Bruna Gambôa

Head of Investor Relations

AGENDA
AGENDA 09:00 - 09:30
PURPOSE
09:30 - 10:15
EXECUTION
10:15 - 11:45
FUTURE
11:45 - 12:00
PEOPLE & ESG
12:00 - 12:30
Q&A
AGENDA
AGENDA 09:00 - 09:30
PURPOSE
09:30 - 10:15
EXECUTION
10:15 - 11:45
FUTURE
11:45 - 12:00
PEOPLE & ESG
12:00 - 12:30
Q&A
Simone Agra
Independent Member of
Board of Directors
 What is Blau’ core reason for being
and where can we have a unique,
positive impact on society?

OUR PURPOSE
To develop and deliver VANGUARD
PRODUCTS and SOLUTIONS
for a HEALTHIER and MORE
SUSTAINABLE WORLD

6
 OUR PURPOSE

Become a leading company

in the Latin American
institutional pharmaceutical
market.

Increase our participation in

other health markets.

Expanding our verticalization

process.

This is our DNA.

 Blau’ Strategic Planning
Structured process to support planned future growth
• Corporate Governance
Purpose • Compliance

Vision • Solid Financials and Investments

• Competences & Organizational Structure
Strategy
• Customers & Stakeholders
• Robust Pipeline & Innovation
Culture
• Information & Technology
• Processes
Action Plan
• Ambition & Courage
Execution • Flexibility & Focus

8
Marcelo Hahn
Founder and CEO
Board of Directors Member
 It’s just the beginning…
Blau’s 35 Year
2022

IPO
2021 Acceleration of new launches
Registration as a
publicly-held Increase of production
Granting of the company at CVM capacity in all facilities and
Anvisa’s license Opening the 2019 launching of P210 (Specialties)
dedicated to the specialties facility at 2021
Opening of Blau production of Launch of P400 - Land acquisition of
Blau São Paulo
Headquarters in biotechnological biotechnology Pernambuco Industrial
2012 2020 Complex
Cotia products platform for the
Acquisition of Blau
1992 2005 production of APIs
Opening of 2nd Plasma
Foundation 2016 Farmacêutica Goiás
1987 Consolidation of Collection Center
2011 First plasma
Blau’s Launch of the new
1995 Blau started its Latin Collection Center Acquisition of the Bergamo
International Research,
Opening the America expansion USA Laboratory ¹
Operational Development and
oncology facility in plan Innovation center -
Caucaia Partnership with JSR Life
Blau Inventta
Science
¹ The completion of the transaction is subject to the approvals of competent agencies

10
 We keep delivering our promises…

Construction Expansion of Biotech

of P1000 Blau Inventta (RD&I) APIs

Plasma collection New Intensification of

centers in the USA Geographies M&A strategy

BD: new Focus on Continuous investments

partnerships human capital in innovation

11
AGENDA
AGENDA 09:00 - 09:30
PURPOSE
09:30 - 10:15
EXECUTION
10:15 - 11:45
FUTURE
11:45 - 12:00
PEOPLE & ESG
12:00 - 12:30
Q&A
André Lameri
Chief Sales Officer
 Connecting BLAU’s purpose with
commercial model

AMBIDEXTROUS COMMERCIAL MODEL

OPERATIONAL CONSTRUCTION
Purpose Transformation Organizational EFFICIENCY OF THE FUTURE

Speed Dynamics CURRENT EFFICIENT ADDITIONAL SKILLS TO

MODEL DELIVERY CURRENT MODEL,
Develop and provide EXTERNAL ADDRESSED EFFECTIVE RESULT ALIGNED WITH THE FUTURE
ENVIRONMENT CORPORATE AMBITIONS
VANGUARD
▪ Capacity installed
products and
▪ Infotech ▪ Portfolio
solutions for a ▪ New markets
healthier and more ▪ Biotech Continuous generation of value
▪ Service level
sustainable world ▪ Innovation
throughout the ecosystem

14
Interaction with all stakeholders of the Health Ecosystem
Manufacturer

Search in the Industry:

Price control and an attractive mix, Interact with all stakeholders of the
Regulatory system quality and
competitive price health ecosystem, ensuring access
and availability to medicines and
Pharmaceutical services from BLAU's portfolio
CMED Industry Wholesaler:
ANVISA solution provider
Conitec and Service Level
ANS Regulatory Logistic
Agencies ECOSYSTEM operator
SUSTAINABILITY

