Good afternoon, ladies and gentlemen. I'm Pradeep Shah, Chairperson, and welcome and thank all of you for joining this 74th Annual General Meeting of Pfizer Limited. It really warms my heart to see our shareholders' presence in this meeting from across the country, from Rohtak, in Haryana, to Calcutta, to Hyderabad, to, of course, Chennai, and so on. The requisite quorum being present, the meeting is called to order. The company has received eight corporate representations in respect of 3,201,969 shares, aggregating 66.02% of the paid-up share capital of the company. In compliance with the circulars and guidelines issued by the Ministry of Corporate Affairs and the Securities and Exchange Board of India, this Annual General Meeting of the company is being held through video conferencing. The shareholders may note that the company has taken all efforts feasible to enable maximum participation and voting by the members of this virtual AGM. Let me now introduce you to my distinguished colleagues on the Board, whom you can see on the screen. We have with us Ms. Meenakshi Nivatia. There she is, Managing Director. Hello. We have Mr. L. Krishna Kumar, Independent Director and Chairman of the Audit Committee. We have Mr. Amit Agarwal, Executive Director of Finance. We have Mr. P. Rangan, Executive Director of Plant Operations. We have Mr. Prajeet Nair, Director of Corporate Services and Company Secretary. We have Ms. Meena Ganesh, Independent Director and Chairperson of the Nomination and Remuneration Committee and Stakeholders Relationship Committee, joining us from Bengaluru. We also have Ms. Sonia Singh, Independent Director and Chairperson of the Risk Management Committee, joining us from London. I, along with Meenakshi Nivatia, Krishna Kumar, Amit Agarwal, Rangan, and Prajeet Nair, are attending the AGM from the Registered Office of the company. Ms. Meena Ganesh and Ms. Sonia Singh are attending this meeting virtually from Bengaluru and London, respectively. The deemed venue for the AGM shall be the Registered Office of the company. We also have Mr. Sadashiv Shetty, Partner of BSR and Company LLP, our statutory auditors, Ms. Jigyasa Wade, Partner, Ms. Parikh and Associates, our secretarial auditors, and Mr. Harsh Bhatia, Partner, Kishore Bhatia and Associates, Cost Auditors, attending this meeting virtually. I will now request Mr. Prajeet Nair, Director of Corporate Services and Company Secretary, to take you through certain guidelines regarding participation at this meeting. Good afternoon, dear shareholders. I welcome you all to this 74th Annual General Meeting of Pfizer Limited. The members are requested to note that the proceedings of this meeting are being recorded, as per the circulars issued by the Ministry of Corporate Affairs, and the video recording of the same will be available on the website of the company. As this AGM is conducted virtually, without the presence of members in person, the proxy facility is not necessitated and accordingly has not been provided. The Register of Directors and Key Managerial Personnel and their shareholding and other documents referred to in the notice of AGM are made available for inspection by the members. The members who have joined this meeting are by default placed on mute by the host to avoid any disturbance arising from background noise and to ensure a smooth and seamless conduct of the meeting. Once the question and answer session starts, we will announce the names of the members who have registered themselves as speaker shareholders. The speaker shareholder will thereafter be unmuted by the host. The speaker shareholders are requested to click the video on button when they are speaking. If the shareholder is not able to join through video mode, he or she can ask questions through audio mode as well. In case there are any connectivity issues at the speaker's end, or if the speaker shareholder is not able to, is not present at the time of announcing his or her name, we would move to the next speaker, and the said speaker shareholder will be added back to the queue later. We would request the speaker shareholders to keep their questions brief and specific to the business of the meeting and not to repeat the questions to enable other shareholders to have a fair chance to speak. This being a virtual meeting, there will not be any voting by show of hands, and hence there is no need to propose and second the resolutions set forth in the notice. Pursuant to the provisions of the Companies Act 2013, all members have been given an opportunity to cast their votes by way of remote voting. The remote voting facility was open from Thursday, July 17, 2025, from 9:00 A.M. Indian Standard Time, and closed on Sunday, that is yesterday, July 20, 2025, at 5:00 P.M. Indian Standard Time. Members who have not cast their votes through a remote voting facility will have a further opportunity to cast their votes at this AGM. The voting window will be made open during this meeting and will also be available for another 15 minutes after the conclusion of the meeting. Mr. Nupang Dawlakia, Practicing Company Secretary, who is also present at this AGM, has been appointed as the scrutinizer for remote voting and e-voting at this AGM. Members may please click on the voting button tab on their screen to cast their vote while attending this meeting. Members are advised to refer to the detailed procedure for casting their vote via e-voting mentioned in note number 21 to the notice of this Annual General Meeting. Upon completion of the e-voting, the scrutinizer will scrutinize the vote cast through a remote voting facility and through e-voting at this AGM and will submit his combined report to the company. The results of the voting, along with the scrutinizer's report, shall be communicated to BSE Ltd and to the National Stock Exchange of India Ltd, where the equity shares of the company are listed, and will also be uploaded on the websites of the company and its RTA, KFin Technologies Ltd, within two working days from the conclusion of this AGM. In case you face any technical difficulties during this meeting, you are requested to contact Caffin Healthline number 1800-309-4001. Thank you, and over to you, Mr. Shah. Thank you. Ladies and gentlemen, I wish you all a very good afternoon. On behalf of the Board of Directors, I welcome you all to the 74th Annual General Meeting of Pfizer Limited. It is a privilege to speak with you today and reflect on our progress and achievements during the year gone by. While we miss the vibrance of in-person meetings, virtual meetings, in fact, break down geographical barriers, eliminate the need for travel, and make it easier for everyone to attend and participate from the comfort of their own location. It's truly remarkable to connect with shareholders from every corner of the country, share ideas, provide feedback, and make informed decisions together. This year, we celebrate our company's Platinum Anniversary in extraordinary legacies, planning 75 transformative years of advancing health through thoughtful care and unwavering trust. This is indeed a shared moment of great pride and profound sentiment for all of us. This 75-year milestone marks far more than the passage of time. It celebrates a legacy built on trust, care, and a firm commitment to advancing healthcare in India. Rooted in enduring values, this journey reflects the collective efforts of patients, healthcare professionals, employees, and partners who have been part of our story. As a significant part of Pfizer Inc.'s 175-year global legacy, our presence in India stands as a testament to the power of purpose-driven innovation and enduring partnership. Your company's remarkable journey is captured in our annual report for this year, themed "A Story of Health, Care, and Trust," a reflection on how our 75-year legacy in India has been shaped by purpose, progress, and the people we serve. Framed through the metaphor of a bioscope, it offers a vivid frame-by-frame reflection of our 75-year presence and legacy in India, highlighting how each moment has contributed to a larger story of impact, resilience, and purpose. More than a record of milestones, it brings to life the values and shared experiences that continue to define our commitment to the nation and its people. Since entering India in 1950, your company has had the privilege of contributing to some of the nation's most transformative healthcare milestones. Our journey has grown in step with India's progress, expanding access, introducing the first anti-diabetic and anti-tuberculosis medicines to the country, and pioneering trusted antibiotic brands. As one of the first multinational companies to establish deep roots in India, your company has played a vital role in advancing pharmaceutical self-reliance through critical therapy introductions, local manufacturing, technology transfers, and early investments in research, quality, and product development. Over the decades, we have continued to strengthen the essential medicines' supply chain, foster knowledge exchange, and support India's evolving healthcare priorities. Moving to the present economic scenario, India's economic outlook for 2025 remains optimistic, with GDP growth projected at approximately 6.5%- 6.7%, driven by strong private consumption, robust public expenditure, and a thriving services sector. While moderation in manufacturing and fiscal spending may ease the pace slightly, India is still expected to maintain its position as the fastest growing major economy. Encouragingly, the World Bank projects steady growth of 6.3% in FY 2026, reinforcing this positive trajectory. On a broader scale, India's economic influence continues to rise. With the country poised to become the world's third-largest economy by 2027 and the second-largest consumer market by 2030, the momentum is undeniable. Infrastructure upgrades, tax reforms, and shifts in global supply chains are expected to accelerate this progress. At the same time, it is important to acknowledge existing challenges, such as trade tensions and lower levels of private investment. Yet, as noted by the Reserve Bank of India, with prudent and well-calibrated policy support, India is well-positioned to navigate these headwinds and sustain its upward path. Turning to the Indian pharmaceutical sector, the market recorded a turnover of INR 2,33,261 crore between April 2024 and March 2025, growing by 8% during the year and registering a 7.9% compounded annual growth rate from 2022 to 2025. This growth was fueled by price increases (4.3%) and new product launches (2.3%). Notably, the chronic segment led the way with a 9.8% increase, while the acute segment grew by 6.9%, weighed down by slower momentum in anti-infectives, gynecology, and respiratory therapies. Looking ahead, the Indian pharmaceutical market is projected to grow at a compounded annual growth rate of 8% through 2029, reaching approximately INR 353,000 crore, according to the IQVIA prognosis report. This growth will be driven by new therapies, greater insurance coverage, and expanding healthcare access beyond Tier 1 cities. However, pricing pressures under the DPCO and the growing presence of trade and non-branded generics may temper the pace. We are pleased to see constructive developments in India's regulatory environment. These changes reflect a growing commitment to global alignment, efficiency, and transparency. Additionally, the introduction of the revised Uniform Code for Pharmaceutical Marketing Practices in March 2024 marks an important step forward in driving greater accountability across the sector. We welcome these measures and remain committed to enabling policy shifts that further access innovation and quality care. Shifting focus to your company's performance, the year under review was marked by strong financial performance and sustained business momentum. For the financial year ended March 31, 2025, your company reported sales revenue of INR 2,128.36 crore, up by 2.3% over the previous year. Profit before tax rose 36.2% to INR 1,016.09 crore, supported in part by a one-time gain of INR 172.81 crore from the sale of the Thane Land and Building. This outcome was underpinned by disciplined execution, prudent capital allocation, and effective cost management. Our core brands, Prevenar, Eliquis, and Meropenem, continued to post strong volume-led growth. Our internal medicine business remains a key revenue contributor. Eliquis, in particular, emerged as a standout performer, achieving a 17% CAGR post loss of exclusivity and reaching over three times more patients despite competition from nearly 100 generic options. This growth is a testament to the brand's clinical strength and our steadfast commitment to quality. Vaccines continue to form a foundational pillar of our portfolio. Prevenar 13 remains the market leader, both in terms of share and public health contribution. Through targeted awareness initiatives and partnerships with corporate hospitals, we continue to strengthen the adult vaccination ecosystem. Our Hospitals business unit continues to lead with its advanced anti-infective portfolio, serving institutions including hospitals. Meropenem delivered a strong growth in FY 2024-25, and the reintroduction of Magnex 1.5 g further enhanced the therapeutic options. In recognition of our performance and in celebration of our Platinum year, the Board of Directors has proposed a total dividend of INR 165 per equity share of INR 10 each. This includes a final dividend of INR 35 per share, a special dividend of INR 100 per share to commemorate our 75th year milestone in India, and an INR 30 per share dividend tied to the Thane asset sale gain. This reflects both our financial strength and our heartfelt appreciation for your continued trust and partnership. Beyond performance, I want to take a moment to reflect on our enduring commitment to sustainability. At Pfizer, responsible growth is integral to how we operate, and we continue to walk in step with India's long-term vision for a sustainable and developed future as a Viksit Bharat by 2047. Our Goa manufacturing site leads this commitment, aligned with Pfizer's global ambition to achieve net zero by 2040. With a goal to reduce company emissions by 95%, value chain emissions by 90%, and transition to 100% renewable electricity by 2030, our progress in the sustainability space is encouraging. In FY 2024-2025, our Goa site achieved a 56% reduction in carbon emissions compared to the 2019 baseline, down from 2,449 to 1,675 tons of carbon dioxide equivalent, a 32% year-on-year decline. These gains were powered by focused efforts in energy, water, and waste efficiency, alongside, of course, active participation through leadership-led and community-centric initiatives. Our efforts were honored with the OPPI Sustainability Award in April this year, further reinforcing our