Patients

How a red chair gives patients a seat at the table

Colleagues rally around a red chair as a reminder to work urgently for the people who need lifesaving medicines and vaccines

October 16, 2026

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When his close colleague’s father passed away in 2021, it was a stark reminder to Prashant Nikam: Patients can’t wait for lifesaving medicines and vaccines. Spurred by this loss, Nikam and his colleagues in Australia and New Zealand created a visual reminder of the people we’re working for — they put a red chair in their meeting room and asked, “What if the patient was sitting right here with us?” 

“Every day, someone’s relying on us. We need to make sure we’re doing everything possible so they can have access to our products in a timely manner.”

  • Prashant Nikam
    Managing director, Japan

“When we see that red chair in our workspace, when we envision that patient being in the room listening to us, we make decisions that are truly focused on doing what’s best for them,” said Nikam, now managing director, Japan.

The red chair: an urgent reminder to elevate the patient voice 

What started as a simple but powerful concept in Australia and New Zealand has now grown into a rallying cry at our sites around the world, due in part to support from Linda Kollmar, AVP of our patient insights and engagement team. 

“People are urgently waiting for us to get our drugs and vaccines approved where they live, for access, for a prescription,” said Kollmar. “So, it’s more than just a red chair; it’s a mindset. And it transforms the way we work to ensure we’re keeping patients front and center.”  

The initiative now spans more than 40 of our global locations, where colleagues across the company have placed a chair representing the patient in boardrooms, conference rooms, labs, cafeterias and other workspaces.  

“When I’m thinking about a decision I’m making or work I’m doing, I think, ‘What if the patient was sitting right next to me? What would they be thinking and how would they want me to work with urgency for them?’”

  • Linda Kollmar
    AVP, patient insights and engagement
Red chair in a spotlight

It’s an initiative that complements the work of her team, which engages with patients, patient advocates and communities to learn more about their perspectives, challenges and needs. The team brings that patient voice into the work we do — from discovery and clinical development to manufacturing and beyond. The chair is an additional, physical reminder to always think of the patient. 

A growing grassroots effort inspires new ways to put patients first 

Collage of red chairs in different locations including lab, conference room, lobby etc.

“As we started spreading the word about the red chair and hearing success stories from different teams, we realized that this is really a movement at a grassroots level that people can embrace to inspire them to put patients first,” Nikam said.

One of those first success stories came from the market access team in Australia, who wanted to help speed up the long approval process for a new medicine.

“Envisioning the patient in the room with them, the team brainstormed ways to highlight the urgency of the situation. They decided that in addition to bringing the safety, efficacy and economic data into their health technology assessment submissions, they would also bring the patient voice to the health authorities,” said Nikam. “So, they collected patient commentaries — inspiring and emotional stories of what it means to be a patient and without timely access to innovative medicines — and included these with our new submissions. These patient stories were overwhelmingly powerful firsthand accounts that authorities couldn’t ignore.”

A history and a future of putting patients first

This longstanding commitment to patients can be traced back to our company’s beginnings more than 130 years ago. In 1950, then-president George W. Merck said, “We try never to forget that medicine is for the people. It is not for the profits.”

That ethos continues to inspire us today. The red chair is one way we maintain our focus, but it’s a sentiment that’s important for all who serve patients to embrace.

“It’s not just for us. It’s bigger than us,” said Kollmar. “I would love to see more red chairs representing patients all over the globe. That would be incredible.”

Innovation

We’re researching ADCs with a focus on both ends of bifunctional linkers

To develop next-generation ADCs, our scientists are committed to finding the right chemistry

October 15, 2026

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Merck scientist working in the lab. She's wearing a white lab coat and purple gloves.

What are antibody-drug conjugates (ADCs)?

Antibody-drug conjugates (ADCs) are a class of drugs designed to deliver a cancer-killing drug to tumor cells while reducing harm to normal or healthy cells. They work by binding to a target expressed on a tumor cell and then delivering its payload once it arrives. For years, much of ADC research and development has centered on finding the right antibody and the right payload to treat a variety of different tumor types.

primary article image

But the linker that connects the two plays a critical role in how safely and effectively ADCs perform — and optimizing that linker is a complex chemistry problem that requires finding the right balance between stability in circulation and payload release at the target cell.

