What is the primary revenue driver mentioned in the partnership section?

The primary driver is the global agreement with Pfizer for the commercialization of biosimilar versions of Insulin and Insulin Analogs. This includes rh-Insulin, Glargine, Aspart, and Lispro. The financial structure involves 100 million USD upfront, 100 million USD for manufacturing setup in escrow, and 150 million USD in development and launch milestones, plus ongoing sales-linked payments.

Which therapeutic areas does Biocon target in the Indian market?

Biocon targets six specific segments in India: Diabetology (Insugen, Basalog), Onco-Therapeutics (BIOMAb EGFR, Abraxane), Cardiology (Statix, Myokinase), Nephrology (Renodapt), Immunotherapy (Picon, Tbis), and Comprehensive Care (Penmer, Biopiper TZ). This indicates a broad-based approach to chronic and critical care rather than a niche focus.

What is the status of Biocon's novel drug pipeline as of late 2011?

The pipeline is in various stages of clinical development. Itolizumab is in a Phase 3 study for psoriasis. BVX-20 is expected to enter Phase 1 in Q1 of the following year. Additionally, the company planned to submit an IND and commence a Phase 1 study for its 'Phybrid' molecule by the end of 2011.

How does Biocon differentiate its insulin delivery systems?

Biocon differentiates through the INSUPen, a reusable delivery device launched in October 2011. The deck highlights its 'accuracy, efficiency, safety & economy,' noting it is based on proprietary German technology. It is designed to deliver both Insugen and Basalog, supported by a 'One Call Does All' helpline to drive branded formulation sales.

What are the key expansion areas identified in the product portfolio?

According to the portfolio vertical diamond on slide 7, Biocon is expanding into 'New Molecules' (new chemistry-oriented molecules) and 'Biologics' (MAbs, IN-105, Itolizumab). While they have an existing base in small molecules and insulin, these new areas represent the high-growth, innovative future of the company.

Biocon Pitch Deck (2011): 27-Slide Breakdown

See all 27 slides of the Biocon pitch deck — a 2011 deck — with a slide-by-slide teardown of what the deck does well and where it falls short.

Biocon’s 2011 investor presentation serves as a masterclass in communicating complex pharmaceutical verticals to a financial audience. The deck outlines a diversified business model spanning small molecules, biosimilars, and research services. A central pillar of the narrative is the global partnership with Pfizer for insulin analogs, which includes 100 million USD in upfront payments and another 250 million USD in potential milestones. By detailing specific clinical trial timelines for molecules like Itolizumab and showcasing a broad portfolio of branded formulations in India, Biocon positio…

Key takeaways

The company operates across six primary verticals: Small Molecules, Biologics, Research Services, Insulin, Branded Formulations, and Other Bio-pharma (Slide 7).
Biocon maintains a diverse therapeutic presence in India, covering Diabetology, Oncology, Cardiology, Nephrology, Immunotherapy, and Comprehensive Care (Slide 10).
The INSUPen device, launched in October 2011, is a reusable delivery system for Insugen and Basalog based on German technology (Slide 13).
Itolizumab is a high-potential molecule with an ongoing Phase 3 study (TREAT-PLAQ) expected to conclude by Q4FY12 (Slide 16).
Clinical data for the ANTI-CD6 MAb (T1h) shows visual efficacy in psoriasis patients at dosages of 0.4mg/kg and 0.8mg/kg (Slide 19).
The partnership with Pfizer for biosimilar insulin includes 100 million USD upfront and 100 million USD for manufacturing facility setup (Slide 22).
Pfizer holds exclusive global commercialization rights for Biocon's rh-Insulin, Glargine, Aspart, and Lispro, with some exceptions (Slide 22).
The deck identifies 'New Molecules' as a key area for portfolio expansion beyond their existing small molecule and insulin base (Slide 7).

Executive Summary: The Transition to Global Biopharma

The Biocon Investor Presentation from October 2011 represents a company at a crossroads between being a dominant regional manufacturer and a global innovator. With a heavy emphasis on the Pfizer partnership and a maturing clinical pipeline, the deck is designed to reassure institutional investors of the company's long-term scalability and R&D viability. It moves away from the typical startup 'problem-solution' narrative, instead adopting a corporate 'portfolio-partnership' framework suitable for a publicly traded or late-stage entity.

