At Sandoz, this change runs deeper than a new framework or a checklist of targets. Our purpose, which underlies everything we do, is to pioneer access for patients globally. At the same time, we understand the critical importance of making sustainability a daily part of our work, from the decisions made in laboratories and production sites to those shaping global supply chains. Some efforts are small and local while others are bigger and reach across countries and continents, but all are connected in a shared approach to responsible, resilient operations.

Our ambitions are clear: reaching net zero emissions by 2050 through renewable energy agreements, site-by-site efficiencies, and decarbonisation through partnerships with our suppliers. Yet, the real momentum lies beyond the numbers. It comes from the thousands of colleagues across the company who challenge and rethink familiar processes, find new uses for existing resources, and see constraint as an opportunity to innovate.

Next year, we hope to have our decarbonisation targets validated by the Science Based Targets initiative (SBTi). Our job moving forward is to double down on our sustainability efforts, including those described in this article, and to implement new programmes to ensure we meet these targets.

Find out more from four of our leaders on how they are embedding sustainability into their work from the lab to the supply chain, revealing how sustainability grows through people, decision by decision.

Kate Ahern: Head of ESG at Sandoz

What began as a search for alternative sugar sources evolved into a collaborative cross-industry partnership between Sandoz and the local dairy industry. “We’ve learned to bridge differences between pharma and dairy production,” she says, “working closely with our partner to ensure continuous lactose supply and fulfilment of the specific requirements for the pharmaceutical industry.” The result, she believes, proves that “regional sourcing can deliver on multiple fronts – sustainability and competitiveness alike.”

Beyond the technical achievement, Jedner highlights the cultural impact: “There's something meaningful about using resources from local farms and dairies. It reinforces that we're not just a global pharmaceutical site that happens to be located here; we're genuinely integrated into the Tyrolean economy and community.”

“When people realise that a well-established and optimised production process can be reimagined successfully, it also opens their minds to other possibilities,” she adds. “It’s made sustainability something people can see and touch – in this case, literally a big storage tank on our facility grounds is filled with lactose from local Tyrolean cows.”

“The first step to apply for the certification is pretty simple and straightforward,” Scheidl explains. “Lab leads receive a questionnaire with around 35 questions for analysts and managers to answer. They submit the response through the My Green Lab platform and, after a few weeks, receive detailed feedback, assessing their status and proposing opportunities for improvement.” Labs then spend several months implementing changes – from switching off instruments over weekends to adjusting ventilation in safety cabinets – before being re-assessed and certified.

What matters most, Scheidl says, is how it changes mindsets. “The analysts love it. They’ve been begging me to get this programme up and running. They feel they can contribute to sustainability through their daily actions – taking small steps like switching off an instrument makes a real impact when scaled globally.”

That sense of purpose reaches beyond the workplace. “My team members tell me they now look more at energy saving and waste reduction at home,” she says. “It’s encouraging them to think differently.”

For Scheidl, the certification is part of something bigger. “Sustainability is a commitment to systems, structures, and cultures, as well as the environment,” she says. “Start with the people, not just the planet. When we lead with authenticity and create safe environments, people are free to speak up and challenge the status quo – that’s where true innovation takes root.”

"Automation is something that we’ve proactively embedded into our operations to enhance efficiencies and reduce waste in our manufacturing processes,” she explains. “In Germany, you now have the retirement wave of the baby-boomer generation, which basically means that one-third of the population will be missing in operations,” Müller says. “Thinking sustainably has been beneficial, not only from a cost aspect, but also from a workforce availability perspective as we move more into automation.”

That thinking connects directly to the company’s environmental goals. “Our ESG ambition is to become carbon neutral by 2050,” says Müller. “It can’t only be that we reduce our footprint by having renewable energy in place. We also need to become leaner and more agile – using equipment that consumes less energy and delivers more efficiency.”

One such example is a five-year project to develop a compact end-of-line packaging system. “Five years ago, we weren’t able to install an end-of-line packaging system because we simply didn’t have the space,” she says. “It took us five years to develop a small-scale piece with two robotic arms that now fit into our operations – reducing headcount needs and improving energy efficiency.”

But for Müller, the shift is as much cultural as it is technical. “You need to create a culture where an innovative mindset is intrinsic,” she explains. “If you announce that you’re reducing headcount by implementing automation, this creates fear. The culture has to support the strategy.”

For her, sustainability, technology, and people are inseparable. “We need to make shift work more attractive for our people by reducing manual workload, and that is a key driver for us,” she says. “Automation helps us stay competitive, but it also helps us build a future where efficiency and humanity go hand in hand.”

That influence is far-reaching. “Across Scope 1, 2, and 3 emissions, procurement activity influences 86% of our carbon footprint,” De Proft explains. “More than 70% of that comes from Scope 3 – the goods and services we procure from our suppliers. So, achieving decarbonisation requires supplier engagement, procurement change management, and business transformation.”

Sandoz has developed a tailored roadmap through 2030 and beyond, segmenting suppliers by strategic importance and maturity in setting science-based targets. “We have deep partnerships and joint development agreements with our suppliers,” she says. “We support them on their decarbonisation journey or to explore alternative sources – it’s about meeting our suppliers where they are and going on this journey together with them.”

Progress is already visible. “We secured a power purchase agreement that will cover 90% of our European electricity demand – a big milestone in our sustainability efforts,” De Proft notes. “We’re very intentional about achieving our goals, while doing it in the most economical way.”

As De Proft notes, sustainability is no longer an “add-on” in the market, but a differentiator. “There are tenders where maybe you don’t come out as the lowest-cost contender,” she says, “but regions like Europe and the Nordics value long-term sustainability. Provided we deliver the highest quality, it becomes a competitive advantage – proof that purpose and performance are not mutually exclusive.”