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1、Environmental,Social&Governance ReportPfizer 2022Pfizer 2022 ESG Report2In This ReportIntroductionA Letter from our Chairman&CEOA Letter from Our Lead Independent Director2022 Progress and HighlightsOur Approach to ESGPriority ESG IssuesImpact StoriesTackling the Health Equity Gap TogetherKeeping Pa
2、tients at the Center of Everything We DoEnvironmentClimate ChangeSustainable MedicinesSocialInnovation and Global HealthHuman CapitalGovernanceEthics,Transparency,and QualityAccountabilityPerformanceEnvironmentSocialGovernanceAppendixGRI IndexSASB IndexTCFDAbout This ReportIndependent Accountants Re
3、port34678224262733373846495052586This report shares an overview of our Environmental,Social,and Governance(ESG)vision,achievements,and progress in the year from January 1,2022 to December 31,2022,including data on 32 key performance indicators(KPIs),as well as our path toward a
4、 sustainable life sciences future.For more information,please see About this Report on page 81.Where to find more informationWhat this report covers2022 Annual Documents 2022 Annual Review 2022 Annual Report on Form 10-K 2023 Proxy StatementThis report provides a comprehensive overview of Pfizers co
5、mmitment to our priority ESG goals toward contributing to long term value creation and a sustainable,responsible,and patient centric business model.Our focus is rooted in our purpose to deliver Breakthroughs that change patients lives through ethical decision-making and our core valuesCourage,Excell
6、ence,Equity,and Joy.IntroductionEnvironmentIntroductionImpact StoriesSocialGovernancePerformanceAppendixPfizer 2022 ESG Report4Letter from our Chairman&CEOStepping Up to Meet the Demands of a Changing WorldAt Pfizer,our purposeBreakthroughs that change patients livesdrives us to be a force for good
7、in the world.We believe that scientific innovation can help people live longer,healthier lives,and we are proud to continue to advance our scientific pipeline and strengthen our research and development in support of this goal.Specifically,to help ensure science will win against ongoing and future h
8、ealth threats,we invested approximately$11.4 billion in internal research and development programs in 2022.While many people know about what Pfizer does,fewer know how we go about this work in a way that fulfills our purpose,builds trust,and takes accountability for the impact we make on society.We
9、take our work seriously,as the impact is felt by not only the more than 1.3 billion patients treated with our medicines and vaccines in 20221,but also the communities in which we,and our stakeholders,live and work.2022like the two years preceding itwas punctuated by a growing number of daunting glob
10、al challengesfrom COVID-19,which remains a threat to global health,to political and economic instability,to the armed conflict in Ukraine,to increased attacks on marginalized groups that have made it harder for people to live safe,healthy,and productive lives.At the same time,continued climate chang
11、e has led to observable effectsfrom floods and heat waves to droughts and dwindling ice capsand may be linked to not-so-obvious effects,such as potential increased health risks from air pollution,extreme weather events,and pressures on mental health.Global action and collaboration are needed to addr
12、ess these issues,and as a private-sector leader,Pfizer is committed to responding.At Pfizer,our commitment is anchored to our six ESG priorities:product innovation;equitable access and pricing;product quality and safety;diversity,equity,and inclusion;climate change;and business ethics.Our progress i
13、n these areas is detailed in this report,and we look forward to continuing to engage with colleagues and other stakeholders to hear how we can continue to enhance our impact,both within and outside of Pfizer.We also continue to refine the metrics we use to measure our performance as the voluntary an
14、d emerging regulatory frameworks governing ESG reporting evolve at the local,national,regional,and global level.Acting EthicallyOur approach to helping address the issues facing our planet and its people is rooted in our purpose.And while our breakthroughs can take the form of new medicines and vacc
15、ines,they can also shape new ways of working,new ways of helping ensure equitable access to our innovations,and new ways of leveraging our voice.Were a company that is guided by our valuescourage,excellence,equity,and joy.To that end,we deploy an ethical decision-making framework that seeks to guide
16、 how we discuss,consider and act to help address global challenges.Values-and ethics-based decision-making promotes accountability and helps ensure that integrity,quality,safety,and ethics are foundational to all we do.Actions WordsThese decisions have led to action.For example,we remain committed t
17、o working towards equitable and affordable access to the Pfizer-BioNTech COVID-19 Vaccine and Pfizers oral therapy for people around the world.Why?Because our vaccines and medicines cannot positively impact patients if those patients do not have access to them.This commitment to equitable access ext
18、ends beyond COVID-19.We live in a time when science can increasingly take on the worlds most devastating diseases.But there is a gap determining who can access these innovations,and who cannot.To help bridge this gap,we announced in May 2022 that we will provide on a not-for-profit basis all our inn
19、ovative medicines and vaccines available in the U.S.or the European Union to 1.2 billion people in 45 lower-income countries and will work closely with global health leaders to make improvements in diagnosis,education,infrastructure,storage,and more.The Accord for a Healthier Worldwhich we expanded
20、in January 2023 to include the full portfolio of products for which we have global rights,bringing the total offering from 23 patented medicines and vaccines to around 500 patented and off-patent productsaims to greatly reduce the health inequities that exist between many lower-income countries and
21、the rest of the world.Introduction1 Patient counts are estimates based on multiple data sources.See footnotes within the Performance section for more details.EnvironmentIntroductionImpact StoriesSocialGovernancePerformanceAppendixPfizer 2022 ESG Report5Letter from our Chairman&CEO ContinuedIntroduct
22、ionAction also requires stepping up during times of international crisis.We remain deeply concerned by the human suffering we have witnessed during the ongoing armed conflict in Ukraine,and we are committed to contributing to ongoing humanitarian efforts that support the safety,health,and wellbeing
23、of people affected by this tragic event.We are determined to ensure the safety of our colleagues and their families,and we are equally determined to facilitate continued access to our medicines and vaccines for patients.But we recognize that we are in a position to do even more.That is why,effective
24、 March 14,2022,Pfizer began donating profits of our Russian subsidiary to the Pfizer Foundation2 for direct humanitarian support to the people of Ukraine,in addition to our ongoing humanitarian response efforts in the region.Pfizer,through The Pfizer Foundation,has committed over$30 million to suppo
25、rt these efforts.We believe that product donations play an important role in relief and humanitarian emergencies.We are proud to work through established non-governmental organizations with expertise in managing product donations in connection with humanitarian emergencies.In 2022,this included Hurr
26、icane Fiona,Hurricane Ian,the Afghanistan earthquake,and the flooding in Pakistan.We recognize that planetary health has a profound impact on human health,which is why we are building on more than 20 years of climate action to reduce our company and value chain Greenhouse Gas(GHG)emissions.In June 2
27、022,we announced our aim to achieve the voluntary Net-Zero Standard by 2040,ten years earlier than the timeline described in the standard.As part of this commitment,we aim to reduce our company GHG emissions by 95 percent and our value chain GHG emissions by 90 percent from 2019 levels through accel
28、erating the transition away from fossil fuels and engaging suppliers to catalyze equivalent action.Force for Good As we look ahead,as remarkable as 2022 has been for Pfizer,I believe we have only scratched the surface of the transformative impact we can have on human health.Our third ESG Report,whic
29、h shares our vision and approach,showcases progress on key strategies and reaffirms our commitment to keeping patients at the center of all we do and to furthering the positive impact that we have on the world.Nobody can predict with certainty how the world will change in 2023,and what challenges hu
30、mankind will have to overcome.But I do know this:all of us at Pfizer consider it a privilege to be allowed by society to help address these issues.Against this backdrop,we remain committed to keeping patients as our North Star,applying ethical decision-making frameworks to our work,embedding ESG int
31、o our corporate strategies,and continuing to be a force for good in the world.Dr.Albert BourlaPfizer Chairman&Chief Executive Officer2 The Pfizer Foundation is a separate legal entity from Pfizer Inc.with distinct legal restrictions.EnvironmentIntroductionImpact StoriesSocialGovernancePerformanceApp
32、endixPfizer 2022 ESG Report6Dear Stakeholders,On behalf of the Board of Directors,I would like to thank you for your interest in Pfizers environmental,social,and governance progress.We believe that Pfizers commitment to our PurposeBreakthroughs that change patients livesis essential to the companys
33、long-term success.We are proud to share Pfizers progress on our ESG efforts in our third formal report.Recognizing the importance of ESG to Pfizer and our stakeholders,the Board remains highly engaged in overseeing Pfizers ESG strategy,with the Governance&Sustainability Committee(the G&S Committee)o
34、f the Board assuming oversight responsibility of Pfizers overall ESG strategy,reporting,policies and practices.The Boards other Committees are also actively engaged and oversee specific elements of ESG associated with their respective areas of responsibility.During 2022,the G&S Committee received up
35、dates from management concerning Pfizers ESG priorities and the companys progress measured against related metrics and goals at nearly every meeting and shared this information with the full Board.The Committee also was informed of potential changes to the external regulatory and reporting environme
36、nt that may impact our future ESG disclosures and internal changes to our ESG governance structure to enhance our risk management and oversight.In addition,the Board was informed of Pfizers progress in achieving our diversity,equity,and inclusion goals and our environmental priorities and milestones
37、,including our aim to achieve the voluntary Net-Zero Standard for greenhouse gas emissions by 2040.In terms of diversity,the Board recognizes the critical importance and value of Pfizers colleagues and the need to continuously work to maintain a culture where colleagues of diverse backgrounds,abilit
38、ies and experiences contribute their unique viewpoints and perspectives to all aspects of our business.Pfizers leaders establish and reinforce the companys culture,which the Board and its Committees oversee.At the Board level,we strive to maintain a Board with a diverse set of experiences,qualificat
39、ions,and attributes,as well as gender and ethnic diversity.Accordingly,when seeking new Directors,the Board considers a diverse pool of qualified candidates across several dimensions,including skills,gender,age,race,ethnicity,background,professional experience,and perspectives.The Board is committed
40、 to ongoing refreshment,as evidenced by the addition of five new independent Directors since 2018.We are proud to share Pfizers progress on these efforts in this report and appreciate your interest.Sincerely,IntroductionShantanu NarayenLead Independent Director Message from the Lead Independent Dire
41、ctorEnvironmentIntroductionImpact StoriesSocialGovernancePerformanceAppendixPfizer 2022 ESG Report7Introduction2022 Progress and Highlights11 See footnotes within the Performance section for more details.Net-Zero StandardAiming to achieve by 2040,which is 10 years earlier than expectations of the st
