Brazil Pharma is the largest drugstore chain in Brazil outside the Southeast region. Over the past year, the company has focused on integrating its regional chains through administrative consolidation, logistics optimization, procurement integration, and disseminating its corporate culture. These integration efforts have improved the company's operational efficiency and financial performance since its IPO, demonstrated by increasing sales, gross margins, EBITDA and declining expenses.

1. Brazil Pharma
VI Equity Ideas Conference
Credit Suisse
Institutional Presentation
22 January, 2013

2. Company
Overview
Santana store. Salvador, BA
Sector Overview

3. 3
7.00
8.30 9.40 10.30 11.20 11.60
13.10
14.80
17.20
19.20
21.50
23.60
26.40
30.20
36.00
43.00
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Source: IMS Health.
Drivers Micro Momentum
Regional
Brands
Fragmented
Market
Sector
Formalization
Drivers Macro
Income
Growth
Population
Aging
Generic
Medicines
14.4 15.8 17.7
20.3
23.0
6.3
7.0
8.0
9.7
11.2
2.9
3.6
4.5
6.2
8.8
23.6
26.4
302
36.2
43.0
2007 2008 2009 2010 2011
Branded OTC Generic
CAGR ‘07-11
Medicine: 12.7%
Generics: 24.9%
Branded: 9.8%
OTC: 12.2%
Sales performance in the Brazilian pharmaceutical market from 1996-2011 (R$ Billion)
Industry Performance
A Growth and Accelerating History

4. 4
Brazil Pharma vs Competitors (2011)
Competitors Focus
Drugstores per region (2011)
More dense
Less dense
Market Growth - CAGR (2007-2011)
Geographic Concentration
Still concentrated in the Southeast
There is low competition on the regions outside the Southeast.
Source: IMS.

5. Sector
Overview
Rosário store. Brasília, DF
Company Overview

6. 6
CLIENTSINVESTORS
SUPPLIERSTALENTS
To be the first choice to our public is one of the main strategic business guidelines of the Company
Your First Choice:
1st

7. 7Source: Brazil Pharma; Note: (1) Ranking by number of owned stores as of December 31, 2012 considering the four largest Drugstore chains in Brazil; (2) n/a: Other chains do not have
operations in the region
Drugstore ranking per Region
Number of Stores
1
4th
2nd
1st
Northeast
n/a
(2)
3rd
North
n/a
(2)
n/a
(2)
Southeast
n/a
(2)
Mid-west
n/a
(2)
South
n/a
(2)
Strong Local Knowledge
Leadership position in four out of five regions

8. 8
86
Brazil Pharma footprint and clusters
North 109
Northeast 244
Midwest 121
Southeast
South 207
REGIONS
Owned stores
10
1
108 20
15
21
11
198
7
75
116
1
9
237 Owned stores
116 Owned stores
121 Owned stores
369 Franchises
207 Owned stores
05 Distribution centers
Footprint 1,050 Stores
89
Source: Brazil Pharma
National Footprint
The largest drugstore chain outside the Southeast

9. 9
Strong Organic Growth Capacity
Organic Growth (# owned stores)
Brazil Pharma Abrafarma
Branded GenericsHPC
Profitable Sales Mix
(3Q12)
Geography: More Growth and Less Competition
(CAGR07’-11’)
Maturation of Owned Stores
(3Q12)
Brazil Pharma competitive advantages
Competitive Advantages
Strong growth potential
Source: Brazil Pharma and IMS.
333
90
95
109 54 681
2009 3Q12Openings
2011
Openings
9M12
Openings
2010
Openings
2009
14.2%
17.2%
13.7%
54.9%
Stores < 12 months
Stores > 12 < 24 months
Stores > 24 < 36 months
Stores > 36 months
64.9%
28.5%
11.7%
37.1%
45.9%
17.0%

10. 10
Rodrigo Silveira
Operations
Sara Rezende
CFO
Carlos Dutra
Commercial Director
André Sá
CEO
13 years
Renato Lobo
Director of Investor Relations 18 years
Flavio Sanchez
Shared Service Center Director
Management Experiência
6 years
20 years
19 years
Experience
Gabriel Guioto
Director of People & Management
13 years
16 years
Logistics
Jadir
Tavares
Procurement
Renato
Stefanoni
Trade
Marketing
Rovilson
Apolinário
Operations
N/NE
Ricardo
Kitamura
Operations
NE(Bahia)
Wesley
Barbosa
Operations
MW
Emílio
Azevedo
Operations
S
Delmar
Raguzzoni
Commercial
Integration
Carlos Dutra
Integration of
Operations
Rodrigo
Silveira
33 years20 years7 years 18 years12 years12 years 10 years20 years20 years
Projects
Juliana
Amaral
IT
Rogério
Segala
SSC
Alessandra
Araújo
SSC -
Administrative
Integration
Flávio Sanchez
6 years
SAP
Project
Eduardo
Portela
11 years
Experienced Management
Strong industry and pharma retail background

