1. UCB Innovation for Specialists™ A Global Biopharma Leader TELEWORKING

2. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential CONTENTS 1. DEFINITION 2. WHY TELEWORKING AT UCB 3. PILOT GROUP OBJECTIVE OBJECTIVE COMMUNICATION COMMUNICATION GUIDELINES AND TOOLS GUIDELINES AND TOOLS EVALUATION EVALUATION 4. EVALUATION OF PILOT GROUP EXPERIENCE POPULATION PROFILE POPULATION PROFILE TELEWORKERS’ COMMENTS TELEWORKERS’ COMMENTS MANAGERS’ COMMENTS MANAGERS’ COMMENTS IT SUPPORT IT SUPPORT CONCLUSION CONCLUSION 5. AND NEXT?

3. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 1. DEFINITION 1. DEFINITION F Work at home F Without any direct supervision of the employee F Via ICT F Regulated by addendum to contract F Difference between “informal” TW and “formal” TW

4. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 2. WHY “TELEWORKING” AT UCB F Size of the company F Request from the “exempt” people (Forum des Cadres) F Request from departments : R&D, IT

5. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 3. PILOT GROUP (1/4) 1. Objective F Short term Set up a pilot group of 30 cadres willing to take part in the project and to telework one or two days a week (max. of 2 days to avoid drawbacks such as loss of information, communication, lack of direct contact,...) Set up a pilot group of 30 cadres willing to take part in the project and to telework one or two days a week (max. of 2 days to avoid drawbacks such as loss of information, communication, lack of direct contact,...) Evaluate after 3 and 6 monthsEvaluate after 3 and 6 months F Long term Implement teleworking for cadres at UCB

6. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 3. PILOT GROUP (2/4) 2. Communication F Presentation to “requesting” management F Identification by management of possibly interested teleworking candidates F Presentation of the “pilot group” project to the concerned Cadres : 4 in R, 21 in D, 5 in IT

7. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 3. PILOT GROUP (3/4) 3. Guidelines and tools 3.1. UCB Policy  Based on the “Accord Cadre Européen” (2002-07-16)  In line with CCT 85 (2005-11-09)  Specific UCB guidelines and conditions 3.2. Feasibility form  Function related required criteria (information treatment, productivity measurable?, face to face interaction,...)  Employee’s profile (performance, autonomy, capacity of solving problems,... )

8. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 3. PILOT GROUP (4/4) 4. Evaluation After 3 months F Evaluation N / N-1 F Sent to HR After 6 months F Conclusions of the experience of the pilot group F Modifications needed? F Implement TW on the Braine site for Cadres?

9. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.1. Population profile

10. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.1. Population profile

11. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.1. Population profile

12. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.1. Population profile

13. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.1. Population profile

14. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.1. Population profile

15. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.1. Population profile F Distance Home / Office < 20 km20 km <X < 50 km> 50 km # télétravailleurs 5 1312 %17%43%40%

16. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.2. Teleworkers’ comments 1.Advantages : better efficiency and productivity Other identified advantages : autonomy, flexibility of working hours, better organisation, better environment, travel savings

17. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.2. Teleworkers’ comments 2. Disadvantages : very few due to the 1 or 2 days teleworking solution Flexibility of the teleworking day would be appreciated

18. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.2. Teleworkers’ comments 3.Communication and team spirit F 83% of teleworkers think communication is not more complex than before F 87% don’t have the impression of losing information F Most important impact : difficulty of organising meetings. 43% think it’s more difficult whereas 57% don’t suffer from this problem F 93% feels as well integrated in the team as before F Most of teleworkers have colleagues on other sites, so no impact

19. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.3. Managers’ comments Analysis based on 15 managers’ answers covering 26 teleworkers 1.Advantages F No disruption F Quality of work F Efficiency F Less stress F Sparing Time F 87% think teleworking is a motivation and retention factor

20. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.3. Managers’ comments 2. Disadvantages F Organisation of meetings when several members of the team are involved in teleworking F No face to face communication : wait until next day if paper support needed 3. Impact N / N-1 relationship F Evaluation : no more time needed to assess teleworkers F Slight impact on team spirit because less direct contacts F Deadlines are met, even earlier than foreseen F Same quality of work, or even better F No impact on team management F Teleworkers easily reachable at home

21. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.3. Managers’ comments 4. Other comments F 80% of managers consider that 2 days/week teleworking is a max. F 73% of managers think teleworkers in their teams would find it difficult to come back 100% on the Braine site. F Teleworking is seen as an excellent initiative indicating UCB shows confidence in it’s collaborators.

22. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.4. IT Support IT and softphone connexion is not always optimal.

23. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 4. EVALUATION OF PILOT GROUP EXPERIENCE 4.5. CONCLUSION F Positive experience F Better efficiency and productivity F Few identified disadvantages because of 1 or 2 days teleworking solution F Motivation and retention factor F Advise : implement teleworking for “cadres” with special attention to : ● maximum 2 days ● flexibility of teleworking day ● importance of mutual confidence ● importance of good organisation within the team ● evaluation with manager after 3 months

24. UCB Innovation for Specialists™ A Global Biopharma Leader Confidential 5. AND NEXT? F Teleworking implemented for exempt population in Belgium as from 1 January 2007 F 58 people now teleworking in Braine-l’Alleud F Very positive feedback F First “formal” evaluation at the end of the year as compared to non-teleworking colleagues

25. UCB Innovation for Specialists™ A Global Biopharma Leader QUESTIONS?