42、andard#1Ranking among the largest Pharma companies in the most recent Global PatientView Survey(#2 overall)Leadership Levelfor our CDP Climate Change DisclosureRecognized at the43.1%Representation for women at VP+levels globally28.1%Representation for U.S.minorities at VP+level4 out of 12members of
43、the Board of Directors are women3 out of 12members of the Board of Directors are ethnically diverse.30kPfizer leaders have ESG KPIs factored into their compensationNamed one of the Worlds Most Ethical Companies by Ethisphere for the second year in a row“Worlds Most Ethical Companies”and“Ethisphere”n
44、ames and marks are registered trademarks of Ethisphere LLC.44%Pfizer New Molecular Entity and novel biologic applications approved by the FDA between 2018-2022 designated as Breakthrough Therapies11%Reduction in Scope 1&2 greenhouse gas(GHG)emissions from 2019 baselineEnvironmentIntroductionImpact S
45、toriesSocialGovernancePerformanceAppendixPfizer 2022 ESG Report8Underpinned by our core values,our ESG approach helps Pfizer deliver on our strategy and our purpose.Guided by our values and our commitment to long term sustainability,our ESG approach informs how we can advance our purpose Breakthroug
46、hs that change patients livesin a responsible and sustainable way that takes accountability for the impact we make on society.By taking proactive,collaborative steps to advance ESG at Pfizer,we can help improve health outcomes,build trust,create shared value,and make a positive impact on society for
47、 years to come.Pfizers 6 ESG Priorities Product innovation:Reducing cycle times,increasing success rates,and getting more breakthroughs into the hands of patients sooner Equitable access and pricing:Expanding affordable access to our breakthrough medicines and vaccines,and protecting people from the
48、 burden of infectious and other diseases Product quality and safety:Maintaining a quality culture to ensure the highest priority is placed on the safety,efficacy and reliability of our products,the safety of our patients and consumers,the quality of data supporting regulatory submissions,and interac
49、tions with our stakeholders Business ethics:Exercising strong corporate governance and risk management practices to promote the long term interests of our stakeholders Diversity,equity,and inclusion:Creating opportunities to advance diversity,equity,and inclusion across our workforce,those with whom
50、 we do business,and society at large Climate change:Taking action to reduce our greenhouse gas emissions and mitigate risks associated with a changing climateOur Approach To ESGIntroductionEnvironmentIntroductionImpact StoriesSocialGovernancePerformanceAppendixPfizer 2022 ESG Report9Advancing our ES
51、G performance is an interconnected effort requiring cross-company alignment and collaboration.ESG best practice is often recognized as aligning and embedding robust ESG management into our strategyso that the company and its priority ESG workstreams move together,leading to opportunities ofmutual re
52、inforcement and impact.We have continuously refined our ESG strategy in alignment with our purpose and corporate strategy.Building on our effortswhich include our acquisition of Global Blood Therapeutics,Inc.to help underserved patient communities,such as those with sickle cell disease,as well as ex
53、panded access programming through An Accord for a Healthier Worldwe more purposefully integrated ESG into our ways of working in 2022,including strategic decisions,business operations,and governance,to create greater ownership of impact at all levels.In 2023,we aim to further integrate ESG into our
54、corporate strategy,reinforcing our commitment to being a purpose-driven organization.By embedding ESG into our strategy,we can make it the common denominator that underpins how we fulfill our commitments to our stakeholders.For example,in our financing strategy,we were the first U.S.biopharmaceutica
55、l company to include ESG Key Performance Indicator(KPI)-linked metrics in our$7 billion,five-year revolving credit facility.IntroductionConnecting our Purpose,Strategy,and ESGEnvironmentIntroductionImpact StoriesSocialGovernancePerformanceAppendixPfizer 2022 ESG Report10Priority ESG Issues Introduct
56、ionWe recognize that our priority issues may evolve over time,and remain committed to adjusting our approach,as appropriate,to ensure our ESG efforts prioritize issues that could have a significant impact on our business and matter most to our stakeholders.The ESG function within Pfizer and its cros
57、s-functional governing committees(at the senior management and the executive level)have responsibility for considering and adopting potential goals and targets,with escalation to the Governance&Sustainability Committee(G&SC)of the Board,based on input from experienced subject matter experts and advi
58、sors.Our efforts are directed towards making an impact that furthers our purpose to improve patients lives and support the global communities we aim to serve.Pfizers ESG Priority Areas:Product innovation Product quality and safety Diversity,equity,and inclusion Equitable access and pricing Business
59、ethics Climate changeIn 2020,we led an in-depth priority assessment that helped map ESG issues and their relative impact on our business and expectations of our stakeholders.We identified 30 priority topics and mapped these to our six ESG priority areas,which in turn closely align to our corporate s
60、trategy,as well as the risks and opportunities identified with our Enterprise Risk Management(ERM)approach.These six priority issues are consistent with our values and our patient-centric approach.In 2022,we continued to engage a variety of stakeholdersincluding patients,caregivers,investors,colleag
61、ues,and partnersto better understand their changing needs,interests and expectations of Pfizer.These insights further sharpened the focus of our ESG strategy on the issues important to our stakeholders,while also monitoring and managing the other issues in our ESG priority assessment.EnvironmentIntr
62、oductionImpact StoriesSocialGovernancePerformanceAppendixPfizer 2022 ESG Report11IntroductionPriority ESG Issues ContinuedEnvironmentIntroductionImpact StoriesSocialGovernancePerformanceAppendixPfizer 2022 ESG Report12IntroductionPriority ESG Issues ContinuedBased on our six ESG priority areas,we ha
63、ve identified,set and communicated public ESG goals so that our stakeholders understand how we are measuring success.We believe that setting and publicizing our goals energizes our colleagues,showcases our priorities,and demonstrates transparency to external stakeholders.By tracking our work,we can
64、better understand what works,what doesnt,and whether we are living up to the goals we are setting for ourselves.For example,with regards to our climate change goal,we aim to achieve the voluntary Net-Zero Standard by 2040,ten years earlier than the expectations of the Standard.This goal informs our
65、aim to reduce our company emissions by 95 percent and our value chain emissions by 90 percent from 2019 levels by 2040.With regards to our Diversity,Equity and Inclusion goal,by 2025 we aim to achieve global workforce parity of 47 percent for women at the Vice President+level,and 32 percent for U.S.
66、minority representation at the Vice President+level.We look forward to continuing to advance and report on our ESG priority areas and related goals.Goal SettingEnvironmentIntroductionImpact StoriesSocialGovernancePerformanceAppendixPfizer 2022 ESG Report13IntroductionOur StakeholdersOur stakeholders
67、 opinions matter to us.Each one brings a unique perspective to the table,and we collaborate with them at various levels to inform our ESG strategy and make a positive impact internally and externally.Patients and CaregiversPatients are our North Star.We work with patients and their caregivers to und
68、erstand their needs and help ensure that our medicines and vaccines work to address them.As part of this,we engage with patients and patient advocacy groups to listen,learn,collaborate,and address areas of unmet patient need and to incorporate their perspectives before we launch our medicines and va
69、ccines.In 2022,Pfizers Global Patient Advocacy Team engaged more than 1,800 global patient advocacy organizations across North America,Europe,Latin America,and Asia through trainings,workshops,and webinars focused on health policy issues,capacity building,patient centricity,and patient education and
70、 information.In 2022,we also hosted our second annual event,Patients in Focus,which recognizes the influence that patients have on every facet of our work.Pfizer CEO and Chairman,Albert Bourla,as well as other leadership met directly with patients and advocates to learn about their experiences and d
71、iscuss how Pfizer can continue to embed the patient perspective into our work to discover,develop,and bring to market medicines and vaccines.Shareholders and InvestorsOur shareholders,investors,and analysts have a vested interest in Pfizers operations and the short,medium,and long term success of Pf
72、izer.We work to engage investors on ESG issues through ongoing one-on-one conversations,surveys and questionnaires,and targeted communications,for example ESG-related content on our Investor Insights website.We also host investor-aimed fireside chats to review priority ESG initiatives and topics,inc
73、luding on priority areas such as equitable access and climate action.These fireside chats were broadcast publicly and aimed to provide investors the opportunity to learn more about Pfizers ESG priorities and activities.EnvironmentIntroductionImpact StoriesSocialGovernancePerformanceAppendixPfizer 20
74、22 ESG Report14IntroductionOur Stakeholders ContinuedColleaguesWe want all our colleagues to develop,grow,and succeed and believe everyone deserves to be seen,heard,and respected for who they are.We hold regular meetings and Town Hall events focused on employees and their needs,conduct regular surve
75、ys to understand colleague satisfaction and other aspects of corporate culture,and invest in programs to help colleagues manage their mental and physical well-being.PartnersThe scale of our ambition requires us to work in coordination and collaboration with external partners,so that we advance new b
76、reakthroughs,improve access to our medicines and vaccines,and nurture the growth of our business.We engage with foundations,multilaterals,non-governmental organizations,and coalitions,including groups like the World Health Organization,Save the Children,Access to Medicine Foundation,and Science Base
77、d Targets Initiative(SBTi)among otherson issues including access to medicines and vaccines,environmental concerns,transparency,and business ethics.We also engage suppliers to understand their needs and support their efforts to reduce their environmental footprints.We work alongside global health and
78、 public health organizations to expand access to our medicines and vaccines,including on-the-ground support for health and education initiatives,and partner with academic and industry research alliances to help increase the number of future breakthroughs for patients.We also educate medical organiza
79、tions about the latest research on our medicines and vaccines,our pipelines,and ways to access our products.Governments,policymakers,and regulatorsWe engage policymakers and regulators to understand shifting external and regulatory landscapes to help ensure that issues facing our company and our com
80、mitment to breakthroughs that change patients lives are communicated.We have consistent,two-way dialogue with policymakers through targeted one-on-one engagement and through trade association and industry bodies alongside biopharmaceutical peers to help guide our medicines from the laboratory to pat
81、ients.We also provide policymakers with updates on our medicines and vaccines to facilitate decision-making and improved patient outcomes.EnvironmentIntroductionImpact StoriesSocialGovernancePerformanceAppendixThe stories that follow highlight our extensive efforts in our priority areas,leading with
82、 our global work to help tackle the challenge of health inequity through the launch of An Accord for a Healthier World.We also cover the work we do directly with patients,advocates,and caregivers to carry out our core purpose:Breakthroughs that change patients lives.Impact StoriesImpact StoriesIntro