11. 11
Shareholder’s Structure
BTG Pactual + FIPs ManagersOperating Partners Free Float
35.7% 44.6%19.3% 0.4%
100% 100%100% 100% 100% 100%
Note: As of January, 2013
40%

12. 12
Remaining Lock-up Period
Note : Rosario’ s familly did not have lock-up (1) After the 3 years lock-up shareholders have the right to sell all stake (2) Shareholder have the right to sell up to 1/3 of the shares every
year after the first anniversary (June, 2011).
2011 2012 2013 2014 2015 2016
Feb/2012 Feb/2015
Mar/2012 May/2015
Jun/2011 Jun/2014
Jun/2011 Jun/2014
1
2
1
1
Jan/2013
Shares: 2,250,974
% Shares: 0.9
Shares: 7,864,262
% Shares: 3.1
Shares: 15,000,000
% Shares: 5.9
Shares: 23,840,957
% Shares: 9.4

13. Carlos Alberto. Sant’Ana store, Salvador, BA.
Value Drivers
Integration & Retail Management

14. 14
Becoming 100% Integrated
Applying management excellence to pharmaceutical retail: 4 fronts
3.Training & Culture
• Expand sales training program
• Spread Brazil Pharma culture to
all chains
• Ensure excellence for customer
service
• Train regional leaders
1.Administrative
(SSC)
• Unification and integration of all
back-offices into one single
center
• Standardize controls and
practices
• Cutting costs and simplification
of administrative processes
• Systems unification - SAP
project
2.Commercial
• Integrated procurement and
mix optimization
• Strengthen relationships with
industry
• Maximization of logistics
intelligence from DCs
• Standardization of store layout
and utilization of consumer
intelligence
4.Operations
• Consolidate leadership in our
markets
• Expansion - identify points and
analyze new markets
• Monitor sales targets and
performance
• Monitor local market practices
and competition's
Focusing on integrating our regional chains and bringing in retail management expertise

15. 15
Opened in March 2012, the purpose of the SSC is to integrate back-office activities of all our platforms
SSC Aim - More with Less
Plug-in more activities in SSC leveraging effort to boost productivity
PAS Sant’ana
PAS Corporate and Farmais
PAS Mais Economica
Future: PAS Big Ben and Guararapes
Shared Services Center - SSC
Administrative - Back-offices
MAPPING
PLUG-IN
CONTINUOUS
IMPROVEMENT
1
2
3
Plugging platform into SSC. Mirroring:
activities running in parallel - SSC and
platform - for 60 days, to mitigate errors;
Understanding needs of platform, design of
scope and processes;
Through quality tools, constant pursuit of
improvements in process and productivity
gains.
Plug-in Stages
PAS Rosário
Admission to Termination
Calculation and Collection
Calculating Results
Administrative-Financial
Administrative Support
IT Support
PAS
CenterSharedServices-
SSC
• SSC in Brasilia, DF
• 6 Service Outposts (PAS) executing
local activities

16. 16
Purchases
Integrated
Commercial – Procurement
Business Intelligence - Ongoing integration front
Segregated
Purchasing Departments
Integrated
Purchasing Department
• A purchasing department for each platform
• Purchases made separately based on policies
specific to each regional
• Unified structure and commercial conditions
• Strengthening relationship with industry
• Negotiating nationwide campaigns
• Ensuring profitable mix: fewer SKUs and maximize
profitability by category, manufacturer, tax situation
Single Purchasing Department model with regional cells to
understand local needs

17. 17
5 distribution centers strategically located in order to support our regional operations
North – 1 DC
• Belém do Pará, PA
Storage: 50,000 SKUs
Distribution centers
Supply of owned stores
Commercial - Logistics
Distribution centers
South – 1 DC
• Canoas, RS
Storage: 12,000 SKUs
Midwest – 1 DC
• Brasilia, DF - New DC inaugurated in Oct/12
Storage: 13,000 SKUs
Northeast – 2 DCs
• Jaboatão dos Guararapes, PE
Storage: 13 thousand SKUs
• Salvador, BA - New DC inaugurated in Nov/12
Storage: 15,000 SKUs
Fast delivery capacity and stock replacement
Purchases made directly from the industry :
Better purchasing conditions

