NOVARTIS
underscored the structural challenges around equity in healthcare.
Later, he moved into the corporate world with senior roles at Gilead Sciences, Bristol Myers Squibb and now Novartis. Each step expanded the scale of his impact, drawing together themes of sustainability, philanthropy and access to innovation.
“ Each of the roles I’ ve had, I’ ve gravitated toward places that enabled me to see real-world impact,” Korab says.
Moving to Novartis Joining Novartis after years in US-based positions has brought both professional and personal transitions. Now based in Switzerland, he is leading Novartis’ sustainability and social impact agenda, combining a long track record of corporate responsibility with a new global perspective.
“ I’ ve always admired Novartis,” Korab says.“ It has been on the leading edge when it comes to both social impact and sustainability. Even if you look at our net zero target, it’ s set for 2040: one of the most ambitious in the pharma industry.” What impressed him most was not just the bold goal-setting but the focus on execution.“ When you actually dig into the execution, you see so much work happening to substantiate those aspirations. That’ s admirable for anyone joining in this space.”
Shaping a unified strategy Upon arriving at Novartis, Korab took time to learn the organisation from the inside.“ Anytime you join a new organisation, it’ s important to spend time getting
“ IN ORDER FOR PEOPLE TO HAVE HEALTHY LIVES, YOU HAVE TO HAVE A HEALTHY PLANET”
Korab Zuka, Global Head of Social Impact and CSO, Novartis
to know the teams, the culture, the way things get done,” he explains.
In parallel, he began shaping the company’ s evolution of its social impact and sustainability strategy. Novartis already holds some of the strongest ESG investor ratings in the pharmaceutical sector. Its consistent position at the top of indices such as the Access to Medicine Index and Sustainalytics is viewed internally as a product of long-term commitment.
“ The ratings are the by-product,” Korab says.“ The real story is in the infrastructure and effort across years.”
His task has been to refine the company’ s direction.“ Our strategy is now fully anchored in our mission – making sure we do our part so that our science reaches more patients. We use social impact and sustainability as levers to maximise that mission.”
22 January 2026