Confidential

1. Confidential Talent Review Group 2 October 2008 To be amended

2. Definition of Talent Pool The Global Talent Pool Individuals identified to have a strong track record of performance, demonstrate the appropriate Leadership Capabilities, have strong potential and have been identified to have the potential for the Top 200 roles in AZ, (i.e. VP, MCP top 15, RVP, EVP), regardless of their level today or how long it may take to get there. SET Focus Talent with potential for EVP and Top 50 critical roles within 5 years ET-VP potential 5+ years HP- VP potential 0-5 years CSL- Current VP with potential for broader or more senior roles Subset of Talent Nominated to Executive Focus Subset of Talent Nominated to Global Talent Pool Functional/SET Area Talent Pool Individuals who have been identified to have potential for key positions w/in the Functional/SET area (typically head of department at executive director level, reporting to VP) and potentially cross functional/SET areas regardless of their level today or how long it may take them to get there

3. Ground Rules • Information should be shared openly and candidly • Cite specifics (not generalizations) of achievements and observable behaviors • Observations need to be personal, specific, timely • Support and constructively challenge peers • Listen; build on “the” conversation • Discussion is confidential and stays within this room • Be mindful of time • No sidebars

4. Confidential – Not for DuplicationSWOT Analysis for Dev 2008 – to be amended

5. Talent Losses* - only GTP? R&D *Source=POWERPoint slides from HR Partners and T&SWP Quarterly movement reports

6. Cross-Functional Talent Moves*

7. Cross-Functional Talent Moves*

8. Confidential Talent Review 2008Clinical ? 2008

9. Clinical Talent Review Progress Actions 2007/08 1. Update on Progress of Actions 2007 to 2008

10. ClinicalProgress against 2007 Actions

11. Clinical Actions taken with High Potentials Specific Development Opportunities for High potentials

12. Clinical Actions taken with High Potentials Specific Development Opportunities for High potentials

13. Clinical Actions taken with High Potentials Specific Development Opportunities for High potentials

14. Clinical Actions taken with High Potentials Specific Development Opportunities for High potentials

15. Clinical Actions taken with High Potentials Key Talent Loss

16. ClinicalTalent Review 2008 Where we are today SWOT Talent Matrix Talent Pool - SMT Review discussions will centre on Global Talent Pool nominees

17. ClinicalBusiness Context and Health of Talent Pool 2008

18. ClinicalTalent Matrix – Direct Reports (Q= in role or with AZ 1 year or less) High Performance (track record vs. objectives during past 3 years) Medium Low Low Medium High Leadership Capability

19. ClinicalGlobal Talent Pool nominees (Clear Potential for Top 200 roles)

20. ClinicalGlobal Talent Pool nominees (Clear Potential for Top 200 roles)

21. ClinicalFunctional Talent Pool nominees (Clear Potential for Exec Level 2 roles)

22. Additions Clinical Changes to the Global Talent Pool 2007/08

23. Clinical Changes to the Global Talent Pool 2007/08 Deletions

24. Clinical Changes to the Global Talent Pool 2007/08 Deletions

25. ClinicalTalent Review 2008 – Succession Planning 3. Succession Planning

26. Clinical- Development Succession Plans - CDLT + other business critical roles * Timeframe is blank because scale of change to come in Clinical means we cannot estimate when these roles will become available/if all of these roles will still exist in the same form in the future * Timeframe is blank because scale of change to come in Clinical means we cannot estimate when these roles will become available/if all of these roles will still exist in the same form in the future

27. ClinicalDevelopment Succession Plans - SMT + other business critical roles - Clinical * Timeframe is blank because scale of change to come in Clinical means we cannot estimate when these roles will become available/if all of these roles will still exist in the same form in the future

28. Clinical Key Actions – Talent 2008/2009

29. ClinicalIndividuals Needing a Move within 0-12 months * Global or Functional talent requiring a move * Non key talent in business critical roles to be moved

30. Appendix:This will include all of the AOP’s and IDP’s for direct reports

31. Clinical AoPs/IDPs – SMT member Direct Reports

32. Clinical AoPs/IDPs – SMT member Direct Reports

33. Confidential AZRA Graham Higson SMT Talent Review October 2008

34. Contents • Update on progress • Progress Against Key Actions from 2007/2008 • Specific Development Actions Taken with Global/Functional Talent Pool members • Talent losses in 2007/2008 • Where are we today? • SWOT analysis • Talent Matrix • Succession Planning • Talent pool nominations • Action Planning and Next Steps • Talent Action Plan for 2008-2009 • Priority Individuals: Action Plan for 2008-2009 • Talent Management Learning's

35. Update on Progress

36. AZRAProgress Against Key Actionsfrom 2007/2008

37. AZRASpecific Development Actions Takenwith Global TalentPool members

38. AZRAGlobal and Functional Talent Pool Losses in 2007/2008

39. Where are we today?

40. AZRATalent Matrix SMT Member Direct Reports (Q – If in role or with AZ 1 year or less) High Performance (track record vs. objectives during past 3 years) Medium Low Low Medium High Leadership Capability

41. AZRATalent Matrix Direct Reports to SMT members (Q – If in role or with AZ 1 year or less) High Performance (track record vs. objectives during past 3 years) Medium Low Low Medium High Leadership Capability

42. AZRAGlobal Talent Pool nominees : (Clear Potential for Top 200 roles)

43. AZRAFunctional Talent Pool nominees

44. AZRAFunctional Talent Pool nominees

45. AZRAFunctional Talent Pool nominees

46. AZRAFunctional Talent Pool nominees

47. AZRAFunctional Talent Pool nominees

48. AZRAFunctional Talent Pool nominees

49. Additions AZRAChanges to the Global Talent Pool 2008/09 Deletions

50. AZRASuccession Planning for SMT Direct Reports and Business Critical Roles X X