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Global Media Relations
Eric Althoff
Basel, Switzerland

+41 61 324 7999


Investor Relations

Monday - Friday,
8:30 a.m. - 5:30 p.m. GMT+1
(Central European Time)

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Report a suspected side effect (also known as an adverse event) related to a Novartis Pharmaceutical drug or a Novartis Vaccine.

Reporting side effects

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Targets and results

Expanding Access to Healthcare

  • Control and eliminate diseases

    Target 2013

    Continue to expand access to Coartem and Coartem Dispersible through new channels driven by the private sector in select malaria-endemic countries.

    Intensify efforts to build a multi-stakeholder initiative to work towards the elimination of leprosy.

    Result 2013

    Access to lower priced Coartem and Coartem Dispersible was improved through wider availability in the private sector of nine malaria-endemic countries, benefiting the emerging middle class population.

    Consensus reached on the way forward to eliminate leprosy, following an expert meeting convened by the Novartis Foundation in Geneva.

    Future targets

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

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

    Obtain health authority approvals and WHO prequalification for a new formulation of Coartem to treat adults with malaria with fewer tablets; the reduced pill burden is expected to improve adherence to treatment and possibly improve clinical effectiveness. Launch the new formulation in at least five countries in 2014, and another 10 countries in 2015.

    Engage at least 50 National Malaria Control Program managers and malaria experts in continuous exchange of learning and best practices via the online community in 2014.

    Expand disease awareness activities to reach over 60,000 children in sub-Saharan Africa in 2014.

    In 2014, support the training of over 15,000 community and facility-based health workers in sub-Saharan Africa to improve malaria case management.

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

    Anchor the electronic Tool to Improve Quality of Healthcare (e-TIQH) in Tanzanian health policy by 2014, as the supportive supervision tool to optimize overall quality of primary care, leveraging improved malaria management. Scale up e-TIQH to all districts across Tanzania by 2016.

    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 until 2020.

    Work with the African Union, the African-WHO, and the Pan-African-Cardiology Society to develop a policy roadmap aimed at controlling and eliminating Rheumatic Heart Disease (RHD) on the continent.

  • Pioneer new business approaches

    Target 2013

    Increase direct distribution to 50% of Arogya Parivar network.

    Expand Kenya social business pilot from three to 20 cells covering 1000 villages, and increase portfolio to 15 medicines covering four additional disease areas.

    Expand Vietnam pilot from four to 20 cells.

    Initiate pilots in Indonesia, Nigeria and Ghana.

    Result 2013

    Initiated direct distribution to about 25% of India Arogya Parivar network.

    Expanded Kenya program to 20 cells, covering a population of 1.4 million, and increased portfolio to 14 medicines, covering four additional disease areas.

    Expanded Vietnam program to 10 cells, covering a population of 1.2 million.

    Pilot launched in Indonesia; Nigeria and Ghana launches deferred to increase focus on four existing country programs.

    Future targets

    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.

    Working with the Ministry of Health and the Lusaka University Teaching Hospital in Zambia, reach healthcare workers in 20 clinics and communities in 50 schools with an Rheumatic Heart Disease (RHD) awareness campaign, screen at least 3,000 children for RHD and train 50 healthcare workers in RHD diagnosis and treatment in Zambia by 2016.

    Initiate filing submission of five local, price-discounted brands of existing medicines in Middle Income Countries in 2014. Initiate filing submission of 40 local, affordable brands of existing medicines during 2014-2016. Launch 100 discounted pricing access schemes (Patient Assistance Programs and Managed Entry Agreements) for medicines in emerging markets during 2014-2016.

    Donate products to more than 1,500 medical missions between 2014-2016, to enable more than 80,000 cataract surgeries to be performed among underserved populations. Donate medicines to more than 15,000 patients who cannot afford their medication through Alcon’s Patient Assistance Program in the US each year between 2014-2016.

