Third India Russia Trade & Investment Forum, Moscow

1. Third India Russia Trade & Investment Forum, Moscow Ramesh Adige President – Corporate Affairs & Global Corporate Communications, Ranbaxy Labs Ltd. Sep. 29, 2009

2. Except for the historical information contained herein, statements in this presentation and the subsequent discussions, which include words or phrases such as “will”, “aim”, “will likely result”, “would”, “believe”, “may”, “expect”, “will continue”, “anticipate”, “estimate”, “intend”, “plan”, “contemplate”, “seek to”, “future”, “objective”, “goal”, “likely”, “project”, “should”, “potential”, “will pursue” and similar expressions or variations of such expressions may constitute "forward-looking statements". These forward-looking statements involve a number of risks, uncertainties and other factors that could cause actual results to differ materially from those suggested by the forward-looking statements. These risks and uncertainties include, but are not limited to our ability to successfully implement our strategy, our growth and expansion plans, obtain regulatory approvals, our provisioning policies, technological changes, investment and business income, cash flow projections, our exposure to market risks as well as other risks. Ranbaxy does not undertake any obligation to update forward-looking statements to reflect events or circumstances after the date thereof. Safe Harbor

3. Mission “To become a Research-based International Pharmaceutical Company”

4. Values • Achieving customer satisfaction is fundamental to our business • Provide products and services of the highest quality • Practice dignity and equity in relationship and provide opportunities for our people to realise their full potential • Ensure profitable growth and enhance wealth of the shareholders • Foster mutually beneficial relations with all our business partners • Manage our operations with high concern for safety and environment • Be a responsible corporate citizen

5. Presentation Structure • Industry Trends & Growth Drivers • Indian Pharmaceutical Market • Ranbaxy Overview • Ranbaxy in Russia • Research & Development • Acquisitions and Alliances • Policy – Enabler & Differentiator

6. Industry Trends & Growth Drivers

7. Global Pharmaceutical Landscape Global Pharma Market Slice US $ Bn • Global Pharmaceuticals Market: • 2008: ~ US $ 726 Bn (+5%) • Global Generics Market: • 2008: US $ 78 Bn (+3.6%) • Key Drivers of Generics: • Significant patent expiries (~US $ 80 Bn drugs)through 2012 • Increasing generic penetration • Rationalizing healthcare costs • Emerging markets opportunity Source : IMS Mat Sept 2008

8. Changing Times • Increased regulatory vigilance • Diminishing global R&D pipeline & Increasing development costs • Leading to few product launches • Ageing populations leading to higher healthcare expenses • Govt. increasingly resorting to controlling healthcare budget • Increasing focus on Generics to control costs. • Changing business models • Innovator pharma consider Generics as new growth engine • Emerging markets are the new growth driver • Daiichi Sankyo (Japan) acquired Ranbaxy (India) • Sanofi (France) acquired Zentiva (Czech) • Pfizer (US) alliance with Claris and Aurobindo (India) Source : IMS Mat Sept 2008

9. Growth Potential • Patent Expiries • New Markets • Healthcare Costs The Global Generics Advantages India Factor Consolidation • Size & Scale • Therapeutic Width • Operational Synergies • Scientific Talent • Cost Advantage • Gx / Rx Competencies Product Portfolio • Pressure on Vanilla Gx • Move to Specialty/ Niche

10. Indian Pharmaceutical Market

11. Indian Pharmaceutical Market

12. Ranbaxy Overview

13. Ranbaxy Overview • India’s largest pharmaceutical company • Ranked among the top 10 global generic pharmaceutical companies • Ranbaxy & Daiichi Sankyo combined rank among the top 15 global pharmaceutical companies • Worldwide Presence • Ground presence in 49 countries, products sold in over 125 countries • Manufacturing locations in 11 countries • Global consolidated sales – US $ 1682 Mn (2008) • Business • - International 80% • - Domestic 20% • >12000 employees globally represented by 50 nationalities

14. Business Model Product Portfolio Global Reach • Developed Markets • North America, EU, Japan, Australia • Emerging markets • India, Romania, Russia, • South Africa, CIS • Brazil, Mexico • Generics • Branded Generics • Branded & OTC • Competitive Advantages • Aggressive Marketing • Low cost of Innovation • Manufacturing Competitiveness • Global Management Research & Development Manufacturing • Dosage Form • API* - Vertical Integration • In-house / Outsource • The India advantage • New Chemical Entities • Generics / NDDS* • Complex / Niche/ FTF* • The India advantage * NDDS - Novel Drug Delivery System, API – Active Pharmaceutical Ingredients, FTF – First to File

15. Evolution of Market Mix FY 2005 FY 2008 • Improving balance in market mix • Growth well spread across geographies • Positioned to leverage various market opportunities

16. Developed Markets Presence • Largest generic market worldwide • Significant patent expiries through 2011 • Ranbaxy is ranked amongst top 10 generic companies USA • Germany, UK - mature markets • France, Spain, Italy, Romania - emerging markets • Ranbaxy has presence in 23 of the 27 EU countries EU • Mature generic market • Ranbaxy is the fastest growing generics company in Canada Canada • Emerging generic market, < 5% generic penetration • 1st Indian pharma company, key products amongst market leaders Japan Source : IMS

