 0 million compared to a  
net income of DKK 3.2 million in 2023.  
In May 2024, the Company bought back 162,288 of  
its own shares to meet the obligation to deliver up  
to 162,288 shares to the members of the Executive  
Management and the Board of Directors in March 2028.  
Bavarian Nordic
Annual Report 2024  
162  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 29  
Share-based payment (continued)  
The grant of the initial restricted stock units to the Exec-  
utive Management related to conversion of cash bonus  
(58,034 shares) had no impact on the income statement  
for 2024, as the corresponding cash bonus (DKK 9.5  
million) was accrued in 2023, though the amount has  
been reclassified from "Salary and wages" to "Share-  
based payment" in the staff cost note (note 8). The  
obligation related to the matching shares amount to  
DKK 4.7 million measured at the same fair value as the  
initial restricted stock units (DKK 163). The obligation  
will be expensed over the three-year vesting period.  
The grant of performance restricted stock units to  
the Executive Management (46,700 shares) will be  
expensed over the three-year vesting period.  
During 2024, DKK 19.6 million (DKK 8.6 million) has  
been expensed and recognized as share-based  
payment related to Executive Management.  
The grant of restricted stock units to the Board of  
Directors (13,637 shares - DKK 2.1 million) were fully  
expensed at grant.  
Outstanding restricted stock units  
2024  
Outstanding  
Outstanding  
Granted  
Released  
as of
Value at grant  
as of January 1
during the year
during the year  
December 31  
date (DKK)  
Vesting date  
Executive Management:  
Performance restricted stock units 2024  
-
46,700  
-
46,700  
194  
Mar. 2028  
Conversion of cash bonus for 2023  
-
58,034  
-
58,034  
163  
Mar. 2027  
Matching shares - bonus 2023  
-
29,015  
-
29,015  
163  
Mar. 2027  
Performance restricted stock units 2023  
61,602  
-
-
61,602  
167  
Mar. 2027  
Conversion of cash bonus for 2022  
22,429  
-
-
22,429  
227  
Mar. 2026  
Matching shares - bonus 2022  
11,213  
-
-
11,213  
227  
Mar. 2026  
Conversion of cash bonus for 2021  
22,578  
-
-
22,578  
163  
Mar. 2025  
Matching shares - bonus 2021  
11,288  
-
-
11,288  
163  
Mar. 2025  
CEO retention plan  
17,109  
-
-
17,109  
156  
May 2025  
Matching shares - CEO retention plan  
8,554  
-
-
8,554  
156  
May 2025  
Sign-on bonus COO  
4,446  
-
-
4,446  
165  
May 2025  
Matching shares - sign-on COO  
2,223  
-
-
2,223  
165  
May 2025  
Conversion of cash bonus for 2020  
16,413  
-
(16,413)  
-
222  
Mar. 2024  
Matching shares - bonus 2020  
8,207  
-
(8,207)  
-
222  
Mar. 2024  
Executive Management  
186,062  
133,749  
(24,620)  
295,191  
Board of Directors:  
Fee 2024  
-
13,637  
-
13,637  
152  
May 2027  
Fee 2023  
10,640  
-
-
10,640  
194  
May 2026  
Fee 2022  
11,467  
-
-
11,467  
153  
May 2025  
Fee 2021  
7,127  
-
(7,127)  
-
273  
Apr. 2024  
Board of Directors  
29,234  
13,637  
(7,127)  
35,744  
Total  
215,296  
147,386  
(31,747)  
330,935  
Bavarian Nordic
Annual Report 2024  
163  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 29  
Share-based payment (continued)  
Outstanding restricted stock units  
2023  
Outstanding  
Outstanding  
Granted  
Released  
as of
Value at grant  
as of January 1
during the year
during the year  
December 31  
date (DKK)  
Vesting date  
Executive Management:  
Performance restricted stock units 2023  
-
61,602  
-
61,602  
167  
Mar. 2027  
Conversion of cash bonus for 2022  
-
22,429  
-
22,429  
227  
Mar. 2026  
Matching shares - bonus 2022  
-
11,213  
-
11,213  
227  
Mar. 2026  
Conversion of cash bonus for 2021  
22,578  
-
-
22,578  
163  
Mar. 2025  
Matching shares - bonus 2021  
11,288  
-
-
11,288  
163  
Mar. 2025  
CEO retention plan  
17,109  
-
-
17,109  
156  
May 2025  
Matching shares - CEO retention plan  
8,554  
-
-
8,554  
156  
May 2025  
Sign-on bonus COO  
4,446  
-
-
4,446  
165  
May 2025  
Matching shares - sign-on COO  
2,223  
-
-
2,223  
165  
May 2025  
Conversion of cash bonus for 2020  
16,413  
-
-
16,413  
222  
Mar. 2024  
Matching shares - bonus 2020  
8,207  
-
-
8,207  
222  
Mar. 2024  
Conversion of cash bonus for 2019  
11,003  
-
(11,003)  
-
240  
Mar. 2023  
Matching shares - bonus 2019  
5,500  
-
(5,500)  
-
240  
Mar. 2023  
Sign-on bonus CMO  
8,651  
-
(8,651)  
-
149  
May 2023  
Matching shares - sign-on CMO  
4,325  
-
(4,325)  
-
149  
May 2023  
Executive Management  
120,297  
95,244  
(29,479)  
186,062  
Board of Directors:  
Fee 2023  
-
10,640  
-
10,640  
153  
May 2026  
Fee 2022  
11,467  
-
-
11,467  
153  
May 2025  
Fee 2021  
7,127  
-
-
7,127  
273  
Apr. 2024  
Fee 2020  
7,111  
-
(7,111)  
-
190  
Jun. 2023  
Board of Directors  
25,705  
10,640  
(7,111)  
29,234  
Total  
146,002  
105,884  
(36,590)  
215,296  
Bavarian Nordic
Annual Report 2024  
164  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 29  
Note 30  
Acquisition of businesses  
Share-based payment (continued)  
Total share-based payments  
Below a specification of all share-based payments  
expensed in 2024 and 2023. The amounts reconcile to  
note 8.  
DKK thousand  
2024  
2023  
Warrants  
56,958  
47,989  
Restricted stock units  
21,707  
10,653  
Share-based payment recognized directly in equity  
78,665  
58,642  
Phantom share program  
7
(3,165)  
Share-based payment recognized as a liability (change during the year)  
7
(3,165)  
Total share-based payment expensed, cf. note 8  
78,672  
55,477  
Non-cash adjustment in cash flow statement  
78,672  
55,477  
On February 15, 2023, Bavarian Nordic A/S entered into  
an agreement with Emergent BioSolutions to acquire  
two marketed travel vaccines, Vivotif® for the preven-  
tion of typhoid fever and Vaxchora® against cholera as  
well as a Phase 3 vaccine candidate for the prevention  
of chikungunya virus. The acquisition further included a  
Swiss-based biologics manufacturing facility, US-based  
research and development facilities related to the  
development of the chikungunya vaccine, and EU/  
US-based commercial operations with a specialty sales-  
force. The acquisition included four subsidiaries, the  
main being the manufacturing facility in Switzerland.  
The US-based activities were carved-out from Emergent  
BioSolutions and were integrated into Bavarian Nordic’s  
current US entity.  
The transaction closed on May 15, 2023. The consid-  
eration included an upfront payment of USD 270  
million and up to USD 110 million in future conditional  
milestone payments. Additionally, USD 4 million were  
added to the cash payment to Emergent BioSolutions  
which included estimated adjustments for net working  
capital, debt, and other customary closing adjustments.  
The actual working capital adjustment led to a post-  
closing payment of USD 0.6 million.  
Transaction costs of DKK 64 million were included in  
administration costs in the income statement for 2023.  
Bavarian Nordic is conditioned to pay Emergent  
BioSolutions upon the achievement of milestones  
related to the successful development of the chikun-  
gunya vaccine (USD 80 million) and sales performance  
of the marketed vaccines (USD 30 million). Based  
on regulatory plans and expectations for future  
submission and approval of applications related to  
the chikungunya-vaccine all development milestones  
were assumed probable. The net present value of the  
probable milestone payments, DKK 499 million, was  
recognized as part of the "Acquired rights and devel-  
opment in progress" (further addition to the asset) and  
a corresponding liability was recognized as deferred  
consideration. The sales milestone of USD 30 million  
related to future sale of Vivotif® and Vaxchora® was not  
considered probable.  
The acquisition in total contributed with DKK 142.6  
million and DKK 399 million to revenue and EBITDA,  
respectively in 2023.  
Details of the acquisition  
The purchase price was allocated to the acquired net  
asset, see further below. The transaction was not  
subject to recognition of goodwill.  
Bavarian Nordic
Annual Report 2024  
165  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 30  
Acquisition of businesses (continued)  
Accounting policies  
The purchase price for the acquisition comprises of  
identifiable assets and liabilities and contingent liabil-  
ities assumed measured at fair value at the date of  
acquisition by applying relevant valuation methods.  
Acquisition-related costs are expensed as incurred. Cost  
of acquired product rights are measured at cash consid-  
eration and present value of any probable deferred  
milestone payments for those rights. A corresponding  
deferred consideration is recognized at initial recogni-  
tion. Subsequently, the deferred consideration is meas-  
ured at amortized cost.  
