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asurement control system, although these are central aspects of maintaining and developing the sustainable leadership in Novo Nordisk. A final example supports the point. Novo Nordisk not only monitors its own standards and behaviors, its suppliers are frequently evaluated on issues such as salaries, working hours, child labour, assembly rights, discrimination and privacy. One of Novo Nordisk's local suppliers of corporate gifts and gadgets, Sport Direct, has scrutinized all of its business processes and systems to comply with Novo Nordisk's demands about sustainable business practice among their suppliers. In fact, Novo Nordisk has formulated a set of ethical guidelines on health and safety, labour practices, ethics, environment and sub suppliers to be accounted for if a company wants to remain the most preferred supplier to Novo Nordisk, which Sport Direct chose to implement: "Novo Nordisk gives preference to business partners who share our business values and principles"[18] . The example here shows how implementation of Novo Nordisk' sustainability strategy stretches beyond the company's legal borders as suppliers (i.e. non-members of Novo Nordisk) become part of the sustainability strategy. Again, while such results are dimensions of the facilitation process, the non-financial reporting and one or two managers' balanced score cards, they do not inform about the impact and support for such activities at the operational level. The formal management control system does not provide information about how organizational members have contributed and stimulated ideas and provided support to implement the supply chain guide. To understand how employees have contributed, we need to somehow understand how the cultural values serve to guide and implement behavior among employees. Discussion and conclusion: sustainable leadership As illustrated Novo Nordisk is prime example of one organization that includes sustainability as an integrated part of its strategy, and attempts to consider it in all of its business decisions. To help managers consider sustainability in all of their business decisions, the company has adopted the Novo Nordisk Way of Management as one of their primary operating tools. Included in the Novo Nordisk Way of Management are three pillars that should help to operationalise Novo Nordisk's corporate objectives: the facilitators, the annual (sustainability) reporting and the balanced scorecard. The significant question that remains, however, is to what extent each of these pillars is effective in influencing behavior at the operational level. Specifically, there are a number of issues that limit our ability to conclude that Novo Nordisk's management control systems are as effective as theory suggests them to be in ensuring the company's commitment to sustainability. First, is the use of the facilitators as they are crucial for integrating sustainability into business practic, e. It is the role of the facilitators to ensure that business units are concerned and act in accordance with sustainability. An example of a recent facilitation has been provided in Appendix One; however, we do not have any follow-up information to judge the effectiveness of the facilitators' recommendations. Second, is Novo Nordisk's annual sustainability reporting, which is used as a communication tool representing the corporate sustainability messages, results and future targets. This tool reports on the collective corporate level and is the