Sanofi

The corporations on our annual list of the world's 500 largest companies combined to generate $41.7 trillion in revenue over the past year.

Fortune Global 500

What companies are leading in innovation in Europe in 2025?

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The European edition of the Fortune 500, ranking companies by revenue.

Fortune 500 Europe

The corporations on our annual list posted aggregate revenues of $41 trillion for the second year in a row.

The corporations on our annual list of the world’s largest companies delivered a record $41 trillion in aggregate revenues.

The first-ever European edition of the Fortune 500, ranking companies by revenue. 

F500-Europe-2023-Sanofi

French drugmaker Sanofi had revenue of $47.7 billion in 2022, boosted by surging demand for its leading eczema and asthma drug Dupixent, which accounted for $8.8 billion in sales alone.    
<ul> 
 	<li data-leveltext="●" data-font="Verdana" data-listid="26" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Verdana&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;●&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="1" data-aria-level="1">Earnings rose 19.7% to $8.8 billion compared to the previous year. Despite new generic competition for its multiple sclerosis pill Aubagio, high drug launch costs and unfavorable currency movements slowing progress in 2023, the company’s performance helped to restore investor confidence, which had been shaken due to disappointing clinical trial results.  </li> 
 	<li data-leveltext="●" data-font="Verdana" data-listid="26" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Verdana&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;●&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="2" data-aria-level="1">However, shares fell 19% in one day in late October 2023, erasing a year of gains that had taken the stock to an all-time high, after Sanofi issued even weaker guidance for 2024. It also announced its intention to spin out its consumer care division as early as late 2024. </li> 
</ul>

Aggregate sales hit $37.8 trillion last year—an increase of 19%, the highest annual growth rate in the list’s history.

Total revenue for the world’s biggest companies fell 4.8% to $31.7 trillion this year—the first decline in half a decade.

Revenues inched up 1% at the French pharma giant, which is still in the early stages of a five-year turnaround plan launched by CEO Paul Hudson, who took the reins at Sanofi in late 2019. That means aggressive cost-cutting, and leaning into strengths like its world-leading flu vaccine division. The company is also looking for other uses and billions in sales from its eczema drug Dupixent. Despite its flu vaccine dominance, Sanofi has lagged in the COVID vaccine race, with its two candidates still in trials. The company is also reorienting its development pipeline around flourishing areas like oncology and immunology. Sanofi’s profits surged 346.8% thanks to its divestment of its stake in Regeneron, the U.S. biotech.

This year's Fortune Global 500 generated $33.3 trillion in revenues and $2.1 trillion in profits.

G500-2020-289-Sanofi

This year's Fortune Global 500 generated $27.7 trillion in revenues and $1.5 trillion in profits.

This year's Fortune Global 500 generated $27.6 trillion in revenues and $1.5 trillion in profits.

The world's 500 largest companies generated $31.2 trillion in revenues and $1.7 trillion in profits in 2014. Together, this year's Fortune Global 500 employ 65 million people worldwide and are represented by 36 countries.

Global business is back. After limping through a worldwide financial crisis and economic slowdown, the 500 largest companies ranked by revenues shattered all sorts of performance records in 2013: They racked up combined revenues of $31.1 trillion, up 2.5% from 2012, and profits soared 27% to nearly $2 trillion. China’s 95 companies (up from 89 last year) posted $5.8 trillion in revenues. The U.S. has four fewer companies on the list than last year but remains (for now) the country leader, with 128 corporations on the list—including No. 1 Wal-Mart Stores—reporting $8.6 trillion in revenues. 

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Get insights into Sanofi including business profile, stock information, news, and rankings from Fortune.