role in shaping sustainable manufacturing practices in India. As we mark this important milestone, I would like to extend our heartfelt gratitude to Mr. Uday Kannas and Mr. Sunil Lalbai for their invaluable contributions during their tenure on our board. Their wisdom and guidance have played a defining role in shaping our governance and long-term direction. At the same time, we are delighted to welcome Mr. Lakshman and Krishna Kumar and Ms. Sonia Singh to the board. With their diverse experience and perspectives, we look forward to their counsel as we continue to advance our mission of improving healthcare outcomes across India. I would also like to take a moment to acknowledge Ms. Meenakshi Nivatia, our Managing Director, for her visionary leadership and deep commitment to Pfizer's purpose. Her clarity and conviction continue to guide our path as we embrace new opportunities for impact. To my fellow board members, thank you for your steadfast support. To our colleagues across the organization, your resilience and purpose-driven work continue to power our progress. To our healthcare partners and shareholders, your trust inspires us every day to do more and be better. As we reflect on our 75-year journey in India, we are proud of the progress we have made and deeply energized by the road ahead. Our commitment remains firm to deliver meaningful breakthroughs that transform lives in India, while also championing India's capabilities on the global stage. I look forward to continuing this journey together towards a healthier, more resilient India. Thank you very much. I now request Ms. Meenakshi Nivatia, our Managing Director, to make her presentation to the shareholders. Thank you so much, Mr. Shah. Ladies and gentlemen, firstly, a very good afternoon to you. It's my pleasure to share with you a little bit more about what the year 2024-2025 has been. Mr. Shah talked very clearly about some of our aspirations, some of the achievements, and what we've tried to do beyond just delivering high-quality healthcare impact. I will go through a few slides to bring a little bit more color into this. I first want to start with a really, really important milestone, if we can move to the next slide, which is the number 75, as you see there. We in India, we became a republic in 1950, and it gives me great pride that for us as Pfizer as well, this is the 75th year of our existence here in India. We started in 1950 introducing basic manufacturing of pharmaceuticals. We were amongst the first companies to get listed in the Bombay Stock Exchange. We were also one of the first companies with a commitment to innovation to launch clinical research capabilities in our country. Until today, we solve for across 15 different therapeutic areas. Through all of this, through this 75-year presence, we, on an annual basis, believe we impact almost 300 million plus patient lives with the range of products that we have. It's a very, very, very, very valuable, very, very proud milestone for all of us, including all of you, for your support and encouragement that we in India, in Pfizer, are meeting the same 75th year milestone as our country. If we move to the next slide, I wanted to share a little bit more. Mr. Shah shared the financials, but just to talk about four key metrics that we measure ourselves on. First and foremost is revenue from operations, and we truly are proud that we've turned the corner and we are back to growth. We had a 4% overall growth. Mr. Shah talked about a 2.3% growth from operations, but an overall growth of 4%. When it comes to margin, gross margin, which is a function of the profitability of our products from a manufacturing perspective, we were able to hold that in spite of very high cost pressures and very limited ability to increase prices. We were still able to hold the margin of 61.9%, which you will agree with me is a very healthy position to be in. From an EBITDA perspective, earnings before interest, tax, and depreciation, we were able to deliver 32.4% margin, which compared to last year, last year the same number was about 29%. Quite a significant improvement, both from a very, very careful allocation of costs, but also from the benefit that we got with the lab sale, and I'll talk a bit more about that. Last but not least, the profit before tax, again, very healthy, 36.2% growth versus the prior year. In terms of what really led to all of this, Mr. Shah mentioned it, but I just want to talk a little bit more about the key pillars of our growth. The first was our key brands, Prevenar, Eliquis, Meropenem, amongst many others, delivered significant volume-led growth. Not just overall growth, but I want you to note that it was led through volumes. Minipress, another very strong brand for Pfizer India, also delivered strong growth. Zavicefta, this was one of our cutting-edge anti-infectives in the hospital. We were faced with more than 50+ generics, but in spite of that, we were able to hold leadership. We strongly believe that was because of the strong scientific data and results that this brand has shown through these years. Last but not least, Magnex 1.5 g, a product very close to our heart. We were able to bring it back into the market in July of last year, July of 2024-2025, and that is beginning to see a great impact in the hospitals. As I mentioned, a Thane leasehold land sale, which gave us INR 173 crore, that's reflected in our PBT. If we move to the financials, if we move to the next slide, please. Moving to the financials, this is exactly the same. It just gives you the numbers as we were sharing with you, both Mr. Shah and I. The first is the revenue from operations, which is 4%, of which 2.3% came from the sales of the products. The gross margin, which is our revenue minus the cost of our goods that we manufacture, at 61.9%, which we held compared to the last year in spite of cost pressures. When you look at the EBITDA at the bottom of the page, you will see that significant improvement from 29% to 32.4%. What gives me great pride is if you look at the direction of the slide on the right, the profit before tax, year on year, we are continuing to show improvement. In spite of cost challenges, in spite of revenue challenges, we are very much focused on making sure that everything we do, every rupee we spend is spent wisely, and that's what's helping us continuously improve the profit before tax. I'm sure you all will be very happy to hear about the recommendation on the share. A total dividend of INR 165, and that is broken down into three parts: the final dividend of INR 35 per share, a special dividend of INR 100 per share in the context of our 75th year, which, as I said, is a very important milestone for all of us. Last but not least, recognizing the sale of the land, we acknowledged an INR 30 per equity share, total adding up to INR 165. Now, if you move to the next slide, going back to what we really believe is the foundation of our existence here in India as Pfizer. I'll just share a few numbers with you, and I hope each of those numbers makes you as proud and satisfied as they do me. The first is we cut across 15 therapy areas. We are really doing our best to bring medicines from across the Pfizer portfolio to our country as quickly and rapidly as possible. Together, it's almost 125 products, and you can imagine the complexity that leads to for our business. We believe that staying with all of these products is extremely important because at the end of this journey, our patients are benefiting from these products. 300 million plus patients impacted on an annual basis. When we think about the number of healthcare professionals that we have a chance to meet and share the scientific knowledge behind our products, 2,070,000 healthcare professionals we try to visit on an annual basis. If you look at the right side of the page, again, a very important fact that more than 60%, almost 63% of our total portfolio is made and manufactured here in our country. A quarter, 25%, comes from our own Goa plant, and we are continuously looking at how we can increase this number so that we have more and more local manufacturing. 8%, almost 40%, comes with third parties in India. We have a range, a network of 15+ partners across the country, all parts of the country, who we work very closely with to ensure we deliver quality products to our patients. About 37% of our business is imported. A lot of these are our newer therapies, and we are trying to do our best to import them as quickly as possible so at no point is there a shortage of medicine in the country. Moving to the next slide, just to share a little bit about our different brands. You'll see some small graphs. I want to talk about six of our brands, and just to give you a sense of underlying all of these numbers, underlying the growth percentages we talk about, our brands, products, medicines, and patients. I just wanted to give you a flavor of the six top brands that we have. Starting with Eliquis, Mr. Shah talked about it, but this has been a really iconic brand for us in Pfizer India. We are seeing a growth of 25%. This is post losing exclusivity. This is sheerly on the back of the quality and the science and the belief that our customers have on this product to do the best they can to prevent stroke. If you move to the right, Becosules, a brand that many of you will be familiar with. Here again, we are continuing to see growth and continuing to see growth in market share, which is our share of the total category. In other words, if there are 100 units of vitamins sold, 12 of that, 13 of that in terms of value comes from Becosules. This is a product, a legacy of 50 years. It's the number one selling vitamin B still in the country. We are absolutely determined to rapidly bring more and more different variants, different products, different packaging to our patients to make their lives better and to increase the convenience of the use of the product. If you look to the bottom left, Prevenar, the number one selling vaccine in the country across all vaccines. This is not just in pneumococcal. Across all the vaccines, when you look at the total business, Prevenar is the largest vaccine. In spite of a lot of competition in 2024-2025 itself, we had almost four new competitors entering the market with their own version of a PCV vaccine for pneumococcal. In spite of that, you will see that the volume market share has grown from 46% to 50% to 57%. What this tells us is that at the end of the day, whether it's pediatricians for babies or vaccinators across the States for adults, they truly believe in the science and the benefit that Prevenar provides, both for adults as well as for children. On the bottom right of the page, Minipress XL, again, a great product for hard-to-treat hypertension. There again, in spite of the number of generics in the market, we are continuing to see, we are able to hold our share, and in many parts of the country, we are growing our share thanks to the technology that supports this product, which in turn leads to the absolute right release profile for the product, which makes it very beneficial to our patients. These were some of our medicines in what we call the internal medicine primary care vaccine space. If we can move to the next slide, a very similar story even in our hospital brands, where we have seen strong momentum despite a very challenging environment. I already shared with you Magnex 1.5 we brought back to the market in July 2024. Beyond that are two big anti-infectives, Zavicefta, a product we launched many years back. We lost exclusivity in January 2023. We now have almost 55 generics, and every year there's a new generic coming into the market. In spite of that, we are able to hold our value share at 19%, and it's grown a lot versus the year 2023-24. The main reason driving that is the belief that the clinicians in the ICU setting have that when they see a patient in the ICU, there is absolutely no compromise, and they want to use the most proven, the most scientifically evident product that they can use for their patients. That's where we see Zavicefta winning every time. Looking at Meropenem, another very, very old product, 100+ generics, I want to say. If you will remember, in April 2023, we saw a big price cut on this product, almost 70%. Since then, we've been able to really turn around the business. Today, in FY 2024-25, the sales were almost INR 106 crore, which was 20% more than the peak sales of this product before the price cut. Where is that coming from? It's coming from volume growth, completely volume growth because we can't increase prices at all. What this means is that when prices no longer are different, people trust the value, trust the science, trust the quality of Meropenem, and are really using it more and more for many of their patients. Across the board, I hope that gives you a good sense when you look at our top six brands: Eliquis, Prevenar, Becosules, Minipress XL in the primary care setting, and products like Zavicefta and Meropenem in the hospital setting. We are seeing strong wins, strong momentum, strong belief in our science, which is leading to the results that both Mr. Shah and I talked about. Now I want to shift gears beyond our products, which is, of course, a key part of why we are here. We also have a very, very important social responsibility to the community at large, from an environment perspective, and to our own people here at Pfizer. Over the next three slides, I'd just like to talk a little bit about each of these commitments that we have. Here you see the impact that we are having through our corporate social responsibility initiatives. We at Pfizer were very clear right from the get-go that, you know, because of this great opportunity the government has given us to plow back money into corporate social responsibility, we wanted to make sure that we use it in the best possible way so that we can really, really benefit our people here in the country. As you will see across the four categories of programs that we have: infection control, patient care, driving innovation, and community service, almost 1.35 million beneficiaries were impacted positively through our CSR efforts. Whether it was launching Project Parivartan to really help hospitals look at their infection management, infection control, so that hospital-acquired infections, which is absolutely not necessary because it is something we can prevent, that together with our hospital partners, we're able to dramatically reduce that. The patient care with Tata Trusts Cancer Care Program, as well as the Project ASPHA Health Desk, what we are trying to do is drive a lot of awareness and diagnosis for patients coming into the different Tata Trusts hospitals across the country. Where we can help in early diagnosis, where we can help through awareness, we absolutely do that. Thanks