Every ADC contains three main parts:

  • An antibody that helps target specific cells
  • A payload that carries the cancer-fighting therapy
  • A linker that connects the two and controls payload release

What is a linker in an ADC?

A linker is a specialized chemical connector that attaches to an antibody at one end and a cancer-fighting payload on the other.

The bifunctional linkers do more than connect the antibody and payload; they help determine when and where the payload is released. The goal is to protect heathy tissue by keeping the potent payload contained while circulating in blood, only releasing it once it gets to the target cell or tumor cell.

Some ADCs have prioritized speedy payload release, ensuring the most cancer-killing drug possible gets released but potentially exposing healthy cells in the process. Others have focused on maximizing the stability of the connection to both antibody and payload, increasing the chance to kill cancer cells but also potentially impacting healthy cells that also express the target. There isn’t a one-size-fits-all approach, and depending on the ADC’s target, the optimal level of stability can differ.

What are the different types of ADC targets?

There are many different examples of ADC targets. The ideal targets are overexpressed on cancer cells compared to healthy tissue. The more a target is selectively expressed on a tumor, the more precisely the payload will affect cancerous cells as opposed to healthy cells.

Learn more about our ADC research.

Both ends matter: the linker’s balancing act

Our scientists are researching linker stability with the goal of striking the right balance between attacking the tumor and minimizing damage to healthy cells. Both ends of these bifunctional linkers are important to achieving the desired stability.

  • Connection to the antibody: The stability of the linker’s connection to the antibody controls how the payload stays intact while circulating in the body in hopes of reducing harm to healthy cells.
  • Connection to the drug: Meanwhile, the linker’s connection to the drug controls the amount of chemotherapy that gets released into the tumor, which powers the ADC to target tumor cells.

“We believe ADCs will be a cornerstone of the future of precision oncology, offering the chance to combine powerful therapies with targeted delivery to treat patients with many common cancer types,” said Alan Northrup, vice president of discovery chemistry, Merck Research Laboratories.

Alan Northrup, Vice president of discovery chemistry, Merck Research Laboratories

“Our research in bifunctional linkers is focused on finding the right balance to both enable the drug to find its target and also to optimize the timing and release of its payload, ideally killing the tumor in a targeted way that minimizes the damage to healthy cells elsewhere in the body.”

  • Alan Northrup
    Vice president of discovery chemistry, Merck Research Laboratories

Could linker innovations enable more precision in oncology?

When a linker system is optimized, it can help researchers explore different combinations of antibodies and payloads for different tumor types and patient needs. In that way, linker innovation can enable next-generation ADC designs that are promising for the future of precision medicine in oncology.

By advancing bifunctional linker design, our scientists aim to help drive ADC research and expand what’s possible in cancer care.

Learn more about our work in oncology.

Innovation

The new R&D and manufacturing facilities powering our US growth

Our R&D and manufacturing expansion continues, with new and augmented facilities focusing on biologics, vaccines, animal health and more

October 14, 2026

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large group of Merck leaders at West Point, PA, ADVANCE facility ribbon cutting

We’re breaking ground and cutting ribbons across the country as part of our ongoing R&D and manufacturing expansion in the U.S.

Recent years have marked a period of significant growth for our U.S. R&D and manufacturing footprint, with multiple projects that expand capacity in clinical testing, pharmaceuticals, vaccines, biologics and animal health. 

With new investments across Pennsylvania, Delaware, Kansas and Virginia, the expansions announced are part of a more than $70 billion investment, excluding any future business development investments in R&D, to augment our domestic manufacturing and research and development over the next several years.  

“These milestones underscore our longstanding commitment to American manufacturing and, most importantly, our goal of providing new, innovative treatment options for people facing serious health challenges in the U.S. and around the world,” said Rob Davis, chairman and CEO.

Here’s where we’re growing:  

ADVANCE Bioanalytical Facility — West Point, Pennsylvania
Facility inauguration: October 2026

exterior of West Point, PA, ADVANCE facility

Our history at the West Point, Pennsylvania, campus — a cornerstone of our company’s research efforts and global manufacturing supply chain — stretches back to our landmark merger with Sharp & Dohme in 1953. In October 2026, we built on this legacy by inaugurating our state-of-the-art ADVANCE bioanalytical facility.

