Working in healthcare, Núria Ibáñez Garcia is acutely aware of the sustainability paradox that defines her industry. On the one hand, the work is critical – focused on saving and improving lives. On the other hand, it’s resource-intensive, with many products designed to be single-use for patient safety, and strict regulatory requirements often limit the adoption of more environmentally sustainable alternatives.
“Healthcare – hospitals and the industry together – is responsible for nearly 5% of global greenhouse gas emissions” said Ibáñez Garcia.
That challenge called for a different kind of leadership, one capable of driving meaningful change within a highly regulated system. It was this need that led her to IMD’s Leading Sustainable Business Transformation program, not just to deepen her understanding of sustainability, but to understand how to influence her organization.
Sustainability from the inside out
A chemist by training, Ibáñez Garcia holds a PhD and began her career in academia, managing research projects as well as PhD theses before transitioning into the healthcare industry, where she is Director of the B. Braun Group’s Avitum Division in Spain.
She leads nearly 400 people in delivering life-sustaining dialysis and chronic care. Having previously worked on product and process design; she wanted to help her company become more sustainable – and inspire those around her to do the same.
“It’s not only about how to make your company more sustainable, this depends on every one of us, but also how to lead your colleagues and even your managers so that you can introduce, little by little, this new way of thinking,” she said.
Her commitment to sustainability runs deep – both professionally and personally.
“Sustainability is not a campaign or a trend for me,” she explained. “It’s also a way of living, in a way of behaving, starting with myself and with my family. We really try to be very sensitive towards sustainability and our impact on the environment. But then I also believe that large companies also have that responsibility, especially those operating in healthcare, as they have such an impact on environment and sustainability.”
The friction of progress
She knows that systemic change doesn’t come easily. Translating values into action at scale – within a global healthcare company operating under strict compliance regimes – requires more than conviction. It requires tools, credibility, and leadership.
“Even when you start to design a new product, we should take into account the sustainability requirements,” she noted. “But sometimes it’s difficult to convince the organization on how to implement them because it’s an investment so you need to spend money just for the sake of the environment, even though you don’t have a very quick return on it.”
While B. Braun has always held sustainability as a core value, the pace of change in the health sector is often gradual. Regulatory frameworks govern everything from raw materials to production processes, limiting how quickly companies can adapt.
“Some materials cannot be biocompatible, or they cannot come from recycled sources, simply because they do not comply with regulations,” she added. “So even though we all want to drive the company towards a more sustainable one, changes have to occur little by little.”
Even so, external pressure is building. Hospital tenders increasingly include sustainability requirements, and suppliers are now expected to demonstrate measurable progress, including reduced emissions and stronger diversity commitments.
“Because our customers are demanding that from us, we as an industry need to move at least at the same pace as our customers,” she said. “Sometimes hospitals are quicker than the industry, which is very good to see as a citizen.”
Reframing leadership
When Ibáñez Garcia enrolled in the Leading Sustainable Business Transformation program, she expected case studies and technical examples of companies managing sustainability transitions. What she found, however, was something even more valuable.
“What I appreciated was the fact that it was more of a leadership program,” she said. “To me, this course at IMD was not just about the sustainability concept, but also how to lead your managers, how to lead your stakeholders and your peers.”
One concept that resonated deeply was the idea of the “tempered radical” – someone who works within the system to create change, quietly but effectively.
“I saw myself as one of those people, but once they tell you about the importance of having these people, little by little, you start to change things. That’s very, very interesting,” she said.
The program also equipped her with practical tools to analyze stakeholder dynamics, identify allies and skeptics, and tailor her leadership approach accordingly.
“You always get some tips on how to help drive the change quicker,” she added. “There’s no training on leadership where you don’t take one or two insights – especially from the teachers at this course, which to me, was the most outstanding topic.”
Moments that stay with you
Among many impactful sessions, one stood out as particularly powerful: a lecture from the former CEO of Médecins Sans Frontières (MSF), who spoke about leadership in conflict zones.
“That was one of the most inspiring lectures for me, and a very, very emotional moment,” she recalled. “I had never imagined this type of leadership in these circumstances – very extreme, but at the same time, the same principles apply.”
Staying the course
Since completing the program, Ibáñez Garcia remains committed to advancing sustainability in her work. But she is also closely watching the evolving policy and economic landscape – particularly in Europe.
“All of a sudden, the European Union seems to be slowing down a little bit. At the same time, I’m concerned that we might be regulating in Europe a little too much or too quickly,” she noted. “However, it is thanks to this regulation that we live in a safer environment, and not in the Wild West.”
That recalibration raises important questions about the future direction of sustainable leadership.
“Today, I believe we will need a statement: where are we standing?”
Despite the uncertainty, she remains confident that companies like B. Braun – those with sustainability deeply embedded in their culture – can continue to lead, even when external momentum fluctuates.
In a sector defined by complexity and care, Núria Ibáñez Garcia proves that purpose-driven leadership isn’t just possible – it’s what the future demands.