Slide 1: Title and Branding

The cover slide establishes the company's dual mission: "Innovative Science, Affordable Medicine." The visual of an insulin vial (INSUGEN) and a pill organizer immediately grounds the presentation in the healthcare sector. The date, October 2011, is critical as it marks the launch window for several key initiatives mentioned later in the deck.

Slide 2: Section Header - Biocon Snapshot

This is a standard transition slide. While it contains no data, the consistent use of the blue wave graphic maintains the brand identity established on the cover.

Slide 7: Product Portfolio Verticals

This slide uses a diamond graphic to segment the business into six distinct areas. It distinguishes between the "Existing Portfolio" (dark blue) and "Portfolio Expansion Areas" (light blue). Existing Portfolio includes Small Molecules (Statins, Immunosuppressants), Research Services (Syngene, Clinigene), Insulin (Insulin & analogs), Branded Formulations (Diabetology, Nephrology, etc.), and Other Bio-pharma (Orlistat). Expansion Areas are identified as New Molecules (new chemistry-oriented molecules) and Biologics (MAbs, IN-105, Itolizumab). This slide is essential for understanding Biocon's move up the value chain from generics to novel biologics.

Slide 10: Therapeutics Segments (India)

This slide provides a granular look at the company's domestic market presence in India. It lists six segments with their respective brand logos:

Diabetology: Featuring INSUGEN and BASALOG. · Onco-Therapeutics: Featuring BIOMAb EGFR, NUFIL safe, and Abraxane. · Cardiology: Featuring STATIX and Myokinase. · Nephrology: Featuring RENODAPT. · Immunotherapy: Featuring PICON and TBIS. · Comprehensive Care: Featuring PENMER and Biopiper TZ.

The inclusion of specific product visuals and trademarks demonstrates a mature, revenue-generating product line.

Slide 13: INSUPen ease LAUNCH

Focusing on a specific product launch, this slide highlights the INSUPen, a reusable delivery device. Key claims include:

Launched in October 2011. · Based on proprietary German technology. · Capable of delivering both Insugen and Basalog. · Supported by a "One Call Does All" helpline.

The slide notes that this device is expected to "add further impetus to branded formulations' sales in H2FY12," linking a physical product innovation directly to future financial performance.

Slide 16: High Potential Product Pipeline

This slide outlines the clinical roadmap for three key assets:

Itolizumab: Phase 3 study (TREAT-PLAQ) ongoing, expected to be complete by Q4FY12. · BVX-20: Phase 1 study expected to start in Q1 of the next year (2012). · Phybrid: Plan to submit an IND and commence Phase 1 study by the end of 2011.

The use of chevron arrows provides a clear, albeit high-level, timeline for R&D milestones.

Slide 19: ANTI-CD6 MAb: T1h

This slide provides clinical evidence for a specific molecule, T1h, targeting CD6. It explains that CD6 is a glycoprotein expressed by T cells and a B cell subset. The slide includes "before and after" photos of patients treated for psoriasis. At 0.4mg/kg, visual improvement is shown between Day 1 and Day 29. At 0.8mg/kg, improvement is shown between Day 1 and Day 57. It also notes that the database lock for the Phase 3 clinical trial in Psoriasis is done, with data analysis ongoing, and a Phase 2 trial for Rheumatoid Arthritis (RA) is planned for the second half of the fiscal year.

Slide 22: Biosimilars Partnership: Pfizer

This is arguably the most important slide for a financial analyst. It details the global agreement with Pfizer for insulin and insulin analogs. The partnership combines Biocon's research and manufacturing with Pfizer's marketing. Financial terms include:

100 USD mn: Upfront from Pfizer. · 100 USD mn: New manufacturing facility setup milestone payments (in escrow a/c). · 150 USD mn: Development, regulatory & launch milestone payments. · Additional: Payments linked to supplies and sales.

This slide validates Biocon's manufacturing quality and global competitiveness through the endorsement of a top-tier pharmaceutical partner.

Slide 23: Section Header - Financial Highlights

Another transition slide marking the shift from operational and clinical updates to financial performance. The actual financial data slides were not included in the provided set of nine slides.

