Competitive Analysis of “Rosuvastatin” & “Telmisartan”

This is to certify that the project titled “Competitive analysis of “ROSUVASTATIN” & “TELMISARTAN” in the pharmaceutical industry conducted at Coimbatore, Tamilnadu” submitted by MANISH. K. B In partial fulfillment of the requirement for the award of the degree Master of Business Administration (MBA) programme of Sree Narayana Guru Institute of Science and Technology (SNGIST) affiliated to Mahatma Gandhi University during 2005 -2007, is a bonafide record of work done by him under my supervision and guidance and this certificate is not issued to endorse the opinion and results expressed in this report.

Anu Anna AnthonyMs Ranjini……. Faculty Guide HOD Dr. Anandakuttan B Unnithan Director (SNGIST) ACKNOWLEDGEMENT I would like to express my sincere thanks to Dr. Anandakuttan B. Unnithan, B. Tech, M. B. A director of Sree Narayana Guru Institute of Science and Technology North Paravur. I am very thankful to Mrs. Renjini Jaikumar, M. B. A Head of the Department of Management for her kind and help and encouragement. I wish to express my heartiest thanks to Mrs. Anu Anna Anthony M. B. A, for her valuable guidance suggestion and kind encouragement through the entire phase of the project.

I wish to express my sincere thanks to Mr. FIROZ the area manager and all other staff of Cipla, Coimbatore branch for providing valuable support for the project. MANISH. K. B Declaration I hereby declare that this is a bonafide record of the work done by me in partial fulfillment of the requirement for the award of the degree Master of Business Administration (MBA) of Mahatma Gandhi University and that this report has not been submitted to any university for the award of any degree to the best of my knowledge and belief

N. Paravur MANISH. K. B Date:30/08/2006 TABLE OF CONTENT Chapter 1 INDUSTRIAL PROFILE INDUSTRIAL PROFILE The Indian Pharmaceutical Industry is expected to undergo phenomenal change when international patent laws will be implemented. India’s domestic pharmaceutical companies have experienced a significant increase in R&D spending to be competitive in the world market.

Although the Indian pharmaceutical market is very small and does not have enough funding for drug discovery programs, India has well-educated scientists, a well-established computer industry, and technological know-how for the manufacture of bulk drugs and formulations. The American pharmaceutical industry has played a pioneering role in the development of the drug industry through in-depth, timely, and useful research and bulk manufacturing of drug products. Although the US pharmaceutical industry is enjoying the leadership position, it can no longer be content to focus only on the US, Japanese, and European markets.

Two recent articles that analyzed the Chinese and Hungarian pharmaceutical markets showed that during the 1990s, the Chinese pharmaceutical market experienced overestimated demand and severe under capacity use, and the Hungarian pharmaceutical market suffered setbacks in the same decade and was forced to adopt new strategies to revive the industry (1,2). India, being the second largest country in the world in terms of population, is also attracting attention for future business potential. The purchasing capacity of approximately 300 million middle-class individuals cannot be easily overlooked by global pharmaceutical companies.

Current global pharmaceutical market Pharmaceutical products consist of two main components— the active pharmaceutical ingredient (API) or bulk drug and the formulation Generally, APIs are either produced by chemical synthesis or are of plant, animal, or biological origin. Patents are critical aspects in the development and marketing of pharmaceutical products. A patent can be obtained for a new drug molecule, indication for an existing molecule, or for a new drug delivery system of an existing product. The World Trade Organization (WTO) has decided to enforce a product patent life of 20 years in all countries.

In other words, if drug development and FDA approval takes approximately10 years from the first disclosure of the molecule, a pharmaceutical company gets only 10 years of exclusivity to market the formulation. The excessive cost of drug development forces drug prices to remain high while patents protect the drugs. In addition, not every project leads to a marketed product, so successfully marketed products must cover the costs incurred for the failed projects. The current pharmaceutical market is worth more than $317billion (4). The major contributing regions are the United States, Japan, and Europe.

GlaxoSmithKline, Pfizer, and Merck are the top three companies in the pharmaceutical market, with annual sales of $23. 5, 22. 6, and 20. 2 billion, respectively. Pfizer has the largest R&D budget, which is hovering at $4. 4 billion. Most of the major US pharmaceutical companies showed double-digit growth in 1999 (4). Drug prices vary from country to country. Citizens of developing Countries cannot afford expensive medicines that are Under patent. Multinational companies (MNCs) must either choose to sell a product at a low price in these countries or face the challenge of piracy or parallel trade.

