Roche: Health Should No Longer Be Seen as a Simple Expense, but as a Real Lever for Economic and Social Development
Interview with Matthieu Galais, General Manager of Roche Tunisia & Libya, conducted for Presse de Tunisie on the sidelines of Africa Press Day 2026 in Nairobi.
Africa Press Day 2026 – What Makes This Edition Different?
Matthieu Galais: “It is a great pleasure to be here in Nairobi for Africa Press Day, this year organized around the theme ‘Health: What Is Its Value?’
This forum is primarily a moment for exchange and dialogue. We wanted to bring together scientific experts, health professionals, institutional actors, and journalists because we believe the media play a crucial role in disseminating information and shaping how health is perceived by the public and decision‑makers.
The main objective of this meeting is to change mindsets. Too often, health is still regarded as a cost centre. We want to show that it is actually a source of value—for patients and for countries alike. Investing in health is also investing in the future, in growth, and in social stability.
A healthy population is a working population, one that participates in the economy and contributes to the development of its country. That is the message we want to convey today.”
Is Health Inequality a Reality Across African Countries?
Q: When we talk about health in Africa, can we speak of inequality between the continent’s countries?
A: “It is a central question, and unfortunately the answer is yes. Health inequalities are very pronounced not only among African nations but also between Africa and the Global North.
Take breast cancer as an example. In developed countries, nine out of ten women are still alive five years after diagnosis. In Africa, that figure drops to about five out of ten. This gap illustrates the disparity in access to care.
The main reason is that, in many African countries, 70‑80 % of women see a specialist only at a late stage of the disease. The later a cancer is detected, the lower the survival chances, and the more complex and costly the treatment becomes.
This is a situation we cannot accept. The challenge is to improve early detection and screening, especially in Tunisia and Libya.
Early detection is essential for two reasons: it saves lives and it reduces costs for health systems. A disease caught early costs far less to treat than one diagnosed at an advanced stage.
Studies show that for every $1 invested in early detection or innovative solutions, the health system can save up to $12. This is a powerful argument for public decision‑makers, demonstrating that health is not merely an expense but a profitable investment.”
The Role of Innovation and Artificial Intelligence in Health Evolution
Q: What role do innovation and AI play in the health sector’s evolution?
A: “At Roche, we have been present in Tunisia for more than 30 years and consider ourselves a partner of the health system—not just a drug supplier. We aim to contribute to the development and visibility of health systems across Africa and beyond.
For us, innovation brings three essential elements:
- Advanced therapeutic and diagnostic solutions for patients.
- Attraction of investments into the country.
- Return on investment through improved prevention and diagnosis.
Digitalisation is a fundamental pillar. Tunisia is already a pioneer in this field. Digital technologies help reduce the gap in care between urban areas and rural zones. Thanks to digitalisation, a patient living in a remote region can receive the same level of diagnosis and treatment as someone near a major hospital in Tunis or Sfax.
Artificial intelligence (AI) is also gaining ground, especially in oncology. AI does not replace doctors; it is a valuable tool that enhances the speed and accuracy of diagnoses. The concordance rate between AI and radiologists reaches about 88 %, showing that these tools can markedly improve diagnostic quality and timeliness.
By combining digital technologies, AI, and multi‑stakeholder collaboration, Tunisia is gradually positioning itself as a regional hub for medical innovation.”
Does Tunisia Face a Lack of Resources in Health?
Q: Is there a shortage of resources in Tunisia’s health sector?
A: “I prefer first to highlight the positives. Since I arrived, I have been impressed by the competence of health professionals. Training levels are very high, and there is genuine dynamism in innovation. Tunisia also boasts a very active start‑up ecosystem, especially in digital health. All the ingredients for success are present.
Regarding resources, it is still a bit early for me to draw definitive conclusions. I believe the main challenge lies more in awareness and early detection.
In Africa, taboos still surround women’s cancers—particularly breast and cervical cancer. Much work remains in education and awareness. Cervical cancer is relatively well‑controlled in Tunisia, but breast cancer remains a major challenge. Strengthening awareness campaigns and encouraging women to participate in screening programs are essential.
These actions must be collective; no single actor can meet the challenge alone. Working together is the only way to improve the situation.”
Financial Institutions’ Role in Health Development
Q: What role do financial institutions play in developing the health sector?
A: “Financing is a key issue. We must shift the perception of health from a cost to an investment. International financial institutions have an important role in supporting investments in infrastructure and innovation.
A healthy population contributes to the economy: it works, consumes, and participates socially. Health also attracts investments and fuels development.
In Tunisia, Roche is currently running four clinical trials involving more than 50 patients. These trials give patients access to innovative treatments and provide the country with an opportunity to strengthen expertise and attract further research investment.
Tunisia has the potential to become a real regional health hub. Many patients from Algeria, Libya, and other African nations come to Tunisia for care, creating a genuine opportunity to showcase the Tunisian health system across the continent.”
Roche’s Vision for Africa and Tunisia in the Coming Years
Q: What is Roche’s vision for Africa and Tunisia in the next few years?
A: “Roche has been present in Africa for over 70 years, and our ambition is to make the continent a strategic territory for the group. Today, Africa is still a relatively modest market, but it holds considerable potential—both in terms of market size and talent. Many African professionals already hold key positions within Roche worldwide.
Our goal is to turn the continent into a talent attraction hub and a space where those talents can develop.
In Tunisia, after more than three decades of presence, we aim to continue building sustainable partnerships. Our priorities are:
- Improving access to innovative treatments.
- Strengthening early detection.
- Supporting digitalisation.
- Co‑creating solutions with local actors.
The primary objective remains to enable the Tunisian health system to shine across Africa and beyond.”
A Concrete Example of a Successful Public‑Private Partnership
Q: Can you cite a concrete successful public‑private partnership?
A: “In Tunisia, several projects have been developed through public‑private partnerships, notably with Association Dar El Amal. These initiatives include the creation of electronic health registries and the optimisation of oncology care pathways.
An AI system called Lunit is used for breast‑cancer screening. It has reduced image‑interpretation times from two months to about fifteen days.
We also have a partnership with the Ministry of Health, the Salah Azaiez Institute, an NGO, and Swiss cooperation. This collaboration aims to improve the journey of cancer patients by reorganising reception and consultation spaces, enhancing patient care. A new configuration of these spaces is expected to be inaugurated in the coming months.
Such projects demonstrate that collaboration is built on the ground, close to patients and health professionals, not in distant offices. This approach explains why Roche has been present in Tunisia for over thirty years and why we intend to stay durably.
We are convinced that by putting the patient at the centre and working together, we can sustainably improve health systems.”
Keywords: Roche, health investment, Africa Press Day 2026, Tunisia health system, digitalisation, artificial intelligence, early cancer detection, public‑private partnership, clinical trials, regional health hub.