    In 2014 the Novartis Patient Assistance Foundation, Inc. plans to provide free medications worth an estimated USD 500 million to about 70,000 US patients who are experiencing financial hardship.  Between 2014-2016, we plan to provide medications worth over USD 1.5 billion to about 170,000 patients.

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

    Working with local ministries of health and hospitals, support the setup of clinical study sites for investigative trials in China and for bioequivalence and ethnic sensitivity studies at least four African countries and Brazil. Train healthcare workers in each of the sites in good clinical and good laboratory practices (clinical data management, pharmacology, bioanalytics and regulatory issues).

    Make USD 5 million per year available for trainings and health systems improvement in the developing world, with focus on Africa. Support scientific capacity building through hands-on trainings of 500 scientists and clinicians per year and through targeted equipment transfers to universities and hospitals in the developing world; focus areas include drug discovery and clinical development-related topics, including pharmacology, clinical trials, epidemiology, regulatory sciences and vaccinology.

  • Find new treatments

    Target 2013

    Successfully complete clinical POC study for KAF156. Identify new preclinical compound to eradicate liver-stage infection of Plasmodium vivax. Continue Phase II clinical testing for KAE609 against Plasmodium falciparum and vivax.

    Results 2013

    Phase II clinical studies with KAE609 demonstrated rapid parasite clearance for both types of malaria (vivax and falciparum); long-half-life of the drug supports a once-daily oral dosing regimen.

    Clinical Proof-of-Concept study with KAF156 achieved a positive outcome (parasite clearance of plasmodium vivax and falciparum).

    New malaria target identified with potential to treat multiple stages of the malaria life cycle, including liver-stage infections of plasmodium vivax.

    Entered agreement with an Indian biopharmaceutical company (BioE) to deliver affordable vaccines against typhoid and paratyphoid fever.

    Future targets

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

    Continue clinical development of KAF156.

    Obtain health authority approvals and WHO prequalification for a new formulation of Coartem to treat adults with malaria with fewer tablets; the reduced pill burden is expected to improve adherence to treatment and possibly improve clinical effectiveness. Make the new formulation available in at least five countries in 2014, and another ten countries in 2015.

    Between 2014 and 2016, invest at least USD 35 million per year into research for vaccines and medicines targeted at diseases that disproportionately affect populations in the developing world. Diseases include, malaria, Dengue fever, diarrhea, Chagas Disease, Leishmaniasis and African Sleeping Sickness.

    Bring new medicines and vaccines into the clinic by 2016 (at least one compound against Dengue fever and one vaccine) and advance into preclinical toxicity testing at least one compound against Chagas disease and Leishmaniasis by 2016.

Doing business responsibly

  • Lost Time Injury and Illness Rate (LTIR)

    Target 2013

    Sustain 2012 performance of Novartis Group and improve Alcon Division performance by 12% based on 2012; 0.14 including Alcon.

    Result 2013

    LTIR: 0.12
    (LTIR including Third Party Personnel (TPP) 2012: 0.16)
    (LTIR including TPP 2013: 0.13)

    Future targets

    Include Third Party Personnel (TPP) in LTIR and achieve a Group performance of 0.14 or less.

    Reduce Serious Injury and Fatality cases by 10% vs. baseline number of cases in 2013 in medium term (2014-2016).

  • Total Recordable Case Rate (TRCR)

    Target 2013

    Reduce TRCR of Novartis Group by 5% and improve Alcon Division performance by 7% based on 2012.

    Result 2013

    TRCR: 0.42 (6.8% reduction on 2012)
    (TRCR including TPP 2012: 0.52)
    (TRCR including TPP 2013: 0.44)

    Future targets

    Include TPP in TRCR and achieve a Group performance of 0.46 or less.

  • Be Healthy

    Target 2013

    Expand and further embed Be Healthy in Novartis culture with a particular focus on topics of interest to associates, for example, energy management and resilience.

