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SONI BASI: Allergan is really full of entrepreneurial spirit, and I think that's a kind of a backdrop that you need to have a strong internal mobility program. We encourage internal mobility by having a new program that I've had the privilege to lead for the organization called My Allergan Career. It's been two years in the making and it started all with global grading, which has to be the backbone of any good careers program in an organization.

And my Allergan career is all about developing skills, giving people experiences that they need to develop those skills, and having new leadership within the organization that's made up of our own internal ranks. One of the reasons we decided to do this program is because even within our own organization, so much has been changing. Since I think back on the history of Allergan, we went from being a generics organization to being a branded pharmaceutical company to now having devices under our portfolio, and who knows what's next because we're constantly evolving, and we have to stay agile.

One of the main elements of my Allergan career are career stories. At this time, we have over 160 career stories of our colleagues. And we'll probably have many, many more by the time that we're done launching this program. And those career stories bring to life what it's like to have a career. So we really focus on internal mobility through building a network by sharing the stories and experiences of others within the organization.

I would say the other element that's been really important in my career in terms of the tools and resources, and something I think a lot of organizations maybe don't do as well from my experience, is align their compensation philosophy to their careers philosophy. So one of the elements of my Allergan career that's so important with internal mobility is people taking lateral moves or maybe taking a move that is a downward move for them.

We want to align our compensation to those moves. It might not seem like a lot, but when you're asking someone to take a lateral move and they get an increase, it's really backing your career's philosophy with your compensation philosophy and it makes a difference. I think a lot of companies struggle with that visibility in terms of internal mobility.

And so alongside the careers work that we're doing with My Allegran Career, we're doing a talent acquisition transformation. Every one of our roles that we have within the organization that is open will be visible to every colleague around the world. Internal mobility is a really big part of our talent acquisition strategy. And I believe, honestly, it's going to become even a larger part as we're moving forward.

So this culture of networking that we have at Allergan, our culture of being on different projects and assignments and being highly matrix, if you will, in a very informal way, has led us to having 36% of our roles filled by internal talent in the last year. I think it's a phenomenal number and I think it will continue to grow as we move forward.

The entire point of this program is that we are developing skills and developing stronger leaders within our organization so that we can stay ahead of our competition. And if we do that well, we'll continue to achieve our goals by really focusing on our talent within the organization.

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