ACCESS Global Launch Meeting Zurich, March 23/24th

1. ACCESS Global Launch Meeting Zurich, March 23/24th 1

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4. ActelionStrategic Plan Building Blocks 2 1 Follow Innovation Where it Leads Retain the Value of Innovation Our Strategic Principles 4 3 Excel in Sales and Marketing Drive Core Values Together Our Core Values Our Purpose To improve people’s lives by creating innovative medicines that make a real difference. Our Ambition Innovate, Improve, and Grow – Together! Our Future We will build a global biopharmaceutical leader, blending biotech‘s innovation, speed and flexibility with big pharma‘s operating discipline and excellence in execution. Our innovative R&D is the heart of our growth and will deliver medicines that make a real difference for patients. We will be a strong, well-respected partner in strategic alliances. Over the next decade and beyond, Actelion will multiply revenues, employee numbers, and R&D projects yielding strong EPS growth. People will work in an inspiring environment generating high employee satisfaction levels. Our continued improvement and success will deliver superior shareholder returns.

5. Biopharmaceutical Ranking Table Actelion has continued to perform well among innovative, fully integrated biopharmaceutical companies. Actelion’s position rose one spot due to the Roche acquisition of Genentech. Imclone and Millennium, in last year’s Top 10, were also bought. All figures are US$ millions; 1 US$= CHF 1.135; Market cap as of April 7, 2009; Revenues for fiscal 2008.

6. 5 Key initiatives toexecuteActelion‘sstrategy Strengthen the Base A Great Place to Work Prepare for the Future Expand the Platform Portfolio Turbocharge

7. Actelion is a ‘great place to work’ – but always room for improvement! Objectives: Strengthen ability to attract, retain and develop talent for next phase of growth Enhance productivity and innovation Maintain and strengthen culture as we grow – avoid problems of Big Pharma Core Values Survey is critical: Understand and monitor the organization Implement action plan Planning underway (May kick-off) Utilize structured framework to make Actelion a Greater Place to Work Great Place to Work A Great Place to Work Employee satisfaction is directly linked to innovation, productivity, retention, and corporate performance

8. Prepare for the Future Infrastructure • Platform • Organizational (re) design • Buildings • Support functions (Finance, HR, Legal, IT) • Processes • Decision-making pathways defined, aligned, and more robust but retain speed! • People • Leadership and management depth • Increased employee numbers Prepare for the Future Marketed Products R & D Projects

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11. ACTELION TALENT ACQUISITION

13. TALENT IN SHORT SUPPLY 2009 Talent Shortage Survey by Manpower

14. SOME GENERAL “Y” CHARACTERISTICS: • Highly networked / informed • Freedom and independence • Work-life balance / Flexibility • Advanced technology • Social / Environmental responsibility • Continuous feedback • Confidence to job-hop until they find the right fit GENERATION Y 1977-1989

15. DEMOGRAPHICS

16. The most common falsehood told on a résumé: • 38% embellished their job responsibilities; • 18% admitted to lying about their skill set; • 12% dishonest about their start and end dates of employment; • 10% lied about an academic degree; • 7% lied about the companies they had worked for. careerbuilder.com 2008

17. TALENT SOURCING

18. 2009 ACTELION CH Quick Facts • 350 Vacancies (7 new ones per week) • 8‘300 candidate applications (900 unsolicited; 160 per week) • 3‘300 profiles reviewed by line managers (63 per week) • 700 candidates interviewed (13 candidates interviewed per week) • 269 positions filled (5 per week)

20. 2009 ACTELION BSO Quick Facts • no common recruitment data base used for BSO • no reliable statistics available • ECLA/ country examples:

21. 2009 ACTELION ECLA main HC facts • 26 positions not filled in 2009 vs 34 in 2008 (100 at BSO level...) • ECLA turnover 2009= 9% • we improved our recruitment speed vs previous years • we improved HC budget phasing • I Recruit (Referral) was launched in several countries • However need to improve on recruitment quality & processes

