the lives we touch: progress toward sustainability - Bristol-Myers ...

the lives we touch: progress toward sustainabilityBristol-Myers Squibb 2003 Sustainability ReportHSocial Progress, Environmental Stewardship, Economic Growth & Development

The Bristol-Myers Squibb PledgeOur company’s mission is to extend and enhance human life by providingthe highest-quality pharmaceutical and related health care products.We pledge — to our patients and customers, to our employees and partners,to our shareholders and neighbors, and to the world we serve — to act on our beliefthat the priceless ingredient of every product is the honor and integrity of its maker.To our customersWe pledge excellence in everything we make and market, providing the safest, most effectiveand highest-quality medicines and health care products. We promise to continually improveour products through innovation, diligent research and development, and anunyielding commitment to be the very best.To our colleaguesWe pledge personal respect, fair compensation and honest and equitable treatment. To all who qualifyfor advancement, we will make every effort to provide opportunity. We affirm our commitmentto foster a globally diverse workforce and a companywide culture that encourages excellence,leadership, innovation and a balance between our personal and professional lives. We acknowledgeour obligation to provide able and humane leadership and a clean and safe work environment.To our suppliers and partnersWe pledge courteous, efficient and ethical behavior and practices; respect for your interests;and an open door. We pledge to build and uphold the trust and goodwill that are thefoundation of successful business relationships.To our shareholdersWe pledge our dedication to responsibly increasing the shareholder value ofyour company based upon continued growth, strong finances, productive collaborationsand innovation in research and development.To the communities where we live and work, the countrieswhere we do business and the world we serveWe pledge conscientious citizenship, a helping hand for worthwhile causes and constructiveaction that supports a clean and healthy environment. We pledge Bristol-Myers Squibbto the highest standard of moral and ethical behavior and to policies and practicesthat fully embody the responsibility, integrity and decency required of free enterpriseif it is to merit and maintain the confidence of our society.contents1 • Letter from the Chairman and CEO2 • Message from the President, Bristol-Myers Squibb Foundation3 • Message from the Vice President, EHS and Corporate Product Quality4 • Sustainability News in Brief10 • Social Progress: To Make a Lasting Difference Through theBristol-Myers Squibb Foundation20 • Environmental Stewardship: To Improve Our Performance Todayand for Generations to Come Through EHS Programs30 • Economic Growth and Development: To Extend and EnhanceHuman Life While Strengthening Our Company and Our Communities36 • Programs and Performance: Measuring Our Progress48 • IndexInside Back Cover• Foundation Guidelines, Board of Directors & StaffThe 2002 Global Reporting Initiative (GRI) SustainabilityReporting Guidelines helped in the development of this report.For more information on our sustainability performance, visitthe Bristol-Myers Squibb sustainability Web site atwww.bms.com/sustainability.

letter from the Chairman and CEOsustainability – creating a better world for the futurethrough our actions and decisions today – is at the heart ofwhat we do at Bristol-Myers Squibb. We define it by the actionswe take, the values we uphold and the goals we set. As a pharmaceuticalcompany with related health care businesses, thecore of our efforts is focused on making the world a better placeby extending and enhancing the lives of millions of peoplethrough the highest-quality products. Everything we do todayin this regard and with this goal in mind is based on understandingand appreciating our impact on the future.After all, we want to maximize the impact of our productsso that people can lead longer, healthier lives. At the same time,we seek to minimize our footprint in areas like water and airpollution, waste generation, and water and energy usage. In oursocial programs, we seek to maximize our positive impact onsociety, creating and sustaining public/private partnerships likeSECURE THE FUTURE, our $115 million HIV/AIDS initiativein Africa, which will endure beyond our own limitedresources and program funding. We are investing in areas thatare important to us and where clearly our expertise can makea difference. And in our economic progress, with programs likethe Patient Assistance Foundation, Together Rx and ProjectACCESS, as well as in our innovative child development centersfor employees, we are seeking new and better ways to serve peoplewho need our help and thereby strengthen the foundationsof our business.Sustainability is at the core of our business strategy. Thatbusiness model is rooted in the values expressed in our Pledge,which we have revised and updated this year and which appearson the opposite page. Our Pledge focuses on our responsibilitiesto our various stakeholders, and it makes a special point inrecognizing that “the priceless ingredient” of every productwe make is the “honor and integrity of its maker.” In a worldwhere the role of ethics and behavior in business practices hastaken on increased visibility, we want to make certain that wenot only obey the law, but adhere to standards that are beyondthe letter of the law and reflect its spirit and our own values.This past year has been one of the most challenging in ourcompany’s history. We have made sweeping changes in ourmanagement team and practices in order to realign more closelyto our Pledge and vision. Although there have been some disappointments,I am encouraged by our many achievements andby our renewed commitment to build a better, more sustainablefuture for our company and our stakeholders.As you will see in this report and on related Web sites, wehave put a number of new mechanisms in place, in areas likecorporate governance; compliance; environment, health andsafety (EHS) auditing; and transparency while also expandingour efforts on the social, economic and EHS fronts. Our goalis to create and support an environment where good business,good deeds and good behavior receive equal emphasis andbecome part of the fabric of who we are and how we workevery day throughout the company.From that same business standpoint, our goal is to findways to make the greatest impact because of the businesses we’rein, the leadership positions we hold and the geographies wherewe operate. That’s why you’ll continue to read about specialefforts like those we are making in the HIV/AIDS area throughcommunity-based grants in southern and West Africa. And asan emerging leader in the neurosciences, you will read aboutwork we are doing to support various psychosocial counselingprograms around the world.You’ll read many stories of individuals and of programs.In each of them, I think you’ll see not only that we are actingresponsibly for today – to meet identified needs – but also fortomorrow, to meet the changing requirements of a world inconstant change.We appreciate the opportunity to present this informationto you, to invite you to visit our Web sites for additional informationand updates, and to hear from you. If we can engagein a dialogue with you, we can continue to be responsible bothto our stakeholders and to the world at large.Peter R. DolanChairman and Chief Executive OfficerBristol-Myers Squibb Sustainability Report 1

message from the President, Bristol-Myers Squibb Foundationin a world where there is no shortage of people who needhelp, organizations that require assistance, bodies and mindsthat must be healed, health and social ravages that must beabated, and positive things that can be done, the Bristol-MyersSquibb Foundation seeks to make a real difference.But we know we can’t restore health, heal minds, mendhearts, change the course of education or of a pandemic, eitherby ourselves or overnight. That’s why, when we think aboutsustainability as a concept, we focus on finding the best waysto make everything we do a sustainable effort – whether or notwe will participate years from now.Some of the programs we have helped create and continueto support are long term – like our unrestricted grants andawards program in biomedical research, the largest such corporateinitiative ever, which last year celebrated its 25th anniversaryand a $100 million milestone. The Fellowship Program inAcademic Medicine for Minority Students, which seeks to breakthrough disparities in health care treatment by bringing moreminorities into research and teaching positions in universities,enters its 20th year. Initiatives to create partnerships that willlead to more meaningful teaching of science for our childrenhave been under way with Foundation support for more thaneight years. And our SECURE THE FUTURE program, aninnovative effort to support women and children infected andaffected by HIV/AIDS in Africa, enters its fourth year. In allthese instances and others – about which you can read later inthis report – the common theme is sustainability and buildingcapacity for future viability and growth.The Bristol-Myers Squibb Foundation does not invest inprograms, in terms of the funding it provides, unless it can seethe light at the end of the tunnel, unless it knows what it seeksto accomplish for the longer term and what it will do to generatepartnerships, additional funding and ongoing success. Theseprograms also must fit directly with the company’s mission toextend and enhance human life and within the specific areasthat have become hallmarks of our efforts: science education,women’s health promotion, community grants, biomedicalresearch support, disaster relief and product donations, alongwith international programs directly related to the geographiesand businesses of Bristol-Myers Squibb.Our prime mission as we create, support and maintainthe programs you’ll read about in this report and on relatedWeb sites, is to discover and develop innovative and strategicapproaches so that these programs live on, even as we at theFoundation sometimes move on to other areas. We make everyeffort to evaluate these programs at various stages in their lifecycles – primarily through third parties – and to find sustainablesolutions for the challenges they address by working withkey partners.In many cases, these partners are in a position to continuethe programs begun together. Ultimately, our effort is not simplyto provide funds, but to provide the institutional support thatwill help ensure continuing success. A prime example of thatapproach is our SECURE THE FUTURE program in Africa,where outside auditors help what are often small, communitybasedorganizations develop the technical expertise and controlsnecessary to attract additional funding and to become ongoingconcerns and viable resources for the community. We work withYale University’s School of Public Health to evaluate these programsand to help the grant recipients themselves develop criteriaand goals to measure success. A new NGO (nongovernmentalorganization) Institute is being developed to provide trainingin capacity building for those leading these organizations so thatthey can be operated professionally and effectively.Our responsibility at the Bristol-Myers Squibb Foundationis to invest in and develop programs – some of which haveexisted for a quarter century and continue to expand theirimpact and some that are just beginning to make a difference.No matter what the time frame, they share common purposes.They are part of a larger framework and fit into ongoing programsin specific areas of concern and need. They have specificgoals and evaluation criteria. And we know in each case howour partnership can lead to a sustainable program in the future.And while that vision of the future may evolve as circumstanceschange, we always keep a vision of tomorrow in front of us inorder to make certain we know where we want to go and howwe’re going to get there.John DamontiPresident, Bristol-Myers Squibb Foundation2 Bristol-Myers Squibb Sustainability Report

smessage from the Vice President, Environment, Health & Safetyand Corporate Product Qualityince we last published our Sustainability Report in 2001,many important things have happened in the company and inour efforts to make a difference in the world around us. Wehave been recognized for the progress we have made, not onlyin the environment, health and safety (EHS) field, but also forour dialogue with our stakeholders and our willingness to shareinformation and create greater transparency about what we do,how we are performing and what we hope to accomplish. Wehave come a long way over the past decade, and I am confidentthat we will meet the challenges of the next decade as well.Everything we have already done and expect to do in thefuture to add social, EHS and economic value, and to meet ourobligations as corporate citizens, helps define sustainability forus. We will seek to make certain that the actions and the decisionswe take today fully consider our responsibility to futuregenerations. Not only do we seek to minimize harmful impacts,we proactively work to maximize our positive impacts. You willsee some examples of what we are doing in the pages that followand you can read more about our efforts and progress on ourWeb site: www.bms.com/sustainability.We have continued to make progress toward ourSustainability 2010 goals, in some cases revisiting and resettingthem to raise the bar still higher. We have met a major interimgoal of conducting EHS effects analyses at our major manufacturing,R&D and distribution facilities worldwide. Our generationof hazardous waste decreased by 27 percent over the past year.Yet, it is clear we still have areas for improvement. We needto conserve energy more aggressively in order to meet our 2010goals to reduce energy use and greenhouse gas emissions as wellas reduce air emissions from fuel consumption. Our safetyrecord was mixed during 2002, with our recordable case ratedecreasing 20 percent, but our lost workday case rate increasing10 percent from the prior year.By adding a greater emphasis on quality in our Pledgethis past year, we have sent a clear message to our customers,our suppliers and to our own employees. Because we are in thehealth care business, we must be in the quality business as well,with quality as part of the responsibility of every employee. Ashead of the Corporate Quality Leadership Council, my role isto provide leadership in this arena, to share best practices and tomake sure we stay focused on those areas where we can make asignificant difference – in the short term and for the longer term.Since 1999, we have turned to the Global ReportingInitiative (GRI) to help organize and guide our sustainabilityreports so that our content meets the needs of diverse audiences.The GRI guidelines are one of several tools we use toidentify the actions that need to be taken – or the practicesthat can be shared or enhanced – to benefit the communitiesin which we operate, the people we help through our productsand programs and the planet we all inhabit.We realize that we cannot do this alone. We also are committedto exploring ways to enhance our public reporting andour engagement with others outside Bristol-Myers Squibb. Forexample, through the Global Environmental ManagementInitiative (GEMI), we sponsored a workshop with peer companies,external stakeholders and thought leaders to review ourreporting efforts to date and to capture their recommendationsfor enhancing our report in 2003.At Bristol-Myers Squibb, we have known for a long timethat our responsibilities do not stop at the gates of our facilities.Indeed, they encompass efforts inside those gates and outside ofthem. Our Pledge reflects and affirms this. We continue to workdiligently across our company to minimize environmental andother impacts, while enhancing the contributions we makethrough the products we manufacture and through the serviceswe perform. With your help, we will continue along that path –a path toward sustainable and responsible growth and citizenship.Susan VoigtVice President, EHS and Corporate Product QualityBristol-Myers Squibb Sustainability Report 3

[Sustainability News in Brief]www.bms.com/sustainabilityUsing the Internet to Promote Dialogue and Report on PerformanceWe launched our Sustainability Web site (www.bms.com/sustainability) in May 1997 to complement our printedsustainability report, and we have been updating it several times each year ever since. Through our Internet site, we canreach more people worldwide with more and timelier details about our performance while saving paper and other naturalresources. Over the years, we have dramatically expanded the scope of our Web-based reporting to encompass more fullyour policies, plans, programs and performance on increasingly complex environmental, social and economic issues. Forexample, the Web site contains: detailed information on our progress in meeting the Sustainability 2010 goals; corporatepolicies on business conduct, workplace issues, environment, health and safety management, and others; quantitative dataon more than two dozen performance metrics; separate sections devoted to our customers, suppliers and contractors;a feedback section for users; a “frequently asked questions” page; individual pages for each of our research and development,manufacturing and distribution facilities worldwide; and direct e-mail links to local site management at our operatingfacilities and to our Corporate Staff. In total, we offer more than 240 online pages and 2,000 links. Given the amount ofinformation provided, the site features several different ways to quickly find what you want, including an extensive siteindex and a comprehensive search engine that provides easy access to specific topics. We encourage you to visit the siteto learn more about Bristol-Myers Squibb and to share your suggestions and questions with us. We welcome your feedbackso we can keep the site relevant, interesting and easy to use.sustainability news in brief9 In November 2002, the MeadJohnson facility in Mount Vernon,Indiana, received a National WildlifeHabitat Council award. The facilitydemonstrated environmental stewardshipby working with local agenciesto improve nesting, brood and escapehabitats for upland wildlife species andto promote soil and water conservationat the Mead Johnson facility.9 Bristol-Myers Squibb continues toplay an active role in many businessassociations whose activities fostersustainable development, includingBusiness for Social Responsibility, anonprofit membership organization thathelps companies to be commerciallysuccessful in ways that demonstraterespect for ethical values, people, communitiesand the environment.9 Mead Johnson’s Philippine businesswas one of a small group ofbusinesses recognizedrecentlyby the Philippinepresident for itsefforts to helpfeed thousandsof the nation’s malnourished children.An estimated three out of 10 preschoolersthere are suffering from malnutrition.Through a program calledNutritious Milk for the Filipino Child,Mead Johnson has donated Enfalacand Alacta infant formulas, Enfaproand Alactamil follow-on formulas andEnfagrow and Alactagrow growing-upmilks and other milks such asSustagen and Lactum.9 Several premier socially responsibleinvestment funds feature Bristol-MyersSquibb in their portfolios. In 2002,Oekom Research, in Munich, Germany,analyzed the social responsibility effortsof the world's 22 largest pharmaceuticalcompanies. Bristol-Myers Squibb was4 Bristol-Myers Squibb Sustainability Report

[Sustainability News in Brief]the leading U.S.-based company whenmeasured on some 200 environmentaland social criteria.9 Bristol-Myers Squibb was a key sponsor in 2002 of “Universityfor a Night,” an annual forum held at the United Nations in NewYork, which brought together more than 300people from 20 countries, representing government,business and civil society, to shareexperiences and ideas about the question:“How can we bridge social and economicdivides in a globalizing world?” Bristol-MyersSquibb sponsored two discussion topics:“How Corporations Can Work with OtherGroups to Build Capacity on the Groundto Address HIV/AIDS” and “Building DonorCollaboratives to Address HIV/AIDS inSouthern Africa.”SECURE THE FUTUREwww.securethefuture.comDr. Jimmie Holland, member of ICAN board of advisers.9 Now in its second year, ICAN(Individual Cancer AssistanceNetwork), a community-based psychosocialcounseling program for cancerpatients and their families beingpiloted in Florida, has been extendedto Miami/Dade County. The demonstrationmodel is being adapted forSpanish- and Creole-speaking populationsin southern Florida and is intensifyingefforts to build a bridge betweenmental health and oncology professionals.More than 120 counselors havenow been trained to meet the specialneeds of those stricken with cancerand their caregivers.9 Groups of employees have joinedtogether to form Affinity Groups forAfrican-American, women, and gay,lesbian, bisexual and transgenderemployees – to enhance the professionalgrowth and development oftheir members and to promote themission, goals and values of Bristol-Myers Squibb.9 Bristol-Myers Squibb’s EHS managerfrom our Latina, Italy, facility traveledto Armenia as a member of anexpert team assembled by the United9 The company formally recognized nearly 200 of its employees who live thecompany's mission off the job as volunteers in their communities and who gavea combined total of more than 50,000 hours of volunteer service in 2002. Fortheir efforts, each received a Bristol-Myers Squibb Employee Volunteer Award.And because of these employees, each of the nonprofit organizations they workwith was a beneficiary of both their time and a $500 contribution from theBristol-Myers Squibb Foundation.Nations Economic Commission forEurope to provide technical guidanceand engage with a wide range of stakeholderson the development of a stateof-the-artindustrial wastewater pretreatmentprocess.9 In Australia, a new program givespreference to Aboriginal and TorresStrait Islanders for post-graduatefellowships for research in cardiovascularhealth and related disorders, as aresult of a grant from the Bristol-MyersSquibb Foundation to the AustralianHeart Foundation.9 The management of Bristol-MyersSquibb believes that operating the companyin a reliable, efficient, transparentand ethical manner enhances its abilityto foster sustainable growth and createvalue for stockholders. In 2002, the companylaunched a new section on theBristol-Myers Squibb Internet site dedicatedto corporate governance, with a linkto the Standards of Business Conductand Ethics. Employees are required tocertify compliance with these standards.www.bms.com/aboutbms/corporate_governance/data/index.html.sustainability news in briefBristol-Myers Squibb Sustainability Report 5

[Sustainability News in Brief]sustainability news in brief9 As the company’s SECURE THE FUTURE program entered its fourth year,John L. McGoldrick (right), executive vice president and general counsel, in April2003 addressed health ministers from all five participating countries in southernAfrica including Chief Sipho Shongwe (pictured here), Minister of Health and SocialWelfare of Swaziland, about the need to continue to build capacity for the long termthrough this unique public/private partnership to fight the HIV/AIDS pandemic.9 The Creative Center: Arts for Peoplewith Cancer brings art therapy to cancerwards in hospitals and holds classes forcancer survivors in its Manhattan loft.In order to expand the utilization of arttherapy to help patients and their familiesdeal with cancer beyond CreativeCenter’s partner hospitals in New York,the Bristol-Myers Squibb Foundation hasprovided a grant to establish a NationalTraining Institute. The Institute enablesartists and art therapists from across thecountry to participate in training sessionsand then apply those skills to help cancerpatients in their own communities.9 Bristol-Myers Squibb is a membercompany of the Global BusinessCoalition on HIV/AIDS (GBC), analliance of international businessesdedicated to combating the AIDS epidemicthrough the business sector’sunique skills and expertise. The GBC’sfirst goal is to increase the range andquality of business sector AIDS programs– both in the workplace and thebroader community. The GBC identifiesnew opportunities for businesses, supportsthe development of AIDS strategiesby individual companies andencourages governments, the internationalcommunity and the nongovernmentalsector to partner with thebusiness sector.9 It is estimated that more than500,000 women and girls from the formerSoviet Union have been enticed byorganized crime into seeking seeminglylegitimate work overseas only to beforced into sexual slavery in over 50countries. For the girls and women fortunateenough to find their way to safehouses, their medical and psychologicalneeds are not being properly assessedand addressed. A Bristol-Myers SquibbFoundation grant to the MiraMed Institutein Moscow seeks to deal with the problemof predatory international sexualtrafficking by supporting efforts to reintegratethose who have been victimizedback into society. The Institute is creatingguidelines for the diagnosis and treatmentof health and psychological problemsunique to trafficking survivors andwill recommend how government andprivate resources can be mobilized tomeet their specific needs.9 Bristol-Myers Squibb is a CorporateMember of the Center for CorporateCitizenship at Boston College, whichprovides eleadership in establishingcorporate citizenship as a businessessential so all companies act aseconomic and social assets to thecommunities they impact by integratingsocial interests with other core businessobjectives.9 Direct Relief International, one of the many recipients of Bristol-Myers Squibb’sproduct donation program, has been working on the Rio Beni Health Project toprovide primary health care, education and training to the indigenous people in therain forests and upper Amazon region of northwestern Bolivia. Bristol-Myers Squibbdonated medicines are used by the medical teams to treat a wide variety of themost serious tropical infections in the region.6 Bristol-Myers Squibb Sustainability Report

