Farhan M. Haroon

CEO of Haleon Pakistan

Compiled from 1 recorded interview. Every statement below is drawn from the passage cited beside it.

Farhan M. Haroon is the CEO and general manager of Haleon Pakistan. Haroon was born in Karachi, and his education has been there. His grandparents migrated from Gujarat to Karachi.

Early life and background

Haroon was born in Karachi, and his education has been there. His grandparents migrated from Gujarat to Karachi. He has said he comes from a humble background and that his parents wanted their children to have the best possible education. He has also said he was not a good student until his O-levels. [1]

Education

Haroon did all his schooling at one school until his O-levels. He then did his A-levels at another school. He has said his school offered much more than classroom education, including debates and sports. [1]

He chose chartered accountancy because it offered the best payback at the time. He began ICMA, the Institute of Cost and Management Accountancy, which he described as the Pakistan equivalent of CIMA. He enrolled in a B.Com because he wanted an academic degree, and he enrolled with ICAP, the Institute of Chartered Accountants of Pakistan. He sat the ICMA, B.Com and ICAP exams on the same day. [1]

He completed ICMA in 2002 and his chartered accountancy qualification in 2005. He started an MBA at IBA in 2011, the year he joined GSK. [1]

PwC

Haroon worked at PwC, an audit firm. He was part of the assignment for the incorporation of a bank in 2001. He has said PwC played a major role in the career growth of chartered accountants. He left PwC after qualifying as a chartered accountant. He wanted to go to the other side of the table, and after PwC he wanted to learn the manufacturing side of finance. [1]

Sanofi and ICI

Haroon chose Sanofi partly to move into the healthcare sector. Sanofi offered him the role of financial controller for industrial affairs, covering four plants. He became financial controller at Sanofi after six months. He stayed at Sanofi for about two and a half years. [1]

He then joined ICI. About a year later, the global ICI group was sold. A year after that, the petrochemical business was sold globally. He stayed at that company for about three years. He was the finance manager and also supported legal and company secretariat work. [1]

GSK

Haroon was hired into GSK's finance shared services and joined in 2011. When he was hired, he had to help complete the acquisition process. He led the sale of the animal health business. [1]

He looked after distribution, warehousing and logistics. He was deputed to HR for three months. He was integration lead for the CIS, Middle East, North Africa and Russian states region. GSK acquired Novartis's over the counter business. [1]

He became CFO of the consumer healthcare business. He was given the CFO role because a new listed entity had to be created, and he was chosen to lead the listing of the consumer healthcare business. The consumer healthcare business was listed separately from the beginning of 2016. He was CFO and integration lead for Pakistan during the listing and restructuring. He held those roles from 2015 to mid-2018. [1]

London

Haroon moved to London in 2018. In London, on a development assignment, he led audit, internal advisory and consulting. He stayed in London for about two and a half years. He was part of the team for the acquisition of Pfizer's consumer healthcare business. He returned to Pakistan in early 2021. [1]

Haleon Pakistan

Haroon was offered the CEO position. He has said he always wanted a commercial role, and that Pakistan was a familiar geography in which it was easier to show his abilities. He has said experience matters more than age for the CEO role. He has also said managing a listed entity as CFO added to his experience. [1]

He has said the consumer business was separated as Haleon Pakistan Limited. He has said the name Haleon combines hale, meaning good health, and leon, meaning strength. He has said Haleon is the largest consumer healthcare company in the world, and that Haleon Pakistan is the largest consumer healthcare business in the country. [1]

He has said the company produces and sells nearly 6.5 billion tablets a year across its Panadol variants. He has said Panadol is the largest pharmaceutical or OTC brand in the country and that the company is the largest in multivitamins in the country. He has said Sensodyne is among the top two oral healthcare brands in the country. He has said the brands in the company's portfolio include Panadol, Sensodyne and Eno. He has said Eno's price is regulated, with an annual increase linked to inflation. [1]

He has said the business was about five billion in 2015 and is now 27 to 28 billion. He has said Haleon believes in better everyday health and wants people to take ownership of their own health. He has said consumer healthcare deals in preventive medicine, while pharmaceuticals deal with what comes after a prescription. He has estimated that about 99 percent of Haleon's products in Pakistan are made locally. [1]