The facility brings together advanced robotics, automation, real-time data management, modular construction and innovative flexible laboratory design to optimize deployment, transform clinical assay testing and support future scientific needs. Learn more in our R&D investment fact sheet.

“The ADVANCE facility represents the future of clinical development at Merck and underscores our continued commitment to addressing the needs of the patients we serve,” said Davis. “This builds on our longstanding presence in Pennsylvania where we’re proud to invest in the people, communities and scientific capabilities that will help drive the next generation of medicines.”

Center of Excellence for Pharmaceutical Manufacturing — Elkton, Virginia 
Start of construction: October 2025

Aerial photo of Elkton

Our company has a long history in Elkton, where we’ve been manufacturing since 1941. In October 2025, we broke ground on a $3 billion, 400,000-square-foot manufacturing facility that will include both active pharmaceutical ingredient and drug product investment supporting small molecule manufacturing and testing, with the potential to create more than 500 full-time roles as well as 8,000 construction jobs. 


Animal Health manufacturing facility — De Soto, Kansas
Start of construction: May 2025

DeSoto facility

In May 2025, we announced an $895 million capital expansion at our Animal Health biologics facility in De Soto. It includes an $860 million investment in the site’s existing manufacturing facility and a further $35 million investment in its research and development laboratories.  

The 200,000-square-foot manufacturing facility project will expand filling and freeze dryer capacity for large molecule vaccines and biologic products.  

“Our De Soto manufacturing facility is strategically located in the heart of the Animal Health Corridor, an unparalleled ecosystem for innovation, collaboration and industry leadership,” said Richard DeLuca, president, Merck Animal Health. “This investment in our site is designed to increase our ability to meet growing customer demand and ensure our company remains at the forefront of innovation in the animal health sector.” 

The expansion is anticipated to create 2,500 construction jobs and more than 200 full-time commercial manufacturing roles. 


Merck Wilmington Biotech — Wilmington, Delaware
Start of construction: April 2025

Wilmington facility

Our $1 billion, 470,000-square-foot facility in Wilmington will comprise laboratory, manufacturing and warehouse capabilities to enable the launch and commercial production of next-generation biologics and therapies including potent antibody-drug conjugates.  

Located at Chestnut Run Innovation & Science Park (CRISP), the facility will help foster growth in Wilmington’s biotechnology sector and is expected to create more than 500 full-time roles and roughly 4,000 construction jobs.

The laboratory component is expected to be fully operational by 2028, with production of investigational compounds anticipated to start by 2030. 

DeSoto image, interior

Our commitment to American manufacturing, R&D and economic growth

Since the enactment of the 2017 tax reform law, we’ve accelerated our commitment to U.S. innovation and manufacturing. Notably, we’ve invested over $12 billion in U.S. manufacturing since 2017 and more than $81 billion in U.S.-based R&D since 2018, supporting tens of thousands of American jobs.

Health awareness

Living with pulmonary arterial hypertension

From struggling to breathe to advocating for others, one woman with pulmonary arterial hypertension (PAH) shares her story

October 7, 2026

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Over a decade ago, Nola Martin started having trouble breathing and gaining weight. She assumed it was simple: She started to focus on improving her diet and getting more exercise, but she wasn’t seeing results.

“Little did I know the situation was a lot more serious than that,” she said.

Nola was diagnosed with pulmonary arterial hypertension, or PAH, and scleroderma.

PAH is a rare and life-threatening condition that progressively worsens. It’s a type of high blood pressure in the small arteries of the lungs. This condition occurs when these vessels thicken, narrowing the space for blood to flow and leading to increased pressure in the pulmonary circulation. As a result, the right side of the heart must work harder to pump blood through these arteries. Over time, the right side of the heart can become weakened and lose function.

Nola’s PAH is associated with scleroderma, an autoimmune disease that can affect connective tissues and blood vessels. In some people, scleroderma can contribute to the development of PAH.

“I had two illnesses, and I had no idea what they were from. How did I get them? I was hearing all these terms I’d never heard of before.”

  • Nola Martin
    Person living with PAH

Finding the right care

Nola said that the confusion and complexity of having two chronic diseases made the beginning of her journey the most challenging. Through her experience with PAH, she said she learned that “you must find a facility that is familiar with your disease.” She recommends the Pulmonary Hypertension Association as a great place to start learning about PAH.