[Sustainability News in Brief]9 Thailand has been hit hard bythe HIV/AIDS pandemic, with about850,000 people currently infected. Thepopulation group there that will be mostaffected by HIV/AIDS and that will havethe most infected individuals will beyoung people between the ages of 15and 24. To address this critical concern,particularly in the poorest communitiesin Thailand, the Bristol-Myers SquibbFoundation is supporting a life skillsdevelopment program by the Thai RedCross AIDS Research Centre. Its aim isnot only to provide information aboutthe prevention of the disease, but asimportantly, to develop the decisionmakingand problem-solving skillsamong these young people so thatthey can use that information to makeappropriate choices when dealing withsuch serious health and lifestyle issues.9 Learning more about Puerto Rico's flora and fauna was the focusfor 75 science teachers participating in an environmental educationalprogram sponsored by Bristol-Myers Squibb Puerto Rico and the EnriqueMarti-Coll Foundation. The teachers were from schools located in Barceloneta,Humacao, Manati and Mayagüez, Puerto Rico – cities where Bristol-MyersSquibb’s manufacturing facilities are located. The one-day environmentalprogram was aimed at strengthening efforts to bring nature into the classroomand to use nature reserves as outdoor laboratories.9 The company’s African-American Affinity Groupplayed a major role in organizinga formal Martin LutherKing Day celebration for thecompany and its communities.Yolanda King, Dr. King’s eldestdaughter, was the keynotespeaker at an event thatattracted more then 1,200employees, family and communitymembers in January2003 in Trenton, New Jersey.9 Bristol-Myers Squibb donated moneyand products to support U.S. militarytroops stationed in the Middle East,including a contribution to the USOOperation Care program and a donationof Excedrin and Keri Lotion – itemsspecifically requested by the USO.Bristol-Myers Squibb also plans todonate medicines in the region as itworks with several nongovernmentalorganizations specializing in internationalrelief efforts. One of the most requesteditems from troops was moist towelettes.ConvaTec in Greensboro, North Carolina,responded with a donation of Sensi-CareMoisture Bath Towelettes, normally usedfor convalescent patients in hospitals,nursing homes and in-home care.sustainability news in briefBristol-Myers Squibb Sustainability Report 7

[Sustainability News in Brief]sustainability news in brief9 Report on Substance Abuse and Young Women in AmericaThe news was so alarming and important that it was coveredin major media outlets across the United States, includingNBC’s Today Show and CBS’s Early Show. A Bristol-Myers Squibb Foundation-sponsored study found that girlsand young women in America, ages 8-22, are at greaterrisk to become substance abusers than are boys and youngmen their age, getting hooked faster even if they use smalleramounts than boys. Other headlines from the report:• Girls and younger women are also more likely thanboys to be depressed, to have eating disorders or to bephysically or sexually abused – all greatly increasingthe risk of substance abuse.• Girls who use alcohol or drugs are also more likelyto attempt suicide.• Young girls are likelier to abuse stimulants andpainkillers.• As they get older, girls are more susceptible to theharmful health effects of substance use -- like liverdisease, heart disease and cancer.The news is that the historical gender gap in smoking,drinking and drug use has effectively closed, particularlyfor young girls. There is also a great gap in programs ofeducation, prevention and treatment directly aimed at thespecial needs of young girls.The research that culminated in those disturbing findingswas published in mid-February 2003 in a report entitled,“The Formative Years: Pathways to Substance Use andAbuse Among Girls and Young Women Ages 8-22,” and producedby The National Center on Addiction and SubstanceAbuse (CASA) at Columbia University. The research wasunderwritten by the Bristol-Myers Squibb Foundation.Indeed, for the past seven years, the Foundation, throughits women’s health education program, has been at theforefront in developing and supporting innovative programsto improve understanding of the unique healthneeds of women and to provide women with importanthealth information. The most recent effort by CASAwas the third in a series of Foundation-sponsored reportson female substance abuse. Earlier reports were on“Substance Abuse and the American Woman” (1996)and “Under the Rug: Substance Abuse and the MatureWoman” (1998). This new report completes the trilogy.The next step, says Joseph Califano, CASA’s president,is “a fundamental overhaul in the way we do preventionand treatment.” In fact, he says, “the unisex, one-size-fitsall-gendersprograms of today are not influencing girlsand young women. They were largely developed withoutregard to gender – often with males in mind – and havefailed to influence millions of girls and young women.”There is a need to develop and lobby for new education,prevention and treatment programs geared directly toyoung girls, and to urge parents – with this knowledge –to accept some new responsibilities toward their children.CASA notes that prevention programs should target girlsat times of highest risk and be sensitive to the specificreasons why girls use drugs, how they get them, andconditions such as depression that increase their risk.For more information: www.casacolumbia.orgextending and enhancing human life8 Bristol-Myers Squibb Sustainability Report

[Sustainability News in Brief]AWARDS AND RECOGNITION“It is an honor to receiveexternal recognition of theresults we've achieved – inour environmental performance,our community involvementand our workplacepractices – and a powerfulreminder of the many liveswe touch every day.”9 Innovest Strategic Value Advisors,Inc., an international investment advisoryfirm, ranked Bristol-Myers Squibbas the top company in its June 2002report on the relative corporate environmentalperformance of 29 pharmaceuticalcompanies in the United States,Europe and Japan.– John L. Skule, Senior Vice President,Corporate and Environmental Affairs9 In 2002, Bristol-Myers Squibbwas selected as one of the “Top 30Companies for Executive Women” bythe National Association for FemaleExecutives – part of Working MotherMedia, which produces WorkingMother magazine. The company wasone of two pharmaceutical companiesfeatured in the ranking.9 The{United Nations EnvironmentProgramme and SustainAbility Ltd.ranked Bristol-Myers Squibb the highestof any U.S.-based company, and8th among the top 50 companiesin the world, in “Trust Us: The GlobalReporters 2002 Survey of CorporateSustainability Reporting.” This report,released in November 2002, is thesecond UNEP/SustainAbility benchmarksurvey of corporate sustainabilityreporting.9 Bristol-Myers Squibb was namedthe number one environmental reporter,based on its Internet site, of all U.S.-headquartered companies. The companyreceived the award in April 2003from CERES, a U.S. coalition of corporationsand environmental, investor andadvocacy groups.9 The Calvert Group, a leader insocially responsible investing, has createdthe Calvert Social Index, a broadbased,rigorously constructed benchmarkfor measuring the performanceof U.S.-based socially responsible companies.In February 2003, Bristol-MyersSquibb was added to its Social Indexof companies because it met Calvert’scriteria for social progress.9 For the third year in a row, in 2002Bristol-Myers Squibb was selected asone of the “Best Employers” in PuertoRico, according to a survey by HewittAssociates and PricewaterhouseCoopers.9 Bristol-Myers Squibb won the 2002Sol Feinstone Environmental Award forserving as a role model for companies toemulate in the environmental area. Thecompany operates one of the world’slargest bulk penicillin manufacturingfacilities, in Syracuse, New York. Theaward is given by the State Universityof New York College of EnvironmentalScience and Forestry in Syracuse.9 Bristol-Myers Squibb was honoredin April 2002 with that year’s CorporateHealth Achievement Award from theAmerican College of Occupational andEnvironmental Health. The companywas cited for its policies and guidelinesrelating to reproductive health and cytotoxicdrug handling and for its exceptionalmedical surveillance program.9 Bristol-Myers Squibb Company wasnamed by Working Mother magazineas Best in Class forits child careprograms foremployees'children in2002. Forthe secondconsecutive year,the company was also selected asone of the Top 10 Best Companies forWorking Mothers in the magazine'sOctober issue. Bristol-Myers Squibbhas had a spot on the magazine'sTop 100 list for five years.sustainability news in briefBristol-Myers Squibb Sustainability Report 9

social progressTo Make a Lasting Difference Through the Bristol-Myers Squibb Foundation“to the communities where we live and work, the countries where we do business and theworld we serve, we pledge conscientious citizenship. . .– The Bristol-Myers Squibb Pledge”page11 • A Mental Health Program for Women to HelpOvercome the Traumas of War in Afghanistan12 • Promotoras de Salud – Helping Fight Diabetesin Texas13 • A Hospice Provides Psychological Support forCancer Patients in Hungary14 • Past Its Halfway Mark, SECURE THE FUTUREFocuses on Building Capacity for Tomorrow16 • Fighting Hepatitis B with Vaccinationsin Rural China17 • Unrestricted Research Program EncouragesExplorations of the Unknown with LargestIndustry Source of No-Strings-Attached Funding18 • Minority Fellowship Program Emboldensand Mentors Future Researchers and MedicalSchool Faculty19 • Expanding Horizons for Science TeachingBristol-Myers SquibbFoundation mission is to createmeaningful and sustainableimprovements in health and educationof people around the worldphotoThethrough partnerships and innovationsthat actively fulfill theBristol-Myers Squibb Companymission – to extend and enhancehuman life. A project currentlyunder way, in partnership withthe International MedicalCorps, seeks to help women inAfghanistan who have beentraumatized by years of conflict.

dr. Melin Vranesic is a psychiatristwho was born and raised in Sarajevo andwho has worked with the United Nationsand other international agencies overthe last several years in the Balkans, theNorth Caucasus and now, Afghanistan –tending to victims of the upheavals andtrauma in those regions. What spurshim on, he says, is “bearing witness tothe strength of the human spirit despitethe most inhumane conditions.”Working under the auspices of theInternational Medical Corps, which hasbeen helping meet Afghanistan’s healthneeds since 1984, and thanks to a programdeveloped in partnership with theBristol-Myers Squibb Foundation, Dr.Vranesic is now on the ground in theShomali Plain region north of Kabul,seeking to help develop a pilot, 16-month,community-based mental health programfor women in the area. The “humanspirit” has been challenged there by yearsof war, internal conflict and displacement.The program in which he is involved willprovide training to female health professionalswho will offer counseling, treatmentand educational services for areawomen. They will focus on commonmental illnesses including depression,anxiety and posttraumatic stress disorder.During the pilot, it is expected that25,000 women and girls will receive treatmentand nearly 7,000 counseling sessionswill be conducted. In addition, trainerswill be trained, new clinics establishedand a model for other areas created.There are few mental health professionalsin Afghanistan; a WHO report in2001 noted eight psychiatrists, 18 psychiatricnurses and 20 psychologists in thecountry. Thus, the program aims to createa process that will train female mentalhealth professionals, who, because of cultureand tradition, are the only ones whowill be able to work with other women.“The problem of diagnosing and treatingmental health disorders is compounded,”sustaining hopeA Mental Health Program for Women to Help Overcome the Traumas of War in Afghanistan“It is important for women to havea place of freedom and safetywhere they can share their problemsand hurts, and also be able tofind a way to provide for theirhouseholds and feed their children…youalso have to work atthe community level to provideresources and create a level ofimprovement in living conditions.”Dr. Vranesic says, “because in Afghansociety many women feel unacknowledged,disavowed and exploited. Mostare uneducated and illiterate, leavingthem at the mercy of their husbands,families and communities.“There is a huge stigma attached tosharing any sort of mental health problem.Since this is not a culture friendlyto overt psychological suffering, youteach yourself to present these things ina physical way: ulcers, chronic headachesand pains that never go away. When youscratch the surface, acute social problemsare brought up. In this society, too manywomen have no sense of ownership overtheir minds, their bodies or their lives.They are born into a set of answersrather than a set of questions.”He adds that it is important notonly to provide counseling to thesewomen, but also to support a sense ofcommunity as well. “It is important forwomen to have a place of freedom andsafety where they can share their problemsand hurts, and also be able to finda way to provide for their householdsand feed their children,” Dr. Vranesicsays. “You can take a single individualout of a situation where they get abusedor beaten, but if you put that personback into that same unchanged situation,you haven’t done much. As youprovide a mental health service you alsohave to work at the community level toprovide resources and create a level ofimprovement in living conditions.“Everywhere you look at wars andnatural disasters, communities have aninherent capacity to rise up to the situationand provide for one another,” hesays. That’s why he’s optimistic aboutthe outcome of this project. “That’swhere I see hope – having communitiestake care of themselves. And that’s whyI think working at the community levelto provide mental health support hasthe greatest hope for success.”For more information: www.imcworldwide.orgsocial progressBristol-Myers Squibb Sustainability Report 11

social progresssustaining healthPromotoras de Salud – Helping Fight Diabetes in TexastMigrant worker in Mercedes, Texas.he statistics are alarming. In Texas, the prevalence of diabetes among Hispanic-Americans over the age of 18 is nearly double the rate nationwide, and the incidenceamong uninsured Hispanics there is closer to one out of every three.For Otila Garcia, a former Mexican schoolteacher who migrated to Laredo,Texas, seven years ago, the need to do something about diabetes made it easy forher to decide what kind of teaching she wanted to do next. As a promotoras de saludtrainer at the Laredo Gateway Community Health Center, her focus is on teachingother community-based health care workers – promotoras de salud; literally, promotersof health – to work with the local Hispanic community to improve health habits,promote self-care, encourage proper diet and exercise and make certain that peoplestay on their diabetes medications.“The promotoras are successful because often either they are diabetics themselves,or they have family members who are diabetics,” says Ms. Garcia. “They speak atthe same level as the patient because they have seen the problems firsthand. So, inthe classes we hold at the Center, patients accept what these promotoras have to say.”Adds Lucy Garcia, the local program director, “We’re all affected by diabetes,either ourselves, or we have a mother or husband who is affected. And as Hispanics,we are all at high risk, so self-management is key.”At Laredo, a training program for promotoras on diabetes self-management is beingfunded, in part, by the Bristol-Myers Squibb Foundation. The Foundation efforts serveas a model for private/public partnerships by also involving two federal health agenciesas well as Migrant Health Promotion, a community-based nonprofit organization thatis the grant recipient, along with various state-funded health care centers. It is hopedthat with two years of funding, this model may one day be used in other parts of thecountry with large Latino populations. Similar programs are already under way inCalifornia and Florida, also with support from Bristol-Myers Squibb. The goal everywhereis to reduce the health disparities that exist between the clinical outcomesof minorities – including Hispanics – and people in the general population diagnosedwith diabetes. Minorities may not have the same access to health care as the generalpopulation and so are prone to greater life-threatening complications from diabetes.The Foundation grant is being used totrain promotoras, providing them with theinformation they need to work on teams withnurses and physicians in local communityhealth centers. Eventually, these health workersare expected to move out from the centersinto the colonias, poor Hispanic communitiesthat abut the border between Mexico and theUnited States, where many migrant workerslive without plumbing and with few social orhealth services – but where diabetes hasreached epidemic proportions.At the Laredo Gateway Health Center,there are only two promotoras – but eventuallymore will be trained. And these promotorasprograms are working. The success of a diabetesmanagement program is measured by thereduction in what’s called hemoglobin A1C.The average hemoglobin A1C when patientswere first enrolled in one study where promotoraswere used was 12, where 6 is normal.At 12, patients face serious medical problems,including the possibility of a diabetic coma orthe need to have their lower legs amputated.Yet, the study found that in one year,those people moved to levels of 8.3. “That isabsolutely remarkable in a population withouthealth insurance, where language is abarrier. When I first saw these numbers, Iwas skeptical. Then I started to go out tothe clinics. I met the promotoras and got tosee their passion for these people,” says JoeSmith, M.D., medical director, HealthcareChannel Management, Bristol-Myers Squibb.Adds Patricia Duquette, Ph.D., a directorat the Bristol-Myers Squibb Foundation, “Theprimary caregiver for a patient with a chronicdisease is the patient. What that means is ifyou’re going to have a positive impact on thesepatients, you have to give the patients thetools so that they can be in charge of managingtheir disease. The classes the promotorasrun provide training to those patients.”Lucy Garcia agrees: “We’re seeing lowerblood levels; people are starting to exerciseand change they way they eat. We try to beculturally sensitive, dealing with the everydayfoods that our population eats and pointingout what’s good for them and what isn’t.Now that people are attending the self-managementclasses run by the promotoras, they’restarting to feel good about themselves. Thatis what’s really important.”12 Bristol-Myers Squibb Sustainability Report

sustaining dignityA Hospice Provides Psychological Support for Cancer Patients in Hungarye“Psychosocial intervention can have a great effect. It changes values and helpsrelationships. The greatest challenge is to get people to accept its benefits. This grantwill help us extend our reach and help us do that.”ven as countries throughout Europe have been seeing theircancer mortality rates decline over the past decade, the rates inHungary have continued to rise. In fact, Hungary, where canceris the second leading cause of death, has the worst cancer survivalrate in Europe. What’s more, as recently as five years ago, physiciansrarely even told their patients that they had cancer – sincethat diagnosis was considered the equivalent of a death sentence.Today, according to Dr. Katalin Muszbek, a psychiatristand founder of the Hungarian Hospice Foundation (HHF),things are improving, but much more needs to be done. “Wewant to give permission to patients and their family members tohave anxiety when they have a severe disease, and tell them theyare allowed and encouraged to ask for help,” she explains.As a result of a partnership with the Bristol-Myers SquibbFoundation, many more of the 120,000 cancer patients inHungary will gain access to psychosocial counseling for themselvesand their families.“I started work with cancer patients in 1988 in Hungarywith the first psycho-oncology group, where we sought to givepsychological care to cancer patients,” she says. “In 1991, theHungarian Hospice Foundation was established to offer complexcare for terminally ill patients and also to change the attitude ofthe population toward cancer and toward death and dying.”With help from this grant, HHF will help patients accesscounseling resources and psychosocial support at three levels. First,a toll-free telephone counseling service for people from around thecountry will answer patient or family questions and provide immediatecounseling. Second, patients can be referred for sessions withtrained psychologists and psychiatrists. And third, HHF will extendcenter photo: Dr. Katalin Muszbek (left), psychiatrist and founder of the Hungarian Hospice Foundation.its work to the cancer wards of five regional hospitals. The programwill also include an information campaign to spread the word aboutthese services and to educate physicians and the general public.“If we can demonstrate results from this program we hopethat we will influence the government to provide additionalresources,” Dr. Muszbek says. “We’re going to work both sidesduring the next two years – with the government to providemore funding, and with psychologists to encourage more ofthem to enter this field.”What sort of difference will it make to expand counselingservices, and to make them more visible? She offers one example.“A patient came to me with Hodgkin’s disease – he was 22 at thetime. Even after a bone marrow transplant and all the other therapy,his disease returned. He was very depressed and said he didn’twant to live any longer. He was suffering for nothing. Thiswas very difficult for me. My daughter was the same age, studiedat the same school. What would I do if she were the patient andalso had no hope? He sat in that chair, and his eyes were shining.I knew I couldn’t cure him. But what could I do? I could focushis energy, increase his self-esteem, get him to fight the disease.I gave him antidepressants and we began psychotherapy. He hadbeen given half a year to live. We worked for two years. And helived for another two years after that. During that time, he finisheduniversity, got a job, had a girlfriend, a good quality of life.”Dr. Muszbek concludes, “Psychosocial intervention can have agreat effect. It changes values and helps relationships. The greatestchallenge is to get people to accept its benefits. This grant willhelp us extend our reach and help us do that.”For more information: www.hospicehaz.hu/english/Bristol-Myers Squibb Sustainability Report 13social progress

social progressbsustaining a continentPast Its Halfway Mark, SECURE THE FUTURE Focuses onBuilding Capacity for Tomorrowy the time a reader finishes scanning this page – perhapstwo minutes – 14 people will become newly infected by HIVin sub-Saharan Africa. Finish this report and the number willhave jumped to over 500. By this time tomorrow, the numberof people will have jumped to 10,000. And a year from now,to over 3.5 million new cases. The epidemic is staggering.The impact is horrific. The future remains in doubt.That’s why, nearly four years ago, Bristol-Myers Squibband its Foundation determined that something had to be doneto seek to do their part to ensure a better tomorrow. And that’show SECURE THE FUTURE was born – a groundbreaking,$115 million, five-year effort to provide care and support forwomen and children with HIV/AIDS.The aim was to build capacity so that after those five years,local organizations, community-based enterprises and individualgovernments in the affected areas would have the tools, themeans and the will to cope and ultimately to persevere.By May 2003, 129 projects had been supported and some$65 million had been committed, mostly in five countries insouthern Africa hardest hit by HIV/AIDS. The newest effort,in four countries in West Africa that began in 2001, is seekingto break new ground with innovative programs centered at thecommunity level. One of the most recent is the Rail Link project,a cross-border HIV and sexually transmitted disease preventionprogram centered around the Dakar-Bamako and Abidjan-14 Bristol-Myers Squibb Sustainability ReportOuagadougou railroads, linking Senegal, Mali, BurkinaFaso and the Ivory Coast – the four newest SECURE THEFUTURE countries.“At the very basic level, the project was originally focusedon economic migrants and mobile populations in train stations,plus the communities along the rail lines,” says Jean MichelVigreux, director of CARE Mali, one of the three NGOs beingfunded by SECURE THE FUTURE for this project. “We’realso targeting commercial sex workers, mobile vendors, migrantsand those who work for the railroads and their families – a totalof 1.2 million people who use the train lines in West Africa.Although Rail Link is the first effort of its kind focusing onrails, it complements other efforts with mobile populations onthe roads of Africa.”The Foundation-funded project uses the expertise of CARE,whose special competency is participatory responses by communities,and that of two other partners, FHI (Family HealthInternational), which works on sexually transmitted infectiontreatments, and PSI (Population Services International), withits expertise in communication techniques and social marketing.These organizations draw on experience, skills and knowledgeof local organizations and community members.“While many people are affected, we are primarily focusingon the communities surrounding four major secondary trainstations. Our goal is to enlist those populations in endorsing the