18. 18
Commercial - Logistics
Distribution Centers - Improvement and integration fronts
Appropriate DC’s Structure :
Managing stock and break discontinuity:
Efficient store replenishmentCamaçari, BA
Jaboatão dos Guararapes, PE Canoas, RS
• Adequate physical space for the company’s growth
mission
• Standardization of operating processes across all
distribution centers - systems, indicators, stock control.
• Operational excellence for storage, transportation and
security, with focus on productivity.
Switch photo
Operational excellence to support sales growth

19. 19
Trade Marketing
Constantly working to improve the consumer experience
Non-renovated stores Renovated store
Effort in adjusting mix and layout to maximize sales and provide better
consumer experience
Complete renovation: store facade and interior
Partial renovation: adjust gondolas and category management
(intelligence in organization depending on consumption stimulus )
Sant’Ana store, Salvador Shopping. Salvador, BA
Guararapes store. Recife, PE

20. 20
Trade Marketing
Tools for optimizing store space: higher profitability and sales
Check-out display: high turnover products to encourage
impulse purchasing
Gondola point: clusterizing stores by customer profile to
maximize potential of product exposure
Work with the industry to increase exposure of products and adjust layout to provide better consumer
experience
Dermocosmetics space to display premium products
Category management : Product layout organization
depending on consumption drivers
Sant’Ana store, Salvador Shopping. Salvador, BA

21. 21
Training & Culture
Training and tools
• Correct each sales team's major deviations or productivity
problems;
• Educational, training and professional development
programs;
• Training to offer our clients the same consumer experience
whichever platform they are visiting;
• Integrating methods: endorsement of store facades,
uniform, attendance and sales force compensation.
Brazil Pharma Sales Training Program - created in 2012
Focus on sales has generated robust and tangible results
10%
90%
13%
87%
MULTIPLICADOR
LOJA
Multiplier share of sales
Portion of Sales (%)
Before course After course
Think
about this!
MULTIPLIER
STORE

22. 22
Training & Culture
Culture roadshow
• Dimension of Brazil Pharma’ structure, proud to be part of the group;
• Delivery of the “Culture plaque”: symbol of Brazil Pharma presence
in each store and guideline for employees conduct;
• Promote high management – employee proximity: every employee
can reach the Company’s top leadership.
Stores visits with management to disseminate the corporate culture all over Brazil
84 stores visited since the beginning of
the project in July/2012

23. Big Ben store, Belém, PA
Performance
Since IPO

24. 24
Footprint at and 12 months later the IPO
663 Points of sale
302 Owned Stores
361 Franchises
Platform @ IPO Actual Platform
207 Owned stores
369 Franchises
237 Owned stores
121 Owned stores
116 Owned stores
1,050 Points of sale
681 Owned stores
369 Franchises
89 Owned stores
60 Owned stores
153 Owned stores
361 Franchises
(1) Sant’Ana’s Distribution Center caught fire on December 2011. A new distribution center was inaugurated on November, 2012 ; (2) Includes 11 stores acquired from Estrela
Galdino on April , 2012 and added to Sant’Ana’s store count in June 30, 2012.Therefore they generated no revenues in 9M12.
1
(1Q11) (3Q12)
Distribution Center
Owned stores
Franchises
Increasing Footprint Since IPO
Strong delivery since the IPO…

25. 25
Incresing operational efficiency and stores productivity
Source : Brazil Pharma ; Notes: (1) Considers total stores and distribution centers employees ; (2) Considers total employees (store, distribution centers and administrative).
3.7 7.4
22.6 19.7
BRPH @ IPO (1Q11)
34,4 51.3
BRPH 3Q12
1.5 3.8
-13%
+100%
+153%
+49%
Store EBITDA / employee1
(R$ thousand)
# of store employees
per store
Sales per store / employee
(R$ thousand)
EBITDA / employee2
(R$ thousand)
Operational Performance Since IPO
Not only in growth, but also on the performance
3.8 3.6 -5%# of administrative + distribution
center employees per store
Stores Performance
Administrative Performance

26. 9M12 – Financial
Highlights
Mais Econômica store, Canoas, RS

27. 27
28.3 29.9 30.5 28.8 31.4 31.3
1Q11 2Q11 3Q11 1Q12 2Q12 3Q12
10.0%
12.4%
8.6%
16.2%
13.8% 15.1%
1Q11 2Q11 3Q11 1Q12 2Q12 3Q12
5.8%
8.9%
6.1%
12.1%
9.1% 7.8%
1Q11 2Q11 3Q11 1Q12 2Q12 3Q12
Sales Profile¹
Sales Mix
(% of Gross Revenues)
Average Ticket
(R$)
(1) Proforma information, except when otherwise indicated.
Same-Store Sales (SSS)
(Total - %) (Mature Stores - %)
31.6% 37.5% 36.5% 37.1%
47.5% 46.1% 46.4% 45.9%
21.0% 16.4% 17.1% 17.0%
2011 (Non-
proforma)
1Q12 2Q12 3Q12
Non-Medicine Branded Generics

