Merck & Co., Inc.

Good morning. My name is Lara, and I will be your conference operator today. At this time, I would like to welcome everyone to the Mercantile Q4 Sales and Earnings Conference Call. Our lines have been placed in mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. If you would like to ask a question during this time, simply press star, then the number one on your telephone keypad. To reply your question, press the pound key. Thank you. I would now like to turn the call over to Peter Dannenbaum, Vice President, Investor Relations. Sir, please go ahead.

Thank you, Lara, and good morning. Welcome to Merck's fourth quarter 2020 conference call. Today I'm joined by Ken Frazier, our Chairman and Chief Executive Officer, Rob Davis, our Chief Financial Officer, Dr. Dean Lee, President of Merck Research Labs, Frank Clyburn, our Chief Commercial Officer, and Mike Nally, our Chief Marketing Officer. Before we get started, I'd like to point out a few items. You will see that we have items in our GAAP results such as acquisition-related charges, restructuring costs, and certain other items. You should note that we have excluded these from our non-GAAP results and provide a reconciliation in our press release. We've also provided a table in our press release to help you understand the salesman quarter for the business units and products. And the supplemental financials posted to our website include recast 2020 quarters based on the reporting change we are announcing today. I would also like to remind you that some of the statements that we make during today's call may be considered forward-looking statements within the meaning of the safe harbor provision of the U.S. Private Security Litigation Reform Act of 1995. Such statements are made based on the current beliefs of Merck's management and are subject to significant risks and uncertainties. If our underlying assumptions prove inaccurate or uncertainties materialize, actual results may differ materially from those set forth in the forward-looking statements. Our SEC filings, including item 1A in the 2019 10K, identify certain risk factors and cautionary statements that could cause the company's actual results to differ materially from those projected in any of our forward-looking statements made this morning. Merck undertakes no obligation to publicly update any forward-looking statements. Our SEC filings, today's earnings release, and an investor presentation with highlights of our results are all posted on Merck.com. With that, I'd like to turn the call over to Kevin. Thank you, Peter.

Good morning, and thank you all for joining today's call. Before turning to our financial results and our future perspective, I'd like to make a few comments about this morning's other announcements. It has been a distinct honor and privilege to serve this great company as its CEO over the past decade. I thank all of my Merck colleagues for their extraordinary support throughout this period. We are making this leadership change secure in the knowledge that Merck has the elements in place for a strong future of scientific innovation and profitable growth. Rob Davis is well prepared and well suited to help Merck capitalize on the many exciting opportunities before it, as well as to take on the challenges that lie ahead. He and the Merck senior team will provide outstanding leadership for our company in the coming years. Given Merck's current position of strength, The Merck board and I believe it is a good time to begin transitioning the company's day-to-day decision-making as well as its strategic direction to Rob, who will assume the title of president in April, at which point our operating division, human health, animal health, manufacturing, and research will begin reporting to him. I will retire as CEO at the end of June. but remained for some period of time as executive chairman to assist Rob, Dean, and the rest of the senior team. I'm extremely confident in the capabilities and commitment of Merck's people and Rob's ability to guide the company to an even brighter future. Moving on to our results. Despite challenges from the pandemic, Merck achieved solid growth in revenues and earnings in 2020, made meaningful advancements in our pipeline and added important assets through business development. Despite the particular impact to our portfolio, the underlying demand for our innovative medicines and vaccines remains strong. And our initial guidance reflects our expectation for a return to strong growth this year, 2021. Looking out to 2024, we continue to believe our revenue potential is underappreciated. Longer term, the work we are doing in advancing our internal pipeline and in adding assets through business development gives us increasing line of sight to significant potential growth drivers later this decade and into the next. I'm amazed by the dedication of our employees who rallied to keep supply under interrupted, regulatory filings on track, and clinical and commercial execution in line with our goals. And I remain continually inspired by what Merck accomplishes for patients around the world. I'm also encouraged by the progress scientific experts across the biopharmaceutical industry have achieved in bringing vaccines to markets that will help address the pandemic and start to return the world to normalcy. These successes further underscore the societal value of our industry's ongoing investments in science and innovation. Merck remains committed to developing an effective response to COVID-19 also. We have discontinued development of our COVID-19 vaccine candidates, but our therapeutic research programs continue to move forward. We believe that our oral antiviral candidate, momopiravir, could make an important contribution to treating COVID-19 patients and we look forward to seeing the results of our pivotal trials. More recently, we acquired Oncoimmune and have accelerated the development of MK7110, a Phase III candidate with strong potential in the treatment of severe and critical COVID-19 patients. I am encouraged by the innovative research happening in our lab, not just on the COVID front, but across our broad, late-stage pipeline of promising medicines and vaccines, including in oncology, HIV, and pneumococcal disease. We remain highly focused on business development to enhance our internal pipeline. We completed 120 transactions in total in 2020, including important acquisitions such as OncoImmune, Veloce Bio, and RQEL, and collaborations including Seagen and Ridgeback. Our plan to spin off Organon remains on track for completion late in the second quarter. As independent, more focused companies, I'm confident Merck and Organon will have the ability to more effectively pursue their respective markets, opportunities, and business strategies to bring more value to patients and to shareholders. Let me conclude by expressing my confidence in the leaders of this company and how proud I am of the Merck team's success in advancing our pipeline and maintaining business continuity in a challenging environment. Additionally, I'd like to recognize and thank the frontline healthcare workers, scientists, and government officials working together to bring the world back to normalcy. And with that, I'll pass it on to my colleague Rob to review the details of our performance and our outlook.