    Result 2013

    In 2013, more than 9,000 Novartis associates in over 40 countries participated in the Global Corporate Challenge®. These associates walked, cycled and swam an average of 13,742 steps per day, effectively pushing well beyond the unhealthy 3,000 daily step count of an average worker and the 10,000 steps a day recommended by the World Health Organization. The GCC is a leading corporate health initiative where teams of associates race around a virtual map of the world.

    Future targets

    Increase Novartis associate participation in the GCC by 5%.

  • Global Employee Survey

    Target 2013

    Global Employee Survey to be administered in March 2013 to include new Alcon associates. We will communicate results and identify focus areas based on employee data, develop action plans, and begin implementation at global, local and functional levels. This third cycle will allow us to continue to be able to compare our results to historical benchmarks.

    Result 2013

    Global Employee Survey was administered in March 2013, and included new Alcon associates.

    Future targets

    Conduct Global Employee Survey in 2015.

  • Diversity and Inclusion

    Target 2013

    Accelerate inclusion throughout the organization:

    • Maintain or improve the GES favorability rating of 77 for Diversity & Inclusion category, which is above external Pharma benchmark.
    • Maintain or improve the GES Employee Engagement Score of 82.
    • Maintain or improve Inclusion index on GES of 71.

    Implement aligned group and divisional D&I strategy actions:

    • Develop and execute quarterly scorecards, measuring gender and/or local representation in leadership, as well as diverse succession pipeline.
    • Execute talent strategy (programs including EFLP, BOOST and LEAD).

    Result 2013

    The 2013 GES showed a slight decline in score for the D&I category to 69%, with Alcon integration and a new question likely impacting the score.

    There is a slight decline in employee engagement scores to 79% showing resilience among associates.

    Overall a slight decline in the Inclusion Index to 65%. One key area of decline: Level of involvement in decision-making (61% in 2013 vs 70% in 2011). Factors affecting decline:  Additional 5 questions from 9 to 14 questions in Index.

    As part of the Organizational Talent Review process, gender and local talents in emerging markets are reported and tracked.

    Efforts are ongoing to implement scorecards in all divisions, including Pharmaceuticals, Alcon and Sandoz, which measure gender and local representation in leadership as well as succession pipeline.

    Integrated people management scorecard in Pharmaceuticals to include diversity related goals under development.

    Talent programs: Talent Management programs to increase diversity have been conducted, EFLP Alumni (Pharmaceuticals), OWL (Oncology), BOOST and LEAD: Talent Centricity.

    Future targets

    Maintain or grow Inclusion Index score from 65% in 2015 GES (to maintain or increase score of 65). Maintain or grow Employee Engagement scores from 79% in the 2015 Global Employee Survey (e.g. female employee engagement)

    By 2015, grow representation of women at top three 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
  • Living wage

    Target 2013

    Continue using established process to update living wage levels annually and adjust associate salaries that are below those levels.

    Result 2013

    Completed wage-level review. Four employees were identified to be earning less than a Living Wage, and salaries were corrected upwards.

    Future targets

    Continue using established process to update living wage levels annually and adjust associate salaries that are below those levels.

  • Energy Efficiency vs sales1

    Target 2013

    Improve by 15% by 2015 based on 2010.

    Result 2013

    11.4% improvement based on 2010

    Future targets

    Improve energy efficiency 15% by 2015 and 18% by 2016, based on 2010.

  • Total GHG emissions

    Target 2013

    Reduce total greenhouse gas (GHG) emissions by 15% by 2015 and 20% by 2020, including carbon offsets, based on 2008.

    Result 2013

    GHG emissions (gross emissions minus offsets, including Scope 1 on-site and from vehicles and Scope 2 from purchased energy) totaled 1 530 kilotons CO2e (carbon dioxide equivalent), a reduction of 13.7% compared to 2008, and a reduction of 1.1% compared to 2012. 

    This result was achieved through the implementation of numerous energy saving projects at Novartis sites worldwide, the increased purchase of green electricity and the continued shift to more fuel efficient company vehicles.  In addition, carbon offsets from Novartis owned afforestation and agro-forestry projects in Argentina and Mali resulted in compensation of 96 kilotons CO2e during 2013.