The acquisition has been included in the Consolidated  
Financial Statements of Bavarian Nordic as of the date  
of acquisition May 15, 2023. Bavarian Nordic has made  
the following provisional calculation of the fair value of  
the acquired net assets at the time of the acquisition:  
DKK thousand  
Total acquisition in 2023  
Product rights  
449,577  
Development asset  
1,286,778  
Other intangible assets  
5,419  
Property, plant and equipment  
681,453  
Right-of-use assets  
41,943  
Inventories  
126,933  
Receivables  
20,503  
Prepayments  
39,899  
Cash  
66,531  
Deferred tax assets (liabilities), net  
(25,814)  
Retirement benefit obligations  
(55,988)  
Trade payables  
(136,686)  
Leasing liabilities  
(41,943)  
Other payables  
(61,189)  
Total acquisition price  
2,397,416  
Contingent consideration  
(499,312)  
Consideration transferred  
1,898,104  
Cash acquired  
(66,531)  
Cash used for acquisition of business  
1,831,573  
Number of employees  
280  
Bavarian Nordic
Annual Report 2024  
166  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 31  
Impact from write-down of ABNCoV2  
Following the Phase 3 results announced in August  
2023, where ABNCoV2 demonstrated a reduced level of  
neutralizing antibodies against a circulating variant, the  
asset no longer represented a commercial opportunity  
for Bavarian Nordic as the regulators, EMA and FDA,  
could not accept a submission for licensure. Therefore,  
Management decided to fully write-down all assets and  
liabilities related to the development program as per  
December 31, 2023.  
2023  
Financial  
Financial  
position  
position  
including  
ABNCoV2  
excluding  
DKK thousand  
write-down  
write-down  
write-down  
Intangible assets  
6,481,736  
1,429,488  
7,911,224  
Property, plant and equipment  
2,327,515  
-
2,327,515  
Right-of-use assets  
125,170  
-
125,170  
Financial assets  
15,741  
235,711  
251,452  
Total non-current assets  
8,950,162  
1,665,199  
10,615,361  
Inventories  
1,643,736  
-
1,643,736  
Receivables  
1,891,834  
220,840  
2,112,674  
Securities, cash and cash equivalents  
1,867,481  
-
1,867,481  
Total current assets  
5,403,051  
220,840  
5,623,891  
Total assets  
14,353,213  
1,886,039  
16,239,252  
Equity  
10,339,932  
557,683  
10,897,615  
Deferred consideration  
2,376,989  
521,936  
2,898,925  
Other non-current liabilities  
208,556  
806,420  
1,014,976  
Other current liabilities  
1,427,736  
-
1,427,736  
Total equity and liabilities  
14,353,213  
1,886,039  
16,239,252  
2023  
Income  
Income  
statement  
statement  
including  
ABNCoV2  
excluding  
DKK thousand  
write-down  
write-down  
write-down  
Revenue  
7,062,340  
-
7,062,340  
Production costs  
2,459,294  
-
2,459,294  
Gross Profit  
4,603,046  
-
4,603,046  
Sales and distribution costs  
331,579  
-
331,579  
Research and development costs  
2,228,080  
557,683  
1,670,397  
Administrative costs  
540,848  
-
540,848  
Total operating costs  
3,100,507  
557,683  
2,542,824  
Income before interest and tax (EBIT)  
1,502,539  
(557,683)  
2,060,222  
EBITDA  
2,614,543  
-
2,614,543  
Net result for the year  
1,475,189  
(557,683)  
2,032,872  
Bavarian Nordic
Annual Report 2024  
167  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 31  
Note 32  
Contingent liabilities and other contractual obligations  
Impact from write-down of ABNCoV2 (continued)  
Write-down of ABNCoV2 development program  
The net write-down of ABNCoV2 development program  
amounted to DKK 558 million and consisted of the  
following components:  
•
Intangible assets DKK 1,429 million: Included the  
upfront payment to AdaptVac of DKK 33 million, the  
net present value of probable future sales/devel-  
opment milestones DKK 596 million, capitalized  
development costs for running Phase 2 study and  
Phase 3 study DKK 774 million and DKK 26 million in  
capitalized scale-up activities in Kvistgaard.  
•
Financial assets DKK 236 million: Incurred cost for  
scale-up activities at the CMO for preparation for  
commercial launch.  
•
Receivables DKK 221 million: Commercial batches  
produced at CMO as part of the process qualification  
process.  
•
Deferred consideration DKK 522 million: As part  
of the ABNCoV2 write-down the previous recog-  
nized deferred consideration of DKK 596 million was  
reduced to DKK 74 million, reflecting the most likely  
milestone scenario.  
•
Other non-current liabilities DKK 806 million: The  
obtained funding from Danish Ministry of Health was  
reclassified from an obligation to a grant received.  
The amount included DKK 6 million in amortized  
cost.  
DKK thousand  
2024  
2023  
Collaborative agreements  
Contractual obligations with research (CRO) and manufacturing (CMO) partners.  
- Due within 1 year  
139,183  
44,080  
Earnout to Emergent  
The Purchase and Sale Agreement concluded with  
Emergent BioSolutions in May 2023 includes an earnout  
payment starting at USD 30 million. The earnout  
payment relates to sale of Vivotif and Vaxchora. As  
per December 31, 2023 Management does not judge  
the sales milestone to be probable and therefore the  
earnout payment has not been recognized as either  
part of the project rights (note 15) nor the deferred  
consideration (note 24).  
on the fair market value of consideration received, if  
and when the Group grants such sublicenses. Payments  
considered remote are not included in the amounts  
above.  
Company mortgage  
The Company has by letter of indemnity granted  
Nordea a floating charge on unsecured claims arising  
from the sale of goods and services and stocks of raw  
materials, intermediate products and finished products,  
DKK 150 million (DKK 150 million). The floating charge  
secures the operating credit line of DKK 20 million and  
the line for trading in financial instruments, DKK 50  
million (DKK 50 million).  
License agreements National Cancer Institute  
The Group has license agreements with the National  
Cancer Institute (NCI) and Public Health Service (PHS) in  
the U.S. for PROSTVAC, CV301 and BN-Brachyury, respec-  
tively. The agreements include contingent liabilities for  
the Group to pay performance-based royalties, if and  
when certain milestone events are achieved. Further,  
the agreements include potential contingent liabilities  
for the Group to pay additional sublicensing royalties  
Lawsuits  
Based on management's assessment the Group is not  
involved in any lawsuits or arbitration cases which  
could have a material impact on the Group's financial  
position or results of operations.  
Bavarian Nordic
Annual Report 2024  
168  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 33  
Related party transactions  
Note 34  
Significant events after the balance sheet date  
The Group Management and Board of Directors of  
Bavarian Nordic A/S are considered related parties.  
Besides the remuneration of the Board of Directors and  
the Executive Management, cf. note 8, and the share-  
based payments, cf. note 29, there are no transactions  
with related parties.  
On January 31, 2025, the Company completed a share  
buy-back program, which was announced and initiated  
on January 9, 2025. As planned, the Company repur-  
chased shares of approximately DKK 150 million with  
the purpose of adjusting the capital structure.  
On February 14, 2025, the U.S. Food and Drug Adminis-  
tration (FDA) approved VIMKUNYA™, the first virus-like  
particle single-dose chikungunya vaccine in the US  
for persons 12 years of age and older. Upon approval,  
Bavarian Nordic received a Priority Review Voucher,  
which the Company intends to monetize when appro-  
priate.  
On February 25, 2025, the Company announced a stra-  
tegic partnership with Biological E. Limited, initially  
signing a contract manufacturing agreement with the  
aim to provide capacity for the future supply of chikun-  
gunya vaccines to endemic low- and middle-income  
countries.  
On February 28, 2025, the Company received marketing  
authorization in Europe for VIMKUNYA® for persons 12  
years of age and older. This followed a positive opinion  
from the Committee for Medicinal Products for Human  
Use (CHMP) of the European Medicines Agency (EMA)  
on January
31, 2025.  
Transactions with subsidiaries are eliminated in the  
consolidated financial statements, in accordance with  
the accounting policies.  
Except as noted above, there have been no significant  
events between December 31, 2024 and the date of  
approval of these financial statements that would  
require a change to or additional disclosure in the  
financial statements.  
Note 35  
Approval of the consolidated financial statements  
The consolidated financial statements were approved  
by the Board of Directors and Corporate Management  
and authorized for issue on March 5, 2025.  