Thanks, Ken, and good morning, everyone. I'm honored and humbled to be named as Merck's next Chief Executive Officer. I look forward to continuing the important work we do to bring our medicines and vaccines to the people who need them. Under my leadership, Merck will remain focused on scientific innovation as the source of sustained long-term value for both patients and shareholders. Ken's unrelenting commitment to excellence in scientific innovation with patients at the center of everything we do permeates the culture of the company and its employees. Under Ken's leadership, Merck has achieved improved growth, clinical success, most notably with Keytruda, and a revitalized pipeline and discovery research capability that will benefit both the company and the patients we serve for many years to come. Ken has put us in a position of financial and operational strength from which we will be able to pursue our important mission to save and sustain lives through ongoing scientific innovation. The company has benefited from Ken's leadership. I personally and professionally benefited from his mentorship and guidance and want to thank him for that. His shoes won't be easy to fill in so many ways, both within Merck, but also including his many principled and valuable contributions to important issues facing society today. The talent and commitment of Merck's employees worldwide, however, make me extremely confident that we will achieve continued success through this transition and long into the future as we build on Ken's legacy. Now, turning to the business. Our resilience in a year that brought us countless challenges amidst the global pandemic is a true testament to the talent, hard work, and dedication of Merck employees worldwide. Our performance in this environment reinforces the confidence we have in our science-led strategy and in our potential for strong growth in 2021 and beyond. Underlying demand for our key growth pillars allowed our business to deliver 2% growth year-over-year, or 4% excluding the impact of exchange, while absorbing approximately $2.5 billion of negative pandemic impact to revenues. Were it not for the pandemic impacts, we estimate growth for the year would have been approximately 9% ex-exchange. Now turning to our fourth quarter results. Total company revenues were $12.5 billion, an increase of 5%, year over year, both nominally and excluding the impact of foreign currency. Fourth quarter results were negatively impacted by approximately $400 million due to the pandemic. Excluding this impact, fourth quarter revenues would have grown by approximately 9% ex-exchange. The remainder of my comments will be on an ex-exchange basis. Our human health revenues increased 6%. In oncology, Keytruda sales in the quarter grew 27% to $4 billion, and for the year by 30% to $14 billion. In the U.S., Keytruda continues to maintain its leadership position in lung cancer and is benefiting from strong usage across all key tumor types. We continue to see strong growth outside of lung cancer, including in renal and endometrial carcinomas and further uptake in our Q6 weekly dosing regimen. Outside the U.S., Keytruda growth continues to be driven by lung cancer indications. Uptake from Keynote 189 and newly-imbursed markets for Keynote 407 remain the key growth drivers in the EU. In Japan, price adjustments in the first half of the year more than offset underlying volume growth. Lemparsa and Lendema continue to demonstrate strong growth and are meaningful contributors to our broader oncology portfolio, growing 53% and 26% respectively year over year. Our vaccines portfolio continues to be impacted by below normal wellness visits, particularly in the United States. Articel sales grew year over year, mostly reflecting the impact from the $120 million CDC stockpile replenishment in the quarter and the initial $120 million borrowing in the fourth quarter of 2019, which had a combined positive impact of $240 million year over year. Our hospital performance showed continued improvement in the fourth quarter. sales grew 13% year-over-year, driven by continued market share gains offset in part by lower elective surgery procedures. Our animal health business again delivered a strong quarter with sales of $1.2 billion and 6% growth. Companion animal grew 9%, reflecting demand for companion animal vaccines and parasiticides. Livestock grew 4%, primarily reflecting an extra month of sales from the acquisition of Antelli. partially offset by distributed purchasing patterns. Turning to the rest of our P&L, my comments will be on a non-GAAP basis. Gross margin was 73% in the quarter, an increase of 0.4 percentage points, driven by favorable product mix and manufacturing variances, partially offset by higher inventory write-offs due to a recall of Zerbaxa, pricing pressure, and foreign exchange. operating expenses grew 4% year-over-year to $5.4 billion. COVID had a largely neutral impact as operating savings were offset by incremental spend to advance our COVID-19 research programs. Operating expenses in the quarter reflect overall growth in R&D spending, as well as a donation to the Merck Foundation. Other income increased year-over-year driven by income from equity securities. The effective tax rate for the quarter was 15.3%, a decrease of 1.6 percentage points from a year ago due to favorable earnings mix. Taken together, we earned $1.32 per share, an increase of 17%. Now, before detailing our 2021 outlook, I want to highlight that our press