Investing in health is key to Vietnam’s next phase of growth: Johnson & Johnson Innovative Medicine

Patkie told Read in an interview that healthcare should be viewed as a strategic economic driver that improves labor productivity, strengthens social resilience, and supports sustainable growth.

How do you see healthcare positioned in Vietnam’s socio-economic development strategy?

At Johnson & Johnson, we believe that “health changes everything.” While the importance of health and healthcare systems is widely recognized, their economic impact has not always received sufficient attention.

Global research shows that every $1 invested in healthcare can generate up to $4 in economic returns. Healthier population creates a more productive workforce, which in turn contributes to a more resilient society and a stronger economy.

This connection is very clear, which is why we say health can change everything. Healthcare should be regarded as a strategic investment capable of supporting Vietnam’s long-term development ambitions. Resolution 72, issued by the Political Bureau (Politburo) on Sept. 9, 2025, on breakthrough measures to protect, care for, and improve public health, is one positive signal pointing toward this direction.

On a global scale, healthcare spending often accounts for around 10% of GDP, while in Vietnam the figure is currently near 5%. The opportunity ahead is not only to invest more, but to invest smarter – strengthening prevention, expanding access to innovation, and building system capabilities, so every investment delivers real value.

What does “effective investment” mean in terms of creating long-term socio-economic value?

In my view, the opportunity comes down to three priorities.

The first is prevention, which represents the most effective form of healthcare investment. Any condition that can be prevented should be addressed as early as possible.

Second is smarter treatment approaches for diseases that cannot be prevented. This means applying innovation in treatment and ensuring patients have access to advanced therapies comparable to those available in developed countries.

Third is strengthening the healthcare system by training medical professionals, improving workforce capabilities, and helping healthcare workers access international standards.

Johnson & Johnson is currently working with leading healthcare institutions in oncology, hematology and dermatology to train healthcare professionals. Our goal is to train around 10,000 healthcare workers over the next two years, contributing to a more effective and sustainable healthcare system.

Specifically, how is Johnson & Johnson cooperating with these hospitals and institutions?

We have evolved from being only a pharmaceutical company bringing innovative medicines to a strategic partner in Vietnam’s healthcare ecosystem. The memorandums of understanding signed with hospitals serve as a foundation for improving healthcare outcomes.

For example, with Ho Chi Minh City Oncology Hospital, we are supporting efforts to strengthen capabilities and raise awareness on the appropriate use of advanced diagnostics, enabling earlier detection and more accurate diagnosis for patients.

With K Hospital and local leading hematology institutions, we are focusing on improving referral systems across 13 satellite hospitals in five provinces. Diagnosis is not only about testing quickly, but also about ensuring that patients in provincial areas can connect with leading treatment centers.

In dermatology, we partner with leading institutions such as the National Hospital of Dermatology and Venereology and Ho Chi Minh City Hospital of Dermato-Venereology, to improve psoriasis care through awareness initiatives that combine clinical education with stigma reduction – helping patients better understand the disease and seek care earlier.

Overall, the goal remains the same: improving diagnosis, strengthening referral systems, optimizing disease management models, and enhancing treatment outcomes.

Upendra Patkie said Johnson & Johnson Innovative Medicine Vietnam’s goal remains the same: improving diagnosis, strengthening referral systems, optimizing disease management models, and enhancing treatment outcomes. Photo by Duc Thinh

What changes are needed to improve early diagnosis, especially for cancer?

According to GLOBOCAN 2022, Vietnam recorded more than 24,000 new lung cancer cases in a single year with nearly three-quarters diagnosed at a late stage. Projections also indicate a rising trend, with new cases expected to exceed 31,000 annually by 2030. At the same time, the five-year survival rate remains relatively low at around 14.8%, underscoring the critical need for earlier diagnosis and timely intervention.

For multiple myeloma, a rarer form of blood cancer, more than 50% of cases are detected at stages three and four. This shows that early detection remains a major challenge for the healthcare system.