“One word you hear a lot, as a direct result of the SECURE THE FUTURE model, isempowerment.…When you talk to the local people one on one, you may not see a quantitative changeright away, but you see that the quality of people’s lives is changing…”goals of the project and taking an activepart in designing solutions themselves.That helps ensure longer-term sustainability,”says Mr. Vigreux. “Our strategyemphasizes local response. That is to say,the Rail Link project encourages localpopulations to take the bull by the hornsthemselves and not be passive objects ofthe epidemic. This project is innovativeon many fronts, including the integrationof various components like education,treatment and community involvementwith the rail system. Local responses andthe participatory nature of the project willtell us what will and what won’t work.”From the beginning, SECURE THEFUTURE understood that real capacitybuilding would require much more thanfunding alone. That’s why it approachedPricewaterhouseCoopers, an independentaccounting and auditing firm, tohelp it develop new models for capacitybuilding and sustainability in the region.That model would require that evenbefore a grant is made, potential recipientshave in place or learn to develop thecontrols necessary for administering thefunds provided, along with an organizationalstructure that would enable competentevaluations. All this could lead tocontinuing or additional support fromother potential funders.A team from PricewaterhouseCoopersin Africa helps ensure just that. RobertMbugua, a former partner with the firmwho led the team, explains the process.“Once Bristol-Myers Squibb identifies apotential grant recipient we go in there tomake sure they have the right controls sothey can deliver on their mandate. If theyhave controls, great. And if they don’t, wetry to help them create an action plan toget their house in order. We give them atimetable to get an audit, to open a bankaccount, to get registered, to create a systemfor keeping books, procedures forreimbursement and disbursement offunds and so on. We try to wean themaway from a cycle of poverty, whereyou have a poorly run not-for-profit thatattracts little money and so never buildsitself, staying small and always on thebrink. We’re involved in institutionalorganization building. If we can helpthem develop an institutional capacitywithin the five years that we work withthem, then even after SECURE THEFUTURE phases out, they can go toother donors and be funded.”For example, in Botswana, SECURETHE FUTURE funded a small organizationcalled BOCAIP (BotswanaChristian AIDS Intervention Programme– a network of grassroots communityAIDS initiatives, churches and parachurchorganizations). “When we firstcame in,” Mr. Mbugua says, “it hadnumerous control weaknesses. But bylast year, they were getting about $5 millionor more from other sources to supporttheir community efforts to fightHIV/AIDS because of the way they havebuilt their organization, overcoming andcorrecting those early deficiencies.”That same strategy of sustainabilityhas spurred SECURE THE FUTURE toseek the advice and counsel, as well as theindependent monitoring and evaluationskills and expertise, of Yale’s Center forInterdisciplinary Research on AIDS(CIRA), directed by Michael H. Merson,M.D., dean of the Yale School of PublicHealth. CIRA has been involved in trainingsome of the community-based organizationsin capacity building, overseeing sitevisits for evaluations, and preparing periodicreports on the program’s progress. Infact, CIRA serves as the center for evaluatingall grants under the program. Localevaluation teams follow each of the grantprograms and report in to the Yale unitand work through CIRA. A local organization,with support from Yale, conductstraining workshops for these teams as well.Says Dr. Merson: “SECURE THEFUTURE was a bold, innovative step,funding community-based organizationsworking at the grassroots levels, doing itin a way that would build local capacityand using a peer review process so thatmonies would be granted – not directlyby the company, but with the adviceof a group of experts in the region.“We started by training local peoplein the basics of monitoring and evaluation.We’ve developed modules for trainingthese evaluators and monitors. Andwe’re helping the community-basedgroups who are receiving funding tolearn how to monitor their projects forsuccess, how to create operational plansand monitor them, how to set highenough objectives – not just how manyworkshops you hold, but instead howmany families can provide better careat home for those suffering from AIDS.And now we’re working with SECURETHE FUTURE to evaluate its NGOInstitute to continue that training bybuilding future capacity for these groups.“One word you hear a lot, as adirect result of the SECURE THEFUTURE model, is empowerment,”Dr. Merson adds. “AIDS is somethingyou have to deal with on the local level.Since it’s transmitted through verypersonal behaviors, prevention, careand support also must be related tolocal practices. When you talk to thelocal people one on one, you may notsee a quantitative change right away, butyou see that the quality of people’s livesis changing, through income generationor by having new resources. We’re tryingto help community organizations monitorand evaluate that progress – so thatit can be replicated elsewhere. SECURETHE FUTURE will have a snowballeffect. Much of what results from theseprograms will hopefully continue togrow. Everything does flow togetherin the end and everything adds up.”For more information: www.securethefuture.comsocial progressBristol-Myers Squibb Sustainability Report 15

social progresssustaining progressFighting Hepatitis B withVaccinations in Rural Chinaas many as 400 million peopleworldwide are chronically infected withhepatitis B virus (HBV) – and most don’teven know it. That’s because they can besymptom-free even as the virus quicklyreplicates. They may only feel a littlefatigued at first, but if not successfullytreated, HBV can eventually cause livercancer and even death. HBV infection isthe most common cause of chronic hepatitisand liver cirrhosis and is the ninthleading cause of death worldwide.China has perhaps been hardest hit,with about 250,000 to 300,000 peopledying each year from complications ofhepatitis B. Because there is no directand simple cure, the best way to dealwith the disease is through vaccination,preferably of newborns. Many mothersin Asian countries are unaware thatthey are carrying the virus, and so theirbabies’ chances of getting the disease,unless vaccinated within the first dayof life, are great. Most East Asian andSoutheast Asian countries introducedmass HBV vaccination programs duringthe late 1980s and mid-1990s, resultingin a drastic decline in the HBV carrierrate and the number of patients withcomplications caused by the virus.However, this vaccination programhas not yet spread throughout all ofChina, particularly in its rural regions.That is where the Bristol-Myers SquibbFoundation has sought to provide helpand a model for the future. Beginningin six rural counties in northwestern andcentral China – encompassing some2.4 million people – the Foundation hasprovided a two-year grant to facilitateeducation of local health care workers,physicians and villagers. The recipientwas a Chinese NGO called the ChinaFoundation for Hepatitis Preventionand Control.Says Professor Wang Zhao, vicecouncil chairman of the Chinese foundation,“To do our work, two componentsare necessary: the hardware and the software.The hardware – the vaccinations –is provided by the state. The software –the tools to spread information aboutvaccinations to change people’s ways ofthinking and increase their knowledgeabout the disease – comes from theBristol-Myers Squibb Foundation.Without this software, the hardwareis useless.“Before receiving our education,these villagers didn’t grasp the importanceof vaccinations,” she continues.“To them, if they weren’t sick, there wasno need to spend any money on medicines.But when health officials see ourprogram and our brochures, they wishto use them in their own areas. As aresult, villagers are paying more attentionto their health. The dangers of hepatitisand the importance of vaccinations haveseeped into their everyday conversations.Many people have taken it upon themselvesto go to hospitals to see if theyhave the disease and if not, to geta vaccination.”Some of China’s leading healthexperts trained representatives of healthdepartments, disease control centers,local medical schools and hospitals.These health workers, using projectfundedbrochures and other information,then go to villages to educate local doctors– many of whom practice medicineonly part-time while spending the balanceof their time in the fields farming.Local doctors in turn educate theirpatients about the importance of hepatitisB vaccinations. Patients are encouragedto have their newborns vaccinatedand to receive proper follow-up care.Progress is being made. More thana half million families have been educatedabout vaccinations, more than3,000 front-line health care professionalshave been trained and more than 12,000newborns in the region vaccinated.Before the program, the vaccination rateamong newborns in the six counties was30-40 percent – well below the “full”vaccination rate achieved in urban areas.Now the rate among newborns is 90percent or more.16 Bristol-Myers Squibb Sustainability Report

esustaining breakthrough researchUnrestricted Research Program Encourages Explorations of the Unknownwith Largest Industry Source of No-Strings-Attached Fundingric Kandel has an infectious laugh and a great smile. He alsohas a most impressive mind and one of the most distinguishedcareers of any neuroscientist in the world. The winner of numerousawards and worldwide recognition, he was the recipient in2000 of the Nobel Prize in medicine for his pioneering discoveriesin the field of memory. He also was a recipient of a Bristol-Myers Squibb unrestricted grant to support his neuroscienceresearch from 1991 to 1995 and won the 1991 Bristol-MyersSquibb Distinguished Achievement Award in the neurosciencesfor his many achievements during the course of his career.He credits that initial Bristol-Myers Squibb grant – whichwas provided, as all of them are, with no strings attached, tobe used in any way the recipient saw fit – as a key factor inthe expansion of his laboratory at Columbia University.“One of my strengths or perhaps one of my weaknesses isthat I’ve stayed with the same problem most of my career,” hesays. “That problem is to understand how memories are storedin the brain, especially the molecular mechanisms of memorystorage. Until I received the no-strings-attached grant fromBristol-Myers Squibb, my work had focused exclusively on asnail (actually, the Aplysia sea slug). The Bristol-Myers Squibbgrant helped move my work to the mouse and to get off theground the analysis of the transcriptional switch that the mouseuses in long-term memory storage. Through that support, mycolleagues and I delineated a key transcription factor that isfundamental to the initiation of long-term memory.”In 2002, the Bristol-Myers Squibb Foundation celebrated25 years of unrestricted support – begun in 1977 – for researchin six areas: cardiovascular disease, neuroscience, metabolicdisease, nutrition, infectious disease and cancer. The programreached a milestone of $100 million in grants over the quartercentury. It counts 16 Nobel laureates, including Dr. Kandel,among its many grant recipients and distinguished awardwinners. All told, more than 240 grants have been awardedto more than 150 institutions in 22 countries.Dr. Kandel also credits Bristol-Myers Squibb with somethingmuch greater than support for his work – unrestricted support.“There is nothing like the Bristol-Myers Squibb grant programin all of science. This is not a modest amount of money we’retalking about; it is an extraordinary privilege to get a substantialamount – $500,000 – to feel free to use in any way necessary.“After all, one’s research always moves in unexpected directions,in directions that can’t be anticipated in peer-reviewedapplications, which are based on work already started,” he says.“I used it to move into areas I wasn’t working on, rather thanin ones I was.“There is no question that the last 50 years has been aDr. Eric Kandel, Nobel Prize recipient and Bristol-Myers Squibb Distinguished Achievement Award winner.golden age for biology, a remarkable period of understandingthe molecular underpinnings of cellular function and of medicaldiseases, including a beginning understanding of the molecularunderpinning of brain functions and neurological and psychiatricdiseases,” he continues. “Funding also has increased as aresult. But even as people understand that the only way theycan assure continued treatment of diseases is through research,funding is still limiting.“The National Institutes of Health is a wonderful institution,but it has one flaw: It is extremely conservative and is notinterested in gambles. But I have found that really importantscientific advances often come through gambles. I have alwaysfelt the freedom in my career to do bold things. The Bristol-Myers Squibb grant allowed me to do that as well.”Dr. Kandel, now 73, says that another positive aspect ofthe Bristol-Myers Squibb Foundation grants is that they aren’tdirected “only at young people. It is difficult for many scientiststo get funding in mid-career,” he explains. “But these grantsactually are given to people at a point where they are matureand differentiated, and would have a difficult time gettingoutside funding otherwise.”Bristol-Myers Squibb Sustainability Report 17social progress

social progressdsustaining dreamsMinority Fellowship Program Emboldens and Mentors FutureResearchers and Medical School Facultyr. Cato T. Laurencin has continued tobe a great achiever. As a member of the firstclass of fellows of the Fellowship Program inAcademic Medicine for Minority Students,the Harvard medical student even thenplanned for a career in academic medicine.He is now a University Professor and theLillian T. Pratt Distinguished Professor andchairman of the Department of OrthopaedicSurgery, as well as professor of BiomedicalEngineering and Chemical Engineering atthe University of Virginia. But it has notbeen an easy road – even though he’s hadsupport along the way. And partly becauseof all that support, he’s also spent the last19 years giving something back in return.He says, “We have to come to grips withthe fact that many of the difficulties andproblems that African-Americans and otherethnic minorities face is because of historicracism in America. Around 1945, when mymother wanted to go to medical school, therereally were only two medical schools shecould go to. Now there are more options. Butstill those historic problems blocked the numberof ethnic minorities from moving throughthe pipeline in terms of academic medicine.”Dr. Laurencin points out that the sameissues have led to unfortunate health disparitiesin America. To address and redress thosedisparities, he sees increasing the number ofethnic minorities in academic institutions ascritical, “because they’ll be more cognizantand mindful of these issues and will be ableto impart that knowledge and training toothers around them.”That’s where the Fellowship Program inAcademic Medicine for Minority Studentscomes in. From the start, the program’s principalaim was to help increase minority representationamong physicians on medicalschool faculties and in biomedical research.The Bristol-Myers Squibb Foundationhas been the sole funder of the program for thepast decade, first becoming involved in 1990.Thus far, more than 500 fellows havereceived support, have created a network18 Bristol-Myers Squibb Sustainability ReportDr. Cato Laurencin was in the first class of fellows of the Fellowship Program in Academic Medicine for Minority Students.among themselves and many have gone into academic and research careers. At theirmost recent gathering, 35 first- through third-year minority medical studentsreceived fellowships, based on proposals to conduct research over an 8-12 weekperiod under the mentorship of a medical school faculty member.At the program’s annual gathering at Bristol-Myers Squibb’s WorldwideMedicines Group headquarters in Princeton, New Jersey, four fellows, who overthe years have been mentored by Dr. Laurencin, gathered to talk about the importanceof mentorship – and specifically Dr. Laurencin’s guidance – in advancingtheir own careers and the Academic Medicine Fellowship program.“There are too few natural mentors for underrepresented minority students inacademic institutions, where only 4 percent of the faculties are underrepresentedminorities. This program provides opportunities to gain these mentorships,” saysDuron Lee, M.D., who completed his M.D. training and is now working on hisPh.D. at Drexel University College of Medicine.Adds Saadiq El-Amin, M.D., who completed an M.D./Ph.D. program atDrexel, “Without Dr. Laurencin’s guidance and his success, I would have chosen adifferent path. I grew up in an area where there weren’t many professors or doctorsof color to encourage minority students to go into medicine and science, so havingDr. Laurencin around has been very key.”“When I look at Dr. Laurencin, I see a great role model,” says Paul Gittens,M.D., who just received his M.D. degree at Drexel. “He’s one of the most wellroundedindividuals that I know. I think the biggest thing I learned about being amentor is leading by example. And Dr. Laurencin has definitely demonstrated thatfor all of us. He’s a great family man, he has a great relationship with his wife andkids, he has an excellent commitment to the people of Philadelphia, as well as beingan excellent clinician and researcher.”Finally, says Dr. Ruby Skinner, also a former fellow in the program and someone Dr.Laurencin mentored back in the early 1990s, and now assistant professor in the departmentof general surgery at the Northwestern University School of Medicine, “The year I

was in the program was the first year ofpresentations. Going through the processwith Dr. Laurencin was a very valuableexperience and a growing experience forme. I think it had a significant effect onmy decision to pursue academics.”But what does it take to be a greatmentor? “It takes dedication to the person,to the person’s goals and the ability to listento that person,” Dr. Laurencin says.“It really takes a great deal of devotion inworking with that person, and a commitmentto be a part of that person’s life for along period of time. It’s not a ‘this week’or a ‘this month’ or a ‘this year’ process.It’s really a lifelong commitment.”“If one is truly a teacher, yourstudents are also your children andyour immortality is dependent onwhat they accomplish, in part atleast, as a result of what theylearned from you.”And what does one get from it?“When you look at life, really one of themost important measures of fulfillment isthe lives you positively touch. While mywork has great meaning and impact, it ismy family and those that I mentor whoare extensions of my family that in manyways define who I am and what I amaccomplishing.” Dr. Laurencin points outthat one of his own mentors, Dr. HenryJ. Mankin, who was chief of orthopaedicsat Massachusetts General Hospital, oncewrote, “The greatest benefit to the teacheris the immortality of his or her contribution.If one is truly a teacher, your studentsare also your children and yourimmortality is dependent on what theyaccomplish, in part at least, as a result ofwhat they learned from you.”As Dr. Mankin and Dr. Laurencinhave proven, from generation to generation,from fellow to fellow, theFellowship program has depended onwhat Dr. Gittens calls “the method ofeach one, teach one.” He says, “Dr.Laurencin taught me so I teach others.”And out of that can come a way to bringmore diverse viewpoints into a healthcare system in need of them.For more information: www.nmf-online.orgsustainingtomorrow’s scientistsExpanding Horizons for Science Teachingraising the level of science literacy in America is no easy task. Surveys indicatethat U.S. high school students have among the lowest rates of science and mathskills in the world. As a result, during the past 10 years, the Bristol-Myers SquibbFoundation has formed partnerships and developed programs to become a catalystfor change while training teachers using new hands-on curriculum materials. Eachyear the Foundation has committed $1.8 million toward these efforts.Last year, it decided to go right to the source – students being taught to becometeachers, along with those in training programs after gaining certification. Teachers willteach how they themselves are taught, says Michael Benner, Ph.D., the first director ofthe Bristol-Myers Squibb Center for Science Teaching and Learning at Rider Universityin Lawrenceville, New Jersey, which opened in April 2002. Its mission: to improve teachereducation by encouraging inquiry-based teaching of science and math. By funding thenew Center, which features state-of-the-art technology and design to foster active learningand interaction, teachers and their students can collaborate as they would in a laboratory.The Rider Center “will be a place where innovative new ideas in pedagogywill begin to emerge,” says J. Barton Luedeke, Ph.D., president of Rider University.“After all, one of the places where science education has to change is in the lowergrades. Kids fall away from math and science very early in school. I think it’s becausepeople have historically taught science who weren’t very well prepared in teaching it,so their capacity to engage students in real science began to diminish and kids lostinterest.” Accordingly, he says, “If we can prepare elementary and middle schoolteachers with good teaching skills to keep kids interested, we can maintain a moreadequately filled pipeline of kids selecting science careers.”At the Rider Center, teachers learn how to teach science in an environmentequipped for it. The hope is that the Rider model will be replicated and have a bigimpact at other small regional universities where 70 percent of the nation’s certifiedscience teachers are being trained.“The Bristol-Myers Squibb Foundation has taken a higher path and a greater riskin funding these science education initiatives over the years,” says Dr. Luedeke. “Preparinggood teachers to prepare good students to become good scientists someday requires bothforesight and benevolence, both of which we have seen come from Bristol-Myers Squibb.”Bristol-Myers Squibb Sustainability Report 19