to the program, we have benefited several patients who otherwise may have gone undetected with their cancers. In terms of innovation, we feel this is a very important direct and indirect way to really drive new thinking in our country. What we are trying to do, we started this program, Pfizer Innovation, several years ago with the partnership of Social Alpha as well as IIT Delhi. This has now expanded in many ways. The main idea is how do we support through grants startups across our country who can launch devices, launch diagnostics, launch programs that can, in a very low cost, in a very quick access way, help our people, help ourselves diagnose and detect diseases. I want to say the first two waves were very successful. Many of our programs are beginning to see the light of day. During the year 2024-2025, we were also able to partner with the Department of Pharmaceuticals of the Government of India, to partner with NIPER, the National Institute of Pharmaceutical Education and Research. NIPER Ahmedabad partnered with us, Pfizer, to launch the third chapter of Pfizer Innovation. We are now funding six programs with NIPER to really help these innovations come to light. Last but not least, AmeriCares, again, a very important partner for us, working very much at the grassroots level, which is where the real difference happens. During the year 2024-2025, we launched another program with Americares in Goa to really help with the community development. In a very recent meeting at the Ministry in Goa, we heard some very positive, very resoundingly strong feedback on the impact this had for the children in whose community we were undertaking these programs. This is just another reminder that beyond bringing great medicine to the country, beyond ensuring our patients can get access to it, there is also this other approach of CSR that allows us to do the right thing from a healthcare perspective. If we move to the next slide, Mr. Shah covered a lot of these points, but our Pfizer priorities when it comes to environment and sustainable growth are really anchored on six areas: climate change, diversity, equity, inclusion, business ethics, product quality, ensuring equitable access and fair pricing, and innovation. Many of the initiatives that we have undertaken, just a few that we've mentioned here in terms of the focus on renewable energy at our Goa plant, the importance of trying to convert all, more than 50% of the plant energy now comes through solar panels. The importance on reducing the emissions by more than a third in both Scope 1 and Scope 2. We don't just stop with what we are doing at our plant, but extend it to our partners as well. Every year, year on year, looking at a significant reduction in water consumption. Whether it's our carbon footprint, whether it's the resources we are using, whether it's the water that we are having to use, we are trying to do all we can to make it as efficient as possible to ensure that we meet our commitments on ESG. If we move to the next slide, coming back home, our own people are very much our own people here in Pfizer. Extremely important for us because every single employee at Pfizer is ultimately an ambassador for the product, the quality, and what we mean and what we intend to do for patients. On an annual basis, we measure our own results in terms of how are our people rating us when it comes to how engaged they are with us. How many of them are feeling included in the decision-making? How many of them are feeling like we are doing the right thing when it comes to integrity and compliance? We've seen some very high scores: 87% engagement, 86% inclusion, 91% integrity. These are very, very high scores. I want to give you the confidence that this survey was not just answered by 30% of the organization or 50% of the organization. Our response rate to the survey was 89%. It's a very, very fair representation of what our people are feeling about the culture and the environment that we have here at Pfizer India. The second area in terms of growth and development of our people, you'll all appreciate that people feel engaged in an organization when they're seeing personal growth, when they're seeing the organization growing, and when they can see themselves learning and doing better things faster. To that end, we are very focused on several areas, but two that I want to highlight. The first is how do we make sure that all of, as many as much as possible, in this case, 80% of the promotions in the company at least are staffed internally. Secondly, for all our first-line managers, the managers of our salespeople at the front line, we are trying to do beyond just the promotion. Of course, that's a very good metric, but beyond just the promotion, also making sure that every single first-line manager is continuously feeling like they're getting training and upskilling when it comes to their own abilities. Last but not least is what we term as colleague benefits, which means beyond just the compensation, what do we give back to our people? What are the benefits that we're giving our employees so they can lead a safe and healthy life back at home? Whether it was our paternity leave policy for 12 weeks, our crèche benefits for our female employees, introducing OPD benefits in our medical coverage, and many other employee assistance programs for both mental and physical health, this is something we are continuing to work on, continuing to improve on. I will never say that we are done in terms of this because we can always improve, but I'm very proud to say that year on year, we are doing a lot more each year to make sure we give our employees the best possible support we can. With that, I'll bring it back to products. I think we talked a lot about the products that we already have in the market. We talked about our commitment to the community, to the environment, to our people. Last but not least, very, very excited to tell you that in March of this year, March of 2024-2025, we had approval from the regulatory authorities of our country for three new products. The first is Prevenar 20, which comes next after Prevenar 13. For now, we have approval for individuals above 18 years of age. Where Prevenar 13 covered 13 serotypes, this product will now cover 20 serotypes, and we're looking to launch that in the next few months. Nurtec, which will be the first after a very long time, an acute treatment of migraine across the full spectrum of migraine. The early response, this can be prescribed by neurologists and psychiatrists. The early response, as we've been sharing the data with neurologists, is extremely positive, extremely exciting, not just because it's a new therapy, but because patients can experience the benefit of the treatment within two hours. We're very excited to bring Nurtec to the country. In a few months, you will be hearing a lot more about this product. Last but not least, with our heritage of leadership in the world of anti-infectives, sterile injectable anti-infectives, we are launching the next scientific breakthrough, which is Emblavio, which, as you can imagine, in the ICU setting, there are several types of bacteria that are not getting fully treated. Now, with the launch of Emblavio, we are going to be able to give our customers yet another very powerful tool, another powerful weapon to really deal with this problem of infection. Three new products after a very long time, we are going to be launching three new products within Pfizer India, and all of them have been approved by our health authorities in March. Watch the space. Over the next few months, you will hear a lot more about these products. That brings me to the end of my presentation. I know Mr. Shah talked about it. I talked about it. Four key messages we would like you to take away. The first is that we are fully and completely back to growth, marked by operational discipline, a very focused perspective on which products to really prioritize, and most importantly, very, very strong on-the-ground execution. In the context of our capital allocation, resource allocation, looking for cost efficiencies, we've been able to make a significant improvement on EBITDA as well as profit before tax. What we truly believe is a successful company is not just one that delivers the financials and meets the needs of their customers, but also a company that can stay very agile with the marketplace changes. You will agree with me that in our country, in the context of all the changes in the pharmaceutical sector, this is something that we need to really keep top of mind. It gives me pleasure, gives me satisfaction that we've been able to do that through the course of the year. We saw an opportunity to, there were some products we had partnered. We saw an opportunity to bring it back in-house because we felt that with our team focused on scientific selling, we could do that. We did exactly that. Similarly, we had products that were partnered, and we felt that they could find another alternative partnership where many more patients could get the benefit of the product. We made those changes. This is something ongoing, and we'll have to keep at it. The important thing is, as the marketplace changes, as the need for our products change, we are adapting very, very quickly, very, very seamlessly with almost zero to no disruption in our business. Last but not least, a strong commitment to our customers. Mr. Shah talked about the code change, the UCPMP. We welcome these changes with open arms because it allows us to really not just do the right thing, which we've always been doing, but to actually play a role in actively making sure the whole industry does the right thing. Whether it's our commitment to healthcare professionals, whether it's a commitment to the community at large, and most importantly, as well to our own people, we remain absolutely and fully committed. That brings me to the end of our presentation. I will now hand back to Mr. Shah. Thank you, Meenakshi. I now turn to the formal agenda of the meeting. The notice convening this AGM and an electronic copy of the annual report for the financial year ended March 31, 2025, has already been circulated to the members of the company electronically. A physical copy of the annual report has been sent to the shareholders who have requested for the same. With your permission, I shall take them as read. In terms of the semi-recent circular, the company has also sent letters containing the web link to the annual report to the shareholders whose email IDs were not registered with the company depository participants. The auditor's report on the financial statements and the secretarial audit report of the company for the financial year ending March 31, 2025, do not contain any qualifications or adverse remarks, and hence the auditor's report is not required to be read. I shall take them as read with your permission. For the sake of convenience for shareholders, I shall read the business agenda items which the company proposes to transact by the notice of the 74th AGM, which are namely, first, the adoption of audited financial statements for the financial year ending March 31, 2025. Two, declaration of dividend of INR 165 per share. Three, reappointment of Mr. Amit Agarwal as a Director liable to retire by rotation. Four, to consider and ratify the remuneration payable to Ashur Bhatia and Associates, Cost Accountants, for the financial year ending March 31, 2026. Fifth, to consider appointment of Mrs. Parikh and Associates as the Secretarial Auditors of the company. The voting window is already open for members to cast their vote. Our Managing Director will be glad to answer questions relating to the agenda items which the shareholders may wish to ask. We have a total of 26 shareholders registered as speakers. Once the questions are asked by all the speaker shareholders, the Managing Director would answer the questions. I request the members who have registered themselves to speak at the AGM to be brief so that all those who wish to speak may have the opportunity to do so. I now request the host to announce the names of the speaker shareholders. Please go ahead. Thank you, Chairman Sir. I request our first speaker, Ms. Leika Satish Shah, to proceed with her question. I request Ms. Leika Satish Shah to kindly unmute your audio, switch on your video, and proceed with your question. No response received. We'll move on to our next speaker. I request Mr. Gautam Kedar Prasad Thibari to kindly unmute your audio, switch on your video, and proceed with your question. Yes, sir. Can you listen to me, sir? Yes, very much. The camera, I'm trying to start, but it is not starting. Please check at your end. You can share your webcam, and you can proceed with your question. Thank you. Oh, okay. Thank you, please. Thank you. Thank you, sir. Sir, so very, very good afternoon. Our very honorable, dynamic, popular Chairman, Sir Pradeep Shahji. I am very happy to see you, sir. Fit and fine, happy and healthy. Once again, though virtually, still very happy to see you in good health and hygiene. Our Managing Director Meenakshi Nivatiaji, our Chief Financial Officer Mr. Amit Agarwalji, our Executive Director Mr. P. Rangan, and Company Secretary Prajeet Nair, all other very efficient and dignified directors on board, and team of Pfizer Limited, myself, Gautam Thibari, and I am speaking from Mumbai for this meeting. Sir, here is a very, very warm welcome and greetings for one more year of grand success, sir. I would like to thank the entire management team for their outstanding performance year on year, despite a lot of many hurdles and glitches at national and international level. In fact, your introductory speech, Sir Pradeep Shahji, and Mrs. Meenakshi Nivatia's presentation was so nice, sir, that we got the complete and total picture of what I wanted to understand and many of the questions, that is why I wouldn't have to ask again here. I thank the management team for paying INR 165 dividend. Many companies, when they send the land and all other things, they don't pay such a big amount, but you have paid. This shows your honesty and integrity and loyalty and sincerity with all shareholders and investors, always and all the time, as usual. I have received the hard copy of the annual report in due time, which is really attractive, very colorful, well designed, transparent, informative, and adhering to all norms of corporate governance, sir. Our very, very popular Company Secretary, Mr. Prajeet Nair, who has been here for more than 35 years, almost completing four decades. His service is exceptionally outstanding, even with whatever was the condition, whatever is the condition that the company had in the previous years. He has faced it very intelligently, very wisely, and being very soft-spoken, very kind, very much helpful, respectful to all the