Sanofi (SNY): Company Profile, Stock Price, News, Rankings

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Paul Hudson

Sanofi CEO: AI might beat IQ, not EQ — but never say never

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Ryan Hogg

Sanofi’s chief digital officer says remote work means employees lose the ‘serendipity’ needed to innovate

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Bloomberg

L’Oreal sells €3 billion of Sanofi stock back to drugmaker

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Mahnoor Khan

Olympian Jordan Chiles is setting her sights on a new goal: raising awareness of type 1 diabetes

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https://fortune.com/2025/09/02/sanofi-ceo-paul-hudson-artificial-intelligence-adoption-pharmaceuticals/?itm_source=parsely-api

Sanofi's chief digital officer says remote work means employees lose the 'serendipity' needed to innovate

https://fortune.com/europe/article/sanofi-chief-digital-officer-remote-work-employees-lose-serendipity-needed-innovate/?itm_source=parsely-api

Why Chrissy Teigen is speaking out about her 6-year-old's Type 1 diabetes diagnosis

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Peter Vanham

Forget expensive coaches, Paul Hudson, CEO of Sanofi turns to his three children for advice: ‘Through their eyes I get a glimpse into what the future looks like for the next generation’

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Jurgen Hecker

France's top-selling painkiller may be sold to the U.S. and is causing the nation a splitting headache

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Alex Chriss, President and CEO, PayPal
Paul Hudson, Chief Executive Officer, Sanofi
In conversation with: Kristin Stoller, Editorial Director, Fortune Live Media

Fortune Global Forum 2024: Competing In the Global Marketplace - Strategies For Growth

