1 ICON Plc. Raymond James – 30 th Annual Institutional Investors March 11 th 2009

2 Certain statements contained herein including, without limitation, statements containing the words “believes,” “anticipates,” “intends,” “expects” and words of similar import, constitute forward-looking statements concerning the Company's operations, performance, financial condition and prospects. Because such statements involve known and unknown risks and uncertainties, actual results may differ materially from those expressed or implied by such forward-looking statements. Given these uncertainties, prospective investors are cautioned not to place undue reliance on such forward-looking statements. The Company undertakes no obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. Forward Looking Statements

3 Global Full Service Clinical Development US 45% EU 47% ROW 8%

4 ICON’s Global Footprint

5 ICON plc Staff Growth Today

6 Market Environment

7 Market Fundamentals still intact Continued R&D Spending Growth. ¯ Pipelines continue to strengthen ¯ Scientific innovation continues to expand Increased Outsourcing ¯ Globalisation of clinical research ¯ New strategic thinking / cost containment Increasing Regulation ¯ More patients/ more studies ¯ Post marketing surveillance

8 Continued R&D Spending Growth

9

10 Phase I Pipeline Robust Source Goldman Sachs

11 Positive trends in Phase II / III Source Goldman Sachs

12 Compounds in development growing across all therapeutic areas Source Goldman Sachs

13 Market Fundamentals still intact Continued R&D Spending Growth. ¯ Pipelines continue to strengthen ¯ Scientific innovation continues to expand Increased Outsourcing ¯ Globalisation of clinical research ¯ New strategic thinking / cost containment Increasing Regulation ¯ More patients/ more studies ¯ Post marketing surveillance

14 Clients are increasingly focused on their core competencies of ¯ Discovery ¯ Strategic Development ¯ Marketing Clients are asking CROs to take more responsibility Scientific/medical depth will be increasingly important Clients likely to move their % outsourced from ≈ 30% to >50% over the next 5+ years Increased Outsourcing

15 Market Fundamentals still intact Continued R&D Spending Growth. ¯ Pipelines continue to strengthen ¯ Scientific innovation continues to expand Increased Outsourcing ¯ Globalisation of clinical research ¯ New strategic thinking / cost containment Increasing Regulation ¯ More patients/ more studies ¯ Post marketing surveillance

16 Opportunities…. but also Risks

17 ICON in this Market Environment

18 Value of RFPs Gross, Net and by Origination Region 18 (Gross includes RFPs that never progressed to award)

19 Value of RFPs Gross, Net and by Execution Region (Gloss includes RFPs that never progressed to award)

20 Net New Business wins and book to bill ratios Net Business Wins Book to Bill Ratio

21 50% Large Pharma 18% Mid Pharma 7% Non-Rev Co’s Analysis of 2008 Business Wins 13% Large Bio 12% Mid Bio

22 Total Backlog levels. ($ millions)

23 Coverage of next 4 quarters from backlog Value of backlog forecast to be earned in next 4 quarters % coverage of next 4 quarters forecast revenues

24 Projects of longer duration leads to slower backlog burn

25 Quality

26 Quality and Delivery remain our Key Focus.

ICON Internal Audits Client & ISO Audits Total We are extensively audited (internally and by clients)

28 OfficeDateRegionAuditing AuthorityOutcome Redwood City, CAOct 2003USFDANo findings (no FDA 483) New York City, NYMar/Apr 2005USFDANo findings (no FDA 483) North Wales, PAMay 2005USFDANo findings (no FDA 483) Nashville, TNOct/Nov 2005USFDANo findings (no FDA 483) North Wales, PADec 2005USFDANo findings (no FDA 483) Nashville, TNJan 2006USFDANo findings (no FDA 483) Eastleigh, UKOct 2004EUMHRANo critical findings Dublin, IrelandApr 2005 EU IMBNo critical findings Eastleign/Marlow, UKSept 2007EUMHRANo critical findings Frankfurt. GermanySept 2007EU Local regulatory authority: RP Darmstadt No critical findings SingaporeOct 2005ROW HSA - Health Services Authority of Singapore No critical findings Excellent record of regulatory agency inspections

29 Strategy

30 ICON’s Core Strategy is Organic Growth, with acquisitions made to add new services or scale. Capitalise on market fundamentals to drive organic growth in all business units. Cross-sell services to grow sales and margin Pursue acquisitions to enhance depth and scale of current operations and to add additional complementary services e.g. Phase I Bioanalytical / Biomarkers Therapeutic specialists Safety / Late Phase Japan Acquisitions to date - 12 Revenues acquired $130m Staff acquired – 1,200 => Organic growth >80%

31 Financial Performance

32 Net Revenue CAGR of over 30% since 2005 CAGR 31% * Mid Point of 2009 Guidance (E)

33 Earnings Per Share Growth CAGR 36% (E) * Mid Point of 2009 Guidance

34 Recent Financial Performance ($ millions) 31 Dec FY Dec FY 2007 % Increase Net Revenue % Direct Costs % SG & A % D & A281946% _____ Operating Income % Operating Margin11.5%11% Net Income785640% _____ EPS (Inc SFAS 123R)130c94c38% Weighted Average no. of Shares (Inc SFAS123R) 60.2m59.5m1.2%

35 Recent Financial Performance ($ millions) Q4 2008Q4 2007% Increase Net Revenue % Direct Costs % SG & A625611% D & A7531% _____ Operating Income262034% Operating Margin12%11% Net Income211632% _____ EPS (Inc SFAS 123R)35c26c35% Weighted Average no. of Shares (Inc SFAS123R) 59.9m60m

36 Summary Balance Sheet and Cash Flow ($ millions) Dec 31, 08Dec 31, 07 (Year) Net (Debt)/Cash($4.3)$23.8 Total assets$867.3$693.1 Shareholder’s equity$456.4$388.4 Cashflow from operations$81.3$42.9 Capital expenditures$67.9$75.4 CAPEX Excl. Dublin Extn.$46.0$36.8

37 Top Global Clinical CRO - #4 Excellent strategic position Solid market fundamentals Outstanding record of growth Strong balance sheet Investment Case Summary