83、ductionEnvironmentSocialGovernancePerformanceAppendixPfizer 2022 ESG Report16Impact StoriesHealth inequity is one of the greatest and most urgent challenges we face today.Half of the worlds population cannot access the healthcare they need.Significant improvements in local health systems are still n
84、eeded in many lower-income countries to ensure broader and better access to care.1 Consistent with Pfizers responsibility to respect the right to health,we are always looking for new ways to tackle this challengenot only by working to assure consistent supply and access to medicines and vaccines,but
85、 also by addressing other system barriers that impede progress.Thats why Pfizer launched An Accord for a Healthier World in 2022 to apply what we learned and catalyze a collective effort to help address the health equity gap.The Accord is a first-of-its kind,comprehensive initiative focused on helpi
86、ng increase access to medicines and vaccines for 1.2 billion people living in 45 lower-income countries that have historically been most vulnerable to healthcare inequalities.Alongside governments and global health organizations,Pfizer aims to co-create scalable and sustainable solutions to help add
87、ress systemic barriers to better health.The Accord is focused on working to find faster,more efficient pathways for supply of medicines and vaccines as well as strengthening the resources,capabilities,and platforms that will help enable sustainable access to those medicines.This includes technical e
88、xpertise,training,diagnostic capacity,innovative financing,and more within the public health system.We aim for the Accord to be a catalyst bringing together governments and multi-sector organizations to effectively identify and apply solutions across the entire healthcare ecosystem.No one government
89、,organization,or company can close the health equity gap alone.At the launch of the Accord in May 2022,Pfizer initially committed to provide on a not-for-profit basis all our innovative medicines and vaccines available in the U.S.or the European Union to 1.2 billion people in 45 lower-income countri
90、es.However,in the early months following the launch as Accord outreach began,the resounding feedback from governments was that access to a broader and more immediate scope of consistent,high-quality products is needed for meaningful and sustainable transformation.Based on this feedback and to better
91、 align with unmet patient needs,Pfizer made the decision to significantly expand the offering from the initial patented medicines and vaccines to the full portfolio of medicines for which Pfizer Tackling the Health Equity Gap TogetherBreaking down barriers with a new collective and holistic approach
92、1 https:/www.who.int/news/item/13-12-2017-world-bank-and-who-half-the-world-lacks-access-to-essential-health-services-100-million-still-pushed-into-extreme-poverty-because-of-health-expenses#:text=At%20least%20half%20of%20the,out%20of%20their%20own%20pocketsVaccine delivery in RwandaImpact StoriesIn
93、troductionEnvironmentSocialGovernancePerformanceAppendixPfizer 2022 ESG Report17Impact Storieshas global rights.The portfolio offered by Pfizer on a not-for-profit basis through the Accord expanded from 23 to hundreds of patented and off-patent products that help treat or prevent many of the greates
94、t infectious and non-communicable disease threats faced today in lower-income countries.Nearly 40 percent of the medicines and vaccines now offered are part of the World Health Organizations(WHO)list of essential medicines.As Pfizer introduces new medicines and vaccines,those products will also be i
95、ncluded in the Accord portfolio.The supply of these medicines and vaccines is only one step in getting them to people in need.Each country and community faces unique circumstances,so Pfizer will be working with the governments in each location to identify specific barriers and mobilize resources to
96、address them.Since the launch of An Accord for a Healthier World,Pfizer has engaged with the majority of the 45 Accord-eligible lower-income countries and is in advanced conversations with a number of them to explore opportunities to address health equity.Rwanda has already received its first delive
97、ries of Pfizer medicines and vaccines under the Accord.In collaboration with the Rwandan Ministry of Health,Pfizer also provided professional healthcare education and training to support the use of these medicines and vaccines,and we have deployed the first Global Health Team to the country to help
98、identify opportunities for long term supply chain optimization.Active collaboration is underway with the Ministries of Health in Malawi,Ghana,and Senegal as well as a number of other Accord-eligible lower-income countries to better understand the critical healthcare needs and opportunities for healt
99、h system strengthening.Pfizer remains committed to helping support the needs of all patients,everywhere.Tackling the Health Equity Gap Together ContinuedImpact StoriesIntroductionEnvironmentSocialGovernancePerformanceAppendixPfizer 2022 ESG Report18Working in Partnership with Patient Advocacy Groups
100、 Day in and day out,colleagues across Pfizer collaborate with hundreds of Patient Advocacy Groups around the world to advance shared goals and better support the needs of patients everywhere.Advocacy leaders and patient groups understand the needs and perspectives of patients and,for this reason,are
101、 essential partners to leaders across the industry.By speaking directly with patients and advocates,Pfizer colleagues glean insights on patients experiences with their conditions and treatments,inform patients about clinical trials,discuss possible side effects,and educate the wider healthcare commu
102、nity about tools that might be helpful to patients.Our Global Patient Advocacy team contributes to Pfizers advocacy and engagement strategy by supporting teams to drive deep therapeutic and regional relationship models with patient advocacy groups.With a patient engagement lead based in every region
103、,the team works with patients and advocates regardless of geography,disease focus,or economic status.These partnerships can help improve patient outcomes by increasing patient engagement in research and development,elevating priority policy and social impact issues,creating meaningful resources and
104、programs that provide value to patients,and more.For example,in 2022,Pfizer Spains Global Patient Advocacy colleagues joined forces with Global Patient Advocacy colleagues across Latin American Pfizer sites to organize the first joint webinar for Spanish-speaking advocates and patient groups titled
105、Entre GENte y GENte,a play on words connoting between people and gene therapies.The webinar educated the audience about gene therapy and other new,advanced therapies available for rare disease patients and brought together experts,industry leaders,and over 100 patient advocacy groups for the first t
106、ime.Patient representatives from Latin America and Spain participated,intending to work together between both continents through the exchange of information and concerns,and Pfizer leaders had the opportunity to reinforce the commitment to patient centricity and highlight the value of science.Events
107、 like these are multi-purpose:we are able to share knowledge and promote dialogue,increase literacy around advanced therapies for patient advocacy groups,and reinforce our longstanding commitment to listening to patients needs and challenges.Keeping Patients at the Center of Everything We Do Working
108、 directly with patients,advocates,and caregivers to deliver breakthroughs that change patients lives.Patient Advocacy and EngagementPatient Centricity is our North Star at Pfizer.In keeping this steadfast focus,we know were best positioned to deliver on our purpose:developing breakthroughs that chan
109、ge patients lives.Thats what inspired us to host our first-ever Global Patient Advocacy Forum in 2022,bringing together senior advocacy leaders from around the world at our New York headquarters to discuss how to continue to best partner with and serve patients.The forum also set the stage for Pfize
110、rs upcoming Global Pan-Therapeutic Patient Centricity Advisors council,which will include advocates from Latin America,Europe,Asia,Canada,and the United States.The Global Pan-Therapeutic Patient Centricity Advisors council has been assembled to educate Pfizer colleagues on trends and issues patient
111、groups face,provide candid input on key patient-focused programs and resources,and collaborate with Pfizer colleagues and senior leadership to co-develop meaningful approaches to measure progress on behalf of patients.Impact StoriesWHAT IS PATIENT CENTRICITY?Pfizer set out to define“patient centrici
112、ty”in 2022,working collaboratively with patient advocates to ensure our definition was inclusive of a diversity of experiences.We surveyed colleagues as well as a group of global pan-therapeutic patient centricity advisors.We ulti-mately launched the definition as follows:“Patient Centricity exists
113、at Pfizer when we listen and learn from the patient perspective,acting as partners with accountability and integrity to deliver outcomes that matter most to patients and those involved in their care.”Pfizers first-ever Global Patient Advocacy Forum was held in 2022 bringingtogether patient advocacy
114、leaders from around the world working across a wide variety of patient populations.Pfizer was recognized as the most patient-centric organization among the worlds largest pharma-ceutical companies,according to the 2021 PatientView Corporate Reputation of Pharma Survey.The survey,collecting insights
115、from more than 2,150 patient groups across 90 countries,measures their perceptions of pharma companies across nine indicators,including transparency,patient safety,quality information,integrity,support for patients,and more.Impact StoriesIntroductionEnvironmentSocialGovernancePerformanceAppendixPfiz
116、er 2022 ESG Report19Patient Advocacy and EngagementImpact StoriesKeeping Patients at the Center of Everything We Do ContinuedOur Patient Centric DesignPatient perspectives are embedded into all of our work end-to-end,from the earliest stages of research to the final approval and use of our medicines
117、 and vaccines.Were not only considering their needs but also including them in the process.By working for and with patients,caregivers,and advocates directly,we are able to better understand and serve the evolving needs of patients everywhere.For example,in early 2022,patient advocacy leaders workin
118、g across Pfizers Rare Disease team designed a survey with Qualtrics to collect insights from respondents with sickle cell disease and their caregivers to better understand the effects of sickle cell disease that matter most to the patient and preferences for treatment options.By bringing the patient
119、 voice in early,decision-makers at Pfizer develop a deep reservoir of insights about patients concerns and priorities,and in time,these can help inform therapeutic development,clinical trial design,as well as our support programs and services.As another demonstration of this approach,the Pfizer Germ
120、any Patient Dialog has gathered more than 100 patient organizations and leaders across the industry to discuss patients most pressing needs.Launched in 2002,the Dialog has transformed from a small networking event and workshop into a pivotal healthcare convention in Germany,uniting experts from the
121、pharmaceutical industry,healthcare,politics,and patient advocacy organizations.The program includes a discussion about the future of the healthcare system,a debate about the opportunities presented by different therapies,and a best practices presentation on patient information.These in-person gather
122、ings offer important opportunities for co-creation.For example,the 2017 dialog led to the development of a Pfizer Germany website and information platform,the“Support for Me”Patient Navigator.Developed by advocates,healthcare professionals and other experts across the industry to cater to patients m
123、ost pressing needs,the website now features insights from more than 70 external experts with advice on topics such as disease basics,insights on living with a particular condition,recommended examinations,and treatment,as well as support and guidance for caregivers and family members.PATIENT SPOTLIG
