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Global Media Relations
Eric Althoff
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Targets and results


Find out how we performed versus our Corporate Responsibility targets in 2014.


We have a comprehensive set of Corporate Responsibility targets set for 2015 and beyond.

Expanding access to healthcare

  • Controlling and eliminating disease

    In 2015, invest USD 5 million on scientific and clinical capacity-building in the developing world (e.g. set of clinical study sites, epidemiology, and drug discovery-related scientific areas). Reach about 1,000 clinicians and scientists who are leaders in their respective field and partner with at least five key institutions (e.g. university teaching hospitals or research institutes, societies and ministries of health).

    In partnership with local experts, screen 3,000 children for rheumatic heart disease (RHD) in 50 schools in Zambia by 2016. Enroll up to 20 local clinics in RHD prevention study. Hold second expert workshop with Pan-African Society of Cardiology, WHO and African Union to develop effective RHD prevention and treatment strategies.1

    In 2015, obtain health authority approvals for Coartem® 80/480, new formulation to treat malaria patients with fewer tablets, in at least 25 countries. Launch new formulation Coartem® 80/480 in 25 countries in 2015.2

    Match up to 3 million malaria treatments through the Power of One partnership with Malaria No More by mid-2015.

    In 2015, complete pilot of SMS For Life 2.0; to deliver healthcare worker training and medicine stock management as well as disease surveillance modules through tablet computers to healthcare workers in all 300 public facilities in Lagos State.

    Pioneer “Targeted Parasite Elimination” in Namibia to build the knowledge to shrink the malaria map by 2018.

    Intensify the fight against leprosy by demonstrating the feasibility of an innovative approach toward zero transmission of leprosy in several sites across Asia, Africa and Latin America; and by continuing to provide free multidrug therapy (MDT) to all leprosy patients through WHO by 2020.

    Supply 20 million tablets of dispersible amoxicillin (Amoxicillin 250 mg DT) to UNICEF to reach up to 1 million children during 2015, ultimately supporting the reduction deaths among children under 5 from infectious diseases, including pneumonia.

    Donate products to more than 1,500 medical missions from 2014 to 2016, enabling more than 80,000 cataract surgeries to be performed among underserved populations.

    Scale up electronic Tool to Improve Quality of Healthcare (e-TIQH) to all districts across Tanzania by 2016.

  • Pioneer new business approaches and delivery models

    Provide health education to 12 million people through at least 300,000 community education meetings in rural communities across Kenya, India, Indonesia and Vietnam by 2016.

    Initiate filing submission of 40 local, affordable brands of existing medicines during 2014-2016, and launch 25 affordable original brands of existing medicines in 2015-2016.3

    Register 5 local brands of existing medicines in middle income countries in 2015.

    Launch 100 discounted pricing access schemes (Patient Assistance Programs and Managed Entry Agreements) for medicines in emerging markets during 2014-2016.

    Expand access to Coartem® and Coartem® Dispersible through new private sector channels in at least five additional malaria endemic countries by 2015.

    Develop roadmap in Ghana for nationwide scaling of telemedicine project, in expansion phase to reach national scale by 2017 by inclusion in Ghana Health Services.

    Conduct Basic Emergency Obstetric and Newborn care trainings for 200 HCPs (midwives) in Ethiopia to serve more than 40 000 pregnant women in 2015. Trainings to be facilitated by Ethiopian Midwives Association (EMA).

    Provide medications worth USD 1.5 billion to about 170,000 patients through the Novartis Patient Assistance Foundation, Inc. between 2014-2016.

    Donate medicines to more than 15,000 patients that cannot afford their medication through Alcon’s Patient Assistance Program in the US each year between 2014-2016.

    Train 80% of top 150 Novartis senior leaders on holistic healthcare system-level partnerships with Ministries of Health by the end of 2015.

  • Finding new treatments

    In 2015, invest USD 20-25 million on neglected disease research and advance one compound into clinical testing for Leishmaniasis (or other kinetoplastic parasitic disease) and one novel antimalarial compound into preclinical testing.

    Until 2019, continue to develop key clinical compounds, such as clofazimine to treat drug resistant tuberculosis and make successful compounds available at affordable costs in developing world countries where the diseases are endemic.

    Continue Phase II clinical testing with KAE609 (for the treatment of malaria) in combination, and identify other partner compound opportunities to be combined with KAE609 for further and complementary drug product profiles.

    Start development of KAF156 as a therapeutic agent for the treatment of malaria.