release details reporting changes we will be implementing beginning in the first quarter that are reflected in our guidance ranges. These changes result in a better alignment between our non-GAAP results and the underlying operational performance of our company and improve unpredictable quarter-to-quarter volatility. While these changes will have an impact on our non-GAAP results going forward, there is no impact to cash flow. Turning to 2021 guidance. For Merck, we expect revenues of $51.8 billion to $53.8 billion, which represents growth of 8% to 12% versus 2020. and excludes any potential revenue from our COVID therapeutics. This range assumes a positive impact from foreign exchange of roughly two percentage points using mid-January rates. We assume four-year pandemic impacts to be approximately 2% or roughly $1 billion, largely in the first half of the year. Our gross margin will be roughly 77%, including a benefit of 1.8 percentage points due to the reporting change. We expect operating expenses to grow at a high single-digit to low double-digit rate. Normalized for the impact of COVID, operating expenses would be expected to grow closer to mid-single digits. We expect other expense of $400 million in our other income and expense line, driven largely by net interest expense. Under our prior reporting, we would have guided to an expected $400 million of income, resulting in an $800 million unfavorable swing. This difference is driven by an expected gain on the announced sale for Ventus, mark-to-market gains on our fund holdings, which include our indirect investment in Moderna, and other expected investment gains that will now be excluded from non-GAAP. We expect our full-year tax rate to be between 15% and 16%. We anticipate 2.53 billion shares outstanding. Taken together, we expect our non-GAAP EPS to be between $6.48 to $6.68, which reflects growth of 12% to 15% versus 2020 recast EPS. This range includes a positive impact from foreign exchange of roughly three percentage points. Our EPS growth under the new reporting convention benefits from the removal of the disproportionate mark to market equity gains we recorded in 2020. Importantly, however, Under either reporting method, we expect strong operating margin leverage of one percentage point or more in 2021. The benefit to our 2021 EPS guidance is only eight cents under new reporting versus previous reporting. We will continue to monitor the ongoing impact of the pandemic on wellness visits and delayed procedures as we move into and through 2021. We remain confident in our ability to grow both in the near and long term, driven by our portfolio of de-risk and innovative assets. Now, turning to Organon. We are on track to complete the spinoff of Organon, which we expect will take place in the second quarter. I should say late in the second quarter. The strategic merits of this transaction are even more clear as we sit here today. In 2020, the products we will spinoff as part of Organon achieved revenues of $6.5 billion. The high-level metrics for Organon that we provided a year ago remain largely unchanged. we expect Organon to achieve 2021 revenues of $6 billion to $6.5 billion. Off of this base, and as the negative impact of the loss of exclusivity on key brands diminishes, we expect Organon to achieve longer-term revenue growth in the low to mid single digits. As a standalone company post-spin, we continue to expect Organon's operating margins to be in the mid-30% range and to increase over time. This compares to a non-GAAP operating margin of approximately 45% within Merck, with the difference reflecting additional costs Organon will incur to operate as an independent company. EBITDA margins are now expected to be in the high 30% range initially and are expected to grow over time. This is a slight decrease from our prior guidance due to a lower proportion of capital assets transferred to Organon versus our initial expectations. We expect Organon to have initial debt of $9 to $9.5 billion. Merck expects to receive a special tax-free dividend of $8.5 to $9 billion prior to the spend. We continue to expect Organon to pay a meaningful dividend that will be entirely incremental to that of Merck. For Merck, the spinoff of Organon is expected to enable incremental operating efficiency of approximately $1.5 billion over three years. including approximately $500 million in 2021, which is included in our guidance. We now expect to deliver operating margins of greater than 22% in 2024, an increase of two percentage points versus our prior expectation of greater than 40% as a result of the impact of the reporting change. For modeling purposes, please be aware that Merck will continue to incur overhead costs previously allocated to the Organon products. which we estimate to be approximately $400 million on a four-year basis. These stranded costs will be reduced over time and are netted into the overall efficiency target. To conclude, the strength and resilience of our business in 2020 reinforces our confidence as we begin the new year. Demand for our key growth drivers remains intact, and we are confident that we will deliver strong growth in 2021 and long into the future. We will continue to use our strong financial position to invest meaningfully in our pipeline, capitalizing both internal and external opportunities, and to make the right strategic decisions, like the spinoff of Organon, to position our company for continued success. With that, I'll turn the call back over to Ken.

