An engaged workforce

Pfizer South Africa’s Biopharmaceutical division

85 Bute Lane Sandton Johannesburg 2196

Tel: 0860 734 937

E-mail: Lucinda.Dalcos@pfizer.com

Website: www.pfizer.co.za

Name and surname: Brian Daniel

Company: Pfizer South Africa’s Biopharmaceutical division

Business title: CEO & Country Manager Years of experience: 20

Academic qualifications: MBA (Macquarie Graduate School of Management, Sydney, Australia)

Mentor: Father

Time-out activities: Hiking, mountain biking and swimming

company is focused on ensuring that staffers – who it recognises

as its core asset – are both engaged and enjoying their jobs.

A second priority sees the company concentrating on estab-

lishing and maintaining alliances with external stakeholders. For

example, Pfizer works closely with government departments to

inform and advise on issues pertaining to policy. ‘Our collabora-

tion with government regarding the introduction of NHI is a case

in point,’ says Daniel.

He notes that this partnership approach speaks directly to the

company’s final priority: ensuring that as many South Africans

as possible enjoy access to quality medicines.

Leadership profileAs part of its leadership focus in this edition, Pfizer South

Africa’s Biopharmaceutical division wants to publicly showcase

its achievements in gender empowerment by turning the spot-

light on its women executives within the business, together with

a focus on their CEO & Country Manager, Brian Daniel.

Daniel took over as CEO & Country Manager of Pfizer South

Africa’s Biopharmaceutical division in 2008. ‘At the time our

IntroductionPfizer South Africa was established in 1953. Since then, the

company has been shaped by developments within the global

Pfizer group, including the acquisition of Warner Lambert,

Pharmacia and, most recently, Wyeth.

Brian Daniel, CEO & Country Manager for Pfizer South Africa’s

Biopharmaceutical division, notes that the recent acquisition of

Wyeth has proved particularly positive for the company, having

broadened the spectrum of diseases Pfizer is able to address. ‘Our

offering now spans medication for pain, women’s health, cardio-

vascular health, neuroscience and vaccines,’ he enthuses. The

addition of a vaccine offering is particularly important because it is

in line with government’s aims to address infant mortality.

Top three prioritiesAn engaged workforce is one of Pfizer’s key priorities, and the

‘I believe in crucial conversations with appropriate colleagues, at relevant times in the business life-cycle.’

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The final part of the statement – ‘a healthier southern Africa’

– refers to the company’s desire to form partnerships with key

stakeholders in the healthcare sector that will make it possible

for all southern Africans to potentially have greater access to

medicines.

This revised vision was introduced two years ago. Prior to this,

the company had a fairly high employee turnover, averaging

10-15%, Daniel informs. This now stands at five percent; ‘a sign

that we have met our goal of creating a great place to work’.

At the same time, the company has successfully built efficien-

cies by providing employees with tools to manage their time

more effectively and increase productivity. Expenses have also

been reduced.

Nonetheless, Daniel takes a pragmatic view of the challenges still in

vision was to become the number one pharmaceutical company

in South Africa by 2010,’ he recalls. However, after engaging

with the leadership team, he found that there was little pas-

sion for this vision. The team therefore brainstormed to find an

objective that had resonance throughout the organisation, and

through this process established the vision of ‘Living our full

potential in striving for a healthier southern Africa’.

‘We want to make this a great place to work,’ Daniel says, un-

packing this statement. ‘If it’s not, we’re not living our full poten-

tial.’ Achieving this means giving Pfizer employees the tools to

do their jobs while maintaining work/life balance.

The company’s commitment to ‘striving’ indicates its determina-

tion to never give up, and to find solutions through collaborat-

ing with colleagues, all the while maintaining and demonstrating

respect for other people.

‘We are all geared towards delivering on a common goal – affording South Africans access to quality medicine – and as a team we strive to achieve this.’

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An engaged workforce is one of Pfizer’s key priorities, and the company is focused on ensuring that staffers – who it recognises as its core asset – are both engaged and enjoying their jobs.

