Transformation towards Global Business Services in Finance

November 27, 2013

Round Table – Brussels

UCB: reinventing itself, leveraging a solid heritage to deliver sustainable and superior value for patients

1928: Emmanuel Janssen establishes

UCB in Brussels

1972: A new state-of-the-art R&D center in Braine-l’Alleud,

Belgium

1980s: UCB registers its novel

antihistamine Zyrtec®

1990s: approval of Keppra®, a novel

anti-epileptic

2004: UCB acquires British

biotech company Celltech

2006: UCB acquires German pharma company Schwarz Pharma

Today Combine leadership in antibody research

& chemistry expertise to better

treat severe diseases

1928 1952 1972 1980s 1990s 2004 2006 2008-2012 Today

Chemical Group Primary Care Pharma Specialty Bio-Pharma

Focus: CNS + immunology

Launch of Cimzia®, Vimpat® & Neupro®

(CVN)

1952: UCB discovers Atarax®

U.S. license awarded to Pfizer

1936: UCB enters the United States

1936

2

Our Strategies 3

UCB’s priorities 2013 and beyond…

•  Building on the growth momentum of the company’s core medicines Cimzia®, Vimpat® and Neupro®

•  Growing revenues in Emerging Markets •  Advancing UCB’s rich pipeline towards approval •  Delivering breakthrough discovery •  Improving our profitability to peer level

Growth prospects confirmed with 5 main drivers 5

Mature product portfolio

Emerging markets

Cimzia®, Vimpat®, Neupro®

Supe

rior a

nd s

usta

inab

le v

alue

R&D investment per employee, in top EU companies (EU scoreboard 2013) mployees, in top EU companies

Top 50 EU companies by R&D/Employees, the 2013 industrial R&D investment scoreboard

European Commission, Dec 2013

R&

D p

er e

mpl

oyee

s (E

UR

)

6

0.000

10.000

20.000

30.000

40.000

50.000

60.000

70.000

80.000

90.000

2.8 2.6

2.2 2.1 1.9

1.6 1.5 1.4

1.2 1.2 1.1 1.1 1.0

0.7 0.5

#1 UCB #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #14 #15

Number of New Molecular Entities (NMEs) per $bn1

UCB’s pipeline: one of the most productive in the industry

7

Keeping our competitive edge is key

1 Phase 3 NMEs / 2013 R&D Source: UCB company information

Poland Romania

India China

2009

2011

2013

•  31 countries, 12 languages •  Multiple ERPs •  Payables, Accounting,

Procurement •  50% decoupled model •  88 FTEs

•  Transitions in parallel with SAP implementation

•  2 new delivery centers in China & Poland

•  Deployed Smart Enterprise Processes diagnostics

•  Process automation

•  Global Business Services design & implementation

•  New Org with an end-to-end process ownership

•  Procurement Hub implementation •  Transitions of high end work •  200+ FTEs

Transforming UCB Finance function globally

Reducing cost through offshoring

Transforming processes through standardization

Generating value through Finance Transformation

Global Business Services: what are we after

User satisfaction: make selected global processes effective, listening to UCB-voices

Cost reduction and possibilities to reallocate resources, focus on Core

Process effectiveness and Compliance

Satisfied customers, served by compliant and efficient global processes

9

Global Business Services - for Finance transactional activities -

GBS Lead

S2P Value Stream

Partnerships & perf. Mgnt

R2R Value Stream Lead

Change & improvement

leader

O2C Value Stream

S2P= Source to Pay; R2R=Record to Report; GBS=Global Business Services; GPE= Global Process Expert; GAFA= Global Accounting & Fixed Assets, E2E=End to end

N-1

N-2 Customer Experience

leader

10

Technology enablement

Organization set-up: •  Focus on End-to-End process view •  Global accountable value streams: Source-to-Pay, Record-to-Report

and Order-to-Cash •  Partners such as Genpact are fully aligned to, and managed by GBS •  Well defined entry point for internal customers + vendors •  Continuous improvement support

Key take aways…

Benefits

•  End-to-End process view and accountability allows to drive process optimization more efficiently

•  Enhances accountability and allows to drive through metrics

•  Reinforces collaboraion spirit and alignment

•  Allows to drive transformation & operational excellence

Learnings

•  Communication and early alignment at all levels

•  End-to-End process view and performance management to avoid silo thinking

•  Change Management

Questions? 12

Disclaimer and safe harbour

Forward-looking statements:

This presentation contains forward-looking statements based on current plans, estimates and beliefs of management. All statements, other than statements of historical fact, are statements that could be deemed forward-looking statements, including estimates of revenues, operating margins, capital expenditures, cash, other financial information, expected legal, political, regulatory or clinical results and other such estimates and results. By their nature, such forward-looking statements are not guarantees of future performance and are subject to risks, uncertainties and assumptions which could cause actual results to differ materially from those that may be implied by such forward-looking statements contained in this press release. Important factors that could result in such differences include: changes in general economic, business and competitive conditions, the inability to obtain necessary regulatory approvals or to obtain them on acceptable terms, costs associated with research and development, changes in the prospects for products in the pipeline or under development by UCB, effects of future judicial decisions or governmental investigations, product liability claims, challenges to patent protection for products or product candidates, changes in laws or regulations, exchange rate fluctuations, changes or uncertainties in tax laws or the administration of such laws and hiring and retention of its employees. UCB is providing this information as of the date of this presentation and expressly disclaims any duty to update any information contained in this presentation, either to confirm the actual results or to report a change in its expectations.

There is no guarantee that new product candidates in the pipeline will progress to product approval or that new indications for existing products will be developed and approved. Products or potential products which are the subject of partnerships, joint ventures or licensing collaborations may be subject to differences between the partners. Also, UCB or others could discover safety, side effects or manufacturing problems with its products after they are marketed.

Moreover, sales may be impacted by international and domestic trends toward managed care and health care cost containment and the reimbursement policies imposed by third-party payers as well as legislation affecting biopharmaceutical pricing and reimbursement.

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Thanks!