Thank you, Rob. As I've underscored many times, innovative research is the cornerstone of Merck. This is why we planned carefully for Dr. Roger Perlmutter's retirement and the transition of leadership of the Merck Research Laboratory to Dr. Dean Lee, who I'm pleased to welcome to today's call. Dean is a physician scientist who has a keen understanding of Merck's mission, dedication to science, and our early and late stage assets. He has hands-on experience leading key areas of research, including early discovery, and translational medicine while under Roger's leadership at Merck, as well as in his prior roles where he exploited new technologies to found companies and was a leader in an academic healthcare delivery system. We believe he is uniquely positioned to take on this important role and advance Merck's promising pipeline. I'm confident that under Dean's leadership, Merck's legacy of innovative R&D will continue And we will persist in successfully bringing forward breakthrough medicines and vaccines that make a real difference for patients and shareholders alike. Dean?

Thank you, Ken. I'm delighted to be here for my first earning call as head of Merck Research Laboratories. And so, for my remarks today, I will provide an update on our COVID research efforts, cover key regulatory milestones, clinical updates, and recent business developments first in our oncology pipeline and then the broader pipeline. Regarding our COVID-19 research programs, Merck has made the decision to discontinue development of its vaccine candidates, V590 and V591. This decision was based on clinical findings from Phase I studies showing that while the vaccines were well-tolerated, immune responses were inferior to those observed with natural infection and those reported for other authorized COVID vaccines. We are grateful to our collaborators and the volunteers who participated in these trials. Our COVID-19 efforts now shift to advancing our two therapeutic candidates, Monupiravir, also known as MK-4482 and MK-7110. Our orally available antiviral candidate, Monupiravir, which we are developing in collaboration with Ridgeback Biotherapeutics, continues to progress in our Phase II-III trials, studying hospitalized, and non-hospitalized patients. The primary completion date is in May 2021, but it is possible that we may have interim efficacy data in the first quarter, which of course we would share publicly if meaningful. Monupiravir has the potential to play an important role in the current pandemic, as well as other emerging novel coronavirus infections. We have been scaling production capacity and expect to have over 10 million courses of therapy available by the end of 2021. We recently added the second candidate to address COVID-19 through the acquisition of Oncomune. This agent, MK7110, is a recombinant fusion protein administered by IV infusion that targets the novel immune checkpoint. Final results are expected in the clinical trial in the first quarter. Turning to oncology. In the fourth quarter, Katrina received an additional new approval in the U.S. in combination with chemotherapy for first-line treatment of patients with metastatic triple negative breast cancer whose tumors expressed PD-L1 at a combined proportion score of 10 or greater. The approval was based on progression-free survival results from Keynote 355, and this marks the 17th tumor type for which Keytruda has been approved. Also in the last quarter, the FDA accepted the supplemental new drugs application with priority review for Keytruda in combination with chemotherapy in previously untreated patients with esophageal carcinoma regardless of PD-L1 expression based on Keynote 590. These results demonstrated clinically meaningful improvement in overall survival, progression-free survival, and overall response rate. The FDA target action date is April 13th. Working with our partners at ASI, We are pleased to note positive results from the Keynote 581 trial for Keytruda plus 1-Vima versus Sinitinib for first-line treatment of renal cell carcinoma. The study demonstrated statistically significant improvements across primary and secondary endpoints, and these data will be presented at ASCO GU next week. We also announced that Keynote 775, evaluating Keytruda plus 1-Vima for treatment of second-line endometrial carcinoma, was stopped early. The Independent Data Monitoring Committee reported that Catruda plus Linvema demonstrated a significant improvement across all endpoints versus chemotherapy. The success of Keynote 581 and Keynote 775 reinforces the opportunity presented by the combination of Catruda and the multi-tyrosine kinase inhibitor Linvema. We continue to explore this combination in 19 studies spanning multiple tumor types. Now, looking