To improve the situation, I believe we need to focus on three key areas, beginning with better access to diagnostic testing.

For example, through our cooperation with Ho Chi Minh City Oncology Hospital, we provide training for healthcare professionals, helping support broader access to NGS (Next-Generation Sequencing) testing, a more precise diagnostic technique used to detect lung cancer mutations. Second is improving referral pathway so that patients in provincial areas can access major treatment centers more quickly.

Another important factor is continuously strengthening the capabilities of healthcare professionals so they can detect diseases earlier. In 2025 alone, Johnson & Johnson conducted over 600 scientific engagements, reaching more than 3,600 healthcare professionals.

This is a challenge that must be addressed at the system level rather than handled case by case.

Why do you believe these issues must be solved at the system level?

If not addressed early, delayed diagnosis leads to higher treatment costs and broader economic and social consequences.

For example, with multiple myeloma, global data shows that nearly 48% of patients cannot return to normal work, while over 30% want to retire early. This shows that the real cost goes far beyond hospital bills, affecting not just patients, but families and the broader economy.

Late diagnosis also places a heavy burden on caregivers. Some studies show that family members caring for seriously ill patients often spend up to 30 hours per week providing care, representing a significant loss of time and social resources.

On the other hand, if patients are diagnosed and treated early, sick leave can be reduced by up to 47%.

That is why we need to shift the conversation from reducing “healthcare costs” to improving “the value of health” at systemic level.

What does “improving the value of health” mean?

Healthcare today is not just about treating disease; it’s also about improving the entire patient journey. So, aspects such as enhancing quality of life, caregiver support, patient education, and mental health need attention

That is what patient-centered care means.

For example, psoriasis is often associated with social stigma because many people misunderstand the condition. Through collaboration with dermatology hospitals, we support efforts to enhance education and awareness around psoriasis, helping improve understanding of the disease and address common misconceptions – such as that psoriasis is not contagious and can be effectively managed.

In addition, we have integrated mental health support into frontline community healthcare through several community programs. So far, more than 400 healthcare workers nationwide have been trained, and more than 14,000 people have received support.

This approach allows us to go beyond treatment and take a more comprehensive view of the patient journey.

Upendra Patkie, General Manager of Johnson & Johnson Innovative Medicine Vietnam, highlights the company’s long-standing commitment to strengthening healthcare systems and capacity building across Vietnam. Photo by Duc Thinh

How do you assess the role of public-private partnerships in improving the national healthcare system

Healthcare transformation cannot be driven by any single stakeholder – it requires coordinated action across the entire ecosystem.

Private enterprises, especially innovative pharmaceutical companies, have a clear role to play. They’re bringing not only innovative medicines, but also global expertise, new care models, and sustainable solutions.

If public-private partnership models are implemented effectively, they can generate significant long-term value.

Johnson & Johnson has signed Memorandum of Understandings (MoUs) with around six leading healthcare organizations in Vietnam across multiple disease areas.

Our goal is not only to bring new innovative medicines to the Vietnamese market, but also to become strategic partners with hospitals in improving diagnosis, early detection and treatment, workforce training, and disease awareness.

We have been present in Vietnam for more than three decades, and our role has evolved significantly over time. From focusing primarily on introducing innovative medicines, we have gradually become a deeper strategic partner within the country’s healthcare ecosystem.

What we are doing today aligns with the spirit of Resolution 72, which views healthcare as an investment capable of generating long-term economic and social value.

Upendra Patkie (R, 2nd) with staffs. Photo courtesy of Johnson & Johnson Innovative Medicine

Looking ahead, we will continue to scale these efforts through deeper partnerships, innovation, and knowledge-sharing. I believe health remains one of the most underestimated drivers of economic growth. By accelerating access to innovation, we can help patients live better, support healthcare professionals, and ultimately build a more resilient and productive future for Vietnam.