What Works in This Deck

The deck excels at validating technical claims through partnerships . By highlighting the Pfizer deal on slide 22, Biocon bypasses the need to prove their manufacturing capability; the 100 million USD upfront payment from a global leader serves as the ultimate proof of concept. The use of clinical imagery on slide 19 is also effective, providing a visceral representation of drug efficacy that complements the technical text. Furthermore, the clear segmentation of the business into six verticals on slide 7 helps investors understand how the company manages risk across different therapeutic areas and stages of development.

What Is Missing

The most notable omission in this nine-slide selection is a detailed team slide . While Biocon was well-established by 2011, investors still look for the specific R&D leadership driving the "New Molecules" vertical. There is also a lack of competitive landscape analysis . While they mention Pfizer as a partner, they do not address how their biosimilars compare to other global competitors like Sandoz or Teva. Finally, the unit economics of their branded formulations in India are absent; while they list the brands, they do not provide margins or market share percentages for the specific therapeutic segments mentioned on slide 10.

Founder Lessons: Copy This

Founders in the biotech or deep-tech space should emulate Biocon's milestone-based roadmap (Slide 16). Instead of vague promises, they provide specific quarters (Q4FY12) and specific study names (TREAT-PLAQ). This creates accountability and allows investors to model future value inflection points. Additionally, the visual breakdown of a complex portfolio (Slide 7) is a great way to show how a company can be both a stable "cash cow" (through small molecules and existing insulin) and a high-growth "moonshot" (through new biologics). Using different colors to distinguish between existing and expansion areas is a simple but powerful way to communicate corporate strategy visually.

Frequently asked questions

What is the primary revenue driver mentioned in the partnership section?: The primary driver is the global agreement with Pfizer for the commercialization of biosimilar versions of Insulin and Insulin Analogs. This includes rh-Insulin, Glargine, Aspart, and Lispro. The financial structure involves 100 million USD upfront, 100 million USD for manufacturing setup in escrow, and 150 million USD in development and launch milestones, plus ongoing sales-linked payments.
Which therapeutic areas does Biocon target in the Indian market?: Biocon targets six specific segments in India: Diabetology (Insugen, Basalog), Onco-Therapeutics (BIOMAb EGFR, Abraxane), Cardiology (Statix, Myokinase), Nephrology (Renodapt), Immunotherapy (Picon, Tbis), and Comprehensive Care (Penmer, Biopiper TZ). This indicates a broad-based approach to chronic and critical care rather than a niche focus.
What is the status of Biocon's novel drug pipeline as of late 2011?: The pipeline is in various stages of clinical development. Itolizumab is in a Phase 3 study for psoriasis. BVX-20 is expected to enter Phase 1 in Q1 of the following year. Additionally, the company planned to submit an IND and commence a Phase 1 study for its 'Phybrid' molecule by the end of 2011.
How does Biocon differentiate its insulin delivery systems?: Biocon differentiates through the INSUPen, a reusable delivery device launched in October 2011. The deck highlights its 'accuracy, efficiency, safety & economy,' noting it is based on proprietary German technology. It is designed to deliver both Insugen and Basalog, supported by a 'One Call Does All' helpline to drive branded formulation sales.
What are the key expansion areas identified in the product portfolio?: According to the portfolio vertical diamond on slide 7, Biocon is expanding into 'New Molecules' (new chemistry-oriented molecules) and 'Biologics' (MAbs, IN-105, Itolizumab). While they have an existing base in small molecules and insulin, these new areas represent the high-growth, innovative future of the company.

Cover slide of the Biocon pitch deck — 2011 — Biocon pitch deck, slide 1 (2011)

Biocon pitch deck: the facts

Company: Biocon
Year: 2011
Stage: Late Stage / Publicly Traded
Slides: 27
Sector: Biotechnology / Pharmaceuticals
Deck type: Investor Presentation
Outcome: Active (Publicly Traded)
Headquarters: Bangalore, India

Biocon pitch deck PDF

The full Biocon deck is embedded on this page and can be read slide by slide in the browser — no download or account required. Each slide is covered in the breakdown above.

What the Biocon Limited pitch deck was used for

This deck is Biocon Limited’s October 2011 investor presentation, prepared for existing and prospective public‑market investors in a late‑stage, publicly traded Indian biopharmaceutical company. It outlines Biocon’s evolution from a regional player to a global biosimilars and novel biologics company, emphasizing its then‑recent strategic global commercialization agreement with Pfizer for biosimilar insulins and insulin analogs signed in October 2010. The presentation also highlights Biocon’s diversified growth verticals—small molecules, biosimilars, branded formulations, novel molecules, and research services—and its strategy to leverage India’s cost advantage to create affordable therapies for chronic diseases. The deck is not tied to a specific private fundraising round but to ongoing capital markets and investor‑relations activity around its biosimilars strategy and Pfizer alliance.

