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1BUSINESS TECHNOLOGY

BT StrategyContinued Focus on 5 Tenets x 3 Principles

Create Value for the Business

Create Value for the Business

Full Solutions ProviderFull Solutions Provider

Lead with Integrity,

Intention and Energy

Lead with Integrity,

Intention and Energy

The Best Place to Work

The Best Place to Work

Do What You Say You Will Do

Do What You Say You Will Do

DrivePerformance

and CostImprovements

DrivePerformance

and CostImprovements

• Every interaction is an opportunity to shape a perception; be intentional in the perception you’re shaping

• Be a key partner in driving fundamental business change

• Obsessive focus on key business imperatives

• Every interaction is an opportunity to shape a perception; be intentional in the perception you’re shaping

• Be a key partner in driving fundamental business change

• Obsessive focus on key business imperatives

• Create an IT talent magnet

• Own your growth

• Develop yourself and others: strong culture of internal development

• Create an IT talent magnet

• Own your growth

• Develop yourself and others: strong culture of internal development

• Be transparent

• Make IT simple for business partners

• Deliver on “the promise” – on time and budget

• Be transparent

• Make IT simple for business partners

• Deliver on “the promise” – on time and budget

• Achieve goals ofthe transaction

• Balance quality, cost, utilization

• Act as an Owner –source, buy, manage

• Achieve goals ofthe transaction

• Balance quality, cost, utilization

• Act as an Owner –source, buy, manage

• Business driven – IT aligned strategies

• Results stated in business outcomes

• “Seat at the table” – provide thought leadership

• Business driven – IT aligned strategies

• Results stated in business outcomes

• “Seat at the table” – provide thought leadership

*Highly Selective Investments


Operational PerformanceOperational Performance Strategy and AlignmentStrategy and Alignment

Driving global standardization with ERP

PGM enabling global supply network

Medical focusing on process simplification & compliance

R&D pursuing clinical trial excellence & 'virtualized R&D'

WBB aligning investments with customer & market

dynamics

PDB engaging customers through new channels

BT selectively investing in business innovation

Achieving and exceeding financial targets

Driving $XXXM+ portfolio reduction with governance

Delivering on integration commitments

Driving simplification & standardization

Pursuing service excellence

StatusStatus StatusStatus

Business Technology 2010 Report Card


Company Imperatives

• Innovation in Medicines forCustomers

• Deep Customer Insights

• Growing Profit Faster Than Sales

• Simplifying, Streamlining, ProductivityThrough Standard Business Processes

• Highest Quality Products Delivered by aSupply Network

• Best Talent – Best Place to Work

Developed Europe$XX B

Asia Pacific$XX B

North America$XX B

Total$XXX B

U.S. Vaccines: $ XX BDomestic Pharm $ XX B U.S. $ XX B

Puerto Rico $XXX BCanada $ XX B

Performance by Region

France: $XX BItaly: $XX BGermany: $XX BUnited Kingdom: $XX BSpain: $XX BMedium Size Markets: $XX B

Japan: $XX B Australia New Zealand: $XX B Korea: $XX B

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Deliver on commitment to OperationalExcellence Corporate Project Enhance operations that improve key stakeholder engagement processes and portfolio decision making

Execute on innovative market development and launch readiness strategies Ensure performance with Integrity / Compliance principles

Enhance talent management and improve manager effectiveness programsIncrease colleague engagement

Near-Term GrowthNear-Term Growth Future GrowthFuture Growth

2011 Strategic Goals

Engaged &Talented Colleagues

Engaged &Talented Colleagues

OperationalExcellenceOperationalExcellence

Core CapabilitiesCore Capabilities

Financial Results Dashboard

First Quarter 2011

The Evolving Industry Landscape

Founded Then

1976

1978

1979

1980

1980

1981

1981

The Evolving Industry Landscape

Founded Then Now

1976

1978

1979

1980

1980

1981

1981

IncreaseCommercial

Value

• Quality Products and Processes

• Internal & external sourcing strategies

• Capacity, capital, best cost & asset utilization

• Operational Excellence (RFT, Lean, NPP, BSC, Innovation)