124、HT:KEVINS STORY Diagnosed with sickle cell disease(SCD)at a young age,Kevin was determined to not let his diagnosis define his life.He now serves as a patient advocate,using his voice to help provide hope and reinforce that the future is brighter for those impacted by sickle cell disease.Because of
125、their unique experience and insights into the realities patients face each day,patient advocates like Kevin are crucial partners in understanding and serving patient needs.After all,nobody understands a health condition better than the person experiencing it.Collaborations like these are a priority
126、across every therapeutic area and Pfizer could not deliver our purpose without advocates and patient groups.Learn more about Kevins determination to combat the stigma of this rare disease and his passion for patient advocacy here.The Pfizer Germany Patient Dialog gathers more than 100 patient organi
127、zations and leaders across the industry to discuss patients most pressing needs.Impact StoriesIntroductionEnvironmentSocialGovernancePerformanceAppendixPfizer 2022 ESG Report20Patient Advocacy and EngagementImpact StoriesKeeping Patients at the Center of Everything We Do ContinuedImproving Health Li
128、teracy for All PatientsEven the best programs,resources or health information cant help patients if they dont know how to act on it.Health literacy is the measure of how patients get health information and services,understand them,and use them.Many people find health information difficult or confusi
129、ng,which can contribute to poor health decisions.Thats why Pfizer is working with advocates to make health information easier to understand and to provide patients with resources to promote conversations that result in better outcomes.From ensuring that clinical trial data is accessible and useful t
130、o developing easy-to-understand product information and labels,Pfizer colleagues aim to ensure that all patient information is shared in plain language,without any technical jargon and in a timely manner.Pfizers Health Literacy Position Paper outlines various initiatives to improve health literacy,i
131、ncluding our work with advocacy groups and non-profit partners.For example,in recent years,we worked with a number of organizationsincluding multicultural groups and community centersto evaluate the language around health topics,such as COVID-19,and to suggest phrasing that is easy to understand.In
132、addition,Pfizer has sponsored organizations,such as the National Academies of Science Engineering and Medicine(NASEM)Roundtable on Health Literacy and Pharma Collaborative,to support the development of workshops around topics like communicating with vulnerable populations and developing health liter
133、acy skills to improve equity.Weve also created two resources to support patients and caregivers this year.A new e-book,Making the Most of Patient Centricity:How to Be an Empowered,Engaged Patient helps empower them to make smart healthcare choices,improve their communication with healthcare provider
134、s,and make sure they have the information needed to advocate for themselves in a medical setting.Similarly,our new guide,A Lifetime of Health Literacy,helps parents and providers learn how to promote health literacy in children.The guide features expert-backed tips on how to foster a greater sense o
135、f shared health decision-making with kids.From crystalizing health information for patients to ensuring we are always learning,listening,and acting as partners with accountability and integrity with advocates and patient groups,we continue to ensure that patients remain at the center of all the work
136、 that we do.Impact StoriesIntroductionEnvironmentSocialGovernancePerformanceAppendixThe health of our global environment impacts everyone.At Pfizer,we are committed to reducing our environmental footprint.Our company purposeBreakthroughs that change patients livesguides our environmental priorities,
137、with a focus on impact reduction,conservation of resources,and the minimization of waste arising from our operations.2224Climate Change Reducing Emissions From Our Operations Accelerating Action Across Our Supply Chain Proactive External Engagement Understanding How Climate Change Could Impact Our B
138、usinessSustainable Medicines Pharmaceuticals In The Environment Waste Water StressMore information on the SDGs here.How our approach to environmental sustainability supports the Sustainable Development Goals(SDGs)Industry,Innovation,and InfrastructureWe promote resilient and sustainable infrastructu
139、re,scientific research and innovation.Responsible Consumption and ProductionWe aim to achieve environmentally sound life cycle management and adopt sustainable practicesClimate ActionThrough our goals we are taking urgent action to help combat climate change and its impacts.EnvironmentEnvironmentImp
140、act StoriesIntroductionSocialGovernancePerformanceAppendixPfizer 2022 ESG Report22Climate ChangeWe recognize global climate change as one of the defining issues of our time requiring collective action to mitigate the risks it poses such as increased adverse impacts on human health and decreased acce
141、ss to critical medicines and vaccines due to disruptions in value chains caused by the greater frequency of severe weather.Pfizer is continuing its near-term commitment to reduce company Greenhouse Gas(GHG)emissions aligned with a 1.5C trajectory and to engage suppliers so that they also set science
142、-based GHG emissions reduction goals.In June 2022,Pfizer announced a broader commitment to further reduce GHG emissions by working to achieve the voluntary Net-Zero Standard by 2040,ten years earlier than the timeline described in the standard.By 2040 Pfizer aims to decrease its company GHG emission
143、s by 95%and its value chain emissions by 90%from 2019 levels through accelerating the transition away from fossil fuels and engaging suppliers to catalyze equivalent action.In June 2022,Pfizer became one of the initial signatories to the U.S.Department of Health and Human Services(HHS)climate pledge
144、 that calls on stakeholders in the U.S.healthcare system including hospitals,health systems,payers,suppliers,and pharmaceutical companiesto reduce GHG emissions and build a more climate resilient healthcare infrastructure.By doing so,we committed to reducing GHG emissions and to publicly report on p
145、rogress as well as develop climate resiliency plans,among other actions.In recognition of these ambitions and other efforts,Pfizer was also included in Corporate Knights 2023 100 Most Sustainable Corporations in the World list.EnvironmentEnvironment1 Pfizer is pursuing SBTi validation of our Net-Zer
146、o target in 2023.2 Please refer to About this Report for the Emergency Use Authorization(EUA)statement for COMIRNATY and PAXLOVID.Pfizer aims to achieve a 95%reduction in company(Scope 1&2)greenhouse gas(GHG)emissions and a 90%reduction in value chain(Scope 3)emissions by 20401.Our near term targets
147、,approved by the Science Based Targets Initiative(SBTi),are outlined below:Reducing scope 1 and 2 GHG emissions by 46%from a 2019 baseline by 2030Scope 1&2 GHG emissions in 2022 were 1.5%lower than 2021 in spite of production increases,including the production of PAXLOVID(nirmatrelvir tablets and ri
148、tonavir tablets)2.Emissions for 2022 were 11.2%lower than the 2019 baseline.Sourcing 80%of electricity from renew-ables by 2025,and 100%by 2030Pfizer sourced 7.8%renewable electricity in 2022.Working to accelerate change across our supply chain,driving 64%of our suppliers of goods and services by sp
149、end to also set science-based GHG emission reduction goals by 2025Currently 29%of our suppliers by spend have or have committed to develop GHG emis-sions reduction targets approved by the SBTi.Reducing emissions from upstream transportation and distribution by 10%and from business travel by 25%by 20
150、25 from a 2019 baselineAlthough emissions associated with the transportation and distribution of PAXLOVID and the COVID-19 vaccine,transported predominantly by air using cold-chain technologies,continued to increase,we eliminated approximately 50,000 mt of GHG emissions by tran-sitioning other produ
151、ct shipments from air to ocean in 2022.Travel-related GHG emissions were 78%lower than the 2019 baseline.Going forward we will continue to utilize digital tools as appropriate to limit travel.TargetProgressOur environmental data included in this ESG Report may include certain estimates and assumptio
152、ns given data avail-ability at the time of publication.Our finalized 2022 data with additional details will be published on Pfizers Environ-mental Sustainability Page.EnvironmentImpact StoriesIntroductionSocialGovernancePerformanceAppendixPfizer 2022 ESG Report23Reducing Emissions From Our Operation
153、sAs part of our efforts to reduce our overall environmental footprint globally,our manufacturing and R&D sites have environmental sustainability plans to reduce impact.We seek opportunities to design new facilities or renovation projects with reduced environmental impact(such as energy consumption,w
154、ater usage,and waste management)so we can reduce resource demand.For example,we aim to replace equipment at end-of-life with energy-efficient alternatives.We invest in no-/low-carbon technologies at our sites and through power purchase agreements(PPAs)that enable sourcing of energy from renewable so
155、urces.We also undertake process enhancements within our product manufacturing to increase efficiency and reduce the number of process steps and resources required.In 2021,Pfizer entered into a virtual PPA with Vesper Energy(Vesper).Certain market and supply chain issues have been resolved and we now
156、 expect the project to begin generating power on or before December 31,2024.Under this 15-year agreement,Vesper will deliver at least 310 megawatts(MW)of renewable energy to the grid from the Hornet Solar project in west Texas.Once operational,we expect Pfizers North American purchased electricity n
157、eeds,which comprise approximately 50%of our electricity use globally,will be addressed by the renewable energy certificates generated by this solar energy project.In 2022,we also continued our efforts to establish a virtual PPA in Europe and aim to secure renewable energy certificates and/or additio
158、nal PPAs to meet our goal of 80%renewable energy by 2025.As outlined by our goals and demonstrated by our commitment to RE100,we are working to transition electricity generated by our operations and any remaining purchased electricity to renewable sources by 2030.Accelerating Action Across Our Suppl
159、y ChainPfizers scope 3(value chain)GHG footprint is four times that associated with the companys direct operations.Based on this,we recognize action is needed throughout our value chain to help address the complex threat of climate change.Procurement of goods and services,which is essential to produ
160、cing medicines and vaccines,is the most significant contributor to our scope 3 emissions.Therefore,we urge all our suppliers to commit to ambitious,science-based GHG reduction targets and have integrated environmental criteria in our supplier sourcing,contracting,and performance management processes
161、.From 2018 to 2021 Pfizer was recognized as a CDP Supplier Engagement Leader for our work to reduce environmental risks in our supply chain.1In November 2022,Pfizer also announced our intention to join a collective action initiative,Activate,to support the decarbonization of a major source of GHG em
162、issions in the pharmaceutical value chain.Through Activate,Pfizer will work in partnership with peer pharma companies to accelerate decarbonization in active pharmaceutical ingredient(API)supply chains.Activate targets sustainability/GHG emission improvements at API suppliers including Contract Manu
163、facturing Organizations.Proactive External EngagementTackling climate change requires action from all parties across all sectors,and Pfizer urges governments both in the U.S.and abroad to establish ambitious climate policies to stabilize global temperature rise at 1.5 degrees.For additional informat
164、ion on Pfizers climate action program,please see our:Climate Change Position Statement 2022 CDP Climate Change ResponseUnderstanding How Climate Change Could Impact Our BusinessWe are committed to transparency in evaluating the risks and opportunities that climate change may present to our business.