Business model: Biocon is a publicly listed Indian biopharmaceutical company that develops, manufactures, and commercializes small‑molecule generics, biosimilars (including insulins and monoclonal antibodies), novel biologics, and branded formulations, while also providing contract research services through subsidiaries.

Year: 2010
Lead investor: Pfizer Inc
Investors: Pfizer Inc.
Founded: 1978
Founders: Kiran Mazumdar-Shaw
Headquarters: Bengaluru, Karnataka, India
Industry: Biotechnology / Biopharmaceuticals

Round: Strategic global commercialization agreement tied to Biocon’s already public‑company status, not a venture equity round.

Raised: Pfizer agreed to make upfront payments totaling $200 million to Biocon under the October 2010 biosimilar insulin commercialization agreement, with up to $150 million in additional development and regulatory milestone payments and further sales‑linked payments.

Use of funds as presented: Proceeds from the Pfizer agreement were tied to the clinical development, manufacture, and supply of Biocon’s biosimilar insulin and insulin analog products and associated regulatory activities across global markets.

What happened after the Biocon Limited deck

The key partnership highlighted in the October 2011 deck—a strategic global commercialization agreement with Pfizer for biosimilar insulin products—initially brought Biocon $200 million in upfront payments and expected milestones and launches, but was dissolved in 2012 with rights reverting to Biocon, which subsequently advanced its biosimilars franchise through other alliances and acquisitions.

In October 2010, Biocon and Pfizer entered a strategic global agreement for worldwide commercialization of Biocon’s bios
Licensing income from the Pfizer partnership began accruing to Biocon based on development and regulatory milestones dur
In 2012, Biocon and Pfizer amicably concluded their commercialization agreement, with Pfizer writing off its $200 millio
Following the dissolution, Biocon continued building its biosimilars business through Biocon Biologics and other allianc

What the Biocon Limited deck got right

Strong affordability‑focused positioning with India cost advantage. Biocon presents itself as an emerging global biopharmaceutical enterprise explicitly focused on developing affordable products and services for chronic diseases (diabetes, cancer, immune‑mediated), leveraging India’s cost advantage—providing a clear and differentiated mission for investors.
Credible global biosimilars strategy anchored by Pfizer partnership. The deck showcases a major strategic global agreement with Pfizer for biosimilar insulins and insulin analogs, including detailed economics (exclusive and co‑exclusive rights, $200 million upfront, up to $150 million in milestones), which credibly underpins its global biosimilars growth story.
Diversified business model across five growth verticals. Biocon highlights multiple growth verticals—small molecules, biosimilars, branded formulations, novel molecules, and research services—creating diversified revenue streams that can mitigate risk and appeal to a broad investor base.
Strong partnering and R&D licensing orientation. The presentation emphasizes research and marketing partnerships that provide global access and high‑value, licensable R&D assets, positioning Biocon not only as a manufacturer but also as an innovation and partnering platform for global pharma.
Mature, credible platform supported by public‑company track record. As a public company with documented major alliances and an articulated pipeline of novel biologics and biosimilars, Biocon provides investors with a relatively mature, credible platform compared to early‑stage biotech pitches.

What could have been stronger

Limited granularity on commercial traction and economics. Because this is a public‑market investor deck, it leans heavily on strategic narratives and partnership announcements (especially the Pfizer biosimilar insulin agreement) but provides limited granular data on commercial performance, unit economics, or market‑by‑market penetration for its biosimilars and branded formulations businesses.
Understated partnership and regulatory risks. The deck highlights the Pfizer alliance as a cornerstone of Biocon’s global biosimilar insulin strategy, yet it does not address key execution and regulatory risks such as potential partner withdrawal or shifting regulatory expectations for biosimilars—a vulnerability that became real when the Pfizer pact was dissolved in 2012.
Unclear capital allocation priorities across multiple growth verticals. While Biocon’s diversified verticals are described—small molecules, biosimilars, novel molecules, branded formulations, and research services—the presentation does not clearly prioritize capital allocation or articulate where incremental investor capital or internal cash flows will be focused over the next 3–5 years.
Sparse detail on pricing and market‑access strategy in developed markets. The commitment to affordable therapies and leveraging an India cost advantage is prominent, but the deck offers limited detail on pricing strategies, payer dynamics, or competitive responses in key regulated markets such as the US and EU, which are crucial for biosimilar scale‑up.

