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The earliest drugstores date back to the Middle Ages. The first known drugstore was opened
by Arabian pharmacistsV

in Baghdad in 754, and many more soon began operating throughout the medieval Islamic
world and eventually medieval Europe. By the 19th century, many of the drug stores in
Europe and North America had eventually developed into larger pharmaceutical companies.

Most of today's major pharmaceutical companies were founded in the late 19th and early 20th
centuries. Key discoveries of the 1920s and 1930s, such as insulin and penicillin, became
mass-manufactured and distributed. Switzerland, Germany and Italy had particularly strong
industries, with the UK, US, Belgium and the Netherlands following suit.

Legislation was enacted to test and approve drugs and to require appropriate labelling.
Prescription and non-prescription drugs became legally distinguished from one another as the
pharmaceutical industry matured. The industry got underway in earnest from the 1950s, due
to the development of systematic scientific approaches, understanding of human biology
(including DNA) and sophisticated manufacturing techniques.

Numerous new drugs were developed during the 1950s and mass-produced and marketed
through the 1960s. These included the first oral contraceptive, "The Pill", Cortisone, blood -
pressure drugs and other heart medications. MAO Inhibitors, chlorpromazine (Thorazine),
Haldol (Haloperidol) and the tranquilizers ushered in the age of psychiatric medication.
Valium (diazepam), discovered in 1960, was marketed from 1963 and rapidly became the
most prescribed drug in history, prior to controversy over dependency and habituation.

Attempts were made to increase regulation and to limit financial links between companies
and prescribing physicians, including by the relatively new U.S. Food and Drug
Administration (FDA). Such calls increased in the 1960s after the thalidomide tragedy came
to light, in which the use of a new tranquilizer in pregnant women caused severe birth
defects. In 1964, the World Medical Association issued its Declaration of Helsinki, which set
standards for clinical research and demanded that subjects give their informed consent before
enrolling in an experiment. Pharmaceutical companies became required to prove efficacy in
clinical trials before marketing drugs.

Cancer drugs were a feature of the 1970s. From 1978, India took over as the primary centre
of pharmaceutical production without patent protection.

The industry remained relatively small scale until the 1970s when it began to expand at a
greater rate. Legislation allowing for strong patents, to cover both the process of manufacture
and the specific products, came in to force in most countries. By the mid-1980s, small
biotechnology firms were struggling for survival, which led to the formation of mutually
beneficial partnerships with large pharmaceutical companies and a host of corporate buyouts
of the smaller firms. Pharmaceutical manufacturing became concentrated, with a few large
companies holding a dominant position throughout the world and with a few companies
producing medicines within each country.

The pharmaceutical industry entered the 1980s pressured by economics and a host of new
regulations, both safety and environmental, but also transformed by new DNA chemistries
and new technologies for analysis and computation. Drugs for heart disease and for AIDS
were a feature of the 1980s, involving challenges to regulatory bodies and a faster approval
process.

Managed care and Health maintenance organizations (HMOs) spread during the 1980s as part
of an effort to contain rising medical costs, and the development of preventative and
maintenance medications became more important. A new business atmosphere became
institutionalized in the 1990s, characterized by mergers and takeovers, and by a dramatic
increase in the use of contract research organizations for clinical development and even for
basic R&D. The pharmaceutical industry confronted a new business climate and new
regulations, born in part from dealing with world market forces and protests by activists in
developing countries. Animal Rights activism was also a problem.

Marketing changed dramatically in the 1990s, partly because of a new consumerism. The
Internet made possible the direct purchase of medicines by drug consumers and of raw
materials by drug producers, transforming the nature of business. In the US, Direct-to-
consumer advertising proliferated on radio and TV because of new FDA regulations in 1997
that liberalized requirements for the presentation of risks. The new antidepressants, the
SSRIs, notably Fluoxetine (Prozac), rapidly became bestsellers and marketed for additional
disorders.

Drug development progressed from a hit-and-miss approach to rational drug discovery in

both laboratory design and natural-product surveys. Demand for nutritional supplements and
so-called alternative medicines created new opportunities and increased competition in the
industry. Controversies emerged around adverse effects, notably regarding Vioxx in the US,
and marketing tactics. Pharmaceutical companies became increasingly accused of disease
mongering or over-medicalizing personal or social problems.

~



 


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~




 

In the year 2008, Indian pharmaceutical market was assessed at $7,743m which witnessed an
augmentation of 4.0% over 2007. Business observers predict that the Indian pharmaceutical
market will escalate at an increasing mode as compared to the global pharmaceutical market,
at a CAGR of 13.2% during the fiscal years 2009-14 to reach an overall worth of $15,490m
in 2014.
India has also appeared as the preferred location for the pharmaceutical companies of the
world because of its towering growth scenario furnished by elderly population, alteration in
disease profile, developing patent system and socio-economic circumstances.

The competition in the Indian pharmaceutical market is cutthroat and the market is divided
among the top 10 pharma companies accounting for 36.1% of the overall R&H sales in the
fiscal year 2008.

India began to abide by the World Trade Organization's Trade Related Aspects of Intellectual
Property Rights (WTO-TRIPS) agreement and acknowledged product rights after the revision
of the Indian Patent Act in January 2005. Indian firms are laying out strategies to benefit
from the Japanese government proposal to endorse generic drugs to minimize healthcare
charges.

