CHICAGO, ILOCTOBER 4-5, 2012

THE SUTTON PLACE HOTEL

PHARMACEUTICAL & MEDICAL DEVICE TALENT MANAGEMENT

Recruiting, Engaging and Retaining Top Talent within the Life Science Industry through Evaluating Strategic Workforce Planning, Creating Competitive Employment Branding

and Developing Leaders for a High Performance Culture

SECOND ANNUAL

500 N. DEARBORN STREET, SUITE 500 CHICAGO, IL 60654 (P) 312.822.8100 (F) 312.602.3834 www.q1productions.com

Throughout the Life Science industry, companies are in constant competition over the best and brightest talent, working to bring those executives on-board, as well as retain this top talent once integrated into the organization. The concept of managing talent has be-come increasingly critical as organizations recognize the considerable impact of turn-over within their com-panies, and understand that motivating and retaining top talent is essential to the success of the corporation.

While talent management is certainly of concern to many industries, the competitive and highly special-ized nature of the life science industry makes recruiting and retaining top talent an even more important strat-egy. For many organizations facing cut-backs and bud-get reductions, understanding how to monetize talent management is of considerable concern. Case study presentations providing guidance and analysis of re-turn on investments in talent management, leadership and learning development will provide executives with an arsenal of tools to support their programs. Keynote presentations highlighting the evolution of talent man-agement and human resources in the industry will also provide attendees with critical knowledge and discus-sion opportunities. Workshop sessions and breakouts will provide participants with a forum for continued discussion and debate, as well as hands-on, practical learning and development scenarios.

The 2nd Annual Life Science Talent Management Con-ference will build upon the success of the 2011 con-ference program, providing attendees, speakers and sponsors with a platform where knowledge share and discussion surrounding best-practices will be at the forefront of importance. With many solutions available for talent management within this dynamic industry, the opportunity for solution providing organizations is tremendous, and as with all Q1 programs, the num-ber of sponsoring organizations will be tightly con-trolled to ensure maximum value for all participants.

PROGRAM OVERVIEW:

DISTINGUISHED PRESENTERS:Jim McDermidVice President, Cardiac and Vascular Group, Human ResourcesMEDTRONIC

Jennifer BennettDirector, Strategic Staffing and DiversityNOVO NORDISK

Cynthia LenahanDirector of Technical Training, Organizational Learning and PerformanceEDWARDS LIFESCIENCES

Neelima RaoGlobal Human Resources DirectorNOVARTIS

Joseph DehoneyDirector, Human ResourcesAMYLIN PHARMACEUTICALS

Ryan Bortel, Ph.D.Senior Manager of Learning and Organizational DevelopmentSTARKEY HEARING TECHNOLOGIES

Christa DhimoSenior Leader, Organizational and Operational EffectivenessLANTHEUS MEDICAL IMAGING

Dominic CottoneYSC AMERICA

Brian S. ArbetterPartnerBAKER & MCKENZIE LLP

Pamela PuryearVice President, Organization DevelopmentHOSPIRA

James LowryVice President, Corporate Accounts and Healthcare Economics- Formerly Global Director, Training and DevelopmentSORIN GROUP

Robert Fogleman, SPHRAssociate Director, Talent AcquisitionEISAI

Leigh McCluskeyDirector, Global Talent Acquisition & Diversity OperationsMONSANTO COMPANY

Nathan WilkeyManager, Organizational DevelopmentROCHE DIAGNOSTICS

Dennis SmithManager, Talent Acquisition Neuromodulation DivisionST. JUDE MEDICAL

Don Codner, SPHRSenior Director US Service Delivery Healthcare & Life Science, RPO & Projects FUTURESTEP, A KORN/FERRY INTERNATIONAL COMPANY

Abigail L. Rathmann, SPHRTalent Acquisition Manager, Candidate Relationship Management and Employee Value PropositionABBOTT LABORATORIES

ENGAGE, INTERACT & STAY CONNECTED WITH FELLOW ATTENDEES!