Industry sector: Pharmaceuticals

Description of business activity: Manufacture and marketing of pharmaceutical, consumer, nutritional and animal health products. Pfizer in South Africa is categorised as follows: Biopharmaceutical business (of which Brian Daniel is CEO & Country Manager), Con-sumer health, Animal health and the Nutritional business

Products/services offered: Pfizer’s diversified global healthcare portfolio includes human and animal biologic and small molecule medicines and vaccines. This range includes medicines for cardio-vascular, neuroscience, women’s health, urology, anti-infectives, oncology, biological, anti-inflammatory and pain, anti-coagulation, ophthalmology, vaccines, consumer, nutritionals and animal health products

JSE-listing date: Pfizer Global is listed on the New York Stock Exchange

Number of staff: 534 (SA) of which 68% are female. Pfizer Global employs approximately 100 000 staff

Leadership team: A total of 13 (six males and seven females)

Empowerment level: Pfizer SA is currently in the process of obtaining its baseline rating

Stakeholders: Healthcare professionals, hospital groups, pharmacy chain groups, government and media

store. ‘Being a part of a leading multinational has many positives,

but it also impacts on our product pipeline,’ he says, explaining

that globally Pfizer concentrates on high end-products that aren’t

necessarily appropriate for the South African market, which has a

stronger need for drugs to treat HIV, diabetes, TB and infections.

The company is also affected by the skills shortage, which not

only impacts on its ability to find quality candidates but also

has implications for relations with external stakeholders. ‘Simply

put, there isn’t a broad range of expertise,’ Daniel says.

How does his leadership style equip him to manage these delicate

dynamics? ‘I’ve had the privilege of working at Pfizer offices around

the world, and in this way have gained exposure to many cultures.

This is a tremendous advantage in the South African setting.’

It is Daniel’s habit to surround himself with experts who are able

to offer guidance; after all, the rapid pace at which the pharma-

ceutical industry develops means that it is difficult for a single in-

dividual to remain intimately acquainted with all aspects thereof.

‘I don’t make decisions on my own,’ Daniel says. ‘I consider the

suggestions of my team. This helps to create an inclusive environ-Dr Kuku Appiah, Medical Director

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Gunkel-Keuler believes in ‘the total empowerment of the team’. For her, this goes beyond delegating to ensure that each member of the team is actively participating.

very hands-on and informal, and try to encourage coaching

and mentorship. I’m comfortable with both leading from the

front or supporting from the back as the situation demands, so

my team knows that I am always in their corner.’

Zenon has learnt the value of maintaining a fluid approach to

leadership. Because the regulatory environment is so diverse,

there can be no ‘one-size-fits-all’: ‘Sometimes it’s best to be

technical in my approach, and other times I need to be more

people-centred. It depends on the situation.’

Informality works best for Grobbelaar. She, too, mentions the

importance of diversity and collaboration, saying that the result

is a workplace that makes room for fun while maintaining its

focus on the objectives. ‘We have a good balance between

caring for each other and making things happen,’ she says.

Hulett has learnt to vary her style between formal and informal,

as the situation demands. She cites a practical example: ‘Where

I know that structure and processes are firmly entrenched, I’m

happy to let my reports take the lead. However, if I’ve assessed

the situation and deemed that it needs a firmer hand, I will adjust

the level of support required and will be more formal if necessary.

The point is to make sure that they know they can count on me.’

ment and shows them that I value their contribution.’ As part of this

approach, Daniel employs a ‘management by walkabout’

style, taking the time to interact with employees and listen to

their concerns.

The insistence on building a circle of leaders has resulted in a

strong leadership which, interestingly, comprises a significantly

high number of women. (Total Leadership Team comprises 13 – six

males and seven females.) Public Affairs, Policy & Communications

Director, Leigh Gunkel-Keuler, notes that the company takes great

pride in this representation of women on the leadership team. ‘It

not only adds another dimension to the business; but it’s also a

sign that that company views gender empowerment in a very seri-

ous light,’ she says. ‘Furthermore, we’ve proved that women have

a significant role to play in the pharmaceutical industry.’

