Novartis: The World’s Most Sustainable Healthcare Company

Based in Switzerland, Novartis is one of the largest pharmaceutical companies in the world, and describes itself as “an innovative medicines company”.

As Global Head of Social Impact & Chief Sustainability Officer, Korab Zuka leads global efforts at Novartis to embed social impact and sustainability into the core of the business. His work centres on maximising the impact of our medicines through innovation in access models and partnerships that extend reach to underserved communities.

With a proven track record in building impactful partnerships and driving health equity, sustainability, and social impact initiatives, Korab has contributed significantly to both private and public healthcare organisations. He has held senior leadership roles at Bristol Myers Squibb and Gilead Sciences, where he developed programmes that delivered measurable impact across global health and environmental priorities.

Korab’s approach is rooted in the belief that meaningful progress in health can only be achieved through collaboration. He champions cross-sector partnerships that strengthen the broader ecosystem and drive long-term, inclusive outcomes.

Korab shares his insights as Novartis is ranked in the third position in Sustainability Magazine’s Top 250 World’s Most Sustainable Companies 2025.

Please introduce yourself and your role

My name is Korab Zuka and I am the Global Head of Social Impact and Chief Sustainability Officer at Novartis. 

My role is centered on maximizing the impact of our medicines by embedding sustainability and social impact into our business operations.

I focus particularly on reaching patients who may not otherwise have access to our treatments, recognising that we operate as part of a broader healthcare ecosystem where collaboration and connection are essential to creating meaningful change. 

I joined Novartis at the end of last year, bringing experience from similar roles within the pharmaceutical sector.

How does Novartis approach sustainability?

We view sustainability as a strategic lever that drives long-term value. As a company we are very clear about where we can have the greatest impact and what underpins how we do business.

Our greatest impact comes from embedding inclusion and access principles across every stage of innovation – from R&D to commercialisation to operations – ensuring that we do our part in enabling our medicines to reach patients who need them. It can also mean looking beyond our medicines themselves to strengthen broader health systems through partnerships. 

Our community health models, for example, strengthen primary care in low- and middle-income countries by improving screening, diagnosis and treatment for diseases such as cardiovascular disease.

Underpinning how we do business is recognising that human health requires a healthy planet. We have science-based targets to reduce emissions across our business and supply chain by 2040 – 90% reduction in Scope 1, 2 and 3emissions. We focus on using resources wisely through reduced water use, waste reduction, sustainable sourcing, and biodiversity protection.

Equally important is building a culture where our people thrive personally and professionally, supported by strong leadership and our values-based culture of belonging, guided by stringent ethical standards.

This approach ensures we focus our capabilities where we can have the most impact.

How does recognition in the Top 250 Sustainable Companies list align with the company’s mission to improve global health and access to medicine?

The Top 250 list recognises companies that demonstrate measurable impact across core areas of sustainability – and, importantly, embed sustainability into the heart of their business models. This is fully aligned with our approach at Novartis, where social impact and sustainability are integral to how we operate and innovate.

We welcome recognition like this, but it is not our goal. Awards and rankings are encouraging, yet they are not why we do this. What this recognition reflects is our commitment to maximising the impact of our medicines – whether that’s being ranked number one in the most recent Access to Medicines Index, or through the unique innovation we are driving as the company with our industry’s largest global health pipeline for malaria and neglected tropical diseases.

While external recognition is motivating, it is the real-world impact on patients and communities that drives us to continue expanding access as part of the broader ecosystem and delivering on our mission.

Looking ahead, what are the biggest opportunities that you see?

There is real potential to rethink how we deliver impact, whether through innovative access models, new types of partnerships, or a pipeline that reflects the evolving needs of patients. In high-income markets, we are exploring targeted approaches to challenges like diagnosis, digital inclusion and culturally sensitive care, so that patients have the opportunity to benefit from the latest scientific breakthroughs.

Climate change is already reshaping global health, driving shifts in disease burden and placing new demands on health systems. Novartis is well positioned to respond not only by reducing emissions across our value chain, but by advancing a pipeline that supports emerging health needs.

And while we are proud of the role we play, we know we are only one part of a much broader ecosystem. Progress depends on collaboration across governments, civil society, and industry to build solutions that are sustainable, scalable and centred on patient impact.