• Energy/CO2 reduction

• ERP

• Innovation across product lifecycle

• Revenue creation & enhancement

• Complexity mgmt

• Supply chain security

• Co-develop new products

• Global Supply / Delivery Chain transformation

• Clear structure, roles, processes

Colleagues • People Manager Excellence• Diversity & Inclusion

• Engagement • Talent Planning & Development

Culture• Quality & Compliance• Fast, Flexible, Innovative

• Environmental, Health & Safety

• Business ownership

• Recognition

Optimize Supply

Network

Enhance Core Process

Excellence

Optimize Network

Performance

PGS Transformational Strategies

2011 Goals Aligned with Mission Elements and BU imperatives

Strengthen key Strengthen key business processesbusiness processes

Institutionalize core Institutionalize core OE capabilitiesOE capabilities

Advance enabling Advance enabling technologiestechnologies

Improve process Improve process capabilitiescapabilities

Improve customer Improve customer linkagelinkage

Deliver the 2011 Deliver the 2011 operating planoperating plan

Drive green / Drive green / sustainability sustainability programsprograms

Improve market Improve market responsivenessresponsiveness

Drive growth through Drive growth through new business new business opportunitiesopportunities

Achieve innovation Achieve innovation milestones milestones

Execute global Execute global network initiativesnetwork initiatives

Build a winning Build a winning organizationorganization

Strengthen linkages Strengthen linkages with the BUwith the BU

Set the standard for Set the standard for QualityQuality

Strive for injury free Strive for injury free workplaceworkplace

2011 Tactics: Customers
















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2011 Tactics: Financial




















2011 Tactics: People
















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2011 Tactics: Internal Processes




















Key Stakeholders

ConsumersConsumers GovernmentsGovernments

DoctorsDoctors

PatientsPatients

Retailers andPharmacistsRetailers andPharmacists

Confidential. For Internal Use Only.Confidential. For Internal Use Only.Confidential. For Internal Use Only.

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Financial management

Systems

Procurement management

Systems

Manufacturing Resource Planning Systems

Supply Chain

Management Systems

YYYY Management

Systems

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Our Technology Platforms

VaccinesProteinsSmall Molecules

Strategies for Identifying the “Right”KOL Engagement Model

1. Case for Support

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KOLLifecycle

Management

KOLLifecycle

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StrategicPlanningStrategicPlanning

Metrics -Tracking and

Reporting


Reporting

KOLIdentification

KOLIdentification

KOLEngagement

KOLEngagement

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Step 1:Strategic Planning KOL

LifecycleManagement

StrategicPlanning


ReportingEfficiency

KOLIdentification

KOLEngagement

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CATEGORY: LOREM IPSUMCATEGORY: LOREM IPSUM

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CATEGORY: LOREM IPSUMCATEGORY: LOREM IPSUM

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300 POINT QUESTION ?

NEXT CATEGORY: LOREM IPSUMNEXT CATEGORY: LOREM IPSUM

A Changing Environment

A Changing Environment

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C: Product B

C: Product B

B: Product C

In the year 2000, what was the product with the highest growth in sales of 167% in Puerto Rico?

In the year 2000, what was the product with the highest growth in sales of 167% in Puerto Rico?

A: Product A

D: Product D

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F U E L E F F I C I E N C Y

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ToxicityToxicityToxicityToxicity

SafetySafetySafetySafety

EfficacyEfficacyEfficacyEfficacy

DiscoveryDiscoveryDiscoveryDiscovery

RegulatorsRegulatorsRegulatorsRegulators

PricePricePricePrice

TargetTargetProductProductProfileProfile


StabilityStabilityStabilityStability



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