environmental stewardshipTo Improve Our Performance Today and for Generations to ComeThrough Environment, Health & Safety Programs“we pledge…constructive action that supports a clean and healthy environment.– The Bristol-Myers Squibb Pledge”page21 • Safety Teams Face New Challenges andAccept New Responsibilities22 • Progress in Air and Water Pollution and WaterConservation Around the World23 • Best Energy Practices and ConservationMeasures Pursued24 • Facilities Support Programs to ProtectNature for Generations to Come25 • Green Chemistry at Bristol-Myers SquibbMakes Its Mark26 • Global Programs Promote Excellencein Everything We Do27 • Programs Engage Our Stakeholders28 • Clinical Practice Rules Require Rigorto Protect Patients Everywhere29 • Standards Ensure ResponsibleCorporate CitizenshipphotoBristol-Myers Squibb is committedto protecting the environmentand the health and safety of ouremployees, our customers, andthe public. We strive to conductour activities in an environmentallysustainable manner, takinginto consideration the complexand interconnected relationshipof our ecosystem.– excerpt from The Bristol-MyersSquibb Environmental, Health &Safety Policy

lsustaining the highest levels of safetySafety Teams Face New Challenges and Accept New Responsibilitiesaura Shemanski and members ofthe company’s Safety Leadership Teamknow that there is always more to bedone when it comes to ensuringemployee safety at Bristol-Myers Squibb.And even though the company performsin the top quartile relative to its peers,the ultimate goal is to create what shecalls, “a global community of safety” –where safety’s best practices are sharedand safety’s biggest challenges are alsounderstood across all the company’sfacilities worldwide.For the past 10 years, Bristol-MyersSquibb has reported to the public onits injury rates. “We want to expandour safety metrics to better manageand improve our performance,” Ms.Shemanski says. “We have to look atleading indicators, at future issues,at learnings from the past, and thenapply them globally to address potentialchallenges in the future.”The company already had a hint ofthose challenges when the pharmaceuticalindustry had to deal with bioterrorism andanthrax issues in 2001. Cynthia E. Vona,D.D.S., M.D., senior medical director,based in central New Jersey, says, “Duringthose days I was speaking to the CDC(The Centers for Disease Control andPrevention) twice a day, advising physiciansin the community as well as our employees.We prescribed antibiotics for our employeeswith potential exposure risk; we were talkingto the FDA (U.S. Food and DrugAdministration) and others. What welearned as a company is that we must disseminateinformation quickly, and we haveto be more aware of the potential threats ofbioterrorism for the future, like botulism,anthrax and smallpox, to know the signsand symptoms of these threats in order todiagnosis people quickly.”Efforts across the company to beproactive can be found everywhere in theoccupational health units. There, voluntaryas well as mandatory medical surveillanceprograms are used to make certainthat employees working with cytotoxiccompounds or with radiation are beingregularly checked and, indeed, to beproactive as new facilities are being built.“While we have always followed specificOSHA (Occupational Safety andHealth Administration) regulations andconducted hazardous-operations studiesfor all our plants that process products,we have gone a step further,” says WilliamFleming, an associate director in EHS.“Now, our teams assemble in the earlieststages of design and we go through adetailed search for potential hazards tomake certain that all safety controls are inplace before we begin any new equipmentinstallations. We make evaluations of anynew process in our laboratories early on,particularly as we increase the number ofproducts going through our pipeline. Andas we look at building future facilities,we’re looking at every aspect of safety, soemployees don’t have to rely on personalprotective equipment as much as on thesafety of the entire plant.”Ultimately, the global community ofsafety will lead to a safety culture commonto all sites, based on successfully demonstratedpractices collected throughout theBristol-Myers Squibb network. “Our facilitiesin North and South America formed asafety team to share best practices on amonthly basis, discussing a particular rolemodel program each month. Our facilitiesin Asia and Europe have now organized aparallel international safety team. They cannow showcase and hand off best practicesfor specific issues from one site to the nextfar more efficiently to help enhance our performanceworldwide,” Ms. Shemanski says.According to Robert Draeger, director,EHS operations, “Globally, safety is a toppriority in all our operations. Safety is anintegral part of the Bristol-Myers SquibbPledge and the 2010 Sustainability Goals.We have a responsibility to provide a safeworkplace for our employees, but we alsotake the initiative to educate our employeesabout safety at home as well. This emphasison safety around the clock speaks to thebroad scope of the company’s safety programs.The manner in which Bristol-MyersSquibb treats employees is an importantmeasure not only of the quality of thesafety programs and practices, but also thecomprehensiveness of the company’s overallsystems to support sustainability.”environmental stewardshipBristol-Myers Squibb Sustainability Report 21

sustaining our natural resourcesProgress in Air and Water Pollution and Water Conservation Around the Worldenvironmental stewardshipfrom Sue Voigt’s perspective as headof the company’s environment, healthand safety programs, “We seek to applyconsistently high standards to our facilitieseverywhere. It is the responsiblething to do if we are truly serious aboutsustaining our national resources –cleaning the air and water – and conservingwater for future generations.”That hard, and intensive, work isunder way at Bristol-Myers Squibb facilitiesaround the world.In Pakistan, the issue has been thesupply of clean water – or more specifically– cleaner water. Says Umar Farooq,the company’s EHS coordinator inKarachi, “Water is a crucial issue hereand the availability of water is quiteproblematic. The supplies were erraticand quality was inconsistent.” In 2002,two 350-foot-deep wells were dug at theBristol-Myers Squibb Pakistan facilityand a new water purification plant wasinstalled – extracting groundwater thatundergoes additional treatment and isthen used to produce a number of medicinesat the site. The investment wasover $600,000. “Now we have a consistentand stable quantity and quality ofwater,” Mr. Farooq notes. Next up is anew wastewater treatment plant, whichalready has been installed and will soonbe operational. “Our goal has alwaysbeen to be ahead of standards,” he says.Water conservation is a high priorityfor Bristol-Myers Squibb, as reflected inthe Sustainability 2010 goal to reduceconsumption by 10 percent across thecompany. And extraordinary situationscall for extraordinary effort. For example,in response to a drought, the company’sfacility in Noble Park, Australia,reduced its water consumption by over10 percent in 2002. That amounts tonearly 2 million liters of water saved last22 Bristol-Myers Squibb Sustainability Reportyear compared with the previous year.But the company’s EHS focusexpands well beyond water use.According to Olindo Lazzaro, healthand safety manager at the company’s bulkand finishing pharmaceutical facility inLatina, Italy, “There are initiatives underway across the board in air and water pollution,energy and water conservation andwaste minimization, and progress hasalready been made. The goals for 2010are even more ambitious, and work isprogressing in all these areas to helpachieve them.” With some 1,100 employees,communicating these goals and gettingemployees to buy into them is criticalto their success. “Of course, some initiativesflow from the top down, but wealso encourage bottom-up participation aswell, with special committees composedof EHS, human resources, productionand trade union representatives,” he adds.The Mead Johnson nutritionalproduction facility in Nijmegen,Netherlands, reduced its wastewaterpollutants by more than 20 percent from1999 to 2002, even though productionlevels have increased. The facilityrecently issued its third annual externalenvironmental report to Dutch governmentauthorities, which captures thisand other aspects of its performance.In Puerto Rico, both air and waterpollution control facilities have been significantlyupgraded at the company’sBarceloneta and Humacao pharmaceuticalproduction plants, at a capital investmentcost of over $80 million in total.In addition to these major upgradesat Humacao over the past two years,Julio Ortiz, EHS director at the plant,says a Continuous Improvement CharterTeam is pursuing reductions in waterusage. Initially, he says, the hope is toreuse water from boilers and coolingtowers. For the long term, the team hasproposed to explore a “zero discharge”option. The implementation of shortandlong-term options will result in thepotential to save thousands of dollars andreuse many thousands of gallons of water.Says Luis Rivera, responsible forEHS at Barceloneta, “Right now, we’veraised the efficiency of our reductions ofboth air and water pollution to 98 percent.That’s good. But ultimately, ourgoal as a corporation has to be to reducepollution at the source, not simply atthe control points. What’s more,” headds, “no matter what we do, nor howmuch we invest – as we have – in fullsecondary wastewater treatment plants,or in using thermal oxidation to reduceair pollution, our goal has always been– and continues to be – to reduce ourenvironmental impact.”

Solar panels at the new Hopewell, New Jersey, child development center.sustaining a global climateBest Energy Practices and Conservation Measures Pursuede very day, in company laboratories in New Jersey andConnecticut, more than 2,000 laboratory hoods are used,providing proper ventilation as scientists and technicians workwith new chemical compounds. “We didn’t need to have thelaboratory hoods operating all the time, drawing in significantamounts of air, and using significant amounts of energy,” saysJim Geaneas, manager, Energy Administration, located in theHopewell, New Jersey, facility. “By closing those hoods whenno one was working, we saved approximately 8 million kilowatthours of energy, reducing CO 2 emissions into the atmosphereby some 4.5 million pounds a year.”Those carbon dioxide emissions are greenhouse gases, theleading contributors to what has become known as global climatechange. Earlier in 2003, the company signed on to an initiativecalled Climate RESOLVE (Responsible Environmental Steps,Opportunities to Lead by Voluntary Efforts), a multiyear programto take actions to reduce, offset, sequester or avoid greenhousegas emissions. As noted by Craig Woodard, director, EHSResearch and Business Support, “This voluntary effort – whichwas created by The Business Roundtable, a Washington, D.C.-based association of chief executive officers of the nation’s largestcorporations – will help businesses meet President Bush’s goal ofcutting greenhouse gas emissions 18 percent by 2012. This is justone of the approaches the company has taken to commit itselfto conserve energy and in the process, conserve the future of theplanet for our children and grandchildren.”The company in 2000 had already set a 10 percent goalin reductions of greenhouse gas emissions by 2010. “We’llnow reconsider and recalibrate those goals,” Mr. Geaneas says.“We’ll be looking at emerging technologies. Getting to 18 per-cent will require new technologies driven by innovation, costsand marketability.”When new technologies are discussed relative to energyconservation and, therefore, greenhouse gas reduction, one needlook no further than the high-tech solar energy cells at the company’snewest on-site child development center for employeechildren, recently opened in Hopewell, New Jersey. The investmentcosts over $500,000, part of which will be paid by variousincentive programs, part of which will be out-of-pocket costs bythe company. “We hope to use this center as a test pilot, to seehow the technology works and what the payback is, so that wemight try a system like it on a bigger building, a laboratory oran administrative building,” Mr. Geaneas adds. The center itselfwill save 109,000-kilowatt hours of energy, reducing greenhousegas emissions by 61,000 pounds a year, and meeting 15 percentof its peak requirements.The company has an Energy Management Working Group,consisting of members from multiple functions, which is lookingfor opportunities to conserve energy. Mr. Geaneas reports, “Weneed to find solutions and leverage our energy savings techniquesin locations across the globe. We also are looking carefully atcogeneration plants, like the ones we have at New Brunswick,Lawrenceville and Wallingford, where we combine heat and power.Cogeneration allows us to increase our energy independence fromthe local power grid and thus increase power reliability to our customersat PRI – our Pharmaceutical Research Institute – usingstate-of-the-art technology, the cleanest controls and low emissionsinto the air. After all, worldwide we consume a significant amountof energy and with that comes a responsibility to save energy andcontribute to a cleaner and healthier environment.”environmental stewardshipBristol-Myers Squibb Sustainability Report 23

environmental stewardshipeNorthern harriersustaining endangered speciesFacilities Support Programs to Protect Nature for Generations to Comeven as we reduce the negative impact of our footprint onthe environment, we find that it’s equally important to enhanceand encourage our positive impacts.Just ask the Chittenango snail, in Syracuse, New York, or thehyacinth macaw in São Paulo, Brazil, or a number of other species –plant and animal – that Bristol-Myers Squibb facilities around theworld have decided to sponsor and do their part to help protect.“As one of our Sustainability 2010 goals, we wanted tohelp facilities preserve endangered species around the globe,” saysSusan Anton-Switka, EHS manager, Strategies and Outreach.“For instance, in São Paulo, our Brazilian colleagues have adoptedthe hyacinth macaw, which is an endangered species, and theBrazil nut tree, which is being threatened by overharvesting. Byadopting them, our employees are working with local communitiesand with the schools on developing an education program onenvironmental issues about threatened and endangered species,how they become scarce and what can be done to help. They alsosponsor an environmental week, where local conservation groupsand professors come to the facility and talk to employees aboutthese issues.”In Syracuse, the Chittenango snail is a species found onlyin the Chittenango Falls, some 15 miles from the Syracuse facility.The facility’s employees have been working with the localzoo in Syracuse to learn more about these snails and how topreserve the snail locally. A champion for the program has beenappointed and support for the zoo’s efforts continues.The list goes on. Cibinong Bogor, Indonesia, has adoptedthe Komodo dragon, sponsoring education programs and postercontests. Buenos Aires has taken on the Butia Yatay, a palm treefound only in Argentina, and is planning to purchase up to20 trees and plant them in the facility’s gardens. Wallingfordhas adopted the stiff goldenrod – a plant that is located onlyin Connecticut and is on the state’s endangered species list. NewBrunswick has adopted the giant yellow hyssop, an endangeredplant in New Jersey. Also in New Jersey, Hopewell has adoptedthe northern harrier, also known as the marsh hawk;Lawrenceville will be supporting the Cooper’s hawk; Hillsideis adopting the red-headed woodpecker; and Plainsboro, thebobolink, a bird on New Jersey’s endangered species list. In24 Bristol-Myers Squibb Sustainability ReportButia Yatay (courtesy of Jungle Music Palms & Cycads)Mayagüez, Puerto Rico, employees have participated in activitiesto help preserve endangered sea turtles like the leatherback,including a beach cleanup of known turtle habitats, a nestingwatch and the rehabilitation and release of injured turtles.According to George Nagle, EHS senior director, “This initiativeis just one example of Bristol-Myers Squibb partnering withlocal organizations to make our world more sustainable. Ourapproach to go beyond compliance in addressing importantstakeholder issues is key to our overall sustainability strategy.”ENDANGERED PANDAS GET HELPFROM MEAD JOHNSONThere are only about 1,000 giantpandas living in the wild today, mostof them in China. Thanks, in part, toan infant formula from Mead Johnsonand work at the Wolong Giant PandaResearch Center in China, that populationmay eventually grow. At Wolong,conservationists are breeding pandasin captivity to help repopulate thedwindling panda population in thewild. It seems that some special propertiesof Mead Johnson Nutritional’sinfant formula, Enfamil with Iron, helpovercome problems found in feedingpanda cubs in captivity. Enfamil’s proteincomposition – a 60:40 whey-tocaseinratio – helps make the formulaespecially digestible for the pandasand helps prevent the formation ofpotentially dangerous indigestiblemasses in the animal’s stomach. Theformula is mixed with commerciallyavailable puppy formula. Mead Johnsoncontinues to provide Enfamil for thepanda cubs in Wolong, without charge.Cooper’s hawk

wsustaining a responsible pipelineof new productshen Bristol-Myers Squibb firsttook on the enormous challenge ofdeveloping the breakthrough anticancerdrug TAXOL back in the early 1990s,the environmental issues were significant.Its active ingredient, paclitaxel,came from the bark of the Pacific yewtree, in forests in the northwesternUnited States that were populated byan endangered species, the spotted owl.Most recently, thanks to a commercialcollaboration with Phyton, Inc., a plantcell fermentation-based biotechnologycompany, and a great deal of hardwork on technical breakthroughs atBristol-Myers Squibb’s Swords, Ireland,manufacturing facility, TAXOL is nowbeing made using only plant cell cultures– on a grand scale. At Swords, just fiveorganic solvents are used and no chemicaltransformations are carried out. Inthe earlier process, some 13 solventswere used, along with 13 organicreagents and other materials.This rigorous and diligent effortto find solutions to environmental problemsis at the core of the company’sGreen Chemistry program. This programprovides a framework of processesat the earliest stage – and at every stage –in a compound’s development thatenables scientists and engineers to considerthe environment, health and safetyimpacts of each new compound andthen seek to minimize those impacts.Dr. Stephan P. Taylor, director,Learning and Informatics Solutions,Process R&D, says, “A ProcessGreenness Scorecard is used at eachstep of a compound’s developmentthrough the pipeline and throughGreen Chemistry at Bristol-Myers Squibb Makes Its Mark“We have a very exciting pipeline. Now, it’s a priority to bring those compounds through to marketand fully support them through their life cycle.”– James B.D. Palmer, M.D., F.R.C.P., President, Pharmaceutical Research Institute, and Chief Scientific OfficerA PCF-derived (plant cell fermentation) culture of TAXOL.Courtesy of Phyton, Inc.manufacturing, where ‘greenness’ factorsare considered and addressed in orderto reduce environmental impact andincrease cost-effectiveness.”While TAXOL is a great exampleof a process that has been refined overmany years to extract the most “greenness”from a product at the later stagesof its life cycle, there are numerousexamples of company scientists and engineershard at work looking at manufacturingoptions for investigational productseven before they have received regulatoryapproval. This work is focused oncompounds such as epothilone, a novelanticancer agent in phase II trials; entecavir,in phase III development for hepatitisB; and others.In the case of Reyataz (atazanavir),Bristol-Myers Squibb’s new proteaseinhibitor, the manufacturing team islooking at a process that uses enzymetechnology rather than a chemicalprocess to significantly reduce solventsand waste products. Instead of usingchemical reagents to complete a chemicalreaction, enzymes are used.Says Bill Sivak, director, EHSProduct Technology, “PRI and TechnicalOperations prepare greenness scorecardson our compounds, even though weknow that some of them will fall out ofdevelopment in the natural process ofattrition through various phases of clinicaltrials. As they move closer to commercializationand the product volumesincrease, using the Green Chemistryprocess refines our chemical syntheses toreduce hazardous materials and solventuse, and to manufacture our compoundsmore safely. In this way, GreenChemistry reduces our environmentalfootprint once these compounds reachfull commercial manufacturing.“As the company begins to look atbiologics manufacturing, there is agreementthat these processes and productswill be much greener than the syntheticchemistry now employed. Theseprocesses are basically solvent free,so we’ll be using cleaner technologiesfrom the beginning.”Many other pharmaceutical companiesalso use green scorecards as theydevelop processes for manufacturing newdrugs. However, Dr. Taylor says, “Manyfocus primarily on solvent selection orjust on the waste generated. Those arejust a few of the 16 factors we considerin guiding our developmental approachto environmentally sound pharmaceuticals.We also look at process safety andindustrial hygiene factors and how wecan, in the early stages of development,engineer safer approaches to manufacturingprocesses for our compounds.”environmental stewardshipBristol-Myers Squibb Sustainability Report 25

environmental stewardshipit’s one thing when a company likeBristol-Myers Squibb promises the highestquality products in the first line of itsmission statement. It’s another thing tokeep finding new and better ways to tryto deliver on that promise. Two examples– one from the company’s TechnicalOperations group, which operates all ofits Medicines facilities worldwide, theother from its ConvaTec manufacturinggroup – demonstrate that when it comesto quality, no one is looking to the otherperson to make it happen.Peter Smith, Ph.D., recently retiredas director, U.S. Finishing Quality &Compliance, Technical Operations, ledits Quality…In Everything We Do(QIEWD) program. He says, “The ideafor the program began about two yearsago. It was recognized at that time thatmany people in Tech Ops simply lookedto the quality control and assurance unitto take care of quality, do testing and soon, and to raise a flag when things didn’thappen right. There wasn’t total or widespreadacceptance outside of the qualityunit of ownership for the quality of thework they do. We decided to change that.“We are not going to be successful,26 Bristol-Myers Squibb Sustainability Reportsustaining qualityGlobal Programs Promote Excellence in Everything We Dohave the consumer focus and service thatwe need, unless and until everyone inTech Ops recognizes that they have apersonal responsibility for the qualityof the job that they do.”The program, aimed at creating aculture shift in the organization, is onethat “never ends – it has to be a way oflife, a way of thinking, something that issustained throughout our future,” he says.“More than 10 years ago, in the environmental,health and safety area, the leadershipthere got people to recognize thatenvironmental stewardship was everyone’sjob – and good business. We’re trying todo something similar,” Dr. Smith adds.Quality…In Everything We Do is theprogram that drives the Tech Ops strategyto continuously improve the quality andcompliance of all of its people, products,processes and plants. It is organized intoeight specific areas: products, documentation,training and learning, science andtechnology, business processes (such as thesupply chain), third-party agreements,plants and culture (which includes communications).It encompasses new as wellas long-standing projects and programs.For example, in the products area,there is a program to measure success in“making it right” the first time. “We’vedeveloped a universal definition of how tocalculate first-pass quality, how to track it,the goals we have for it – so that we’re allon the same page,” Dr. Smith says.According to Lynne Cavanagh,Director of Site Strategic Planning andContinuous Innovation and currentleader for Quality...In Everything WeDo, “One idea behind the program isthat ‘Quality’ becomes a key, recognizedvalue worldwide. The program sends aclear, strong message about the company’spriorities that aligns all 32 sites,all levels and all actions. Each of us mustinternalize the quality concepts so theybecome part of our everyday life. It isnot ‘their’ job, it is ‘my’ job.”At ConvaTec, a vision of Excellencein People, Products and Processes isthe centerpiece of a five-year QualityManagement and Regulatory Affairsstrategic plan to drive quality throughoutthe organization. “The world is constantlychanging and we deal in 77 marketsglobally,” says Adrienne McNally,vice president, Quality and RegulatoryAffairs at ConvaTec. “We’re seeking to

