NOVARTIS
to an industry-leading net zero target for 2040. Within this, the toughest challenge is Scope 3 emissions: indirect emissions from suppliers such as logistics and purchased goods. Embedding ethics and leading with integrity are also viewed as business fundamentals, to earn the trust of patients, partners and society.
Decarbonisation through partnerships and data As of 2024, Novartis has already reduced GHG emissions from its own operations by 20 % from it ' s 2022 base year, and by 71 % since 2016. It is now focused on achieving it ' s absolute GHG emission reduction targets of-90 % for Scopes 1 and 2, and-42 % for Scope 3 by 2030.
“ This is the biggest challenge, not just for us but for the entire industry,” Korab notes. The approach has relied on supplier engagement, improved data quality and pre-competitive collaboration.
Korab highlights Novartis’ membership in the Sustainable Markets Initiative, launched by King Charles III( then Prince of Wales). The forum brings industries together to accelerate sustainable supply chain transformation.
“ With suppliers, the first step is engagement: assessing the carbon footprint at the product level, then prioritising for action,” Korab says.“ We also ask every supplier we work with to commit to environmental sustainability standards.”
Building better data frameworks is essential.“ In some categories we still rely on spend as a proxy for emissions,” Korab reveals.“ Improving that data is critical to accelerating reductions.”
Driving social impact in practice Korab’ s greatest focus is deepening the real-world reach of Novartis’ medical innovation. For him, sustainability is not achieved unless the company addresses health inequities head-on.
“ Our biggest opportunity is reaching underserved populations in high-income countries,” he explains. In the US, for example, rural populations often struggle to access advanced treatments.
26 January 2026