ahead, we look forward to meeting with the FDA's Oncologic Drug Advisory Committee to discuss data from the third interim analysis from Keynote 522, evaluating neoadjuvant and adjuvant treatment of patients with early-stage triple negative breast cancer as compared with an alternative regimen. The DLA that includes data from this study is currently under FDA review with a PDUFA date next month. Business development remains a priority. In the fourth quarter, we completed the acquisition of VelosBio, whose lead candidate, VLS101, known as MK2140, is a ROR1-targeted antibody drug conjugate currently being evaluated in a Phase II study of patients with solid tumor and in Phase I for patients with hematologic malignancies. This opportunity along with the Live1 antibody drug conjugate that we are developing in partnership with C-GEN, underscores our commitment to investigating tumor-targeted chemotherapy using next-generation antibody drug conjugates. Now, as part of our strategy to explore new tumor-targeting technology, we recently entered collaborations with A2 Biotherapeutics and Arteva Biotherapeutics aimed at evaluating opportunities for T and NK cell therapies. And a third collaboration with Janik Therapeutics on their T-cell engager technology. These collaborations, along with work already underway with Dragonfly Therapeutics to design targeted NK cell engagers, support our commitment to tumor targeting technologies. Now turning to our broader pipeline. We continue to progress our suite of pneumococcal vaccine candidates, V114, V116, and V117. Each one is designed for targeted protection against prevalent pneumococcal disease serotypes across different age groups. A4V114, our 15-valent pneumococcal vaccine candidate, was recently granted priority review by the FDA for the prevention of invasive pneumococcal disease in adults. The target action date is July 18th. Adults administered V114 produced comparable levels of antibodies for all serotypes in the currently available conjugate vaccines with higher responses observed for serotype 3, one of the most common causes of invasive pneumococcal diseases in adults and in children. Robust response to unique disease-causing serotypes, 22F and 33F, were also observed. Now, in the U.S., serotypes 22F and 33F have been linked. a 13% of invasive pneumococcal disease seen among adults aged 65 and older, and in Europe, 7 to 12% of adult cases. Our V114 Phase III pediatric studies are on track, and we anticipate results from these trials this year. In addition to V114, we are progressing our adult and pediatric next-gen vaccines V116 and V117. The infectious disease space is larger than Our novel nucleoside reverse transcriptase translocation inhibitor for HIV continues to progress in both the treatment and in the PrEP setting. In the PrEP setting, we expect to begin recruitment soon for two new Phase III trials, Empower 22 and Empower 24, in different populations at high risk of acquiring HIV infection. Now, Empower 22 will evaluate the efficacy and safety of iguagivir as a once-monthly, oral catho in adult women and adolescent girls. Empower24 will evaluate the same regimen in men who have sex with men and transgender women who have sex with men. Also, in the PrEP setting, positive interim results from the Phase 2 trial evaluating izlatravir as a once-monthly oral PrEP regimen were recently presented at HIV Research for Prevention 2021, These interim results show that izlatravir achieved the efficacy pharmacokinetic threshold at each of the two doses studied, 60 mg and 120 mg, and that these doses are well tolerated. These findings offer further evidence for the potential of izlatravir to provide a monthly oral PrEP option for people at risk of acquiring HIV. Now, in addition, as we announced previously, we are advancing MK8507, our non-nucleoside reverse transcriptase inhibitor, in combination with Islatravir, into a Phase II study as a potential once-weekly oral treatment option. This weekly Islatravir-MK8507 combination builds on the once-daily Islatravir plus Deraverin combination currently in Phase III. a Phase III study which we expect to start to read out in the second half of 2021. Finally, we received FDA approval for Recuvo following priority review. This new option for patients who have experienced worsening heart failure builds on our commitment to develop therapies for patients with cardiovascular disease. We at Merck Research Laboratories are well-positioned to continue to take full advantage of our considerable strength in oncology and vaccine while investing in other therapeutic areas, exploring new modalities, and complementing and supplementing our internal pipeline with external opportunities. I will now turn the call back to Peter.