Bavarian Nordic
Annual Report 2024  
169  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Financial statements – Parent Company  
Contents  
Financial statements  
Notes  
Income statement  
1
Material accounting policies and key accounting estimates  
and judgments  
12  
13  
14  
15  
16  
17  
18  
19  
20  
21  
22  
Right-of-use-assets  
Statement of financial position – Assets  
Statement of financial position – Equity and liabilities  
Statement of changes in equity  
Investment in subsidiaries  
Inventories  
2
Revenue  
3
Research and development costs  
Staff costs  
Lease liabilities  
4
Prepayment from customers  
Other liabilities  
5
Depreciation, amortization and impairment losses  
Fees to auditor appointed at the annual general meeting  
Financial income  
6
7
Contingent liabilities and other contractual obligations  
Mortgages and collateral  
8
9
10  
11  
Financial expenses  
Related party transactions  
Proposed appropriation of net profit/(loss)  
Significant events after the balance sheet date  
Tax for the year  
Intangible assets  
Property, plant and equipment  
Bavarian Nordic Annual Report 2024  
170  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Income statement  
For the years ended December 31, 2024 and 2023  
DKK thousand  
Note  
2024  
2023  
Note  
Notes with reference to the consolidated financial statements  
Revenue  
2
5,684,020  
2,886,066  
6,932,388  
2,473,002  
Revenue  
3
6
8
4
5
7
Production costs  
Gross profit  
4,5  
Research and development costs  
Staff costs  
2,797,954 4,459,386  
Sales and distribution costs  
Research and development costs  
Administrative costs  
4
3,4,5  
4,5,6  
333,482  
967,885  
295,202  
2,286,844  
550,961  
Production costs  
Sales and distribution costs  
Administrative costs  
529,951  
Total operating costs  
1,831,318  
3,133,007  
Income before interest and tax (EBIT)  
966,636  
1,326,379  
Income from investments in subsidiaries  
Financial income  
13  
7
(13,432)  
150,167  
138,625  
964,746  
84,703  
159,998  
Financial expenses  
8
141,415  
Income before company tax  
1,429,665  
Tax on income for the year  
9
-
(10,972)  
Net result for the year  
21  
964,746 1,440,637  
Bavarian Nordic Annual Report 2024  
171  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Statement of financial position – Assets  
December 31, 2024 and 2023  
DKK thousand  
Note  
2024  
2023  
DKK thousand  
Note  
2024  
2023  
Non-current assets  
Current assets  
Inventories  
Product rights  
4,660,426  
1,286,782  
343,619  
18,875  
4,791,442  
1,286,782  
-
14  
2,117,790  
1,527,397  
Acquired rights and development in progress  
Developed production processes  
Software  
Trade receivables  
Receivables from subsidiaries  
Other receivables  
Prepayments  
881,960  
356,853  
33,140  
1,699,601  
89,779  
7,881  
92,817  
Other intangible assets in progress  
Intangible assets  
16,188  
389,073  
6,475,178  
93,512  
11,437  
10 6,325,890  
Receivables  
1,365,465  
1,893,634  
Land and buildings  
630,561  
2,230  
664,357  
1,316  
Securities  
551,538  
1,519,200  
2,070,738  
390,247  
1,421,677  
1,811,924  
Leasehold improvements  
Cash and cash equivalents  
Securities, cash and cash equivalents  
Plant and machinery  
337,442  
436,841  
102,191  
324,881  
452,163  
172,496  
1,615,213  
Other fixtures and fittings, other plant and equipment  
Assets under construction  
Total current assets  
Total assets  
5,553,993  
5,232,955  
Property, plant and equipment  
11  
12  
13  
1,509,265  
14,256,464 14,228,815  
Right-of-use assets  
45,289  
55,791  
Investments in subsidiaries  
Other receivables  
814,897  
280  
841,145  
512  
Other financial non-current assets  
Financial assets  
6,850  
8,021  
822,027  
849,678  
Total non-current assets  
8,702,471 8,995,860  
Bavarian Nordic Annual Report 2024  
172  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Statement of financial position – Equity and liabilities  
December 31, 2024 and 2023  
DKK thousand  
Note  
2024  
2023  
Note  
Equity  
Notes with reference to the consolidated financial statements  
Trade receivables  
Share capital  
788,548  
(2,843)  
780,978  
(1,537)  
19  
21  
23  
24  
25  
28  
29  
Treasury shares  
Retained earnings  
Reserve for development costs  
Other reserves  
Equity  
Prepayments  
10,434,216  
18,471  
9,351,470  
6,491  
Financial risks and financial instruments  
Deferred consideration for product rights  
Debt to credit institutions  
169,363  
202,266  
11,407,755 10,339,668  
Prepayment from customers  
Share-based payment  
Liabilities  
Deferred consideration  
Credit institutions  
Lease liabilities  
-
13,045  
32,658  
45,703  
1,016,856  
15,135  
15  
43,167  
Non-current liabilities  
1,075,158  
Deferred consideration  
Credit institutions  
1,081,465  
2,074  
1,360,133  
1,913  
Lease liabilities  
15  
16  
14,694  
13,455  
-
Prepayment from customers  
Trade payables  
131,408  
878,551  
421,312  
273,502  
2,803,006  
829,059  
357,713  
251,716  
2,813,989  
Payables to subsidiaries  
Other liabilities  
17  
Current liabilities  
Total liabilities  
2,848,709  
3,889,147  
Total equity and liabilities  
14,256,464 14,228,815  
Bavarian Nordic Annual Report 2024  
173  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Statement of changes in equity  
December 31, 2024  
Reserve for  
Share  
capital  
Treasury  
shares  
Retained development  
Other  
reserves  
DKK thousand  
earnings  
costs  
Equity  
Equity as of January 1, 2024  
780,978  
(1,537)  
9,351,470  
6,491  
202,266  
10,339,668  
Net result for the year  
-
-
-
-
964,746  
(13,988)  
-
-
-
-
964,746  
(13,988)  
Exchange rate adjustments  
Change in fair value of financial instruments entered into to  
hedge future cash flows  
-
-
-
-
-
(75,090)  
(75,090)  
Share-based payment  
-
-
-
78,665  
78,665  
Warrant program exercised  
Warrant program expired  
7,570  
-
147,806  
474  
-
(28,582)  
126,794  
-
-
-
(474)  
-
Warrant recharged  
-
-
-
14,531  
(112)  
-
-
14,531  
Costs related to issue of new shares  
Purchase of treasury shares  
Transfer regarding restricted stock units  
Reserve for development costs  
Equity as of December 31, 2024  
-
-
-
(112)  
-
(1,623)  
317  
(25,836)  
7,105  
-
-
-
(7,422)  
-
(27,459)  
-
-
-
-
-
(11,980)  
10,434,216  
11,980  
18,471  
788,548  
(2,843)  
169,363  
11,407,755  
Transactions on the share capital and rules on changing  
Articles of Associations, see statement of changes in  
Group equity.  
Other reserves consist of costs for share-based  
payments and hedging reserves.  
Bavarian Nordic Annual Report 2024  
174  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 1  
Note 2  
Material accounting policies and key accounting  
estimates and judgments  
Revenue  
Accounting policies  
Accounting policies and significant  
accounting estimates  
See consolidated financial statements note 3.  
The financial statements of the Parent Company  
Bavarian Nordic A/S have been prepared in accordance
with the Danish Financial Statements Act (Class D).  
statement of comprehensive income in the consol-  
idated financial statements are recognized directly  
in the statement of changes in equity in the Parent  
Company’s financial statements.  
DKK thousand  
2024  
2023  
The financial statements are presented in Danish  
kroner (DKK), which also is the functional currency  
of the Parent Company. The accounting policies are  
unchanged from previous year.  
Warrant recharged to subsidiaries is treated as the  
Parent Company’s issuance of equity in exchange for  
cash.  
Travel health  
Rabipur/RabAvert  
Encepur  
1,322,648  
511,258  
87,943  
993,714  
417,371  
Changes in accounting policies  
The accounting policies are unchanged from last year.  
The recharge is subsequently recognized in the income  
statement under the cost plus agreements with the  
subsidiaries. Income tax effects relating to warrant  
recharged is recognized in the income statement.  
Vivotif  
147,542  
38,537  
Vaxchora  
46,228  
Other product sale  
187,089  
2,155,166  
149,736  
1,746,900  
Supplementary accounting policies  
for the Parent Company  
Accounting policies for investments in subsidiaries are  
described in note 13.  
As allowed under section 86 (4) of the Danish Finan-  
cial Statements Act, no cash flow statement has been  
prepared for the Parent Company, as it is included in  
the consolidated cash flow statement.  
Public preparedness  
Mpox/smallpox vaccine sale  
Sale of goods  
3,305,435  
5,027,009  
Pursuant to the schedule requirements of the Danish  
Financial Statements Act, entries recognized in the  
5,460,601 6,773,909  
Milestone Payments  
Contract work  
-
223,419  
223,419  
-
158,479  
158,479  
Sale of services  
Revenue  
5,684,020 6,932,388  
Total revenue includes:  
Fair value adjustment concerning financial instruments entered into to hedge revenue  
5,486  
5,016  
For further disclosures see the consolidated financial  
statements note 3.  
Bavarian Nordic Annual Report 2024  
175  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 3  
Note 4  
Research and development costs  
Staff costs  
Accounting policies  
See consolidated financial statements note 6.  
Accounting policies  
See consolidated financial statements note 8.  
DKK thousand  
2024  
2023  
DKK thousand  
2024  
2023  
Research and development costs incurred this year  
1,120,251  
1,856,001  
Wages and salaries  
Contribution based pension  
Social security expenses  
Other staff expenses  
Share-based payment  
Staff costs  
694,317  
59,192  
580,149  
49,897  
5,942  
Of which:  
5,247  
Contract costs recognized as production costs  
Impairment loss of ABNCoV2 development program  
Research and development costs recognized in the income statement  
(152,366)  
-
(126,840)  
557,683  
53,817  
78,672  
891,245  
42,963  
55,702  
734,653  
967,885 2,286,844  
Impairment loss of ABNCoV2 development program  
Acquired rights and development in progress  
Intangible assets in progress  
Staff expenses are distributed as follows:  
Production costs  
-
-
-
-
-
-
1,403,264  
26,224  
579,931  
22,006  
56,248  
233,060  
-
457,306  
17,065  
Sales and distribution costs  
Research and development costs  
Administrative costs  
Prepayments  
456,551  
(806,420)  
(521,936)  
557,683  
50,315  
Prepayment and loan from Government  
Deferred consideration  
187,423  
22,544  
734,653  
Capitalized salaries  
Impairment loss of ABNCoV2 development program  
Staff costs  
891,245  
For impact from write-down of ABNCoV2 see descrip-  
tion in note 31 in the consolidated financial statements.  
