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Company Profile Ranbaxy was incorporated in 1961 and went public in 1973. Ranbaxy Laboratories Limited (Ranbaxy), India's largest

pharmaceutical company. It is an integrated, research based, international

pharmaceutical company, producing a wide range of quality, affordable generic medicines, trusted by healthcare professionals and patients across geographies.

The Company has a global footprint in 43 countries, world-class manufacturing facilities in 8 countries and serves customers in over 125 countries.

In June 2008, Ranbaxy entered into an alliance with one of the largest Japanese innovator companies, Daiichi Sankyo Company Ltd., to create an innovator and generic pharmaceutical powerhouse.

The combined entity now ranks among the top 20 pharmaceutical companies, globally.

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History When we set out on our way in 1961, little did we realize the impact we

would make on the Indian and global pharmaceutical industry. Take a look at how Ranbaxy has grown through the decades...... History

1961= Company incorporated

1973= Ranbaxy goes public

1977=Ranbaxy first joint venture in Lagos (Nigeria) is setup

1983= A modern dosage forms facility at Dewas (MP) in India goes on Stream.

1990= Ranbaxy granted its first US Patent, for doxycline

1994=Estabilished regional headquarters in UK and USA . Listed in Luxenburg stock exchange

2000= forays in to Brazil, the largest pharmaceutical market in South America.

2005=Launches operations in Cannada.

2011= Celebrates golden jubilee year

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Financials For the year 2011, the Company recorded Global

Sales of US $ 2.1 Bn. The Company has a balanced mix of revenues from

emerging and developed markets that contribute 47% and 46% respectively.

In 2011, North America,

1. North America, the Company's largest market contributed sales of US $ 791 Mn,

2. Europe contributing US $ 297 Mn

3. Asia clocking sales of US $ 503 Mn.

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Mission/Values Ranbaxy's mission is 'Enriching lives globally, with

quality and affordable pharmaceuticals'. Values 1. Achieving customer satisfaction if fundamental to

our business2. Provides products and services of the highest

quality 3. Ensure profitable growth and enhance wealth of

the shareholders 4. Fosters mutually beneficial relations with all our

business partners 5. Manage our operations with high concern for

safety and environment. 6. Be a responsible corporate citizen

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People The Company's business philosophy based on delivering

value to its stakeholders constantly inspires its people to innovate, achieve excellence and set new global benchmarks.

Driven by the passion of it's over 14,000 strong multicultural workforce comprising of more than 50 nationalities, Ranbaxy continues to aggressively pursue its mission of 'Enriching lives globally, with quality and affordable pharmaceuticals'.

Top Management Dr Tsutomu Une Chairman Mr Arun Sawhney: CEO & Managing Director Independent Director1. Dr Anthony H Wild 2. Mr Rajesh Shah3. Mr Akihiro Watanabe 4. Mr Percy Shroff

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Products The Company remains focused on ascending

the value chain in the marketing of pharmaceutical substances and is determined to bring in increased revenues from dosage forms sales.

Ranbaxy robust performance in Cardiovasculars, Central Nervous System, Respiratory, Dermatology, Orthopedics, Nutritionals and Urology segments, clearly indicates that the Company has strengthened its presence in the fast-growing chronic and lifestyle disease segments.

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PRODUCTS OFFERED

ANTI – INFECTION G.I & NUTRITIONALS CVS & DIABETES CNS NS AID & RELATED ANTI ALLERGANTS ANTI RETROVIRALS UROLOGY OTHERS

Recent Acquisitions & Alliances

Terapia (Romania)

Be-Tabs (South Africa)

Allen (Italy)

Ethimed (Belgium)

Mundogen (Spain)

Zenotech (India)

Krebs (India)

Jupiter Biosciences*(Ind.)