Thank you, Gene. We recognize there could be additional questions today, and we're prepared to extend the call past 9 a.m., but in order to get to as many analysts as possible, I ask that you please lend yourselves to one question. Lara, could you start the queue, please?

absolutely soon at this time. Just to remind everyone in order to ask a question, you can press star then the number one on your telephone keypad. So your first question will come from the line of Mr. Seamus Fernandez. So your line is now live, go ahead please.

Oh great, thanks very much. So Rob, congratulations on the CEO appointment. Just wanted to get a sense of your thoughts you know, in terms of Merck moving forward, you've talked about the, you know, under appreciation of the upside that you see for the company and in 2023 plus, relative to consensus expectations, but the obvious question that is going to continue is, you know, how are you thinking about the evolution of the company and, you know, sort of 2026 to 2030? As you know, Keytruda basically approaches its patent expiration? What do you think the company really needs to do in that regard? And then just as a follow-up to that, just from a strategic perspective, can you give us your thoughts around the animal health business as part of Merck? Could that be part of a future restructuring? Thanks so much.

Great. Good morning, and thanks, Seamus, for the question. As we look forward from a strategic perspective, obviously there will be a lot more time as we move into the months and quarters to come to continue to have the dialogue. But I think at its highest level, the important point is that the strategy we've been under, which is focused on scientific innovation as the core of who we are, driven first by really the revitalization of what we're doing in the drug discovery and from a clinical development perspective, which I think you're seeing the fruits of and obviously what we're achieving with Keytruda. and with what we see as a growing earlier stage pipeline, which we're excited about. So as we look at 2025 and beyond and into the 2030 timeframe, it really is to continue to focus first and foremost on investing behind the best science, whether it comes from inside the company or outside of the company, execute on the pipeline we have. We have a lot of great near-term late-stage launches coming. We've got, we've got our V114, the entire pneumococcal franchise that we're building. We have, obviously, a whole host of opportunities in oncology, which I'm sure Dean and others would be happy to comment on. Looking at both what we can do to extend the breadth of Contruda's reach to the number of patients it serves, as well as its efficacy through combinations. as well as broadening into other oncology fields and broader mechanisms which we have. So that all will be continued to be where we will focus our efforts. As we look at that, we realize, though, we will need to continue to do business development to augment that. And we are committed to that. We've been pretty consistent in talking about the urgency we have around business development. That hasn't changed. That won't change. But what also won't change is we will do it when we see an alignment of strategy and value that is tied with our scientific endeavor. And that, so that is really the way we look. But as we started to highlight even at the JPMorgan conference, you know, I think people under appreciate what we have as growth opportunities as we start to move into that 2028 and beyond timeframe. You know, clearly we have, a real opportunity to continue to grow between now and then with Katruta, but I think actually we will have an opportunity to grow beyond then through all of the things I mentioned. So more of the same from that regard. And then with regard to animal health, we continue to see animal health as a strategic part of this business. If you look at the growth that business delivers, it's best in class within the animal health space. It's accretive to the overall position for Merck, and we are investing in it. And I think it is positioned to continue to show very strong growth, both through the existing products it has, but also through a very good portfolio of pipeline products, which is leveraging the synergies we have with the MRL function we have on the human health side. So as we sit here, you know, looking forward, I continue to see animal health as a core part of our strategy. And as we've said, you know, we always are looking at our portfolio, but everything I see tells me that this is something we will maintain and grow because we are the most advantaged owner in my mind.

Great. Next question, please, Lara.

Absolutely. Thank you, sir. Your next question will come from the line of Mr. Andrew Baum from Citi. So, your line is now live. Go ahead, please.

Thank you. A question on ablatravir, please. Roger was quite determined that cabotegravir was not the right dancing partner for fixed dose combination in the treatment setting. But aside from the capsid inhibitor, there doesn't seem to be a whole lot of other options. With a fresh pair of eyes under Venus leadership, should we assume that the status quo remains intact or whether another look at cabotegravir as a combination may be interesting? And then separately, perhaps you could comment on whether in the prep setting, you can bridge cabotegravir, you can bridge islatravir to explore different delivery formulations, including very long-acting without running separate trials. Thank you.