    Future targets

    Reduce total GHG emissions by 15% by 2015 and 20% by 2020, including carbon offsets, based on 2008.

  • Scope 1 GHG emissions from vehicles

    Target 2013

    Decrease by 20% by 2015 based on 2010.

    Result 2013

    21.6% reduction based on 2010

    Future targets

    Reduce Scope 1 GHG emissions from vehicles, based on 2008 by:

    • 2014: -16%
    • 2016: -24%
  • Water use

    Target 2013

    Specific water saving targets issued to top 10 sites in water scarce regions.

    Result 2013

    In 2013 Novartis conducted a Water Savings program at its 10 manufacturing sites with highest water footprint located in water scarce areas, such as in India, Southern California, Texas and Turkey. The program included the detailed analysis of water flows in a water audit, the evaluation of water savings potentials and a commitment to reduction of the site’s water footprint. Water savings projects identified are being implemented with savings between 10 and 20%. Water footprint is determined as water lost and water output for treatment is monitored at all Novartis sites worldwide. Water scarcity is evaluated for all Novartis manufacturing locations using the Global Water Tool of the World Business Council for Sustainable Development and scarcity indicators of the World Resources Institute.

    Future targets

    Continue the Water Savings program in 2014 and apply experience of potential water savings identified in 10 additional manufacturing locations.

  • Volatile organic compounds emissions halogenated

    Target 2013

    Keep more than 45% below 2008 level by 2015.

    Result 2013

    105 tons (54.8% reduction based on 2008)

    Future targets

    Decrease emissions compared to 2008 baseline by:

    • 2014: <140t (-40%)
    • 2016: <120t (-48%)
  • Volatile organic compounds emissions non-halogenated

    Target 2013

    Keep more than 40% below 2008 level by 2015.

    Result 2013

    894 tons (46.0% reduction based on 2008)

    Future targets

    Decrease emissions compared to 2008 baseline by:

    • 2014: <1040t (-37%)
    • 2016: <960t (-42%)
  • Hazardous waste efficiency (Intensity per Production)

    Target 2013

    Improve efficiency of hazardous waste not recycled by 10% by 2015, based on 2010.

    Result 2013

    5.7% decrease in efficiency

    Future targets

    Improve efficiency of hazardous waste not recycled, based on 2010, by:

    • 2014: -8%
    • 2016: -12%

  • Non-hazardous waste efficiency (Intensity per FTE)

    Target 2013

    Improve efficiency of non-hazardous waste not recycled by 10% by 2015, based on 2010.

    Result 2013

    18.6% improvement in efficiency

    Future targets

    Improve efficiency of non-hazardous waste not recycled, based on 2010, by:

    • 2014: -8%
    • 2016: -12%
  • Integrity & Compliance

    Target 2013

    Roll-out Code of Conduct refresher campaign.

    Deliver 2013 e-Training curriculum, including annual Code of Conduct training and certification to all associates.

    Strengthen Anti-Bribery controls.

    Improve on-boarding and career development tools for Compliance Officers.

    Provide training of Novartis Compliance Officers in the Company Level Controls concerning Code of Conduct, Anti-Bribery and Professional Practices.

    Result 2013

    Code of Conduct reminder campaign rolled out globally.

    Novartis implements an annual compliance e-Training curriculum for all Divisions worldwide that addresses key policy updates, identified risks, and legal requirements.

    In 2013 eight e-training courses were rolled out: Anti-Bribery, Misconduct Reporting (BPO), Responsible Records Keeping, Adverse Event Reporting, Responsible Procurement, Social Media for Private Use, and the annual Code of Conduct and certification. The Code of Conduct and certification was completed by 113 092 Novartis associates2.

    Anti-bribery controls included in Divisional control frameworks with global application.

    Developed tool for supporting career development discussions for Compliance Officers.

    Conducted face-to-face training workshops on Company Level Controls for Compliance Officers in all three Legal/Compliance Regional Meetings in 2013.