“Our quality program goes beyondformal activities. Every employeehas an important role to play in thisprogram. For each of us, Quality…In Everything We Do is part ofa journey that should never end.”– Thomas M. Primm, President, Technical Operationssatisfy the needs of all these markets. Wewant to find a way as a quality/regulatoryorganization to be less in the modeof reacting to issues when they arise andmore in the mode of implementing preventivemeasures that will keep themfrom occurring in the first place. This isone of the key themes of the new ISO9000:2000 Quality System Standard.”Two company sites in the UnitedKingdom, Deeside manufacturing and theWound Care Global Development Center,recently gained certification to ISO9000:2000, becoming the first in the medicaldevices sector to meet these new standards.A specific area of focus is on the customersatisfaction element of quality systems,measuring those satisfaction levelsand responding to them. “While customersatisfaction is typically viewed as asales/marketing concern, the goal in incorporatingit in a Quality System regulationwas to ensure that companies actively seekout and incorporate customer feedback intheir continuous improvement initiatives.Doing so not only helps drive quality, butalso drives efficiencies and productivityacross the organization,” Ms. McNally says.Another critical component of theQuality System, and one that ConvaTechas focused on heavily in the past coupleof years, is design controls – buildingquality into the product.“We can see results already,” sheadds. “As we look at the new productswe’re launching today versus ones welaunched 10 years ago, we’re seeingfewer customer complaints.”As Dr. Smith notes, “Quality hasbeen part of the Bristol-Myers Squibb PledgeKQfor years. What we’retalking about is qualitysustainability – overtime and for all time.”sustaining dialoguesPrograms Engage Our Stakeholders“We continue to look for ways to ensure that our financial disclosures –including our recent restatements – are transparent, to enable investors tounderstand the financial drivers of our business and independently assessthe trends that will shape our future.”o– Andrew R. J. Bonfield, Senior Vice President and Chief Financial Officerver the past few years, there has been a host of changes in the operating environmentof companies like Bristol-Myers Squibb. Among those: The Internet hasexpanded possibilities for more timely, broad-based and interactive communications,shareholder expectations have changed, government has become an even moreimportant partner, the competitive landscape has become more intense and theimportance of socially responsible actions has become more significant to a widerange of audiences, including the investment community.As a result, companies everywhere, including Bristol-Myers Squibb, have found itincreasingly critical to their success to enter into dialogues – some new, some continuing,some expanding – with stakeholders. The objectives: to communicate the importance ofsustainability to the business enterprise, to find new ways to communicate about theactions being taken on the social, environmental and economic front and to enhance thatcommunication so that the company’s actions can be more clearly understood and appreciated.Says Oliver Eckelmann, research consultant at the International Institute forManagement Development in Switzerland, “Because of a variety of environmentalproblems back in the 1980s and increasing public pressure, pharmaceutical companiesbegan to focus on environment, health and safety issues. That’s why today, thepharmaceutical industry is on a very good environmental track with key indicatorsin place and reporting procedures and policies working. Then, over the past fewyears, the sustainability focus shifted and the social responsibility part has becomemore critical for the industry. The pharmaceutical companies’ emphasis has evolvedfrom what was historically a focus on employee and local community relationships,to a more holistic global focus, addressing sustainability issues such as access tomedicines, intellectual property questions in the developing world and so on.Companies are currently learning how to manage that change and how to reporton what they’re doing.”He continues, “Many companies currently are trying to solve the high-profilesocial responsibility issues on the one hand, while at the same time trying to makesure that in the future they are better prepared for upcoming issues, by exploring morestrategic and coordinated approaches to corporate sustainability management. Bristol-Myers Squibb has been a leader on the social responsibility side already, for example,with its Foundation, by trying to work on and solve some of these larger social problems.For example, they’re taking the direct actions like donating valuable and lifeenhancingdrugs through approved programs, while also engaging in stakeholder partnershipsand dialogues. They report on their activities and tell the public about them.”But Mr. Eckelmann knows that the industry can’t resolve issues – like pricingand access – alone. “That’s why you have to engage in a dialogue with stakeholders,”he says. “The issues the industry faces require public/private partnerships. SECURETHE FUTURE is a great example of brainwork, not just money. Bristol-MyersSquibb is making good progress in other areas – on the Internet, for example. Atthe end of the day, working on the sustainability front pays valuable dividends. Inthe long run, doing so will benefit the company.”environmental stewardshipBristol-Myers Squibb Sustainability Report 27

sustaining bioethicsClinical Practice Rules Require Rigor to Protect Patients Everywhereenvironmental stewardshiptwo and a half years ago, Sebastian Wanless, M.D., was vice president for researchfor Bristol-Myers Squibb’s operations in Asia and Africa – encompassing the vastmajority of the developing countries of the world. “As I saw a rapid increase in thenumber of clinical trials that were being conducted in those countries, I began torealize that a host of ethical issues was being amplified there. There were issues aboutavailability of drugs, about informed consent and others. Other ethical issues, newto Bristol-Myers Squibb, were also arising in the developed world as the companymoved into new therapeutic areas, such as schizophrenia and pharmacogenetics.The management of the Pharmaceutical Research Institute agreed that if we wereto proceed, we had to get our procedures and practices in those countries right.”Out of that effort came a Bioethics Committee and eventually, research and developmentpolicies applicable around the world, but particularly relevant and importantfor work in developing markets. These policies have been recognized by the CalvertGroup, a socially responsible investment company, as ones that could serve as a modelfor the industry. Says Faris Natour, of Calvert’s social research arm, “The Bristol-MyersSquibb clinical trials policy is the best of all the policies I’ve seen in the industry indealing with the ethical issues raised by doing clinical trials in developing countries.”Both Dr. Wanless and Mr. Natour agree that one of the most important aspects thatis being addressed relates to informed consent, and the readability of the forms, as wellas informed consent made on behalf of children. Another part of the policy addresses awidespread concern that some companies may exploit developing countries for trial subjects,with no intention of ever having the drug available in those countries if approved.“We very much wanted a policy that addressed the many aspects of how youshould get informed consent, particularly for vulnerable patients like children, the mentallyimpaired, the illiterate or those who have no other choice of treatments,” says Dr.Wanless. “We train investigators about informed consent since we can’t actually listen inon the conversations between investigators and patients as those are confidential.”He continues: “We also very much wanted to make certain that the research is donein a population that will derive benefit fromthat research. There was growing concern thatcompanies could exploit developing countriesin order to obtain data for a drug that couldn’tbe used in those countries because theycouldn’t afford them.“This is a difficult one to live up to,but there is a lot of sense behind it, and programslike SECURE THE FUTURE and ourPatient Access initiative are trying to live upto that in a very big way, particularly in thearea of HIV/AIDS.”While the policies were set down, theyremain in a state of continuous reconsideration.According to Dr. Wanless, “There areemerging areas. It is hoped, for example, thatpharmacogenetics may one day allow us topredict which person or group of people maybe prone to a particular disease, or be moreresponsive to a particular treatment. So aswe develop that capability, we have to ensureconfidentiality of samples so that this informationis not used against people, for example,for insurance purposes.”“One of the many reasons I am proudof Bristol-Myers Squibb is our strongcommitment to maintain the highestethical research practices.”– Elliott Sigal, M.D., Ph.D., Senior Vice President,Global Clinical and Pharmaceutical DevelopmentA bioethics training program has beendeveloped that will be mandatory for allthose involved in clinical research and developmentaround the world. This trainingintroduces these clinical trial ethical principles.Case studies are presented so that theissues raised can be explored and understood.“Support for programs like this at thehighest levels of the company is critical fortheir success,” he says. “We’re fortunate atBristol-Myers Squibb to have that level ofsupport. Ultimately, even as we make surewe’re doing the right thing for our company,our goal is to protect the patient. We’re steeringour business toward a more responsibleplace in the world.”28 Bristol-Myers Squibb Sustainability Report

isustaining compliance with thespirit & letter of the lawStandards Ensure Responsible Corporate Citizenshipn 2002, the company established an Office of CorporateCompliance and appointed Thomas J. Pickard, vice president ofcorporate security and compliance, and a former acting directorof the U.S. Federal Bureau of Investigation, as chief complianceofficer. Mr. Pickard is assisted by a Corporate ComplianceCouncil composed of senior leaders from across the company.In this role, Mr. Pickard reports directly to the chairman andCEO and to the executive vice president and general counsel.Says Mr. Pickard, “As a company, we’ve always taken pridein doing the right thing, not only in following the technicalletter of the law, but also the broader spirit of compliance. Myjob is to oversee and coordinate our overall compliance efforts,while providing another communication channel to the highestlevels of the company.”The compliance council includes senior representativesof Human Resources, the Corporate Secretary’s Office, QualityAssurance, Legal, Regulatory, Audit, Information Managementand EHS.Why a special compliance effort now? According to Mr.Pickard, “We are seeing a renewed focus by the government oncompliance at all levels. While Bristol-Myers Squibb has manyexisting compliance programs and initiatives, our current effortswill enhance the company’s compliance performance and assurecoordination across the company. The inspector general of the U.S.Department of Health and Human Services has established requirementsfor the pharmaceutical industry.” Recently, Health andHuman Services published final guidelines. These require companiesto have written guidance that defines compliance andhave in place a compliance officer and council. The guidelinesrequire employee training on compliance issues, audits ofprograms to make certain that employees live up to them, avehicle for employees to bring forward issues to the highestlevels of the company and whistleblower protection for employees.Finally, each company must make certain that there arestandards of behavior and business conduct that are fair andconsistent across the company.“But this is every employee’s job, not just mine,” saysMr. Pickard. “We have to abide by the highest legal andethical standards in every country in which we operate, otherwisewe’ll find ourselves in trouble. It’s simply the right thingto do.”He adds, “Over the past few years, the compliance landscapehas changed dramatically for all companies, especiallythose in the pharmaceutical industry. We have to respond tothose changes. And we won’t just be held to the U.S. standard.We will adhere to what’s legal in the countries in which weoperate and what’s ethical for Bristol-Myers Squibb worldwide.”For more information: www.bms.com/aboutbms/corporate_governance/data“In what is an ever more challenging regulatory environment, we are continuingour broad-based efforts to achieve the highest standards of compliance.”– Donald J. Hayden, Jr., Executive Vice President and President, Americasenvironmental stewardshipBristol-Myers Squibb Sustainability Report 29

economic growth & development“wTo Extend and Enhance Human Life While StrengtheningOur Company and Our Communitiese pledge – to our patients and customers, to our employees and partners, to our shareholdersand neighbors, and to the world we serve – to act on our belief that the priceless ingredient of everyproduct is the honor and integrity of its maker.– The Bristol-Myers Squibb Pledge”page31 • Work Life/Home Life Balance at theCompany’s Child Development Centers32 • Accelerating Access Initiative Offers Low-CostMedications in the Developing World32 • Together Rx Discount Card Has Strong Start33 • Patient Assistance Programs Provide FreeMedications to Those in Need34 • Supplier Diversity Program Seeks to GiveSmaller Companies of Diverse Backgroundsan Even Chance35 • The Company Talks About Its Approachesto Patent RightsphotoA commitment to balancingwork life and home life is partof a larger commitment byBristol-Myers Squibb to itsemployees and their familiesas well as to the communitiesin which it operates.

sustaining our employeesWork Life/Home Life Balance at the Company’s Child Development Centers“We offer an outstanding and flexible benefits programthat helps us attract and retain a talented and diverse workforce.”– Stephen E. Bear, Senior Vice President, Human Resourcesa company is only as strong as thepeople who comprise it. And for a companyto be able to sustain its commitmentto the world at large, it must also be ableto sustain its commitment, over the longrun, to its employees. That’s why, atBristol-Myers Squibb, programs aimed ataddressing employee concerns and needs –at every stage in their lives – are so important.These range from child developmentcenters to flexible work options, fromfinancial and retirement planning to helpwith medical issues, eldercare and more.A centerpiece of that commitment toemployees can be found in the company’sfour on-site child development centers inNew Jersey and Connecticut, the newestof which just opened in Hopewell, NewJersey, in June 2003.In part because of these very specialcenters, in September 2002, Bristol-Myers Squibb was named Best in Classfor its child care programs for employeechildren by Working Mother magazineand for the second consecutive year, itwas selected as one of the top 10 bestcompanies for working mothers by themagazine. It has had a spot on the magazine’stop 100 list for five years.“For us, besides helping ouremployees, our child development centersrepresent our way of raising awarenessin the communities where we operateabout what represents good childcare,” says Stacey Gibson, senior director,Work/Life and Diversity Programs.All the centers have different programs,including ones targeted at primarycare for children under six, full-day kindergarten,a school holiday program, a summercamp program for school-age childrenand a backup program that accommodateschildren when their regular arrangementsare not available. Infants as young as eightweeks, and children up to the age of 14,all are accommodated, with the centersserving 1,300 children during 2002.The buildings are state-of-the-art.“When we built our centers we knew thatthey were going to be a benefit to employees,a benefit to the company to help attractand keep top talent and a benefit to thecommunity to help raise the bar in termsof quality child care,” Ms. Gibson says. Atthe Wallingford, Connecticut, child developmentcenter, a Boundless Playgroundfeatures an outdoor play area where bothable-bodied and disabled children can playtogether in an environment that supportslearning and provides safety to both. A similarplayground has been built at Hopewell.Bright Horizons Family Solutionsoperates the centers for Bristol-MyersSquibb as well as more than 460 othercenters. Says Sue Jordan, its manager forthe company: “One of the things that’sdifferent about the Bristol-Myers Squibbapproach is community outreach. It hascommitted to the community at large,running free conferences for child careprofessionals to enhance the quality ofchild care in other centers in the community,supporting their accreditationefforts, teaching parents about early childhoodeducation and in our work withBright Spaces, upgrading spaces at localhomeless shelters for the children ofshelter clients. Thus far two have beenopened in Trenton, a third is in the worksin Connecticut, with another planned forNew Jersey. The company also helps othercommunity centers to gain NationalAssociation for the Education of YoungChildren accreditation.“Importantly, we’re all-inclusive inour centers and provide care for childrenwith a wide range of abilities,” Ms.Jordan adds. “Our approach is simple:If a child can get to the center, they’reincluded in our programs.”Playground at Wallingford, Connecticut, center.Innovation also is key. The newHopewell center uses solar cells, conservingenergy and reducing greenhouse gasemissions. The centers are also being usedto pilot a new preschool science curriculum,part of the company’s BLAST initiative,to Build Leadership and Assistancefor Science Teaching by encouraginginquiry-based, hands-on science teachingand science learning. “We’re thinking ofthis more as a tool set, focusing on helpingthe staff at our centers help childrenup to five years of age develop skills insystematic observation and exploration,important elements of future science education,”says Anders Hedberg, Ph.D., whocoordinates the science education programfor the Bristol-Myers Squibb Foundation.“Science requires curiosity, self-confidenceand the ability to learn from mistakes.Exploring should be fun and can be anextraordinary learning experience.”Ms. Gibson says: “It’s in our bestinterest to foster healthy families. Themodel of dual income households will continueto grow. So in the future, the needfor these centers will remain significant.”economic growth & developmentBristol-Myers Squibb Sustainability Report 31