shareholders, very harmonious, helpful. Even his associate Kasturi is also equally like this. We are very much happy about the investor service that has been provided by our secretarial department. We really wish that companies should award and retain such people, such good service providers with them all the time. Even the services of KFIN Technologies and other, our RTH and all that are very good. We thank the company for selecting such good service providers for shareholders. Sir, I also wish to take a moment to recognize the company's CSR achievements, especially the strides made in rural development, environment, education, women empowerment, sustainability, and energy initiatives. I also congratulate the company for winning plenty of, a lot, many awards and accolades, time and again. Sir, in order to satisfy my anxiety, I would like to know certain things. In fact, [Foreign language] आपसे, question [Foreign language] पूछना तो, सूरज को दिया दिखाने के समान है। फिर भी, in order to satisfy my anxiety, I would like to ask you, sir, see, what is the attrition rate of our top-level employees and what the company is doing to retain them in our company? Because we spend quite a lot to train them in the initial years. Sir, what are our companies? As you have explained, there are three new launches. Besides that, what are the launches awaiting approval and in the process of being, come, in the public or in the vicinity? Sir, our target to attain carbon neutrality is 2040. What is the status of our carbon neutrality at present as it stands now? Sir, all the companies are using worldwide green hydrogen, renewable energy, artificial intelligence, solar power, and water conservation for increasing companies' business revenues and overall profits. To what extent have we been successful in increasing our revenues and overall profits by applying these all remedial measures, these all rather protective measures for our company? Sir, what is the impact of our pricing policy? As you said, I'm very happy that these generic medicines we have given a lot of good life and actually the life to those people who have been suffering. Because of this, how much the company has been, how much losses have the companies suffered and what other policies we have made to minimize, to compensate with these losses which we have suffered? Sir, now a question about Goa plant. Last year, it was 25% capacity utilization. Now it is how much and, what, and yearly maintenance, what cost and profit annually, earned out of this plant now, and the medicines manufactured by this Goa plant? To what extent have we earned the profit with this? Sir, one small thing I would like to ask. Sir, how much unclaimed amount of dividend have we transferred to government and how many unclaimed shares have we transferred? Sir, for FY 2025-2026 first quarter, how much is the CSR and R&D spend here? Sir, our promoter share, if I'm not mistaken, is 64%. You can correct it. Why not make it 75% as per government norms? In conclusion, sir, I would like to say that I'm a shareholder of your company. In fact, wherever Pradeep Shah is there, sir, it is a Midas touch. Those companies always reward the shareholders very gracefully. Wherever you are there, you must be, you know me very well for more than three to four to five decades we have been here. Whichever company you are there, I'm always there. Right from day one, I'm also here. I have voted for each and every resolution very favorably. I support appointments and reappointments of all directors' supports as usual. Since we have unwavering trust, faith, and confidence in the management, their lifetime continued support is always assured with me. I wish for you a very long, happy, healthy, wealthy life for each member of the management and for each person who is connected with us in the process. Ultimately, I would like to say, sir, [Foreign language] फूलों की खुशबू, फूल कलियों की बहार, मौसम की यह बौछार, परमेश्वर परमात्मा आपको दे सफलताएं अपरंपार, बार-बार लगातार। आप सभी रहे सदा सर्वदा फिट और साल का हर एक दिन आप में से हर एक के लिए आने वाला हो सुपरहिट। इसी के साथ बहुत-बहुत शुभकामनाएं। जय हिंद, जय भारत, वंदे मातरम। Thank you, sir. Thank you, thank you, sir. I request Ms. Shobhana to kindly unmute your audio, switch on your video, and proceed with your question. Yeah. Can you hear me? Yes. Yes, madam. You're audible. Kindly proceed with your question. Thank you very much. Respect to Chairman, [Foreign language] श्री प्रदीप जी, MD, श्रीमती मीनाक्षी जी, और अन्य मेरे डायरेक्टर भाइयों और शेयरहोल्डर भाई बहनों और शेयरहोल्डर भाई बहन, मेरा नाम शोभना मेहता। Good afternoon, everyone. सर, हमारे बोर्ड पर तीन देवियों को देखकर खुशी हुई और वुमन को लक्ष्मी जी का रूप माना जाता है। इसलिए कंपनी में भी परफॉर्मेंस के तौर पर लक्ष्मी जी की कृपा हो रही है। Very good, keep it up. Anyway, sir, [Foreign language] ई-नोटिस और एनुअल रिपोर्ट वेल इन टाइम मिला। हमारे सेक्रेटरी डिपार्टमेंट ने रिपोर्ट कलरफुल, इंफॉर्मेटिव बनाया है। कलरफुल फोटोग्राफ में ईयर बाय ईयर 74 इयर्स की जो भी कंपनी की डेवलपमेंट हुआ है कंपनी में, उसकी फोटोग्राफ की जुबानी कंपनी की पूरी कहानी बताने की कोशिश की है। Excellent प्रेजेंटेशन के लिए मैं हमारे कंपनी सेक्रेटरी श्री पुन प्रदीप जी और उनकी पूरी टीम को धन्यवाद देते हुए कहूंगी। Very well done, very good, keep it up. सर, आज की यह मीटिंग मीटिंग अटेंड करने के लिए हमारे सेक्रेटरी डिपार्टमेंट और हमारे रजिस्टर के फिनटेक ने भी, उनका भी मैं शुक्रिया अदा करूंगी कि उनके सहयोग से आज मैं यह मीटिंग अटेंड कर पाई हूं। Thank you very much. [Foreign language] अच्छी सर्विस देते हैं, इन्वेस्टर सर्विस। सर, रिजल्ट देखें, पेज नंबर 36 पर रील ऑफ रिजल्ट 10 इयर्स की हाईलाइट दी है। उसके अंतर्गत मैं देखा नेट सेल्स, पीबीटी, पीएटी, सभी पैरामीटर्स अप ही अप नजर आ रहे हैं। साथ में अर्निंग पर शेयर, बुक वैल्यू पर शेयर भी काफी जंप मारते हुए क्वाइट इंक्रीज रहे। शॉर्ट में यही कहूंगी कि ऑल राउंड इंप्रूवमेंट दिखाए हैं और आपने हमारा डिविडेंड भी 35% मेंटेन करते हुए फाइनल डिविडेंड के रूप में दिया है। साथ में 100% स्पेशल डिविडेंड और 30% लैंड थाना की जो सेल हुई है, वो भी उसके सेल के जो अमाउंट आया है, वो डिस्ट्रीब्यूशन करते हुए टोटल ऑफ INR 165 आपने रिकमेंड किया है। जबकि कंपनी के ईपीएस ऑफ INR 167 है, 167.79 है। सो कहूंगी, एक्सीलेंट रिजल्ट और डिविडेंड के लिए मैं आपको और आपकी एंटाय टीम को बहुत-बहुत हार्दिक बधाई के साथ धन्यवाद देती हूं। और यह कहूंगी कि यह सब आप लोगों की मेहनत और लगन से काम करने का परिणाम है, जो सालों साल हमें अच्छे रिजल्ट देखने को मिलता है। कंपनी की तरक्की को देखते हुए कहूंगी, वाकई में तारीफे काबिल है। और सर, चेयरमैन साहब, आपने और हमारे एमडी साहिबा ने भी अपने वीडियो प्रेजेंटेशन में कंपनी वर्किंग के बारे में काफी कुछ एक्सप्लेन किया है। ज्यादा कुछ ना बोलते हुए कहूंगी, शेयर कैपिटल 10 इयर्स की जो 10 इयर्स की दी है, INR 460 million की है, कंटिन्यू लगातार 10 साल से। जानना चाहती हूं कि कंपनी ने लास्ट बोनस कब दिया था और रेशियो क्या था। जबकि बोनस की बात आई है, रिजर्व एंड सरप्लस की अमाउंट को देखते हुए INR 41.72 billion है, जो नियर नाइन टाइम्स ज्यादा है मेरे हिसाब से। मैं कैलकुलेशन में इतनी पक्की नहीं हूं, बट फिर भी। कंपनी की 75 इयर्स के सेलिब्रेशन के तौर पर, क्यों ना आप एक बोनस की मैं अर्जी देती हूं, तो क्यों ना आप बोनस डिक्लेयर करें। कहूंगी, फाइजर, तेरी ऊंची शान है मौला, मेरी अर्जी मान ले मौला, मुझको भी तो लिफ्ट करा दे, एटलीस्ट वन हेस टू वन बोनस दिला दे। देखो, अभी HDFC ने भी डिक्लेयर किया है। आप भी मेरे इस अर्जी पर गौर करें और नेक्स्ट ईयर बोनस जरूर डिक्लेयर करें। बोनस में सिर्फ बुक एंट्री है, कुछ टैक्स वगैरह नहीं है, ना कंपनी को, ना शेयरहोल्डर को। सर, बस इसी के साथ में मैं कहूंगी कि मुझे आप पर और आपकी एंटाय टीम पर पूरा फेथ है कि आप जो भी करोगे, वह कंपनी और शेयरहोल्डर के हित में होगा। ज्यादा क्वेरीज ना करते हुए कहूंगी, परफॉर्मेंस अच्छी आए है। आप सबकी खुशी भी मैंने देखी फोटोग्राफ में, काफी खुश नजर आ रहे हैं। गुड गुड विशेस देते हुए कहूंगी, आंखों में खुशी, लबों पे हंसी, गम का कहीं नाम ना हो। भगवान आप सबको जहां की सारी खुशियां दे, उन खुशियों की कभी शाम ना हो। सर, मैडम, आपने बताया है कि तीन प्रोडक्ट नए आप लॉन्च करने जा रहे हैं। बस मेरी यही शुभकामना है कि ये तीनों प्रोडक्ट सक्सेसफुली लॉन्च हो जाएं और बेनिफिशियल रहे कंपनी और शेयरहोल्डर के लिए। मैडम, गोवा प्लांट की फोटोग्राफ भी बैलेंस शीट में दी है और काफी तारीफें भी सुनी हैं उसके बारे में। कहूंगी, जो बात तुझ में है, तेरी तस्वीर में नहीं। तो तस्वीर तो आपने दी है, लेकिन हम रियल में विजिट करना चाहते हैं। 75 इयर्स के सेलिब्रेशन के तौर पर, आप अगर बोनस नहीं दे पाए, तो एक गेट टुगेदर रखते हुए गोवा की विजिट कराइए ताकि हम उसे फिजिकल देख लेंगे। इसी के साथ में, सीएसआर में कहूंगी, आप कंपनी बहुत अच्छा काम करिए। नियर INR 70 million आपने स्पेंड किया है। कहते हैं ना, दवाओं से ज्यादा दुआएं कभी-कभी काम आ जाती हैं। वेरी वेल डन, वेरी गुड, कीप इट अप। सर, इसी के साथ ज्यादा ना बोलते हुए, आज आपने जो रेजोल्यूशन रखा है, वो सभी में मैं फुल्ली सपोर्ट करते हुए कंपनी के लिए शुभकामना देती हूं। हमारी कंपनी दिन दोगुनी, रात चौगुनी तरक्की करती रहे ताकि आप हमें ईयर बाय ईयर बेटर परफॉर्मेंस के साथ बेटर डिविडेंड और नियर फ्यूचर में बोनस भी दे पाए। और यही शुभकामना के साथ, आप सबकी हेल्थ एंड वेल्थ हमेशा अच्छी बनी रहे। यही शुभकामना करते हुए कंपनी के लिए भी मैं शुभकामना मैंने की है। आने वाले सभी त्यौहारों के भी गुड विशेस देते हुए कहूंगी, फूलों की खुशबू, कलियों की बहार, चांद की चांदनी, अपनों का प्यार, मुबारक हो आप सबको। आने वाले रक्षाबंधन के साथ सभी त्यौहार। इसी के साथ में, धन्यवाद। आई विशिंग यू ऑल द बेस्ट फॉर द फ्यूचर सक्सेस टू ऑल ऑफ यू। थैंक्स, सर। धन्यवाद। Thank you, ma'am. I request our next speaker, Ms. Welcome to the room. Kindly unmute your audio and switch on your video and proceed with your question. Ma'am, we request. Can you hear me? Yes, madam. Can you hear me? Your audience. Thank you. Thank you. Yeah. Thank you. Thank you. Hello. I just want to congratulate the company for the 75 years, but we shareholders also have attended your AGM since decades, even before the appointment of Mr. Kevalanda as MD. That is why we know our company. We have seen how our company has grown, faced all challenges. We are very proud of our company. I just wanted a few things. Of course, I heard in detail our Chairman speak. We heard in detail our beloved MD speaking. Everything we heard. I want to say certain things. It is not an ordinary thing to manufacture rare life-saving drugs for serious illnesses. It is not an ordinary thing because I have personally been the beneficiary. My sister-in-law had, you know, we said a black fungus, mucormycosis, because of COVID and was admitted to Bombay Hospital. Other antibiotics were tried on her. You know, black fungus was a death sentence. Now I don't know. We said only your Pfizer Crescent Bar suited her, benefited her, and she's alive today only because of our Pfizer. That's why I'm very grateful to our company and to all the drugs manufactured by our company. It is not an ordinary thing, and we are very happy you are continuing your good work in spite of all, you know, government policies or whatever. Please continue. We wish you all the best. My God, your CSR activities, they are not ordinary. I call them medical, medical activities or whatever because I heard your. Congratulations to the two questions I asked. You know the Goa plant is, you have increased the number of drugs to be manufactured, right? Which are those drugs, and how many drugs have you increased in your Goa plant? We are very proud of that also because we know how difficult it is to import the drugs. Importing drugs, because this crescent bowel was imported, we know that. We are very proud. Of everything, we heard you, Madam MD, speaking, and also our beloved Chairman speaking. A question I want to ask is, how many products do we have under DPCO? I mean, this is a normal question, but I just want to know, have they been increased this year? That's what I want to hear. Congratulations to the three new products. The credit goes to our genius scientists and to our research team and our R&D department. Thank you very much. We wish you all the best and continue your good work. These shareholders also have been very much benefited in your market price, in your dividend this time. We wish you, Madam, all the best and all of us, all our MD, all the best. Last but not the least, thank you for our Company Secretary. He took effort along with the secretary team and brought me in this speakers forum. Thank you and all the best. Thank you, ma'am. I request our next speaker, Ms. C.E. Mascarenhas, to kindly unmute your audio, switch on your video, and proceed with your question. Hello. Am I audible? You're audible. Yeah, thank you so much. Respected Chairman, Mr. Pradeep Shah, Managing Director Meenakshi Nivatia, other members of the board, my dear fellow shareholders, I am Mrs. C.E. Mascarenhas speaking from Mumbai. First, I thank our Company Secretary, Mr. Prajeet Nair, for sending me the annual report, also registering me as a speaker, and also giving me this platform to speak. A big thanks to K-Fintech people, Madam Karishma. Now, our annual report is full of information, facts and figures, pictures, self-explanatory, adhering to all the norms of corporate governance. Our working is good, par excellence, revenue up, PAT/PBT up, and a dividend of INR 165 per share on the occasion, on the pre-occasion of the 75th anniversary. It is good, great, and keep it up. Congratulations for all awards and applause which are all documented in the annual report. I congratulate for all of them. Very good CSR. I appreciate. My questions, as Madam Meenakshi in her presentation has covered complete ambiguous given past, present, and the future. It was such a great, I mean, to hear her presentation and see all visual slides. Thank you so much, Madam. Even then, some topics I could not much understand. Here I present myself. How many plants we have in India and what is the average capacity utilization? How many R&D centers we have, the number of scientists, average age, and the attrition level? How much margin we get in vaccine business and what is the total turnover? How much of exports is it to USA to the total exports we do and whether we will have to face the challenges due to Trump's tariff in future? Maybe from first, we will come to know a little later than that. Also, what challenges we are facing due to geopolitical unrest and how we are de-risking, especially the supply chain side. Next is what is the CapEx requirement for the next three years for organic as well as inorganic for growth acquiring. Last but not the least, future roadmap for the next five years, which vertical will be the growth engine along with good margins? With this, I supported all the resolutions. I wish my company all the best and especially I wish you all, entire Pfizer, along with the staff and the management, very good health as health is wealth. With this, God bless you and God bless our company. Thank you so much. Now, Mr. Eloshas Mascarenhas will speak, let the mic remain. Thank you. Respected Chairman Sir, very distinguished members of the board and my fellow shareholders, good evening to you all. My name is Eloshas Mascarenhas. I'm a proud shareholder of this prestigious