Global Health Unit
Global Access Plans
Access to healthcare is at the core of what we do. Our programs focus on the most important public health needs and can cover a person’s entire experience: from prevention and detection, to early diagnosis and access, to treatment and care.
We have a proud, rich history of supporting societies around the world. To ensure this tradition continues, we launched Sanofi Global Health in April 2021. An autonomous, non-profit unit designed for long-term sustainability, Sanofi Global Health aims to sell products at affordable prices–or donate when necessary–and to support local capacity building. It will serve 40 low- and middle-income countries with an initial list of 30 essential medicines, including treatments for cardiovascular diseases, diabetes, cancer, malaria, and tuberculosis.
Dr Ariany Widiastuty examines Salim at Penyengat Olak Public Health Center in Jambi Province, Indonesia
An integral focus of the Sanofi Global Health is non-communicable diseases (NCDs), which are responsible for 41 million deaths every year.1 Of these, 37% are premature deaths affecting people between the ages of 30 and 69, with cardiovascular diseases claiming more lives annually than any other disease.2 NCDs disproportionately affect people in low- and middle-income countries, where more than 85% of premature deaths occur.
In sub-Saharan Africa, where most people live far from health facilities that offer targeted prevention and intervention, cardiovascular diseases are a leading cause of both morbidity and mortality and claim more lives every year than HIV/AIDS, neonatal disorders, and malaria combined.3,4,5 This is the only region in the world where mortality due to cardiovascular disease is on the rise.6 The financial burden of these diseases poses a new public health crisis that has paralyzed many health systems.7,8
That’s why we launched a multi-year, multi-country partnership between Sanofi Global Health and Medtronic Labs to expand access to healthcare for underserved patients living with hypertension and diabetes. Starting in Tanzania and Sierra Leone, we’ll work together to leverage digital health approaches and local health system partners to improve disease awareness, diagnosis, and management of diabetes and hypertension. We’re also combatting NCDs in Cambodia, in partnership with both Medtronic Labs and reach52, which delivers health services through its proprietary access health platform and products.
These programs will serve as a model for future community-focused chronic disease management programs, designed to support health systems as they build towards universal health coverage and the United Nations Sustainable Development Goals.
Even in countries with developed healthcare systems, patients may encounter difficulties accessing treatment for many reasons. Some people may have limited or no health insurance, or their country’s public health system does not reimburse the price of treatments. To help ensure no one falls through the gaps, we also work with health authorities and patient groups to supply free treatment to people with lysosomal disorders. First launched in the US in 1991, the Charitable Access Program now supports more than 3,300 people with five types of lysosomal storage disorders in over 70 countries across six continents. It has been extended to new countries, following approvals in Mozambique and Senegal.
In 2021, a total of 110,000 treatment vials were donated, enabling more than 1,000 patients with rare diseases to receive treatment.
Affordability is not the only barrier to access for many people. So too is the speed at which we launch new medicines into our different markets. To address this problem, our goal is to develop a global access plan for all new products, making them available in all chosen markets within two years of launch. This bold ambition will ensure that millions more people receive timely treatment and thousands of lives are saved. In 2021, we launched a pilot global access plan using one of our new treatments to develop a blueprint for the future.
1 World Health Organization (2021). Non-communicable diseases. Published 13 April 2021; accessed 3 March 2022.
2 University of Oxford (2019). Our World in Data: Causes of Death. Accessed 3 March 2022.
3 World Health Organization (2021). Non-communicable diseases. Published 13 April 2021; accessed 3 March 2022.
4 WHO Bulletin Volume 96(3); 2018 March 1.
5 University of Oxford (2019). Our World in Data: Causes of Death. Accessed 3 March 2022.
6 Amegah KA (2018) Tackling the Growing Burden of Cardiovascular Diseases in Sub-Saharan Africa. Circulation 138: 2449-2451. doi: 10.1161/CIRCULATIONAHA.118.037367.
7 Institute for Health Metrics and Evaluation (2018) Findings from the Global Burden of Disease Study 2017. Lancet Global Burden of Disease
8 Harvard School of Public Health and World Economic Forum (2018) The Global Economic Burden of Non-Communicable Diseases. Report.
Too many Americans still struggle to pay for their medicines and treatments due to out-of-pocket drug costs. Our Pricing Principles, launched in 2017, aim to promote a culture of transparency that is adopted not only in our industry, but across healthcare. The results can be seen in our 2022 Pricing Principles report that shows the average net price of our US medicines portfolio has declined for the sixth year in a row.
But it was also a year when all of us saw firsthand the impressive power of collaboration. Public authorities, scientists, and industry have worked closely together to discover, produce, and supply vaccines at a pace that has defied historical precedent. Each stakeholder brought its own skills to help solve a problem that no one could have tackled alone. We proudly played our part in this fight by mobilizing our industrial network to support the manufacturing of vaccines from other companies, and following the science to develop our own.
We are united behind a clear ambition to transform the practice of medicine, and meaningful progress was made on this front in 2021. Our pipeline is shaping up. We are closer than ever to what we hope will be a steady stream of breakthrough medicines and vaccines that will improve people’s lives.
We are also on a permanent quest to make life better for patients, partners, communities, and our own people. This led us to fully align and embed the ambitions of our societal impact strategy in our long-term business strategy.
While we will continue to be a “work in progress,” we took definitive steps last year to increase our impact. To name three: we created a non-profit Global Health business unit to increase the number of patients we can reach with our products; upgraded our commitments to fight climate change; and implemented a global standard for inclusive and equal parental leave.
All of our societal impact initiatives are spread across the company’s value chain. Every part of the organization has a role to play and a contribution to bring.
And it is because we are conscious of our increasing responsibility that we have again renewed our support for the United Nations Global Compact initiative and principles.
Chief Executive Officer
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