Our Agenda for Today i Pfizer as a

Our Agenda for Today i Pfizer as a Business i Information Technology’s Leadership Role in Times of Great Change 1

Pfizer Inc 2004/2005 2

Where We’ve Come From Founded in 1849 by Charles Pfizer and Charles Erhart in Brooklyn, NY Charles Pfizer Charles Erhart First Product – Santonin Almond-Toffee Flavoring Shaped Into a Candy Cone 3

Where We’re Going “We have before us the opportunity to become an enduring leader, contributing more to human health than any company in history. ” Hank Mc. Kinnell Chairman of the Board Chief Executive Officer, Pfizer Inc 4

Our Vision Our Purpose We dedicate ourselves to humanity’s quest for longer, healthier, happier lives through innovation in pharmaceutical, consumer, and animal health products. Our Mission We will become the world’s most valued company to patients, customers, colleagues, investors, business partners, and the communities where we work and live. 5

Connected to Our Vision Our Values Sustain Focus on Performance Leadership Innovation Performance Respect for People Teamwork Customer Focus Community Integrity Quality Our Leader Behaviors Beyond Create an Inclusive Environment Encourage Open Discussion and Debate Manage Change Develop People Align Across Pfizer 6

The Power of Pfizer l Strong Performance l l l Powerful Product Synergies l l Enhanced Global Reach l l l High Quality R&D l l Leading Corporate Culture l l l 1. 2003 Annual Report 2003 revenues: $45 billion 1 World’s largest, most valuable research-based pharmaceutical company Largest in human health and animal health, second in consumer health 14 #1 medicines 16 medicines >$500 million in 2003 43 medicines >$100 million in 2003 Expertise in lifecycle management Largest, most-admired field forces 122, 000 colleagues worldwide World’s largest privately funded biomedical R&D organization Well-known consumer brands such as Listerine, Lubriderm, Rogaine and Visine $7. 9 billion R&D spend projected in 2004 225 projects in development Major R&D centers in USA, Europe and Japan. Based on 9 core values, 6 leader behaviors Successful team-based partnerships Science-based, performance-driven Innovative 7

A Global Health Firm Focus on Human and Animal Health Care Products 16 State-of-the-Art Research & Development Campuses New London (PGRD HQ) New York (Pfizer Inc HQ) 122, 000 Colleagues Worldwide Sales in 150+ Countries 81 Manufacturing Facilities in 37 Countries 8

An Extensive Product Portfolio Key Products Rx Pharmaceuticals Aricept Celebrex Diflucan Lipitor Neurontin Norvasc Viagra Xalatan Zithromax Zoloft Zyrtec 43 Medicines over $100 million* Consumer Health Care Benadryl Cortizone Desitin EPT Listerine Lubriderm Neosporin Nicorette Rogaine Rolaids Sudafed Visine Animal Health Clavamox/Synvlox Dectomax Equimax Excenel/Naxcel Respi. Sure/Stellamune Revolution Rimadyl 9 Brands over $100 million *Source: IMS 9

Business Performance 10

Pfizer Inc Revenues by Major Business Unit 2003 Pro Forma Total Revenues = $45. 2 B* Pfizer Global Pharmaceuticals (PGP) $3. 0 B $39. 6 B $1 B Consumer Healthcare (PCH) Pfizer Animal Health (PAH) Capsugel and Other Source: 2003 Annual Report / Pfizer Finance *Pharmacia revenues included post close of merger in May 2003 11

A History of Revenue Growth 19901 20002 20033 8% 4% 11% 2% 8% 3% 17% 7% 8% 18% 50% Total Revenues: $5. 9 B 87% 77% Total Revenues: $29. 6 B Total Revenues: $45. 2 B Rx Pharma Non-Healthcare Animal health Capsugel & Other Consumer Health 11990 Pfizer Annual Report 22000 Pfizer Annual Report, includes Warner-Lambert acquisition 32003 Pfizer Annual Report, includes Pharmacia acquisition as of May 2003 12

$ Billions Strong Market Capitalization HSBC Bank of American Holdings America Int’l Group Intel Corp. Wal-Mart Citigroup Pfizer Exxon Mobil Microsoft General Electric Yahoo Finance, 05 August 2004 13

Corporate Citizenship defines our role in the local and global community, and how we strive to conduct business responsibly in a changing world. i i i Operationally, this means: Advancing good health Engaging stakeholders in dialogue Protecting the environment Excelling at good corporate governance 14

Access to Medicines 15

Bringing Medicines to People in Need In the US: i Pfizer Helpful Answers — A single point of entry to help patients find the program that works best for them i Pfizer Pfriends — Launched in 2004 to meet the needs of the uninsured. Regardless of age or income, anyone without prescription drug coverage can save on Pfizer medicines. For some it will reduce their costs by more than a third. i Connection to Care — Working with physicians, Pfizer helped over a million people gain access to medicines last year alone. Sharing the Care — In partnership with community health centers, has filled more than 6 million prescriptions, worth more than $350 million, for over 2 million low-income, uninsured patients i 16