Types of diseases in Third World countries may vary from those in developed nations. However, because of the lack of sizable profits from distributing pharmaceutical products in Third World countries, MNCs are reluctant to conduct research to develop new drug molecules to treat these diseases. The pharmaceutical market in India Historical background India received independence from Britain in 1947. In the early years following that event, MNCs were allowed to export drugs—mainly low-priced generics and a few high-priced specialty items.

When the Indian government increased developed formulation units in India and exported only bulk drugs to that country. In the early 1960s, the Indian government encouraged the indigenous manufacture of bulk drugs. In the following decade the Indian patent act prevented the granting of product patents for substances used in foods and pharmaceuticals. Only process patents were allowed for five years from the date of granting a patent or seven years from the date of filing the patent. Drug price control order (DPCO) was introduced during the same period to prevent undue profiteering from essential medicines.

MNCs were compelled to reduce their holdings to 40% in their Indian ventures. In the1980s–1990s, domestic pharmaceutical companies flourished. As a result, the market share of MNCs fell to the current 35%, down from 75% in 1971. Types of drug systems in India Ancient civilization allowed India to develop various kinds of medical and pharmaceutical systems. In addition to the allopathic system, which is prevalent in the United States, Japan, and Europe, the following types of medical and pharmaceutical systems are used by the Indian people: ayurvedic, unani, siddha, and homeopathy .

Ayurveda Ayurveda translates as the “science of life. ” It encompasses fundamentals and philosophies about the world and life, diseases, and medicines. The knowledge of ayurveda is compiled in Charak Samhita and Sushruta Samhita. The curative treatment lies in drugs, diet, and general mode of life. Siddha The siddha system is one of the oldest Indian systems of medicine. Siddha means “achievement. ” Siddhas were saintly figures who achieved healing through the practice of yoga.

The siddha system does not look merely at a disease but takes into account a patient’s age, sex, race, habits, environment, diet, physiological constitution, and so forth. Siddha medicines have been effective in curing some diseases, and further work is needed to truly understand why this system works. Unani The unani system originated in Greece and progressed to India during the medieval period.

It involves promotion of positive health and prevention of disease. The system is based on the hum oral theory, i. e. , the presence of blood, phlegm, yellow bile, and black bile. A person’s temperament is accordingly expressed as sanguine, phlegmatic, choleric, or melancholic.

Drugs derived from plant, metal, mineral, and animal origin is used in this system. Homeopathy Homeopathy flourished in Germany in the seventeenth and eighteenth centuries. In India, it is one of the commonly used methods to treat diseases. Physicians in the time of Hippocrates (400 BC) first observed that some substances produce symptoms of conditions that they were then used to treat. On the basis of this finding, a homeopathic medicinal agent, which can produce artificial symptoms in healthy human beings,can cure a similar set of symptoms of natural diseases.

It normally uses a single medicine, and the dosage is minimal—just enough to cure the disease. Yoga and naturopathy Yoga and naturopathy are ways of life. In naturopathy, one applies simple laws of nature. It advocates proper attention to eating and living habits. It also involves hydrotherapy, mud packs, baths, massage, and so forth. Yoga consistsof eight components: restraint, observance of austerity, physicalpostures, breathing exercises, restraining of the sense organs,contemplation, meditation, and samadhi. Increasing interest exists in revisiting these ancient drug systems.

The Department of Indian Systems of Medicines and Homeopathy was established in 1995 as a separate department in the Ministry of Health and Family Welfare. One of the organization’s goals is to prepare standards for ayurvedic, unani, sidhha, and homeopathy drugs. Good manufacturing practices for ayurvedic drugs is at the final stage. The department is actively pursuing a proposal to establish a medicinal-plant board to enhance the availability of quality raw materials, prepare a database of medicinal plants, and collect information from ancient texts.

Health statistics of India India is the second largest country in the world, with a population of approximately 1 billion. The population is expected to grow to about 1. 5 billion by 2050. Life expectancy at birth for males and females is 62. 4 and 63. 4 years, respectively, which is much lower than that of the United States. The total admission capacities for medical and pharmacy institutions of higher learning are 17,000 and 5610, respectively. India has approximately 14,000 hospitals. The number of registered doctors and nurses is about 490,000 and 600,000, respectively.