While she knows PAH is a progressive disease, she chooses to stay positive.

“What I learned about advocating for myself with PAH is that no one is going to fight as hard for me as I will,” Nola said. “I know my body. I know when something is different, but I also know that my doctors are not mind readers. If I don’t share with them what is going on, including the smallest details, they can’t give me the proper treatment I need.”

Nola Martin

Staying hopeful through connection

For Nola, connecting with other people living with PAH and educating others about the disease are important parts of her journey.

Since her diagnosis, she’s educated numerous people about PAH and scleroderma. She believes in the importance of raising awareness and telling her story. She serves as a co-leader of a monthly PAH support group, continuing to build community for others navigating the disease. It’s sometimes hard for her to explain to people that even if she doesn’t appear sick, she may still be dealing with difficult symptoms.

“PAH has affected so much of my daily life — simple things like vacuuming, doing the laundry, taking a shower and going to the grocery store,” Nola said. “I encourage others to be understanding and avoid making assumptions about a person with PAH based on their outward appearance.”

Living with PAH has also shaped how she sets boundaries and paces herself each day. Over time, she has learned to listen to her body and adjust her plans accordingly.

“I had to adjust my expectations because when you have this disease, it feels like your independence is being taken away from you. I’ve learned that living with PAH requires taking things one day at a time, and there are ways to celebrate the small things,” Nola said.

Health awareness

Addressing the global shortage of TICE BCG

A new facility will support a phased ramp-up, with the goal of tripling our manufacturing capacity, which we anticipate will help better meet the needs of physicians and patients over time

September 21, 2026

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Man in hazmat suit

Since 2012, Merck has been the sole U.S. manufacturer and primary global supplier of TICE® BCG (BCG LIVE for intravesical use; “TICE BCG”). Increasing global demand for TICE BCG has exceeded our manufacturing capabilities. In our commitment to the reliable and sustainable production of TICE BCG, in 2021, we announced our decision to build a new manufacturing facility to fulfill all needed demand — investing more than $650 million.

This investment reaffirms Merck’s longstanding commitment to producing this medicine, and all our medicines, for patients who need them. Once operational, the facility will support a phased ramp-up, with the goal of tripling our TICE BCG manufacturing capacity, which we anticipate will help better meet the needs of physicians and patients over time.

Warehouse used to maintain inventory of materials used for TICE BCG production
Warehouse used to maintain inventory of materials used for TICE BCG production

Update on manufacturing for TICE BCG

We previously communicated that, barring unforeseen circumstances, our new plant was on track to open by the end of 2026. Since then, we’ve encountered a series of delays due to mechanical interdependencies at our new facility. While work is underway to address these issues, the cumulative impact is substantial and will unfortunately further delay the opening of the facility.

We’re working with urgency to address the current challenges and advance the project while taking the necessary steps to reduce the risk of further delays. We’ll provide an update on the expected timing of our new facility’s opening in the first quarter of 2027. Until the new facility is complete, we’ll continue to use a system to proportionally allocate TICE BCG to minimize disruption to patient care as much as possible.

If patients have questions regarding TICE BCG, they should speak with their physicians. Additional information related to the shortage, current allocation practices and our efforts to increase supply, including construction of a new manufacturing site, is below.

What caused the TICE BCG shortages and backorders?

Since 2012, Merck has been the sole U.S. manufacturer and primary global supplier of TICE BCG. While we have made efforts to maximize production of TICE BCG, increasing global demand has outpaced our current maximum manufacturing capabilities. The manufacturing of this product is highly complex. Each batch takes more than three months to make, 30 days of which are spent waiting for the growth of a bacteria used to make the medicine. Merck continues to do everything we can to complete this new manufacturing project as expediently as possible.

Prior to 2012, additional manufacturers supplied the U.S. market with TICE BCG, with Merck providing 30-40% of the U.S. supply. As other manufacturers exited the U.S. market in 2012, Merck increased production of TICE BCG to the full extent allowed by our current manufacturing capacity, which effectively doubled our supply of TICE BCG to the U.S. market.


How does the TICE BCG allocation process work?

To minimize disruption to patient care as much as possible until the new facility is complete, we’ll continue to use a system to proportionally allocate TICE BCG based on historical demand or in accordance with existing contractual obligations.