Defines PATIENT
protocols and CENTRICITY Meet service level
guidelines requirements and
provide solutions
Contribute to the sustainability of
Service
Payer
Provider the System and provide more health,
quality of life and longevity to the
population.
Health Hospitals and Clinics
Insurers Drugstores
Payment model based on efficiency and
positive clinical outcome for the patient
 Track record of growth and leadership

High Internal Growth rate TOP 15 Products High Strong Market

Sales Growth above Market Performance Market share Presence

16% +9% 27% 8,400

Leader in 10
Sales Growth In total Pharmaceutical Market Health Institutions
(CAGR MAT Sep 18-22) 25,8% Blau x 16,5% market
markets in Brazil
On MAT Sep 2022 +6,200 Hospitals
Market Addressable NRC +430 Hemodialysis Centers
+11% P2 in 2 products +380 Chemotherapy Centers
+1,400 Public Agencies
In Adressable Non-Retail Market, P3 in 1 product
25,7% Blau x 14,9% market P4 in 2 products

Source IQVIA – Base Sep 22

16
 We are building the future…

Continuous sizing of competence and structure.

HUMAN CAPITAL For 2023: 2 MORE NEW BUSINESS UNITS with sales force expansion

MARKETING Structure focused on BUSINESS GROWTH.

TECHNOLOGY Data analytical maturity generating STRATEGIC INTELLIGENCE.

Continuing EDUCATION PROGRAMS and

SCIENCE interaction with UNIVERSITIES and business INCUBATORS.

PATIENT, CONSUMER AND Constructions of JOURNEYS and

CUSTOMER IN CENTRIC HUBs: Forums to discuss GAPS and ADDRESS UNMET NEEDS.

Products, solutions, services and technologies,

ACCESS GENERATING INCORPORATIONS, QUALIFICATION AND STANDARDIZATION.

17
 Target of commercial model

AMBIDEXTROUS COMMERCIAL BUSINESS ORIENTED MODEL

MODEL SKILLS COMPATIBLE
AGILE METHODOLOGY
HIGH COMMITMENT TO ENGAGEMENT
DELIVERY TODAY TO BUILD
RESULTS THE FUTURE

TRACK
RECORD SUSTAINABLE AND
RECURRING GROWTH
Rafael Barrientos
Vice-President of Operation
 Basis of Blau´s Operational Governance Forums Efficiency and
Governance Project: (S&OP, Operations Productivity
Day)

Definition of Regulatory
KPIs and BSC Compliance and GxP
Today’s
Seed Operational Process
excellence

Tomorrow’s Strategic
Harvest projects

Human
Capital

20
Strategic alignment through Blau´s Future
Operational Governance
4 Strategic Pillars
Current main challenges and opportunities at
Blau´s operations 1 Culture

Strategic Project
Expansion of production capacity projects
API Biotech expansion capacity (and new
developments)
Synthetic API production
2 Production capacity

Supply Chain
Efficiency & operational
Integrated planning for best supply chain practices.
Procurement and shipment efficiency 3 management

Operational Excellence 4 Market & geographical expansion

Management by KPIs
Continuous improvement (Lean, 6 Sigma, Kaizen,
Just-in-time) and unitary cost reduction (overhead
and materials) through batches size optimization Current
 Blau Total API Biotech

Operational
Governance Blau Caucaia Blau Cotia IT Foreign
Trade
Operational
Excellence
Facilities

Dashboard
Blau Goiás Blau São Paulo Workplace Strategic QC/QA Production
safety Projects Planning

Industrial OEE & Site Maintenance Logistics Supply

Management Capacity Chain
22
 Our Industrial Facilities
Cotia - P200 São Paulo Cotia - P210 Cotia - P400
Headquarter and Biologicals Specialties Specialties Biotechnological APIs

Caucaia Anápolis Pernambuco - P1000

Oncology Specialties

23
 Production & Efficiency
Overall efficiency (P200, SP, GO, CA)

Production (P200, SP, GO, CA)

Overall Efficiency - OEE
Overall Production (in 000 units) Overall Productivity (in unit per total labor)
10%
18%
6%
14% 10%
Bergamo

New production facility (P210) Kaizen, Lean production implementation

Full year production from Goias site Continuous improvements process
Improvements made at São Paulo site Additional gain of productivity should be
Continuous improvements process already implemented in 2022 achieved with automatic lines (future
projects)
Increasing of automation (inspection process)
Batches size optimization
Additional gain of productivity should be achieved with automatic lines (future
projects)