Views on the pharmaceutical industry

Haroon has said the pharmaceutical industry may be about 90 percent dependent on imports. He has said active pharmaceutical ingredients should be made locally, and some are now being made. He has said some people have started API investment in Pakistan but need support. He has said Pakistan will need the right knowledge of regulatory rules. He has said an API policy and a contract manufacturing policy have been made recently. [1]

He has said Pakistan's pharmaceutical exports are about 200 million dollars. He has said building an FDA-approved plant in Pakistan is very expensive, and that if an FDA-approved plant is needed, only then can one export. He has said investment must come before exports. He has said Pakistan's industry has so far worked mainly in generics. [1]

He has said Pakistan is exporting old formulations that are made as generics. He has said Afghanistan is Pakistan's largest pharma export market, followed by Sri Lanka. He has said people in the industry believe exports could reach 3 billion dollars if the API policy is properly implemented. He has said Pakistan should bring globally available innovative solutions into the country, and that the talent in Pakistan's pharmaceutical industry is the most diverse. [1]

He has said an essential medicine should have a fixed price. He has said investment will come easily once profitability rises. He has said pricing issues led many multinationals to leave Pakistan. [1]

He has said Pakistan's medicine spend is about 3 billion dollars. He has said pharmaceutical output fell 26 percent in the 11 months to May 2023 against the same period of 2022. He has said pharmaceutical output in May 2023 was 38 percent below May 2022. [1]

He has said the price of paracetamol per kg rose from 750 to 2,400 rupees between June 2020 and early 2023. He has said production would become unviable. He has said the company kept producing Panadol at a loss because it is so important. He has said Panadol migraine is sold around the world but is not yet available in Pakistan. [1]

Views on healthcare and self-care

Haroon has said Pakistan has about 240 million people and an estimated 350 million by 2050. He has said the growing middle class and population are Pakistan's opportunity. He has said urbanization is accelerating in Pakistan. [1]

He has said COVID changed how people approach self-care, as many wanted control of their own health. He has said the healthcare system still starts after illness rather than before it. He has said awareness of self-care is growing, helped by wearable devices. He has said that if governments and healthcare sectors act on self-care, spending could fall over 20 to 30 years. [1]

He has cited the lady health worker programme as a good initiative in Pakistan. He has said healthcare in Pakistan is mostly paid out of pocket. He has said pharmacists play an important role in self-care because people trust them. [1]

He has said two in four women and one in four men in Pakistan are short of calcium. He has said vitamin D deficiency is very high in Pakistan. He has said calcium from a supplement without vitamin D may not be absorbed by the body. He has said medical assessments are regular in the Western world. [1]

Views on accountancy and finance

Haroon has said Pakistani chartered accountants have done really well. He has said Pakistani accountants study International Accounting Standards, which gives them a global advantage. He has said many Pakistani chartered accountants work abroad. [1]

He has said AI tools have helped finance professionals become better business partners. He has said finance now speaks the language of the business, on launches, mergers and restructuring. He describes a growth mindset as going beyond what one can achieve. [1]

Timeline

2001
Part of the assignment for the incorporation of a bank.[1]
2002
Completed ICMA.[1]
2005
Completed his chartered accountancy qualification.[1]
2011
Joined GSK and started an MBA at IBA.[1]
2016
The consumer healthcare business was listed separately.[1]
2018
Moved to London.[1]
2021
Returned to Pakistan and was offered the CEO position.[1]

Appearances

DateTitleWhere
2023-07-19 Why Pakistan makes billions of Panadol tablets but can't make the powder Thought Behind Things

Frequently asked questions

Who is Farhan M. Haroon?

Farhan M. Haroon is the CEO and General Manager of Haleon Pakistan Limited. He was born in Karachi. He completed his chartered accountancy qualification in 2005.[1]

What does Farhan M. Haroon do?

Farhan M. Haroon is the CEO and General Manager of Haleon Pakistan Limited. He has said Haleon Pakistan is the largest consumer healthcare business in the country.[1]

Where did Farhan M. Haroon study?

Farhan M. Haroon was educated in Karachi. He did all his schooling at one school until his O-levels, then did his A-levels at another school. He completed ICMA in 2002 and his chartered accountancy qualification in 2005, and he started an MBA at IBA in 2011.[1]

Where is Farhan M. Haroon from?

Farhan M. Haroon was born in Karachi, and his education has been there. His grandparents migrated from Gujarat to Karachi.[1]

What company does Farhan M. Haroon lead?

