| Onderstepoort Biological Products © | November 22, 2010

Presentation Layout o Introduction to OBP Ltd: o A Historical Perspective. o Mandate. o Vision. Funding – Impact of o Vaccine Bank o Recapitalisation of OBP o Operational capital expenditure o Facility upgrade o Procurement of vaccines from OBP – National and provincial governments o RT 12 CONTRACT o Competitive Landscape: o Global Animal Health Market. o South African Animal Health Market. o Livestock sector trends. o Strategic Plan (2009 – 2013): o Strategic Objectives. o Objectives-Measurements-Target -Programs-Budgets | Onderstepoort Biological Products © | November 22, 2010

Historical Perspective 1908: Establishment of the Onderstepoort Veterinary Research Institute. 1968: Dedicated vaccine facility established. 1992: OBP separated from OVI (ARC). 2000: OBP incorporated as a SOE. 2001:OBP receives funding of R9 million (last grant received to date) 2007:Achieved ISO 9001 certification. 2010: Reached a revenue milestone – R100m. | Onderstepoort Biological Products © | November 22, 2010

Mandate OBP exists to prevent and control animal diseases that impact food security & public health | Onderstepoort Biological Products © | November 22, 2010

Vision To be a global biotech manufacturer and provider of animal health products underpinned by a skilled, innovative and passionate team. | Onderstepoort Biological Products © | November 22, 2010

Funding: Impact of vaccine bank and procurement by the state from OBP Global market o $19.2 billion (IFAH, 2009). Biologics market: $4.7 billion (25%). Gross profit margins: >60%. o New product development investment: o >10% of turnover. 35% of these is used in defensive o R&D strategies. o Development times: 5-7 years. o Development costs: ~ $50 million. o Top 9 players control over 80% of the market: o Biologics, anti-infectives, parasiticides. o Merger & Acquisition activity still high (Intervet/Merial -2011: 35%) o Focus on vaccine portfolio consolidation > new markets. OBP LTD ($14.5 million) (54% in 2010) New product development investment: (<3%) No deliberate or focused spend on defensive R&D strategies R20 million per annum for the vaccine bank required Potential of up to 30% saving in costs passed over to customers – terms and conditions apply | Onderstepoort Biological Products © | November 22, 2010

Funding: Impact – vaccine bank, direct procurement from OBP by the State and recap – capital expenditure | Onderstepoort Biological Products © | November 22, 2010 o GDP contribution (2008) – o Poultry - R20.4 billion (42%). o Cattle - R12.6 billion (26%). o Sheep and goats - R2.3 billion (5%). o Pigs - R2.2 billion (4%). o Net importer of meat and livestock: drive to commercialise small scale rural farmers. o Livestock – key to rural economic development and food security programmes (DAFF & DRDLR). o Income generation, poverty alleviation and household food security.

Competitive Landscape – Global markets | Onderstepoort Biological Products © | November 22, 2010 o Livestock sector: 58% o Biologics market: 25% o MEA’s market: ~ $0.58 billion (R4.4 billion). o Biologics market: ~ $0.15 billion (R1.1 billion).

Funding: Impact- recapitalisation (capital expenditure and facility upgrade) – SA MARKET | Onderstepoort Biological Products © | November 22, 2010 o Market: R1.6 billion (SAAHA 2009, under reporting). o Biologics market: R0.44 billion (33%). o Growth – 2009: o Total market - 17%, o Vaccines – 7% (largest growth). o Competitive landscape: o Multinationals –technology leadership (in-house and in-licensing). o M&A as a growth and consolidation (product & market) strategy. o Markets: Global presence, global markets. Justifies R&D investments (strong business case which drives their innovation). o Manufacturing: using economies of scale as a competitive edge. o Smaller operations: duplicate OBP portfolio.

Funding: Impact – recapitalisation – facility upgrade | Onderstepoort Biological Products © | November 22, 2010 o The global livestock sector is expected to grow at a faster rate than any other sector by 2020 – o Population growth, urbanisation, increase in disposable income. o Growth will be located in the developing world – o Agricultural land and importance of the sector in GDP and employment. o Vaccines recognised as the most effective means of disease prevention (mass slaughter becoming unacceptable as a control strategy). o Prevent high cost of diseases – production losses. o Food security.

Strategic Plan: 2009 – 2013 Key Strategic Objectives: 1. Support livestock Industry by supplying vaccines 2. Increase net operational profit 3. Build partnerships with Provincial Governments 4. Strategic vaccine bank in partnership with Government 5. Access to Government funding for capital expansion project. 6. Development of new products 7. Human capital development 8. Innovation and scientific expertise in African diseases 9. OBP globally recognized centre of Excellence 10. Key role player in primary health programmes of DAFF 11. BEE Product distribution partnerships 12. Improve Marketing Expertise and regulatory compliance | Onderstepoort Biological Products © | November 22, 2010

Strategic Focus 3 Key Strategic Focus Areas – Area 1: Human Capital Development and Performance culture Area 2: Build a profitable, sustainable and socially responsible biomanufacturing company. Area 3: Focus on core competencies in know-how, unique strains and products to drive future growth. | Onderstepoort Biological Products © | November 22, 2010

