all. While there are commonalities, each region faces unique barriers. That’s why identifying the right partners is essential. This is the power of shared expertise – not as a top-down transfer, but as a horizontal exchange that strengthens local systems and accelerates innovation. Over the last three years I have seen this model in action. Sanofi’s Global Health Unit has mobilised over 112 capacity-building programmes in collaboration with 69 partners. We have continually taken stock of our initiatives – learning from challenges and evolving our approach. What’s clear is that the most effective partnerships are those that begin with aligned expectations, embed local leadership from the outset, and have the backing of government stakeholders. That’s how we move from programmes to systems – and from short-term wins to lasting change. THINKING HOLISTICALLY: ECOSYSTEM APPROACHES TO NCDS It’s important to keep in mind that the future of NCD care in LMICs isn’t just about medication. The path to better health begins with knowledge. Patients need education to manage their conditions. Healthcare workers need training to provide appropriate care. Health systems need robust data to allocate resources and funding effectively. And communities need to be empowered to make informed choices within the constraints they face. Only by addressing these interconnected needs – education, training, data, and empowerment – can we build resilient ecosystems that truly transform NCD care in LMICs. Today, NCDs are a test of our global health priorities – and right now, we’re failing. To close this gap, we must rethink how we invest – not just financially, but in human capital, local leadership, and long-term partnerships that can help build resilient health systems from the ground up. NCDs are not just a health challenge. They are a test of our political courage, our strategic vision, and our commitment to equity. The time to act is now. ▪ “ For long-term impact it is important that we go beyond government engagement and build partnerships with NGOs, community organisations, and local innovators”
and ongoing patient support for sustainable impact. Compounding this challenge is the contraction of traditional global aid requiring us to explore innovative financing mechanisms that can provide sustainable, predictable funding streams. IMPACT INVESTING: ALIGNING EXPECTATIONS AND OUTCOMES Impact investing represents a crucial innovation in addressing the NCD financing gap. By bringing together investors seeking both financial and social returns with healthcare providers, communities, and local entrepreneurs, we can create sustainable funding models that outlast traditional aid cycles. The key to success lies in aligning expectations from the outset – establishing clear metrics that matter to all stakeholders and creating governance structures that ensure accountability. But impact investing isn’t just about capital. It’s also about commitment. Mentoring and strategic guidance for investees can be just as important as funding. The investment of human capital and expertise helps entrepreneurs in LMICs build capabilities to scale their businesses and deliver local solutions for NCDs. When expectations and outcomes are properly aligned, impact investments have the potential to transform healthcare delivery models, making them both financially viable and effective. This alignment supports improved health outcomes that drive economic returns, which in turn enable further investment in health systems. Overcoming the barriers to NCD care demands more than funding – it requires partnerships that are equitable, have a shared purpose and local ownership. These partnerships must go beyond transactional initiatives and become alliances that have the potential to strengthen health ecosystems. THE POWER OF PARTNERSHIPS: BUILDING SYSTEMS, NOT JUST PROGRAMS For long-term impact, it is important that we go beyond government engagement and build partnerships with NGOs, community organisations, and local innovators. The needs of vulnerable communities are not one-size-fits- JON FAIREST
the share of global health funding currently targeting NCDs diseases (NCDs) to LMICs between 2011-2025 $ 7 trn < 2 % the projected cost of noncommunicable
Jon Fairest leads Sanofi’s Global Health Unit, a not-for-profit, sustainable social business model expanding access to 30 Sanofi medicines in 40 countries with the highest unmet needs. Since joining Sanofi in 2002, he has held various roles, including General Manager in multiple countries, Head of Africa Region, and Head of External Affairs for
Eurasia, Middle East and Africa. X-TWITTER @sanofi impact.sanofi.com
Health: A Political Choice – The Future of Health in a Fractured World 59
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