Conferences

Hello, everyone. All right, Alex Paul. Thank you so much for being with me here today. So you both come from two vastly different industries but have kind of parallel stories. I think. So you both lead decades old brands. Um but are relatively new, Ceo S Paul. You've been at snowy five years, Alex. You uh just had your one year anniversary. Congratulations. Um And you both, you made some giant pivots in your very short but very productive time. So, Alex, let's start with you. Um You've called yourself an underdog in the past. Uh You took over at a time when paypal stock was struggling a bit. So what would you say has been the biggest pivot you've made in the past year? Yeah. Well, first, thank you for having me here. It's been fantastic to be with you all. Um You know, paypal 25 year old company, uh one of the most well known brands in the world. Uh We also have the Venmo product, which again is a top brand, so incredible products uh serving hundreds of millions of consumers and tens of millions of merchants. Um but a product and uh uh a company that I think had lost its way a little bit uh from an innovation standpoint. And so coming in, uh what I really wanted to do was get the innovation muscle back and open up the addressable market that we could go after. So go after. So one of the things I've really focused on in this past year is changing the mindset of the company and the mindset of the external world from being just a payments company, which is what we were all known for uh to really focusing on commerce and commerce, you know, spans so many other things from the moment a consumer tries to find something all the way through to, you know, post purchase. And with the data that we have with the technology that we have and with the talent that we have, uh that's an opportunity for us to uh to expand and really become a commerce company. And Paul, you've had a bit of an easy last week. Um You uh your company prepared to sell a steak in your consumer health. You know, Paula, can you tell us about what this means for your overall business strategy? And if it's a bigger pivot for you, well, we um I'm five years as you know, so if you produce almost a billion dollars of a billion doses of vaccines and medicines every year were absolutely focused on miracles and breakthroughs for patients, but it wasn't always that way. And five years ago, we decided to double down on being best in class or first in class, doing things that companies, drug companies had never done before to try and treat unmet need, take more risk. But in areas where we were strong and we had great capability and we stepped back, in fact, from quite a lot of the areas where we thought we couldn't offer real radical breakthrough for patients to step change in efficacy or safety. And so, uh part of that streamlining and taking us towards a pure play by a farmer was to exit our consumer business and you reference it, uh we're gonna uh exit about 50% through private equity to CD. Nr uh who we think will create even more value for patients and those that go into the pharmacy in a trusted way to get what they need and, and we'll focus on chasing miracles, which is really what we're supposed to do and what we're designed for. And I think what we're best at and we're, we're well underway in achieving that. Excellent. And I know we talked about this a lot today already. Um but have the results of the election last week, I impacted how you're looking at your 2025 strategy at all, especially Paul for you with health care. And is there anything top of mind? Well, the first question we ask ourselves with any administration, of course, governments are changing in most major markets. The vast majority of the world going to vote at some point over the last 12 months and coming 12 months. And um it's really about what will it do in terms of changing access to health care, access to medicines? That's what we ask. And you know, we hope the democracies choose the right leaders. But beyond that, um we want to know what will it mean for out of pocket here in the US. What will it mean for making sure innovation is rewarded that scientific jobs are encouraged and they can proliferate even more and we can do incredible things. So we come at it almost entirely from uh you know, a health care innovation angle and, and that never changes. We're always iterating and I think most big businesses look at it through some lenses, Alex, any, any thoughts for you, you know, very similar. You know, we start first and foremost, working customer back. And so we focus on our customer, nothing based on the election changes, how we serve our customers. Um But six months ago, you know, we took the leadership team aside and said we need two playbooks and, you know, post election, we'll pull one of the playbooks out and throw the other one away. And so, um you know, we'll, we'll run with the playbook that we have now. But, you know, otherwise our focus is really on the customer makes sense and I want to come to the audience scene for questions. So think of any you have and feel free to raise your hand. Um But first, Alex, I want to talk to you about acquisitions because you've said publicly that paypal had done too many acquisitions. Then of course, a big one for millennials like me. Um But how you approaching acquisitions over the next few years, is that something you want to keep doing inorganic growth is, is gonna be an essential part of uh of our long term strategy. But at the same time, I feel like you have to earn the right to be able to, to get into the market and, and find the right acquisitions and coming in new, really taking a look at, at, you know, a number of acquisitions that the company had done over over the previous, you know, four or five years. I wanted to make sure that we were on stable footing. And so we're working really hard internally right now, uh focused on our organic growth focused on ensuring what's core uh and what's context uh delivering on our strategy and then we'll look into the market and, and figure out how we grow in organically, Paul, what about you? Well, I'm just thinking about Venmo actually, I mean, I have paypal but my, my kids are a bit older like, hey dad, I'll Venmo, you um knowing, I don't, knowing I don't have it, which means I never get it right. But I think that's uh I think that's, they, they know that I'm never on the receiving end. Um um, but, but the, um, you know, for us, uh we really doubled down in October last year. We