economic growth & developmentssustaining access forHIV/AIDS patientsAccelerating Access Initiative Offers Low-CostMedications in the Developing Worldince May 2000, Bristol-MyersSquibb has sought to extend its reachin helping developing countries strickenby the HIV/AIDS pandemic by being aleading participant in the UN/IndustryAccelerating Access Initiative.Under the initiative, the companyhas worked closely with five otherpharmaceutical companies – as well asUNAIDS, other UN agencies and withgovernments – in developing and implementingnational plans to expand accessto sustainable prevention, care and treatmentof HIV/AIDS.To date, 80 countries have respondedin some way and 36 have actually begunacting on their respective HIV/AIDSNational Action Plans. As part of itsown commitment, Bristol-Myers Squibbhas offered discounts of up to 93 percentfrom prices offered in the United Statesand Europe on two of its HIV/AIDSdrugs, Videx and Zerit.In addition, in March 2001, thecompany said it would make those drugsavailable to countries in sub-SaharanAfrica, hardest hit by the epidemic, atbelow its cost, with a combined priceof just $1 a day. The company also saidthat it would provide NGOs, privatesector caregivers and private sectoremployers who can provide medicallysound care in those countries with thesedrugs at the same price of $1 a day.Thus far, this has resulted in 23 countriesin sub-Saharan Africa having accessto below-cost Videx and Zerit. The companyalso has pledged that its patentswould not stand in the way of inexpensiveHIV/AIDS therapy being madeavailable in sub-Saharan Africa.According to Robert Lefebvre, seniordirector, Global HIV Brands, “We eventold one generic manufacturer that they“Bristol-Myers Squibb is focused onbecoming the leading HIV/AIDScompany in the world. We reiterateour ongoing commitment to thefight against HIV/AIDS.”– Lamberto Andreotti, Senior Vice Presidentand President, Internationalcould make our product if that wouldhelp.” As a result, today, in more than40 developing countries around theworld, patients are being treated withVidex and Zerit at vastly reduced prices.“These programs are being implementedin different ways in differentcountries, based on whether governmentsare involved directly in medical treatment,and other factors,” Mr. Lefebvresays. “And while we have seen a four-foldincrease in the number of patients gettingantiretroviral therapy in Africa as aresult of these initiatives, there are stillmillions of people who don’t have access.There remain serious infrastructureissues, including lack of hospitals, clinics,doctors, community capacity, diagnosticcapabilities, and essentially no money tobuild that infrastructure and maintain it.Even though we are, in effect, subsidizingthe sale of a pill, these countries do nothave the money to provide the servicesaround that pill.“Now we have to find ways, as aglobal community, to also address infrastructureissues. That’s where the UNGlobal AIDS Fund plays a big role, toallow the rich nations one way to contributemoney that can then be allocatedin a coordinated fashion. It’s only thenthat we’ll see some real movement.”sustainingaccess forthe elderlyTogether Rx Discount CardHas Strong Starti n April 2002, seven major researchbasedpharmaceutical companies, includingfounding member Bristol-MyersSquibb, joined together in a program tohelp increase access by seniors to a broadrange of prescription drugs – until acomprehensive, government programunder Medicare can be implementedin the United States.The Together Rx card, as it’s called,is a simple-to-use, free-of-charge cardthat potentially allows an estimated 8 to11 million Medicare enrollees with noprescription drug coverage to be eligiblefor savings on a broad range of medicinesfrom these major companies. Because thecard is offered to people at or below 300percent of the federal poverty level – thecard is essentially available to an extraordinary70 percent of all those who currentlyare in Medicare, but don’t haveany other drug coverage. Most pharmaciesin the United States participate tooffer savings that range from 20 percentto 40 percent, and often substantiallymore, on more than 170 brand nameprescription medicines, including onesthat treat common conditions such asdiabetes, hypertension, high cholesterol,cancer, allergy, asthma, arthritis anddepression. Those savings are realizedinstantly, at the pharmacy counter, assoon as prescriptions are filled.As of June 2003, Together Rx hasenrolled more than 830,000 seniors andthey’ve saved about $102 million so far.Of the 2.5 million prescriptions filledthrough the program, about 450,000of them were for Bristol-Myers Squibbmedications.“Our goal is to enroll as many ofthose seniors in need as we can – to help32 Bristol-Myers Squibb Sustainability Report

ensure that innovative medicines actuallymake it to the people for whom theywere developed,” says Tom McKenna,senior vice president, Planning &Operations. “Indeed, we expect to morethan double current enrollment by theend of 2003. The monies spent on thesekinds of programs do not represent atrivial sum. But we decided as a companythat if we are going to be seriousabout living our mission and our Pledge,it is the right thing to do, and if we haveto make sacrifices elsewhere to allowthese programs to continue, we will.”John Chicoine, 70 (pictured above),who retired with his wife, Jackie, to RockyMount, North Carolina, where they liveon their Social Security benefits and somesmall savings, certainly agrees that it'sbeen a big help, allowing him to spend alittle more money on collecting flags andmodel tanker trucks, two hobbies he tookup when he stopped working. “After usingmy Together Rx card for the first time,I went back to the car and told my wifethat I felt as though I had just robbed thestore.” After all, he says, “I use Pravacholand Monopril and the costs of those twoprescriptions each month were runningabout $130-$140. With my Together Rxdiscount, I paid just $30. I tell everyonethat with this program these drug companiesare trying to help.”For more information: www.togetherrx.comsustaininghelp for theuninsuredPatient Assistance ProgramsProvide Free Medications toThose in Need“Bringing our prescription medicinesto market is our highest priority.Patient assistance programs enable usto broaden our reach to include theuninsured and those who otherwisedo not have access to our products.These programs are just some of themany ways we touch people’s lives.”– Wendy L. Dixon, Ph.D., President, GlobalMarketing, and Chief Marketing Officerthe northern panhandle of WestVirginia has long been hit by hard economictimes. In some parts of thisAppalachian region, the poverty rateapproaches 40 percent. For the people ofWheeling, one of the largest cities in thatregion, poverty has not necessarily meantbeing without health care, thanks to thesometimes heroic efforts of places like theWheeling Healthright Free Clinic, inoperation since 1985 with 125 doctorswho work as volunteers. The nurse-managedclinic also keeps its head above waterand its patients supplied with medicationsin part because of the patient assistanceprograms provided by pharmaceuticalcompanies and foundations supported bypharmaceutical companies to low-incomeindividuals without any other drug insurance.According to Kathie Brown, theclinic’s director, one of the best of theseprograms is from the Bristol-MyersSquibb Patient Assistance Foundation.“Our area is severely depressed, a rivertown that lost most of its steel and coalindustry over the years,” she says. “So mostof the people we help don’t have health benefits,even if they have jobs. For them, buyingtheir medications is absolutely impossible.Even if you can give them checkups orother health care, without medications it’sall a moot point. That’s why the patientassistance programs, for which many ofour patients qualify, are so important.”The Bristol-Myers Squibb PatientAssistance Foundation program providesfree medication for those who qualify afterbeing enrolled by their doctors. “I can’tsay enough about the Patient AssistanceFoundation or its program,” Ms. Brownadds. “They really listen to people like mewho have such volume and they find waysto cut down the time it takes to get usmedications. Rather than sending individualpackages for each patient, they bulkship. And I know the doctors who volunteerhere are sensitive to what the bestpharmaceutical companies are trying todo and are appreciative.” The numberone drug from the Bristol-Myers SquibbPatient Assistance Foundation to her clinicis Glucophage XR for diabetes, followedby Coumadin, a blood thinner, and Plavix,an anticoagulant.In 2002, the Bristol-Myers SquibbPatient Assistance Foundation providedmore than 661,000 patients with prescriptionmedications without charge,a number which grew 45 percent overthe previous year. The wholesale valueof these drugs was over $293 million.It is expected that these numbers willgrow substantially during 2003.A separate patient assistance programsponsored by Bristol-Myers Squibbthrough AmeriCares provides freeoncology and virology products.Joyce Zambito (left) with Peggy Ferguson at the Healthright Free Clinic.Bristol-Myers Squibb Sustainability Report 33

sustaining our partners in businessSupplier Diversity Program Seeks to Give Smaller Companiesof Diverse Backgrounds an Even Chancei ngrid Sheremeta knows what it’s like totry to start from scratch. “I was born in southernAustria in 1954 and my parents came tothe States in 1955. When I reflect back on ourearly years here, at times it was difficult havingto learn a new language and fitting into society.So when I consider the role I play today,I can understand a supplier’s desire to beallowed to participate in opportunities andto strive to grow their businesses. That’s whyI try to help others and mentor them.”Ms. Sheremeta is in the perfect job to dojust that, with on-the-ground responsibility forthe company’s Supplier Diversity Program, aneffort by the company, says Anthony Santiago,vice president, Global Strategic Sourcing, “tobe a good corporate citizen. We’re helpingmany companies that wouldn’t get a secondchance because of size or perception that theycouldn’t compete at a level with bigger competitors.They want an even chance to get infront of us and sell their wares.”“At Bristol-Myers Squibb, achievingdiversity of thought, perspective and experienceis viewed not only as the right thingto do, but also a business imperative.”– Sandra Leung, Vice President and Corporate Secretarydiverse businesses. And about a third of the supplier base is small and diverse.”Bristol-Myers Squibb has been doing business with Bi-State Packaging, Inc., a familybusiness based in Milan, Illinois, for the past 10 years. A decade ago, founder and chiefexecutive officer Bob Ontiveros attended a supplier diversity meeting with his nephewMatt, who today manages the Bristol-Myers Squibb account, where they were given theopportunity to begin to supply Mead Johnson. “That meeting,” Mr. Ontiveros recalls,“turned into a long-lasting supply contract that today generates more than $2.5 million inrevenue for Bi-State Packaging, and provides Bristol-Myers Squibb with annual savings inindirect packaging costs. With the help of Tony Santiago, our mentor at the company, weget numerous opportunities to bring value and reduce packaging costs, even to the pointof having a Bi-State Packaging engineer at the Mead Johnson plant in Evansville, Indiana.People may look at diversity programs as entitlements but I think you can see from howBristol-Myers Squibb looks at diversity, it’s definitely a win-win for both our companies.”Mr. Ontiveros is a first-generation Mexican-American who started his businessfrom the back of a station wagon in 1974. Bi-State has grown into a business withmore than 500 employees and its own supplier diversity program, mentoring othersmall, Hispanic-American companies.Linda Davis started her own meetings planning company in 1989. Bristol-Myers Squibb was one of her first clients. “I was a single parent,” she says, “and havedaughters and I wanted them to see what women can do. Today, our annual billingshave grown to more than $30 million and we employ 35 people. Our Bristol-MyersSquibb business totals about $13 million a year. But I don’t feel we should get businessbecause of what we are. We should be given an opportunity, but then we haveto prove ourselves just like everyone else. The company isn’t using me because I’mcertified or woman-owned but because we’re good at what we do. Bristol-MyersSquibb goes the extra mile to give us that opportunity.”economic growth & developmentFrom its inception in 1996, the SupplierDiversity Program has grown in stature,receiving numerous external awards andrecognition. “By incorporating industry bestpractices, obtaining senior executive supportand implementing robust internal/externalmarketing and communication strategies, theSupplier Diversity Program has achieved abest-in-class status,” says William A. Stirling,senior director, Global Strategic Sourcing.“As we continue to open up our biddingand to try to attract minority vendors bygoing to various meetings, by mentoringthem, by creating a Supplier Diversity Councilwithin the company that shares vendors andseeks out new ones, we are growing their percentageof participation,” Ms. Sheremeta adds.“Today, about a fifth of the spend by the company’sMedicines business is with small andBob Ontiveros founded Bi-State Packaging, a minority-owned business that has worked with the company’s Supplier Diversity Program.34 Bristol-Myers Squibb Sustainability Report

isustaining its intellectual propertyThe Company Talks About Its Approaches to Patent Rightsntellectual property law provides incentives for pharmaceutical research, and this research benefits patients.By pursuing these incentives, Bristol-Myers Squibb fulfills its obligations to its stockholders, and, at the same time,advances the company's mission to extend and enhance human life. It is important that, in making decisions on intellectualproperty matters, we keep these dual objectives in mind. It is entirely appropriate for the company to seek andsecure rights to its employees' inventions. Also, in order to offer physicians and patients a wider variety of therapies,we can and should license the inventions of others. Finally, the company is entitled to own the data that we generateabout our medicines.In evaluating what intellectual property rights to seek and how to enforce them, Bristol-Myers Squibb will considerthe following criteria:• The extent to which the invention or research contributes significantly to the improvement of patient care(e.g., greater safety, efficacy, comfort and convenience, etc.).• The extent to which the invention or research improves the quality or efficiency of the manufacturing process.• Whether the invention improves the research process itself (e.g., allows us to screen or evaluate morepotential new medicines).• Whether the invention or research can provide a return on investment, and whether the intellectual propertyrights sought would benefit the shareholders.• Whether the invention or research can provide valuable new information on how better to use existingproducts to benefit patients (e.g., new uses for medicines).• In circumstances in which patients may not be able to obtain adequate access to our products(e.g., in the poorest countries), whether any intellectual property rights obtained should be licensed toothers and/or product should be made available by the company at a reduced price.At the same time, in deciding how to exercise our legitimate intellectual property rights, the company will considerall aspects of our company's Pledge. For example, we are committed to fair dealing and conscientious citizenship. Thismeans that Bristol-Myers Squibb will seek to obtain intellectual property only by lawful and ethical means, and toenforce only those intellectual property rights that we believe to be valid. We will place the highest priority on obtainingintellectual property for those innovations that provide the greatest medical benefit to patients. And we stand byour series of initiatives – from our patient assistance programs to SECURE THE FUTURE – to make Bristol-MyersSquibb medicines widely available to patients who cannot afford them.“Many leaders in government, science and business have acknowledged the critical importance ofintellectual property protection for medical innovations that benefit all of humanity.”– John L. McGoldrick, Executive Vice President and General Counseleconomic growth & developmentBristol-Myers Squibb Sustainability Report 35

programs & performanceMeasuring Our ProgressThis section of the Bristol-Myers Squibb Sustainability 2003 Reportprovides additional detail and data on our progress in meeting theSustainability 2010 Goals and our responsibilities as a corporate citizen.It includes information on the following:• Sustainability 2010 Goals• Management Systems Self-Assessment• Social Progress• Environmental Stewardship• Economic Growth and Development• Key Performance IndicatorsThis report includes data from our research and development,manufacturing and distribution facilities around the world, includingjoint ventures, subsidiaries and leased facilities in which Bristol-MyersSquibb employees work. In the case of safety, we also include datafrom Bristol-Myers Squibb’s administrative and sales offices worldwide.Unless otherwise noted, the reported data are from 2000 through 2002.Our previous progress reports include data from earlier years. The lastcomprehensive report was published in May 2001.Bristol-Myers Squibb operates approximately 60 research anddevelopment, manufacturing and distribution facilities in more than20 countries on six continents. We have people working in nearly 200countries around the globe. For more detailed information about eachof our facilities and major offices, visit our Web site atwww.bms.com/sustainability.Changes in OperationsIn 2002, the company divested three facilities, located inWilmington, Delaware; Deepwater, New Jersey; and Morrisville, NorthCarolina. Closing a facility is an extremely difficult decision, and Bristol-Myers Squibb strives to minimize the impact on affected employees byoffering alternative assignments elsewhere in the company wheneverpossible, providing generous severance packages and always treatingaffected employees with the respect they deserve.Sustainability 2010 Goals: Our Approach & ResponsibilitiesBristol-Myers Squibb has established comprehensive and aggressiveSustainability 2010 Goals. The goals we set for our companyencompass a broad range of interconnected social, community andbusiness issues. We believe that our Sustainability 2010 Goals willadvance Bristol-Myers Squibb’s businesses and, at the same time,contribute to a better world for all.The following table provides a snapshot of our performance as ofthe end of 2002 in meeting our 2010 goals. Information on specificenvironmental metrics is included on pages 41 to 44 of this report.More details on the goals and our performance to date are providedon our Web site at www.bms.com/sustainability.measuring our progress36 Bristol-Myers Squibb Sustainability Report

2010 Goals Key Milestones Through 2002Analysis of EHS Effects at Each Facility Worldwide Facilities conducted EHS Effects Analyses.Safety Performance TargetsFrom 2000 baseline to 2002, recordable rate is down 25 percent and lost workday case rate isdown 6 percent.Environmental Performance TargetsPriority reduction chemicals identified and tracked. Environmental results since2001 baseline (normalized by sales):— Energy use increased 4 percent— Water use decreased 9 percent— Greenhouse gas emissions (direct from operations) increased 8 percent— Hazardous waste off-site treatment/disposal decreased 47 percentBiotechnology Development Bioethics Committee formed and issued global policies and training. See story on page 28.EHS Research ContributionsFunded a $100,000 project in Puerto Rico to create a biodiversity planning map.Endangered Species SponsorshipEstablished programs in Brazil, Indonesia, Argentina and the United States.Land PreservationFunded conservation of 1,391 hectares of biologically diverse habitat, which is comparablein area to the total amount of land occupied by our manufacturing, R&D and distribution facilities.Management Systems Self-AssessmentBristol-Myers Squibb’s internal standards go beyond legal complianceand apply to all our facilities. The EHS Codes of Practice set forthour EHS requirements for our business functions and facilities aroundthe world. A senior executive at each location is responsible for coordinatingthat location’s compliance with the codes. Each business measuresand reports its progress through the annual Management SystemSelf-Assessment. Based on the results of this self-assessment process,we have included in this report our worldwide performance against theEHS Codes of Practice for the years 2000 through 2002. We haveweighted the self-assessment results by the number of employees perfacility, because we recognize that our larger sites have far greaterpotential EHS impacts than our smaller sites.Our EHS technical staff and outside experts reviewed the Bristol-Myers Squibb management system and determined that it meets orexceeds the requirements of ISO 14001, a voluntary, internationalspecification for environmental management systems. Nineteen ofour facilities worldwide have obtained third-party certification to thisstandard. Our facilities in Saint Nazaire and Agen, France, are amongthe most recently certified sites, having obtained ISO 14001 certificationin 2002.Management Systems Self-Assessment ResultsLevel of performance for each Code of Practice• Level 1 performance involves achieving compliance withlaws, regulations and company policies.•Level 2 performance relies on management systems, ratherthan individuals, to maintain continued compliance and toevaluate products and processes.• Level 3 performance integrates EHS responsibilities across allfunctions and levels within the businesses.•Level 4 performance innovates to continually improveproducts and processes and to enhance efficiencies andcompetitive advantage.Level 4Level 3Level 2Level 1Programs andProcedures2000IntegratedManagementContinualImprovement2001EmployeeEducation2002Acquisitions andDivestituresProducts andServicesExternal CustomerSupportBusiness Activitiesand OperationsResearchSupportPrecautionaryApproachContractorsand SuppliersEmergency Prevention,Preparedness and ResponseTransfer of Technologyand Best PracticesCommon Effort:Good CitizenshipCommunicationwith StakeholdersMeasurement andReportingmeasuring our progressBristol-Myers Squibb Sustainability Report 37

social progressLabor PracticesBristol-Myers Squibb strives to provide jobs and equal opportunitiesregardless of gender, religion, race, age or ethnicity. We provide safeand healthful working conditions, pay fair wages, and strongly supportethical work practices, including provisions against child and forcedlabor. We operate under the highest ethical standards, with full respectfor human rights and the rule of law.Total Number of Employees2000 2001 200251,100 46,000 44,000Training and EducationCareer development begins with the selection of highly talented individualsand is reinforced by offering employees varied opportunities andsupport throughout their careers. Building Bristol-Myers Squibb’s futureleaders requires both selective external recruiting and focused internaldevelopment. Whether it is through Performance Connections — our newperformance management system — or through cross-functional opportunities,individual development plans or leadership development programs,Bristol-Myers Squibb adheres to a culture of growth and continuouslifelong learning that affects every level of the organization.The amount of training provided to employees varies from site tosite and is not tracked globally. The types of training include, but arenot limited to, diversity, sexual harassment, codes of conduct, quality,safety and environmental responsibilities.Diversity and OpportunityThe Bristol-Myers Squibb Pledge commits us to “foster a globallydiverse workforce and a companywide culture that encourages excellence,leadership, innovation and a balance between our personal andprofessional lives.”Bristol-Myers Squibb is working to sustain a work environment andculture that relies on diversity of people, perspective and experience toachieve the company’s mission and objectives. Through businessbasedprocesses, policies, programs and services that maximize ouremployees’ capacity to contribute, we strive to advance the intent ofequal opportunity and eliminate barriers.We embrace diversity in our workforce as a crucial driver to helpensure our success as a growing and innovative company. Bristol-Myers Squibb employees around the world are dedicated to fostering adynamic operating culture that is receptive to diverse ideas, experiencesand perspectives.The table below shows the number and percentage of women andminorities in the company by job category within the United States.Although we do not have systems in place to capture this informationfor our international facilities, we believe that the United States is representativeof our operations worldwide. As we focus on attracting anddeveloping the leaders we need for the future, we are pleased to notethat the diversity of our leadership ranks continues to grow as well. Inthe United States, 38 percent of our officials and managers are womenand 17 percent are people of color.As a global company focused on leadership and growth, Bristol-Myers Squibb is committed to policies and practices that build adiverse workplace. Our Web site, www.bms.com, describes some ofthese policies and practices, including work life/home life programs,education and training opportunities, community activities, recruiting,supplier diversity and other programs.social progressWorkplace DiversityU.S. Employees Only (2002)FemalePeople of Colornumber percent number percentOfficials & Managers 1,788 38.3% 797 17.1%Professionals 2,185 48.6% 1,357 30.2%Technicians 299 46.0% 121 18.6%Sales 2,602 55.1% 769 16.3%Office & Clerical 1,541 91.9% 320 19.1%Crafts 94 13.3% 73 10.4%Operatives 560 40.6% 523 37.9%Laborers 29 33.7% 24 27.9%Service Workers 8 16.0% 16 32.0%38 Bristol-Myers Squibb Sustainability Report