Farhan M. Haroon leads Haleon Pakistan Limited as CEO and General Manager. He has said the company produces and sells nearly 6.5 billion Panadol tablets a year. He has said Panadol is the largest pharmaceutical or OTC brand in the country.[1]

What was Farhan M. Haroon's career before Haleon Pakistan?

Farhan M. Haroon worked at PwC, then at Sanofi and ICI. He joined GSK in 2011 and became CFO of the consumer healthcare business. He moved to London in 2018 and returned to Pakistan in early 2021.[1]

What are Farhan M. Haroon's views on Pakistan's pharmaceutical industry?

Farhan M. Haroon has said the pharmaceutical industry may be about 90 percent dependent on imports. He has said active pharmaceutical ingredients should be made locally. He has also said investment must come before exports.[1]

References

  1. Why Pakistan makes billions of Panadol tablets but can't make the powder . Thought Behind Things , 2023-07-19.
Show the source passages (114 statements)
  1. Farhan M. Haroon is the CEO and General Manager of Haleon Pakistan Limited. Farhan M. Haroon is the CEO and General Manager of Haleon Pakistan Limited.
  2. He was born in Karachi, and his education has been there. I am a Karachiite. Born, education saari meri Karachi ki hai.
  3. His grandparents migrated from Gujarat to Karachi. all four of them, they migrated from Gujarat and came to Karachi.
  4. He did all his schooling at one school until his O-levels. So I all my schooling was in Habib Public School until my O-levels.
  5. He then did his A-levels at another school. Then I did my A-levels from Aveson School.
  6. He has said his school offered much more than classroom education, including debates and sports. It was much beyond education, like the dramatics, like the debates, the science exhibitions, and sports
  7. He has said he was not a good student until his O-levels. main until my O-levels I wasn't a good student.
  8. He has said he comes from a humble background. And after my O-levels, I come from a very humble background.
  9. He has said his parents wanted their children to have the best possible education. my parents also had one ambition that bachon ki education best honi chahiye.
  10. He chose chartered accountancy because it offered the best payback at the time. chartered accountancy was one education jiska payback period and ROI was the best back then.
  11. He began ICMA, the Institute of Cost and Management Accountancy, which he described as the Pakistan equivalent of CIMA. So I started the ICMA, which is CIMA equivalent in Pakistan, Institute of Cost and Management Accountancy.
  12. He enrolled in a B.Com because he wanted an academic degree. I got admission in B.Com because I wanted an academic qualification
  13. He enrolled with ICAP, the Institute of Chartered Accountants of Pakistan. I got admission in ICAP, Institute of Chartered Accountants of Pakistan.
  14. He sat the ICMA, B.Com and ICAP exams on the same day. Ek meri life mein ek aisa din tha jis din maine ICMA, B.Com aur ICAP teenon ka exam diya. Same day.
  15. He completed ICMA in 2002 and his chartered accountancy qualification in 2005. So I did my uh ICMA in 2002 and 2005 maine apna CA kar liya.
  16. He started an MBA at IBA in 2011, the year he joined GSK. And 2011 mein jab maine GSK join kiya, to us waqt maine apna MBA bhi start kiya from IBA.
  17. He worked at PwC, an audit firm. Uh I was in PWC, uh jo AF Ferguson audit firm
  18. He was part of the assignment for the incorporation of a bank in 2001. Mizan Bank ka incorporation ho raha tha 2001 mein. I was part of the assignment.
  19. He has said PwC played a major role in the career growth of chartered accountants. Not just financially but career-wise. And PWC or AF Ferguson played a huge role in it.
  20. He left PwC after qualifying as a chartered accountant. No, I left PWC after my chartered accountancy.
  21. He wanted to go to the other side of the table. Well, two things. I wanted to go to the other side of the table.
  22. After PwC he wanted to learn the manufacturing side of finance. So after PWC, I wanted to get into an area where I am able to learn the manufacturing side of finance
  23. He chose Sanofi partly to move into the healthcare sector. But another reason for coming, for choosing Sanofi was not just from finance background experience perspective, was also getting into healthcare sector.
  24. Sanofi offered him the role of financial controller for industrial affairs, covering four plants. they offered me financial controller for their industrial affairs, which meant that that all the factory finance, there are four plants
  25. He became financial controller at Sanofi after six months. Then after six months, I became the financial controller.
  26. He stayed at Sanofi for about two and a half years. I was there for about two and a half years.