Merck allocates available supply of TICE BCG to wholesalers and distributors based on their historical purchasing patterns or in accordance with existing contractual obligations. In turn, wholesalers and distributors allocate their inventory of TICE BCG to their healthcare professional customers based on available supply and the historical purchasing patterns of those customers. Merck does not directly determine the amount of supply to individual hospitals, hospital pharmacies or medical practices.

 


Where can I find more information about the availability of TICE BCG?

Patients:

Patients should reach out to their physician, as they are in the best position to answer questions about the availability of the medicine in their practice and can inquire about the quantity and timing of product availability with their supplier.

Healthcare professionals:

Healthcare professionals with questions regarding allocation should contact their wholesaler or distributor.

 


Innovation

Building on our understanding of gynecologic cancers

How we’re driving research forward for women with common types of gynecologic cancer

September 3, 2026

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patient and doctor

Despite meaningful progress in recent years, millions of women with gynecologic cancers still face significant challenges. Together, these cancers were responsible for more than 1.4 million new cases and over 610,000 deaths worldwide in 2024.

At Merck, we’re dedicated to advancing gynecologic cancer research by evaluating novel approaches and combinations, and leading clinical trials designed to find solutions that may address unmet needs. Our commitment is anchored in our goal to help more people impacted by these diseases through encouraging earlier diagnosis and advancing science that may ultimately lead to improved outcomes.

What are gynecologic cancers?   

Gynecologic cancers begin in the reproductive organs, including the:

  • Uterus (endometrial cancer)
  • Ovaries/fallopian tubes (ovarian cancer)
  • Cervix (cervical cancer)
  • Vagina (vaginal cancer)
  • Vulva (vulvar cancer)

Despite advancements, common gynecologic cancers like endometrial, ovarian and cervical continue to present distinct challenges, from delayed diagnosis to timely access to care.

  • Endometrial cancer is the most common cancer of the female reproductive organs in the U.S., and incidence rates continue to increase among certain demographics.
  • While less common than endometrial cancer, ovarian cancer remains the deadliest gynecologic cancer in the U.S., largely because it is often diagnosed at a later stage.
  • Advances in screening have helped reduce cervical cancer rates in many developed nations; however, the disease continues to be a leading cause of cancer-related death among women in multiple countries.

“While gynecologic cancer rates vary from country to country, endometrial cancer is an increasingly urgent area of focus,” said Dr. Gursel Aktan, vice president, global clinical development.

To learn more about common symptoms of endometrial cancer, visit Don’t go with the “flow”.

How screening and biomarker testing are advancing gynecologic cancer care

Screening approaches and biomarker testing are playing a growing role in identifying cancer earlier and with greater precision, helping researchers and clinicians better understand who may be at risk and how a specific cancer might behave.

A cancer biomarker is a gene, protein or substance that can be tested to define a tumor’s characteristics and provide valuable insights into the disease and potential care options.

Some biomarkers in gynecologic cancers, like programmed death-ligand 1 (PD-L1), deficient mismatch repair (dMMR) and microsatellite instability-high (MSI-H), will signal that a tumor is more visible to the immune system. Others, such as BRCA mutations and homologous recombination deficiency (HRD), indicate impaired DNA repair pathways, which may make tumors more susceptible to therapies that target these deficiencies. And biomarkers like HER2 and TROP2 identify specific proteins on cancer cells that may be targeted directly.

Dr. Gursel Aktan, vice president, global clinical development, Merck

“The better we understand how we can use these insights to further cancer care, the closer we move toward our ultimate goal of supporting women touched by cancer.”

  • Dr. Gursel Aktan
    Vice president, global clinical development, Merck

As research continues to advance, so does our understanding of how these diseases develop, how they vary from person to person and how early intervention may be possible. 

Read more about Merck’s broader work in oncology. 

Four women crossing a city street

Beyond the science: strategic partnerships

Merck is also dedicated to pursuing strategic partnerships to improve screening awareness and timely access to diagnosis and care around the world.

Sustainability

Merck publishes Purpose for Progress Impact Report 2025/2026

We’re building on measurable progress and announcing updated goals for 2030

August 18, 2026

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Collage of scientist, doctor and patient containing text overlay that reads: Purpose For Progress Impact Report 2025/2026

Merck’s newly published Purpose for Progress Impact Report 2025/2026 demonstrates how every action we take is driven by a singular purpose: to use the power of leading-edge science to save and improve lives around the world.