Average number of employees converted to full-time  
891  
956  
762  
815  
Number of employees as of December 31 converted to full-time  
Bavarian Nordic Annual Report 2024  
176  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 4  
Staff costs (continued)  
CEO and President of the Company Paul Chaplin and CFO  
Henrik Juuel constitute the Corporate Management in  
the Parent Company.  
Incentive programs for management and other  
employees are disclosed in the consolidated financial  
statements note 29.  
DKK thousand  
2024  
2023  
Staff costs include the following costs:  
COO Russell Thirsk and CPO Anu Kerns constitute the  
Company's member of the Other Executive Manage-  
ment. Anu Kerns will resign beginning of 2025. Salary  
and benefits in the notice period have been accrued.  
The CEO's contract of employment contains standard  
terms for members of the management of Danish listed  
companies, including the extended period of notice  
that both parties are required to give. For the Company,  
the notice is maximum 18 months. In the event of a  
change of control, the term of notice for the Company  
may be extended to maximum 24 months.  
Board of Directors:  
Remuneration  
6,490  
2,070  
8,560  
6,345  
2,070  
8,415  
Share-based payment  
Remuneration to Board of Directors  
Executive Management:  
Salary  
13,227  
9,884  
797  
11,330  
2,484  
705  
Paid bonus  
Other employee benefits  
Contribution based pension  
Share-based payment  
Corporate Management  
1,832  
17,100  
42,840  
1,574  
13,443  
29,536  
Salary  
6,520  
2,249  
156  
5,843  
1,074  
154  
Paid bonus  
Other employee benefits  
Contribution based pension  
Share-based payment  
Salary and benefits in notice period  
Other Executive Management  
864  
776  
8,829  
6,671  
25,289  
5,116  
-
12,963  
Remuneration to Executive Management  
Total management remuneration  
68,129  
76,689  
42,499  
50,914  
Bavarian Nordic Annual Report 2024  
177  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 5  
Note 6  
Fees to auditor appointed at the annual general meeting  
Depreciation, amortization and impairment losses  
DKK thousand  
2024  
2023  
DKK thousand  
2024  
2023  
Depreciation and amortization included in:  
Production costs  
Audit of financials statements  
Other assurance services  
Other services  
2,045  
1,800  
60  
3,616  
268  
485,294  
2,443  
426,707  
2,442  
Research and development costs  
Administrative costs  
653  
22,206  
509,943  
24,444  
453,593  
Fees  
3,905  
4,537  
Depreciation and amortization  
Hereof profit ()/loss from disposed fixed assets  
(80)  
-
Impairment losses included in:  
Research and development costs  
Impairment losses  
-
557,683  
-
557,683  
For further disclosures see the consolidated financial  
statements note 9.  
Bavarian Nordic Annual Report 2024  
178  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 7  
Note 8  
Financial income  
Financial expenses  
Accounting policies  
See consolidated financial statements note 11.  
Accounting policies  
See consolidated financial statements note 12.  
DKK thousand  
2024  
2023  
DKK thousand  
2024  
2023  
Financial income from bank and deposit contracts  
Financial income from subsidiaries  
48,097  
3,516  
27,359  
7,831  
-
38,383  
49,045  
14,340  
30,777  
13,759  
2,563  
Interest expenses on debt  
2,919  
22,418  
72,682  
7,090  
1,019  
10,078  
101,961  
-
Financial expenses to subsidiaries  
Financial income from securities  
Unwinding of the discount related to deferred consideration  
Adjustment of deferred consideration due to change in estimated timing of payments  
Currency adjustment deferred consideration  
Financial expenses, other  
Fair value adjustments on securities  
Adjustment of deferred consideration due to change in estimated timing of payments  
Currency adjustment deferred consideration  
Net gain on derivative financial instruments at fair value in the income statement  
Net foreign exchange gains  
24,899  
8,617  
-
-
11,469  
16,888  
141,415  
-
11,131  
-
Net foreign exchange losses  
-
63,364  
150,167  
Financial expenses  
138,625  
Financial income  
159,998  
Bavarian Nordic Annual Report 2024  
179  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 9  
Tax for the year  
'Income()/expenses that are not taxable/deductible  
for tax purposes' are primarily deduction limitations on  
'Management salaries'.  
Deferred tax  
Accounting policies  
See consolidated financial statements note 13.  
Recognized deferred tax assets relate to temporary  
differences between valuations for accounting and  
taxation purposes and tax losses carried forward.  
DKK thousand  
2024  
2023  
'Special tax credit' primarily relates to the 8% step up  
deduction on research and development costs according  
to Section 8B of the Danish Tax Assessment Act.  
Tax recognized in the income statement  
Current tax on profit for the year  
Current tax on profit for previous years  
Currrent tax  
-
-
-
-
(10,972)  
(10,972)  
Adjustment  
Recognized  
January 1,  
to previous in the income  
Recognized December 31,  
DKK thousand  
Product rights  
2024  
year  
statement  
in equity  
2024  
Tax for the year recognized in the income statement  
-
(10,972)  
(50,074)  
(977)  
(126,909)  
-
(177,960)  
Acquired rights and  
development in progress  
Tax on income for the year is explained as follows:  
Income before company tax  
(111,104)  
92,307  
183  
(9,686)  
(56,605)  
(25,688)  
271  
-
(177,395)  
65,857  
454  
964,746  
212,244  
1,429,665  
314,526  
Property, plant and equipment  
Right-of-use-asset  
(762)  
-
Calculated tax (22.0%) on income before company tax  
-
-
Development projects for sale  
Receivables  
25,944  
218  
-
(6,501)  
225  
-
19,443  
443  
Tax effect on:  
-
-
Income from investments in subsidiaries  
Income()/expenses that are not taxable/deductible for tax purposes  
Deduction for interest and currency adjustments related to debt foregiveness  
Special tax credit  
2,955  
(18,635)  
13,853  
Provisions  
1,100  
110  
330  
-
1,540  
6,425  
45,183  
433,255  
(217,245)  
-
4,755  
Financial instruments  
Share-based payment  
Tax losses carried forward  
Not recognized tax asset  
Recognized deferred tax assets  
(10,095)  
35,790  
435,319  
(419,588)  
-
-
(89)  
16,609  
-
(60,009)  
(32,788)  
(10,972)  
(216,947)  
(10,972)  
-
(4)  
9,393  
(2,060)  
207,633  
-
-
(12,321)  
-
(16,609)  
-
Current tax on profit for previous years  
Change in non-recognized tax asset  
-
(207,633)  
-
11,319  
-
Tax on income for the year  
Tax recognized in equity  
-
-
-
-
For further disclosures see the consolidated financial  
statements note 13.  
Tax for the year recognized in equity  
Bavarian Nordic Annual Report 2024  
180  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 10  
Intangible assets  
Accounting policies  
See consolidated financial statements note 15.  
2024  
Developed  
Production  
Process  
Acquired  
Other  
intangible  
assets in  
progress  
rights and  
Product development  
DKK thousand  
rights  
in progress  
Software  
Total  
Costs as of January 1, 2024  
5,908,277  
2,690,046  
-
105,580  
415,297  
20,402  
9,119,200  
206,835  
-
Additions  
186,433  
-
-
-
Transfer  
-
-
-
374,857  
17,546  
(392,403)  
(884)  
Transfer to/from property, plant and equipment  
Disposal  
-
-
-
-
-
-
(884)  
(1,403,264)  
1,286,782  
(26,224)  
16,188  
(1,429,488)  
7,895,663  
Cost as of December 31, 2024  
6,094,710  
374,857  
123,126  
Amortization as of January 1, 2024  
Amortization  
1,116,835  
317,449  
-
1,403,264  
-
31,238  
-
97,699  
6,552  
-
26,224  
2,644,022  
355,239  
-
(1,403,264)  
-
-
(26,224)  
-
Disposals  
(1,429,488)  
1,569,773  
Amortization as of December 31, 2024  
1,434,284  
31,238  
104,251  
Carrying amount as of December 31, 2024  
Carrying amount as of December 31, 2023  
4,660,426  
4,791,442  
1,286,782  
1,286,782  
343,619  
-
18,875  
7,881  
16,188  
6,325,890  
6,475,178  
389,073  
Bavarian Nordic Annual Report 2024  
181  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 11  
Property, plant and equipment  
Accounting policies  
See consolidated financial statements note 16.  
2024  
Other  
fixtures and  
fittings, other  
plant and  
Land and  
Leasehold  
Plant and  
machinery  
Assets under  
construction  
DKK thousand  
buildings improvement  
equipment  
Total  
Costs as of January 1, 2024  
Additions  
934,911  
4,819  
562,531  
-
562,585  
172,496  
51,008  
(105,618)  
-
2,237,342  
51,008  
-
-
-
1,516  
-
-
Transfer  
10,773  
63,008  
884  
30,321  
Transfer to/from intangible assets  
Disposals  
-
-
-
-
884  
-
(1,517)  
624,906  
(15,695)  
102,191  
(17,212)  
2,272,022  
Cost as of December 31, 2024  
945,684  
6,335  
592,906  
Depreciation and impairment losses as of January 1, 2024  
270,554  
44,569  
-
3,503  
602  
-
237,650  
51,331  
110,422  
45,643  
-
-
-
-
-
622,129  
142,145  
(1,517)  
Depreciation  
Disposals  
(1,517)  
Depreciation and impairment losses as of December 31, 2024  
315,123  
4,105  
287,464  
156,065  
762,757  
Carrying amount as of December 31, 2024  
Carrying amount as of December 31, 2023  
630,561  
664,357  
2,230  
1,316  
337,442  
324,881  
436,841  
452,163  
102,191  
172,496  
1,509,265  
1,615,213  
For collateral see the consolidated financial statements  
note 16.  