~








India's emerging pharmaceutical industry has appeared as the world leader in the fabrication
of standard generic drugs, ever since the Patent Act 1970 permitted India to seriously
approach and contribute in the pharmaceutical market worldwide. India is the preferred
nation for pharmaceutical generation, with low charges for research and development as well
as production of drugs. And the pharmaceutical companies in India have made full use of the
favorable environment offered by the country to make it big.

The workforce and technological proficiency of pharmaceutical companies in India ensures

the growth of the industry on a global scale as well as within India. The sector is predicted to
value about $3.1 billion (USD).


!










(along with their 2007 turnover):

aV 

 "




By sales India's largest pharma firm with the returns touching Rs 4,198.96 crore (Rs
41.989 billion) in 2007
aV ¬  #"



With a turnover of Rs 4,162.25 crore (Rs 41.622 billion) in 2007, Dr Reddy's lab is
second largest drug firm in India by sales .
aV c


Cipla generated an annual revenue of Rs 3,763.72 crore (Rs 37.637 billion) in 2007
making itself the third largest pharmaceutical firms.
aV ô~




Sun Pharma Industries had an overall earnings of Rs 2,463.59 crore (Rs 24.635
billion) in 2007.
 aV "
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$
Lupin Labs yielded total profit of Rs 2,215.52 crore (Rs 22.155 billion) in 2007.
aV 
~


India's sixth largest pharma company by sales, Aurobindo posted Rs 2,080.19 crore
(Rs 20.801 billion) annual returns in 2007.
aV "
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With 2007 turnover touching Rs 1,773.41 crore (Rs 17.734 billion, GSK is India's
seventh largest pharma firm.
aV c



 

Cadila's earnings was Rs 1,613.00 crore (Rs 16.13 billion) in the fiscal year 2007,
establishing itself as India's eight largest drug company.
aV '
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With an annual revenue of Rs 983.80 crore (Rs 9.838 billion) in 2007, Aventis
Pharma has made a place for itself in the top ten pharma companies in India
aV 
"



Ipca is India's 10th largest pharma company by sales and in 2007 it had a turnover of
Rs 980.44 crore (Rs 9.804 billion)

(
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aV Failure of the new patent system: Prerequisites associated with Sec 3(d) of the Patent
(Amendment) Act 2005 restrict the copyright of an existing drug. Moreover,
mandatory licensing permits Indian companies to keep producing generics of
copyright products for overseas selling to underdeveloped nations.
aV Lack of proper infrastructure: Issues associated with regular power cuts and lack of
suitable transport infrastructure will decelerate the expansion of the sector.
aV Inadequate funds: Restricted funding from FIs, venture capitalists and the government
may decelerate the expansion of biotechnology sector in India.
aV Regulatory impediments: Rising of due meticulousness and conformity with product
standards leads to high costs and interruption in the launch of new products.
aV Severe competition: Low margins and restricted capital to assist R&D is the result of
intense pricing competition among local producers. This rivalry will further deepen
from the joining in of the big drug companies in the Indian market to control the cost
benefit and large reserve sources.

c

  
  
c

Reaching out to the underserved rural communities and helping them overcome their
challenges is central to Ranbaxy's CSR philosophy. We always strive to make a meaningful
impact on the quality of their lives by bringing preventive, promotive andcurative healthcare
services to their doorstep. Nearly three decades ago in 1979, Ranbaxy started its health care
initiatives in certain identified rural areas of Punjab. As the reach of the program grew, the
Ranbaxy Community Health Care Society (RCHS) was established in 1994. A novel idea of
providing mobile health care outreachservice for the poor and underprivileged was initiated.
The program today benefits nearly 2 lakh people in 77 rural and urban slum areas in Punjab,
Haryana, Himachal Pradesh, Madhya Pradesh and Delhi.
Today, six well equipped mobile health care vans with teams of medics and paramedics are
actively engaged in
the delivery of health care to our target population in these states. The issues addressed
include maternal-child health, family planning, reproductive health, adolescent health, health
education and AIDS awareness.




 
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Mr. Malvinder Mohan Singh
Chairman, Chief Executive Officer and Managing Director
Mr. Balinder Singh Dhillon
Mr. Sunil Godhwani
Mr. Rajesh V. Shah
Mr. Takashi Shoda
Mr. Percy K Shroff
Dr. Tsutomu Une
Mr. Akihiro Watanabe
Dr. Anthony H. Wild
Mr. Atul Sobti
Chief Operating Officer & Whole-time Director
COMPANY SECRETARY
Mr. S. K. Patawari


 
  




 *!+~
aV Simvastatin
aV AmoxiClav Potassium
aV Isotretinoin
aV Amoxycillin and Combinations
aV Ciprofloxacin and Combinations
aV Ketorolac Tromethamine
aV Omeprazole and Combinations
aV Cefuroxime Axetil
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aV Clarithromycin
 aV Ginseng+Vitamins
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aV Ranitidine
aV Cefaclor
aV Cefpodoxime Proxetil
aV Efavirenz
aV Atorvastatin and Combinations
aV Fenofibrate
aV Ofloxacin and Combinations

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