165、To meet this commitment,we incorporate the Task Force on Climate-Related Financial Disclosures(TCFD)framework into our enterprise risk management governance process and voluntarily report aligned with TCFD recommendations.See our TCFD Response on page 74.Environment ContinuedEnvironment1 CDP Supplie
166、r Engagement Leaderboard results for calendar year 2022 were not yet available at the time of publication.Wind turbines at Puurs,Belgium Pfizer site.EnvironmentImpact StoriesIntroductionSocialGovernancePerformanceAppendixPfizer 2022 ESG Report24Environment ContinuedEnvironmentSustainable MedicinesPf
167、izer has a long history of using the concepts of green chemistry and promoting them across the industry.Through scientific innovation we strive to design more efficient processes that can reduce the environmental impact of our medicines throughout the product life cycle.To expand on this,we are deve
168、loping sustainable product design principles to transform the way we work across all modalities in both research and development.Our intent is to positively impact our environmental performance by systematically conserving energy,reducing water and raw materials usage,driving out waste,and embracing
169、 circular solutions where possible.The principles also serve to educate and inform our colleagues,define key metrics and performance targets,and encourage innovation through collaboration and partnerships.Pfizer is conducting representative life cycle assessments(LCAs)for small molecules,large molec
170、ules,vaccines,and devices.The output of these assessments is used to identify areas of focus in development and manufacturing processes,which can help enable preventative actions where we can have the most impact,with particular emphasis on GHG emissions reductions.Pharmaceuticals in the Environment
171、Pharmaceuticals in the environment and antimicrobial resistance(AMR)continue to be critically important environmental issues for our industry.Pfizer is committed to limiting discharge of active pharmaceutical ingredients to wastewater from our manufacturing processes,using environmental risk assessm
172、ent methodologies and emission control practices and technologies.As an active member,Pfizer follows the best practices in the AMR Industry Alliances(AMRIA)Antibiotic Manufacturing Standard,published in June 2022.We are on track to meet our goal of achieving the industry published targets(Predicted
173、No Effect Concentrations)for antibiotics by 2025 and are piloting innovative wastewater management and treatment practices at several sites,including manufacturing and supplier sites,to advance our management of wastewater discharges.In 2022 Pfizer participated in an effort led by AMRIA and BSI Stan
174、dards Limited to develop an antibiotic certification scheme that is designed to demonstrate implementation of AMRIAs Antibiotic Manufacturing Standard through an independent third-party certification body.Pfizer is one of the first companies to participate in the 2023 certification assessment pilot.
175、WasteCentral to our sustainable medicines program is the minimization of waste across our sites globally.We pursue process improvements in our research,development and manufacturing operations through next-generation design projects and the implementation of green chemistry and other sustainability
176、practices.Pfizer sites consistently seek opportunities to reduce,reuse,repurpose,and recycle materials such as packaging and plastics.For the past four years,weve tracked an internal performance metric to evaluate our sites waste management practices as they relate to the hierarchy of control of han
177、dling waste:avoid,reduce,reuse,recycle,dispose.The metric is used to drive waste handling decisions to improve the circularity of our sites waste streams and promote minimization.We are also able to use this metric to benchmark our performance against others in our industry and identify opportunitie
178、s for improvement.Since 2019,we have reduced the quantity of waste sent to landfill by over 5.4 million kilograms.Pfizer participates in the Pharmaceutical Product Stewardship Work Group(PPSWG)in the United States and MEDSdisposal in Europe to help enable proper disposal of unused medicines.Environm
179、entImpact StoriesIntroductionSocialGovernancePerformanceAppendixPfizer 2022 ESG Report25Environment ContinuedEnvironmentWater StressThe availability of and access to clean water is a basic human need globally and must be addressed locally.In 2022,Pfizer published a Water Stewardship position stateme
180、nt,which describes our commitment to being good stewards of the water we use to make medicines,particularly in water-stressed areas.To this end,we completed water risk assessments at all Pfizer sites in 2022 to better evaluate and understand water quality and scarcity issues across our network.As a
181、result of these risk assessments,in 2023 we plan to develop action plans at sites with elevated risk scores,which include elements such as quantifying water use,implementing mitigation plans and establishing water conservation targets,protecting water quality,improving wastewater treatment where nec
182、essary,evaluating recycling practices,and engaging with surrounding communities.We will measure progress at our internal sites,while engaging with our key suppliers in water-stressed areas to encourage them to develop and implement similar action plans.Creating Sustainable Solutions in Memphis At Pf
183、izers logistics center in Memphis,Tennessee,we took steps to reduce the environmental impact of cold chain shipping operations.Only about 3%of the single-use Styrofoam containers being used for cold chain shipments were being returned by our customers for recycling,with the majority being sent to la
184、ndfill for disposal.We replaced the Styrofoam shippers with reus-able shipping containers that are easily returned and can be re-used over 70 times,reducing the amount of packaging waste sent to landfill by customers by 90%.Pfizer teammates completed a biodiversity related project involving the inve
185、ntory and planting of native trees at its Itapevi,Brazil site.CASE STUDY:ITAPEVI NATURE BASED SOLUTIONS PROJECT As Pfizer sets out on its Net-Zero journey,we recognize the interconnectedness of climate change,natural systems and biodiversity.Several of our sites around the globe have undertaken proj
186、ects focused on protecting and promoting local,natural systems.In recent years,Pfizer Global Supply colleagues in Itapevi have been working to increase biodiversity by doubling the number of native trees onsite.In 2022,an inventory was completed of the more than 2,000 trees on the property confirmin
187、g their health.These trees not only provide additional habitat and shade,but also help clean the air and act as a carbon sink.EnvironmentImpact StoriesIntroductionSocialGovernancePerformanceAppendixAt Pfizer,our purposeBreakthroughs that change patients livesis rooted in achieving social good.We kno
188、w that when we succeed,our breakthroughs can potentially have life-changing effects.We aim to be the solution for illnesses from widespread infectious diseases to conditions with historically unmet need.Pfizer is mindful of the urgency of our mission,as the world fights against the spread of deadly
189、new diseases and struggles with inequities in health outcomes among populations.Our goal is to leverage partnerships and programs to allow quick and widespread access to our breakthrough medicines and vaccines across all corners of the world.SocialInnovation and Global Health Product Innovation Equi
190、table Access and Pricing Healthcare Infrastructure Patient Centric DesignHuman Capital Colleague Engagement Growth and Development Colleague Diversity,Equity,and Inclusion Health,Safety,and Well-being27 33How our approach to social issues supports the SDGsGood Health and Well-BeingWe aspire to ensur
191、e health and well-being for all at all ages through equitable access to medicines and vaccines.Gender EqualityWe aim to end discrimination against women,ensure equal opportunities for leadership and access to reproductive health.Decent Work and Economic GrowthWe promote inclusive and sustainable eco
192、nomic growth,employment,and decent and safe working environments.Reduced InequalitiesWe empower and promote the social and economic inclusion of all,irrespective of age,sex,disability,race,ethnicity,origin,religion or economic or other status.Partnerships for the GoalsWe are working to create new pa
193、rtnerships to help attain relevant sustainable development goals.More information on the SDGs here.EnvironmentSocialImpact StoriesIntroductionGovernancePerformanceAppendixPfizer 2022 ESG Report27SocialInnovation and Global HealthSocialAs the global health landscape continues to evolve,so do we,makin
194、g innovation our greatest tool as we uncover new combinations,designs,and advances to address an array of challenges.But medicinal solutions are only part of the equation:getting vaccines and therapies to patients who need them,regardless of location,requires innovation in delivery systems.Pfizer fo
195、cuses on both aspects of innovation by investing in the right people and partnerships.Pfizer colleagues continue to break barriers in the discovery and delivery of treatments and solutions with a relentless focus on providing for underserved and vulnerable communities around the world.Our strategic
196、public and private partnerships allow for reach and scale when key players are brought together.Product InnovationAt Pfizer,we measure ourselves by our relentless pursuit of breakthroughs that change patients lives.This means prioritizing innovation and accelerating our efforts to bring solutions to
197、 those who need them at“lightspeed.”We have been consistently investing in innovation with a research and development budget that has grown by more than 70 percent in less than five years.As of January 31,2023,our current pipeline of 110 programs in development,from Phase 1 through registration,refl
198、ects our empowerment of scientists,culture of excellence,and deep-seated drive to deliver on our purpose for patients.A greater success rate means the potential to affect more patients lives.By the end of 2022,Pfizer achieved an end-to-end success rate of 18 percentfrom first-in-human(FIH)to approva
199、l at a new molecular entity(NME)level which is nearly 10 times our 2010 performance.This improved success rate can be largely attributed to a years-long narrowing of our therapeutic focus areas to where we believe we are equipped to make the biggest impact on patients lives.Reduced cycle times,while
200、 continuing our focus on safety and quality,can help get our breakthroughs to patients faster,potentially addressing more unmet needs.Pfizer reduced our median FIH to approval cycle time for new medicines and vaccines from nine years in 2019 to approximately five years in 2022.Based on an evolving m
201、ix of approvals,including accelerated development for COVID-19 products,Pfizer now develops medicines and vaccines 45 percent faster from FIH to approval compared to 2019.We work every day to upend the standard approach to clinical development in areas with a high unmet need in order to pursue break
202、throughs in vaccines and treatments.Pfizers NME and Biologics License Application(BLA)approvals reflect a greater proportion of Breakthrough Therapy and Expedited Regulatory Designations relative to the industry.Between 2018 and 2022,44 percent of Pfizer NME and novel BLA applications approved by th
203、e U.S.FDA were designated as Breakthrough Therapies compared to 30 percent of industry Center for Drug Evaluation and Research(CDER)and Center for Biologics Evaluation and Research(CBER)vaccine applications approved over the same period Including other FDA designations involving expedited review bet
204、ween 2018 and 2022,100 percent of Pfizer NME and novel BLA applications approved by the FDA achieved one(or more)expedited designations compared to 67 percent of industry CDER and CBER vaccine applicationsDigital InnovationGreater social impact is the result of our re-lentless focus on productivity,
205、as we get more life-changing medicines into the hands of pa-tients and at a faster rate.Pfizer is leveraging digital,data,artificial intelligence(AI),and machine learning to accelerate innovation in the interests of patients at every stepfrom discovery to clinical development,manufac-turing,distribu
206、tion,and commercialization.Technology enhancements like computation-al modeling and simulation,and quantum computing capabilities,are making our crit-ical work faster and more relevant to actual patient experiences.In 2022,our digital innovation included partnering with major retail pharmacy chains
207、to introduce digital health products that support patients on their treatment journey,and applying advanced analytics and AI ca-pabilities that accelerate access to PAXLOVID,Pfizers COVID-19 oral treatment.Pfizer also launched an AI-driven program to monitor and identify counterfeit versions of Pfiz
208、er medicines in real-time to help ensure patient access to safe and effective medications.To deliver these and other innovations at speed and scale,we accelerated the migration of our global IT footprint to the cloud from 25 percent in 2019 to 80 percent in 2022.EnvironmentSocialImpact StoriesIntrod
209、uctionGovernancePerformanceAppendixPfizer 2022 ESG Report28Social ContinuedSocialOur Innovations Are Guided by Patient NeedsRSV vaccine candidateIn 2022,Pfizer received Breakthrough Therapy Designation for our respiratory syncytial virus(RSV)vaccine candidate,RSVpreF,for prevention of RSV-associated
210、 lower respiratory tract illness in both infants,through maternal immunization,and older adults aged 60+.With RSVs potentially serious and in some cases life-threatening impacts,RSVpreF has the potential to be the first maternal vaccine candidate to help protect infants from birth through six months