Area 2: Build a profitable, sustainable and socially responsible biomanufacturing company o Profitability: o Increased revenue. o Cost reduction. o Increased gross profit (GP) margins. o Return on Investment (ROI). o Positive cash generation. o Sustainability: o Plant recapitalisation to maintain strategic manufacturing capabilities. o cGMP Plant Upgrade for commercial viability and sustainability. o Vaccine bank for regional emergency response and commercially non-viable vaccines. | Onderstepoort Biological Products © | November 22, 2010

Manufacturing Plant Recapitalisation Department: ProductionMotivation TOTAL2010/112011/122012/13 Packaging: Filling and capping machines for freeze drying Current equipment in need of replacement as discussed on numerous forums. Tenders were evaluated and motivation is almost ready for submission to EXCO and BOD. The balance will be budgeted for in 2011/12. Lead time of 9-10 months. Delivery in 2011 if order is placed in 2010 R13.5 m R4.0 m R9.0 m R0 m Vial washer/sterilisation tunnel To be used with new filling line for freeze dried products. Will be phased in once the new filling line is operational. Will be budgeted for in 2011/12. Lead time of 9-10 months. To achieve that the specification and tender process must be started in Delivery will only be possible in R11.0 m R0 m R3.3 m R7.7 m 100 ml filling machine Replacement for 100ml King filling machine. Current machine is more than 25 years old and is not reliable and accurate anymore. Can be budgeted for in 2011/12. Lead time of 9-10 months. For delivery late in 2011 the order must be placed early in To achieve that the specification and tender process must be started in Delivery will only be possible in R3.8 m R0 m R3.8 m R0 m 500ml filling machineReplacement for 500ml manual filling process. Manual process is unsafe for the product and inaccurate. Can be budgeted for in 2011/12. Lead time of 9-10 months. For delivery late in 2011 the order must be placed early in To achieve that the specification and tender process must be started in 2010 else delivery will only be possible in R3.8 m R0 m R3.8 m R0 m 10 ml labelling machine Additional labelling machine to reduce pressure on existing machine (bottleneck) Can be budgeted for in 2011/12. For delivery in 2011 the order can be placed in To achieve that the specification and tender process must be started late in Delivery lead time 3- 4 months. Local suppliers. R0.5 m R0 m R0.5 m R0 m 100ml labelling machine R0.5 m R0 m R0.5 m R0 m Freeze-drier software upgrade R3.5 m R0 m Filling rooms upgrade: cGMP R3.4 m R0 m R3.4 m R0 m Bacterial vaccine production: Replace analogue fermentor plant Plant is 20 years old and the analogue components is no longer supported by the original supplier. The option to upgrade the plant is not possible after thorough investigation. Replacement needed. Delivery time ± 24 months. For delivery in 2013 specifications and tender process must start in R30.0 m R0 m R10.0 m R20.0 m R70.0 m R7.5 m R34.8 m R27.7 m | Onderstepoort Biological Products © | November 22, 2010

GMP Plant Upgrade: Pilot facility | Onderstepoort Biological Products © | November 22, 2010 Department: R&D ItemMotivation TOTAL2011/122012/132013/14Comments cGMP pilot plant (Mammalian manufacturing platform/s) Current manufacturing processes applied in production are old, not optimised and not validated/not validatable. This is evident through low GP margins on a large number of products currently realised in the competitive animal health market. To be able to make a convincing business case for the commercial scale cGMP facility, viable and competitive products and processes (current and/or new) have to be taken back through the development value-chain, most importantly to develop new manufacturing processes on new technology platforms, optimisation, up-scaling to pilot scale and validation. This approach is low risk, increases the cGMP project timelines but its would ensure that OBP Ltd will be able to afford the cGMP upgrade, maintain and sustain running the new facility without asking for shareholder bailouts in the future. R25. mR5.0 mR7.5 mR12.5 m Includes: Services of an experienced cGMP Consulting Project Manager; Consulting Engineers, Facility Construction, Clean- rooms installation, Equipments (Upstream, Downstream and formulation and freeze- drying processes) and Validation. cGMP pilot plant (Bacterial manufacturing platform) R25.0 mR5.0 mR7.5 mR12.5 m R50.0 mR10.0 m R15.0 mR25.0 m

Conclusion o OBP is required to deliver on its mandate of preventing and controlling animal diseases that impact food security and public health. o To be able to effectively and efficiently carry out this mandate: o The equipment and facilities bought in 1968 when the facility was established must be replaced – recapitalise OBP o Sort out the procurement processes within state departments o Products contained or listed in the RT12 contract which are produced at OBP must be excluded from the contract and procured directly from OBP o Results o Better response to animal disease outbreaks – we can ill-afford to have the same results as we had earlier this year from the RVF outbreak; o Food security and public health : positive contribution to Millennium Development Goal – eradication of extreme poverty and hunger o South Africa remains globally competitive by - skills retention and technologically advanced; o South African will not only be an exporter of agricultural products, but will be a net exporter of livestock products o Positive contribution to the country’s balance of payment | Onderstepoort Biological Products © | November 22, 2010