declared that we were going to invest uh 700 million more a year in our own R and D. And we've spent five years uh improving our probability of success. How sophisticated our machinery is to make the right decisions on which medicines to double down on. We've built out our desire to be the world's leading immunology player and we stay very open minded to acquisitions. We typically guide that when the 2 to 5 billion range where we can to do things. Um because, you know, buying uh science early for those that don't really follow the healthcare sector in phase one when you've got about 789 years to go um to uh you have a 90% chance of failure. And typically you want to buy a really great phase one asset given the 500 million to 2 billion range depending on how exciting it is with a 90% chance of failure. And so we have tried to use A I and other things to improve our probability of success. Set a high bar comparing external opportunities with our own science internally to say just simply does it make sense. And um so we're picking off the areas where we think we can do something really revolutionary for patients and that's the exciting thing now. So, like everybody, we look to see what could be the next great thing and stay open minded about that. Tell me more about that. I'd love to talk about A I um especially I feel like in health care, how are you incorporating it ethically and into your, both your decisions and your, the research that you're doing? Well? I, I think um first of all, you have to have rules of the game. We have an ethical A I uh review board. So almost all of our projects go through that. But I think we need to uh be a bit more sophisticated in how we calibrate the A I initiative. First of all, I think there's a lot of A I washing a lot of CEO S we were talking about there is doing A I projects to say they're doing it. Most ceos I that I've met talk more about A I as cyber risk and perhaps a little too much Terminator Two and Skynet. And perhaps not enough actually, really understanding what the opportunity could be. And we break A I down to a couple of components, what we call expert A I that could revolutionize a structural biology to be able to target an ruggle disease by designing a molecule that can tax to receptor. You don't need to understand, you just need to, it's bloody difficult. So that's A I can really help us with that. And then we have, and we're very careful about how many people get access to that. What it means a lot of intellectual property around that. On the other side, we have snack. A I, which I, I phrase a coin just because, you know, a lot of a I is like people using ways or people getting an informed decision. Should I turn left or right at the end of the street? Sometimes I think I know better than ways. I don't frankly. And so it's just I got to get in the car, drive it, but I'd love to get the nudge about whether it's better to turn left or right. And so we have about 18,000 people using A I every day in sackable format to make better decisions. We call decision intelligence, democratized data to unleash the resources of the company. That's actually more fun than people realize. And I have the whole company on my phone leave with this little nugget on it, which is every morning I wake up and I get like Instagram notifications and it's in our business, which is a sort of €45 billion business. You know, it, it tells me where I should look to create more value where I should look to pull back and it's processing the entire data set for the entire company real time. And that's useful for me to be able to have data real time. The other right through all the levels of the organization cured for me and my interest much like say Instagram, but in a business context and that's giving us a competitive advantage I believe versus the naysayers on A I last comment would be A I is a huge opportunity and we can't sort of be deniers. Uh but we do have to manage the risk, but we really have to go for the opportunity. Yeah, that makes sense. And if you have an Instagram, I think you also need a Venmo. So we'll come back to that in a bit. I'll tell you. Yeah. Um and Alex, you made uh some big announcements at paypal. Um You have talked about smart receipts, fasting, tell us about this, the new, the new interesting things you're doing over at paypal. Yeah, so tremendous uh focus on uh on innovation and really again, delivering for the customers. I wanna, I wanna comment on A I um and how we think about it as well because it, it, it moves to some of our, our innovations. So we've been using A I for, you know, a decade as you can imagine uh when it comes to risk and fraud and ensuring that we've got the data to make the right payment decisions for people. Um But one of the things that, that we think a lot about now is with 40 million small business merchants that use our platform to be able to accept payments around the world. Um There's really two paths that A I can, can lead us down. Um in order to be successful with A I, you need a tremendous amount of data and need a tremendous amount of really good data scientists. Well, those are two things that small businesses don't have. So there is one path where the largest merchants in the world just get really, really good at personalization, really, really good at ads, really good to make sure that that Instagram feed is personalized to you. And the small businesses are left behind. We see that as our opportunity and our responsibility to be honest, to be able to say, look, let's build a platform where we can leverage the scale that we have the data that we have and give to our small business merchants. The opportunity to be able to personalize their uh their data, find the right customer at the right time price. It in the right way, ensure that the purchase is done and then have the follow up with a smart receipt that says, hey, you're a new user how but I'd like to bring you back and maybe give you a discount so that we can have a follow up. And so all of the innovations that we're putting out our customer back and customer focused, but leveraging A I and trying to democratize the data that we have, the data scientists that we have the scale that we have and put it in the hands of, you know, the small businesses around the world that that really need it. Mi maybe that's this brilliant uh uh point really the the snack initiatives that we run, we deliberately decided to keep them open. So other comp every time we innovate other companies