www.q1productions.com/talentmanagement

7:30 CONFERENCE REGISTRATION & CONTINENTAL BREAKFAST

8:25 OPENING REMARKS & CONFERENCE WELCOME

8:30 EXPLODING THE MYTH OF PERFORMANCE MANAGEMENTAfter recent surveys demonstrated serious flaws in its current approach to per-formance management, Medtronic, the world’s largest medical device organiza-tion, decided to move away from traditional Annual Performance Management and rating systems. The results of this transformation have been groundbreak-ing for the organization, with a renewed focus on setting clear goals and met-rics, providing early feedback and simplifying the reviews into a one page pro-cess. Join Jim McDermid, VP HR, Medtronic Cardiac and Vascular Group, as he discusses the success and challenges that have come with this transformation. Jim McDermid, VP, Cardiac and Vascular Group, Human ResourcesMEDTRONIC

9:20 EVOLVING TALENT MANAGEMENT AS A TOP BUSINESS PRIORITY: BUILDING AND STRENGTHENING YOUR BRANDTen years ago many companies were still referring to Human Resources as “personnel”. While that trend still persists in various global industries and companies today, the benefits of evolving, modernizing, and monetizing “per-sonnel” into a strategic force with full contributions and influence on a com-pany’s performance has become critical within the tight life science industry. Human Resources and Talent Management functions must now more than ever be embedded within a company’s strategic goals, with full support at the executive table across from the CEO. Through discussion and hands-on exercises, attendees will gain insight on strengthening their foundation and strategic position within their organization and determine the next steps for growing their “Talent Management Brand”. • Raising the bar and gaining board-level presence • Creating an alignment structure for strategic goals• Setting the tone for sustainable credibilityChrista Dhimo, Senior Leader, Organizational & Operational EffectivenessLANTHEUS MEDICAL IMAGING

10:10 COFFEE & NETWORKING BREAK

10:30 THE IMPACT OF SOCIAL MEDIA COMMUNICATIONS WITHIN TALENT MANAGEMENT Executives involved within talent management for both pharmaceutical and medical device companies are continuously looking for new opportunities to maintain a competitive edge within the industry and attract potential hires for their organizations. Social media offers a number of opportunities to reach a variety of potential talent; however being that social media is an unregulated form of communication, it is important for talent management professionals to understand the risks involved with attracting talent through social media efforts. This session will showcase the value that social media can provide as a means for talent attraction and engagement as well as address the mea-surements that should be taken to avoid noncompliance. • Sensitivity to different races, ages, religions & gender through social media • Branding an organization through social media communications • Tips to overcome limitations with social media recruitingDennis Smith, Manager, Talent Acquisition, Neuromodulation DivisionST. JUDE MEDICAL

11:20 ATTRACTING INTERNAL & EXTERNAL TALENT THROUGH PROMOTION OF CSR INITIATIVESSelf-regulated Corporate Social Responsibility initiatives have been frequently introduced into the business models of both small and large pharmaceutical and medical device companies. CSR initiatives act as a guideline for a com-pany’s responsibility to the general public and encourage a positive impact through its activities with patients, employees, talent, internal and external stakeholders, communities and the environment. Promoting CSR initiatives to attract external and internal talent is of vital importance for talent management within the life science industry in order to showcase their efforts and continu-ously evolve and remain an appealing organization for future company growth.• Create a better standing within the industry through CSR initiatives• Strengthen relationships with talent by engaging employees in CSR activities • Promote company efforts to attract and appeal to talentRobert Fogleman, SPHR, Associate Director, Talent AcquisitionEISAI

12:10 LUNCHEON FOR ALL ATTENDEES, SPEAKERS & SPONSORS

1:30 PANEL DISCUSSION: FINDING TALENT – WHAT’S THE RIGHT STRATEGY?According to a recent survey, talent shortages remain a critical issue through-out the globe with no signs of improving. In the U.S. alone, 49% of employers are having difficulty finding appropriately skilled talent, with some countries dealing with even higher talent shortages in other parts of the world. Panelists will address topics that speak to recruitment strategies, such as building tal-ent communities-not just pools-of engaged, well-qualified and culturally aligned candidates and the importance of understanding supply and demand before deciding on your talent acquisition strategy. The panel will also speak to:• Developing an employer value proposition based on the position opportunity• How to overcome the challenges encountered in “hard to fill” roles• Using strategies that create a positive candidate experience MODERATOR:Don Codner, SPHR, FUTURESTEP, A KORN/FERRY INTERNATIONAL CO.PANELISTS:Abigail L. Rathmann, SPHR, ABBOTT LABORATORIESJennifer Bennett, NOVO NORDISKJames Lowry, SORIN GROUP

