Sam Fazeli

Sure.

Understood.

Now, thinking about, if I think over the past 10 years, I think you've told us a little bit about the strategy over the next 10 years.

But if you wanted to tell me, obviously, it's the crystal ball stuff.

There's so much volatility in the world at the minute that it's very difficult to project even three months down the road, let alone 10 years down the road.

But in your best hopes, where would you think Fosun Pharma would be in five or ten years' time with regards to split of business from, say, the innovative medicines versus the generic, even biosimilar?

I mean, I think in some instances, biosimilars can sometimes be better than... Of course, they can't be by definition, but it's possible to make a biosimilar of a drug that's... Or a similar of a drug that's better, but...

BioBeta, where do you see the company in whichever form or shape you want to refer to it in five to 10 years time?

Great.

So just one last question before we move on to some specific product discussions.

Obviously, this all then requires spending money on R&D.

When I look at Fosun Pharma's R&D, it was about 8% to 9% of revenues, $500 million.

Now, that's a good R&D spend, especially in China.

But your ambitions suggest that you're going to have to raise R&D spending.

It's already at the lower end of what some of your colleagues in other companies in China are spending.

So is the company prepared to provide that investment, obviously, that's required?

Or are the net and EBITDA margins sacrosanct, which is always a fight between those two sides, right?

Apologies if I've got my number wrong.

I hope it's the only thing I get wrong this morning.

So, okay, let's talk about some specific products now.