211、 of age,if approved.Pneumococcal conjugate vaccinePfizer received approval from the European Medicines Agency in 2022 for APEXXNAR pneumococcal polysaccharide conjugate vaccine(20-valent,adsorbed),our 20-valent pneumococcal conjugate vaccine for the prevention of invasive disease and pneumonia cause
212、d by Streptococcus pneumoniae in people ages 18 and up.Following positive results in studies of the pediatric population,the FDA accepted the application for the vaccine for priority review to expand use to prevent infection in infants in the U.S.Next generation COVID-19 vaccine candidateIn the ongo
213、ing response to COVID-19,Pfizer and BioNTech have established a long term and multi-pronged scientific strategy with the aim of developing next generation COVID-19 vaccines to generate more robust,longer-lasting,and broader immune responses against COVID-19.Ulcerative colitisPfizer announced positiv
214、e Phase 3 results for etrasimod,an investigational,oral,once-a-day(S1P)receptor modulator for the treatment of moderate-to-severe ulcerative colitisa chronic and debilitating disease with high rates of progression to colectomy.In the trial,etrasimod showed an encouraging balance of efficacy and safe
215、ty,and could have a meaningful impact for patients,if approved.Type 2 diabetesRising rates of obesity and diabetes carry significant health consequences,as these diseases have increased comorbidity risk.Pfizers investigational oral GLP-1receptor agonists are designed to address what we understand to
216、 be key drivers of these diseases and are showing best-in-class potential.While ensuring the compliance with our high-quality standards and keeping patient safety at the forefront,we are working to accelerate clinical development timelines for these treatment candidates and,subject to clinical succe
217、ss and approval of regulatory authorities,we hope to be able to provide a convenient oral option for patients alongside currently approved injectable medicines.OncologyOncology continues to be another therapeutic area where Pfizer has deep scientific and biologic understanding.In 2022,Pfizers invest
218、igational cancer immunotherapy,elranatamab,received FDA Breakthrough Therapy Designation for the treatment of people with relapsed or refractory multiple myeloma,representing our twelfth breakthrough designation in oncology To help patients with advanced prostate cancerthe second most common type of
219、 cancer in menPfizer is conducting the Phase 3 TALAPRO-2 study,examining a combination treatment with TALZENNA(talazoparib),an oral poly ADP-ribose polymerase inhibitor,and XTANDI(enzalutamide)an existing standard of care.The study showed positive results with the potential for this combination to b
220、ecome a new standard of care for metastatic castration-resistant prostate cancer,subject to regulatory approval.EnvironmentSocialImpact StoriesIntroductionGovernancePerformanceAppendixPfizer 2022 ESG Report29Innovating for Impact2022 also brought significant launches and expansions that provide oppo
221、rtunities for Pfizer to further address unmet patient needs in categories such as rare hematology,for example.Pfizer completed the acquisition of Global Blood Therapeutics,Inc.,a biopharmaceutical company dedicated to the discovery,development,and delivery of life-changing treatments for underserved
222、 patient communities,starting with sickle cell disease.A core pillar of our product innovation work is our effort to help slow the spread of antimicrobial resistance(AMR)one of the biggest threats to global health as it can make infections harder to treat,increasing the risk of disease spread,severe
223、 illness,and death.As many as 10 million people could die annually from AMR by 2050.Pfizers recognition in the 2022 Access to Medicine AMR Benchmark reflects our industry-leading and multi-faceted approach to combat AMR,which includes our own product pipeline,active stewardship,infrastructure invest
224、ments,and comprehensive tracking.Pfizers ATLAS surveillance programone of the largest in the worldprovides public access to both antifungal and antibiotic resistance data,helping researchers and stakeholders better understand resistance patterns.Equitable Access and PricingAt Pfizer,we measure ourse
225、lves not just by the creation of breakthrough medicines and vaccines,but by the accessibility of those critical innovations within populations in need.Our vaccines and medicines are not able to benefit patients if they cannot reach or afford them.To change patients lives,Pfizer applies a modernized
226、approach to access,focused on affordability and delivery for patients with the greatest coverage gaps and out-of-pocket exposure.As a result of these efforts,in 2022,more than 1.3 billion patients were treated and/or vaccinated by a Pfizer product,including COMIRNATY(the Pfizer-BioNTech COVID-19 vac
227、cine)and PAXLOVID(nirmatrelvir tablets and ritonavir tablets).1 Affordability is a long term commitment and must be embedded in our systems,incentives,and operating model.At Pfizer,this is guided by An Accord for a Healthier World,which is focused on closing the health equity gap that persists betwe
228、en wealthy nations and many lower-income countries.Alongside governments and multi-sector partners,Pfizer is working to co-create scalable,sustainable solutions to enable greater access to healthcare innovation for 1.2 billion people living in 45 lower-income countries around the world.Additionally,
229、Pfizers broad-based core methods to reduce the number of people who cannot afford our medicines include:Advocating with payers,governments,and others in the healthcare system on behalf of patients to identify and relieve financial burdens Patient assistance and donation programs when insurance or re
230、imbursement systems fail to provide affordable access to our medicines Innovative financing mechanisms,including differential pricing,microfinancing,peer-to-peer lending,subscription models,and flexible payment options,to help reduce out-of-pocket costs for patients on a sustained basis New technolo
231、gies that reduce barriers to care and digital wallets with the potential to pass rebates directly to patients at the point of sale We also engage in global commercial access partnerships with organizations like Gavi,the Vaccine Alliance,where weve agreed to supply up to 930 million doses of pneumoco
232、ccal conjugate vaccine(PCV)through 2027 at its lowest access price.In 2022,Pfizer extended this work through a bid with UNICEF to supply Prevenar 13 to Gavi at its lowest access price.Social ContinuedSocial75k+1.3b1.1m31.2m38.5mPatients Treated(including COMIRNATY and PAXLOVID)2Traditional ChannelsU
233、.S.Patient Assistance ProgramsEx-U.S.Access and Affordability ProgramsGlobal Commercial Access PartnershipsProduct Donation Programs1 Please refer to About this Report for the Emergency Use Authorization(EUA)statement for COMIRNATY and PAXLOVID.2 Refer to our Performance section for additional detai
234、ls on these figures.EnvironmentSocialImpact StoriesIntroductionGovernancePerformanceAppendixPfizer 2022 ESG Report30We set the price of our medicines and vaccines guided by the value our products bring to patients and society,achieving the broadest possible access.Our goal is to create long term sol
235、utions that take into consideration the environments and health systems in which we operate,using flexible payment models designed for differing markets.To achieve faster and broader access to our medicines,we have over 150 financial-based agreements currently implemented or in development in ex-U.S
236、.markets.In the 2022 Access to Medicine Index,Pfizer ranked No.6 overall,but led in the governance of access category for an integrated access-to-medicine strategy and board-level responsibility and showed improvement in the Research&Development category.Pfizer looks to leverage digital platforms an
237、d technologies prevalent in todays world to introduce effective and scalable solutions that address specific patient needs.This includes support programs that aim to improve quality of care and convenience,as well as reduce the burden of ongoing,high-cost care.In 2022,Pfizer developed IUdo,a digital
238、 solution offering a standardized and secure platform to streamline processes for third parties managing Pfizer support programs,combined with a mobile app for patients.IUdo is designed to make it easier for patients enrolled in selected Patient Support Programs to access Pfizer medications.It impro
239、ves both the patient and healthcare professional experience by accelerating program enrollment;providing seamless access to financial support plans;increasing the scale and reach of programs to patients;and allowing the support program journey to be managed directly from their phones.To date,IUdo is
240、 available in Egypt,Lebanon,Qatar,and Mexico with plans to expand to other countries across Emerging Markets in fiscal 2023.Healthcare InfrastructurePfizer embraces that healthcare is more than the development of medicines and vaccines.Governments,civil society,the private health sector,and communit
241、ies play a critical role in facilitating access to health innovations by establishing and strengthening local healthcare infrastructure.Through The Pfizer Foundation*,we make investments that seek to improve health systems and increase access to quality healthcare for underserved populations,in the
242、U.S.and around the world.We have doubled down on solutions that are evidence based and aligned with government health priorities.As part of our commitment to advance health equity,The Pfizer Foundations Accelerating Health Equity Grant Program supports efforts to reduce health disparities and improv
243、e health outcomes in Black communities in the U.S.using a social determinants of health framework.In its second year,the program is supporting 15 community-based organizations to develop and lead solutions that address leading causes of disparate health outcomes.In the programs first year more than
244、900,000 people received healthcare services,information or support,including efforts to empower people with health knowledge,increase access to direct health services,and provide patients and communities with stronger social support.This program also trained more than 390 community health workers an
245、d strengthened more than 3,600 health facilities in the U.S.Launched in 2020,in partnership with Direct Relief,The Pfizer Foundation provided grants to 11 U.S.safety-net community healthcare providers,supporting innovative approaches to infectious disease education,screening,testing,treatment,and ca
246、re among the countrys most vulnerable communities.Assisted by the grants,these health centers are undertaking approaches to create greater equity,including mobile vans and pop-up clinics,telehealth technology,and electronic health records to standardize care.To date,the program has reached more than
247、 455,000 people with improved quality care,including pregnant women and children.Global health system strengthening Through global initiatives,The Pfizer Foundation focuses its strategy on strengthening health systems to better address vaccine-preventable illnesses and infectious disease.Launched in
248、 2016,the Global Health Innovation Grants(GHIG)program works to support innovative health delivery models in low-and middle-income countries.These projects help to test and scale community-based initiatives addressing global health challenges and allow the Foundation to make wide-reaching impact in
249、the prevention and treatment of infectious disease.Since the program launch,The Pfizer Foundation has supported 34 organizations in 21 countries across Asia,Social ContinuedSocial*The Pfizer Foundation is a separate legal entity from Pfizer Inc.with distinct legal restrictions.CONTINUING OUR MISSION
250、 TO WORK TOWARDS EQUITABLE GLOBAL ACCESS TO THE COVID-19 VACCINE In 2022,Pfizer continued our commitment to reach vulnerable populations where there is demand through a pledge to make available at least 2 billion doses of the Pfizer-BioNTech COVID-19 vaccine to low-and middle-income countries throug
251、h 2022.As of the end of 2022,Pfizer met the demand for the vaccine from these markets,delivering nearly 1.7 billion doses to 112 countries,including South Africa,Kenya,Rwanda,Jordan,Ukraine,Dominican Republic,Honduras,Indonesia,Vietnam,and Malaysiaamong many others.We also continue to work closely w
252、ith COVAX and partners like the U.S.Government and European Union to supply the vaccine to meet current global demand in low-and middle-income countries.Pfizer remained the top supplier to COVAX in 2022,contributing around 30%of their total supplynearly 600 million doses of the Pfizer-BioNTech COVID
253、-19 vaccine.Pfizer also supports bilateral donations between governments to help ensure access.COVID-19 vaccines arrive in BotswanaEnvironmentSocialImpact StoriesIntroductionGovernancePerformanceAppendixPfizer 2022 ESG Report31Africa,and Latin America.These efforts have helped to treat more than six
254、 million patients,provide life-saving screening and education for 12.2 million patients,train more than 80,000 healthcare staff and open over 1,000 new health centers.In addition to our GHIG initiative,the Infectious Disease Grants program,launched in 2019,focuses on improving child health and preve
255、ntion and treatment of infectious diseases.We recognize the disproportionate risk for neonatal deaths and maternal mortality in low-and middle-income countries.These are often preventable deaths caused by gaps in access to healthcare and inappropriate care for pregnancy and childbirth.In 2022,we inc
256、reased our support in this area through a new partnership with PATH in Ghana to reduce newborn mortality by improving diagnosis and management of maternal infections through integration of point-of-care diagnostics and community-based screening of infectious diseases.This year,The Pfizer Foundation