How an investor would read this deck

What draws attention

Biocon’s strategic global commercialization agreement with Pfizer for biosimilar insulins (Recombinant Human Insulin, Glargine, Aspart, Lispro), including the $200 million upfront and up to $150 million in milestones, is a central investment thesis in the deck and a key area of investor focus.
The company’s positioning as an emerging global biopharmaceutical enterprise with five growth verticals—small molecules, biosimilars, branded formulations, novel molecules, and research services—offers diversified revenue streams and resilience, which investors will scrutinize for relative contribut
Biocon’s emphasis on reducing therapy costs for chronic diseases and leveraging India’s cost advantage to deliver high‑value, licensable R&D assets supports a differentiated, cost‑leadership story in biologics and biosimilars.
The pipeline of novel biologics and monoclonal antibodies, as well as partnerships with Mylan and others alongside Pfizer, positions Biocon in the global biosimilars and novel biologics race, making development timelines and regulatory milestones critical.

Risks that stand out

Partner concentration risk was significant: the global biosimilar insulin strategy relied heavily on Pfizer’s commercialization capabilities, and the alliance was dissolved in 2012, leading to a loss of anticipated milestones and co‑marketing support.
Regulatory and market‑access risk in major markets (US, EU) is high for biosimilars and novel biologics, and the deck provides limited detail on the evolving regulatory landscape and competitive intensity, which could affect time‑to‑market and pricing power.
Execution risk across multiple verticals exists because Biocon simultaneously pursues small molecules, biosimilars, branded formulations, novel molecules, and research services, requiring disciplined capital allocation and management focus.
Currency and macroeconomic risk is explicitly recognized in the deck’s forward‑looking statements, including exposure to Rupee valuation changes and global economic conditions, given Biocon’s international partnerships and export orientation.[slide_2]

Questions this deck invites

How did revenue, margins, and cash flows by vertical (small molecules, biosimilars, branded formulations, novel molecules, research services) trend over FY2010–FY2012, and how did these compare to the growth narratives in the October 2011 p
What specific development and regulatory milestones were tied to the Pfizer biosimilar insulin agreement, how many were achieved, and what cash inflows (beyond the $200 million upfront) were realized before the alliance was dissolved in 201
How did Biocon manage operational, regulatory, and partner‑concentration risk in its biosimilar insulin strategy after the Pfizer agreement ended, and what alternative partnerships or internal commercialization plans replaced the pathway de
For Biocon’s novel biologics and monoclonal antibodies highlighted around 2011, which assets progressed to late‑stage clinical trials or commercialization, and which were discontinued or deprioritized?
How did Biocon’s cost‑advantage and affordability thesis translate into actual price points, reimbursement outcomes, and market shares for its biosimilars and branded formulations in India and key international markets over the subsequent 5

What founders can take from the Biocon Limited deck

Partnership‑driven expansion into global biosimilars (e.g., with Pfizer for insulins and Mylan for monoclonal antibodies) can accelerate market access but creates significant partner‑concentration and contract‑termination risk that must be clearly communicated and stress‑tested in investor narrative
Public‑market investor decks for late‑stage biopharmaceutical companies benefit from tying high‑level strategic claims—like becoming a global biosimilars leader—to specific contractual economics (upfront payments, milestones, rights allocations), as Biocon did with the Pfizer agreement.
Highlighting a diversified set of growth verticals (small molecules, biosimilars, branded formulations, novel molecules, research services) can strengthen an equity story, but investors will expect clear data on contributions and prioritization to avoid the perception of strategic dilution.
Anchoring a biopharma pitch around affordability and leveraging a structural cost advantage, as Biocon does with its India‑based operations, can resonate with global investors focused on access and value, especially in chronic disease markets like diabetes and cancer.
Forward‑looking statements and risk disclosures in investor presentations are important not just for legal compliance but also for setting realistic expectations around macroeconomic, currency, regulatory, and execution uncertainties in global biopharma scaling.[slide_2]
The subsequent dissolution of a marquee partnership (Pfizer‑Biocon) illustrates why decks should treat major alliances as one component of the strategy rather than the sole pillar, and should articulate contingency paths if such deals are unwound.