company which is very near and dear to me. It has rewarded me and the other shareholders tremendously year after year. As clearly shown in the 10-year financial highlights, our PBT PAT has gone up year after year to such an extent that we have declared a very handsome dividend of INR 165 this year, being the 75th year. Congratulations for the results and the good work done. Our CSR is extremely good, doing very good to the marginalized people and especially the cancer patients. With the cancer hospital in Mumbai and also the St. Jude Foundation, very good work done. Very good risk management is also there along with the company's distinct. I'm very happy with the results. Now my question is, our plant in Goa is very good and if we see it's believing, it increases the economic value of the company. I wish that for this 75th year, a factory visit is held. Our reserves are also very high. A token bonus should also be given on this occasion. I look out for a good bonus. I would like to know when the last bonus was declared, so kindly let us know. We have very good products like Becosules and various other products and new products are going to be introduced. I wish our company all the best in this regard. Since many questions have been asked by my predecessor shareholders and many more will be asked by the subsequent shareholders, I throw this floor open to them to ask their pertinent question and end my speech wishing you personally, all the board members, and more importantly, all the employees, all the very best. Thank you very much for patient hearing and happy festive season ahead of us. Thank you. God bless you. I take my leave wishing you good luck, good health, and goodbye. Thank you. Thank you. Thank you, sir. I request our next speaker, Ms. Lakha Sateesh Shah, to kindly unmute your audio, switch on your video and proceed with your question. Hello. Am I audible, ma'am? You're audible, madam. Kindly proceed with your question. Thank you. Thank you, ma'am. Respected Chairman Sir, Board of Directors, and my fellow members, good afternoon and regards to everyone. Myself, Lakha from Mumbai. First of all, I'm very much thankful to our Company Secretary, Prajeet Nairji, and Kasturi Ma'am for giving me this opportunity and for a smooth process where I am able to talk in front of you all in the AGM. I found the AGM notice and I'm delighted to say it's so beautiful, full of colors, and packed and picked in place. I would like to congratulate our company completing 75 years. Chairman Sir, your opening remarks were so insightful and comprehensive that you have already addressed everything I had in mind. I'm also very happy with our Company Secretary, Prajeet Nairji, for their best performance and always outstanding support for all my doubts. Hence, I have no questions today, sir. Chairman Sir, may all your upcoming festivals be filled with joy and blessings, sir. I hope the company will continue video conference meetings in the future. I would like to thank all the personnel of the company for receiving awards and recognition by our plant during the year 2024 and 2025. I'm also glad the company is doing very well in the field of CSR activities. I sincerely hope this year brings great success to all of us. I strongly and wholeheartedly support all the resolutions for today's meeting. Thank you so much, sir. Thank you. Thank you. Thank you. Thank you, ma'am. I request our next speaker, Mr. Ramesh Shankar Gulla, to kindly unmute your audio, switch on your video, and proceed with your question. Mr. Ramesh Shankar Gulla, we request you to kindly proceed with your question. Hello. Hello, Madam. You're audible and visible, sir. Audible, ma'am. Yes. One moment. Thank you. Very good evening, Meenakshi Madam, Guru, and all the Directors and fellow shareholders and Secretarial Department, all the employees. Very good evening to all. Madam, [Foreign language] ہم یہ platinum جھبی کا جو celebrations ہو رہا ہے مگر آہ، madam, وہ ہمارا جو آہ ٹیم ورک and all the doing very well, ma'am. Ma'am, آنے والا سال میں میرا questions, madam, میرا آنے والا سال میں جو CapEx کیسا رہتا ہے، کوئی merging companies کچھ ہو رہا کیا، اس کے بارے میں بول دیجیے، ma'am. How many employees are working in my company? Madam, that too, our Goa plant is doing very well. I want to see my plant and I asking you, ma'am, plant visit, please approve the plant visit, please approve it on the diary, madam. Madam, جو CSR activities very good, so nice, you are doing very well, ma'am. That too, ma'am, [Foreign language] جو میرا Secretarial Department کے بارے میں بولنا ہے تو بہت اچھا ہے، ma'am. Prajeet Nair is very good, company CSR and so Kasturi Ma'am جی، وہ call کر کے sir, please attend بول کے last year بھی بولا، یہ سال بھی بولا، وہ بھولتا نہیں، ma'am. Ma'am, جو management کیسا رہتا ہے، وہ نیچے جو کام کرنے والا بھی اتنا decent رہتا ہے، ma'am. That too, اس کے بارے میں جو بولنا ہے تو میرے کو بہت اچھا خوشی ہے، ma'am. یہ کمپنی میں جو shareholder ہونے کے ناطے، ma'am, we want demanding, ma'am, bonus, ma'am, please. Every year we are asking, please this year we are waiting for bonus, ma'am. That too, آپ جو dividend دیا، superb dividend, madam, INR 165 special dividend رہنے دو یا dividend رہنے دو، superb dividend، وہ بہت اچھا dividend، madam. That's why, ma'am, [Foreign language] جو میرے کو annual report کے بارے میں بولنا ہے تو بہت اچھا ہے، so special and very information, ma'am. آپ ہر ایک جو سیکٹر کو بولتے بولتے بہت اچھا بولا، nice information, Meenakshi Madam جی، آپ دیے سوئے، اس کا جو highlight ہے، ma'am, آپ جو اس کے بارے میں پورا کمپنی کے بارے میں بولے سوئے, and آنے والا جو festivals کو، میں سبھی لوگوں کو، آپ کا family members کو، میں آپ کو بधाई دے دے رہا ہوں، ma'am. All the best, good luck, have a nice day۔ میں پورا resolutions ہاں کر کے send کر دیا، ma'am. That too, very so much, thank you so much, ma'am. میں اس لیے وہ جو میرا آہ speaker کا close کرتے سمے اور ایک بار plant visit کا آہ پوچھ رہے ہیں، ma'am, Goa کا، please آہ okay کریے، ma'am. آپ نہ کریں تو کون کرتا ہے، ma'am؟ Please, ma'am, جتنا آہ speaker shareholders attend کریں، ان لوگوں کو آہ dry fruits بھیجیے، ma'am. Please, ہم آپ کو یہی festival سمجھتے ہیں، ma'am. آپ کو نہیں تو آہ کس کو پوچھیں؟ I request you to kindly wrap up your questions. Thank you. Thank you and have a good day, all, ma'am. I am Ramesh Chandra Gulla from Hyderabad. Thank you. Thank you. I request all the speakers to keep their questions brief. I request our eighth speaker, Ms. Hutokshy Sam Patel, to kindly unmute your audio, switch on your video, and proceed with your question. Ms. Hutokshy Sam Patel, we request you to kindly proceed with your question. Am I audible? Ma'am, you're audible. Kindly proceed with your question. Thank you. Very good evening to all of you. This is the 74th AGM and the share price today stands at INR 5,305. You are giving us a dividend of INR 165. Definitely, it's a very, very extremely good dividend, mainly because it is the 75th year. That's why you have given us a little extra and made a dividend of INR 165. It's really, really good. Thank you, Chairman, and thank you, our Nivatia, Mr. Pradeep Shah. You are the Chairman of our company and you were also the MD of Crisil and you also played a good role with the HDFC. If any of this takes place, if we are face to face coming with Pradeep Shah, I will be very grateful in meeting you. We are very humble and very nice Chairman we have. Madam Nivatia, the MD of the company, other Directors on the Board, and we have Mr. Amit Agarwal, the CFO of our company, and also the Executive Director, and Prajeet Nair, and Kasturi. Madam Kasturi, thank you very much for helping us out. The company is doing well. As far as the various awards the company has received, it's really very grateful to know. The CSR activities also have been very good. I would like to know what is the CapEx plan for the next two years. The financials have been extremely well. There's a very good improvement from that of last year. Certainly, this is 75 years. That's why the financials are indeed very good. The working capital, the revenue, the profits of the company, the income, the EPS are all very, very, very favorable and very good. Sorry? Are you able to hear me? Yes. Yes. Thank you. Also, one little point I would like to bring to your notice on page 36, you have given us a result, a 10-year result. Would it not be better if you would give March 2025, March 2024, March 2023, put it on the left-hand side, and the other, that is March 2016, March 2017, March 2018, put it on the right-hand side? Don't keep March 2025, March 2024 right at the right-hand side. If it was on the left-hand side, it would have been much easier. Comparatively, we would have compared with the other names and compared the figure work also. Anyway, I would like to say you have generated quite good cash from various operations. How would you like to utilize them? Because of the 75 years, I would like to know, will the current dividend payment ratio continue? Mainly, is this because of the 75-year or how will it be in the next coming year? How does the company plan to utilize the cash balance that you show in your report? The bank balance and the cash balance are extremely high-flowing. Would you inform us as to how you would utilize them and in what way? What are the initiatives that we are taking to improve the access of medicines and vaccines in three-tier and four-tier areas? The cash and cash equivalent, the bank balance is extremely on increase, as I said before. Certainly, I would like to know how you are going to utilize it. Sir, three reasons for the service to get vaccinated. We request that you kindly go with your questions. Thank you. As it is indicated in your annual report, sir, what is this that you're showing us as Duty at 50? Strong adult vaccine. If you give some explanation for that, it would be much better for senior citizens, especially. Sir, many new medicines have come out. Why don't we come out with Phosphorus, B Complex Forte? Give us medicine like Iberol. It is a very good medicine which contained vitamin A, sorry, which contained vitamin C, iron, and all other ingredients in it. Iberol is absolutely a very good medicine. Why not Pfizer comes out with such type of medicine? Sir, I would also request you to come out with good injections like B Complex Forte. B Complex Forte. It's a very good injection. If you can even give us vitamin A injections, vitamin A capsules for us to take, especially for weak eyesight people in their old age. It is very good. Especially this Duty at 50, what you are saying for this, for people like us, that is the senior citizens, please do something for us. ABOTT had come out with some program for all the speaker shareholders. Why don't we, Pfizer, come out with some program? It would be much better if you could, like, you know, testing, blood test, various reports that they have shown us. If it is so, it would be much better. Amit Agarwal, too, there are CFOs, so Amit jara yeah koshish karo ke the seniors. Yeah, yeah, two minutes. Seniors take this into account and give it a very good, you know, for the senior citizens. Please do something. I really request you. We have good medicines like Azithromycin. It was a very good medicine which had come out from our plant. Pfizer, it was indeed very good. Because also was very good. Correx is also very good. Maybe because of the lapse of time, as the time lapses, the main ingredient has lost its main ingredient has lost its properties to provide for two minutes, four minutes for Because and Azithromycin and Correx also. Let us continue with this medicine in a very good way. Dolonex is also very good. Apart from Dolo, Dolonex is very good, more better than Dolo. Diaminex is also a very good medicine. Thank you very much for coming out with such good medicines. I hope the company does very well. All the whole staff and everybody, I'm thankful to all of you. Thank you, ma'am. I request our next speaker, Mr. Himanshu Ethravedi, to kindly unmute your audio, switch on your video, and proceed with your question. Mr. Himanshu Ethravedi, we request you to kindly proceed with your question. No response received. We'll move on to our next speaker, Mr. Yusuf Yunus Rangwala. We request you to kindly proceed with your question. Mr. Yusuf Yunus Rangwala, we request you to kindly proceed with your question. We request you to kindly unmute and proceed with your question. Sir, [Foreign language] aapko awaaz aa raha hai. Very good afternoon, sir. I'm speaking from Mumbai, sir. First, I will thank you for the 75th year, sir. My name is Yusuf Rangwala, sir. Aapko awaaz aa raha hai, sir. I have no questions, sir. Aapne divi dhanyavaad deta hoon, sir. Aur factory visit ke liye main asha karta hoon, sir. Factory visit and visa again. I thank our excellent Company Secretary, who is a damn person, sir. Unki service ke liye kya time karoon? Today morning, your company is full, sir. Sir, aapka peer ka, sir. Pradeep, sir, aapko bahut shubhkaamnayein deta hoon. Sir, abhi next year, sir, physical meeting rakhna kyunki video conference dikhna, sir. Itna mera humble request hai. Chhota get to get to 75 year ka, sir. Next year, sir, aapne aapka kya vichar, sir? Aap bonus de, aap kya kamai hai, sir? Aur total number, sir. [Foreign language] Aur aapne last bonus kab diya? Sir, aap humein kuch zara is baare mein kuch guide kariye, sir. Aur Chairman, sir, apna KFintech ke baare mein kya kiya? Jaisa unka naam, service, sir, they are the very excellent service provider, sir. KFintech ki jai ho, jai ho KFintech ke liye. Jai ho. Bas itna, sir, network zara issue ka unka dikkat hota hai. KFintech, mujhe unse aur koi dikkat nahin hai. Itna ke zara improve karo KFintech. Mera itna request hai unko, Chairman, sir, ki zara network ka zara issue ko zara improve karo. Itna mera humble request hai. Baaki KFintech ki service ke baare mein mujhe koi dikkat nahin hai. Unki service lakh present karwane, sir. Aapko, sir, sir, device lene ki zarurat hai. Chhota get to get rakhiye aur isse kam, sir, memorable, jaise aapka koi, jismein aapki sign hai, sir. Sir, [Foreign language] sign mil bhejna chahte hain, sir, jismein aapka photo hai aur aapki sign hai, sir. Itna mera humble request hai, sir. Thank you very much. Jai Hind, Jai Maharashtra, Vande Mataram, Bharat Mata ki Jai. Jai Hind. Thank you. you. Thank you. I request Mr. Sharath Kumar Javaraj Shah to kindly unmute your audio, switch on your video and proceed with your question. Hello. Hello. Hello, sir. You are audible. We request you to kindly proceed with your question. I request you to kindly keep your question brief and limited to the agenda items, sir. Thank you. Yeah. We are losing your audio. We request you to kindly switch off your video. I think the audio will improve. Thank you. Can you? You are audible. Okay, sir. Okay, sir, madam. I refer to page number 36 of the annual report. It