Bavarian Nordic Annual Report 2024  
182  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 12  
Note 13  
Right-of-use-assets  
Investment in subsidiaries  
Accounting policies  
See consolidated financial statements note 17.  
Accounting policies  
Investments in subsidiaries are recognized and meas-  
ured under the equity method. This means that, in the  
balance sheet, investments are measured at the pro  
rata share of the subsidiaries' equity plus or less unam-  
ortized positive, or negative, goodwill and plus or less  
unrealized intra-group profits or losses.  
revaluation reserve according to the equity method  
under equity, if the net revaluation is positive. If the  
net revaluation is negative, it is recognized in retained  
earnings in equity.  
2024  
Rent  
Car  
leasing Equipment  
DKK thousand  
facility  
Total  
Goodwill is calculated as the difference between cost  
of the investments and the fair value of the assets  
and liabilities acquired which have been measured at  
fair value at the date of acquisition. The amortization  
period for goodwill is usually five years.  
Right-of-use assets as of January 1, 2024  
Additions  
Modifications  
Disposals  
Depreciations  
53,162  
1,307  
(255)  
(3,407)  
(11,186)  
3,407  
1,525  
639  
(56)  
(97)  
(870)  
97  
1,104  
532  
(30)  
-
(583)  
-
55,791  
2,478  
(341)  
(3,504)  
(12,639)  
3,504  
Subsidiaries with a negative equity value are measured  
at zero value, and any receivables from these subsidi-  
aries are written down by the Company’s share of such  
negative equity if it is deemed irrecoverable. If the  
negative equity exceeds the amount receivable, the  
remaining amount is recognized under provisions if the  
Company has a legal or constructive obligation to cover  
the liabilities of the relevant subsidiary.  
Reversal depreciations  
Right-of-use assets as of December 31, 2024  
Investments in subsidiaries are written down to the  
lower of recoverable amount and carrying amount.  
43,028  
1,238  
1,023  
45,289  
2023  
Car  
leasing Equipment  
Income from investments in subsidiaries' contains pro  
rata share of subsidiaries profits or losses after elimina-  
tion of unrealized intra-group profits and losses.  
Rent  
facility  
Upon distribution of profit or loss, net revaluation of  
investments in subsidiaries is transferred to the net  
DKK thousand  
Total  
Right-of-use assets as of January 1, 2023  
Additions  
16,587  
432  
1,898  
402  
468  
-
18,953  
834  
Modifications  
Disposals  
Depreciations  
Reversal depreciations  
Right-of-use assets as of December 31, 2023  
46,484  
(90)  
(10,341)  
90  
210  
993  
47,687  
(2,297)  
(11,683)  
2,297  
(1,798)  
(985)  
1,798  
1,525  
(409)  
(357)  
409  
53,162  
1,104  
55,791  
DKK thousand  
2024  
2023  
Amounts included in the income statement  
Interest expense leases  
2,551  
553  
Depreciation recognized on right-of-use assets  
12,639  
11,683  
Bavarian Nordic Annual Report 2024  
183  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 13  
Investment in subsidiaries (continued)  
Voting  
rights  
DKK thousand  
2024  
Company summary  
Domicile  
Ownership  
Costs as of January 1, 2024  
Additions  
1,251,275  
1,493  
Subsidiaries  
Bavarian Nordic GmbH  
Germany  
USA  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
Cost as of December 31, 2024  
1,252,768  
Bavarian Nordic, Inc.  
Bavarian Nordic Switzerland AG  
Bavarian Nordic Berna GmbH  
Bavarian Nordic Italy S.r.l.  
Bavarian Nordic Spain SLU  
Bavarian Nordic Portugal, Lda.  
Bavarian Nordic Canada Inc.  
Bavarian Nordic Sweden AB  
Bavarian Nordic UK Ltd.  
Switzerland  
Switzerland  
Italy  
Net revaluation as of January 1, 2024  
Net share of profit/loss for the year  
Change in unrealized intra-group profits  
Exchange rate adjustments  
(410,130)  
164,170  
(177,602)  
(14,309)  
(437,871)  
Spain  
Portugal  
Canada  
Sweden  
UK  
Net revaluation as of December 31, 2024  
Carrying amount as of December 31, 2024  
Carrying amount as of December 31, 2023  
814,897  
841,145  
Bavarian Nordic Belgium BV  
Bavarian Nordic France  
Belgium  
France  
Aktieselskabet af 1. juni 2011 I  
Aktieselskabet af 1. juni 2011 II  
Denmark  
Denmark  
Bavarian Nordic Annual Report 2024  
184  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 14  
Note 15  
Inventories  
Lease liabilities  
Accounting policies  
See consolidated financial statements note 27.  
Accounting policies and significant  
accounting estimates  
See consolidated financial statements note 18.  
DKK thousand  
2024  
2023  
DKK thousand  
2024  
2023  
Non-current  
Current  
32,658  
14,694  
47,352  
43,167  
13,455  
56,622  
Raw materials and supply materials  
Work in progress  
257,297  
1,482,162  
607,978  
295,918  
1,185,796  
223,112  
Lease liabilities  
Manufactured goods and commodities  
Write-down on inventory  
Inventories  
(229,647)  
2,117,790  
(177,429)  
1,527,397  
Due within Due between  
Due after  
5 years  
DKK thousand  
1 year  
14,694  
13,455  
1 and 5 year  
Total  
47,352  
56,622  
Write-down on inventory as of January 1  
Additions from acquisition of businesses  
Write-down for the year  
(177,429)  
-
(162,419)  
(460)  
2024  
Lease liabilities  
32,658  
-
-
(160,902)  
80,024  
(42,152)  
27,602  
-
Use of write-down  
2023  
Reversal of write-down  
28,660  
(229,647)  
Lease liabilities  
43,167  
Write-down on inventory as of December 31  
(177,429)  
Cost of goods sold amounts to  
1,614,214  
1,622,326  
For further details regarding development in inventory  
values see consolidated financial statements note 18.  
Bavarian Nordic Annual Report 2024  
185  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 16  
Note 17  
Prepayment from customers  
Other liabilities  
Accounting policies  
Accounting policies  
See consolidated financial statements note 28.  
See consolidated financial statements note 22.  
DKK thousand  
2024  
2023  
DKK thousand  
2024  
2023  
Prepayment from customers as of January 1  
Recognized as income during the year  
-
131,408  
131,408  
-
-
-
Derivative financial instruments at fair value in the income statement  
Payable salaries, holiday accrual etc.  
Gross to net deduction accrual  
29,902  
122,093  
85,965  
-
104,632  
111,762  
35,322  
Prepayment from customers as of December 31  
Other accrued costs  
35,542  
Other liabilities  
273,502  
251,716  
For further details of derivative financial instruments,  
see consolidated financial statements note 23. The  
phantom share programs are disclosed in the consoli-  
dated financial statements note 29.  
Bavarian Nordic Annual Report 2024  
186  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 18  
Note 19  
Contingent liabilities and other contractual obligations  
Mortgages and collateral  
DKK thousand  
2024  
2023  
DKK thousand  
2024  
2023  
Collaborative agreements  
Guarantees for subsidiaries  
Contractual obligations with research partners for long-term research projects.  
- Due within 1 year  
The Parent Company stands surety for a credit facility to a subsidiary of a maximum of  
The Parent Company stands surety for letter of credit to subsidiaries of a maximum of  
3,767  
2,342  
3,651  
2,341  
139,183  
44,080  
Earnout to Emergent  
stands surety with the other companies in the joint  
taxation of Danish corporate taxes and also withholding  
taxes on dividends, interest and royalties. Corpora-  
tion taxes and withholding taxes payable in the joint  
taxation pool was DKK 0 as of December 31, 2024. Any  
adjustments of the taxable joint taxation income or  
taxes withheld at source may have the effect that the  
Company's liability increases.  
Mortgages  
The Purchase and Sale Agreement concluded with  
Emergent BioSolution Inc. in May 2023 includes  
an earnout payment starting at USD 30 million.  
The earnout payment relates to sale of Vivotif and  
Vaxchora. As per December 31, 2024 Management does  
not judge the sales milestone to be probable and there-  
fore the earnout payment has not been recognized as  
either part of the project rights nor the deferred consid-  
eration.  
See description regarding property, plant and equip-  
ment in note 16 in the consolidated financial state-  
ments.  
Company mortgage and lawsuits  
See the consolidated financial statements note 32.  
Joint taxation  
The Company is jointly taxed with all Danish subsid-  
iaries. As the administration company the Company  
Bavarian Nordic Annual Report 2024  
187  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 20  
Related party transactions  
The Corporate Management and Board of Directors of  
Bavarian Nordic A/S are considered related parties as  
they have significant influence over the Company.  
Bavarian Nordic Switzerland AG provides research and  
development services and global commercial services  
to Bavarian Nordic A/S.  
Nordic A/S. This is done under a Distribution Agree-  
ment.  
Bavarian Nordic Portugal, LDA, distributes and sells  
Vivotif and Vaxchora in Portugal on behalf of Bavarian  
Nordic A/S. This is done under a Distribution Agree-  
ment.  
Main intercompany transactions:  
Bavarian Nordic Sweden AB provides regional commer-  
cial services to Bavarian Nordic A/S.  
Bavarian Nordic GmbH provides research and devel-  
opment services and regional commercial services to  
Bavarian Nordic A/S.  