Work Life/Home Life BalanceWe know that a workforce committed to achieving the company’smission is our greatest competitive advantage. We also know thatemployees can bring to the workplace a host of personal issues thataffect their ability to do their best on the job. In addition, employeesoften take home many of the concerns they experience at work. In 1991,we initiated a formal partnership with our employees to help them bettermeet and balance responsibilities to their work, to their families and tothemselves. Through these policies, programs and services, we strive tofoster and sustain our employees’ commitment and dedication. Forexample, Bristol-Myers Squibb was the first company in the UnitedStates to offer nationwide emergency dependent care services.Within Bristol-Myers Squibb’s U.S. operations in 2002, 395 womentook a leave of absence for childbirth, and 39 men took a leave for thesame reason. The company’s Adoption Assistance program helped 33employees. More than 1,200 employees used the company’s TuitionReimbursement program. Nearly 1,000 employees received infant formulawithout charge through the company’s Nutritious Beginnings program,and 119 children of employees received college scholarships.Child Development CentersBristol-Myers Squibb operates four on-site child development facilitiesas of the summer of 2003. The investment in each center ultimatelyenhances our ability to better retain and recruit employees at those sites.Employee RewardsEmployee Volunteer Award ProgramBy making a monetary contribution to the nonprofit organizationwhere an employee volunteers, Bristol-Myers Squibb honors the outstandingefforts of some of its employees who devote their time andenergy to volunteering.Service RecognitionIn appreciation of an employee’s years of service with the company,Bristol-Myers Squibb celebrates significant service anniversariesby allowing employees to select special gifts to honor those occasions.ScholarshipsThe Bristol-Myers Squibb Foundation provides scholarships andcareer education awards for the children of U.S. employees. The Bristol-Myers Squibb Scholarship Program awards merit scholarships forup to four years of full-time study at a college or university. The CareerEducation Award provides scholarships for a two-year course of studyat a vocational or technical school.Matching Gift ProgramThe Matching Gift Program encourages employees in the UnitedStates, Canada and the United Kingdom to financially support eligibleeducational, biomedical research institutions and hospitals of theirchoice. In the United States, the program also is open to retirees anddirectors. The Bristol-Myers Squibb Foundation matches all contributionson a dollar-for-dollar basis. Through this program in 2002, Bristol-MyersSquibb employees and the Bristol-Myers Squibb Foundation gave approximately3,250 gifts worth more than $2.5 million to some 1,000 organizationsin the United States, Canada and the United Kingdom.United WayThe United Way is among the many causes that bring Bristol-MyersSquibb and its people together. Each year, at Bristol-Myers Squibblocations across the United States, a campaign is held to raise moneyfor what the company believes to be one of the best sources forensuring that financial support is given to a variety of health andhuman service organizations in the communities where Bristol-MyersSquibb employees live and work. The Bristol-Myers Squibb Foundationmatches each dollar an employee contributes. In 2002, U.S. employeesand the Bristol-Myers Squibb Foundation gave more than $3.8 millionto United Way-supported agencies across the country.Employee Referral ProgramBristol-Myers Squibb believes that good people know other goodpeople. Consistent with that belief, we pay a monetary reward toemployees for individuals hired through their referrals.HIV/AIDSBristol-Myers Squibb is committed to extending and enhancing thelives of patients around the world who suffer from HIV/AIDS, includingour own employees and their families. We care deeply about them.Further, we ensure that all employees and eligible dependents have theappropriate resources to access antiretroviral drugs, produced both byBristol-Myers Squibb and by other manufacturers.Health and Safety PerformanceOur goal for 2010 is to drive down reportable incidents and dayslost from work by reducing recordable and lost workday case ratesby 50 percent and maintaining performance in the top 25 percent ofsimilar companies.The data presented in this report are representative of our facilitiesand field sales operations throughout the world. We have included datafor 2000 through 2002. Lost workday cases include all incidents thatinvolve time away from work. Recordable cases include all incidents ofinjury or illness that require more than first aid. For both indicators,Bristol-Myers Squibb performs in the top 25 percent of similar industries.As the charts indicate, our recordable case rate has decreased 25percent and our lost workday case rate has decreased nearly 6 percentsince the 2000 baseline for this goal. For the period 2001 to 2002, ourrecordable case rate has decreased 20 percent and our lost workdaycase rate has increased 10 percent.In 2002, we experienced the loss of one of our colleagues related toa fall while at work. This is a tragic reminder of the potential for injuryin the workplace.social progressBristol-Myers Squibb Sustainability Report 39

Lost Workday Case Rateper 100 employees worldwide0.40.30.20.1Recordable Case Rateper 100 employees worldwide1.51.20.90.60.302000200120020200020012002We have developed numerous health and safety programs addressingergonomics, safety awareness, case management and other safety issues.Our manufacturing, research and development and distribution facilitieshave safety committees in place to address many of these same concerns.Occupational HealthBristol-Myers Squibb is a leader in occupational health and wellness.The Bristol-Myers Squibb Health and Fitness organization runs19 medical departments in the United States and Puerto Rico and 11fitness centers in the United States. Additional medical clinics are operatedoutside the United States under local management. The physiciansand nurses in these groups work actively in the areas of work-site healthevaluations, safety awareness and training and medical surveillance. Inaddition, our reproductive health program assists pregnant women andthose considering pregnancy to take appropriate action to avoid anyuntoward risk while at work. We also offer voluntary periodic healthevaluations to enhance the general health and reduce future risk factorsof our employees.Bristol-Myers Squibb has developed a companywide Alcohol andDrug-Free Workplace policy. The program offers a comprehensiveapproach to rehabilitating employees and their families with chemicaldependence and emotional disorders. The preventive, interventional andtreatment services provided directly by our medical staff and throughour Employee Assistance Program (EAP) are compassionate, confidentialand highly effective. We provide confidential telephonic depressionscreening, individual evaluation and consultation for emotional disordersand, at some locations in the United States and abroad, treatment. TheEAP professionals are clinical therapists who provide face-to-face counselingsessions for employees and their eligible family members for avariety of psychological disorders, including stress-related career transition.Active employees and their family members are eligible to receiveup to six sessions per issue per year without cost. When additionalcounseling or treatment beyond the EAP is required, costs for theseservices are typically covered under the company’s medical plans.We strongly encourage employees to seek help on their ownthrough the EAP, and more than 95 percent of EAP contacts are selfreferred.Self-referrals to the EAP or directly through medical providersfor substance abuse rehabilitation are encouraged and have no employmentconsequence.Based on employee survey results, 95 percent would use EAP againand recommend it to a coworker. Over two-thirds of employees who providedfeedback after using the service reported benefits, such asimproved productivity, reduced stress, missing less work and beingmore inclined to stay with the company.social progress40 Bristol-Myers Squibb Sustainability Report

environmental stewardshipBristol-Myers Squibb collects and reports environmental data fromits manufacturing, research and development and distribution facilitiesthroughout the world. Data in some cases are estimated by facilities orbusiness units.The charts in this section of the report are organized first by materialuse and then by emissions and releases. Much more extensiveinformation about our environmental performance can be found on theInternet at www.bms.com/sustainability.Normalizing DataNormalization of data is an important technique for tracking environmentalperformance and measuring eco-efficiency. Normalizing datato production is not feasible for Bristol-Myers Squibb due to the diversenature of our products — from anticancer drugs to ostomy products toinfant formula. We have normalized data to worldwide sales and reportin U.S. dollars. We acknowledge the shortcomings of this approach.Several factors, including inflation, currency fluctuations and licensingagreements, can affect sales without affecting production levels or environmentalimpacts. Nonetheless, sales dollars apply to all our operationsat all of our divisions worldwide and represent the best normalizingmeasure currently available to us.External Verification of EHS PerformanceSince 1997, Bristol-Myers Squibb has conducted third-party reviews ofits EHS evaluation program and the systems for collecting and reportingdata from its facilities worldwide. ICF Consulting Services, LLC, conductedthe most recent review in December 2002. ICF found that Bristol-MyersSquibb “has redesigned its EHS evaluation program consistent with prevailingindustry audit standards and several leading practices, thusaddressing essential audit program design elements and characteristics.”In addition, ICF says that the company “has a reliable and established systemin place for gathering and consolidating information from its operationsregarding environmental matters, EHS management system selfassessments,and enforcement activities.” The complete statementsregarding these reviews can be found at www.bms.com/sustainability.Energy UseThe company’s Sustainability 2010 Goals include reducing energyuse by 10 percent, normalized to sales. Our total energy use (includingdirect and indirect energy) increased approximately 5 percent, whileour energy use normalized to sales increased by 4 percent since 2001.This increase is due in part to our acquisition of several pharmaceuticalfacilities (former DuPont Pharmaceutical sites). We recognize that wemust be more aggressive in reducing our energy consumption in orderto meet our 2010 goals for energy use and greenhouse gas emissions.Currently, several of our facilities around the world have cogenerationsystems on site, including Lawrenceville and New Brunswick,New Jersey; Wallingford, Connecticut; Delicias, Mexico; Guayaquil,Ecuador; Karachi, Pakistan; and São Paulo, Brazil. Cogenerationproduces electricity plus steam or hot water for site operations usingone fuel (typically natural gas), thereby greatly increasing the efficiencyof the fuel and decreasing the site’s use of purchased electricity. In2002, the total amount of cogenerated electricity was approximately600,000 gigajoules.Energy Use, direct and indirectthousands of joules per $1,000 worldwide sales1,5001,20090060030002000Transportation ImpactsOur operations have three primary transportation impacts: receivingmaterials from suppliers, distributing product to customers, andselling product through our sales force. Most materials in and out ofour facilities are shipped via common carrier by truck, air service orship. Our focus on reducing the cost of transporting goods preventsinefficient and wasteful practices.Bristol-Myers Squibb leases approximately 6,000 vehicles in theUnited States, and the estimated annual CO 2 emissions from thesevehicles are 50 million kilograms. This is roughly 5 percent of the CO 2associated with our facilities worldwide (either directly released orresulting from the generation of electricity purchased and used by us).Data from 57 countries tracked by our corporate travel service indicatethat company employees flew a total of 231 million air miles in 2002,representing approximately 54 million kilograms of annual CO 2 emissions.We are focusing our efforts in the near term on reducing our CO 2emissions from our facilities and lowering our electrical power consumption,which have a greater impact on the environment than emissionsfrom our operation of motor vehicles. We also will continue to lookfor opportunities to reduce our transportation-related impacts.Air Miles Flown200120022000 2001 2002290 million 292 million 231 millionWater UseBristol-Myers Squibb water use has decreased by 8 percent since2001, and by 9 percent when normalized by sales. One of our challengesmoving forward will be identifying additional opportunities formeeting our Sustainability 2010 Goals, which call for a 10 percentreduction in water use, normalized by sales.environmental stewardshipBristol-Myers Squibb Sustainability Report 41

environmental stewardshipWater Useliters per $1,000 worldwide sales2,5002,0001,5001,0005000200020012002Packaging UseBristol-Myers Squibb is committed to reducing the negative impactsof our packaging on the environment. We believe that this can beaccomplished through source reduction using innovative packagingdesign, increasing recycled content and moving toward more environmentallyfriendly packaging components. An example of this type ofproject occurred at the Mead Johnson facility in Nijmegen, Netherlands,which reduced the thickness of metal cans for its nutritional productsand thereby eliminated 152,000 kilograms of packaging. We will bedeveloping companywide metrics to track our progress on similarproduct, process and packaging initiatives.PVC UsePolyvinyl chloride, or PVC, has been a component of many plasticproducts and packaging for years. Although the scientific results arenot definitive, there is a call among some stakeholders for companies toeliminate PVCs from products and their packaging because of potentialhealth concerns.We have met with stakeholder groups who want us to eliminate ouruse of PVC. We have made progress in this area, with the potential formore action in the future. To date, Bristol-Myers Squibb has reduced theuse of PVC in blister-pack packaging for medicines and has eliminatedthe use of PVC packaging trays. We also have found vendors who do notuse PVC in the standard plastic bottles used to package pills, and wehave moved away from PVC secondary packaging for physician samples.The drive to reduce PVC use is part of the company’s commitmentto develop and manufacture more sustainable products.Land Use and BiodiversityIn 2002, we continued to conserve biologically diverse land forpreservation in perpetuity. Our 2010 goal is to offset the property used byBristol-Myers Squibb’s total operations worldwide through these conservationefforts while also promoting employee participation in protectingcritical land areas. We have already met our goal of protecting land equalin area to the amount of land used by our research and development,manufacturing and distribution centers, and we are on our way to protecting,by 2005, land equal in area to our administrative offices. We encouragelocal site conservation projects as well.We have preserved land in the Patanal National Park, Brazil;Komodo Island National Park, Indonesia; Carson Road Woods, NewJersey; and Calakmul Biosphere Reserve, Mexico.Biologically Diverse Land Preservationhectares1,5001,2009006003000200020012002Below is a list of facilities worldwide that have agreed to help protectlocal endangered or threatened species and habitats:Facility LocationSão Paulo, BrazilSyracuse, New YorkMayagüez, Puerto RicoCibinong Bogor, IndonesiaBuenos Aires, ArgentinaWallingford, ConnecticutNew Brunswick, New JerseyHillside, New JerseyHopewell, New JerseyLawrenceville, New JerseyPlainsboro, New JerseySkillman, New JerseyEndangered SpeciesBrazil nut tree, hyacinth macawChittenango ovate amber snailSea turtlesKomodo dragonButia Yatay palmStiff or prairie goldenrodYellow giant hyssopRed-headed woodpeckerNorthern harrierCooper’s hawkBobolinkArogos skipper and checkeredwhite butterfliesGreenhouse Gas EmissionsOur direct greenhouse gas emissions from operations haveincreased by approximately 9 percent, or 8 percent when normalizedby sales, from 2001 to 2002. Also, our indirect CO 2 emissions frompurchased electricity have increased by 4 percent, or 3 percent whennormalized by sales. Our CO 2 emissions from automobiles in the U.S.have decreased by 9 percent, or 10 percent when normalized by sales.Finally, our CO 2 emissions from air travel have decreased by approximately21 percent. Total greenhouse emissions therefore increased 4percent. Our Sustainability 2010 Goal for overall greenhouse gas emissionscalls for a 10 percent reduction, normalized by sales.Greenhouse Gas Emissionskilograms per $1,000 worldwide sales80706050403020100200020012002CO 2 from air travelCO 2 from automobiles (U.S. only)Direct greenhouse gases from operationsIndirect greenhouse gases from purchased electricity42 Bristol-Myers Squibb Sustainability Report

We are identifying additional opportunities for improvement, suchas reducing our reliance on fuel oil and diesel fuel at our manufacturingfacilities.Ozone-Depleting SubstancesBristol-Myers Squibb tracks the amount of ozone-depletingsubstances that are stored, recycled and charged (or emitted to theenvironment) at our facilities. The chart shows that our emissions ofozone-depleting substances have decreased 21 percent since 2001,or 22 percent when normalized by sales.Ozone-Depleting Substanceskilograms per $1,000 worldwide salescompany now reports off-site air releases of priority reduction chemicals.By 2010, the company will reduce off-site releases to air of priorityreduction chemicals by 50 percent from the 2002 baseline year. For2002, air emissions of priority reduction chemicals were 2.68 millionkilograms, or 0.15 kilograms per $1,000 sales.Priority Reduction ChemicalsAcetonitrileBenzeneEthyl AcetateMethanolMethyl Isobutyl KetoneMethylene chlorideMethyl-t-Butyl EtherN-Butyl AcetateTetrahydrofuranToluene0.00100.00080.00060.00040.00020200020012002WastewaterIn 2002, we established our baseline for water effluents globally.In 2003, Bristol-Myers Squibb will establish companywide reductiongoals for the following wastewater releases as part of the company’sSustainability 2010 Goals: total chemical oxygen demand, suspendedsolids, nitrates and heavy metals. In addition, the company’s goal is toreduce off-site releases to water of priority reduction chemicals by 50percent by 2010.Air Emissions from Fuel ConsumptionThe chart shows our air emissions of particulate matter, carbonmonoxide, sulfur oxides (SO x ) and nitrogen oxides (NO x ), which wecalculate based on the fuel used by our facilities. Since 2001, we haveincreased air emissions from fuel combustion by 13 percent, or approximately12 percent when normalized by sales.Air Emissions from Fuel Consumptionkilograms per $1,000 worldwide sales0.100.080.060.04In 2002, Bristol-Myers Squibb discharged:•3 metric tons of priority reduction chemicals, or 0.2 grams per$1,000 sales•2,002 metric tons of chemical oxygen demand, or 0.1 kilogramsper $1,000 sales•2 metric tons of heavy metals, or 0.1 grams per $1,000 sales•246 metric tons of nitrates, or 13.6 grams per $1,000 sales•624 metric tons of total suspended solids, or 34.4 grams per$1,000 salesFor this report, we are also including the total volume of wastewaterdischarged from our facilities worldwide. From 2001 to 2002,water discharges decreased by approximately 6 percent, or 7 percentwhen normalized by sales.0.020Water Discharged2000 20012002liters per $1,000 worldwide salesOther Air EmissionsIn 2002, Bristol-Myers Squibb expanded our tracking of acid gasesbeyond sulfur oxides (SO x ) and nitrogen oxides (NO x ) to include hydrogenchloride. In 2003, we will establish a Sustainability 2010 Goal toreduce acid gas emissions, based on the results of EHS effects analysesat each facility. Our acid gas emissions in 2002 were 1.29 millionkilograms, or 0.071 kilograms per $1,000 sales. In addition, the2,5002,0001,5001,0005000200020012002environmental stewardhipBristol-Myers Squibb Sustainability Report 43