257、expanded our partnership with World Vision in Uganda to reduce childhood mortality under age five,by strengthening community-level prevention,diagnosis,and treatment,as well as deploying social accountability models to demand and improve utilization of quality care.Social ContinuedSocialIn 1998,Pfiz
258、er and the Edna McConnell Clark Foundation co-founded the International Trachoma Initiative(ITI),a nonprofit dedicated to helping eliminate trachoma,the leading infectious cause of blindness worldwide.The ITI,which since 2009 has been a program of the independent nonprofit The Task Force for Global
259、Health,manages Pfizers donated antibiotic and collaborates with governments and partners to implement the World Health Organizations(WHO)recommended strategy to prevent,treat,and ultimately eliminate trachoma as a public health problem.Our Impact:As of January 2023,Pfizer marked the milestone of 1 b
260、illion donated doses of antibiotic,which through the ITI and many partners has reached more than 300 million patients in more than 40 countries As a result of the WHOs recommended SAFE strategy to help prevent and treat trachoma,in 2022 four additional countries were validated by the WHO as having e
261、liminated trachoma,even amid other public health crises.According to the WHO,15 countries have eliminated trachoma as a public health problem and the number of people at risk of the disease has decreased by 92 percent since 2002 In June 2022,Pfizer extended our commitment to provide antibiotic donat
262、ions through 2030,aligning with the goal of global trachoma elimination endorsed by the WHOPhoto Credit:Sala Lewis/International Trachoma InitiativeInternational Trachoma InitiativePfizer Inc.Programs Supporting Equitable AccessWe know that it wont just be vaccines that will bring an end to the COVI
263、D-19 pandemic,but vaccinations.Country readiness is critical in ensuring that vaccinations are successful.Based on Pfizers experience working with Ministries of Health and multilateral organizations during this unprecedented scale up of a vaccination campaign,we recognize countries are facing multip
264、le issues when it comes to supply planning and delivery,including the ability to absorb vaccine in the country,lower uptake rates due to hesitancy,limited ultra-cold-chain capacity or infrastructure to properly move or store vaccines,syringe supply,and other downstream capacity issues like workforce
265、 constraints.Continued investment in readiness efforts in many low-income countries is still necessary to ensure that vaccines shipped effectively reach populations.Pfizer continues to partner with the global health community,governments,and private industry to help address these challenges.Local Su
266、pply Chain Partnerships EnvironmentSocialImpact StoriesIntroductionGovernancePerformanceAppendixPfizer 2022 ESG Report32Social ContinuedSocialAs part of a four-year partnership with Zipline,Pfizer is continuing to support an innovative pilot initiative in Ghana,focused on delivering vaccines that re
267、quire cold-chain storage to hard-to-reach areas using drones.The initial success of the project suggests the program could be expanded to deliver doses of COVID-19 vaccines to remote regions across the world where Zipline operates.In 2022,over 1.7 million vaccine doses from various manufacturers wer
268、e delivered by Zipline,reaching 657 health facilities across Ghana,as well as expanding to Nigeria,reaching 90 rural health facilities in Kaduna State.In addition to providing much-needed vaccines to these areas,the delivery of these 1.7 million doses by drones saved over 34,000 gallons of gasoline.
269、In 2021,Pfizer signed a memorandum of understanding with the Global Environment and Technology Foundation to collaborate with Project Last Mile.The partnership is focused on aligning the supply chain expertise and technical capabilities of Coca-Cola,a company whose supply chain is characterized as o
270、ne of the widest reaching in the world,with technical expertise from Pfizer on vaccine handling,storage and administration in order to improve the availability of vaccines in developing countries,and,in particular,to those residing in and around the last mile of the medical supply chain in Africa.Zi
271、plineProject Last MilePatient Centric DesignEverything we do at Pfizer is done first and foremost with patients in mind.To be most effective in serving patients and understanding the patient experience,we are intentional about engaging them,along with caregivers and advocacy groups,in all of our pro
272、cesses.By speaking directly with patients and advocates,we glean insights on conditions and treatments,inform patients about clinical trials,discuss possible side effects,and educate the wider healthcare community about helpful tools.In that spirit,we hosted our second annual Patients in Focus week,
273、engaging more than 40,000 colleagues and more than 200 Global Patient Advocacy Partners.From blood drives and volunteering campaigns to patient chats and colleague lunch-and-learns,in-person and virtual events expanded colleagues understanding of patient needs and highlighted best-in-class patient a
274、dvocacy initiatives.In addition to improving the broader patient experience through community engagement,health inequities are addressed more effectively when community experts are intentionally engaged in developing solutions that tackle underlying issues.Pfizer continues to work with key groups ac
275、ross the U.S.to help address health disparities among historically underserved populations through its Multicultural Health Equity Collective(The Collective).Building upon trust established with partner organizations,The Collective continues to move beyond education and health literacy efforts,while
276、 purposefully focusing on systemic issues that cause inequitable health outcomes.In 2022,The Collective hosted its inaugural Health Equity in Action Summit:Optimal Interventions to Systemic Drivers of Racial Health Inequities.Co-convened by The Century Foundation,the National Minority Quality Forum,
277、Morehouse School of Medicine,and National Association of County&City Health Officials(NACCHO),the Summit gathered more than 100 leaders from across the healthcare ecosystem to challenge conventional thinking,highlight the need and opportunities to disrupt racism embedded in health systems,and make b
278、etter health possible for all.We explored solutions to advance health equity across key areas,including digital health,healthcare facilities and delivery,workforce development,health research and policy,and more.We look forward to partnering with Summit participants to elevate solutions that address
279、 critical gaps in equitable healthcare and reduce barriers to quality care.EnvironmentSocialImpact StoriesIntroductionGovernancePerformanceAppendixPfizer 2022 ESG Report33Human CapitalOur ability to successfully deliver on our purpose to the benefit of patients is dependent on our people.We focus on
280、 integrating workforce,workplace,and work output by paying special attention to the health and wellness of our colleagues,prioritizing meaningful work that contributes to our Purpose:Breakthroughs that change patients lives,and fostering an amazing place to work where our people can thrive and grow.
281、We engage our colleagues through every phase of their experience,bringing a people-centric approach to everything from recruiting,benefits and compensation,to growth,inclusion,and communication.Colleague EngagementFrom recruitment to retirement,Pfizer works to cultivate a positive colleague experien
282、ce dedicated to professional and personal success,providing equitable opportunities,and creating breakthroughs.We focus on ensuring each of our employees feels connected to our purpose and supported by the culture we continuously work to maintain,which is built on our company values of courage,excel
283、lence,equity,and joy.Managers are committed to discussing colleague performance assessments twice annually,with the intent to encourage breakthrough goals and drive leadership in Pfizer values.However,we understand that communication goes both ways.Continuously listening and responding to colleague
284、feedback is essential to fostering a healthy work environment with the power to attract and retain top talent.Our annual engagement survey,Pfizer Pulse,provides a forum for our colleagues to give structured feedback and allows us to measure and track priority areas and equip leaders with actionable
285、insights.We are proud that in 2022,on average 88 percent of colleagues reported feeling engaged,as measured by pride in working at Pfizer,a willingness to recommend Pfizer as a great place to work,and intent to stay.In addition,93 percent agreed their daily work contributes to our purpose.In additio
286、n to Pfizer Pulse,we initiate informal requests for feedback during the year.Throughout the restructuring of our growth strategy,for example,more than 6,000 colleagues provided input,leading to a platform with overwhelmingly positive feedback and engagement.Along with effective listening,Pfizer prio
287、ritizes colleague recognition to drive engagement,motivation,and productivity.In 2022,we launched Bravo,Pfizers first global rewards and recognition program with peer-to-peer capabilities.Colleagues are celebrated for demonstrating Pfizer values in a way that makes an impact on the company,a colleag
288、ue,a team or a patient.From Bravos launch in April through fiscal 2022,82 percent of colleagues have been recognized and more than 414,000 recognitions have been given.Growth and DevelopmentIn 2022,Pfizer continued the shift from a traditional,linear view of career growth to one that is built on asp
289、irations and empowers individuals to boldly own their growth journey.We deepened our efforts to redefine growth as a fluid process that promotes incremental in-role growth or mobility along horizontal,vertical or diagonal individualized pathwayswhat we are calling“Zig-Zag”growth.From a managerial pe
290、rspective,Pfizer is adopting a collective talent mindset to support colleague growth across the entire organization.We recognize that diverse experiences drive better outcomes.In 2022,our senior managers and above made 368 diagonal zig-zag moves across the enterprise,a 50 percent increase over the p
291、rior year baseline of 245.We also set the expectation that managers have growth conversations with all of their direct reports by the end of the year to align on their growth aspirations and identify actions to help propel them forward on their growth journey.Pfizer is also committed to providing co
292、lleagues with opportunities to grow through experiences,connections with others,and learning.In 2022,we launched the Pfizer Growth Universea singular source for colleagues to access growth resources and explore new experiences.The Growth Universe connects colleagues to roles,people,and projects with
293、 the functionality to:Search for growth opportunities including full-time roles and short-term,project based“gigs”to build skills and gain exposure to other parts of the business Explore people connections through colleague resource groups,networking,and mentor matching Get inspired by other colleag
294、ues stories and reflections Social ContinuedSocialEnvironmentSocialImpact StoriesIntroductionGovernancePerformanceAppendixPfizer 2022 ESG Report34In 2022,we also launched the Pfizer Learning Academy to provide personalized learning pathways for colleagues,which draw on Pfizer and third-party learnin
295、g materials.Colleagues can access articles,videos,podcasts,and toolkits that address a variety of topics,from leadership and cultural awareness to content for specialized business functions.Colleague Diversity,Equity,and Inclusion(DEI)At Pfizer,we believe every person deserves to be seen,heard,and c
296、ared for.This belief drives our refreshed Global DEI strategy launched in 2021,focused on building a more inclusive colleague experience,advancing equitable health outcomes,and transforming society through external partnerships.DEI is a path we choose both mindfully and actively,and is cultivated by
297、 listening,learning,and connecting with our colleagues,patients,and communities.We focus on accountability and transparency by setting clear goals the company aspires toward and benchmarking our progress against 28 key workplace DEI initiatives and outcome metrics for 2022down from 35 in 2021 due to
298、 the completion of some initiatives.In addition,we surpassed our goal of hiring 100 refugees with our Pfizer Refugee Leadership Initiative,which aims to support economic inclusion of refugees and other displaced people through hiring,mentorship,and advocacy.With such positive results,we announced an
299、 expanded goal to hire an additional 500 qualified refugees over the next three years.We also launched a Self-Identification campaign,inviting all U.S.colleagues to disclose demographic information if they choose.With aggregated self-identification data,we can better understand the demographics of o
300、ur colleague population and ensure our recruitment,development,and promotion strategies,along with our benefits and policies,are inclusive for all colleagues.Approximately 5,000 colleagues self-identified within the first hour of the campaign launch.To build authentic connections and encourage diver
301、se perspectives,in 2022,we launched DEI Learners Journey pilots among a number of business groups.Courses are focused on“The Neuroscience of Smarter Teams”and a“Conscious Inclusion Workshop”for people managers.The program will be rolled out to all colleagues in 2023.Additionally,in response to colle
302、ague feedback and to amplify equity and inclusion,we made the decision to make Juneteenth a U.S.company holiday in 2023.Partnerships We hire,grow,and empower diverse talent by partnering with organizations that provide rich engagement opportunities with people of diverse backgrounds and experiences.