Indeed, Gunkel-Keuler knows what she is talking about in this re-

gard as she is also the Transformation champion at the company.

Gunkel-Keuler is joined on the leadership team by associate

Regulatory Affairs Director, Marianne Zenon; Specialty/Oncol-

ogy Business Unit Director, Adri Grobbelaar; Human Resources

Director, Doreen Nel; Established Products and Pharmacia Busi-

ness Unit Director, Karen Hulett, Vaccines Business Unit Direc-

tor, Anneliese Hill and Dr Kuku Appiah, Medical Director.

Each of these women recognises that Pfizer’s culture and en-

vironment has created a unique platform for them to exercise

and hone their management style, and the enormous diversity

that has resulted works to the company’s benefit. For example,

Hill strives to recognise the different drivers motivating her team

members and to empower them accordingly, placing an accent

on collaboration. ‘This is a workplace that makes it possible to

grow and develop because you are given the authority to take

action, make decisions, and help others do the same.’

Meanwhile, Gunkel-Keuler believes in ‘the total empowerment

of the team’. For her, this goes beyond delegating to ensure

that each member of the team is actively participating. ‘I’m

Leigh Gunkel-Keuler – Public Affairs, Policy & Communications Director

Adri Grobbelaar – Specialty/Oncology Business Unit Director

Karen Hulett – Established Products & Pharmacia Business Unit Director

Doreen Nel – Human Resources Director

Marianne Zenon – Associate Regulatory Affairs Director

Anneliese Hill – Vaccines Business Unit Director

Back from left to right: Leigh Gunkel-Keuler, Adri Grobbelaar , Karen Hulett, and Doreen Nel Front from left to right: Marianne Zenon and Anneliese Hill

Each of these women recognise that Pfizer’s culture and environment has created

a unique platform for them to exercise and hone their

management style, and the enormous diversity that

has resulted works to the company’s benefit.

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‘You really can go as far as you want to. In essence, the South African operation functions as a talent pool for the global group, so the opportunities are limitless.’

top-line revenues have grown from R1,4 billion to R2,2 billion. The

company has also enjoyed a two percent market share gain, mak-

ing it the second-largest multinational in the pharmaceutical space

and the third-largest pharmaceutical player in South Africa overall.

The integration of Wyeth forced the company to renew its atten-

tion on BEE. Pfizer has since appointed an external accredited

agency and is investing heavily in obtaining guidance to develop

a fully fledged transformation action plan. This is in line with the

company’s objective to gain an improved BEE rating.

Daniel and his team remain in close contact with all staff, inform-

ing them of developments throughout the organisation, by means

of a regular newsletter. ‘Town halls’ are held every quarter, and

Daniel uses the opportunity of having all employees gathered to-

gether to hand out long-service awards. He also makes an effort

to spend time in the field with Pfizer reps and through this, gains

key insights into the challenges affecting his workforce.

Gunkel-Keuler points to the importance of celebrating the com-

pany’s successes, so that employees recognise the part they

have played in the company’s triumphs. For example, during

the past year, Pfizer took part in the National Business Awards,

Best Employer Awards, Top Women Awards, Deloitte Best

Company To Work For Survey and the PMR.africa Awards and

Gunkel-Keuler seized the opportunity to publicise the importance

of these events and what they mean to the company. ‘Apart from

signalling our commitment to our employees, we’re participating

on the same stage as captains of industry and key industry play-

ers. As a sponsor of the Science, Biotechnology and Healthcare

Award at the ‘Top Women’ event, we were in a position to com-

mend and celebrate those women who have gone the extra mile

in this sector against all odds. At Pfizer South Africa, we prefer

to show commitment by championing initiatives which promote

our core values. On this score, we therefore lead from the front.

These are milestones to be saluted,’ she says.