Bringing Medicines to People in Nee Around the World: i The Diflucan Partnership Program provides Diflucan free of charge and supports the training of health care professionals in the diagnosis and treatment of fungal opportunistic infections. The program serves nearly 100, 000 patients, at close to 1, 000 sites in 23 countries i The International Trachoma Initiative provides Zithromax donations to Ethiopia, Morocco, Tanzania, Egypt, Sudan, Vietnam, Mali, Ghana, Nepal and Niger, with plans for expansion to additional countries. The goal is to eradicate Trachoma, the leading cause of preventable blindness by 2020 17

Where We’re Going “We have before us the opportunity to become an enduring leader, contributing more to human health than any company in history. ” Hank Mc. Kinnell Chairman of the Board Chief Executive Officer, Pfizer Inc 18

Information Technology at Pfizer 19

What Does Great IT Look Like? DIMENSION LESS THAN WORLD CLASS Relationship with the Business Poor credibility, or order takers – all about speed, quality, and cost. Leadership role in applying technology to key processes (customers, suppliers, integrated “back office” employees). Application Portfolio Functional silos by business unit (and/or functions). Well defined common data, layered architecture up to business logic and user interface. Explicit agreement on what is “enterprise-wide. Technology Infrastructure Silos by technology, business, or function. Data movement (e. g. , EAI) infrastructure, continuous improvement around costs, layered and flexible. Organization Structure Silos for technology, applications and data. Focus on skills. Common governance structure, including technology, data, application architecture, spending, people. Focus on leadership as well as skills. Spending Habits Highly variable depending on business conditions. Stable level of IT investment, with continuous cost reduction in the “base, ” and well defined portfolio management process. IT has a Unique Leadership Role to Play in Organizational Transformation 20

What’s Needed Is a Way to Accelerate Organizational Alignment, Where Appropriate and Make Change Happen Faster…. But How? 21

Pfizer’s IT Organizational Strengths i Extremely bright capable people i Strong performance culture i Strong understanding of the business and technology i Extraordinary capacity for innovation IT Mirrors the Rest of Pfizer – Incredible People 22

Pfizer’s IT Challenges i Not always seen as partners with other business leaders i Strong culture of decentralization i Two huge acquisitions in four years, resulting in incredible diversity of processes, systems, and infrastructures Alignment Around a Common “Platform for Innovation” is Critical 23

What Are the Steps in This Leadership Development Process? 1. 2. 3. 4. 5. Senior Team Alignment Development of a Strategic Business Framework for Information Technology Teach the Framework, get alignment and ownership Run Critical, Performance Leadership Projects Repeat Step 4, at least once or twice per year “Credit Where It Is Due” The Leadership Engine, 1997, Noel Tichy 24

What Are the Steps? 1. Senior Team Alignment a. b. c. 2. Can start inside or outside IT A shared set of strategies, or “ideas” in Tichy’s terms A common set of operationalized values, or Leader Behaviors in Pfizer terms Development of a Strategic Business Framework for Information Technology a. b. c. d. e. Aligned with business strategy Clear strategies (5 -year review) Clear metrics Long term goals Short term goals (1 -year horizon) Really Very Simple 25

What Are the Steps? 3. Engage and Teach the Next Group of Leaders a. b. 4. Refine the strategic business framework Develop short term objectives and owners Run Cross-Functional Performance Leadership Projects a. b. c. Select some of the top talent you want to invest in and develop Select 4 to 6 projects composed of some of your most important work – staff with “balanced teams” Designed to i. Get your most important work done ii. Develop some of your best or emerging talent iii. Begin to transform the organization 26

What Does the Organization Get From the PLP Process? i Critical work gets done in a 90 -120 day window i Organizational silos for participants begin to break down i Senior team develops as teachers and sponsors i Actionable quantifiable results are produced i Organizational alignment occurs Accelerated Results and Organizational Change 27

What Do the Participants Get From the PLP Process? i Shared leadership training i Cross-functional, cross business unit knowledge i Relationships with other “movers and shakers” i Stakeholder management training Feedback, Feedback 28

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“Line of Sight” Is Critical for All Pfizer Colleagues Beyond #1 Strategic Imperatives ITLT Strategy • Value provided through products • Core Infrastructure • Flow of medicines through R&D • Transactional applications • People and talent development • Security • Adapting to Pfizer’s new scale • Influencing external environments • Enterprise Data Management • Governance • Talent management Long Term Strategies and Measures Short Term Objectives • Improve Service Quality • Enable Global Application Service Delivery • Improve Operational Efficiency • Improve Agility • Maintain a Secure Environment • Develop People 31