2:20 GROUP BREAKOUT SESSIONSPrior to the conference, attendees identify topics they wish to discuss further in smaller groups. All attendees are encouraged to become active participants al-lowing for better exchange of ideas, peer-to-peer learning, and open discussion.3:10 COFFEE & NETWORKING BREAK

3:30 ENSURING EQUAL OPPORTUNITY EMPLOYMENT PRACTICES ACROSS AN ORGANIZATION There are many important factors to consider when managing fair employ-ment practices within the life science industry. Acquiring and retaining talent of different ages, races, religions, disabilities and sex is of great significance in establishing an appealing company for a wide-range of employees. Ensur-ing the company follows fair employment practices is essential for an organi-zation to grow and continue talent appeal on a global scale. Through review of the regulations set forth by the U.S. Department of Labor’s Office of Federal Contract Compliance Programs (OFCCP), attendees will gain insight on man-aging fair employment practices across an organization from considerations in recruiting, hiring, employee compensation and much more. • Maintaining a desirable employee brand to diverse audiences• Remaining compliant with U.S. Department of Labor regulations• Tracking talent diversity within an organization Joseph Dehoney, Director, Human ResourcesAMYLIN PHARMACEUTICALS

4:20 REDUCING TALENT TURNOVER: IDENTIFYING THE BEST SUITED INDIVIDUAL FOR THE POSITIONIn order for pharma and device companies to achieve great things from their employees, it is first important for companies to identify the best suited indi-vidual for the position. Within the life science industry, key soft skills such as clinical and technical knowledge are all vital requirements that must be met from talent to ensure a company’s continued success and growth. Therefore management executives that are involved in selecting, interviewing and hiring talent within an organization must develop a systematic approach in matching employee qualities and requirements with the job function that is available. • Reducing talent turnover by allowing room for talent success• Selecting and developing employees for specific career paths• Researching and identifying external talent pools for specific skill-setsJames Lowry, VP, Corporate Accounts and Healthcare EconomicsSORIN GROUP

5:10 SUCCESSION PLANNING: ESTABLISHING A FRAMEWORK FOR HIGH POTENTIAL DEVELOPMENT Due to the constant battle for talent within the life science industry, it is vital for pharmaceutical and device companies to identify and develop internal tal-ent within their organization that have the potential to fill key business lead-ership positions within the company. High potential development programs must be in place to improve employee commitment and retention, as well as meet the career development expectations of existing talent. Focusing on development strategies to prepare high potential employees, we will discuss how development initiatives must vary based upon one’s readiness in rela-tionship to the ultimate role he/she strives to achieve.• Identify talent with potential to manage greater responsibility in the future• Customizing development to meet your high potential employees’ needs• Enlisting your senior leadership team’s commitment in developing talentNathan Wilkey, Manager, Organizational DevelopmentROCHE DIAGNOSTICS

6:00 DAY ONE CONFERENCE CONCLUSION

DAY ONE / THURSDAY, OCTOBER 4 / PHARMACEUTICAL & MEDICAL DEVICE TALENT MANAGEMENT

500 N. DEARBORN STREET, SUITE 500 CHICAGO, IL 60654 (P) 312.822.8100 (F) 312.602.3834 www.q1productions.com

8:00 REGISTRATION & CONTINENTAL BREAKFAST

8:25 OPENING REMARKS

8:30 ESTABLISHING INTERNATIONAL TALENT MANAGEMENT PROGRAMS FOR GLOBAL GROWTHPharmaceutical and device companies understand the importance of global-izing talent management programs to continue their international leadership pipeline and to create an internal employee environment and cul ture that can be experienced by employees across the globe. The biggest challenge arises from the need to constantly adjust to shifting demographics and work force preferences, alongside building new capabilities, investing in new tech-nologies, globalizing operations and contending with new competitors. The shortage of senior talent in local markets is often addressed by turning to expatriate assignments that come with a set of advantages and heavy invest-ments. Focusing on the international strategies that one successful company has implemented, we will discuss the benefits that directly followed such as employee satisfaction, leadership development and overall company growth.• Maintaining consistent talent management practices on a global scale• Understanding and customizing talent management to culture• Increase employee cultural awareness and development• Balancing global vs. local needsNeelima Rao, Global Human Resources DirectorNOVARTIS