Biocon Limited pitch deck: common questions

What is Biocon and what did it focus on around 2011?

Biocon Limited is an Indian biopharmaceutical company founded in 1978 by Kiran Mazumdar‑Shaw and headquartered in Bengaluru, Karnataka, India. By 2011, it operated across small‑molecule generics, biosimilars (including insulins and monoclonal antibodies), novel biologics, branded formulations, and contract research services.

Was the October 2011 Biocon deck used for a private funding round?

The October 2011 Biocon investor deck was an equity‑research and investor‑relations presentation for public‑market investors, not a startup fundraising pitch. It focused on explaining Biocon’s business model, growth verticals, and its global biosimilar insulin commercialization agreement with Pfizer rather than raising a specific private round.

What did Biocon’s Pfizer partnership involve at the time of the 2011 deck?

In October 2010, Biocon and Pfizer entered a strategic global agreement for the worldwide commercialization of Biocon’s biosimilar versions of Recombinant Human Insulin, Glargine, Aspart, and Lispro. Under this agreement, Pfizer agreed to make upfront payments totaling $200 million, with up to $150 million in additional development and regulatory milestone payments and further payments linked to sales.

What strategic focus and pipeline does Biocon emphasize in the October 2011 deck?

The deck positions Biocon as an emerging global biopharmaceutical enterprise committed to reducing therapy costs for chronic diseases such as diabetes, cancer, and immune‑mediated disorders. It highlights branded formulations in India, a pipeline of novel molecules and biosimilars, and strategic partnerships (e.g., Pfizer and Mylan) to provide global access to affordable biologics.

What happened later to the Pfizer deal highlighted in the 2011 presentation?

After the period covered by the deck, Pfizer and Biocon amicably dissolved their global biosimilar insulin partnership in 2012, with all rights licensed to Pfizer reverting to Biocon. Biocon continued to pursue biosimilars independently and through other alliances, but the specific Pfizer commercialization path described in the 2011 deck did not materialize as originally planned.

Sources

Funding and outcome facts on this page were researched on 2026-08-21 from the pages below.

Biocon pitch deck slides

Biocon pitch deck slide 1 of 27 — Biocon pitch deck — slide 1 of 27

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Biocon pitch deck slide 3 of 27 — Biocon pitch deck — slide 3 of 27

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What each slide of the Biocon pitch deck says

Slide 2

Certain statements in this release concerning our future growth prospects are forward-looking statements, which are subject to a number of risks, uncertainties and assumptions that could cause actual results to differ materially from those contemplated in such forward-looking statements. Important factors that could cause actual results to differ materially from our expectations include, amongst others general economic and business conditions in India, our ability to successfully implement our strategy, our research and development efforts, our growth and expansion plans and technological changes, changes in the value of the Rupee and other currency changes, changes in the Indian and intern…

Slide 3

AGENDA 8g | BIOCON SNAPSHOT | PRODUCTS (BRANDED FORMULATIONS) | RESEARCH & DEVELOPMENT | STRATEGIC ALLIANCES 3

Slide 5

S Biocon Biocon is an emerging, global Bio-pharmaceutical enterprise, focused on developing affordable products and services for patients, partners and healthcare systems across the world. Biocon is committed towards: Reducing therapy costs of chronic diseases. (Diabetes, cancer & immune-mediated) Research and marketing partnerships that provide global access. Leveraging the India cost advantage to deliver high value, licensable R&D assets.

Slide 6

8g Biocon > Biocon Research , India | 100% R&D- Novel Molecules —> Biocon Biopharmaceuticals | 100% MAbs 61% | Promoters — ' o —> Biocon, Malaysia | 100% PRODUCTS ~5% | Employees & ESOP trust—> Biocon Overseas subsidiary . — Biocon SA, Switzerland | 100% ~34 % | Public — Orerseaslatisy [200% —s NeoBiocon, UAE | 50% Overseas subsidiary Syngene International, India | 100% Citstom research, drug discovery RESEARCH Clinigene International, India | 100% SERVICES Clinical development 6

Slide text above is read directly from the Biocon deck PDF embedded on this page.