“Doing the right thing even when it’s difficult or unseen.”
Since joining Novo Nordisk as a graduate in 2012, Elin Jäger has developed her career at the crossroads of strategy, sustainability, and corporate affairs. In 2025, she became Vice-Chair of the World Diabetes Foundation Board, where she emphasises the importance of sustainable philanthropy based on partnerships, accountability, and strengthening health systems to ensure equitable diabetes care.
21 April 2026 Anna Thabuis
About 589 million adults have diabetes, with most in low- and middle-income countries (LMICs). Around 43% remain undiagnosed, nearly 90% of whom are in LMICs.
In LMICs, people with diabetes struggle to access healthcare, education, and medication, leading to poor management. Only 10% get guideline-based care. Rising diabetes and other NCDs worsen poverty by raising costs and limiting work, deepening health and economic challenges, especially as development aid declines and health priorities shift.
‘The scale and complexity of today’s health challenges make it clear that no single organisation can close the global health gap alone,’ reflects Elin Jäger, Novo Nordisk’s Chief of Staff and Head of CEO Office, Corporate Strategy and Sustainability, and the World Diabetes Foundation (WDF) Board vice-chair.
To address this growing challenge, WDF is committed to improve equitable access to diabetes care and prevention in LMICs. In order to ensure effective oversight, guidance, and a shared commitment to our mission, the Foundation is led by an independent Board of Directors with experience in diabetes and health access in these countries. Some members, like Elin, are appointed by Novo Nordisk A/S, while others are chosen for their leadership in health or disease prevention.
Originally from Sweden, Elin moved to Denmark for her studies and joined Novo Nordisk as a graduate in 2012; that was also when she first learned about the Foundation. “I was very inspired by the efforts on the ground and that we do so much to help people living with diabetes,” she shares. “It is a unique set-up we have with WDF, and I think it sets the Novo Nordisk family apart from other companies.”
Since joining Novo Nordisk in 2012, Elin has advanced through senior roles in marketing and strategy, then served as Corporate Vice President for Corporate Affairs – International Operations, before becoming Chief of Staff and Head of the CEO Office, Corporate Strategy and Sustainability.
In 2025, Elin joined the WDF Board as vice-chair, believing that the foundation’s mission and methods reflect both her personal convictions and Novo Nordisk’s commitment to the Triple Bottom Line: ensuring that progress is also translated into equitable care.
What does “sustainable care” look like in practice?
When needs exceed resources, sustainable care becomes essential.
WDF focuses on strengthening health systems to support people with diabetes beyond individual projects. This approach is vital in LMICs, where health services are strained. Sustainable philanthropy aligns strategy, partnerships, local leadership, and tangible results. Sustainable care covers prevention, accessible screening and diagnosis, and affordable treatment throughout the patient journey. Care must adapt locally, use data for decisions, and build capacity to keep services accessible and resilient despite limited resources.
The impact of sustainable diabetes care is measured by improved lives, stronger communities, and outcomes like clinical results, service indicators, and system capacity. “Iterative learning and regular independent evaluation during and beyond the lifespan of a project ensure interventions improve quality and lasting impact within local communities,” she adds.
By making sure every initiative is measurable, resilient, and scalable, and by staying accountable for long-term results, we can build lasting progress for people with diabetes everywhere. This approach also matches Elin’s guiding value: integrity, which she describes as “doing the right thing, even when it’s difficult or unseen.”
How do we turn partnership into lasting system change?
Looking ahead, strengthening public–private collaboration will be essential to delivering sustainable diabetes care at scale. Private sector actors have an important role to play when their contributions are embedded within national health systems, aligned with public priorities, and designed to reinforce existing structures. This includes innovations tailored to LMICs more resilient and efficient supply chains, technology and data solutions that support local decision-making, and sustained investment in knowledge transfer and capacity building.
At the same time, sustainable public–private partnerships must take a holistic view of care across the lifecycle of the disease, encompassing “prevention that addresses social determinants of health; accessible screening and diagnosis in primary care and community settings; and care and treatment through affordable, reliable access to essential medicines.”
Over time, these approaches can help scale proven models and mobilise additional public, private, and philanthropic capital. Crucially, such efforts must be grounded in long-term, multi-stakeholder collaboration to ensure they translate into lasting, system-level change rather than short-term gains.
This work is driven by a clear sense of purpose. As Elin puts it, “What motivates me is working on initiatives that truly impact people living with chronic diseases and pushing the envelope to make a meaningful difference.”