Nonhazardous WasteEach of our facilities worldwide tracks its generation, recycling anddisposal of nonhazardous waste, including plastic, cardboard, paperand aluminum. The chart indicates that the total amount of nonhazardouswaste generated decreased by approximately 14 percent since2001. The amount of nonhazardous waste recycled fell by 1 percent, or2 percent when normalized by sales, from 2001 to 2002. During thesame period, the amount of nonhazardous waste disposed of decreasedby 17 percent. Bristol-Myers Squibb continues to promote recycling as apreferred alternative to disposal, although our ultimate goal is to reducenonhazardous waste generation through source reduction.Nonhazardous Wastekilograms per $1,000 worldwide sales2.52.01.51.00.50200020012002ComplianceBristol-Myers Squibb tracks citations, administrative orders and similarnotifications worldwide as a result of government interactions and inspections.Whenever a facility violates a regulatory requirement, managementdetermines the cause of the noncompliance, takes corrective measures anddevelops an action plan to prevent its recurrence. In 2002, there were 69government inspections of Bristol-Myers Squibb facilities relating to EHS.Recent Citations HistoryNumber of CitationsTotal Penalties Paid2000 15 $2,0002001 15 $26,2102002 4 $0Remediation ActivitiesAs of December 31, 2002, the company was identified in approximately48 sites where a government entity or private party is seeking torecover costs associated with an ongoing or projected cleanup. At 11 ofthe sites, we estimate that our remaining liability exceeds $1 million.Based on our evaluation of the facts and legal issues, the company hasreserved funds to fully cover its projected liability. This amount is notmaterial to the company’s financial statement.environmental stewardshipRecycledDisposedHazardous WasteWe track hazardous waste sent off site from our facilities worldwide.The chart shows the amount of hazardous waste (as defined bylocal requirements) recycled, reused, treated or disposed of. The datado not include hazardous waste generated as a result of on-site remediationactivities. The vast majority of hazardous waste is incinerated,with only the residual ash land disposed. Hazardous waste off-site treatmentand disposal decreased 46 percent since 2001, or 47 percent whennormalized by sales. The amount of hazardous waste generated duringthe same time period decreased 27 percent, or 28 percent when normalizedby sales. Hazardous waste generation fell as a result of ourcontinued efforts to treat wastes on site and a decrease in productionat some facilities.Hazardous Wastekilograms per $1,000 worldwide sales2.52.01.51.00.50200020012002Recycling and reuseOnsite treatmentOffsite treatment and disposalAnimal TestingGovernment regulations specifically require animal testing for virtuallyall of our health care products before they can be approved andmarketed. This testing and health care research accounts for over 99percent of our laboratory animal use worldwide. We do not test our finishedconsumer products on animals, nor do we contract out such testing.This is also true for nearly all of our consumer product ingredients.Unless required by law, we use laboratory animals only after all nonanimal(in vitro) methods have been exhausted and an unacceptablelevel of doubt remains concerning the safety of a material.For more than 15 years, Bristol-Myers Squibb has had a highlyregarded program to reduce our reliance on animal testing methodsand to ensure humane care when animal testing is unavoidable. As aresult of our efforts, we believe that our laboratory animal use is theminimum possible to ensure the efficacy and safety of our products andattain their regulatory approval. Through our funding of computer simulationmodels and research, we continue to look for new ways to furtherreduce our reliance on animal testing methods.Pharmaceuticals in the EnvironmentWe are aware of recent reports that very low levels of ingredients ofcertain drug products are detectable in water at various locationsaround the world. Reported concentrations of drug substances in waterare extremely low and often range from parts per trillion to parts per billion.Bristol-Myers Squibb supports scientific research that will identifyand address existing gaps in knowledge concerning the potential risksand consequences associated with very low concentrations of thesesubstances in water, including endocrine disruptors. We are partneringwith the Pharmaceutical Research and Manufacturers of America andhave established an internal group, with participation from academicexperts, to further examine pharmaceuticals in the environment.44 Bristol-Myers Squibb Sustainability Report

economic growth & performanceOperational Structure and Major ProductsBristol-Myers Squibb is a publicly traded pharmaceutical companywith related health care businesses, listed on the New York StockExchange (NYSE: BMY). We manufacture thousands of different productsand are a leading maker of innovative therapies for cardiovascularand central nervous system disorders, as well as in oncology, virology,metabolics and immunology. We also are a leader in consumer medicines,ostomy care, advanced wound care, nutritional supplementsand infant formulas.Bristol-Myers Squibb’s worldwide sales are shown in thefollowing table:Worldwide Sales2000...........................$17,538 million2001...........................$17,987 million2002...........................$18,119 million2001–2002 change ....................... 1%The company’s products are sold principally to wholesalers andretailers. Certain products are also sold to other drug manufacturers,hospitals and the medical profession.InvestorsInformation on distributions, dividends, debt and borrowings, andretained earnings can be found on the Investor Relations page of theBristol-Myers Squibb Web site (www.bms.com) and are also includedin our Annual Report and the latest Form 10K report filed with the U.S.Securities and Exchange Commission.SuppliersBristol-Myers Squibb works with suppliers to ensure the highestlevel of quality, expertise, experience and fit with our operating culture.We expect our suppliers to comply with all legal and regulatory requirementsfor the workplace, including health and safety, diversity andhuman rights. We periodically monitor the performance of our key suppliers,through a range of tools including surveys, reference checks,publicly available information and site visits.Taxes PaidBristol-Myers Squibb paid $2,491 million in income taxes in 2002.For more information on taxes paid, refer to the Notes to ConsolidatedFinancial Statements on our Web site (www.bms.com).Socially Responsible InvestmentSeveral premier socially responsible investment funds featureBristol-Myers Squibb in their portfolios.•Innovest Strategic Value Advisors, Inc., an international investmentadvisory firm, ranked Bristol-Myers Squibb as the top companyin its June 2002 report on the relative corporate environmentalperformance among 29 pharmaceutical companies in theUnited States, Europe and Japan.• Storebrand Investments, a leading Scandinavian financial servicescompany with over 20 billion euros under management, hasranked Bristol-Myers Squibb as “best in class” based on thecompany’s environmental and social performance.Employee Wages and BenefitsBristol-Myers Squibb is committed to paying a living wage to ouremployees worldwide (i.e., wages that at a minimum enable employeesto meet the basic needs of themselves and their families and to providefor some discretionary income). Our health and welfare benefits toemployees are among the best in the industry.Additional details on total remuneration to employees, includingpension, termination and postretirement benefit expenses, can be foundin the Notes to Consolidated Financial Statements section of our AnnualReport (www.bms.com).Research and DevelopmentBristol-Myers Squibb invested approximately $2.2 billion onresearch and development in 2002, a five percent increase over theprior year. Our pharmaceutical research and development organizationhas approximately 50 compounds in active development in a broadrange of therapeutic areas. These include investigational new therapiesfor hypertension and heart disease, stroke, thrombosis, schizophreniaand other disorders, hepatitis B, cancer, HIV/AIDS, Alzheimer's disease,rheumatoid arthritis, osteoporosis, diabetes and more.economic growth & performanceBristol-Myers Squibb Sustainability Report 45

economic growth and performance• As of March 2002, Bristol-Myers Squibb was one of the fivelargest positions of UBS/Swiss Bank (Lux) Equity Fund - EcoPerformance, which invests in eco-leaders (the best companies ina particular sector) and in eco-innovators (technology stocks withexcellent growth potential in the environmental sector).• For the fourth year in a row, the Dow Jones SustainabilityWorld Index selected Bristol-Myers Squibb as one of the toppharmaceutical companies in terms of corporate sustainabilityperformance in 2003.• Oekom Research, in Munich, Germany, analyzed the social responsibilityefforts of the world’s 22 largest pharmaceutical companies.As of March 2002, Bristol-Myers Squibb was the leading U.S.-based company when measured on some 200 environmental andsocial criteria.• The Calvert Group in February 2003 added Bristol-Myers Squibbto its Calvert Social Index, a broad-based, rigorously constructedbenchmark for measuring the performance of U.S.-based sociallyresponsible companies.Philanthropic SupportFrom the terrorist attack in Bali to the storm-ravaged Andeanregion in Peru, the company has supported programs to provide immediaterelief to the victims of disasters. Its efforts are channeled to wherethey are needed most either at the local level or through partnershipswith six international relief organizations. One of those partners,AmeriCares, is also making certain that medicines from the companyare distributed to clinics and health care programs in need. For example,in areas surrounding Mexico City and Guadalajara, Mexico, as partof the company’s ongoing product donations effort, the company’santibiotics are expected to treat more than 10,000 people in hospitalsand dispensaries in fighting infections related to the high levels of pollutionin the area. All told, last year this product donation program providedmore than $39 million in free products for use by internationalrelief agencies in their efforts in developing countries around the world.Alongside these activities, in 2002 Bristol-Myers Squibb and theBristol-Myers Squibb Foundation also provided some $330 million inproduct donations for patient assistance programs in the United States.This is in addition to the $46 million in philanthropic donations by theBristol-Myers Squibb Foundation and Bristol-Myers Squibb Company.Among its major philanthropic efforts is the Foundation’s unrestrictedbiomedical research grants program, which reached a $100million milestone in 2002 with contributions over the past 25 years tosupport no-strings-attached research in cancer, cardiovascular andmetabolic diseases, neuroscience, nutrition and infectious diseases.Although we currently do not track volunteer hours globally, Bristol-Myers Squibb employees from across the world volunteer their time tosupport local communities. For example, at the facility in Aichi, Japan,approximately half the employees participated in cleaning up the areaaround the facility, including a park and roads, on Environment Day(June 5). In the United States alone, our employees were given awardsfor volunteering more than 50,000 hours in 2002.Political ContributionsUnder the U.S. constitution, Bristol-Myers Squibb has the right toengage in certain political activities in the United States. These rightsinclude the expression of our views and concerns on issues to public officialsand, to the extent allowed by law, providing corporate contributionsto individual candidates for public office and to political parties. Theexercise of these constitutionally guaranteed rights is under the directionof the company’s senior vice president for Policy and GovernmentAffairs, who reports to the executive vice president and general counsel.In the exercise of these rights, Bristol-Myers Squibb adheres to allapplicable federal and state laws and regulations. A senior counsel ofthe company is responsible for reviewing activities involving lobbyingand contributions and ensuring that all reports required by law areproperly filed within the reporting time period. During the 2002 electioncycle, the company contributed approximately $1 million to the nationalpolitical parties in the United States.Indirect ImpactsOur company’s mission is to extend and enhance human life by providingthe highest-quality pharmaceutical and related health care products. Ournumber one goal is to touch people hundreds of millions of times over thenext five years, extending and enhancing their lives. Our medicines, nutritionalsand medical devices are helping people around the globe. We providesignificant value to society with minor negative environmental impacts andsignificant positive social impacts relative to many other industries.Our pharmaceutical products save countless dollars every year byextending and enhancing people’s lives. Studies support the economic valueof medicines versus other medical treatments for addressing migraine,breast cancer, heart disease and other serious health problems. In additionto our products, our research, manufacturing, distribution, sales and otheroperations create tens of thousands of jobs for suppliers, contractors andancillary services. Finally, our philanthropic activities have a notable economicimpact on local communities and individuals. Taken together, oursocial, environmental and economic actions support Bristol-Myers Squibb’scommitment to make a positive difference in the many lives we touch.46 Bristol-Myers Squibb Sustainability Report

Summary of Key Performance IndicatorsCategory 2000 2001 2002 ’01—’02 changeNet sales (restated, $ million) 17,538 17,987 18,119 1%Research ($ billion) 1.94 2.10 2.2 5%Number of employees 51,100 46,000 44,000 -4%Minority officials and managers (U.S.) 15.5% 16.2% 17.1% 6%Minority professionals (U.S.) 26.8% 29.3% 30.2% 3%Women officials and managers (U.S.) 36.2% 37.2% 38.3% 3%Women professionals (U.S.) 49.0% 49.6% 48.6% -2%Energy use:Total fuel use, direct and indirect (gigaJoules) 21,578,389 20,910,974 21,923,956 5%Total fuel use, direct and indirect (megaJoules/$1,000 sales) 1,230 1,163 1,210 4%Air emissions:Indirect greenhouse gases from purchased electricity (million kg) 628 633 657 4%Indirect greenhouse gases from purchased electricity (kg/$1,000 sales) 36 35 36 3%Direct greenhouse gases from operations (million kg) 440 414 452 9%Direct greenhouse gases from operations (kg/$1,000 sales) 25 23 25 8%CO 2autos (U.S. only, million kg) 58 55 50 -9%CO 2autos (U.S. only, kg/$1,000 sales) 3.31 3.06 2.76 -10%CO 2air travel (million kg) 67 68 54 -21%CO 2air travel (kg/$1,000 sales) 3.82 3.78 2.98 -21%Fuel use (CO, PM, NO X, SO X) (million kg) 1.53 1.68 1.89 13%Fuel use (CO, PM, NO X, SO X) (kg/$1,000 sales) 0.087 0.093 0.104 12%Ozone depleting substances, charged (metric tons) 13.7 7.1 5.6 -21%Ozone depleting substances, charged (kg/$1,000 sales) 0.0008 0.0004 0.0003 -22%Hazardous waste offsite treatment/disposal (million kg) 14 13 7 -46%Hazardous waste offsite treatment/disposal (kg/$1,000 sales) 0.80 0.72 0.39 -47%Total hazardous waste generated (million kg) 48.6 46.1 33.6 -27%Total hazardous waste generated (kg/$1,000 sales) 2.77 2.56 1.85 -28%Nonhazardous waste disposed (million kg) 31.8 28.0 23.3 -17%Nonhazardous waste disposed (kg/$1,000 sales) 1.81 1.56 1.29 -17%Nonhazardous waste recycled (million kg) 8.5 7.0 6.9 -1%Nonhazardous waste recycled (kg/$1,00 sales) 0.48 0.39 0.38 -2%Nonhazardous waste generated (million kg) 40.3 35.0 30.2 -14%Nonhazardous waste generated (kg/$1,000 sales) 2.30 1.95 1.67 -14%Water use (billion liters) 34 37 34 -8%Water use (liters/$1,000 sales) 1,939 2,057 1,876 -9%Water discharged (billion liters) 32 34 32 -6%Water discharged (liters/$1,000 sales) 1,825 1,890 1,766 -7%Biologically diverse land preservation (hectares) 1,336 1,391 1,391 0%Recordable case rate (cases per 100 employees) 1.30 1.22 0.97 -20%Lost workday case rate (cases per 100 employees) 0.34 0.29 0.32 10%Units of MeasureFactors for converting frommetric to English units:1 kilogram = 2.2 pounds1 metric ton = 2,200 pounds1 liter = 0.26 gallons1 cubic meter = 35.3 cubic feet1,000 joules = 0.95 British thermalunits (BTUs)1,000,000 joules = 0.28 kilowatt hours1 hectare = 2.5 acreskey performance indicatorsBristol-Myers Squibb Sustainablility Report 47

indexPage NumberAccess to medicines 32-33Affinity groups 5, 7Air emissions 43, 47Animal testing 44Awards and recognition 4, 9Benefits for employees 31, 39, 40, 45Biodiversity 24, 42, 47Bioethics 28Bristol-Myers Squibb Foundation guidelines Inside back coverBristol-Myers Squibb PledgeInside front coverBusiness associations 4, 6Changes in operations 36Child development centers 31, 39Compliance 29, 44Conservation 22, 23Countries of operation 36Decision to apply GRI Inside front cover, 3Diabetes management 12Diversity 34, 38, 47Donations 7, 46Employee training and education 38Employee rewards 39Employee-driven contributions 39Endangered species protection 24, 42Energy use and conservation 23, 41, 47Environmental education & sharing best practices 7, 24Environmental impacts of transportation 41, 47Fellowships in medicine 5, 18-19Goals (see Sustainability 2010 goals)Green chemistry 25Greenhouse gas emissions 23, 42-43, 47Hazardous waste 44, 47Health and safety 21, 39-40, 47Hepatitis B vaccination education 16HIV/AIDS policy for employees 39HIV/AIDS programs 1, 2, 5, 6, 7, 14-15, 32ICAN (Individual Cancer Assistance Network) 5Indirect impacts 46Intellectual property 35Internet site 4Key performance indicators 47Labor practices 38Page NumberLand use and biodiversity 24, 42, 47Management systems 37Mental health support 5, 6, 8, 11, 13Nonhazardous waste 44, 47Occupational health 21, 40Operations worldwide 36Ozone-depleting substances 43, 47Packaging use 42Patient Assistance Foundation 33Pharmaceuticals in the environment 44Philanthropic support 2, 11-19, 33, 46Political contributions 46Pollution reduction 22, 23, 47Product donations 6, 7, 27, 33, 46Products 4, 7, 25, 32, 45Quality 3, 26-27Remediation 44Reporting period 36Research and development 25, 45, 47Safety and health 21, 39-40, 47Sales 45, 47Science education 7, 19SECURE THE FUTURE 1, 2, 6, 14-15, 27, 28, 35Significant changes since last report 36Socially responsible investment 4-5, 9, 28, 45-46Stakeholder dialogue 3, 27Standards of Business Conduct and Ethics 5Substance abuse 8, 40Supplier diversity 34Suppliers 34, 45Sustainability 2010 goals, key milestones 36-37Taxes paid 45Together Rx 32-33Transportation impacts 41, 47Unrestricted research grants 2, 17, 46Verification of EHS performance 41Vision & strategyInside front coverVolunteer activities 5, 24, 46Wastewater 22, 43, 47Water use 22, 41-42, 47Women’s health education 8, 11Work life/home life balance 31, 39See www.bms.com/sustainability for an expanded index, including additional Global Reporting Initiative (GRI) content.index48 Bristol-Myers Squibb Sustainability Report

foundation guidelines, board of directors and staffThe Bristol-Myers Squibb Foundation considersrequests for support only from tax-exempt organizationsthat satisfy the requirements of section501(c)(3) of the U.S. Internal Revenue Code.The Foundation does not award funds to:• Individuals• Political, fraternal, social or veterans'organizations• Religious or sectarian organizations unlessengaged in a significant project benefitingthe entire community• Organizations receiving support throughUnited Way or other federated campaigns• Endowments• Courtesy advertising• Conferences/special events/videosTo apply for support:Nonprofit organizations may submit a writtenrequest containing the following information.• Brief statement of the organization'shistory, goals and accomplishments to date• Statement of purpose for which the grantsare requested and rationale for support• Project budget and list of currentfunding sources• List of board membersThe request should be no more than five pages.We will contact for additional information onlythose organizations in which we are interested.Requests should be addressed to:Bristol-Myers Squibb Foundation, Inc.345 Park AvenueNew York, NY 10154-0037Attn: Foundation CoordinatorNonprofit organizations in communitieswhere Bristol-Myers Squibb maintainsa facility should submit their requestsfor company contributions directly tothat location.Connecticut (Wallingford)Bristol-Myers Squibb CompanyP.0. Box 5100Wallingford, CT 06492-5100Attn: David FritzscheIndiana (Evansville)Mead Johnson Nutritionals2400 West Lloyd ExpresswayEvansville, IN 47721Attn: Peter ParadossiNew Jersey (Hopewell, New Brunswick,Plainsboro and Princeton)Bristol-Myers Squibb CompanyP.0. Box 4500Princeton, NJ 08543-4500Attn: Pamela Harris-Rogers(Hillside)Bristol-Myers Products1350 Liberty AvenueHillside, NJ 07205Attn: Human Resources(SkilIman)ConvaTec200 Headquarters Park DriveSkillman, NJ 08558Attn: Human ResourcesNew York (Syracuse)Bristol-Myers Squibb CompanyP.0. Box 4755Syracuse, NY 13221-4755Attn: Judy Bell(Buffalo)Westwood-Squibb Pharmaceuticals100 Forest AvenueBuffalo, NY 14213Attn: Cynthia FavataBristol-Myers Squibb Foundation, Inc.Board of DirectorsPeter R. Dolan, ChairmanStephen E. BearJohn L. DamontiJohn L. McGoldrickJohn L. SkuleLaurie F. Smaldone, M.D.Richard L. ThompsonStaffJohn L. Damonti, PresidentBeryl CanhamPatricia Doykos Duquette, Ph.D.Thierry GabaS. Anders Hedberg, Ph.D.Cindy G. JohnsonMariam Kassambara-Sow, M.D.Phangisile MtshaliFatima RahimanLesego RamatsuiColleen RichardsVivienne Stewart-SeatonArchie SmutsFode TraoreSebastian Wanless, M.D.Lilibeth D. ZanduetaThis report contains certain forward-looking statements within themeaning of the Private Securities Litigation Reform Act of 1995 thatmay be identified by terminology such as “expects” and other words orterms of similar expression or meaning. Such forward-looking statementsare based on current expectations and involve inherent risks anduncertainties, including factors that could delay, divert or change anyof them, and could cause actual outcomes and results to differ materiallyfrom current expectations. These factors include, among otherthings, uncertainties relating to product development, unexpected regulatorydelays and government regulation generally. For further detailsand a discussion of these and other risks and uncertainties, see theCompany’s Securities and Exchange Commission filings, includingthe Company’s 2002 Annual Report on Form 10-K. We undertake noobligation to publicly update any forward-looking statement, whetheras a result of new information, future events, or otherwise.© 2003 Bristol-Myers Squibb Company. All rights reserved. Productdesignations appearing throughout in italics — or in roman type whenbody text is in italics — are registered trademarks of Bristol-MyersSquibb Company or one of its subsidiary companies.34516,293147,32821232,192NEW LEAF PAPEREnvironmental Benefits StatementThis Sustainability Report is printed on New Leaf Everest,made with 100% post-consumer waste and processedchlorine free. By using environmentally responsible paper,Bristol-Myers Squibb saved the following resources 1 :871,008TreesPounds of Solid WasteGallons of WaterMillion BTUs of Energy2.0 Years of electric power required by the average homePounds of Greenhouse Gases28,140 Miles traveled in the average American carPounds of Air EmissionsPounds of Hazardous Effluent1 Environmental benefits are calculated based on research done by Environmental Defense and othermembers of the Paper Task Force who study the environmental impacts of the paper industry.For more information on this environmental benefits statement, or to inquire about environmentallyfriendly papers, please contact New Leaf Paper‚ info@newleafpaper.com — 888.989.5323.

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