The Indian pharmaceutical market Value of production, exports, and imports India’s pharmaceutical market may not be impressive by international standards, but considering the total Indian economy, it is one of the major economic sectors in India. According to the Indian Drug Manufacturers’ Association (IDMA) annual publication, the estimated value of production of bulk drugs and formulations in India during 2000–2001 was approximately Rs 22,187 crores (~$4. 5 billion) out of which Rs. 4344 crores is for bulk drugs and Rs. 17,843 crores for the formulations (currency conversion rate used is Rs 49 _ US $1.

00 or Rs. 1 crores _ $0. 204082 millions) Major players in the pharmaceutical industry in India Two types of companies exist in the Indian pharmaceutical sector: companies of Indian origin (domestic) and foreign MNCs. GlaxoSmithKline, Cipla, Dr. Reddy’s Laboratories, and Ranbaxy are the top four companies in terms of gross sales. Other companies’ sales values are very similar, and the rankings can change with time. The top MNCs with a presence in India are Glaxo-SmithKline, Hoechst Marion Roussel, Knoll Pharma, and Pfizer.

Approximately 20,000 pharmaceutical units exist in India. Ranbaxy, the leading domestic company, reported sales of Rs. 1745. 9crores ($356. 3 million, assuming that $1. 00 _ Rs 49) during 2000. Glenmark Pharmaceuticals, Cadila Healthcare, Ajanta Pharma, and Elder Pharmaceuticals are among other upcoming companies. Efforts by the Indian pharmaceutical industry The IPI, seeking to take full advantage of benefits offered by the government, has been allocating money to R&D. Its focal points are drug discovery, development of drug delivery systems, biotechnology, and bioinformatics.

Companies are reevaluating their strengths and emphasizing product segments that are profitable to the company. Many companies are trimming their portfolios to focus on particular therapeutic segments. Pharmaceutical marketing is also changing rapidly, and pharmaceutical companies are making elaborate marketing efforts. Companies such as Sun Pharma, NicholasPiramal, and Dr. Reddy’s Laboratories have opted for brand/company acquisition to increase therapeutic reach and market penetration. Such specialization would make the entry of MNCs difficult.

Some theorize that companies with a strong marketing force would be attractive for possible take-over. Many pharmaceutical companies are entering into marketing arrangements such as Hoechst Marion’s agreement with Nicholas Piramal and Ranbaxy’s pact with Cipla, Glaxo, and Hoechst Marion. Recent mergers and acquisitions include NicholasPiramal’s acquisition of Roche Products, a company mainly involved indiagnostic products and Zydus Cadila’s acquisition of German Remedies in India. SanofiSynthelabo, the second largest pharmaceutical company in France, will buy out Ahmedabad based Torrent Pharmaceuticals.

Very recently, Dr. Reddy’s Laboratories signed a definitive agreement to acquire 100% of Meridian Healthcare and BMS Laboratories, whose primary busi-ness is manufacturing and marketing generic pharmaceuticals in the United Kingdom Strengths, Weaknesses, Opportunities, and Threats of the IPI (SWOT) analysis of the IPI SWOT analysis can be gainfully used to examine the IPI and determine where its greatest opportunities lie. This section examines these factors. Strengths Most people in India, especially those who are educated and have advanced degrees, are fluent in English.

This aptitude allows them to communicate with most of the outside world, which is an important asset to the IPI. The health statistics of India make it clear that India produces a sufficient number of medical and pharmacy graduates, which contributes to the strengthening of the IPI. The Patent Act and Drug Price Control Order of the 1970s forced MNCs to shrink their operations in India, thus providing space for indigenous pharmaceutical companies to expand in the local market. As a result, in the past two to three decades’ domestic pharmaceutical companies have established operations and are self sufficient in all aspects.

For example, Cipla Limited could provide the generic version of the AIDS triple cocktail to impoverished South African people at $350/patient/year or at a price that is one-thirtieth its cost in the United States. Indian patent laws allowed local companies to set up operations to produce bulk drugs that are still under patent by various synthetic routes. The prevalence of this reverse engineering is controversial, but it suggests that the IPI’s chemists have a strong showing in organic/medicinal chemistry.

The IPI’s tremendous potential to produce bulk drugs will be a major asset in future drug discovery programs. Highly educated people as well as low labor costs are the major strengths of the IPI. Any pharmaceutical industry needs employees from the fields of organic chemistry, biochemistry, pharmacology, Pharma co kinetics, pharmaceutical science, analytical chemistry, and so Banglore is considered to be the Silicon Valley of India. The Indian computer industry is on par with its American counterpart, and many companies in the world depend upon Indian programmers to develop complex software.