Bavarian Nordic Canada Inc. provides research and  
development services and regional commercial services  
to Bavarian Nordic A/S.  
Bavarian Nordic UK Ltd. provides regional commercial  
services to Bavarian Nordic A/S.  
Bavarian Nordic, Inc. distributes and sells Jynneos,  
RabAvert, Vivotif and Vaxchora in the US on behalf of  
Bavarian Nordic A/S. This is done under a Distribution  
Agreement.  
Bavarian Nordic Berna GmbH, distributes and sells  
Vivotif in Switzerland on behalf of Bavarian Nordic A/S.  
This is done under a Distribution Agreement.  
Bavarian Nordic Belgium BV provides research and  
development services and global commercial services  
to Bavarian Nordic A/S.  
Bavarian Nordic, Inc. provides research and develop-  
ment services to Bavarian Nordic A/S.  
Bavarian Nordic Berna GmbH, Manufactures and sells  
Vivotif and Vaxchora to Bavarian Nordic A/S. This is  
done under a Contract Manufacturing Agreement.  
Bavarian Nordic France SAS provides regional commer-  
cial services to Bavarian Nordic A/S.  
Bavarian Nordic, Inc. also provides services to Bavarian  
Nordic A/S in terms of commercial affair work towards  
the U.S. Government, with the purpose of ensuring an  
efficient communication and service to U.S. authorities,  
in order to maintain existing contracts and explore new  
product/contract opportunities on the U.S. market.  
All services except for the distribution agreements are  
delivered under cost plus agreements and on arms  
length conditions.  
Bavarian Nordic Berna GmbH provides research and  
development services and global commercial services  
to Bavarian Nordic A/S.  
The distribution agreements are honored according to  
OECD's guidelines for a Limited Risk Distributor.  
Bavarian Nordic Spain SLU, distributes and sells Vivotif  
and Vaxchora in Spain on behalf of Bavarian Nordic A/S.  
This is done under a Distribution Agreement.  
Bavarian Nordic Switzerland AG distributes and sells  
Encepur and Rabipur in Switzerland on behalf of  
Bavarian Nordic A/S. This is done under a Distribution  
Agreement.  
Apart from intra-group transactions mentioned above  
and the remuneration of the Board of Directors and  
Corporate Management, cf. note 8 and note 29 in the  
consolidated financial statements, there are no transac-  
tions with related parties.  
Bavarian Nordic Italy S.r.l., distributes and sells Rabipur,  
Vivotif and Vaxchora in Italy on behalf of Bavarian  
Bavarian Nordic Annual Report 2024  
188  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Note 21  
Proposed appropriation of net profit/(loss)  
DKK thousand  
2024  
964,746  
2023  
Retained earnings  
1,440,637  
Total  
964,746 1,440,637  
Note 22  
Significant events after the balance sheet date  
See description in note 34 in the consolidated financial statements.  
Bavarian Nordic Annual Report 2024  
189  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Hellerup, March 5, 2025  
Statement by the Board of Directors  
and Executive Management on the  
Annual Report  
Executive Management  
Paul John Chaplin
President and CEO
Henrik Juuel
Executive Vice President and CFO
The Board of Directors and the Executive Manage-  
ment have today considered and approved the  
Annual Report of Bavarian Nordic A/S for the finan-  
cial year January 1, 2024 - December 31, 2024.  
Group's and the Parent company’s business and  
financial matters, the results for the year and of the  
Parent company’s financial position and the finan-  
cial position as a whole of the entities included in  
the consolidated financial statements, together with  
a description of the principal risks and uncertainties  
that the Group and the Parent company face.  
Board of Directors  
The consolidated financial statements are presented  
in accordance with IFRS Accounting Standards as  
endorsed by the EU. The parent financial statements  
are presented in accordance with the Danish Finan-  
cial Statements Act. Furthermore, the Annual Report  
is prepared in accordance with Danish disclosure  
requirements for listed companies.  
The Sustainability statement is prepared in accord-  
ance with the European Sustainability Reporting  
Standards (ESRS) as required by the Danish Finan-  
cial Statements Act, as well as article 8 in the EU  
Taxonomy regulation.  
Luc Debruyne
Chairman of the Board
Anders Gersel Pedersen
Montse Montaner
Deputy Chairman
In our opinion, the consolidated financial statements  
and the parent financial statements give a true and  
fair view of the Group’s and the Parent company’s  
financial position at December 31, 2024, as well as of  
the results of their operations and cash flows for the  
financial year January 1, 2024 - December 31, 2024.  
In our opinion, the Annual Report of Bavarian  
Nordic A/S for the financial year January 1, 2024 to  
December 31, 2024 identified as bava-2024-12-31-en.  
zip is prepared, in all material respects, in accord-  
ance with the ESEF Regulation.  
Frank A.G.M. Verwiel
Anne Louise Eberhard
Johan van Hoof
Heidi Hunter
Thomas Alex Bennekov
Employee-elected
Anja Gjøl
Employee-elected
Karen Merete Jensen
Employee-elected
Linette Munksgaard
Andersen
In our opinion, the management commentary  
contains a fair review of the development of the  
We recommend the Annual Report for adoption at  
the Annual General Meeting.  
Employee-elected
Bavarian Nordic
Annual Report 2024  
190  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Independent auditor’s limited assurance  
report on sustainability statement  
To the shareholders of Bavarian Nordic A/S  
Limited assurance conclusion  
“General” section of the sustainability statement;  
and  
in a limited assurance engagement is substantially  
lower than the assurance that would have been  
obtained had a reasonable assurance engagement  
been performed.  
ment 1, which requires the firm to design, imple-  
ment and operate a system of quality management  
including policies or procedures regarding compli-  
ance with ethical requirements, professional stand-  
ards and applicable legal and regulatory require-  
ments.  
We have conducted a limited assurance engage-  
ment on the sustainability statement of Bavarian  
Nordic A/S (the “Group”) included in the Manage-  
ment’s Review (the “sustainability statement”),  
page 40 – 111, for the financial year 1 January – 31  
December 2024.  
• compliance
of the disclosures in subsection “EU  
Taxonomy” within the “Environmental” section  
of the sustainability statement with Article 8 of  
EU Regulation 2020/852 (the “Taxonomy Regula-  
tion”).  
We believe that the evidence we have obtained is  
sufficient and appropriate to provide a basis for our  
conclusion. Our responsibilities under this standard  
are further described in the Auditor’s responsibilities  
for the assurance engagement section of our report.  
Other matter  
Based on the procedures we have performed and  
the evidence we have obtained, nothing has come  
to our attention that causes us to believe that the  
sustainability statement is not prepared, in all mate-  
rial respects, in accordance with the Danish Financial  
Statements Act paragraph 99 a, including:  
The comparative information included in the  
sustainability statement of the Group was not  
subject to an assurance engagement on sustaina-  
bility information prepared in accordance with the  
Danish Financial Statements Act section 99 a. Our  
conclusion is not modified in respect of this matter.  
Basis for conclusion  
We conducted our limited assurance engagement in  
accordance with International Standard on Assur-  
ance Engagements (ISAE) 3000 (Revised), Assurance  
engagements other than audits or reviews of histor-  
ical financial information (“ISAE 3000 (Revised)”)  
and the additional requirements applicable in  
Denmark.  
Our independence and quality management  
We are independent of the Group in accordance with  
the International Ethics Standards Board for Account-  
ants’ International Code of Ethics for Professional  
Accountants (IESBA Code) and the additional ethical  
requirements applicable in Denmark. We have also  
fulfilled our other ethical responsibilities in accord-  
ance with these requirements and the IESBA Code.  
• compliance
with the European Sustainability  
Reporting Standards (ESRS), including that the  
process carried out by the management to iden-  
tify the information reported in the sustainability  
statement (the “Process”) is in accordance with  
the description set out in subsection “The double  
materiality assessment process” within the  
Inherent limitations in preparing  
the sustainability statement  
In reporting forward-looking information in accord-  
ance with ESRS, management is required to prepare  
the forward-looking information on the basis of  
disclosed assumptions about events that may occur  
in the future and possible future actions by the  
The procedures in a limited assurance engagement  
vary in nature and timing from, and are less in  
extent than for, a reasonable assurance engage-  
ment. Consequently, the level of assurance obtained  
KPMG Statsautoriseret Revisionspartnerselskab  
applies International Standard on Quality Manage-  
Bavarian Nordic
Annual Report 2024  
191  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Group. Actual outcomes are likely to be different  
since anticipated events frequently do not occur as  
expected.  
• the
assessment of the materiality of the identi-  
fied impacts, risks and opportunities related to  
sustainability matters by selecting and applying  
appropriate thresholds; and  
assumptions and estimates that are reasonable in  
the circumstances.  
• Considering
whether the information identified  
addresses the applicable disclosure requirements  
of the ESRS, and  
Auditor’s responsibilities for the  
assurance engagement  
Management’s responsibilities for  
the sustainability statement  
• Designing
and performing procedures to eval-  
uate whether the Process is consistent with the  
Group’s description of its Process, as disclosed in  
the subsection “The double materiality assess-  
ment process” within the “General” section of the  
sustainability statement.  
• making
assumptions that are reasonable in the  
circumstances.  
Our objectives are to plan and perform the assur-  
ance engagement to obtain limited assurance about  
whether the sustainability statement is free from  
material misstatement, whether due to fraud or  
error, and to issue a limited assurance report that  
includes our conclusion. Misstatements can arise  
from fraud or error and are considered material if,  
individually or in the aggregate, they could reason-  
ably be expected to influence decisions of users  
taken on the basis of the sustainability statement as  
a whole.  