24
 Biotech APIs production facility
overview
State-of-art facility fully operational

5 API Biotech production

Upstream and downstream processes done

Expansion project for larger bioreactors is currently on going

New API Biotech production site is being planned for future projects

3Q23
1Q23

Concluded Somatropin MABs

Eritromax
Alfaepoetin rHU
Production overview Filgrastin
25 Peg-Filgrastin
 Efficiency & Capacity Expansion
Projects delivered in 2022
Fully new QC Laboratory
790 sq meters
Blau São
New equipments (atomic absorption)
Paulo Stability chamber for accelerated and
long term stability

Fully new QC and Microbiology

Blau Goias Laboratory
Complete update in production facility

26
 P210
Expansion of production capacity at Blau Cotia (P210)

1.500 sq meters of new production area

+2 new high-end lines equipped with in

process control technology
1 for ampoules (max. 24.000 pcs/h)
1 for vials (sterile powder) (máx. 18.000 pcs/h)

Fully automatic skid for aseptic liquid

processing with large volume tank (2.500 L)

Equipped with RABS (Restricted Access Barrier

System) for aseptic processing

Automatic revision process and online

aseptic environmental monitoring system

MES/EBR (Electronic Batch Record) with

serialization

27
AGENDA
AGENDA 09:00 - 09:30
PURPOSE
09:30 - 10:15
EXECUTION
10:15 - 11:45
FUTURE
11:45 - 12:00
PEOPLE & ESG
12:00 - 12:30
Q&A
 Overview of strategic projects for the future
From 2022
Short Term Medium Term Long Term

Expansion & IT Projects Expansion Projects of API Pernambuco (P1000)

(Pharmaceutical Serialization, MES/EBR, production (Biotech and Synthetic)
LIMS & Bridge) Pernambuco (P1000)

29
 Ongoing strategic projects for expansion of the production capacity
Project Feasibility Planning Execution Closing 42 ongoing Strategic
Phases 20 Projects 16 Projects 3 Projects 2 Projects Projects in the pipeline

P210 - Expansion Cotia

QC lab & plant update New administrative building
P400
New HVAC, steam and WFI utilities P200 Blau Inventta Expansion of R&D (P100)
New packaging área Expansion of QC lab (P300)
P300 P210
Warehouse expansion New sterile synthetic API facility (P110)
P100
New Cafeteria and offices Warehouse expansion
Expansion of API Biotech – P400

QC lab expansion and renewal

New Lyophilization line
WFI system update
Complete refurbish of the solids production area
WFI and utilities will be updated Depyrogenation tunnel and washing station for
the Penicillin and Cephalosporin lines
Complete site refurbish: finished product
warehouse, shipping and maintenance 2 new lines for injectables
Expansion of packaging área

Done Ongoing To be started in 2023

30
 Pernambuco (P1000)
Pernambuco´s facility overview
State-of-art production facility
According to highest standards for
GxP (EMA, FDA) - intended to be a
global production platform
Industry 4.0 concept
State-of-art automation
with BMS and MES/EBR
Land Area of 650,000 sq.m
Estimated built area: 130,000
sq.m
BRL 1 billion
Estimated Investment
31
Antibiotics
High potency drugs
Location: Pernambuco (Onco & hormonal)
Complexo Industrial Portuário
de Suape
Injectables
36 production lines
Utilities and services buildings
Oral solids
In according to green
and eco buildings (ESG)
Oral liquids
Gel, Creams & Ointments
 Concept of the project – planning and site master plan

Start by general infrastructure, utilities and services buildings

Modular implementation of the complete production site (utlities, effluents, QC,

laundry, medical room, cafeteria, Maintenance, warehouse)

Warehouses and secondary packaging area will be started for tax exemption

To built the workshops for the projected lines

Pilot batches production for regulatory submission process

32
 Next steps to achieve our goals

NEXT STEPS

ACTIVITIES Bidding process for preliminary actions

Earthwork for total area before rain

Soil sounding season

Preliminary studies and master plan Access road

concept Project management team

Environmental licensing Basic engineering Project

Previous licensing in

Done Ongoing

33
Uilberson Silva
RD&I Officer
 “The best way to predict your
future is to create it.”
Synapses Peter Drucker

Blau Research, Development and Innovation Center

35
 Development Capabilities
Innovation
products,
processes
and
RD&I Today RD&I Inventta After the expansion
(P300) Until 2018 (P110) 2020-2022 (P100 + P110) 2023
sustainability