  27. He then joined ICI. I joined ICI, uh us waqt Pakistan PTA Limited uh company ka naam tha
  28. About a year later, the global ICI group was sold. Ek saal ke baad globally ICI Imperial Chemical Industries bik gaya. Exonobel ho gaya.
  29. A year after that, the petrochemical business was sold globally. Phir uske ek saal baad hum Exonobel ne petrochemical bech diya globally to hum ban gaye uh Lotte.
  30. He stayed at that company for about three years. So teen saal mein raha wahan pe
  31. He was the finance manager and also supported legal and company secretariat work. I was also helping legal, uh company secretariat, and looking after finance. I was the finance manager there.
  32. He was hired into GSK's finance shared services. I was hired as a shared services person, finance shared services
  33. He joined GSK in 2011. And 2011 mein jab maine GSK join kiya
  34. When he was hired, he had to help complete the acquisition process. So when I was hired, uh I had to help them complete that acquisition process.
  35. He led the sale of the animal health business. I'll sold animal health business. I was leading that.
  36. He looked after distribution, warehousing and logistics. I have looked after distribution, I looked after uh warehousing, logistics.
  37. He was deputed to HR for three months. I was even deputed to HR for three months.
  38. He was integration lead for the CIS, Middle East, North Africa and Russian states region. Main Mina CIS, Middle East, North Africa and Russian states ka integration lead tha.
  39. GSK acquired Novartis's over the counter business. Novartis ka jo over the counter business tha, jismein Voltrol, CSC 1000 plus, Calci-D, yeh wali products acquire ho gayi in the consumer healthcare business of GSK.
  40. He became CFO of the consumer healthcare business. Then I became the CFO of the consumer healthcare business.
  41. He was given the CFO role because a new listed entity had to be created. Aur woh CFO bhi main isliye bana kyunke nayi listed entity banani thi.
  42. He was chosen to lead the listing of the consumer healthcare business. So they wanted somebody who could lead the uh listing part.
  43. The consumer healthcare business was listed separately from the beginning of 2016. So from 2016 beginning, consumer healthcare was listed separately.
  44. He was CFO and integration lead for Pakistan during the listing and restructuring. So CFO and the integration lead for Pakistan to do all this.
  45. He held those roles from 2015 to mid-2018. So I did that from 2015 to mid of 2018.
  46. He moved to London in 2018. I mean 2018 mein I moved to London.
  47. In London, on a development assignment, he led audit, internal advisory and consulting. I went on a development assignment and I was the I was leading audit, internal advisory, consulting
  48. He stayed in London for about two and a half years. Main dhai saal wahan raha.
  49. He was part of the team for the acquisition of Pfizer's consumer healthcare business. jo Pfizer ka consumer healthcare business acquire kiya humne, to main us team mein bhi tha.
  50. He returned to Pakistan in early 2021. Aur 21 ke shuru mein aa gaya.
  51. He was offered the CEO position. I was offered the CEO position.
  52. He has said he always wanted a commercial role. I always wanted to be in commercial.
  53. He has said Pakistan was a familiar geography in which it was easier to show his abilities. it was easier for me to showcase my talent and my abilities in a geography jisse main familiar tha.
  54. He has said experience matters more than age for the CEO role. I think it's not just the age. That's just the number. It's actually the experiences as well.
  55. He has said managing a listed entity as CFO added to his experience. Then I also had a experience of managing a listed entity as a CFO.
  56. He has said the name Haleon combines hale, meaning good health, and leon, meaning strength. Hale, good health and Leon is strength.
  57. He has said the consumer business was separated as Haleon Pakistan Limited. woh humne alag kiya Haleon Pakistan Limited, hamara naam ab stock exchange pe bhi Haleon Pakistan Limited hai.
  58. He has said Haleon is the largest consumer healthcare company in the world. we Haleon right now is the largest consumer healthcare company in the world.
  59. He has said Haleon Pakistan is the largest consumer healthcare business in the country. Haleon Pakistan Limited is the largest consumer healthcare in the country, consumer healthcare business in the country.
  60. He has said the company produces and sells nearly 6.5 billion tablets a year across its Panadol variants. Panadol ke chaar tablets, paanch tablets ke jo variants hain, hum nearly 6.5 billion tablets ek saal mein produce karke bechte hain.