that are now on the same platform can use because even our data set as huge as it is, isn't enough. And we want everybody to benefit a bit of a sort of all boats rise. Uh I didn't realize you could do it like you're doing it to the individual retail. I think it's so important. Otherwise you just left behind and even in big companies, it can still apply to. And so we, there's an open nature that I think, and I think historically, maybe perhaps more in health care, people like to innovate and then keep things very much to themselves, perhaps even as a competitive advantage. And if you, if you join healthcare because you want to do good and you wanna make people better, the all boats rise has to be part of the phenomenon. And A I is maybe our first moment in health care to be able to do that. That makes a lot of sense. Um I wanna go to the audience. Any, any questions we have out there. So he went down here, Alex Jink in silico medicine. Uh My question is to Paul Hudson. Uh Paul, you are the first CEO who openly stated that they are going all in on A I. Uh and you did it just on the right time. Uh when generative A I started uh truly producing miracles. So how do you assess the productivity uh increases that uh you see at Sanofi and also the shareholders recognize the value of what you are doing and give you credit for that. Well, I think it's gonna take a while for shareholders to give us any uh bump in sentiment based on the fact that we're doing it. I think the proof of the pudding will come in our success rate to your uh first part of your question. Um If, if our, if our probability of failure is 90% in phase one and we can drop that to 80% with A I, you know, over the next three years, that is a log change in ability to reinvest more in chasing miracles. And so what we're hoping for is those probabilities of success get stacked uh cumulative into the positive for us. And so there's one point just doing better, what we do today, more informed, more reliably with more predictive capability. The other part is doing things we've never done before and, you know, we've met before and I've seen some of the work, for example, you do it in silico. And I understand, um you know, uh being one of the first companies to bring a medicine through which I think is one of your objectives that was rooted in discovery in A I, you know, it has never been done before and you may be the first we will see, but we have to then go on and do that ourselves because that's the next great battleground to do something incredible for patients to anyone else going down here. Thank you, Alex and Paul. Uh great insights and perspective. Thank you. I have a question and we, Jeff, I'm a founder and president of sustainability woman in the world. It's a nonprofit. And so my question is around sustainability. I want to congratulate both of you for setting net zero by 2040 for paypal and 2045 for so no fee and access to funding for uh small to mid size businesses. I think it's like over 2 billion and also access to 30 medicines um to 40 more of poorest countries around the world in the Trump era. And you talked about uh Alex, the, the two playbook under the Trump Trump playbook. How would uh sustainability strategy and roadmap in context of innovation? A I would, would, you know, how, how would you uh you know, what does that look like in terms of continuing to do uh great, making great progress in, in paypal and similarly for, for you to uh Paul in, in context of, you know, the Anti VX uh discussions that are going on on the Trump era. What, what, what are some of the strategies under that playbook that you can share with us. Thank you. Yeah, I guess I, I hit it just, um, you know, sort of for us, regardless of, of administrations, we have a mission for the company and we follow uh where our customers are and when I go around the world and meet with small businesses, sustainability is top of mind for them. And so when we talk to our end use c end user customers, when we talk to our small businesses, when it's important to us, and it's important to our customers. Um We have a strategy we will continue to execute on that strategy. And you know, obviously, whether it's, you know, I mean, when you're a global company, uh you deal with different regulatory issues in every part of the world. And so you find a way through uh when you have a clear strategy and you're serving your customers, so nothing I think is gonna change for us, we will just continue to, to march forward. And so I know we're running out of time here. But if you could give me just a few things that the, the, the the backs Antiva discussion is really about um data and facts. And I just implore everybody always just to go to uh you know, trusted sources for the data because the data supports uh the use of vaccination um on uh just to give you some sense of perspective, 95% of the carbon um negative in healthcare is is actually uh scope three. So it's a real challenge for us is the partners we work with and we have to work in together to try and address that because that's a lot right. We work, we will be at net zero. Long before the date that you suggested though, you're very well informed by the way, but long before those dates, um it's about them moving our partners at the right speed with the right level of accountability. Just a couple of things for you to realize the delivery of health care is 5% of global emissions and more than airlines. But 95% of that is not making medicines. It is somebody driving needlessly to a hospital, driving around and around it, looking for a parking space for a non-essential visit that could have been done remotely in a hospital that's overheated or over cooled. And then perhaps somebody that is prediabetic who will create about 16 tons of carbon in their lifetime who becomes diabetic because they weren't coached properly, didn't make the right life choices and create 48 tons of carbon. So I passionately lead with King Charles and others, a project on decarbonizing the delivery of health care because that delivery is going to be critical. We're chasing the miracles that an O now we've got to work on the rest of it to make sure when the patients get access to those medicines it can really change the impact on the environment because ultimately, there's a convergence between climate and health and that's the next big battle grade battleground. After that, we'll do our best like everybody else. Amazing. Thank you both so much. I appreciate it. Thank you.