200 m (Total area)

2
620 m (Total area)
2
1820 m (Total area)
2
+9x

Investment
of over
30 Employees 163 Employees 227 Employees +8x
BRL 40 M
+8x
12 Pipeline Projects 64 Pipeline Projects 95 Pipeline Capacity

36
 Pipeline Diversity RD&I
Complexity

Total Projects: 87
Different Dosages: 173 Incremental
Biological / Innovations

APIs Biosimilars
Time 4 to 6 years
Generics/ Biotech 1 Project
Time 4 to 5 years
APIs Similars 11 Projects
Synthetic Time 3 to 5 years
Health 9 Projects
Tray Time 2 years
Products 60 Projects
Time 2 years
2 Projects
Time < 2 years
4 Projects

Technological Effort

37
 Our Development Flow
4 Pilots batches production for regulatory agency
Intellectual Property Planning and Strategy
1 o biological and synthetic
5 Several studies and analysis

DMF – Drug Master File

o API development is the first procedure for
2 biological products
Stability Pharmaceutical Bioequivalence Comparability Clinical
o DMF building and analysis
studies equivalence studies studies studies

Medicine Development
3 o Distinct, but simultaneous processes 6 Registration dossier pack

Proteomics Pre Formulation Formulation

Analytical
methods
Packing material 7 Submission to Regulatory Agencies

38 Quality, Safety and Effectiveness

 Cases of Success in Brazil
Sugammadex Sodium and Dexperta
100mg/mL Injectable
308 M
139 M Anastrozole 1mg Coated Tablet
Noxx 20 mg, 40 mg, 60 mg, 80 mg e
100 mg Injectable
803 M

Polimixyn B 500.000 UI Injectable 66 M

TAM 32 M Hydroxyurea 500 mg Capsule
.
Launches 2022/2023
Letrozole 2,5mg Coated Tablet 77 M

Meropenem Sodium 500mg and

322 M
~2,3 B
1000mg Injectable
31 M Clarithromycin 500mg Injectable
Piperacillin + Tazobactam 4,5g
Injectable
449 M

Ampicillin + Sulbactam 1,5g and 3g

Injectable
44 M
14 M Ifosfamid 1g Injectable

Bicalutamide 50 mg Coated Tablet 12 M

Launches 2022
TAM: Total addressable market Launches 2023

39
 Modern
Biotechnological
Treatments
Strategies Exclusive
to design around 4 NEW agreement
Biosimilar Patents Blau < > Similis Bio
Market Size:
BIOSIMILARS
USD 42 BI (world) MONOCLONAL No territorial restrictions
BRL 4 BI (Brazil)
ANTIBODIES INTERNATIONAL
Possibility of exporting
Amount of USD 100 M
over the next 10 years IN BRAZIL BIOTECHNOLOGY to all countries
PARTNERSHIP
Development Increased expertise and
Acceleration Technology at Blau

Increase in track record

in LATAM biotechnology

40
40
 Development Expertise

PATENT
1 STRATEGY

Paving a
REGULATORY
2 disruptive
STRATEGY
pathway in
CLINICAL Brazil
3 STRATEGY

41
 Similis Bio / KBI Biopharma
Durham, NC, Venture Center Facility and
Louisville, CO, Louisville Facility

Cell Line Development, Process

Development, Analytical Development
(Eucaryotes)

Total Area: 6,200 m2

42
42
 Adding Blau at Global Biotech “The best way to predict your
Scenarium future is to create it.”
Building our future! Peter Drucker

Blau Research, Development and Innovation Center

43
 Monoclonal
Antibodies
Mechanism of Action

44
Roberto Morais
US Operations, Strategy &
M&A Officer
Board Member
 Ongoing verticalization strategy through
the successful operation in the USA

3rd Center
Flamingo

1st Center 2nd Center

LauderHill Northside

STRATEGY: ensure the TARGET: annual collection

own supply of plasma of 500,000 liters
derived products.