9:20 PROTECTING CORPORATE PRACTICES THROUGH EMPLOYEE NON-COMPETE AGREEMENTS Due to the high level of patent and proprietary information that employees of pharmaceutical and medical device companies are privy to, it is vital for HR to work closely with legal to protect their organizations through contracting em-ployee non-competition agreements. The use of such non-compete clauses is based on the assumption that upon resignation, an employee may abuse confidential information and knowledge that was gained at their former com-pany of employment. Presented from a legal and HR perspective, this real-time case study will provide solutions and preventive measures that must be taken to protect corporate information while at the same time attracting top talent in this competitive life science industry. • Define employer policies & procedures through non-competition agreements• Avoid future issues by requiring employee agreements at time of employment • Create strong working relationships with employer and employeesBrian S. Arbetter, PartnerBAKER & MCKENZIE LLP

10:10 COFFEE & NETWORKING BREAK

10:30 DELIVERING TALENT MANAGEMENT INTERVENTIONS THAT STICK: LEVERAGING THE SCIENCE OF EMOTIONAs talent management practitioners, we are constantly influencing the choic-es of employees and prospects: choices to join, choices to stay, choices to support or ignore change initiatives. The science suggests that these choices are driven, not by intellect, but by emotion. Despite the science pointing to the central role of emotion in motivating action, we continue to rely primarily on logical cost/benefit arguments. If we truly want our organizations to stand out and our initiatives to have impact, we need to understand the role of emotion throughout the employee lifecycle.• Utilizing emotional centers of the brain to help employees sort information• The power of storytelling as a vehicle for influencing and inspiring change• Emotion trumps data – why embracing this is critical to our successRyan Bortel, Ph.D., Sr. Manager of Learning & Organizational DevelopmentSTARKEY HEARING TECHNOLOGIES

11:20 PANEL DISCUSSION: DRIVING TALENT RETENTION THROUGH POSITIVE EMPLOYEE ENGAGEMENT Within the life science industry, talent management executives are working diligently to maintain employee satisfaction and willingness to learn and per-form in current job functions. Positive employee engagement encourages tal-ent to actively participate with colleagues and the organization as a whole which profoundly influences employee satisfaction, motivation and creates organizational culture within a company. This discussion will focus on the rela-tionship between talent retention, talent development and employee engage-ment as well as address strategies that impact organizational performance. • Seeking out support systems to assist specific individual employee needs• Exploring the correlation between employee engagement and development• Identify and liberate employee talents across an organizationMODERATOR:Dominic Cottone, YSC AMERICAPANELISTS:Ryan Bortel, Ph.D., STARKEY HEARING TECHNOLOGIESCynthia Lenahan, EDWARDS LIFESCIENCESJames Lowry, SORIN GROUPChrista Dhimo, LANTHEUS MEDICAL IMAGING

12:10 LUNCHEON FOR ALL ATTENDEES, SPEAKERS & SPONSORS

1:20 GROUP BREAKOUT SESSIONSPrior to the conference, attendees identify topics they wish to discuss further in smaller groups. During the breakout sessions, all attendees, speakers and sponsors are encouraged to become active participants allowing for better exchange of ideas, peer-to-peer learning, and open discussion.2:10 COFFEE & NETWORKING BREAK