  • Stakeholder Engagement

    In 2015, engage stakeholders to shape healthcare systems reforms focusing on improving patient outcomes.

    In 2015, engage in discussions with governments to develop tiered pricing approaches.

    In 2015, support / foster Universal Health Coverage and prevention projects in selected countries, in close collaboration with local governments (e.g. in South-East Asia) and associations.

    During 2014-2016, drive advocacy activities linked to World Sight Day in at least 20 countries, to highlight the importance of eye health through community-based events, broader corporate messaging and support, and by partnering with key NGOs.

Doing business responsibly

  • Embed ethics and governance

    Deliver 2015 e-Training curriculum, including annual Code of Conduct training and certification to more than 95% of Novartis associates with email addresses.

    Have more than 90% of participants in the 2015 Global Employee Survey agreeing or strongly agreeing with the following statement: “I understand the Novartis Code of Conduct”.

    Revise Global Operating Procedures (GOPs) on non-compliance and third party auditing, as well as Novartis Animal Welfare Policy, following reorganization of Novartis divisions in 2015.

    Evolve the India Supplier Practitioners Working Group on Labor Rights and Health, Safety and Environment with the aim of facilitating pragmatic dialogue around systemic issues the industry faces, from a project into a sustainable and independent mode until the end of 2016.

    In 2015, regulatory inspections of manufacturing sites without major findings or further action recommended or taken by Health Authorities, should be above 95%.

  • Strive for environmental sustainability

    Improve energy efficiency by 15% in 2015, based on 2010.4

    Continue the Water Savings program, aiming to cover top 20 sites of high water scarcity and to achieve 10% savings at top 10 sites.

    Reduce total GHG emissions, including carbon offsets, based on 2008 by:

    • 2015: -17%
    • 2020: -20%5

    Reduce Scope 1 GHG emissions from vehicles, based on 2010 by 30% by 2015.6

    Decrease halogenated volatile organic compounds emissions to less than 90 tons by 2015.7

    Decrease non-halogenated volatile organic compounds emissions to less than 700 tons by 2015.8

    Hazardous waste efficiency (Intensity per Production): improve efficiency of hazardous waste not recycled, based on 2010, by 10% by 2015.9

    Non-hazardous waste efficiency (Intensity per FTE): Improve efficiency of non-hazardous waste not recycled, based on 2010, by 15% by 2015.10

  • Care for and engage associates

    In 2015, sustain Group performance level of Lost Time Injury & Illness Rate at 0.14 or less.

    In 2015, sustain Group performance level of Total Recordable Case Rate at 0.46 or less.

    Implement Serious Injury and Fatality prevention program, including enhanced contractor safety management standards.11

    Conduct Global Employee Survey in 2015.

    Maintain or increase Inclusion Index score from baseline of 65% in 2015 Global Employee Survey.

    Maintain or increase Employee Engagement scores from baseline of 79% in the 2015 Global Employee Survey.

    In 2015, maintain Novartis associate participation in the Global Corporate Challenge at 10% of global workforce.

    By 2015, grow representation of women at top 3 seniority bands to:

    • 25% female representation in corporate executive group (CEG; Executive officers who set the strategic and /or operational direction of the organization) positions
    • 30% female representation in job family band 1
    • 35% female representation in job family band 2
  • Stakeholder engagement

    In 2015, convene at least two stakeholder events, one Symposium and one expert meeting to secure input on progress against Corporate Responsibility related material issues, and seek input on whether specific issues should receive increased or decreased focus by Novartis.

    Provide feedback to participants in 2013 materiality assessment and progress against three priority areas of Access, Ethics/Governance and R&D.

    Incorporate the patient perspective along the clinical trial process (design, patient journey, consent form, awareness, etc.) in at least 10% of Novartis clinical trials by 2016.

  1. The Zambian Rheumatic Heart Disease program is an example of a capacity building program.
  2. Adjusted target to meet more stringent metrics.
  3. Adjusted target to meet more stringent metrics.
  4. Updated target to reflect development of new Health, Safety and Environment (HSE) strategy in 2016.
  5. Adjusted target due to excellent performance.
  6. Adjusted target due to excellent performance.
  7. Adjusted target due to excellent performance.
  8. Adjusted target due to excellent performance.
  9. Updated target to reflect development of new HSE strategy in 2016.
  10. Updated target to reflect development of new HSE strategy in 2016.
  11. Adjusted due to difficulty measuring change.