Hill stresses the importance of communication as a tool for

inculcating the company values as an entrenched part of its

African operation functions as a talent pool for the global group, so

the opportunities are limitless,’ Nel enthuses.

Daniel informs that one of the key tools used to manage the

employee lifecycle is the recently introduced six-box grid, which

has introduced a new dimension to the organisation’s talent-

management strategy. ‘We assess each individual and place

them at a point on the grid according to their status as key tal-

ent or someone in need of further development. This provides

a simple snapshot of their training needs.’ Daniel adds that this

approach is being cascaded throughout the organisation so that

a clear picture is developed of each individual’s development

needs. ‘This is important, because people are the foundation of

our business. We simply can’t afford to lose talented individu-

als just because we weren’t aware of their development needs.’

Making individuals feel valued, while ensuring they remain fo-

cused and optimally skilled in order to derive maximum satisfac-

tion from their jobs, is a major part of the company’s retention

strategy. ‘The six-box grid is also useful in helping us manage

performance, and providing the skills employees need to pro-

gress through the organisation.’

The introduction of the six-box grid is one example of how Pfizer

continues to innovate. Indeed, this is a hallmark of the company:

as a research and development company, innovation is highly

prized at Pfizer and the company prides itself on introducing a

steady stream of groundbreaking products. Daniel says that the

company is well placed to continue in this vein. ‘We believe that,

with the introduction of NHI, there will be a new focus on generic

medicines in the South African market. But that doesn’t mean

there’s no room for innovative products; indeed, all generics are

based on drugs that have been developed through research.’

Pfizer is also poised to become an important player in the gener-

ics market, and has invested in products and partnerships that

will help it optimise its presence in this space.

The company’s integration with Wyeth has also been crucial in

this regard, and has helped to boost Pfizer’s growth during the

past year. During the 18 months since the acquisition of Wyeth,

For Nel, the aim is to leave behind a legacy of collaboration

where HR is able to fulfil a commercial need. ‘We challenge

the traditional way in which HR functions because we want to

become true partners.’

She is particularly proud of the work done by the HR team,

which has helped to earn the company recognition as the ‘Best

Employer’ in the pharmaceutical industry, according to the CRF

Institute’s Best Employer survey.

How was this achieved? ‘We ensure that our line managers are also

able to function as people managers,’ Nel says, adding that the

company is currently facing the key challenge of building the next

generation of employees, which means that due attention must be

given to the attraction, retention and development of the right tal-

ent. ‘Our strategy is therefore to take a holistic view of the employ-

ee lifecycle, from their very first encounter with the organisation.’ A

70/20/10 philosophy (which holds that 70% of learning takes place

on the job, and the remainder through classroom learning and for-

mal training) allows people to develop their skills through practical

application thereof. ‘Development is important to us, and we task

each employee with managing their own development,’ Nel states.

Because there are no borders placed on the employees’ learning

by the company, they can ensure their potential is fully uncovered.

‘You really can go as far as you want to. In essence, the South

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Maintaining an ongoing conversation with staffers helps to instil the desired culture of engagement and transparency: ‘When things aren’t going well, you need to have the courage to say so.’

The company tries to engage government on funding issues,

for example international benchmark pricing, the capping of log

fees and above all, the NHI. Government has gazetted frame-

works around these issues, and industry must ensure that it

remains in dialogue with government, so that government’s per-

spective on these issues, is better understood.

During the past year, Pfizer established a Customer Directorate

division which has helped to manifest the company’s focus on cus-

tomer-centricity. Key account managers work closely with stake-

holders, such as retail pharmacy chains and private hospitals,

while the pricing team works with medical aids, and the tender

team partners with the public sector. ‘We acknowledge that the

best means of creating channels for our products is by forming sol-

id relationships with all members of the healthcare industry,’ Daniel

explains. These teams also work closely with Pfizer’s internal busi-

ness unit directors. The Customer Directorate division serves as a

single point of contact for these teams, co-ordinating their efforts.

This enables Pfizer to have greater reach into South Africa’s rural

areas, as well as pharmacies across the country, which translates

into better access to medicines.