2:30 SPARK THE FIRE WITHIN YOUR EMPLOYEES: CREATING EMPLOYEE OWNERSHIP OF TALENT MANAGEMENTCreating a workforce of employees who are engaged, appropriately skilled, equipped to do their jobs and driven to perform in order to advance their careers is not just the responsibility of the employer. Employees have a re-sponsibility to take ownership of their engagement, development and career management, while managers and the corporation have a responsibility to partner with them to create a climate of engagement, clarity regarding perfor-mance expectations, opportunities for development and a clear pathway to opportunities for advancement. It is through employee ownership that results are achieved, rather than entitlement.• Branding talent management to help employees understand value proposition• Creating a culture of employee ownership & accountability to drive performance• Transferring ownership of talent management activities to employeesPamela Puryear, Vice President, Organization DevelopmentHOSPIRA

3:20 MANAGING TALENT & ORGANIZATIONAL CHANGE DURING CORPORATE MERGERS & ACQUISITIONS Within the life science industry, mergers and acquisitions occur frequently as companies continue to produce forward thinking, technical and cutting-edge therapies in a dynamic market. Due to this competitive nature, many top com-panies within the industry are challenged with managing talent and organiza-tional change during the time of transition and developing strategies and initia-tives to ensure successful change management and employee engagement. In an industry where technological advances, structural changes, as well as mergers and acquisitions occur rapidly, it is vital for leaders and communica-tions team members to inspire employees to focus on a shared vision for the company. In this session, we will examine best practices in managing internal talent among merging companies and cultures during organizational change. • Staying connected as an organization through internal communications• Keeping an engaged and motivated workforce during structural change• Remaining positive to internal talent during a time of job uncertainty Cynthia Lenahan, Dir. Technical Training, Organizational Learning & PerformanceEDWARDS LIFESCIENCES

4:10 BUILDING AN EFFECTIVE GLOBAL TALENT ACQUISITION & DIVERSITY ORGANIZATION Given that emerging markets, technology and a truly global marketplace are driving companies to deliver more effectively on talent demands, Monsanto is no exception to developing and executing strategies for global and immediate impact. Join this session for a glimpse into the journey of Monsanto’s orga-nizational evolution from a team of recruiters based in St. Louis in 2009 to a Global Talent Acquisition and Diversity Organization in 2012 with responsibil-ity for multiple specialty segments in over 60 countries. This session will high-light key design elements around roles, team structure, the recruiting model, business alignment, centers of excellence and operational drivers for the Monsanto team’s maturation into a high performing talent acquisition team. •Implementation of multiple technologies, process automation and employment branding to enhance experience for candidates, hiring managers and recruiters• Design for recruiting, centers of excellence and operations structure • Tools for business alignment to link business goals and talent strategiesLeigh McCluskey, Director, Global Talent Acquisition & Diversity OperationsMONSANTO COMPANY

5:00 CLOSING REMARKS & CONFERENCE CONCLUSION

DAY TWO / FRIDAY, OCTOBER 5 / PHARMACEUTICAL & MEDICAL DEVICE TALENT MANAGEMENT

500 N. DEARBORN STREET, SUITE 500 CHICAGO, IL 60654 (P) 312.822.8100 (F) 312.602.3834 www.q1productions.com Q1 Productions. Quality First.

WHO SHOULD ATTEND:

KEY SPEAKER HIGHLIGHT:

Executives that will find this program of greatest relevance are those currently working to increase efficiencies and outcomes in talent acquisition and management across their life science corporation. With speakers presenting from dozens of years of combined experi-ence, the take-away opportunities will be tremendous for executives with the following job responsibilities: • Talent Management• Talent Development• Talent Acquisition• Learning Development• Recruitment

At this time, there are a variety of sponsorship and exhibition opportunities available for companies wishing to increase their visibility and participation in the program, ranging from keynote speaking opportunities through to exhibitor and documentation sponsors. Organiza-tions most suitable for this type of exposure provide services and solutions including:• Talent Management Consultants• Talent Acquisition Firms• Recruiting Firms• Leadership Development