Cardinal Drugs (India)

Auto-injector Tech.(USA)

* Subject to due diligence

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Competition AnalysisName Sales Turnover Net Profit Total Assets

Parimal Health 1,350.95 130.72 11,984.78

Dr Reddys Labs 5,249.07 893.31 7,465.00

Cipla 6,123.84 967.12 7,054.34

Sun Pharma 1,933.12 1,383.80 6,731.06

Ranbaxy Labs 7,475.90 -3,052.05 6,258.36

Lupin 4,508.50 809.98 4,135.95

Glenmark 1,154.63 212.18 3,122.86

Strides Arcolab 529.44 73.56 2,799.01

Cadila Health 2,919.88 610.38 2,653.90

Wockharth 1,754.92 -132.07 2,568.61

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Business Strategy

• Ranbaxy is focused on increasing the momentum in the generics business in its key markets through organic and inorganic growth routes.

Current

• Growth is well spread across geographies with focus on developed and emerging markets.

Focus

• Endeavour to provide a wide basket of generic and innovator products, leveraging the unique Hybrid Business Model with Daiichi Sankyo

Hybrid Model with Daiichi Sankyo

• Focus in high growth potential segments like Vaccines and Biogenerics. (will add significant depth to the existing product pipeline.)

New Areas

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R&D: Key Business strategy.

R&D is a vital component of business strategy•sustainable•long-term competitive advantage•over 1,200 R&D personnel engaged in

path-breaking research.

R&D History•Since 1970•first-of-its-kind world class R&D centre was

commissioned in 1994•dedicated facilities for generics research

and innovative research

Daiichi Sankyo Group. •Ranbaxy's New Drug Discovery Research

(NDDR) was transferred on July 2010•Part of the strategy to strengthen the

global Research and Development •Headquartered in Gurgaon

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STRATEGIESRanbaxy is focused on increasing the momentum in the generics business in its key markets through organic and inorganic growth routes. Growth is well spread across geographies with focus on emerging markets The Company continues to evaluate acquisition opportunities in India, emerging and developed markets to strengthen its business and competitiveness. Ranbaxy has forayed into high growth potential segments like Biologics, Oncology and injectables. These new growth areas will add significant depth to the existing product pipeline.

The Globalization Strategy Growth Strategy Poised For Growth API Development And Production Dosage Form Development And Manufacturing Contract Manufacturing

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Total Sales -Ranbaxy_AR-2011.pdf

Page 118.

Assets- Page 132.

Manufacturing Cost- Page 109

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SWOT ANALYSIS:

STRENGTHS:

Presence in 23 of the 27 EU countries.

Low cost of production.

Efficient technologies for large number of Generics.

Large pool of skilled technical manpower both in India and

abroad.

Increasing liberalization of government policies.

Well developed industry with Strong manufacturing Base.

Rich Bio-diversity.

Non Infrenging products of Active Pharmaceuticals Ingredients.

High standards of purity.

Growing incomes.

Growing attention for health.

New diagnoses and new social diseases.

New therapy approaches.

Spreading attitude for soft medication (OTC drugs)

Spreading use of Generic Drugs.

Globalization

Easier international trading.

New markets are opening.

Supply of generis drugs to developed markets

Contarct manufacturing arrangements with MNCs.

Niche player of global Pharmaceuticals and R&D

Opportunities:

WEAKNESS:

Fragmentation of installed capacities.

Low technology level of Capital Goods of this section.

Non-availability of major intermediaries for bulk drugs.

Lack of experience to exploit efficiently the new patent regime.

Low share of India in World Pharmaceutical Production (1.2% of world

production but having 16.1% of world''s population).

Very low level of Biotechnology in India and also for New Drug Discovery

Systems.

Low level of strategic planning for future and also for technology

forecasting.

Production of spurious and low Quality drugs tarnishes the images of

industry at home and abroad.

Production of Duplicate drugs

Absence of Association between Institutes and Industry..

THREATS:

Competition From MNCs

Containment of rising health-care cost.

High Cost of discovering new products and fewer discoveries.

Transformation of process patent to product patent.

Stricter registration procedures.

High entry cost in newer markets.

High cost of sales and marketing.

Non tarrif barriers imposed by developed countries.

Competition, particularly from generic products.

Switching over form process patent to product patent.

Drug price control order put unrealistic ceilings on product prices

and profitability and preventa company from generating investible

surplus

Thank You