Management is responsible for designing and  
implementing a process to identify the information  
reported in the sustainability statement in accord-  
ance with the ESRS and for disclosing this Process  
as part of the subsection “The double materiality  
assessment process” within the “General” section  
of the sustainability statement. This responsibility  
includes:  
Management is further responsible for the prepara-  
tion of the sustainability statement, in accordance  
with the Danish Financial Statements Act paragraph  
99 a, including:  
Our other responsibilities in respect of the sustaina-  
bility statement include:  
• compliance
with the ESRS;  
• Identifying
disclosures where material misstate-  
ments are likely to arise, whether due to fraud or  
error; and  
• understanding
the context in which the Group’s  
activities and business relationships take place  
and developing an understanding of its affected  
stakeholders;  
• preparing
the disclosures in subsection “EU  
Taxonomy” within the “Environmental“ section of  
the sustainability statement, in compliance with  
Article 8 of the Taxonomy Regulation;  
As part of a limited assurance engagement in  
accordance with ISAE 3000 (Revised) we exercise  
professional judgement and maintain professional  
scepticism throughout the engagement.  
• Designing
and performing procedures responsive  
to disclosures in the sustainability statement  
where material misstatements are likely to arise.  
The risk of not detecting a material misstate-  
ment resulting from fraud is higher than for  
one resulting from error, as fraud may involve  
collusion, forgery, intentional omissions, misrep-  
resentations, or the override of internal control.  
• the
identification of the actual and potential  
impacts (both negative and positive) related  
to sustainability matters, as well as risks and  
opportunities that affect, or could reasonably be  
expected to affect, the Group’s financial posi-  
tion, financial performance, cash flows, access  
to finance or cost of capital over the short-,  
medium-, or long-term;  
• designing,
implementing and maintaining such  
internal control that management determines  
is necessary to enable the preparation of the  
sustainability statement that is free from material  
misstatement, whether due to fraud or error; and  
Our responsibilities in respect of the Process include:  
• Obtaining
an understanding of the Process but  
not for the purpose of providing a conclusion on  
the effectiveness of the Process, including the  
outcome of the Process;  
• the
selection and application of appropriate  
sustainability reporting methods and making  
Bavarian Nordic
Annual Report 2024  
192  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Summary of the work performed  
A limited assurance engagement involves  
performing procedures to obtain evidence about the  
sustainability statement.  
In conducting our limited assurance engagement,  
with respect to the sustainability statement, we:  
• Performed
substantive assurance procedures on  
selected information in the sustainability state-  
ment;  
Copenhagen, 5 March 2025
KPMG
• Obtained
an understanding of the Group’s  
reporting processes relevant to the preparation of  
its sustainability statement including the consol-  
idation processes by obtaining an understanding  
of the Group’s control environment, processes and  
information systems relevant to the preparation  
of the sustainability statement but not evalu-  
ating the design of particular control activities,  
obtaining evidence about their implementation or  
testing their operating effectiveness;  
Statsautoriseret Revisionspartnerselskab
CVR-nr. 25 57 81 89
• Evaluated
methods, assumptions and data for  
developing material estimates and forward-  
looking information and how these methods were  
applied;  
The nature, timing and extent of procedures  
selected depend on professional judgement,  
including the identification of disclosures where  
material misstatements are likely to arise, whether  
due to fraud or error, in the sustainability statement.  
Sara Carstensen
State Authorised Public Accountant
mne34191
• Obtained
an understanding of the process to  
identify taxonomy-eligible and taxonomy-aligned  
economic activities and the corresponding disclo-  
sures in the sustainability statement; and  
In conducting our limited assurance engagement,  
with respect to the Process, we:  
• Obtained
an understanding of the Process by  
performing inquiries to understand the sources  
of the information used by management; and  
reviewing the Group’s internal documentation of  
its Process; and  
• Evaluated
whether material information identified  
by the Process is included in the sustainability  
statement;  
• Where
applicable, compared selected disclosures  
in the sustainability statement with the corre-  
sponding disclosures in the financial statements  
and Management’s Review;  
Simon Vinberg Andersen
State Authorised Public Accountant
mne35458
• Evaluated
whether the structure and the pres-  
entation of the sustainability statement are in  
accordance with the ESRS;  
• Evaluated
whether the evidence obtained from  
our procedures about the Process implemented  
by the Group was consistent with the description  
of the Process set out in the subsection “The  
double materiality assessment process” within  
the “General” section of the sustainability state-  
ment.  
• Performed
inquiries of relevant personnel and  
analytical procedures on selected information in  
the sustainability statement;  
Bavarian Nordic
Annual Report 2024  
193  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Independent auditor’s report  
To the shareholders of Bavarian Nordic A/S  
Report on the audit of the Consolidated Financial Statements and  
Parent Company Financial Statements  
Opinion  
Audited financial statements  
Our responsibilities under those standards and  
requirements are further described in the "Auditor's  
responsibilities for the audit of the financial state-  
ments" section of our report.  
lation (EU) 537/2014 and that we remained inde-  
pendent in conducting the audit.  
In our opinion, the consolidated financial statements  
and the Parent Company financial statements give  
a true and fair view of the Group's and the Parent  
Company's assets, liabilities and financial position at  
31 December 2024 and of the results of the Group's  
and Parent Company's operations and cash flows  
for the financial year 1 January – 31 December 2024.  
The consolidated financial statements are prepared  
in accordance with the IFRS Accounting Standards as  
adopted by the EU and additional requirements in  
the Danish Financial Statements Act, and the parent  
financial statements are prepared in accordance  
with the Danish Financial Statements Act.  
Bavarian Nordic A/S' consolidated financial state-  
ments and parent company financial statements  
for the financial year 1 January – 31 December 2024  
comprise the income statement, statement of  
comprehensive income, balance sheet, statement  
of changes in equity, statement of cash flows and  
notes, including summary of material accounting  
policy information, for the Group as well as for the  
Parent Company (the financial statements). The  
consolidated financial statements are prepared in  
accordance with the IFRS Accounting Standards as  
adopted by the EU and additional requirements in  
the Danish Financial Statements Act, and the parent  
financial statements are prepared in accordance  
with the Danish Financial Statements Act.  
We were appointed auditors of Bavarian Nordic A/S  
for the first time on 16 April 2024 for the financial  
year 2024.  
We believe that the audit evidence we have  
obtained is sufficient and appropriate to provide a  
basis for our opinion.  
Key audit matters  
Key audit matters are those matters that, in our  
professional judgement, were of most significance  
in our audit of the financial statements for the 2024  
financial year. These matters were addressed in the  
context of our audit of the financial statements as  
a whole, and in the forming of our opinion thereon.  
We do not provide a separate opinion on these  
matters.  
Independence  
We are independent of the Group in accordance with  
the International Ethics Standards Board for Account-  
ants' International Code of Ethics for Professional  
Accountants (IESBA Code) and the additional ethical  
requirements applicable in Denmark, and we have  
fulfilled our other ethical responsibilities in accord-  
ance with these requirements and the IESBA Code.  
Our opinion is consistent with our long-form audit  
report to the Board or Directors and the Audit  
Committee.  
Basis for opinion  
Statement on the Management's review  
Management is responsible for the Management's  
review.  
We conducted our audit in accordance with Interna-  
tional Standards on Auditing (ISAs) and the addi-  
tional requirements applicable in Denmark.  
We declare, to the best of our knowledge and belief,  
that we have not provided any prohibited non-audit  
services, as referred to in Article 5(1) of the Regu-  
Bavarian Nordic
Annual Report 2024  
194  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
Key audit matter  
How our audit addressed the key audit matter  
Our opinion on the financial statements does not  
cover the Management's review, and we do not  
express any form of assurance conclusion thereon.  
Management's responsibility for  
the financial statements  
Revenue recognition  
For the purposes of our audit, the procedures we  
carried out included the following:  
Management is responsible for the preparation of  
financial statements that give a true and fair view  
in accordance with the IFRS Accounting Standards  
as adopted by the EU and additional requirements  
in the Danish Financial Statements Act and for such  
internal control that Management determines is  
necessary to enable the preparation of financial  
statements that are free from material misstate-  
ment, whether due to fraud or error.  
Refer to note 3 in the consolidated financial  
statements.  
In connection with our audit of the financial state-  
ments, our responsibility is to read the Manage-  
ment's review and, in doing so, consider whether  
the Management's review is materially inconsistent  
with the financial statements or our knowledge  
obtained during the audit, or otherwise appears to  
be materially misstated.  
We obtained an understanding of the related  
business processes and assessed design and  
implementation of the respective controls.  
The Group recognizes revenue under various  
contracts including agreements with govern-  
mental institutions. Specifically, the Group  
has arrangements with Biomedical Advanced  
Research and Development Authority (BARDA)  
an institution under the U.S. Department  
of Health and Human Services to sell drug  
substance batches.  
We evaluated the appropriateness of the Group’s  
accounting for revenue recognition, estimating  
sales rebates and chargebacks, including provi-  
sions related to contractual discounts, returns,  
and other variable considerations.  
Moreover, it is our responsibility to consider whether  
the Management's review provides the information  
required by the Danish Financial Statements Act.  
This does not include the requirements in paragraph  
99a related to the sustainability statement covered  
by the separate auditor’s limited assurance report  
hereon.  
In preparing the financial statements, Management  
is responsible for assessing the Group's and the  
Parent Company's ability to continue as a going  
concern, disclosing, as applicable, matters related  
to going concern and using the going concern basis  
of accounting unless Management either intends  
to liquidate the Group or the Parent Company or to  
cease operations, or has no realistic alternative but  
to do so.  