It is a 10-year view. Profit in 2024-2025 is the highest, whether it is fact, whether it is CBT, or whether it is before 10. So EPS is the highest in last year. Out of this fact, the dividend for 2024-25 is only INR 165 against the dividend of 2019-2020, which was INR 320, INR 330. At that time, the EPS was 111 and this is 167, sir, which is highest in last 10 years. Please review yourself why this decision was taken. This year, the highest profit is because of the lowest expenses. See, any company who controls expenses definitely makes more profit. Another thing is the exceptional intent. That is, we have got INR 1.181 crore, reference page number 179, sir. Because of these two things, our profit is highest, sir. The share capital last 10 years with no change, but our reserves and the surplus doubled in last 10 years to the tune of INR 4,132 crore. Now I request that do needful from your end at the right time. I don't demand anything, but do it at the right time. Thank you very much for giving me opportunity. Thank you. Thank you. Thank you, sir. I request our next speaker, Ms. Sureka Sharath Kumar Shah, to kindly unmute your audio, switch on your video, and proceed with your question. No response received. I request Ms. Narupamma Sharath Kumar Shah to kindly proceed with your question. No response received. I request Mr. Aspi Bamanshah Besania to kindly unmute your audio, switch on your video, and proceed with your question. Mr. Aspi, we request you to kindly proceed. Thank you. Can you hear me? Yeah, you are audible, sir. Thank you. Sir, can you start on camera? You can, sir. You can share your. I cannot start, ma'am. Please start the camera. Sir, you need to just click on the camera option and you will. I'm trying to click, but it's not happening. Anyway, maybe you're not starting. Sir, Chairman, sir, I'm Aspi from Bombay. It's nice to see you, but I would prefer the physical meeting. Please hold the meeting next year. I would prefer a physical meeting. Sir, I congratulate the management on good results and I thank the Company Secretary for giving me an opportunity to speak in such a good meeting. Sir, this is the 74th meeting. How do you propose to celebrate 75 years? Very few companies celebrate 75 years. I'm not asking for a bonus, split, or a higher dividend. I want the company to plow back its profits and acquire brands and grow fast. I want capital appreciation, not dividend. Thank you very much and all the best for the future. Thank you. Thank you, sir. I request Mr. Santosh Kumar Saraf to kindly unmute your audio, switch on your video, and proceed with your question. [Foreign language] एक मिनट, माननीय सभापति जी, मेरी आवाज आ रही है ना, मैडम? Yes, sir, you are. [Foreign language] माननीय सभापति जी, उपस्थित निर्देशक मंडल के सदस्यगण, अधिकारी गण और कर्मचारी गण, मैं संतोष कुमार शराफ, कता से आप सभी को राम राम कहता हूं। आशा करता हूं आप जितने भी हमारे डायरेक्टर भाई बहन हैं, अच्छे स्वास्थ्य में होंगे। बस उन 1,500 कर्मचारी एंप्लॉई का भी आभार प्रकट करता हूं कि जिनकी करी मेहनत का मन का फल है कि हमारी कंपनी आज 75 years मना रही है। आशा करता हूं वो भी स्वस्थ होंगे। उनकी फैमिली का भी आभार प्रकट करता हूं जो सला बैक बन के र उनके साथ में खड़ी रहती है। सर, आपने अपने वक्त में काफी कुछ बता दिया। तो कभी एक तो जो प्रेजेंटेशन देते ना, उसमें एक दो पॉइंट छोड़ दिया करिए जिससे हम कोई प्रश्न करें। आप जब पूरा ही बता देंगे तो हम प्रश्न कहां से लेंगे? बताइए, हम कहां से प्रश्न लाएंगे? [Foreign language] प्रश्न का उत्तर तो आप पहले ही दे दिए, सर। इसलिए मैं ज्यादा कुछ नहीं कहूंगा। सबसे पहले तो मैं, सर, आपके आपकी जो मतलब पॉपुलर, उसके बारे में कहूंगा, सर। और हमारे सेक्रेटरी साहब की जो पॉपुलर, उसके बारे में कहूंगा कि 9:00:01 A.M. [Foreign language] के अंदर में 14 स्पीकर ने रजिस्ट्रेशन करवा लिया, सर। बड़ा ताज्जुब होता है कि एक सेकंड में 14 स्पीकर मेरे पहले आ गए, सब बम्बे वाले आ गए। हम करता जो जब कहावत है, गेस्ट का पहले आदर होना चाहिए या आपने लोकल का पहले आदर किया जो अपनी फैमिली थी। गलत सिस्टम है। First come first आपने follow up नहीं किया, सर। ये मैं गारंटी के साथ कह सकता हूं। और चेयरमैन साहब से रिक्वेस्ट करूंगा कि इनको सेक्रेटरी को बोलिए, फुल लिस्ट मेरे को भेजिए जिनको रजिस्ट्रेशन उन्होंने किया है। तो मुझे यह पता लगे ऐसा क्या आर्टिफिशियल टेक्नोलॉजी उन्होंने यूज की कि एक सेकंड के अंदर में 14 स्पीकर आ गए, सर। क्योंकि हमारे साथ मैं समझता हूं, मैं बाहर गांव से हमारे साथ नया है जो लोकल वाले ऑफिस में जाते हैं, मिलते हैं, प्रेम से बात करते हैं, चाय पीते, उनके साथ प्रेम ज्यादा है, सर। तो सेक्रेटरी साहब को ये चीज कहने की चेष्टा करिएगा, सर। दूसरा, सर, मैं प्रश्न कुछ नहीं करूंगा क्योंकि आपने प्रजेंट में मैंने पहले बता दिया, इतना कुछ बता दिया कि नहीं। फिर भी क्या है ना, आद से लाचारा सा हम लोग वो कहावत है ना, खाना के खाना के बाद में भी एक पान मांग ही लेते कि पान है क्या। तो ऐसे ही आपने जितना बताया, फिर भी आद से लाज मैं एक प्रश्न करूंगा, सर, हमारी कंपनी की ESG rating क्या है? [Foreign language] उसका स्कोर क्या है? अगर हमारी कंपनी की ESG rating अच्छी है, तो उसको किस तरह हमारी goodwill के लिए हम फायदा उठा सकते हैं? ये green bond issue कर सकते हैं, green bond कर सकते हैं, और उनको हम NSE BSE में listed करवा सकते हैं, जिससे उनके प्राइस के ऊपर हमारी कंपनी का goodwill भी होगा, सर। इसके बताइए, सर। सर, green जो आपने carbon emission है, last year आपने कितना reduce किया था? और आपने target बताया, फिर भी हम कितना जल्दी इसको 100% कर सकते हैं? [Foreign language] इसके बारे में जरूर बताइएगा, सर। रिन एनर्जी के बारे में और प्रश्न, सर, आपने बताया कि इतने रिन य कर रहे हैं, कर रहे हैं लेकिन 100% हम तब तक हो जाएंगे, सर। और हमारे जो प्लांट्स हैं, जहां भी हैं या ऑफिस हैं, वहां हमने सोलर पैनल की व्यवस्था की हो, तो उसके बारे में जरूर बताइएगा, सर। और उस सोलर पैनल के लिए व्यवस्था आपने की है, चेयरमैन साहब, तो उसकी प्रजेंट क्या कैपेसिटी है, बारे में बताइएगा, सर। और सर, जिओ पॉलिटिकल सिचुएशन बहुत खराब है। है इधर में ट्रेड वार का भी चल रहा है। ट्रेड वार मतलब तम साब जो अपना बीच-बीच में अपना जो छोड़ते रहते हैं, तीर है। इससे के हमारी कंपनी किस अपने आप को प्रोटेक्ट करेगी? [Foreign language] इंटरेस्ट को हमारे चेयरमैन क्या कदम उठाए, जिससे हमारी कंपनी का इंटरेस्ट प्रोटेक्ट रहे, इसके बारे में जरूर बताइएगा, सर। ज्यादा कुछ नहीं। इस चैत्र में इस बैठक की आप सभी को शुभकामना देता हूं। अब वहां से प्रार्थना करते हैं। पीछे के बाद में 100 जब होगा, त शायद मैं नहीं रहूंगा। जो भी रहेंगे, वो आपकी मीटिंग जरूर अटेंड करेंगे, सर। मैं तो रखूंगा, सर, कि मेरे लड़के को मैं इसको पास आउट करके जाऊंगा। ये जो सीन मेरे पास में है, नहीं, सर। फाइनेंशियल 2025-26 की आप सभी को शुभकामना देता हूं। भगवान से प्रार्थना करता हूं, फाइनेंशियल 2025-26 हमारे जितने डायरेक्टर भाई बहन हैं, जितने कर्मचारी भाई बहन हैं, उनके लिए शुभ हो। उनके जीवन में खुशियां लेके आए, सर। सर, आने वाले त्यौहार की जो आपके राष्ट्रीय त्यौहार हैं और जो आपकी अपने पर्सनल त्यौहार हैं, उन सबकी भी शुभकामना देता हूं। भगवान से प्रार्थना करता हूं, ये त्यौहार आपकी जिंदगी में, आपके परिवार की जिंदगी में खुशियां लेके आए। साथ में हमारे कर्मचारी खुशियां लेके आए। सर, मैं अपने कार्बन मॉडरेटर का भी आभार प्रकट करता हूं। काफी अच्छी सर्विस देते हैं। आशा करता हूं इनसे कि फ्यूचर में इसी तरह हमें सर्विस प्रदान करेंगे। जय हिंद, जय भारत। सेक्रेटरी साहब, आप बुरा मत मानिए। दुख की बात ही तो आपके सामने प्रकट करना जरूरी हो गया। इसलिए किया, सर। राम राम। Thank you. Thank you, sir. I request our next speaker, Mr. Kaushik Narendra Sahukar, to kindly unmute your audio, switch on your video and proceed with your question. Hello, am I audible? You're audible. Thank you, sir. Good afternoon to respected Chairman, HTM Directors, and key management personnel. It gives me immense pleasure to interact with you once again this year. I am also deeply grateful to our Company Secretary, Mr. Prajeet Nair, for granting me this opportunity. Coming to the agenda of meeting, I would like to seek a clarification. Given the increasing global emphasis on localized manufacturing and healthcare accessibility, what steps is Pfizer taking to strengthen its domestic R&D and production capabilities, particularly for critical and lifesaving medications? Before concluding, I would like to share a thought that I believe reflects our own inspiring journey. Pfizer innovations are like arrows from a giant's bow. Pfizer innovations are like arrows from a giant's bow. Precise, powerful, but if they miss the common man, rich, even the cure becomes a luxury. On a lighter note, Pfizer [Foreign language] की दवाई ऐसी चलती है, लगता है खुद वायरस भी अपॉइंटमेंट लेकर आता है। I repeat once more. Pfizer की दवा ऐसे चलती है, लगता है खुद वायरस भी अपॉइंटमेंट लेकर आता है। On a personal front, I am personally committed to putting in my best efforts. With organizing support, the journey becomes even more meaningful. In that spirit, I once again request for kind consideration and association in the area of certification audit, including foreign payments from 15CB. I sincerely hope the management will extend the opportunity that enables me to remain professionally resilient. Amend sir, please, I request humble request to please support me this time and please do not disappoint me. Lastly, I kindly request the management to consider a branch visit or a CSR initiative visit for secret shareholders. This would enable us a first-hand view of the impactful work our company is doing at grassroots level and allow us to celebrate the positive change being created through our CSR initiative. Additionally, I humbly request suggesting savings from the virtual agenda be thoughtfully utilized for shareholders' welfare. Through a small token of appreciation, like a, it will reboot our emotional connection with the company. Thank you all for your time, attention, and continued support. I look forward to engaging with you again next year. I hope Chairman Shah will definitely, definitely listen to our plea this time. Please, sir. Thank you, sir. Thank you. Thank you. I request Ms. Sushma Chandra to kindly unmute your audio, switch on your video, and proceed with your question. Ma'am, we request you to kindly proceed with your question. Am I audible? Yeah, you are. Thank you. Okay. I am Amkur Chandra, joint holder with Sushma Chandra. I just want to say that our [Foreign language] जो हमारा रिजल्ट वगैरह है, प्रॉफिट जो है, वो ठीक है। फिर धीरे-धीरे हम ग्रो कर रहे हैं। डिविडेंड भी हम अच्छा दे रहे हैं। इस बार हमने डिविडेंड भी बढ़िया दिया है। तो कंपनी ठीक है, मैनेजमेंट काम रिजल्ट आ रहा है। लेकिन उस पर ये नहीं समझ आ रहा है कि हमारे शेयर प्राइस पर रिफ्लेक्ट क्यों नहीं कर रहा। क्योंकि वो तो मान लिया कंपनी के हर्ट्स में नहीं होता शेयर प्राइस को मूव करना। लेकिन कहीं ना कहीं कंपनी की पॉलिसीज पर ही डिपेंड करता है। जो कि इन्वेस्टर आता है, वो कंपनी की पॉलिसी देख के, कंपनी का फ्यूचर देख के कि भाई कंपनी क्या कर रही है और फ्यूचर में क्या होगी, उसी में वो देखते हुए इन्वेस्ट करता है। तो क्यों हम अभी काफी टाइम से काफी नीचे खड़े हुए हैं अपने 52 वीक हाई से? [Foreign language] तो यह थोड़ा सा जानना चाह रहा था मैं कि भाई ऐसी क्या कोई हम गलती कर रहे हैं? कहीं पर कोई पॉलिसी गलत है जिसके कारण जो इन्वेस्टर नहीं आ रहा? और थोड़ा सा बस यह और कहना चाहूंगा कि सर, थोड़ा सा जो है शेयर होल्डर फ्रेंडली बनिए। बस वो थोड़ा सा आपको चाहिए क्योंकि शेयर होल्डर ही तो पिलर है कंपनी के और आप वही उनको ही अपने साथ पूरी तरह लेकर नहीं चल रहे। तो कैसे बात बने? बस धन्यवाद। Thank you, sir. I request our next speaker, Mr. Manoj Kumar Gupta, to kindly unmute your audio, switch on your video, and proceed with your question. Hello? Hello? You are audible. We are audible. We request you to kindly proceed with your question. Good evening, respected Chairman, Board of Directors, fellow shareholders. My name is Manoj Kumar Gupta. I have joined this meeting from my residence, City of Joy, Kolkata. I feel proud to be a shareholder of Pfizer. I thank you to the Chairman and his entire team for the excellent results of the company for the year 2024-25. I thank you to the MD and our team for excellent working. Thanks for our nice presentation, which covered several things which were surrounding in the mind of investors. That's because I totally agree with Santosh Saraf [Foreign language] कि आपने कुछ छोड़ा ही नहीं shareholders से पूछने के लिए क्योंकि आप दोनों ने मिलकर इतना कवर कर लिया ना कि कुछ बचा नहीं। फिर भी चलिए, I am a great admirer of Mr. Aresh Shah because he is a pioneer and he is a great man and he is a lawyer and I am a great admirer. He was our Chairman till 2022. Sir, what's your future plan? What's your future plan? Sir, our beloved Prime Minister is saying make in India and export to abroad. [Foreign language] आत्मनिर्भर भारत जबकि हमारा जो है 25% own production है Goa plant से, 37% third party है, 38% और 37% imported है। When will we grow our own product up to 50%, cross 50%? What's your target to make 50% own product in Goa plant? Sir, last bonus was in 2000 in the ratio of 1: 1 on the eve of 50 years. Now the 75th year, what's your plan? How will you reward the shareholders? I will not say anything about the CSR because you are doing a lot of work for the CSR, especially for the fast growing disease cancer. Sir, how will you face the competition in the generic medicine? Our beloved Prime Minister and the Honorable Supreme Court say the doctors should prescribe generic medicine. What's your view in that regard? Generic medicine because generic is very cheaper than allopathic. How will you face this competition? Sir, have you any plan to split the shares? I do not suggest you to issue the bonus on the eve of 75th year. Kindly split the shares. That will be a small bonus to the shareholder, either 5: 1 or 10: 1. Sir, I warm welcome to Mr. L. Krishna Kumar in our Board. He has a vast experience and he has worked with the Tata and renowned industrial house of the country. His presence in the Board will give you more strength in the company. Sir, what's your target that there should be no zero complaint in the future for sexual harassment? There is one complaint and you have cleared that complaint. Sir, you have 3,00,538 physical shares. What is your plan for that? You have enough reserve. Have you any plan to buy back those shares at a market price to reduce the burden on the company, sir? VC meeting should continue because you are in Mumbai, we are in Calcutta. We can talk to you. I thank the Company Secretary and his team for helping us join this meeting through VC. Please throw some highlights about your future plan and for excellent dividend of INR 165. I include all 175th year and sale of land, sir. I believe that company will grow more in the coming time under your able leadership. Thank you. Thank you. Thank you. Thank you. I request Mr. Bharat Pratap Singh Nagati to kindly unmute your audio, switch on your video, and proceed with your question. Mr. Bharat Pratap Singh, we request you to kindly proceed with your question. No response received. I request Ms. Lata Bharat to kindly proceed with your question. I request Ms. Hansa Galada to kindly proceed with your question. I request our next speaker, Mr. Bharat Mulchen Shah, to kindly proceed with your question. Mr. Bharat Mulchen Shah, we request you to kindly proceed with your question. We request you to kindly unmute