Zak Brown, Chief Executive Officer, McLaren Racing Paul Hudson, Chief Executive Officer, Sanofi In conversation with: Alyson Shontell, Editor-in-Chief, FORTUNE; Co-chair, Fortune Global Forum 

Fortune Global Forum 2023: Driving Forward With Data 

Sanofi CEO Paul Hudson describes the other efforts we need to take to return to normal, and details Sanofi's vaccine efforts.

Successful COVID-19 vaccines are just the first step to ending the pandemic

Leadership

Sanofi CEO reflects, details Sanofi's vaccine efforts.

COVID-19 vaccines are only first step to ending the pandemic

Paul, Thank you so much for joining us and to talk about the big topic of the day. All of these new coronavirus vaccines that are coming to market Pfizer is the first company to get approval from the U. K. And it's vaccine could be distributed in just a few more days. What's your reaction to all this? Well, I'm proud, right? I've been in the industry 30 years, and, uh, these are the days that I think people really start to understand the value of what we do real time. Um, it's incredible. It's tremendous progress. We of course, we hope to provide some additional progress ourselves at some point. But right now it's about just trying to do the right thing. We said all along that we thought we crack the science somewhere across the industry. And then we get to some of the complexity about rolling things out and the logistics but very proud to be part of this industry, incredibly proud. And it's a It's an important day, of course. Yes, very important day. Well, as you know, there's a lot of optimism and hope because of all of these vaccines that have been coming to market. Yet you write in an op ed piece in the Financial Times saying that to be covid 19 will take far more than a new vaccine. What do you mean by that? Well, I think we shouldn't just declare victory because we have the vaccines. They are clearly an incredible component in solving this puzzle and getting back to normal. But there's an excessive challenges. Of course there is distribution. There is, um, frozen refrigerators. There are good numbers of syringes. Um, containers. Um, you know, there are a lot of individual components that we must get right. We must share learnings. We must look at what's happening in the UK now, what will happen shortly in the US and say, Okay, how do we get much more efficient at these things? How do we bring those things forward so that everybody that needs to get it and and as soon as possible? And I think, you know, it's just step on, Really? And now we've got to get on this journey, and I am confident, by the way that I think we can do that. But it doesn't stop. Just with the authorization of the vaccine. You also bring up the whole issue about public fear of taking a vaccine, what you call vaccine skepticism. What do you think it's going to take to get people to buy in? And what do we need to do to reassure the public that this is a safe thing and the right thing to do? Well, you know, it's it's a huge question. First step, get the vaccines, make them available. And I think we're working very hard on that. I think we're gonna work with government. We're going to work to help make sure that we're sharing the information real time so that people know that although we moved quickly, we didn't cut any corners and that the safety and efficacy is there for all to see. And regulators have approved it and step forward and encourage people to get vaccinated. Because, of course, while some people may feel there not a risk, they may be putting others at risk. And I think this is one where we have to work together. All of us myself included my own family included to step forward because it's going to be very important that we have the right information to feel confident to go forward and get vaccinated. And without that, I think it's it's challenging for people. But we really must crack that. And I think we will. I think as things move and as people realize the flexibility that comes with this sort of opportunity to have a health passport to move to events, to travel, to do those things that they become real, I think you'll see a huge adoption and we should. Well, exactly, that's the case. And, you know, we're hearing so many people ask this question, and I'm sure you get asked this a lot. Like when do things get back to normal businesses, reopening people, going back to work and just feeling safe to be in large crowds? What's your prediction? So I think while it may take a year or so to get everybody vaccinated, I think people are gonna start to feel the