We achieved our sustainability goals that were set for completion in 2025, delivering on commitments to advance health access, strengthen employee engagement and inclusion, reduce our environmental footprint and uphold responsible business practices. We’re building on that momentum with an updated set of sustainability targets. 

Importantly, we’ve set an access to health goal to reach 100 million people with access solutions that close gaps in care by 2030 — driven by the dedication of our colleagues and partners to help strengthen health systems from prevention and diagnosis to treatment and ongoing care.  

This goal reflects our commitment to addressing systemic barriers that delay access to prevention, limit people’s ability to start treatment or disrupt care. 

Robert M. Davis, Chairman and chief executive officer, Merck

“Our commitment to access to health is rooted in our purpose to help save and improve lives. This new goal reflects our ambition to close gaps in care, so more people can access timely, quality care where it is needed most.”

  • Rob Davis
    Chairman and CEO, Merck

Key takeaways from this year’s report

Access to health 

Our innovative medicines and vaccines can only make a difference if they reach those who need them. We’re proud to have achieved and exceeded our access to health goals for the 2021-2025 period, with:

  • More than 445 million people enabled to access our innovative medicines and vaccines globally through access solutions (2021-2025) — surpassing our goal to enable 350 million people by 2025*
  • Approximately 82 million people reached through our social investments in low- and middle-income countries and in underserved populations in high-income countries — including more than 15 million people in 2025 alone — surpassing our goal of reaching 50 million people by 2025
  • 90% of countries reached around the world with our products in 2025, exceeding our goal of 75% 

Future focus: We’re proud of our progress advancing access to health, but we aren’t stopping there. As detailed above and in the Purpose for Progress Impact Report 2025/2026, we’re building on our strong foundation by sharpening our focus on closing gaps in care — the challenges people face in receiving evidence-based, medically recommended care.  

Our new goal to reach 100 million people with access solutions that close gaps in care by 2030 builds on our experience and capabilities, and is designed to deliver meaningful, measurable impact for patients and health systems over time. Implementation will be led by functions across our company, working in collaboration with external partners and stakeholders, to drive sustained impact.

Employees 

Merck’s inclusive and innovative culture is key to enabling our colleagues to deliver breakthroughs for all who depend on us. In 2025, we achieved our employee engagement and inclusion goals.

In addition, our commitment to investing in the growth, success and well-being of our people is reflected in initiatives such as:   

  • Participation of more than 28,000 employees in our employee business resource groups (as of Dec. 31, 2025), representing more than 35% of our global workforce 
  • Access to mental health support resources available for employees in more than 80 countries  

Future focus: Looking ahead, we’ll continue investing in an agile, skills-based team that’s prepared to drive our next wave of scientific innovation. Our new goal reflects a shift to a culture index that provides a more holistic view of the employee experience, reinforcing that a strong culture is an enterprise-wide priority and a foundation for innovation, resilience and long-term value.

Environmental sustainability

We’re committed to reducing our environmental footprint. In 2025, we:  

  • Achieved our goal to source 100% of our purchased electricity from renewable energy by 2025 
  • Achieved our 2025 operational waste goals, sending only 12% of global operational waste to landfills/incineration without energy recovery (against a 20% target) and having 64% of sites send zero waste to landfill (against a 50% target) 
  • Achieved our 2025 water goal by maintaining use at or below 2015 levels 
  • Reduced operational greenhouse gas (GHG) emissions (Scopes 1 & 2) by 31% from a 2019 baseline and reduced Scope 3 GHG emissions by 10% from a 2019 baseline 

Future focus: On our path to achieving net-zero GHG emissions across our entire value chain by 2045, we’re actively driving toward our near-term 2030 targets. This includes reducing our Scope 1 and 2 operational emissions by 46% and cutting our Scope 3 value chain emissions by 30%.

Ethics and values

Operating with integrity is the foundation of our company. Our 2025 progress included:  

  • More than 99% of employees completed ethics and integrity training 
  • 100% compliance maintained for privacy and data protection 

Future focus: Looking ahead, we’ve set new goals to ensure employees feel empowered to report concerns as we aim to maintain the highest standards of trust. For example, we’re working to achieve at least 99% global employee completion of enterprise training to ensure understanding of reporting processes and channels through 2030.  