303、In 2022,Pfizer engaged in new partnerships with the National Association of Black Journalists,National Association of Hispanic Journalists,and MyGWorka networking community for LGBTQ+professionals.We also launched a refreshed strategy to better attract top candidates from Historically Black Colleges
304、 and Universities(HBCUs).Through October,Pfizer executed 15 diversity partnership events at the enterprise level,strengthening diversity representation in our talent pipeline and resulting in more than 40 new hires by the end of calendar year 2022.Colleague resource groups In keeping with our core v
305、alue of Equity,in 2022,Pfizer encouraged greater collaboration among our seven Enterprise Colleague Resource Groups(ECRGs)with a sharp focus on intersectionality and co-hosted initiatives.Key 2022 initiatives for each group,many of which were co-hosted,include:Global Asian Alliance trained additiona
306、l colleagues through the groups Asian Leadership Forum and leveraged previous program graduates to host events and discussions on culture,allyship,and intersectionality Global Black Community hosted the“Freedom to Be Me”Juneteenth series,which highlighted the various cultural,ethnic,religious,and ge
307、nder identities within the community through colleague stories Disability CRG initiated 10 hiring pilots and 150 colleague events since 2021,leading to an increase in local CRG chapters,more than 60 hires with disabilities,and more than 25 interns with disabilities in summer worker programs Pfizer W
308、omens Resource Group held regular skills-based learning events designed to support women in taking ownership of their career progression,including topics like executive presence,breaking the glass ceiling,and the power of empathy Out Pfizer Employee Network established new chapters in five countries
309、 and conducted allyship training focused on“Training the Trainers”to prepare colleagues to facilitate future sessions Pfizer Latino Community engaged in a clinical trial translations partnership with Pfizers Clinical Trial Experience team Veterans in Pfizer hosted an inaugural Veteran Service Week t
310、o show appreciation for veterans,including learning sessions on mentoring transitioning service members and valuing characterPfizers ECRGs are supported by regional,country,and local CRG chapters that offer development,mentoring,and networking opportunities to help members enhance their skills and a
311、dvance their careers,while fostering community.This year,the return of in-person events reinforced a sense of belonging,allowing for positive momentum.Additionally,Pfizer held a“Lead with Inclusion Master Class”series to equip ECRG leaders and chapter CRG leads to be more strategic.Social ContinuedS
312、ocialEnvironmentSocialImpact StoriesIntroductionGovernancePerformanceAppendixPfizer 2022 ESG Report35Pay equity Our commitment to pay equity for all colleagues is based in our value of Equity and our intention to continue to build a diverse and inclusive workforce.In terms of base pay,Pfizer pays ou
313、r female colleagues globally at greater than 99 percent(99.4 percent)of what we pay male colleagues.When looking at minority versus non-minority pay in the U.S.,minorities are at dollar-for-dollar parity(100 percent)with the pay of non-minorities.For the second year,Pfizer released median pay gaps f
314、or women globally and minorities in the U.S.,measuring the distribution of pay among colleagues without accounting for any factors.Pfizers pay equity study demonstrated the median pay for women globally was 101.3 percent of the median pay of men,and the median pay for minorities in the U.S.was 83.6
315、percent of the median pay for non-minorities.In the UK,Pfizer continues to lead in closing the median gender pay gap,earning recognition from the Healthcare Businesswomens Association for integrating gender equity into the companys DNA and an award for closing the pay gap from the Employers Network
316、for Equity and Inclusion.In 2022,Pfizers efforts with pay equity secured an A grade on the Arjuna Capital/Proxy Impact Racial and Gender Pay Equity Scorecard.We intend to continue to measure pay equity on an annual basis and to publicly release results.Recognition Creating a working environment that
317、 is exciting,innovative,inspiring,and safe is one of our greatest motivations.Our efforts to build this culture with diverse perspectives at the center has earned Pfizer industry recognition.In 2022,we remained a Best Place to Work by Disability:IN and the Human Rights Campaign based on our top scor
318、es earned in their equality and inclusion index reports.Additionally,Pfizer was included on Forbes Americas Best Employers for Diversity and Veterans 2022 Lists,and earned a five-star rating in procurement and governance on the Hispanic Association on Corporate Responsibility Inclusion Index.Health,
319、Safety,and Well-beingAt Pfizer,protecting the health,safety,and well-being of colleagues and contingent workers,all of whom are essential to driving our business forward,is an integral part of how we operate.Our Global Environment,Health&Safety(EHS)Policy and supporting standards outline our approac
320、h to assessment,evaluation,elimination,and mitigation of EHS risks across our operations globally.In addition,they facilitate colleague engagement in EHS thereby enabling continuous improvement.Each Pfizer colleague and contingent worker plays a crucial role in facilitating a culture of EHS excellen
321、ce where improvements,ideas,suggestions,and opportunities are welcomed.Fostering this culture of interdependence with everyone looking out for each other enables Pfizer to meet its commitment to our patients.In 2022,to complement our longstanding efforts to reduce workplace injuries,we launched a fo
322、cused program on Serious Injury and Fatality Prevention designed to increase hazard awareness and drive a more proactive approach to injury prevention.With the continued engagement and support of our colleagues,we plan to deploy this program across our manufacturing sites in 2023.Through our annual
323、EHS recognition program we recognize and celebrate actions taken by colleagues to implement or replicate innovative solutions that achieve measurable improvements in attaining an injury-free Pfizer.Examples of health and safety initiatives recognized in the past year include:Perth Healthy Minds Work
324、shop/WeCare program designed to educate and apply management strategies to support mental health well-being India Driver Safety program focused on reducing the risk associated with driving in the region Solvent transfer enhancement at our Ringaskiddy,Ireland site to reduce the risk of incidents and
325、injuriesSocial ContinuedSocialOur 2025 Opportunity Parity GoalsBy 2025,we aspire to achieve global workforce parity of 47 percent for women at the VP level and above.By 2025,we aspire to achieve workforce parity of 32 percent for U.S.minorities at the VP level and above,and double the underrepresent
326、ed population of African Americans/Blacks and Hispanics/Latinos.2022 Progress1 At the end of 2021,we reported that our representation for women at the VP level and above was 41.5 percent.By December 2022,we have increased 1.6 percentage points to 43.1 percent.At the end of 2021,we reported that our
327、representation for U.S.minorities at the VP level and above was 25 percent.By December 2022,we have increased 3.1 percentage points to 28.1 percent.These aspirational goals are not quotas and Pfizer continues to make employment decisions based on qualifications.Opportunity parity1 Colleagues who sel
328、ect“Do Not Disclose”or have not filled in their profile are not included in the denominator or numerator for gender or racial/ethnic representation.Gender representation is calculated globally.Puerto Rico is excluded within racial/ethnic representation but included in the Global Gender Representatio
329、n.EnvironmentSocialImpact StoriesIntroductionGovernancePerformanceAppendixPfizer 2022 ESG Report36Colleague wellness throughout the pandemicIn 2022,we continued to carry out our pandemic preparedness and response procedures to help ensure on-site workers at all of our locations globally remained saf
330、e and healthy.These precautions have been instrumental in protecting our workforce and helping ensure a continued supply of medicines and vaccines to patients.During 2022,we:Continued to provide vaccinations for COVID19 and other diseases to colleagues in countries where employer vaccination program
331、s are permitted Broadened the reach of our partnership with Thrive Global,a wellness and organizational change initiative with a primary focus on colleague mental health and wellness Provided 45 educational webinars and information sessions on mental health and well-being,nutrition,and work-life bal
332、ance through our employee assistance program(EAP)provider,including targeted support for our colleagues in Russia and Ukraine Shared wellness tips twice-monthly through the global Pfizer World platformIn addition,as public health recommendations supported the return of colleagues to office locations
333、 on a more regular basis,Pfizer ensured benefits and processes were in place to reinforce personal wellness and work-life balance.For example,beginning in 2023 we are implementing a new,flexible working model that enables work to be regularly conducted from home while maintaining regular on-site collaboration to provide greater flexibility for many of our colleagues.Social ContinuedSocialEnvironme