The use of computers in the pharmaceutical industry is increasing, and in particular they are being applied to data management and drug discovery programs). Thus, collaboration between the computer and pharmaceutical industries will help drug discovery and development programs prosper. The presence of other parallel drug/medical systems also would be a major strength for the IPI. It would provide a vast resource for the development of new drug molecules in the drug discovery programs.

With a very well developed and diverse education system, India produces students who can meet these requirements. Weaknesses Although the IPI is large by Indian standards, on the world market its share is merely 1–2%. Even if 25% of gross sales are invested in R&D, the IPI’s total R&D budget is comparatively very small. Individual R&D budgets of many US companies probably amount to much more than the cumulative R&D budgets of all the companies in India. Thus, availability of funds is a major weakness of the IPI. Animal experiments are an essential part of pharmaceutical R&D.

Every drug molecule must be screened using animals first to determine its efficacy and side or toxic effects. If Indian animal rights activists block the use of animals in R&D experimentation, the IPI will be forced to turn to other countries for animal studies. A great need exists to provide appropriate information to animal activists in India so a balance can be struck between animal rights and human rights. A drug regulatory system is an essential part of the pharmaceutical sector. Drug discovery and drug development are risky, complex, and not fully understood.

The Indian regulatory system is not set up to accomodate the drug discovery/development processes and therefore does not have the proper infrastructure, enough manpower, or financial support to effectively move drug development operations forward. As a result, one might expect delays in the approval process. The American pharmaceutical industry has entered the era of pharmacogenomics and is venturing into the development of drug therapy tailored to individuals . Likewise, the Indian pharmaceutical industry is investing significant funds in biotechnology and genomic.

These fields are capital consuming and have no guarantee of success. The biotech industry needs scientists who understand these disciplines, but it is not easy to attract qualified scientists and businessmen from abroad to work in India. Spending valuable resources in this area of science, which is in its infancy, can be suicidal to the IPI. Venture capitalists would do well to invest their money only on those projects whose success is guaranteed. Gaining FDA approval of a drug can be a lengthy process. The organization has just enough manpower to oversee approval of products from US-based companies.

The IPI’s efforts to seek approval to market drugs in the United States could be time consuming because of FDA constraints, and the approval process could be a major bottleneck for India’s drug development industry. The infrastructure in India is good but could be improved. The development of infrastructure is a key to success, and the IPI must take more definitive steps to overcome this weakness. Opportunities A patent is granted to an invention that is novel, nonobvious, and useful. The IPI has a clear opportunity to be part of the international patent community in the acquisitionof patents.

This process will stimulate economic development, provide job opportunities, and help India build a global reputationreputationas a nation with a strong scientific community. It will also make modern medicines available to the entire Indian population. More important, indigenous activities will help domestic companies discover drugs to treat tropical diseases. In the pharmaceutical arena, patents can be granted for new molecules, new medical indications for an existing molecule, new ways to administer an existing molecule, or modification of an existing formulation with added value.

Because India will not be able to produce the huge amount of capital needed to discover new drug molecules, it may be prudent to consider issuing patents for “Swiss-type” claims for new therapeutic uses of known molecules. Low manufacturing costs and process skills are the IPI’s forte, and India would do well to make use of this important. As it develops its infrastructure, the IPI can look into economies of scale. Merging with a complementary domestic or international company may provide sufficient funding and resources to manufacture formulations and bulk drugs on a large scale, which would decrease the cost of manufacture.

This would help make bulk drug or formulation costs competitive. in the world market, which then would boost the amount of exports. Focused R&D and the development of centers for clinical trials in India would allow the IPI to discover new drugs for diseases observed in tropical conditions. Such drugs could be marketed both in India and in neighboring countries with a similar tropical climate. For the first three years of the ninth five-year plan, the growth rate for the Indian economy was 6. 2% (14). To meet the target of 6. 5%, the economy must grow at 7.

2% during the next two years. The target growth rate for the tenth five-year plan is 9%. This sizeable increase is a clear-cut indication of the anticipated future growth of the Indian economy, which could provide good opportunities to the IPI. Threats Many more countries will be complying with the terms of patent laws in 2005. It means that, like India, many countries are preparing for 2005 and will be competing to market various pharmaceuticals. The Indian pharmaceutical market may face the threat of the dumping of bulk drugs and formulations by neighboring countries.