Ultimately, these milestones demonstrate that at Merck, our purpose is backed by measurable performance. As we accelerate progress toward our new goals, we remain committed to delivering long-term value for both our business and society by turning scientific innovation into sustainable global impact. 

Learn more about our sustainability progress and future commitments in these areas in the Purpose for Progress Impact Report 2025/2026. 

collage scientists and staff

Awards and recognitions

We’re proud to be recognized for our long-standing commitment to operating responsibly, including being designated by Newsweek/Statista as one of America’s Most Responsible Companies (2025, 2026) and by TIME as one of the World’s Most Sustainable Companies (2026). 

*(a) Enable “more people” is defined as populations supported by initiatives implemented and launched in market and is in comparison to a 2020 baseline as of 2025. “Innovative medicines and vaccines” refers to our company’s on-patent products.
(b) The numbers displayed for 2021 – 2025 (inclusive) estimate the number of people we estimate had the option to access medicines and vaccines in that particular year as a result of our sustainable access strategies, solutions, and partnerships (without comparison to a baseline). These solutions included our commitment to Gavi and UNICEF (rather than doses shipped), collaborations to optimize resources in health systems, expanded financial coverage through insurance, and community-based channel partnerships.
(c) As described in (b) above, results for the individual year represent the total number of people enabled to access our medicines and vaccines during that year and is calculated separately from the five-year cumulative result. The five-year result is calculated using an evidence-based methodology that identifies and removes from the cumulative total individuals who may have been counted in multiple years and is compared to a 2020 baseline. For example, market-level initiatives that span multiple years are counted only once. As a result, the five-year total is not intended to equal the sum of annual results but is instead intended to estimate the number of unique individuals enabled to access our medicines and vaccines over the full five-year period compared to a 2020 baseline.
(d) Evidence for metrics is sourced from publicly available data and proxy sources by market. While proxies differ by market, all methodologies are evaluated and represent our best estimate of people enabled to access innovative medicines and vaccines. People who were enabled to access innovative medicines and vaccines did not necessarily receive such innovative medicines and vaccines.

Sustainability

We’re ‘seeing green’ and building a more sustainable business

Our employee-led sustainability initiative exemplifies our company's culture of operating responsibly

August 18, 2026

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collage of photos showing employees working outside

Bringing our global sustainability commitments to life requires local ownership and innovation. Across our company, teams are leading meaningful change where they work and live. For example, in Ireland, we’re taking the Emerald Isle ethos to heart with a call to “See Green, Be Green.”

See Green, Be Green is an employee-led initiative that aims to reduce our company’s environmental impact by embedding a sustainability mindset at every level of our operations.

Colleagues from six of our Ireland locations — Ballydine, Brinny, Carlow, Biotech Dublin, Dunboyne, and Red Oak North — form a core team that guides local sustainability projects built around four focus areas — carbon transition, waste and water management, biodiversity and culture.

Members of the See Green, Be Green core team in Carlow
Members of the See Green, Be Green core team in Carlow

Carbon transition 

Reducing carbon emissions is critical to our company’s goal of achieving net-zero by 2045. All six of our Ireland locations involved in the See Green, Be Green program have been certified in ISO 50001, an internationally recognized standard for managing energy.

Other initiatives include installing solar panels, using electric company vehicles and transitioning from gas to electric boilers.

In Ballydine, the use of one electric boiler system is supporting an anticipated 50% reduction in Scope 1 emissions — representing a promising step on our net-zero journey, with learnings that will further inform our sustainability efforts at sites around the world.

Waste and water management 

The Ireland sites send zero waste to landfills and are working on improving other means of disposal, such as recycling rather than incinerating when possible, and donating items to organizations in need.

Water management efforts include harvesting rainwater and replacing single-use water bottles and coffee cups with reusable options.

Biodiversity

All six locations involved in the See Green, Be Green program have been accredited with All-Ireland Pollinator Plan Business certifications. Initiatives include planting pollinator-friendly and native species of plants, trees and bulbs, installing bug hotels and limiting mowing to aid clover growth.

