Dilip Shanghvi

I have targets for business achievements; I do not have targets for acquisitions. Because if you have targets for acquisitions, you end up making compromises in terms of valuations, and you buy things because you have a target, and it is not good for business.

Our focus is to see that we are growing faster than the industry and, whichever product we launch, we do better than competition. We try and manage our operations better than competition. Essentially, we try to be better than what we were the previous year.

Clearly in my mind, I have two distinct positions - owner and manager. So I am open to reviewing my performance as a manager as any other person in Sun Pharma.

Innovation requires a novel approach to scientific problem solving, higher level of resource commitments over much longer time durations.

We follow highest level of corporate governance, which is in line with a global company like ours.

A board of directors that cannot produce reliable audited financial statements for almost seven years simply should not remain in office.

I think FDA's concerns are patient-safety.

I am not comfortable at all with this tag of being dubbed 'the richest Indian' and all the attention that follows for the reason.

I like to win without fighting. But if I can't, then I'm prepared to fight.

Sun Pharma's relationship with AML is on an arm's-length basis. As investors have expressed concerns regarding this arrangement, we are in the process of evaluating various options for undertaking domestic formulation business.

The Ranbaxy acquisition doesn't preclude us from making more large acquisitions. The important issue is whether we have the management bandwidth to handle the acquisition.

After watching Taro reach the brink of bankruptcy, seeing their shares delisted from trading, hearing endless false promises about receiving audited financial statements, and witnessing an unchecked drain of company resources, the shareholders have clearly had enough.