11. • CDR to provide relief
• Strategic joint venture
• Increase in FDI
• Commercial Building-
competition from China
• Hydrocarbon EPC
• Changes in DPP 2013
may affect the
opportunities
• Unconfirmed/re-
negotiable orders
• Hgh debt
• Subsidy reversal
• Unparalleled
infrastructure
• Unique Location
• Global Strategic
Alliances
S W
OT
12.
13.
14.
15.
16. Year Budget Allocation In
Billion US $
2008-09 23.79
2009-10 31.93
2010-11 33.20
2011-12 37.05
2013-14 33.30
2014-15 36.30
2015-16 40.40
20. Strategic Rationale
1
Lupin currently marketed products in the U.S. of 81
increasing to 101
Adds portfolio of 20+ stable, high-margin generic
products
Complements Lupin’s U.S. portfolio
Strengthens
presence in
attractive US
generics market
2 Full portfolio of controlled substance products with
19 products filed
Leadership in niche areas such as colonoscopy prep
Products across other niche areas such as
dermatology (22 filings)
U.S. platform for
growth in high
value niche
generics
3 Robust pipeline of over 130 products including 66
ANDAs filed and 65+ in development
R&D team of ~100 professionals based out of
Somerset, NJ, capable of filing 20+ products per year
Significantly
enhances near
term pipeline &
R&D
21. Strategic Rationale (cont’d)
4
Provides access to U.S. government business
Access to high barrier-to-entry U.S. controlled
substance market
High breadth of capabilities complements Lupin’s
existing infrastructure
US manufacturing
infrastructure
5 Key focus on enhancing value through strong
internal R&D and formulation capabilities
Culture of robust compliance and quality in
manufacturing
Strong cultural fit
6 High double-digit growth and strong operating
margins
Revenue expected to expand >3x by FY2018
2014 EBITDAmargins of 36%
Robust financial
profile
30. Strong Cultural Fit
Key focus on enhancing value through strong internal R&D and
formulation capabilities
– Established track record in R&D with 66ANDAs filed/pending at
the FDAand an additional 20 marketed products
~100 employees focused on R&D
Focused on products with limited competition and high barrier-to- entry
(intellectual property, technical complexity and clinical requirements)
Ability to file 20+ products per year
–
–
–
Culture of robust compliance and quality in manufacturing
– No warning letters in history of facility
31. Execution of M&A Strategy
Sept 2014
Ophthalmics presence
• Primary Focus US / EU /
potentially Japan
• Focus on Pediatrics,
Dermatology, GI,
Ophthalmics
• Focus on
• EU (Russia & CEE)
• LatAm
Medquimica
Grin Mexico
Brazil
June 2015
•Enters LatAm in •Expands LatAm
area
Biocom
Russia
•Enters Russia
Generics
• Generic assets with
complementary pipeline /
technology capabilities
• Controlled substances,
dermatology and US Govt
business access
Generics / Technology
Capabilities Geographic Expansion Specialty / Brand
32. Synergistic to Lupin’s strategy
2020+
2018 Leading global generics
player
Significant Specialty
business
Inhalation Specialty
Vertical
Derm Specialty Vertical
Biosimilars
commercialization
NCE’s
2016 Leading generics player
with a larger specialty
business
Stronger geographic
spread
Enhanced Generic
Platforms –Derm /
Controlled Substances
Advanced market
Biosimilar launch
Primarily a Generic /
Branded Generic
Business
3 strong geographies
Aligned to Lupin’s Strategic Goal of transformation to Specialty Company
Lupin is the 4thlargest player in Indian pharmaceuticals industry.
over the years lupin ….
U.S. private company, is a
in addition to partnering with pharmaceuticals companies worldwide to synergize development, manufacturing, and marketing capabilities.
In its fifth foreign acquisition within 18 months
to boost its presence in the US, the company’s biggest market
This is the largest acquisition by any Indian pharmaceuticals company in the US, where Lupin is sixth in terms of market share