28. 28
Gross Profit and Gross Margin
(R$ Million | % of Gross Revenues)
Adjusted EBITDA and EBITDA Margin 2
(R$ Million | % of Gross Revenues)
Gross Revenues
(R$ Million)
(1) As of September 30th, 2012, on a proforma basis; (2) Excludes non-recurring expenses.
673.6 719.0 699.3 746.8 804.4
3Q11 4Q11 1Q12 2Q12 3Q12
211.3 226.8 211.0 224.5 247.1
31.4% 31.5% 30.2% 30.1% 30.7%
3Q11 4Q11 1Q12 2Q12 3Q12
44.0 43.6 36.9 46.3 52.3
6.5% 6.1%
5.3%
6.2% 6.5%
3Q11 4Q11 1Q12 2Q12 3Q12
SG&A Expenses 2
(R$ Million)
3Q12
144.7
50.1
194.8
24.2%
122.7
2Q12
126.2
51.9
178.1
23.8%
1Q12
51.5
174.2
24.9%
4Q11
134.5
48.7
183.2
25.5%
3Q11
111.4
55.9
167.3
28.5%
SG&A
SG&A
Sales
SG&A (%)
Financial Highlights¹ 9M12

29. Farmais
Farmais franchise, São Paulo, SP

30. 30 30
Brazil Pharma
• Capturing market share in regions where operation by our owned stores would not be justified
• Expansion with little capital investment
• Market perception in regions in which we do not yet operate
Farmais
Largest chain of franchises in Brazil's pharmaceutical retailing
Franchisee
• Professionalization of point of sale and retail expertise
• Better procurement conditions - ensure profitability for the business
Strengthening brand
visibility for
consumers
• Purchases made under conditions negotiated for the entire Brazil Pharma
group (over 1,000 stores) - better margin
• More attractive rates for financial products
• Team specialized in retail management and trade marketing know-how to
boost store sales and product visibility
• Managing stocks and optimizing regionalized mix
• Legal and Accounting Support
• Marketing campaigns with well know artists
Strengthening
perceived value for
franchisee
Strengthening Brand
Target 2013: Farmais nationwide
penetration

31. 31
Why to expand the footprint?
Addressable market
•10,062 stores
• Average turn-over ~R$
140 thousand/month
• Total turn-over ~R$ 1,4
Bi / month ~R$ 16,8 Bi /
year
Source: IMS internal bases. Data related to medicine sales
Cat. 1
Cat. 2
Cat. 3
Cat. 4
Cat. 5
Cat. 6
Cat. 7
Cat. 8
312 stores
12,7% market share
660 stores
12,5% market share
1,023 stores
12,4% market share
1,627 stores
12,4% market share
2,887 stores
12,4% market share
5,548 stores
12,5% market share
11,172 stores
12,6% market share
41,052 stores
12,6% market share
R$ 1,267
R$ 592
R$ 377
R$ 237
R$ 134
R$ 70
R$ 35
R$ 10
Average monthly sales in R$ 000

32. BPHA3 in the Capital
Market

33. 33
Performance BPHA3
Performance BPHA3 since IPO¹-YTD²
Share/price after Stock split
Performance BPHA3 IPO¹-YTD²
(Index 100: 06/24/11)
R$ 14.60
BPHA3
169
IBOV
101
+69,4%
IPO-YTD²
Source: Bloomberg. 1- IPO Brazil Pharma: 06/24/2012. 2- Close of trading 01/21/13. BPHA3 R$14.60; Ibovespa 61.899 points.
Ibovespa
IPO BRPH¹ - YTD²: 1.4%
2012: 7.4%
Brazil Pharma
IPO BRPH¹ - YTD²: 69.4%
2012: 69.5%
Average daily volume (2012): R$5.4 million
End of Minimum Lot
BPHA3
IPO
End of trading restrictions with
minimum lot of 10,000 shares
10,000 100 shares
since 12/26/12
0
20
40
60
80
100
120
140
160
180
Brazil Pharma IBOV
R$ 0,00
R$ 2,00
R$ 4,00
R$ 6,00
R$ 8,00
R$ 10,00
R$ 12,00
R$ 14,00
R$ 16,00

34. Renato Lobo
Investor Relations Director
Otavio Lyra
Investor Relations Manager
Marina Sousa
Investor Relations Coordinator
Phone: +55 (11) 2117- 5299
E-mail: ri@brph.com.br
IR Website: ww.brph.com.br
IR CONTACT
Centro de Serviços Compartilhados - CSC, Brasília, DF