Co [A QUARTERLY NEWSLETTER OF CCL PHARMACEUTICALS. VOL 5,1SSUE2, 2018 E-Quiz Launched Stress Management Workshop Symposia in Kenya Customer Centricity Workshop Cambodia vwrvvvY Inspiration Corner4 2 VOL. § ISSUE 2,2018 ieee a ic: EDITORIAL COMMITTEE: Bo comer Share rv commets check om acentoO49 CONNECT ver sissue2 2018 MD's MESSAGE OUR VISION 2025 IS Be a 30B MNC by passionately serving communities Dear colleagues Greetings! ‘As we start thenew business year 2018-19, lam heppyto unveil ournew Vision 2025, andalso share the key targets for nextyear along with our strategic priorities. The Vision 2025 - Be a 30 Billion MNC by passionately serving communities — describes our passion to be a global ‘company with @ commitment of paying back to the ‘communities around us. Before we embark upon the highlights of next year, let's take a quick glance at the achievements of the past year. Group In-market revenues crossed Rs. 7 Billion with a growth of 14% over last year. There has been a steady increase in the contribution by Pakistan Operations ~ PakOps and an encouraging progress from international Operations ~ IntOps. In Pakistan, the Pharma business grew by 13%; performance of cardio-metabolic and neuropsychiatry businesses has been commendable during this year apart from other milestones. The Consumer Healthcare (CH) business has shown an encouraging growth of 19%. Consumer-focused healthcare is becoming a battleground for giants in the consumer goods and pharmaceutical industry. CH business remains one of the future growth enginesendan integralppart of our strategic priorities as we will be diversifying in the consumer healthoare business in yearstocome, The sales growth of Intemational Business has been around 15%, It is heartening to see their progress with regards to profitability side of the business which has shown a remarkable improvement from last year. IntOps inmarket sales crossed the 2-billion mark in the year whereas markets including Sri Lanka, Maldives and Kenyahave shown good progress. Friends, though we did an overall good job last year but the end of a year is always a good time to do abit of sou searching. Our achievement index has been 88% with a growth lower than that of previous year. We did well, but | believe we could have done better. Its high timewe setour priorities right from the start so that we can achieve our individual and collective goals together. We have an exciting year ahead and asa growth-focused organization, we are looking at in-market sales revenue of PKR 9 billion with a growth of almost 30% over the past year. Following are the key elements of our future strategy: Innovation remains our top priority as | have always believed that one of the key aspects of any successful businessis the ability to come up with new products with improved health benefits for patients and healtheare professionals. A robust talent management plan and a flourishing culture can surely drive the same in a much smother fashion In line with our vision CCL Group is also undertaking the initiative to build a state of the art Diabetes Management Center in Kasur, Pakistan to help the less privileged communities in the area, The ground breaking of the project will take place during later partof this year Colleagues, we have a stretching year ahead and a long way to go. We have the passion to grow and we will continue to grow. There are no great limits to growth because there are no limits of human intelligence, imagination, and wonder. Iwish you avery successful year ahead. Kashif Sajjad Sheikh Managing Director and CEO