We evaluated the principles applied by manage-  
ment, to determine whether they are compliant  
with the requirements of the applicable financial  
reporting framework.  
The respective contracts include complexi-  
ties such as long-term supply agreements,  
discounts, and rebates, and returns policies,  
which require management to exercise signif-  
icant judgment.  
We tested the timing of revenue recognition  
and the amounts determined for the variable  
considerations, assessing their consistency with  
contractual terms, and supporting documenta-  
tion.  
Especially the determination of the timing of  
revenue recognition and the determination  
of variable considerations are complex, with  
the latter also requiring Management to make  
assumptions.  
Based on the work we have performed, we  
conclude that the Management's review is in  
accordance with the financial statements and has  
been prepared in accordance with the requirements  
of the Danish Financial Statements Act except for  
the requirements in paragraph 99a related to the  
sustainability statement, cf. above. We did not  
identify any material misstatement of the Manage-  
ment's review.  
We assessed the reasonableness of the recorded  
accruals for variable considerations at the  
reporting date by looking at historical trends,  
current inventory levels, and contractual terms.  
Auditor's responsibilities for the audit  
of the financial statements  
Our objectives are to obtain reasonable assurance  
as to whether the financial statements as a whole  
are free from material misstatement, whether due  
to fraud or error, and to issue an auditor's report  
that includes our opinion. Reasonable assurance  
is a high level of assurance but is not a guarantee  
that an audit conducted in accordance with ISAs and  
the additional requirements applicable in Denmark  
will always detect a material misstatement when it  
We evaluated the related presentation and  
disclosures.  
Bavarian Nordic
Annual Report 2024  
195  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
exists. Misstatements may arise from fraud or error  
and are considered material if, individually or in the  
aggregate, they could reasonably be expected to  
influence the economic decisions of users taken on  
the basis of these financial statements.  
estimates and related disclosures made by  
Management.  
are responsible for the direction, supervision and  
review of the audit work performed for purposes  
of the group audit. We remain solely responsible  
for our audit opinion.  
Report on compliance with the ESEF Regulation  
As part of our audit of the Consolidated Financial  
Statements and Parent Company Financial State-  
ments of Bavarian Nordic A/S we performed proce-  
dures to express an opinion on whether the annual  
report of Bavarian Nordic A/S for the financial year  
1 January – 31 December 2024
with the file name  
bava-2024-12-31-en.zip is prepared, in all mate-  
rial respects, in compliance with the Commission  
Delegated Regulation (EU) 2019/815 on the European  
Single Electronic Format (ESEF Regulation) which  
includes requirements related to the preparation  
of the annual report in XHTML format and iXBRL  
tagging of the Consolidated Financial Statements.  
• conclude
on the appropriateness of Manage-  
ment's use of the going concern basis of  
accounting in preparing the financial statements  
and, based on the audit evidence obtained,  
whether a material uncertainty exists related to  
events or conditions that may cast significant  
doubt on the Group's and the Parent Company's  
ability to continue as a going concern. If we  
conclude that a material uncertainty exists, we  
are required to draw attention in our auditor's  
report to the related disclosures in the financial  
statements or, if such disclosures are inadequate,  
to modify our opinion. Our conclusions are based  
on the audit evidence obtained up to the date of  
our auditor's report. However, future events or  
conditions may cause the Group and the Parent  
Company to cease to continue as a going concern.  
We communicate with those charged with govern-  
ance regarding, among other matters, the planned  
scope and timing of the audit and significant audit  
findings, including any significant deficiencies in  
internal control that we identify during our audit.  
As part of an audit conducted in accordance with  
ISAs and the additional requirements applicable in  
Denmark, we exercise professional judgement and  
maintain professional scepticism throughout the  
audit. We also:  
We also provide those charged with governance  
with a statement that we have complied with rele-  
vant ethical requirements regarding independence,  
and to communicate with them all relationships and  
other matters that may reasonably be thought to  
bear on our independence, and where applicable,  
actions taken to eliminate threats or safeguards  
applied.  
• identify
and assess the risks of material misstate-  
ment of the financial statements, whether due  
to fraud or error, design and perform audit  
procedures responsive to those risks, and obtain  
audit evidence that is sufficient and appropriate  
to provide a basis for our opinion. The risk of  
not detecting a material misstatement resulting  
from fraud is higher than for one resulting from  
error as fraud may involve collusion, forgery,  
intentional omissions, misrepresentations or the  
override of internal control.  
Management is responsible for preparing an annual  
report that complies with the ESEF Regulation. This  
responsibility includes:  
• The
preparing of the annual report in XHTML  
format;  
From the matters communicated to those charged  
with governance, we determine those matters that  
were of most significance in the audit of the finan-  
cial statements of the current period and therefore  
the key audit matters. We describe these matters  
in our auditor's report unless law or regulation  
precludes public disclosure about the matter or  
when, in extremely rare circumstances, we deter-  
mined that a matter should not be communicated  
in our report because the adverse consequences of  
doing so would reasonably be expected to outweigh  
the public interest benefits of such communication.  
• evaluate
the overall presentation, structure and  
contents of the financial statements, including the  
disclosures, and whether the financial statements  
represent the underlying transactions and events  
in a manner that gives a true and fair view.  
• The
selection and application of appropriate iXBRL  
tags, including extensions to the ESEF taxonomy  
and the anchoring thereof to elements in the  
taxonomy, for financial information required to be  
tagged using judgement where necessary;  
• obtain
an understanding of internal control  
relevant to the audit in order to design audit  
procedures that are appropriate in the circum-  
stances, but not for the purpose of expressing an  
opinion on the effectiveness of the Group's and  
the Parent Company's internal control.  
• plan
and perform the group audit to obtain suffi-  
cient appropriate audit evidence regarding the  
financial information of the entities or business  
units within the Group as a basis for forming an  
opinion on the consolidated financial statements  
and the Parent Company financial statements. We  
• Ensuring
consistency between iXBRL tagged  
data and the Consolidated Financial Statements  
presented in human readable format; and  
• evaluate
the appropriateness of accounting poli-  
cies used and the reasonableness of accounting  
Bavarian Nordic
Annual Report 2024  
196  
 
Financial statements – Group  
Financial statements – Parent Company  
Statements  
• For
such internal control as Management deter-  
mines necessary to enable the preparation of  
an annual report that is compliant with the ESEF  
Regulation.  
• Evaluating
the use of anchoring of extension  
elements to elements in the ESEF taxonomy; and  
• Reconciling
the iXBRL tagged data with the  
audited Consolidated Financial Statements.  
Our responsibility is to obtain reasonable assurance  
on whether the annual report is prepared, in all  
material respects, in compliance with the ESEF Regu-  
lation based on the evidence we have obtained,  
and to issue a report that includes our opinion. The  
nature, timing and extent of procedures selected  
depend on the auditor’s judgement, including the  
assessment of the risks of material departures from  
the requirements set out in the ESEF Regulation,  
whether due to fraud or error. The procedures  
include:  
In our opinion, the Annual Report of Bavarian  
Nordic A/S for the financial year January 1, 2024 to  
December 31, 2024 identified as bava-2024-12-31-en.  
zip is prepared, in all material respects, in accord-  
ance with the ESEF Regulation.  
Copenhagen, 5 March 2025
KPMG
Statsautoriseret Revisionspartnerselskab
CVR no. 25 57 81 98
• Testing
whether the annual report is prepared in  
XHTML format;  
Sara Carstensen
• Obtaining
an understanding of the company’s  
iXBRL tagging process and of internal control over  
the tagging process;  
State Authorised Public Accountant
mne34191
• Evaluating
the completeness of the iXBRL tagging  
of the Consolidated Financial Statements;  
Simon Vinberg Andersen
State Authorised Public Accountant
mne35458
• Evaluating
the appropriateness of the company’s  
use of iXBRL elements selected from the ESEF  
taxonomy and the creation of extension elements  
where no suitable element in the ESEF taxonomy  
has been identified;  
Bavarian Nordic
Annual Report 2024  
197  
 
Forward-looking statement  
This annual report contains forward looking state-  
ments. The words “believe”, “expect”, “anticipate”,  
“intend” and “plan” and similar expressions iden-  
tify forward looking statements. Actual results or  
performance may differ materially from any future  
results or performance expressed or implied by such  
statements. The important factors that could cause  
our actual results or performance to differ materi-  
ally include, among others, risks associated with  
product discovery and development, uncertainties  
related to the outcome and conduct of clinical trials  
including unforeseen safety issues, uncertainties  
related to product manufacturing, the lack of market  
acceptance of our products, our inability to manage  
growth, the competitive environment in relation  
to our business area and markets, our inability to  
attract and retain suitably qualified personnel, the  
unenforceability or lack of protection of our patents  
and proprietary rights, our relationships with affil-  
iated entities, changes and developments in tech-  
nology which may render our products obsolete,  
and other factors. For a further discussion of these  
risks, please refer to the section “Risk Manage-  
ment” in this Annual Report. Bavarian Nordic does  
not undertake any obligation to update or revise  
forward looking statements in this Annual Report  
nor to confirm such statements in relation to actual  
results, unless required by law.  
Bavarian Nordic Annual Report 2024  
198  
 
Encepur®, IMVAMUNE®, IMVANEX®, JYNNEOS®, MVA-BN®,  
RabAvert®, Rabipur®, Typhoral®, Vivotif®, Vaxchora® and VIMKUNYA®  
are registered trademarks owned by Bavarian Nordic.