Innovate to bring

therapies to patients

that significantly

improve their lifes

OUR PURPOSE

To be the premier

innovative

pharmaceutical

company

OUR MISSION

OUR VALUES

Customer focus Community

Respect for people

Performance Collaboration

Leadership

Integrity Quality

Innovation

WHO WE ARE WORLDWIDE (2012)

colleagues revenues (WBB, PCH e PAH)

US$ 59 BILLION

7

Research & Development centers (5 in USA, 1 in UK

and 1 in Japan)

investments in R&D manufacturing sites R&D partner institutions

US$ 7 BILLION

58 78

discovery projects in 5 disease areas

countries in which Pfizer sells products

260

150 90 THOUSAND

Last update: March/2013

WHO WE ARE IN BRAZIL (2012)

colleagues revenues (WBB, PCH e PAH)

R$ 4,6 BILLION*

3,200 3

manufacturing sites (Guarulhos, Itapevi e

Campinas)

exportation to 80 countries

R$ 145 MILLION

discovery projects, involving 2,000

patients

investments in manufacturing sites

US$ 15 MILLION

46 TOP PRODUCTS

WBB

Enbrel, Zyvox, Sutent, Liptor, Vfend, Geodon,

Lyrica, Tazocin, Celebrex e Pristiq

Centrum, Advil, Caltrate, Magnésia e Clusivol

Dectomax, Vivax, Linco Spectin, Vanguard e TLMA

TOP PRODUCTS PCH and PAH

*Source: IMS (PMB e NRA), Sindan e exportation

Last update: March/2013

The way we work is evolving…

What we do…

How we do it…

Where we do it…

And what Global Operations is doing about?

• Promotes teamwork, collaboration and diverse work styles

• Encourages interaction, open discussion and debate

• Manages change and increases agility

• Supports results-oriented performance by increased productivity

• Spaces assigned to groups, not workstations to individuals

Pfizer’s goal is to provide colleagues a flexible workplace in

which they can perform to the best of their ability.

Alternative Workplace Solutions (AWS) is a workplace designed to

provide alternative choices in WHERE and HOW colleagues work.

iSpace as Pfizer’s alternative workplace model

APAC first

What is iSpace?

Methodology Provides places for

Concentrated work and for Collaboration

The workplace is arranged to create the types of communication patterns

that produce innovation and colleague engagement

Focused on user behaviors

Collaboration happens in the open plan (buz zones) and other shared

spaces

Focused on businesses need to innovate Choices in workplaces settings for all colleagues

Focus

Social

Collaboration

Learn

Workplace Impact • Promotes team productivity

• Fosters Innovation

• Increases colleague engagement

• Agile, adaptable space • More cost effective than traditional Workplace designs

• Less carbon emissions per employee

iSpace

iSpace

iSpace

Pfizer Brazil

Background…

Jan09

- Pfizer acquires Wyeth

- Three sites

880 Headcount (HC)

Oct09

- One Pfizer

- New space required

Oct10

- New space found (B10)

11.700 sqm / 880 HC

- Projects started

- Preparing to sell Dumas

Oct11

- AH spin off decision

- Not move AH: 100 HC

- New solution required

- Decision to return B10

Mar12

-B10 exit

- Impact of other options

- Dumas site retrofit start with

iSpace concept

- Rent new space

1.100 sqm / 130 HC as annex

- Change Management

Mar13

- Dumas opening

- iSpace fully implemented

6.600 sqm

Direct results from iSpace strategy:

B10 one site

11.700 sqm

880 headcount

100% assigned workstations

B11 site (AH)

900 sqm

100 HC / 100 WS

Assigned workstations

CENU site (annex)

1.100 sqm

130 HC / 108 WS

iSpace concept

Non assigned WS

DUMAS site

6.600 sqm

650 HC / 535 WS

iSpace concept

Non assigned WS

26% area reduction

30% decrease in capital allocation

35% operation expenses savings

Main requirements for mobility success:

16% of total budget invested in technology

improved wireless network

increased the number of notebooks

VoIP investment

new softphone licenses

video conferencing

Collaboration and mobility results…

Before iSpace (Dec 2012)

• High silos / work groups with Low interdisciplinary

communications across BU’s

• 88% of individual focused spaces

• 12% of collaborative shared spaces

After iSpace (Mar 2013)

• Increased communication across all work groups

• 8% of individual focused spaces

• 92% of collaborative shared spaces

To measure the effect of the new workplace model, colleagues were asked to indicate how often they talked to each other

for work or social.

savings in the order of US$240K in

time loss annually

potential productivity gains of 1.2%

85% of satisfaction with the workplace

Indirect results of iSpace project

Interaction

14.7% increase in

collaboration and

interaction.

1% decrease in the loss

of time trying to find the

people needed to work

with

after

before

Mobility

7.8% increase in

campus mobility

14% reduction in time

loss trying to find a place

to meet

after

before

Communication,

privacy and noise

22% increase in

communication

5% reduction of time

loss due to distractions =

12 hours of productive

work gained back to

employees daily

after

before

Visible

Pfizer Culture

Image and identity

index scores improved

18%

The perception of

attraction, retention

and engagement index

improved 14%

after

before

Leadership

support is

crucial to drive

acceptance

and model

behaviors

1 Involve change

management

early in the

project and

engage people

and speed up

adoption

2 Adapt solutions

to local culture

to reduce

resistance to

change

3 Mobility highly

influences

across group

connectivity

and interaction

4

Lessons Learned

A sound

technology

strategy is key

for the success

of alternative

work and

mobility

implementation

5

Fix our

innovative core

and generate

medicines that

profoundly

impact health

Make the right

capital allocation

decisions that

maximize value

and enhance

shareholder

returns

Earn greater

respect from

society

Create an

ownership

culture

1 2 3 4

Company Imperatives “Differentiating ourselves from the competition

will come down to the culture we foster at Pfizer.”

Ian Read

http://www2.epfizer.com.br/inauguracaoprediodumas/video.wmv

Seeing is Believing

Backup

Dumas workplace transformation:Measuring the Effects of Pfizer’s New Workplace Model on Colleague communication Patterns

To measure the effect of the new workplace model, colleagues were asked to indicate how often they talked to each other

for work or social.

Network Measures Decber

2012

March

2013

Density: overall measure of network

connectedness (% of relationships)

19% 21% Higher Density is better

Cohesion: average number of steps required

to reach any other person in the network

2.1 1.8 Lower cohesion is better

Centrality: average number of relationships

per person in network

18 20 Higher centrality is better

Colleague communication patterns BEFORE workplace

transformation to AWS ispace Colleague communication patterns AFTER

workplace transformation to AWS ispace

Key Observations

• High silos / work groups

with Low interdisciplinary

communications across

BU’s

• Medical: main connector

between BU’s / acting as

as a gatekeeper.

Key Observations

• Increased communication

across all work groups

• Medical continues to be

central connectors.

• Increased interdisciplinary

communications across BU’s