and proceed with your question. Sir, we are not getting an audio. We request you to kindly connect us back. We'll proceed with our next speaker, Mr. Dinesh Gopal Dass Bhatia. We request you to kindly unmute your audio, switch on your video, and proceed with your question. Mr. Dinesh Gopal Dass Bhatia, we request you to kindly unmute your audio, switch on your video, and proceed with your question. No response received. I request Mr. N. Prakash Chand Galada to kindly unmute your audio, switch on your video, and proceed with your question. No feedback received. I request Mr. Anil Babu Pai Mehta to kindly unmute your audio, switch on your video, and proceed with your question. I request Mr. Adil Irani to kindly unmute your audio, switch on your video, and proceed with your question. I have unmuted myself. Can you hear me? Yes, sir. Thank you. Thank you very much, sir. Thank you. I waited for a moment, three to four to five. Anyway, now that you have learned how to have this video conferencing, my dear Pradeep Shah, there are other companies. This company has never informed me my speaker number. I'm just waiting, waiting, waiting. Anyway, that is off the point. I'm a proud shareholder of this company. Thank you for the opportunity to speak. I'm speaking from my farmhouse in Dahanu. All the good things that have been said by the previous shareholder, I agree with them. All the previous shareholders are good with it. I'm 75 years. I think I've never visited any factory. A factory visit to your Goa plant may be good. I don't mind paying for the transportation. You can host me over there. You have spent INR 754 crore. That's the payout for the dividend that has been given. Out of that, 64% has gone to Pfizer Inc. So I've carried some phone and INR 82 crore basically has gone out of the country. Is it fair? Do we pay royalty besides this dividend? Have they got any royalty? That is what I want to do. I'm trying to look. Another thing, I don't question what takes place before 31 March. That is history. I have invested in the company and I trust you all are all professionals. You have done a good job. Thank you very much for giving a dividend of 165%. I don't want to be in a bad shape or something, but I have not, not, not been informed my speaker number. That K Fintechs, who are the people, they are actually the worst in the lot. You go to the office in Bombay near the stock market. It is worse than a fish market. There is some Karishma who has sent me an email. I'm writing to them. Please let me know my speaker number. Please let me know my number. Nobody from that company has responded. I see this is not the forum for me to speak, but there is no other opportunity for us to speak. If there was a physical meeting, I would have quietly come and told you this is what is happening. Company Secretary, please no. At least move your head. Now that we are having this video conferencing or, you know, through audio visual, there are ways people have, you know, what they do. They give you a list of speakers and they say I'm number 10. My computer, my laptop, my phone, it gets heated up. I have to wait. I have to wait till my speaker. If I know I'm speaker number 20, I will join again. I'll go back and join when they're speaker number 10, when it's written over there. People have started; against the name, they have mentioned. My name is not showing over here. I don't know why. Okay, okay, on this side it is showing. On this side, on the left-hand side, now it has come. Against my name, it could have been I'm speaker number 20 and that is my name over there. Anyway, you also, you must be tired. You all are not going to the... Anyway, thank you, Pradeep Shah. Very good, very good, very good. Thank you. Thank you. Thank you. Bye-bye. Have a good day. Thank you. Thank you. I I request Mr. Bharat Mulchen Shah to kindly unmute your audio, switch on your video, and proceed with your question. I request Mr. Himanshu Ethravedi to kindly unmute your audio, switch on your video, and proceed with your question. Hello, madam. Am I audible? You are audible, sir. Thank you. Respected Chairman Pradeep Shah and other Board of Directors sitting on the dais, myself, Himanshu Trivedi, from Vadodara, Gujarat State. First of all, I am thankful to our Company Secretary, Prajeet Nair, for sending me a soft copy. I want a hard copy of the AGM report, wherein it ends and which is full of information and facts that are in place, which is easy to understand and easy to follow. I am thankful to you and your entire secretarial team. The report is nicely prepared with the beautiful, colorful pictures and with the excellent print of the detailing and with excellent paper and information of all sectors. I don't have much questions because I have full faith on Board and their working. Sir, I support all the resolution items. I have sent all questions and queries through the email. This will be to save the time of AGM and give the opportunity to speak to my rest of speaker shareholders. Sir, still I have a few questions. My first question, madam asking that launching a new product. Other than new product, let me know our company launching other products during the current financial year. My second question, what would be the profit sharing ratio coming in the financial year? Hello. Hello. I am audible? Yes, you are here. What would be the profit sharing ratio in the coming financial year? My third question is what market share we have in the domestic and international market? My fourth question is what would be the effort in the small unorganized sector? My fifth question is how much the rupees spent in R&D, in cancer and research during the current financial year? My last question is how much rupees spent in CSR activity and in which state? How much rupees spent by our company? I wish good luck and a bright future for the coming financial year. Thank you for allowing me to speak. Thank you, sir. Thank you. Thank you. Thank you, sir. Sir, with this, we have given the opportunity to all the shareholders who have registered themselves as a speaker. Over to you, Chairman Sir. Thank you. Thank you very much for your active participation. There are no more questions. While we collect the answers, we will take a break of about five minutes, after which the Managing Director will be pleased to answer your questions. I'll have a five-minute break to collect the questions. Thank you. Seventy-five years ago, India committed to a republic of the people, by the people, for the people. Pfizer entered into India to serve the people. As India started her journey as a Ganatantra, we began our journey serving her most essential needs: primary care, mother and child nutrition, and protection against deadly diseases like tuberculosis. As India became self-sufficient in nutrition with the Green Revolution, Pfizer laid the foundation for self-reliant healthcare with India's first fermentation plant for broad-spectrum antibiotic manufacturing. Pledging to create value for India, Pfizer became one of the first pharma companies to be listed on the Bombay Stock Exchange. Liberalization opened new global frontiers for Indian science and technology. In tandem, Pfizer launched clinical research capabilities right here, another first for Indian pharma. When India hurt, we hurt too. In droughts and devastating earthquakes, we helped her heal. As India entered the new millennium, we made healthcare accessible and affordable for rural India with our flagship Aparna Mother and Child Healthcare Program, guided by the National Rural Health Mission. Our next leap came in 2002 with a new plant in Goa. Today, we at Pfizer make in India. For India, we also collaborate with the government and civil society to unlock true potential. With Astha, we care for over 600,000 cancer and rare disease patients. With Innovation, we work with the government to advance startups. With Open AMR, we train thousands of nurses to reduce infections. Today, many of Pfizer's brands are household names, from women's healthcare to vitamins, from vaccines to anticoagulants. Our greatest breakthrough is our people. Scientists, colleagues in manufacturing, researchers, and caregivers exemplify our core values. Pfizer is evolving with India in science, spirit, and service. Our journey is just beginning. Pfizer is committed to breakthroughs that change patients' lives. Powered by the vision of a vixit Bharat, we strive for a healthier, happier India in the years to come. At Pfizer, breakthroughs never stop. When you want to save humans from disease, ask science. It will make the breakthrough because science is relentless. It never gives up. It keeps asking questions until it finds what it's looking for. Science wants to cure people more than any disease wants to exist. Just ask the ones it's already beaten. Science is humble. It never rests because it has to reinvent itself every day, prove itself again and again. Until science makes the breakthrough, it isn't done. We believe science can cure every human disease. We're going all in because in the end, science will win. Seventy-five years ago, India committed to a republic of the people, by the people, for the people. Pfizer entered into India to serve the people. As India started her journey as a Ganatantra, we began our journey serving her most essential needs: primary care, mother and child nutrition, and protection against deadly diseases like tuberculosis. As India became strengthened in nutrition with the Green Revolution, Pfizer laid the foundation for self-reliant healthcare with India's first fermentation plant for broad-spectrum antibiotic manufacturing. Pledging to create value for India, Pfizer became one of the first pharma companies to be listed on the Bombay Stock Exchange. Sir, I request the Chairman to start the proceedings, sir. Thank you. Thank you, shareholders. Thank you, Mr. Shah. To all 26 of our shareholders who took the time to ask the questions, thank you so much. We will turn. through each of them one by one. I want to first start by some of the questions as raised by Mr. Gautam Devar. I'm just trying to go in order so you know we'll cover all of it. I think the first question asked was around the attrition rate in the company. I just want to give the confidence to the shareholders that our average attrition rate is less than 15%, which is below industry average. Mr. Gautam also asked specifically for the leadership team, the top-level employees. Once again, during the year 2024-2025, we had no attrition of the top management. In the previous financial year, there was just one. We do believe that at this point, the attrition of leadership is not really a challenge. Even for the overall organization, it's less than industry average. Mr. Gautam also asked the question around capacity utilization at the Goa plant. He mentioned the number 25%. I just want to highlight that capacity utilization for us in Goa plant is 59%. The number we said for 25% is what proportion of our total manufacturing comes from Goa. Of the total products we sell, 25% we source from Goa, but the capacity utilization of the plant is at 59%. We are continuously looking at how we can continue to increase the capacity utilization. There was also a question asked around the points around what is our plan with the launches. Like we mentioned, three products got approved in the month of March 2024-2025: Prevenar 20, Nurtec for migraine, and Emblavio for infection. Definitely in the course of the current year, which was Mr. Devar's questions, we are looking to launch these products in the market so that patients can get the full benefit. As we have done, we are going to continue to try and bring new products into the country, not just new products, but also new indications of existing products. That effort will continue. You will continuously hear as we are doing that. We are always looking at new SKUs, new indications, new products. That journey will absolutely continue. There was a question around unclaimed and unpaid dividends over the last seven years and what have we done in terms of transferring those. Again, two parts to this answer. The first is the shares that have been transferred to IEPF are 20,788. That was one of Mr. Devar's questions. The total dividend for the financial year 2016-2017, as you know, seven years later, we make the transfer. That was INR 1.11 crore. These can be claimed back, but this was what we transferred so that we are following the rules as needed. There was another question asked in terms of our current principal holding is 64% of Pfizer Inc. and the government allows 75%. Why is the parent company not looking to increase the stake? These decisions are taken at the overall level. We do believe the 63-37 type of split is really good because it ensures that we are meeting the needs of both global as well as local governance. These percentages can change a little bit, but for now, our global organization is very satisfied with this level of ownership. I'll move to some of the other questions asked. There was one around, you know, a lot of you actually asked about the Goa plant visit. I can imagine seeing the plant of your company is something quite exciting, as you know, because, and I think it was also acknowledged by Ms. Berus how critical it is to have good quality manufacturing practices in our plants. For that very reason, we do not allow plant visits by anyone actually in the plant. Even for us, if we go, it's with extreme, it's in very, very high safety conditions. We avoid anyone coming into these plants for that purpose. Hence, a plant visit will not be possible. What we try and do through the videos that you see during our AGM is give you a glimpse into the workings of the plant. Unfortunately, a trip to the plant will not be possible. I'll continue with some of the answers. There was a question around plans to issue bonus shares. I think some of you recognize that the last time we had done it was in 2000. We are always looking at it, like even this discussion on the dividend. We really wanted to make sure that with the 75th year and with the land sale, shareholders get a fair proportion of that as well. We've given this dividend of INR 165. We are always looking at it. Right now, there is no plan for any bonus or split shares. On the dividends, on standard dividend, we will continue. When there are these milestone events like the 75th year or any big event like a land sale, we always have done and we always will do. One of you did ask the question about the very high dividend in 2019-2020. That was a very special year. That was a COVID year. There were a lot of products that we as Pfizer make which are relevant to the COVID disease. As a result, we wanted to share back with shareholders some of that earnings. In a normal year, it's been in the 20% - 35% range. We believe the 165 this year