Development plans for 2010-2012implemented within the new structure of the Capital Group

Warsaw, 10 February, 2010.

structure of the Capital Group

2000–2005 Dynamic development

non-competition with own clients–

no own pharmacies

increase in the value of the company through

organic growth

IPO in September 2004

November 2005 change of strategy

Revenues from TORFARM’s sales in 2000-2005 [milllions of PLN]

TORFARM share quotations 09/2004-12/2005 [PLN]

338

539

770

1 099

1 3091 415

2000 2001 2002 2003 2004 2005

objective stated at the time of IPO

TORFARM - the largest wholesaler, without own pharmacies, provider of pharmaceuticals to independent pharmacies

change of strategy - November 2005

active participation in the consolidation of Poland’s pharmaceutical wholesale market

2006-2008 Building the scale of activity

Takeover of wholesalers

non-competition with own customers –

no own pharmacies

development of partner network of pharmacies

„Świat Zdrowia”

announcement of centralisation

of activities

TORFARM share quotations01/2006- 12/2008 [PLN]

2007Galenica-Silfarm Optima-RadixPanaceum Itero Prego

2008 Promedic

active participation in the consolidation

of the pharmaceutical wholesale market

20

40

60

80

01/2006 06/2006 12/2006 06/2007 12/2007 06/2008 12/2008

30th November, 2006 TORFARM Group announces a strategic objective: - to become a leader in wholesale to pharmacies in Poland, with 20% share in 2010

Itero Prego

20.7% market share

at the end of 2008

2009 TORFARM as a market leader

non-competition with own customers –

no own pharmacies

takeover ofProsper Group

developing new products and servicesbasing on wholesale

activity

TORFARM’S share quotations01/2009- 12/2009 [PLN]

2009 Prosper Group

active participation in the consolidation

of the pharmaceutical wholesale market

Market trends 2004-2009

15,616,8 17,7

19,521,5

23,7

2,5 3,1 4,15,6

1,41,3

2004 2005 2006 2007 2008 2009

Pharmaceutics wholesale market to pharmacies [billions of PLN]

TORFARM Group sales [billions of PLN]

Growth of TORFARM Group and wholesale pharmaceutical

market in 2004 - 2009 [billions of PLN]

11,812,1

12,5

13,013,3 13,4210

200190

170 165

180

10

11

12

13

14

2004 2005 2006 2007 2008 2009

0

50

100

150

200

250

11,1

10,9

11,2

11,4

10,8

0,6 0,7

1,2

1,4

0,4

0,7 0,7

1,01,1

1,1

10

11

11

11

11

11

12

3Q 2005 3Q 2006 3Q 2007 3Q 2008 3Q 2009

0,0

0,2

0,4

0,6

0,8

1,0

1,2

1,4

1,6

number of pharmacies

[in thousands]

number of wholesalers

apteki hurtownie apteki <5 5< apteki <20 20> apteki

number of pharmacies <5

[in ths.]

number of pharmacies >5

Pharmacies and wholesalers2004-2009

Pharmacies2005-2009

Trends in Poland’s pharmaceutical wholesale market

1. increasing concentration in the wholesale market

2. decline in margins in the pharmacy wholesale market - following the global

trend

3. consolidation of pharmacy market - strong networks of pharmacies3. consolidation of pharmacy market - strong networks of pharmacies

constitution

4. expected development of DTP

5. increase of cost competitiveness

6. increasing importance of new businesses in creation of margins

TORFARM in the background of the market

2004 2005 2006 200920082007

8.9% 9.4% 15.5%17.7%

20.7%31.3%

Increasing participation of TORFARM Group in the wholesale market of pharmaceuticals

01/2009-12/2009

№ 4 № 4 № 3 № 1№ 1№ 2

TORFARM

After years of dynamic growth, TORFARM Group is an unquestionable leader in the wholesale market of pharmaceuticals to pharmacies

+10.1%

+ % market increase yoy

+10%+5.3%

+9.0%

+6.5%

Time of change

Challenges:

� changes in the pharmaceutical distribution market

� adaptation of the Group’s organisation to the new strategy

Reorganisation of the TORFARM Group structure and conversion into a Holding

OUR NEW NAME:

On 10th March 2010 the Company’s EGSA will be held

with a view to adopt the new Name

KEY STRATEGIC RESPONSES TO MARKET TRENDS :

own network of pharmacies and foreign Strategy A 1

ACTIVITIES

� focus on building position

of our own pharmacy pharmacies and foreign expansion

cost/price leader and own pharmacies

Strategy A

Strategy B

1

2

of our own pharmacy

networks

� participation in the

consolidation of the

pharmaceuticals wholesale

market at the lowest cost

OUR RESPONSE:

ACTIVITIES

partner of independent pharmacies with

a strong loyalty/partner programme

NEUCA 3� horizontal integration

within the group

� implementation of new

services

MISSION� We are looking for synergy in the health market

NEUCA

VISION� We are Poland’s major supplier of products and services in the health

market

WHOLESALEWe are an indispensable intermediary in medicines trade in Poland

SERVICE

We are a major supplier of logistics, marketing and sales services in Poland’s health market

We are looking for synergy in the health market

RETAIL

We are Poland’s most effective seller of selectedmedicines

NEW

PRODUCTS

We develop innovative medicines, recommended by pharmacists

NEUCA’S COMPLEMENTARY DEVELOPMENT

THE COMPANY TASKS� Asset management and implementation of Group strategy

� Supervision of the managed brands

� Development of new businesses, increasing their profitability

NEUCA

� Group administration and logistics

OBJECTIVES OF THE NEW STRUCTURE� Consolidation and simplification of the organisation

� Equalisation of wholesale companies

� Competition between brands by diversification of the offer and target customer groups

� Development of new businesses through mutual support within the holding company

Wholesale Network of partner pharmacies Own medicines Services in the health market

holding company:

Group management, administration, logistics

We have built the largest operator in the pharmaceuticals distribution

market …

now we want to become a major supplier of products and services in

SUMMARY

…now we want to become a major supplier of products and services in

the health market, using the effect of scale and synergy.

As a parent company, NEUCA will be leading the Group.