Beverly Prohaska V.P. Global Information Technology

 Premier partner to the pharmaceutical and biotech industry  For more than 85 years, a global leader in the development of innovative systems for the packaging and delivery of injectable drugs  Global footprint that provides sales, technical support, and supply chain risk mitigation for our customers  Stable, diverse customer base with 2009 sales of $1.06 billion Injectable Container Solutions Advanced Injection Systems Prefillable Syringe Systems Safety and Administration Systems Corporate Profile 2

Four Major Trends in Computing  Cloud Computing  Social Computing Not a fad Real potential for business transformation Still in its infancy Few organizations have developed a strategy  Pattern-based Computing  Context-based Computing Source: Gartner 3 3

Once in a Decade Opportunity  Business is receptive to CIOs taking on new roles  Social & Cloud Computing are enablers for freeing up funds to focus on marketing and innovation  Early adopters are focused on marketing processes  I.T. matters to the enterprise: improvements to IT assets and skills can directly contribute to improving cash flow 4

Some interesting statistics…  Eighty-six percent of corporate executives are still not using any form of social media  Less than 2% of customer service is done through social  Not more than a handful of the Global 2000 companies have embraced social as an acceptable business channel Inform Socialize Decide Source: Gartner 5

Timeline to Social… INNOVATION PHASE What exactly is social? What are the business benefits & how will they be measured? How long will it take to realize the benefits? STRATEGY PHASE Option 1: Ignore Social and close any doors to the social world Option 2: Develop a detailed strategy that integrates fully with the organization’s total strategy and operating plan BUSINESS AS USUAL Social will be part of every day business operations Public Sector and Governments will invest to get citizen feedback 6 6

Getting started…What are the business benefits?  Will this initiative improve our market position, customer engagement, or customer loyalty?  How should the investment be treated – operations or innovation and how should ROI be treated?  Who will define measurements and how will they be linked to TCO and ROI?  How will Social be staffed, what would the skill set look like, and where does it fit in the organization? 7 7

Who will own Social within the organization? 8 8

How to open up the conversation  Make sure you’re involved in setting policy. Urge employees to think about long-term goals before engaging in social media.  Know what works for your organization. Different industries use social in different ways. For example, in consumer goods, social is used for idea generation and promotional activities. Many organizations are using it for recruitment.  Tie Social to a strategic initiative and make it measurable.  Offer assistance in developing the corporate social strategy as a thought leader in your organization. 9 9

West’s Social Journey…  2009: Acceptable Use of Social Media Policy published  2010: Social eRecruitment enabled through LinkedIn  2010: New website launched featuring Blog and Wikis to connect Technical Customer Support to Research Scientists in Pharma and Biotech customers  2011 Plans: Social intelligence to reduce time from concept to commercialization High Value Products Fuel Growth Westar ® RS State-of-the-art ready-to-sterilize elastomer closures Westar ® RU State-of-the-art ready-to-use syringe plungers and closures Envision ™ Technically advanced, automated vision inspection system NovaPure ™ Unrivaled quality…by design 10

Contact Information: Beverly Prohaska