    Future targets

    Each operating unit will implement an annual assessment of top risks in marketing and sales, and design and execute a mitigation plan. Strengthen misconduct prevention by conducting regular cross-functional meetings between Internal Audit, BPO, Corporate Security and Integrity & Compliance to review misconduct case statistics and identify root-causes. Deliver 2014 e-Training curriculum, including annual Code of Conduct training and certification to more than 95% of Novartis associates with email addresses. All Integrity & Compliance Officers have a development discussion with their manager and have a development plan in place. Global Employee Survey 2015: Have more than 90% of participants in the global employee survey agreeing or strongly agreeing with the following statement: “I understand the Novartis Code of Conduct”.

  • Responsible Procurement

    Target 2013

    Complete global implementation of RP into lower-risk regions with associated training of all procurement associates.

    Integrate RP into new supplier onboarding requirements, including strategic procurement decisions.

    Launch second capability building project in a different high-risk region.

    Result 2013

    Responsible Procurement implementation for all procurement professionals completed by conducting 45 webinars to reach procurement professionals in lower risk regions. In addition a second wave of 20 face to face Booster trainings were conducted in Germany, Switzerland, China, Singapore, Malaysia, Japan, and India.

    Ethical Risk assessment is integral part of supplier on-boarding and embedded in the procurement supplier selection, negotiation and source to award process.

    RP Projects were launched in 2013:
    A project with our contractors to address systemic labor rights issues in a major Biotech construction project in Latin America. This includes providing training for all contractors working on the site, raising awareness among site workers of their rights and responsibilities through site induction program, setting up a worker hotline, and periodic audits using a labor rights not for profit specialist agency.

    A Round Table was held with our key suppliers in India, with the aim to raise awareness of our ethical expectations, and to engender open honest discussions around the challenges suppliers are facing. The event included two practitioner workshopscovering labor rights and health, safety & environment. These workshops were led by Novartis’ own production site staff, who were able to show how we ourselves had responded to some of those same challenges.

    Future targets

    Pilot ethical risk considerations through the entire procurement lifecycle of two selected product categories: from strategy setting to managing supplier performance. Launch two capability building projects in different high-risk regions, i.e.  establishing practitioners working groups for Labor Rights and Health, Safety and Environment with the aim of facilitating pragmatic dialogue around the systemic issues the industry faces and how to respond to those issues.

  • Animal Welfare

    Target 2013

    Continue to promote and monitor best animal welfare practices. Advance 3Rs initiatives in all Divisions. Develop guidelines for the rehoming of research animals. Decrease ratio of total number of animals used in research to R&D spend.

    Result 2013

    NIBR 3R award for the best NIBR contribution to the global 3R initiative, NAH innovation award for the AW category and NVD implementation of Quality Control Innovation Facilitators.

    3R award annually and awards for each of the 3Rs (Reduction, Refinement, Replacement).

    Guidelines for the rehoming have been developed and need further review and approval by the GAWC (Global Animal Welfare Committee).

    The R&D spend numbers will be published by end of Q1 2014.

    Future targets

    In 2014 implement an onboarding tool for all new Novartis employees on Animal Welfare and the responsible use of animals.

  • Government Relations / Lobbying

    Target 2013

    Engage stakeholders to focus on patient outcomes and fast access to high quality medical therapies.

    Safeguard medical research and ability to innovate.

    Educate stakeholders on Novartis Commitment to Corporate Responsibility.

    Result 2013

    Engaged various stakeholders in multiple countries to maintain patient access to cancer diagnostics. Engaged government and other stakeholders to shape high-quality biosimilars approval pathways. Supported legislative proposals avoiding unsafe use of medicines based on economic considerations. Supported the creation of top up options to provide cataract patients with wider treatment choices. Supported existing orphan drug legislation which is enabling access to treatment for patients with rare diseases. Supported fast-track procedure established to allow negotiation and commercialization for innovative drugs and orphan drugs within 100 days.