Culture 

Arguably the most important part of the See Green, Be Green program is creating a culture in which everyone is empowered to act. From educational campaigns and outreach events to grow-your-own food and energy-reduction challenges, colleagues are encouraged to embrace sustainability at work, at home and in their communities.

group of people planting trees

Since the program’s launch in 2021, participating sites have been recognized locally for their leadership and innovation in environmental sustainability.

“As individuals, you can definitely make a difference,” said James Maher, engineering specialist and See Green, Be Green lead in Carlow. “But when you come together as a group, the change can be massive.”

Health awareness

Understanding the health risks of high LDL cholesterol

Reducing low-density lipoprotein (LDL) cholesterol may lower the risk of heart attacks and strokes

August 6, 2026

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What does high cholesterol mean?

Cholesterol is obtained from food and produced by the liver. It carries out several important functions in our body, including the synthesis of new cells, some hormones and substances that help digest food. There are two kinds of cholesterol: high-density lipids (HDL) and low-density lipids (LDL). Too much LDL cholesterol can pose a problem.

LDL-C, also known as bad cholesterol, is known to combine with fats and other substances leading to the buildup over time of fatty deposits, known as atherosclerotic plaques, on and within the inner walls of arteries. This may increase an individual’s risk of heart attack or stroke. People with elevated LDL-C levels in their blood have a condition called hypercholesterolemia.

Certain health conditions like type 2 diabetes and obesity, as well as behavior and lifestyle factors like smoking, eating a diet high in saturated and trans fats and lack of exercise, have been shown to increase a person’s risk for hypercholesterolemia. Other factors that increase risk include a family history of cardiovascular (CV) disease, older age and gender (women tend to have lower LDL levels than men until ~55 years of age or until menopause).

SEE ONE PATIENT’S JOURNEY: A call to action: Lowering LDL cholesterol

Hypercholesterolemia: a major causal risk factor for cardiovascular disease

Hypercholesterolemia is a leading contributor to atherosclerotic cardiovascular disease (ASCVD), a condition caused by the buildup of plaque within arteries, leading to narrowed or blocked blood vessels. This may result in cardiovascular events such as heart attack or stroke and continues to pose a significant health burden.

The CV epidemic

~24.1%

Adults live with hypercholesterolemia; ~86M adults in the U.S. are affected

~500M

People worldwide are affected by cardiovascular disease

~20.5M

Deaths from cardiovascular disease in 2021; ~900K deaths in the U.S. in 2023

Despite widespread availability of therapeutic interventions, 70% of the patients treated with lipid-lowering therapies are not achieving guideline recommended reductions in LDL cholesterol and, as a result, remain at risk for serious cardiovascular events.

Photo of Puja Banka

“We have a proud legacy of translating science into medicines that have changed the outlook of CV disease. We continue to build on our nearly 70-year history in advancing research to help address the CV epidemic.”

  • Dr. Puja Banka
    Associate vice president, clinical research and global clinical development

Cardiovascular disease continues to be one of the most serious global health challenges. We strive for scientific excellence and are committed to advancing research for patients impacted by cardiovascular diseases.

“For nearly 70 years, our company has been developing medicines to help address the burden of cardiovascular disease,” said Banka. “Our work combines our deep expertise in scientific excellence and our strong medicinal chemistry capabilities.”

Learn more about our commitment to cardiometabolic and respiratory health.

Innovation

Our Q2 2026 financial results

August 4, 2026

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Scientist working in lab

Merck’s (NYSE: MRK) Q2 2026 results reflect continued strength in oncology and animal health, plus increasing contributions from launches. Our company announced Q2 worldwide sales of $16.6 billion.

“We continued to make substantial progress across our business this quarter, driven by strong execution and growing contributions from new product launches,” said Rob Davis, chairman and CEO. “The FDA approval of LIPFENDRA is an exciting moment for our company and for patients. Together with key regulatory and clinical advances across oncology, HIV and immunology, this achievement reflects the strength of our pipeline and portfolio transformation as we bring forward the next wave of innovation. I am confident in the ongoing execution of our strategy as we deliver for patients and further enhance our long-term growth trajectory.”

Merck anticipates full-year 2026 worldwide sales to be between $66.3 billion and $67.3 billion.

Take a look at the infographic below for more details on Q2 2026 results.

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