BiographyMy Bio…

Celia Banks joined Pfizer in 2010 to lead the Worldwide Research & Development Business Technology Continuous Improvement and Learning & Development Program. Her role also supports Medical Business Technology

Prior to joining Pfizer as a colleague, worked as a contractor with Pfizer in Research & Development and Medical Informatics, where she helped establish the CI Program employing a bottom-up approach initially and has matured the program to be leadership driven

Prior to Pfizer, was contracted by Toyota Motor Sales as Program Manager for the Discovery phase of the Vehicle Supply Chain Renovation

Possesses a philosophical doctorate in Human and Organization Systems; a Masters in Organization Development; a Masters in Administrative Management; and a Masters in Applied Statistics. She is certified by the American Society of Quality as a Quality Manager in Organizational Excellence and by Villanova University as a Six Sigma Black Belt

Responses to Your Q&Auestions…

1. Question: Could you outline how Pfizer is implementing the guidance in ISO 26000?

Response:

At Pfizer, Corporate Responsibility is the ‘how” of how we do business. We support comprehensive strategies across our operations to ensure best-in-class performance in CR. We use several frameworks to guide our CR strategy—including ISO 26000, the Global Reporting Initiative (GRI) and the UN Global Compact.

Pfizer is a proud member of the UN Global Compact (UNGC) which is a framework for businesses that are committed to aligning their operations with universally accepted principles in human rights, labor, environmental performance and anti-corruption. Pfizer

was the first US pharmaceutical company to sign the UNGC in 2002 and has remained an active participant. We were also one of the first US companies to join the Compact, and helped encourage other large US-based multi-nationals to participate.

Pfizer is also a signatory to the UN Caring for Climate Initiative, a complementary platform for UNGC participants who seek to demonstrate leadership on climate change. Pfizer Joined in 2007.

At Pfizer, we work every day to address social issues such as access to medicine by partnering with others to invest the full range of our resources—people, skills, expertise and funding—to improve global health. Our philanthropic platform, Pfizer Investments in Health, invests resources through a coordinated approach that contributes to society through medicine access and health care system strengthening

The Global Health Fellows program (GHF) is one example of this work. GHF is an international corporate volunteer program that places Pfizer colleagues in three to six month assignments with international development organizations designed to address global health issues and improve care for underserved populations. During assignments fellows transfer their professional, medical and business expertise in ways that promote access, quality and efficiency of health care services.

We do what we say we will in supporting our CSR culture. Just recently the Pichincha provincial government awarded Pfizer Ecuador the first place General Rumiñahui prize for excellence in its corporate responsibility programs.

[Photo: Pfizer Ecuador CSR Award]

Regarding environmental sustainability, our Pfizer Global Supply facility in Freiburg, Germany was named Facility of the Year 2011 by the International Society for Pharmaceutical Engineering. Oh, and by the way, the recognition represents the second time in three months that the plant was acknowledged for its sustainable drug production practices. The facility also received the state of Baden-Württemberg’s Environmental award for industrial environmental protection and corporate governance.

[Photo: Freiburg Facility]

We aim to be a leader in public reporting and transparent disclosure of our CR performance. This is the first year that we combined our annual and corporate responsibility reports into a single entity known in the investor community as “one report.” The inclusion of social, governance and environmental performance in a single company report alongside business and financial data is a growing trend. Increasingly investors and other stakeholders seek information that captures a comprehensive view of a company’s performance, including financial and non-financial metrics. We are proud of this accomplishment. The report can be found at www.pfizer.com/annual.

2. Question: Have ISO 26000 guidelines caused your company to change/adapt its sustainable development principles and practices – if so, how?

Response:

This is sort of a horse before the cart question, or vice versa. Our CR efforts are built on a long history of ethical business practices and social responsibility. The ISO 26000 standard is new in the CR field but incorporates many elements that are core to our CR strategy and reporting, so there is clear alignment. In the pure sense, if I looked at it from a timing perspective, then the answer is no.

However, a different perspective of your question considers the connection of Continuous Improvement programs to CR. A number of CI colleagues and I were formally introduced to ISO 26000 by Roberto Saco, a past president of the American Society of Quality. His challenge to us was that we drive CR into our CI efforts.

3. Question: In the words of the standard, has it influenced the way you are ‘integrating, implementing and promoting socially responsible behaviour throughout the organization’ - giving examples if possible?

Response:

We use global standards, like ISO, GRI and the UNGC, to inform our strategy and public reporting. The fundamental elements of ISO link to core CR elements in corporate strategy.

4. Question: ISO 26000 is intended to encourage organizations to go beyond legal compliance – would it be fair to say that the standard has encouraged Pfizer to do so in its socially responsible behaviour?

Response:

Pfizer has a long history of strong CR performance. The foundation of our CR activities is responsible operations and we strive to meet or exceed legal requirements in the countries where we do business—so this means ethics and compliance are cornerstones of our strategy. However in many areas we look for innovative solutions to some of the most pressing social problems—which greatly exceed any legal obligation.

5. Question: Has it influenced the way you engage with stakeholders, customers and suppliers, and do you prefer/require suppliers to follow ISO 26000 guidance?

Response:

Strong stakeholder relationships, and meeting stakeholder expectations, are integral to our success in CR. ISO guidance underscores the importance of those relationships. We work with our stakeholders and suppliers to improve their CR capacity. For example, Pfizer is a founding member of the Pharmaceutical Supply Chain Initiative (PSCI) which seeks to implement standards in human rights, labor, environment and ethics through our supply chain.

I read the ISO standard as follow up after the presentation that Roberto Saco provided. It causes me as a CI expert to stop and think about the improvements we apply including those that touch upon vendor relations.

6. Question: Can you give examples of any benefits to Pfizer of ISO 26000 implementation - e.g. in helping drive continuous improvement and operational excellence, etc?

Response:

One example I know first-hand shaped the desire of a colleague to do a Lean Green Belt project for improving conference room lighting. The improvement did not focus on using brighter watt bulbs, but rather on energy efficient lighting.

7. Question: Are there any further comments you might wish to make about the standard – its suitability and applicability, how it could be improved, etc., and perhaps any advice you might give to other companies considering ISO 26000 implementation?

Response:

Sure, I encourage all of those involved in CI to be social change agents. All companies should seek opportunities to drive continuous improvement, and their CR activities should be no exception. Stronger CR performance helps to advance Pfizer’s business success and to meet evolving the evolving stakeholder expectations that we face as a global pharmaceutical company.