22. 2010 ACTELION ECLA Quick Facts • 49 new positions in 2010 • 10 transfered from 2009 (never filled) • 19 new positions in Sales • Hiring mainly without HR involvement • Different search channels

23. 2010 ACTELION ECLA: German example • GERMANY: • until 2007 involvement of several line managers with different styles • no central contact for headhunters/ agencies • no streamlined process and timelines • Statistics 2007-2009: • 16 Sales positions hired • (2 Managers, 14 Sales force)

24. Past recruitment practice and process Second interview Profile Headhunter First interview decision • no cultural matching between agency and Actelion • no minimum pre-selection criteria • classical interview, no standard guideline • recruitment by „feeling“ • variable quality of candidates

25. Flow-chart new recruitment method Quality of hires improved Exact profile definition incl. Core Competencies Choice of Relevant agency Structured, competency based interview Choice of additional recruitment methods Sound evaluation, rating decision CV check Definition of 4-5 core competencies Use of several sources of candidates Phone interviews, cross check main conditions (salary) Use of CBI, neutral evaluation AC, Psychological profile, sales situation, language testing, presentation etc. Use of CBI evaluation file, objective weighting of the candidates

26. 2010 ACTELION ECLA Quick Facts • Result in Germany: • average time from start of process to start in position in Sales: • 8 weeks • quality of hires gone up • less turnover due to unclear expectations

27. Key learnings • sound preparation is key! • appropriate recruitment tools help with decision! • proper recruitment process improves quality of hires!

28. Solution • Introduction of a Sales recruitment toolkit • help for all recruiters in Sales in BSO • best practice at hand for all

29. Toolkit Recruitment process Interview process Recruitment tips Overview Example application form Job description Reference check Interview case study

30. HR BSO Process Recruitment

31. RECRUITMENT Questions & Answers

32. Q & A There are so many people on the market; if we fail with a hire we can hire another one easily, can`t we?

33. Q & A • average cost for failed recruitment= 40.000- 60.000 € • Real talents are rare to find • An open sales positions costs you sales turnover- every day counts

34. Q & A I know a lot of people in the industry; hiring good friends means knowing what we can expect, doesn`t it ?

35. Q & A • This can be a great source • But: also a friend needs to meet our needs • Check “friends” just as external candidates on competencies and skills • Be as neutral as for an external candidate

36. Q & A I urgently need to fill a position, should I hire the next best and seemingly suitable, even if I have slight doubts?

37. Q & A • Doubt means “check again on some points if possible” or refuse the candidate • The next best available who COULD fit is not the best solution • Better dig for new profiles/ test other applicants • This helps to avoid to re- start the process 6 months later…. • No recruitment is better than bad recruitment….

38. Q & A What about recruitment “feelings”?

39. Q & A • double check your intuition • avoid unstructured interviews • avoid being too subjective

40. RECRUITMENT IS A 2 WAY PROCESS…. • candidates also evaluate Actelion • choose the right place for interviews • take enough time • introduce yourself at the beginning • communicate Actelion`s key data • do not oversell a position • communicate clearly on next steps

41. Conclusion • Proper Recuitment is key for success in daily business • You need to know what you are looking for if you want to find what you want to find!

42. COMPETENCYBASEDINTERVIEWS

43. Success Profile SQ TQ EQ XQ MQ IQ LQ

44. Success Profile TQ EQ

45. CLUSTERS OF BEHAVIOR HIGH HIGH More distinguished in Competencies Less distinguished in Competencies Opportunity to measure Opportunity to develop LOW LOW

46. COMPETENCY BASED SELECTION • Functional skills vs. Leadership potential; • Fill-in the gap vs. Seeing a “bigger picture”; • “Gut-feeling” vs. Evidence; • Consistency in selection & future organizational orientation; • Better job performance predictability.

48. COMPETENCY BASED STRUCTURED INTERVIEW • Detailed answers related to behavior of a candidate; • Difficult to provide a “prepared answer”; • Definition of competencies – criteria; • Related to future job responsibilities.

49. ACTELION CORE VALUES

50. HOW