  61. He has said Panadol is the largest pharmaceutical or OTC brand in the country. Panadol is the largest pharmaceutical or OTC brand in the country.
  62. He has said the company is the largest in multivitamins in the country. Then we are the largest in multivitamins in the country with CAC 1000 Plus and Calcium D.
  63. He has said Sensodyne is among the top two oral healthcare brands in the country. in terms of oral healthcare, Sensodyne and Paradontax, Sensodyne is the in the top two in the country
  64. He has said the business was about five billion in 2015 and is now 27 to 28 billion. we hum log koi paanch billion nahi the 2015 mein. Aaj hum 27, 28 billion hain.
  65. He has said Haleon believes in better everyday health and wants people to take ownership of their own health. The important thing is that Haleon believes in better health better everyday health. And we want people to take care or take ownership of their own health.
  66. He has said consumer healthcare deals in preventive medicine, while pharmaceuticals deal with what comes after a prescription. consumer healthcare deals in preventive medicine. Right. Nuskhe se pehle. Pharmaceutical deals in nuskhe ke baad.
  67. He has estimated that about 99 percent of Haleon's products in Pakistan are made locally. How much of this is produced in Pakistan? Uh I think 99%.
  68. He has said the pharmaceutical industry may be about 90 percent dependent on imports. This industry is yes, maybe 90% dependent upon import.
  69. He has said active pharmaceutical ingredients should be made locally, and some are now being made. APIs jo hain woh yahan pe banne chahiye aur ban rahe hain.
  70. He has said an essential medicine should have a fixed price. Uski price fixed honi chahiye, theek hai?
  71. He has said investment will come easily once profitability rises. Profitability jab badhegi then investment is going to come easily.
  72. He has said Pakistan's medicine spend is about 3 billion dollars. Hamari medicine pe sirf 3.25 billion dollars, 3 billion dollars hai.
  73. He has said pharmaceutical output fell 26 percent in the 11 months to May 2023 against the same period of 2022. 11 months ending May 2023 versus 11 months ending May 2022. Large scale manufacturing ka data hai of pharma output, pharmaceutical output 26% down hai.
  74. He has said pharmaceutical output in May 2023 was 38 percent below May 2022. May 2023 ka month versus May 2022 ka month yeh 38% down hai.
  75. He has said the price of paracetamol per kg rose from 750 to 2,400 rupees between June 2020 and early 2023. 2020 ke June mein per kg price of paracetamol was 750 rupay. Fast forward this year beginning tak woh 2400 rupay kg ho gaya.
  76. He has said production would become unviable. What would happen? That the production would become unviable.
  77. He has said the company kept producing Panadol at a loss because it is so important. we continued having losses because Covid tha, dengue hai, pregnancy mein sab mein this is the most important product so we said at least chalein.
  78. He has said Panadol migraine is sold around the world but is not yet available in Pakistan. We have Panadol migraine all over the world but yahan nahi hai abhi.
  79. He has said Pakistan's pharmaceutical exports are about 200 million dollars. Hamara export takreeban 200 million dollar hai. Pharma ka.
  80. He has said building an FDA-approved plant in Pakistan is very expensive. Yahan pe ab FDA approved plant lagane ke liye the cost is so high.
  81. He has said that if an FDA-approved plant is needed, only then can one export. Agar aapko FDA approved plant chahiye tabhi to aap export kar sakte hain.
  82. He has said investment must come before exports. Ab woh investment pehle karni hai, export baad mein aana hai.
  83. He has said Pakistan's industry has so far worked mainly in generics. Abhi tak hum generic mein kaam kar rahe hain.
  84. He has said pricing issues led many multinationals to leave Pakistan. Because of a huge pricing issue, multinationals started moving out.
  85. He has said the talent in Pakistan's pharmaceutical industry is the most diverse. jo Pakistan mein pharmaceutical industry hai usmein aapko jo talent milta hai woh sabse zyada diverse milta hai.
  86. He has said Pakistan is exporting old formulations that are made as generics. Wohi jo old formulations hain unhi ko hum bana ke bahar bhej rahe hain.
  87. He has said Afghanistan is Pakistan's largest pharma export market, followed by Sri Lanka. Hamara highest export kahan hai? Afghanistan. Hmm. Second highest I think Sri Lanka hai.
  88. He has said some people have started API investment in Pakistan but need support. API pe heavily invest karein and there are people who have started doing it, but I think they need hand holding there.
  89. He has said Pakistan will need the right knowledge of regulatory rules. So this means ke we'll have to have the right knowledge of regulatory rules.