46
 Donation Centers Profile

Lauderhill Geographic
Adequate demographic Daily high traffic
profile: population, age, distribution of other
counts areas / anchor
average income plasma centers
stores

Flamingo
c 1st Center Performance in 2022
v (Number of procedures)
2,429
2,238 2,186
2,063
1,761
Northside 1,571
1,456 1,532 1,395
1,296

Jan Fev Mar Apr May Jun Jul Aug Sep Oct

47
 M&A Strategy
What we are looking for?
Additional production capacity
and portfolio expansion

High complexity products

(blood derived, recombinants,
immuno-oncologics,
monoclonal antibodies, among
others)

Targets aligned with Blau’s

verticalization strategy

48
 Bergamo Acquisition
Signing of a Purchase Agreement with Amgen - a leading biotechnology company
(Subject to antitrust approval)

Bergamo

Founded in
1946 and 190 employees
acquired by
Capacity Acceleration of
Amgen in 2011
expansion, also in entry into strategic
lyophilized market
2.2 million BRL 185
units produced million ¹ of
in 2021 Net Revenue
in 2021
GtM Business Portfolio
Model expansion

¹ Under audit process

49
Roque G. Ocantos
LatAm Operations & Business
Development Officer
 What we do?
Accelerating organic and sustainable growth
Participation in Events (International and nationals)

Portfolio Use of tools for market information, research and patent

Expansion IQVIA, Close Up, Clarivate and Descartes

Interaction with international suppliers, in order to assess market trends

In-License In different stages:

Projects 9 in the end of the initial stage, 17 in process and 6 already submitted to ANVISA

Colombia
Out License
Ecuador
Territorial Development of own affiliates in Paraguay
Peru
the most representative markets Bolivia
Expansion Uruguay
in the Latin America Centro
Chile
America
Argentina

51
 What we are looking for?
Rigorous sourcing and diligence process

Portfolio Niche products Products that Blau Industry

complementarity with high added has no scale to trends
value produce or
capabilities

52
Douglas Rodrigues
CFO
 Blau is well positioned in a resilient market And has a highly attractive financial
profile with financial discipline and
operational leverage
Net Revenue (R$ million)
Recurring growth in all business units
Net Revenue – CAGR (18-21) Net Profit (R$ million)

CAGR(18-21) 44.9%
CAGR(18-21)
20.4%
30.8%
28.9%
21.1%
9.3%

Biological Others Oncology Specialty

54
 Consistent delivery of strong results and high profitability
EBITDA Margin (%) Investment and Return Cycle
Investment cycle is Long, but Worth it
34% 35% 34%
New 32%
High Investment
Products 27% 54%
in RD&I
42%
36%
2018 2019 2020 2021 9M22 27%
Capacity G&A
Expansion Dilution
Gross Margin (%)

Continuous
49% 49%
Verticalization 47%
improvements
process 44%
43%
2018 2019 2020 2021 2022e

2018 2019 2020 2021 9M22 Total Capital Invested ROIC

55
AGENDA
AGENDA 09:00 - 09:30
PURPOSE
09:30 - 10:15
EXECUTION
10:15 - 11:45
FUTURE
11:45 - 12:00
PEOPLE & ESG
12:00 - 12:30
Q&A
Roberto Altieri
Legal, Compliance &
Corporate Governance Officer
 Company’s Defense Layers
Roles and Responsibilities

BOARD OF DIRECTORS ESG Committee

(7 Directors / 4 Independent Members)
(3 Members)
1st Defense
Layer
HR, Compensation and
Governance Committee
(4 Members)
2nd Defense Layer
EXECUTIVE OFFICERS Audit Committee
(14 officers) (3 Independent Members)
3rd Defense Layer
Strategy & M&A
Committee
(4 Members) 1st Defense Layer
Board of Directors & Executive Business
Committees Officers Areas
Internal
BUSINESS AREA Commissions Strategy Team Executive Team Management Team

58
 Company’s Defense Layers
Roles and Responsibilities
CEO
CFO
Risk Management &
Internal Controls
(1 Manager + 3 Analysts)
59
1st Defense
Audit
Layer Committee
2nd Defense Layer
Legal, Compliance &
Corp. Gov. Officer
3rd Defense Layer Internal
Audit
Compliance, Ethics Line
& Forensic 2nd Defense Layer 3rd Defense Layer
(1 Manager + 3 Analysts)
Risk Management & Compliance, Ethics Line Corporate
Internal Audit
Internal Controls & Forensics Governance
Code of Ethics, Ethics Line &
Monitoring & Controls Internal Investigation
Reports to Management Audit & Certify
Corporate Governance
(1 Manager + 1 Analist)
Lucilene Scurato
H&R & ESG Officer
 Who we are... Generation
31% X
59% Y
10% Z
58%
From