The IPI would be compelled to compete with multinationals in 2005, and it remains to be seen how many companies actually will survive the competition. Industrialization and environmental factors must be considered, and if proper measures are not taken up front, business growth eventually will be hampered Benefits to India from modernizing the IPI Social The development of the IPI would create new jobs, but mainly it would provide access both to modern technology in the field of medicines and to medicines developed indigenously.

As a result, it will be able to provide new drug formulations and improved healthcare treatments to Indian patients. In particular, new medicines would be available to treat diabetes, cardiovascular diseases, cancer, and psychological disorders. But even during the drug discovery and development phases, significant funds would be invested in local communities. , normal volunteers or patients would participate in clinical trials during which they receive free medicines and are paid to participate. , patients who cannot afford expensive medicine will have the opportunity to receive modern medicines.

As a result of changes in the culture and in the social environment, new types of diseases are invading India. India must have a concrete plan to protect itself from these diseases, and the development of the pharmaceutical sector is the first step. Economic The development of the pharmaceutical industry would help the Indian economy produce more national wealth. Foreign investment would increase, and Indian companies would have the opportunity to collaborate with many companies from around the world. Indirectly, developing the pharmaceutical industry would also help other industries.

The related employment opportunities in various fields are no less important. If good jobs were available locally, citizens would not feel the economic pressure to migrate to the United States, Europe, or Japan. Development of clinical trial centers would provides funding from private pharmaceutical industries to local hospitals. In return, a staff of nurses and doctors would-be maintained, which would benefit local communities. Political Economic growth will bring political stability to India. It will improve international credibility and create a visionary rather than a reactionary political regime.

The poverty level in India stands at 27%, which is very high compared with China’s 5% level. Making medicines affordable toall Indian citizens is a noble goal, but one must strive for a fair distribution of low-priced medicines to the masses and high priced modern medicines to wealthier people. The economic development that would result from growth in the pharmaceutical and computer sectors could trigger development of other sectors and indirectly lower the poverty level. India can then achieve macroeconomic growth through education, infrastructure development, improved sanitation, and enhanced public health.

In a political sense, these developments will forgea win–win situation for Indian citizens and politicians. Changing disease patterns must be understood, and policies must be prioritized for the treatment of diseases. A committee of representative physicians from various internal states, government officials, and key executives from various pharmaceutical companies could likely muster the clout required to meet the health requirements of Indian citizens as well as promote the country’s pharmaceutical industry Chapter 2 History of cipla.

Khwaja Abdul Hamied, the founder of Cipla, was born on October 31, 1898. The fire of nationalism was kindled in him when he was 15 as he witnessed a wanton act of colonial highhandedness. The fire was to blaze within him right through his life. In college, he found Chemistry fascinating. He set sail for Europe in 1924 and got admission in Berlin University as a research student of “The Technology of Barium Compounds”. He earned his doctorate three years later. In October 1927, during the long voyage from Europe to India, he drew up great plans for the future.

He wrote: “No modern industry could have been possible without the help of such centres of research work where men are engaged in compelling nature to yield her secrets to the ruthless search of an investigating chemist. ” His plan found many supporters but no financiers. However, Dr Hamied was determined to being “a small wheel, no matter how small, than is a cog in a big wheel. ” Cipla is born In 1935, he set up The Chemical, Industrial & Pharmaceutical Laboratories, which came to be popularly known as Cipla. He gave the company all his patent and proprietary formulas for several drugs and medicines, without charging any royalty.

On August 17, 1935, Cipla was registered as a public limited company with an authorised capital of Rs 6 lakhs. The search for suitable premises ended at 289, Bellasis Road (the present corporate office) where a small bungalow with a few rooms was taken on lease for 20 years for Rs 350 a month. Cipla was officially opened on September 22, 1937 when the first products were ready for the market. The Sunday Standard wrote: “The birth of Cipla which was launched into the world by Dr K A Hamied will be a red letter day in the annals of Bombay Industries.

The first city in India can now boast of a concern, which will supersede all existing firms in the magnitude of its operations. India has lagged behind in the march of science but she is now awakening from her lethargy. The new company has mapped out an ambitious programme and with intelligent direction and skillful production bids fair to establish a great reputation in the East. ” Mahatma Gandhi visits Cipla July 4, 1939 was a gold letter day for Cipla, when the Father of the Nation, Mahatma Gandhi, honoured the factory with a visit. He was “delighted to visit this Indian enterprise”, he noted later.