    Worked with EU stakeholders to establish new watch list concept for priority substances and encouraged high standards for science that is used to make policy decision for medicines. Supported existing IP protections related to biosimilars exclusivity. Engaged government and other stakeholders to improve IP protection and innovation in India, amongst others as part of the TPP (TransPacific Partnership) and TTIP (Transatlantic Trade and Investment Partnership) FTAs. Operationalized Novartis participation in IMI (Innovative Medicines Initiative) aimed at boosting medical innovation and efficient sharing of knowledge. Worked with major trade associations to foster framework conditions enabling medical research and ability to innovate (USD 23.5 million).

    Educated political stakeholders on Novartis commitment to patient access to medicines via Patient Assistance Programs. Engaged in Development of a Novartis Patient Academy to support patient empowerment and strengthen their participation in the Healthcare System discussions. Participated in panels and public events in EU, US and other countries to share Novartis commitment and activities relating to access to medicines in developing and emerging markets.

    Future targets

    Provide a report on key public policy engagement and Novartis positions with the goal of:

    • Helping healthcare systems to become more effective in improving patient outcomes
    • Protecting IP as a fundamental enabler for innovation
    • Enabling access of patients to high quality Biosimilars
    • Ensuring quality and ethical conduct in interactions with political stakeholders
    • Guidance for interactions with Public Officials and advocacy activities
    • Training on Novartis stance on key issues of public policy
  • Stakeholder engagement

    Target 2013

    Conduct materiality analysis to identify the key corporate responsibility issues that impact our company based on surveys and interviews with internal and external stakeholders and incorporate results into decision-making and 2014 planning.

    Organize stakeholder dialogues in New York and Geneva on improving access to quality healthcare.

    Work with patient community to help change attitudes toward and understanding of COPD. Encourage better disease awareness and education for dermatological conditions such as psoriasis. Support the global Heart Failure Coalition to increase understanding of the burden of disease, economic impact and treatment options. Improve knowledge of what life is like with MS and help patients connect to exchange experiences.

    Contribute to defining the Global Compact LEAD position on the role of the private sector in the Sustainable Development Goals process (post 2015).

    Result 2013

    Completed best-in-class materiality analysis, with input from 43 internal and 50 external stakeholders. Identified key issues in three clusters: Access to Healthcare, Governance and Ethical Business Practices, and Research & Development.

    Stakeholder dialogues organized in New York in collaboration with Columbia University on improving access to healthcare and in Geneva on community-based health insurance in collaboration with the International Labour Organization.

    Received annual COPD Foundation Award for significant contributions to providing global access to the COPD Foundation’s educational portfolio.

    Hosted first-ever Global Dermatology Patient Organizations Forum, in Zurich, with 20 patient advocates from four continents exchanging experiences and discussing social media outreach.

    Co-hosted second International MS Patient Summit in Dublin with MS Ireland, with 66 participants from 14 countries. “MS My Story” has been low; Novartis plans to partner with an MS patient organization in 2014.

    Actively contributed to process and content development of the Global Compact LEAD position document.

    Future targets

    Publish process and results of materiality analysis, and conduct at least two stakeholder events on key material issue in 2014.

    Organize three stakeholder events to advance dialogue on how to overcome challenges resulting from unequal access to healthcare. Hold three scientific meetings per year focused on global health issues and neglected diseases.

    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. This is an ongoing target that will depend upon campaign design in each of the three years.

    Support global campaign to empower symptomatic patients to recognize possibilities to improve quality of life.

    Support the International Federation of Psoriasis Associations (IFPA) petition to WHO to recognize psoriasis.

    Join the European Brain Council around the Year of the Brain campaign and support the Believe and Achieve project to provide job opportunities to people with MS.

    Leverage the results of the Cost and Burden of Eye Diseases and Preventable Blindness study with new local data in 10 additional countries and support local roundtable discussions.

  1. Calculated with sales changes in CC
  2. Active Novartis associates with email addresses