As the company’s leader, Daniel says that his greatest point of

pride is that Pfizer is a great place to work, but more than this

offers excellent products. ‘We’ve recently undergone an internal

and external reputational rating exercise, and achieved a very

high rating, five times the usual average for the pharmaceutical

industry,’ Daniel reveals. ‘We have great people working here

– I believe they’re the best in the industry – and by creating a

conducive workplace they’re encouraged to give of their best.

But most of all, we have an important role to pay in ensuring

that southern Africans can access quality medicines.’ And,

Daniel concludes, if having these assets means that the compa-

ny eventually fulfils its original vision of becoming the country’s

leading pharmaceutical industry, so much the better.

Nel’s reason for feeling proud of the company is a deeply per-

sonal one; ‘I’m moved by the fact that every day I go to work, I

have the opportunity to improve someone’s life – not only within

Pfizer but throughout the country.’

Given Zenon’s role in the regulatory environment, it’s not sur-

prising that she values the company’s reputation for ethics and

professionalism.

Hulett’s focus is on the product provided: ‘We have been able

to bring to market, first-class drugs that have had a true impact

on South Africans’ health and quality of life.’

Grobbelaar maintains that there is one sentence that best sums

up Pfizer’s operations perfectly, and that is ‘integration of our

products that are truly effective and of our people, who work in

a phenomenal environment that shoulders us.’

The last word goes to Gunkel-Keuler: ‘We’re in a crucial chapter

in South Africa’s history. Pfizer South Africa also has a social re-

sponsibility focus which has the ability to change people’s lives.

By taking advantage of the opportunities that are becoming more

readily available to us, we have the opportunity to not only take the

lead in doing good, profound business, premised on innovation

and relevance, but to make a real difference to underserved com-

munities at the same time.’

culture. ‘Communication is important to us because it makes

new individuals feel valued and removes any uncertainty for ex-

isting employees,’ she observes. ‘My motto is rather to err on

the side of providing too much communication’, she muses.

Hulett’s take on the issue of communication is to make herself

available to employees whenever necessary. Sometimes, she

says, ‘they’re simply looking for a channel to air their views but

on other occasions they’re actively seeking feedback.’

Zenon, meanwhile, views communication as a resource. ‘As a

leader, it’s critical to admit that you don’t always have all the

answers. We can always continue learning and communication

is extremely useful in this regard.’

Ultimately, says Nel, maintaining an ongoing conversation with

staffers helps to instill the desired culture of engagement and

transparency: ‘When things aren’t going well, you need to have

the courage to say so.’

Pfizer applies this need for transparency and ongoing dialogue

to its interactions with the industry at large. Along with 11 other

companies, Pfizer is part of Innovative Medicines South Africa.

Employee quotes

‘Pfizer’s leadership is showing increased focus in the execution and leverage of opportunities. I see the same passion

manifested by employees in how they do their work. Open discussions and crucial conversations are promoted and that

is bearing fruit through the increased promotion of new ideas and innovation that ultimately drives the business.’

Themba Mnguni, State Relations Manager, Customer Directorate Division

‘Through strong committed leadership, under the auspices of Brian Daniel, both courageous and crucial conversa-

tions are encouraged to enhance our company’s value proposition, in order to meet local market needs and thereby

enhance stakeholder relationships, both internally and externally. Brian exudes and lives our core values. His leader-

ship style is one which strives for excellence for his colleagues, customers and patients alike.’

Zogera Kara, Brand Specialist, Pain Portfolio, Primary Care Division

‘Pfizer South Africa drives a strategy which is underpinned by colleagues living our values in order to achieve focused,

quality outcomes. Being part of the executive leadership team requires that we collaborate, partner and support each

other as we drive the business forward. This approach therefore allows each of us to contribute to a global business

process which relies on our capabilities, skills and expertise in order to successfully grow the business.’

Matthew Moodley, Legal Director

Front from left to right: Zogera Kara, Matthew Moodley and Themba Mnguni

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