500 N. DEARBORN STREET, SUITE 500 CHICAGO, IL 60654 (P) 312.822.8100 (F) 312.602.3834 www.q1productions.com

Sr. Manager, HR & PMO, Abbott LaboratoriesDirector, Talent Acquisition, Abbott LaboratoriesDirector, Global Talent Management, AccuraySr. Human Resources Representative, Aesculap, Inc.Senior Recruiting Manager, AllerganSenior Director, HR, AperioDirector, Human Resources, ArstasisSr. Director, Human Resources, Astellas PharmaTalent & Development Team Director, AstraZenecaR&D HR Senior Director, AstraZenecaDirector, Leadership Development, Biogen IdecAssociate Director, Talent Acquisition, Biogen IdecDirector, Marketing & Educational Services, BiometVice President, Human Resources, Biomet3iTalent Acquisition Director, Boston ScientificTalent Acquisition Manager, Boston ScientificDirector, Talent Acquisition, Bristol-Myers SquibbAssociate Dir., Talent Acquisition, Bristol-Myers SquibbDirector, Staffing, CovidienDirector, Talent Acquisition, CovidienSr. Staffing Partner, Cubist PharmaceuticalsSr. Manager, Talent Development, Daiichi SankyoDir., Talent Process Improvement, Edwards LifeSciencesDirector, Employee Relations, Emergent BiosolutionsDirector, Organizational Development, EmergentDirector, Talent Management, Greatbatch MedicalSVP Human Resources, Greatbatch MedicalDirector, Human Resources, HollisterDirector, Talent Development, HospiraManager, Talent Development, HospiraSr. Business Partner, HR, Human Genome SciencesHR Business Partner, Human Genome SciencesDirector, Recruiting, Johnson & JohnsonManager, Consumer Recruiting, Johnson & JohnsonTeam Lead, Talent Acquisition, Johnson & JohnsonDirector, Talent Acquisition, MedtronicSr. Director, Human Resources, MedtronicHR Generalist, MedtronicTalent Acquisition Director, Monsanto CompanyGlobal Talent Director, Monsanto CompanyGlobal Head, Talent Management, NovartisHR & Talent Management Director, NovartisDirector, Talent Management, OmnicareDirector, Talent Developent, Onyx PharmaceuticalsHR Manager, OrthofixDirector, HR Operations, OtsukaSr. Executive Recruiter, OtsukaHR Lead, Medical Excellence, PfizerDirector, Sales Development, RS MedicalVP Human Resources, Smith & NephewDirector, HR Services, Smith & NephewGlobal Training & Development, Sorin Group USAHR Director, Spectranetics CorporationTalent Acquisition Director, St. Jude MedicalTalent Management Director, St. Jude MedicalDirector, Organizational Development, StrykerHR Generalist, Synovis Life TechnologiesOrganizational Development Manager, SynthesDirector, Human Resources, SynthesSr. Program Designer, Talent Development, Takeda

…AND MANY MORE!

SPONSORSHIP OPPORTUNITIES:

PREVIOUS ATTENDEES INCLUDE:

SECOND ANNUAL PHARMACEUTICAL & MEDICAL DEVICE TALENT MANAGEMENT OCTOBER 4-5, 2012 / CHICAGO, IL

Jim McDermid is the Vice President of Human Resources for Medtronic Cardiac & Vascular Group (CVG). In this role, Jim is supported by over 250 dedicated HR professionals world-wide, all committed to attracting, developing and retaining the talent necessary to achieve the Medtronic Mission.

Prior to joining CVG, Jim led the HR function for two of Medtronic’s largest Business Units: Cardiac Rhythm Disease Management located in Minneapolis, Minnesota and the Spinal & Biologics Division, located in Memphis, Tennessee. His other Medtronic positions have included HR Director, USCV and HR Director, Cardiac Surgery. While in these roles, Jim man-aged the integration of Sofamor Danek & Avecor into Medtronic, developed unique training and leadership programs and assisted in ensuring Medtronic won the city award as the Best Employer in Memphis for 2006. He also sat on the two boards; the Leadership Academy of Memphis, and Community Health Charities national Board. Jim has a passion for talent management and ensuring all employees feel included and valued. His efforts in these regards were recognized with the Medtronic CEO Inclusion Award in 2007 and the Wallin Leadership Award in 2009.

Jim McDermidVice President, CRDM Human Resources

• Leadership Development• Human Resources• Employee Relations• Organizational Development

• Learning Solutions• Corporate Benefits• Incentive Programs

www.q1productions.com/talentmanagement