is really a fair representation of what the company has earned. There was a question asked by Ms. Berus as well around how much, how many of our products come under the Drug Price Control Order. From a revenue perspective, 15.8% of our revenue comes under what we call DPCO, which is price control. We cannot take the price increases there. It's capped. The government, on an annual basis, every April gives us a percentage whereby we can take. For example, this year, the percent was much, much below even 1%. So 15.8% of our revenue is under price control. This comprises about 19 brands. Nineteen brands in our portfolio come under price control. I'll continue. Ms. Berus, you also had a question around the Goa plant, which is the kind of products we are making in the Goa plant. There are basically three lines that we have: oral contraceptives, we make steroid tablets in Goa, and we also have a line for general tablets. It's divided into these three suites. Continuously, our Goa team, led by Mr. Rangan, are looking at how we can continue to improve the capacity utilization beyond 59% and also, as much as possible, ensure a very balanced utilization of these three lines. There was a question around how many plants we have in India. At this point, we have one plant, which is in Goa. That's 25% of our total supply. There was a question around the government wanting to move towards a make in India. What are we doing to move in that direction? As we shared, between our own plant as well as third-party plants, which are also completely Indian plants in the country, we are continuously looking at opportunities to bring those products into the country. Magnex is a very good example. We are currently importing it, but we are always looking at ways to try to find local manufacturing for Magnex, and similarly, for many other products as well. Where possible, where the technology allows us, we are always looking to do local manufacturing. Where possible, we bring in the bulk trucks and do the formulation and packaging here in India. In some cases, we do only packaging. That is something absolutely on top of our radar, and we are continuing to look at that. A related question was asked in terms of vaccines, the margin, whether it's competitive or not. Because, of course, right now, we have one vaccine, Prevenar 13, and we are importing that from the Pfizer source globally. Taking into account items like importation costs and the limited risk distribution model that we have here in India, as well as all the other R&D, etc., costs that are borne by the parent company, absolutely, at this point, the margins are extremely competitive. That is, as a Board, we are always looking to make sure that the margins for all of our products, taking all these things into account, importation costs, parent costs, and the limited distribution model, are always competitive. Rest assured, we are doing the best from an Indian legal entity perspective. I'll move to the other questions. Mr. Maskarinas, you had a question around the projected growth in sales. I think Mr. Manoj from Calcutta also had the same question. Absolutely, our intention is to grow in line with the market and, where possible, grow ahead of the market. You saw in some of my slides, for example, with Prevenar, our market share has gone from 50% to 57%. Any increase in market share is basically us growing faster than the market. For our core products, whether it's Eliquis, whether it's Prevenar, whether it's Meropenem, whether it's Zavicefta, our intention is to grow faster than the market. Because we also have a long tail, when we look at the entire portfolio, our intention is to grow in line with the market. That's what you will see as we move through the year. I'll continue in terms of the answers. There was a question around the CapEx plan. Mr. Ramesh Kola had this question. There were a few of you who had this question around our CapEx plan. Our capital expenditure in Goa, typically in the range of INR 15 crore per year, is what we end up to expand capacity as well as to expand quality in terms of maintenance capacity. We expect that to continue over the foreseeable future. Approximately plus minus, it would be about INR 15 crore would be the answer. Mr. Bola, you also had the question around how many people work for Pfizer in India. For our Pfizer India business, as of March 31, 2025, we had almost 1,600 permanent colleagues, 1,598 to be precise. That's the number of people that we have as permanent colleagues working in Pfizer India. I think, Mr. Adil Irani, you had the question around the dividend that we paid, the 165, and in the context of the 64% shareholding by the parent. I think your specific question was around royalty. I want to share with you, I know you said you had looked across and you couldn't find it. That is because we actually do not pay any royalty to the parent. This is a unique situation in that sense. We do not pay any royalty to the parent. To that extent, the local entity is getting the full benefit of all the work done by the parent in terms of R&D and manufacturing. We then sell it in India at a very competitive price. Absolutely no royalty paid. I'll continue. I think, Ms. Hotokshi, you had a question around Duty at 50. You were very keen to know what that means for senior citizens, for people above 50. Basically, as you know, with our Prevenar 13 and now with the Prevenar 20 that I mentioned, which we will be launching soon, we are the only vaccine, only pneumococcal vaccine that has an indication for adults, adults meaning 18 or over. When we look at the guidelines by the national associations that look at vaccine guidelines, it is prescribed for the indication for all, but particularly for people above the age of 50 who have any kind of comorbidities, whether it's heart disease, diabetes, renal disease, cancer, anything, any comorbidity, it is highly recommended. What we launched was as an awareness campaign because we do feel in many cases, people are not really aware about the benefits of vaccination when it comes to pneumococcal disease. We launched a program called Duty at 50. The whole message being that as people turn 50, particularly if they have comorbidities, it is almost the duty of the children and duty of the people themselves to get vaccinated. That's why the campaign was called Duty at 50. The idea is it's an awareness campaign to make people aware about the existence of the vaccine, the benefits of the vaccine. We're also trying to link it to an app which can give people the location of where they could even get vaccinated. That's the Duty at 50 campaign. I would expect you'll see a lot more of it as we launch the Prevenar 20, which is also approved for the same indication. There was, Mr. Rangwala, you did have the question around not just the overall permanent employees. I think that was asked by Mr. Bola, 1,598. But Mr. Rangwala had the question of how many permanent employees we have in the Goa plant. So about 106 permanent employees in Goa and plus another 35 workers that we have at the Goa plant. That's the current strength. There were some suggestions about our page 36 was discussed a lot. That's where we captured the 10-year view. I think there were some very valuable suggestions given, like starting with the most recent year so you can trace it backwards. Thank you to all of you for really looking at it so closely. It just shows the amount of value you place on your company's financials and how closely you are studying it. It really is a very important form of engagement for us. All your suggestions in terms of how we are laying it out, it's a very fair point, starting with the most recent year. The idea is to give that 10-year view. I hope you will see in that that we are doing all we can to keep a very tight control of expenses to grow the revenue as fast as possible. That is what is resulting in the improved earnings per share that you could see over this 10-year period. Some of you were very grateful about having the virtual AGM because you can attend it from wherever you are. As Mr. Shah said, we were very encouraged to see that we had shareholders from Rohtok, from Kolkata, from Hyderabad, from many parts of the country. Definitely, the virtual AGM helps. I understand that the physical AGM brings a certain other dimension. As long as the governance rules allow us, we do intend to continue with the virtual AGM so that our shareholders from across the country can join us. There were some questions around R&D and whether the local Pfizer India entity does R&D. As addressed in some other questions, our R&D is done globally, and it's not a part of this entity. We don't pay the royalty, so we get the full benefit of that R&D. We do not do R&D within the India local entity. To that end, I also think there was a question around the cancer portfolio and whether we do R&D in that area. In the Pfizer Limited portfolio, we do not have any cancer products, and all the R&D for our cancer business is anyway done outside of India. Mr. Aspi, you did talk about the cash balance that we have and whether we are looking to, you know, one option is to give it back as dividends. The second option is, of course, to look at other ways to utilize. You did have a question around utilizing that for acquiring new brands. Absolutely, yes. I think in our ongoing discussions, whether it's our strategy meetings with the board, we are always looking at what could be other growth avenues. We have, over the last few years, really focused on bringing, instead of acquiring local brands, we focused a lot on making our own brands much bigger. Secondly, also bringing some of the excellent products in the Pfizer portfolio, like Nurtec, like Emblavio, like Prevenar 20, into the country. Those are the choices we made. For that, we can't use the cash balance. We fund it from our regular operating costs. Absolutely, your point is very well taken. We are continuously going to look at avenues for growth. If that means any kind of an asset acquisition locally, we will be open to that. We are open to that. Those are some of the ways we absolutely intend to use the money in the future. For now, given the great products we have in the global Pfizer portfolio, our intention is to really bring those as quickly as possible and at the most competitive price to our patients in India. Mr. Aspi, you also acknowledged the 75th year. I think it was a very fair question. How are we planning to celebrate the 75th year? I want to start with the annual report. I think the first part of the celebration was really acknowledging the fantastic milestones your company has been through, whether it was the first medicine for diabetes in the country, first medicine for tuberculosis, the first to do clinical research in the country, the first to get listed on the Bombay Stock Exchange. We just wanted to bring back some of the great milestones over the last 75 years so that all of us within the company, all of our shareholders, and all of our stakeholders as well can become aware of it. That's really the first part of our celebration. As we go through the year, we are looking at other opportunities where, instead of just spending money on celebration, what we want to do is, very much as the theme of the government in terms of becoming health care independent in our country, how can we organize small group sessions, small group discussions with key stakeholders to create that distinct Bharat purpose and legacy that we can jointly help the government with. That is our objective. You will hopefully see over the next few months a lot more initiatives from our side in terms of really trying to work with the government, partner with our stakeholders to make our country make those steps when it comes to quality health care. There were some questions in terms of our ESG rating. Firstly, I want to thank all of you. You really acknowledged the efforts we have made. Goa, for example, is already at 53% utilization of solar power. I know our Goa team is continuously looking at how to increase that percentage. There was a specific score, though, in terms of our NSE rating on ESG. I just want to give you that score, which right now stands at 64 of 100. Mr. Santhosh Saraf, you had this question. Our ESG rating in the NSE is currently at 64 of 100. A few other questions that I think there was a question by Ms. Sushma Chandra around our share price. I was just checking it once more while you were asking that question. We stand at about INR 5,346. If you see it over the three-year period and the five-year period, it is very much on the high side. I think the price in many ways acknowledges the growth, acknowledges the profitability, and acknowledges the continuous stream of new launches that we are bringing into the country. Rest assured, our objective is as well to make sure that we do the right thing from a patient perspective and a P&L perspective. We are very confident, given how fair our stock market is, that you'll continue to see the value on the share price. Last but not least, a very important question around manufacturing, whether we are planning to continue to increase. I kind of answered it. Between the Goa plant and the 1,815+ third parties that we have, we are constantly looking at opportunities to increase the local manufacturing to the extent possible. That is really the list of answers. I'm just looking through my colleagues here if there is any question I missed. I hope that answers all your questions. It gives you a sense of where we are in the journey to that 100 years of Pfizer. We are now at the 75th year. I also hope it gives you the confidence that, like you've seen in this financial year 2024-2025, we are absolutely rooted in making sure we bring high-quality medicines for our patients. We bring the growth that will then translate into the share price. We do everything we can in terms of our commitment to the community through CSR, in terms of the environment, and to our employees and our shareholders and our stakeholders. With that, I'll hand back to Mr. Shah. I would now like to remind shareholders that the e-voting facility shall be kept open for 15 minutes from the conclusion of this meeting. The members who have not exercised their voting rights are requested to kindly do so now. The results of the remote e-voting and e-voting will be announced within two working days from the conclusion of this meeting. The results will also be displayed on the website of the company, on the website of the e-voting agency, Kfin Technologies Limited, and intimated to BSE Limited and the National Stock Exchange of India. Having no other business left on the agenda, the meeting is now concluded. I thank all the shareholders for their keen interest in the company and for their active participation at this AGM. Thank you very much. All the best.