  90. He has said an API policy and a contract manufacturing policy have been made recently. API policy bani hai, contract manufacturing policy bhi bani hai recently
  91. He has said Pakistan should bring globally available innovative solutions into the country. Jo naye innovative solutions hain jo globally available hain, we have to bring that in the country
  92. He has said people in the industry believe exports could reach 3 billion dollars if the API policy is properly implemented. Even in this export, I've talked to people, they believe that it can easily be $3 billion. And that will only happen when we have the API policy properly implemented.
  93. He has said Pakistan has about 240 million people and an estimated 350 million by 2050. 240 million people and hum log 1981 mein 120 million the. 2050 ka estimate 350 million hai.
  94. He has said the growing middle class and population are Pakistan's opportunity. This middle class and this population is our opportunity.
  95. He has said urbanization is accelerating in Pakistan. The second thing is that urbanization bhi bahut tez ho rahi hai.
  96. He has said COVID changed how people approach self-care, as many wanted control of their own health. woh COVID mein massively change ho gaya. Everyone wanted ke woh apni health ka control khud le.
  97. He has said the healthcare system still starts after illness rather than before it. Abhi bhi jo hamara healthcare system hai, woh bimari ke baad se shuru hota hai. Hmm. Bimari se pehle nahi shuru hota.
  98. He has cited the lady health worker programme as a good initiative in Pakistan. Pakistan mein bahut se ache initiatives hue hain, jaise lady health worker program
  99. He has said healthcare in Pakistan is mostly paid out of pocket. Ab Pakistan is out of pocket kyunke theek hai a lot of government institutions jo hain woh free ilaaj hai, bahut sare hospital but mostly out of pocket
  100. He has said pharmacists play an important role in self-care because people trust them. usmein pharmacist ka role bahut important hai kyunke people really trust him.
  101. He has said two in four women and one in four men in Pakistan are short of calcium. Ab Pakistan mein har chaar uh aurton mein se do aur har chaar mardon mein se ek calcium ki kami hai.
  102. He has said vitamin D deficiency is very high in Pakistan. Pakistan mein vitamin D deficiency vitamin D deficiency bahut bahut zyada high hai.
  103. He has said calcium from a supplement without vitamin D may not be absorbed by the body. Agar aapke dietary apne calcium supplement ke andar vitamin D nahi hai, toh woh body pe absorb bhi nahi hoga.
  104. He has said medical assessments are regular in the Western world. But you go to Western world, medical assessments are regular.
  105. He has said awareness of self-care is growing, helped by wearable devices. Now with time with these gadgets jo hum pehen rahe hain, awareness barhti ja rahi hai
  106. He has said that if governments and healthcare sectors act on self-care, spending could fall over 20 to 30 years. So I think future mein ab 20 se 30 saal baad I think agar governments, healthcare sectors kaam karna shuru karein ispe toh we will be able to even reduce the level of expenditure.
  107. He has said AI tools have helped finance professionals become better business partners. These AI tools have now helped finance guys to be a better finance business partner.
  108. He has said finance now speaks the language of the business, on launches, mergers and restructuring. The big launches, agar aapko product launch karna hai, aapne uh uh mergers, acquisitions, aapne restructuring karna hai, finance person speaks the language of the business.
  109. He has said Pakistani chartered accountants have done really well. And Pakistani Chartered Accountants have done really well.
  110. He has said Pakistani accountants study International Accounting Standards, which gives them a global advantage. We study International Accounting Standards and that gives us a lot of competitive advantage globally.
  111. He has said many Pakistani chartered accountants work abroad. a lot of our fraternity is actually working abroad.
  112. He describes a growth mindset as going beyond what one can achieve. Growth mindset is just that you when you are able to go beyond what you can achieve, go beyond and jo levers hain
  113. He has said Eno's price is regulated, with an annual increase linked to inflation. a product like Eno has a price regulated infrastructure. So iska matlab hai ki every year humein ek price increase milta hai jo inflation based hota hai
  114. He has said the brands in the company's portfolio include Panadol, Sensodyne and Eno. And the brands like Panadol, CAC 1000 Plus, Sensodyne, Eno, Paradontax, Voltrol, uh huge brands