17. Emerging Markets Presence • Leadership position in domestic market • Company growing faster than market India • Ranked as the No 1 Generics Company • Strategic for servicing EU operations Romania • Fast growing markets • Strong base in acute therapies, expanding into chronic /OTC Russia & Ukraine • Key market in the African continent • A strong No 5 player in the region South Africa Source : IMS

18. Russian Pharma Market • Total market in 2008 – $ 12.60 Billion • Retail - $ 7.13 Bn • Hospital - $ 1.57 Bn • Reimbursement - $ 3.90 Bn • Healthcare spend as % of GDP: ~ 6% • High entry price • High dependence on 3 Federal distributors - Protek , SIA and Katren (64% Share) • Registration process usually takes not less than 2 - 4.5 years (Procedure becomes more and more tough and expensive)

19. Ranbaxy’s Russia Operations • Entered Russia in 1993 • Zao Ranbaxy – A distribution company established in 2004 • Sales during the year 2008- USD 68 Mn (2007- USD 52 Mn) • Ranked No. 22 in the Russian generic market ( MAT July 09) • Top Selling Brands: Ketanov & Cifran • Top Antibiotics: Cifran, Klabax, Norbactin, Zanocin, Eleflox, Oframax, Ranclav • Key Ethical and OTC brands: Ketanov (pain reliever), Faringosept (Throat antiseptic), Coldact Flu (Cold & Flu) • No. of people: ~ 316 (Only 2 expats & 3 locally hired IOP) • Key Strengths: • Strong Marketing & Distributor network • Balanced portfolio and robust product pipeline • Skilled and experienced field force • Strong presence in antibiotics and analgesics • In Mid-term, Ranbaxy is planning local JV or tie-up leading to local production

20. Research & Development

21. Research & Development State-of-the-art R&D facilities based in India R&D III R&D IV R&D II R&D I

22. Research & Development • Dedicated Facilities for Innovative & Generics Research • > 1400 R&D Personnel ( ~ 300 Doctorates) • Highest R&D spender across industry • 8 - 10 NCE molecules in pipeline • NDDS based products (4 platform technologies) • R&D collaborations Alliance / Collaboration in NDDR Alliance / Collaboration in NDDR Out-licensing In NDDR Out-licensing In NDDS

23. Our Global Manufacturing Strengths • cGMP compliant world-class API & Dosage Forms manufacturing facilities across the globe • 11 manufacturing locations worldwide • API facilities - increasing vertical integration • Creating capacities for specialty products • New facilities added in cost advantageous geographies Romania USA Ireland Nigeria India China Malaysia Vietnam

24. Acquisitions & Alliances

25. Ranbaxy – Daiichi Sankyo Partnership • A path breaking confluence that redefines the global pharma paradigm • Combines complementary strengths • Provides solutions to key need-gaps for each organisation • Strategic combination creates an Innovator and Generic Pharmaceutical Powerhouse • Combined entity is the 15th largest global pharmaceutical company • Ranbaxy enters into a new orbit to chart a higher trajectory • Complementary strengths ranging from excellence in NDDR to extensive reach across global markets • Financially & strategically beneficial for all stakeholders

26. Acquisitions & Alliances Since 2006 > US $ 500 Mn spend on M&A • Terapia (Romania) • Be-Tabs (South Africa) • Allen (Italy) • Ethimed (Belgium) • Mundogen (Spain) • Derma Brands (USA) • Auto-injector Tech (USA) • Orchid (India) • Zenotech (India) • Krebs (India) • Jupiter (India) • Cardinal Drugs (India)

27. Policy – Enabler & Differentiator

28. Policy – Enabler & Differentiator Intellectual Property TRIPS compliant legislation in place Infrastructure and Capacity enhancement on track Patent manual Fast track IP courts – need of the hour Data Protection – with safeguards Section 3(d) – exclusion criteria Marketing authorization linked to patents? Nexavar – Sorafenib (Bayer vs Cipla) Dasatinib – Sprycel (BMS vs Hetero)

29. Policy – Enabler & Differentiator Central Drug Authority of India Organization for better focus on Quality and implementation On lines of global best regulatory authorities 10 separate division for - Regulatory Affairs, enforcement, legal and consumer affairs - New drugs and clinical trials - Biological and biotechnology products - Pharmacovigilance / Drug safety Medical Devices and Diagnostics Imports - Organisational Services and Finance - Quality Control Affairs - Indian system of medicine and homeopathy Training and International cooperation

30. Policy – Enabler & Differentiator Drug & Cosmetic Act (Amendments) – Spurious / Counterfeit Cognizable and Non –Bailable Special courts Stricter punishments and penalties Drugs Price Control Order Only 74 essential drugs under price control Specific formula allows for expenses and reasonable returns Imported medicines allowed 50% margin over import price to cover all expenses and returns. No. of drugs under price control decreased progressively over years.

31. Policy – Enabler & Differentiator Food Safety and Standards Authority Aims to integrate the Food safety laws Systematically and scientifically develop the food processing industry Shift from a regulatory regimen to self compliance 3 Tier structure Apex Food Safety and standards authority Central advisory committee Scientific panels and committees Graded penalty structure – punishment based on severity of violation

32. Thank You