Boomers to
employees Zs
graduated and 22% 56%
above blue collors
graduated
We are 1584 females in the
Company

43%
Blauers
+ 50 %
post
graduated & Female in
Increase of
above leadership
Quality & position 22% in
R&D Technology area

5,5% 28%
HC growth to
support the 26%
+6000 hs C-Level
business strategy Operational technical
training
13%
R&D

61
 How we are structured...
Committee Committee
ESG M&A &
Strategy
BOARD OF DIRECTORS

Committee Committee

HR and Audit and

CEO Compensation Ethics

Financial and People VP of Legal, International

Regulatory Operations
Commercial Investor Organization Medical Governance & M&A Operation & Business RD&I
Relations & ESG Compliance Development

IT Industrial Quality

62
 We are committed to....

Be recognized as the Have an ethical Focus on the culture Strengthening the

best place to work environment for of technology and sense of belonging,
employees, innovation collaboration &
suppliers, customers integration
and partners

Our purpose is to develop and provide VANGUARD SOLUTIONS and

PRODUCTS for a HEALTHIER and MORE SUSTAINABLE world.

63
 People, Organization & ESG Business strategy integrated and aligned
Strategy with the organizational performance

HR Transformation is the key Blau Culture

Company culture is essentially defined by the people that works in the
to support business strategy company; how they treat each other, how they are aligned with company
goals and values, and how those factors impact their lives.

Attract, Develop & Retain a diverse workforce

Know the company strategy, know what needs to be done and

HR Business Partner HR with deep knowledge

Our what types of employees the company needs. Adequate
compensation program based on results, flexible benefits to
People
People
of the business and adequate new generations, reward & recognition based on
behaviors aligned with the desired culture.
results
Strategy
Leadership & team development
Strategy Leadership development boosts employee engagement, increases
the organization's ability to deal with gaps in the talent pipeline, and
reduces the turnover costs. Great leaders attract, hire, and inspire great
people.

Employee Value Proposition and Engagement

Leadership & Change Agent Establish a strong connection between employees and company
Capabilities Developed
values to create long-term engagement.

64
 New Office at Cidade Jardim Corporate Center

Privileged Location

Open space

Flexible hours

Home Office Policy

Modern environment
]

New space reinforces the

culture of integration,
65
engagement and innovation
 Sense of Belonging and Integration

66
 ESG & Matrix of Materiality
Blau's ESG History Matrix of Materiality
Governance &
Economy
In the IPO, we
Economic performance
intensified the ESG Matrix of
Technology Innovation
Human Rights
actions, with the Materiality
ESG Committee. Fight Against Discrimination
Diversity
Inclusion
Environmental

Carlos Nomoto, a Water and Effluents

2nd
reference in Brazil
Waste Society
Sustainability
in ESG, joins the ESG Report
Committee. Social Investment
Access to Medicines
Labor Practices
Attraction and Retention
Creation of the ESG Workshop ESG Health and safety Product Liability
Committee, connecting Training and Development
integrating Blau, employees to ESG Customer Health and Safety
employee and principles. Medicines Safety
society. Quality

67
 A COMPANY MADE BY PEOPLE, WORKING TO DEVELOP AND
PROVIDE VANGUARD SOLUTIONS AND PRODUCTS FOR A
HEALTHIER AND MORE SUSTAINABLE WORLD.

68
Q&A Session
Closing
Marcelo Hahn
Founder and CEO
Board of Directors Member
 We built an amazing history in 35
M&A
years and it’s just the beginning… Active M&A in
prospecting for new
New Segments opportunities
Blau keeps in the vanguard and ahead of the time to Strength to enter in Acquisition of
provide solutions and create value in a sustainable new verticals in the Laboratório Bergamo in
New markets pharmaceutical progress
way for all stakeholders Expansion in Latin market
America operation and
Verticalization entry into European and
API production of Alfa for American markets
Brazil at an advanced
stage and progress in the
Business Development
Hemarus operation, in the
New partnerships and
USA
strategic discussions to
launch innovative products
Pipeline in Brazil
Expansion of Blau Inventta

Expansion of
and strengthening of the
RD&I team
Imagine what we are able to
production capacity
P200, P210 and P400, do in the coming years…
P1000 starting construction
works

71
Blau Farmacêutica S.A.
(B3: BLAU3)
Investor Relations

ri@blau.com

ri.blau.com

Douglas Rodrigues| CFO & IRO

Bruna Gambôa | Head of RI
Juliana Pallot | IR