difference much sooner than that. I think you're going to see, as vaccines become available in large numbers, huge volumes and, uh, centers to go and get vaccinated, become a super efficient and waiting times decrease in all these little pieces. I think you'll find that people will start to be saying, Hey, I'm scheduled. I'm going to go next week. I'm going to go the week after and and it will become more commonplace. So I think as we get through, you know, the spring and into the summer, I think you'll start to notice a real difference. And then, of course, it takes time to capture the entire world. As you can imagine, there are very few undertakings ever been done like this. But I think we'll start turning a corner by the middle of next year and then keep the hard yards going after that. So I'd like to get a status an update of what's going on at sanity with the vaccine research that you're doing. I understand you have two vaccines that you're working on along with GlaxoSmithKline. When will those be ready for regulators to take a look at? Yeah, so we have to, uh, to attempts. We have one recovered and back lit bars platform that is, you know, something we used to make influenza vaccine that we know is sort of tried and trusted. And we should get the results coming up in the next week. We're excited about that. We'll see what happens. We have to be able to cross into a Phase three program. And of course we have an mRNA program that a little bit later, but we think will play a part towards the end of next year. So I think what's really important really well, for me as well, just coming out of my first year as CEO to see a company mobilized to this extent to see the raw, purpose driven nature of what people are doing. I you know, I think it would blow people's minds to spend an hour or a day following our scientists, our manufacturing folk. Just watch how purpose driven everybody is, how they desire to play a part and how they're sacrificing a lot themselves and being away from family and doing these things to keep the transformation of the company moving, but also to bring those vaccines forward and very proud, by the way, what's happening in this company and and very proud of the people that are stepping up to try and make these things possible? Well, Paul, you have the CEO for a year, and what a year it's been with this pandemic for a new CEO. What would you say is the most important thing that stood out for you most important experience in this past year? You know, I think it's been challenging you, of course, but incredible for me taking over at Sanofi. You know, I've seen an organization mobilized entirely purpose driven at speed, agile and doing things in an unprecedented level. I mean, I'm a little bit blown away. I think if people spend five minutes an hour day following our people around, they would be like you're very patient and purpose driven. I'm just absolutely blown away by how unstoppable our organization is, and and I want to keep that. And we hope that some of that energy and excitement will carry on long after long after this. Well, looking ahead to the next year or the year after, what are some of the changes that you've made because of the pandemic or some of the practices that you adopted that you do hope will stick around as you run the business? Well, I think firstly, a collaboration with partners, of course, other peers in the industry, but importantly with regulators and how quickly we've been interacting real time and hope some of that stage because there's huge unmet medical need and lots of breakthrough medicines that are coming. They're really need that sense of urgency after this, right? A lot of the time with Children has come from speeding up those interactions internally. I think people would be shocked that we've just kept going with our clinical trials, begun four major clinical trials and multiple sclerosis, for example. We've continued to innovate on do picks, and we've done things that you wouldn't have thought possible. And we're doing it often remotely or learning new skills about how to monitor patients remotely and electronically. That really was not something that would have thought we could have done even months ago or a year ago. So many of those things, I hope, stay because those efficiencies and that has to bring breakthroughs forward faster, really can't be sacrificed after we really must keep going. I'm very proud of. We've kept making medicines and how we kept trying to discover medicines throughout the whole of the pandemic so far, and it will continue that way.