From the time Cipla came to the aid of the nation gasping for essential medicines during the Second World War, the company has been among the leaders in the pharmaceutical industry in India. On October 31, 1939, the books showed an all time high loss of Rs 67,935. That was the last time the company ever recorded a deficit. In 1942, Dr Hamied’s blueprint for a technical industrial research institute was accepted by the government and led to the birth of the Council of Scientific and Industrial Research (CSIR), which is today the apex research body in the country.

In 1944, the company bought the premises at Bombay Central and decided to put up a “first class modern pharmaceutical works and laboratory. ” It was also decided to acquire land and buildings at Vikhroli. With severe import restrictions hampering production, the company decided to commence manufacturing the basic chemicals required for pharmaceuticals. In 1946, Cipla’s product for hypertension, Serpinoid , was exported to the American Roland Corporation, to the tune of Rs 8 lakhs. Five years later, the company entered into an agreement with a Swiss firm for manufacturing foromycene.

Dr Yusuf Hamied, the founder’s son, returned with a doctorate in chemistry from Cambridge and joined Cipla as an officer in charge of research and development in 1960. In 1961; the Vikhroli factory started manufacturing diosgenin. This heralded the manufacture of several steroids and hormones derived from diosgenin. The founder passes away The whole of Cipla was plunged into gloom on June 23, 1972 when Dr K. A Hamied passed away. The Free Press Journal mourned the death of a “true nationalist, scientist and great soul….

The best homage we can pay to him is to contribute our best in the cause of self-reliance and the prosperity of our country in our fields of endeavour. ” Chapter 3 Company Profile The Indian pharmaceutical industry grew by 4. 2 percent during the year 2004-05. The introduction of The Patents (Amendment) Act, 2005, early this year brought in the product patent regime, which came into forceon 1st January 2005. The domestic industry will need to gear itself to meet the challenges of this new scenario and a spate of strategic realignment and consolidation activity within the industry is anticipated.

Sales for the year crossed Rs. 23, 250 million, recording an Impressive 18 percent growth over the previous year. This was achieved despite depressed sales in the fourth quarter, mainly on account of confusion related to the implementation of value added tax (VAT) and the levy of excise duty on the maximum retail price (MRP) of formulations. Cipla makes medicine in India. The company has more than 1,000 products in the domestic market including generic AIDS drugs, antibiotics, chemotherapy, and drugs for gastrointestinal illnesses and asthma. It produces its products at 10 manufacturing plants located throughout the country.

Cipla is the leader in the domestic retail pharmaceutical market, ahead of GlaxoSmithKline. It also exports raw materials, intermediates, prescription drugs, over-the-counter products, and veterinary products to more than 160 countries around the world. The company was founded as The Chemical, Industrial, & Pharmaceutical Laboratories by Khwaja Abdul Hamied in 1935 — the founder’s sons now head the company. Cipla maintained its leadership in the domestic market, retaining its number one rank in the ORG IMS ratings (Retail Store Audit MAT March 2005). Exports grew by 30 percent, exceedingRs.

10,500 million. Both active pharmaceutical ingredients (APIs) and formulations contributed to the growth in business in the international market. Overseas business now forms 45 percent of the Company’s total turnover. The Company received the Express Pharma Pulse Award for overall performance and jointly won the best exporter award. The Company’s strategic alliances with its international marketing partners progressed as envisioned. Technical know-how/fees received during the year amounted to Rs. 415 million. The overall net profits of the Company at Rs.

4096 million grew by 39 percent. This was mainly on account of improved product mix, optimisation of resources and higher non-operating income. MISSION Cipla continues its fight against the AIDS pandemic. Its medicines are helping to treat over 2,00,000 HIV-positive patients worldwide. There are several initiatives to make available new anti-retroviral drugs to HIV patients, in India and other countries, at reasonable prices and Cipla will do its very best in this humanitarian effort. In this matter, the Company has co-operated with the international community in everyway possible.

Cipla has also been among the major suppliers of anti-malarial drugs and drugs for neglected diseases such as schistosomiasis to international markets. Welfare Activities The Company provided medicines to treat over a million poor, aged patients in slums and villages through Help age India as part of its social responsibility initiative. The Company also provided free medicines to the tsunami-affected in India and Sri Lanka. The Company also continued to support education and community welfare, directly and through its charitable trusts.

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