[ MUSIC ] Hi Paul, so good to see you. Thank you so much for joining us from Paris for this virtual interview so that we can discuss the research that's Sanofi is doing to combat Corona virus and actually, I understand that you just announced a collaboration with an American biotech company translate bio to develop a vaccine. How promising is this project or is it too soon for us to get our hopes up? It is quite big news because it takes normally 10 years to make a vaccine. And our collaboration with translate bio goes on top of collaboration we have with BARDA. We're all shots on goal right now, different mechanisms, different players, so that we can get there in 12 to 18 months max. So in case this thing, circles background, we're ready Actually you are collaborating on a lot of projects. Tell us about your partnership with Regeneron pharmaceuticals and the drug that you are already testing in clinical trials. Yes, so we are underway and have in excess of 100 patients already in clinical trials on Kevzara for use in the most severe setting for those with coded nine mean it's a very productive long time collaboration with regeneron. And it's very interesting. You can see us or here as late at night planning clinical studies, how to do it how to get medicine, to hospitals to make sure patients get it. We hope there is small evidence and we want to hope and prove in a very fast Timeline just weeks that it can make a difference to those pre ventilation and it can really do something to get them off oxygen we will find out but we're mobilized. Everybody's on it 24 seven and if it works, we'll be well placed to try and bring it to as many people, Patients as possible .>> The other drug, Paul, that is getting a lot of attention is hydroxychloroquine. This is an anti- malarial drug that Sanofi makes and sells. Do you think that really could be a cure For Corona virus well is to say, but I do know if you look at the data some patients have did very well and some haven't. But we have to be optimistic. Just to give you a sense of context. I was at our distribution center last week, with the permission of the French government. I was allowed to go and visit it. To see it being packed in readiness, because if it works, we must be ready. And so we're all hands on deck doing everything we can, You know, everyone is looking for that silver bullet that's gonna solve the problem and your scientists at Sanofi are working very hard. They're very smart. What is it gonna take, how long is it gonna take for, wherever it is, any drug company around the world, to come up with a cure? We're hearing sometimes a year, two years, what is your timetable? So in terms of cures, it is the two years, three years, whatever it may be. It's at the moment, as you've already pointed out. It's about taking existing medicines, where we understand the medicine and really applying them. Vaccines is really the big hope. And, we're one of the biggest and proudest and oldest vaccine companies in the world. And we're running two different programs. Now the Translate bio program we mentioned, and a small program out of protein sciences that we talked about in a partnership with BARDA. To really go after trying to be able to vaccinate the Healthy People next year. I mean, that's got to be our goal in case this thing comes back around so that we can protect as many people as possible. Paul, it was just six months ago that you became CEO of Sanofi. So you are a new CEO and now you've been hit with this unprecedented pandemic. And you just said a moment ago, that how you You're getting everybody to come together in your company to package these medicines. I understand you've also been doing regular video conference calls with your influence. What's the key thing that you're telling them? When we first met, I was very early into my tenure as CEO and I was explaining how I'd been on a listening tour I'd been around the world I've been trying to establish the dialogue with People. I was doing it I think for the right reasons, but I can tell you it's coming back to me tenfold right now. People are very open to telling me where we need to do more where we can share more, communicate more. They're very open to a two way conversation. People are thanking us for complete transparency right across the organisation. Well, letting people know what we know categorically. And where we have areas of ambiguity and what we think are best guesses. And people just want to be involved and see the thinking evolve. There's a very high degree of trust, and people incredibly purpose driven and even since the time when we last spoke just several months ago, I can feel the purpose of nature. The camaraderie and coming together of the company is really something I've just never seen before. so impressed with how people responding and showing up. That's so good to hear. Paul. So far you have not announced a single layoff at Sanofi. What are you doing to make sure that you can keep everyone working or on the payroll at least So no we haven't and it's certainly our goal not in that situation. We are doing essential work over 90 % of our manufacturing stuff is showing up for work right across the world including France, Italy, Spain. So the purpose driven nature of the shop is so high We are staying very close to everybody and letting them know what they asking them what they need and what we can do to help. But I have to tell you, I've never seen anything like it. For those that are at home and who are homeschooling. You know, I myself, isolated at home and trying to balance those things. We're trying to make sure people's mental health is in good shape. Provide contact dialogue, conversation, SMS, whatever it takes to that people don't feel like they're on their own. And just yesterday, we kicked off the opportunity because people are demanding it some online education to help our organization raise its game to come back stronger. And we are oversubscribed, over 6000 people yesterday, subscribe for an artificial intelligence seminar. Just to keep learning keep get ready for when we come back. That's such an upbeat message and it's so good to hear that but you know these are stressful times especially for a new CEO like you. You are in charge of $ 40 billion company you have a 100, 000 employees who are counting on you. What is the one leadership belief you have that is helping you navigate through this horrible crisis. Cheer, brutal transparency. We're just not hiding anything. We're just putting everything out there. Letting people respond to it, we're answering every question, we're asking questions and we're just making sure that there was no ambiguity for people where there doesn't need to be, people seem to need to know real time. They are reading it, they are seeing it on the news, its being reported. They need to know our view, where we stand and what it's gonna to have an impact. And that's what's motivating people. That's what is keeping everybody close.

Sanofi is working with Regeneron and BARDA to create effective treatments.

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Sanofi is working around the clock to create treatments.

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