Yeah, so thank you for that question. I'll just make some comments that will sort of frame how one might want to think about Islatravir. And one way to think about it is with the lens that we believe that this can be a foundational medicine both in prep and in treatment. The favorable attributes you recognize is PK, dosing schedule, routes of administration, resistant profile, tissue levels, and combinability. And so the question in relationship to treatment is I've laid out what we're doing once daily, once weekly. But if this molecule is as foundational as we believe it is, this is something that could combine with many different mechanisms and many different molecules. I can just tell you that integrase inhibitors, which is cabotagravir, that's an important class. It's an important class that's actually very dear to Merck. And so that needs to be looked at carefully. And then lencapravir, which you allude to, you know, that's a new mechanism. And we believe that islotravir, as a foundational medicine, we should look at the full array of combinations that can be achieved because we believe it's foundational, and we believe that that foundation can provide lots of benefit for many different patients, and we should look at all combinations possible that would allow us to prove that and to show that. Great.

Next question, please, Lara.

Thank you, sir. Your next question will come from the line of Mr. Terrence Flynn. Your line is now live. Go ahead, sir, please.

Great. Thanks for taking the question. Congrats again, Ken, on a remarkable career and best wishes in the future. And congratulations, Rob, as well, on a new role and responsibilities. And best of luck. I just – maybe a two-part question. Rob, I was just wondering if you can provide your perspective on the share repurchase outlook for 2021. Obviously, you have the $8 to $9 billion dividend come in from Organon. Maybe how aggressive are you going to be on that front? And then just a question for Dean on MK-4482, building on Ken's comment regarding, you know, an important contribution from this drug in the COVID paradigm, was wondering if you guys already have some of that initial Phase II data in-house. Thank you.

Maybe I'll go first and then turn it over to Dean. Thanks for the question, Terrence, and thank you for this congratulatory comment. As you look at share repurchase, You know, as we've been saying, we continue to prioritize business development as where we want to go. Obviously, first and foremost, it's about funding our internal R&D efforts and funding the capacity expansion efforts we have underway from a capital perspective. But really beyond that, you know, as we've talked, we would like to see business development. And so, we have been holding back on share purchase for that purpose. But what we've also been clear to say is that, you know, we're not looking to just grow cash to grow cash, and we're not looking to drive up our credit rating. So over time, if we don't find those opportunities to utilize the cash for business development, eventually we will return it to shareholders. And that's on an ongoing basis. And then you asked explicitly about the $8 to $9 billion, the potential dividend we're getting coming from – the midnight dividend from the organ on spin. You know, with that similar answer, our goal would first and foremost be business development. But we also will look if we don't have those opportunities to return that to shareholders, and we'll be able to make those determinations as we get closer to late second quarter and into the second half of 2021. Yeah, in terms of the 4482 question,

It's a phase two slash three trial. It has different interim analysis. The critical component of the phase two different interim analysis is to sort of establish dose. And at this point, we have not fully taken a look at all of the data that is available to us in relationship to that phase two.

Great. Thank you, Terrence. Next question, please.

Thank you, sir. Your next question will come from the line of Mr. Chris. Shaw from J.P. Morgan. So your line is now live. Go ahead, Steve.

Great. Thanks for the questions, and congrats as well to both Ken and Rob. I just had a two-part question on capital deployment and biz dev. It's obviously been a big focus and remains a big focus of the organization. Should we think about any pauses or slowdown in activities, specifically as we think about larger transactions, given the leadership transitions that are occurring in the organization? And then on BD, I guess all else equal, would your bias be towards a series of smaller transactions versus a larger one that brings multiple assets? So we think about issues of ease of execution, integration, et cetera. I know you're probably looking at everything, but if you had a choice, which direction would the organization lean? Thanks so much.

So let me just start by saying that the purpose behind this CEO transition is not to slow Merck down in any respect. The senior team and Rob... have the responsibility and the autonomy going forward to evaluate the situation that the company faces and to make the right decisions to position this company for long-term growth. So I wouldn't read into the transition that there would be any hesitation at all about taking steps that we believe are the right steps for this company's long-term success. And with that, I'll turn it over to Rob.

Yeah, no, appreciate that. And Chris, to your question about our preferred of the business development. You know, we continue to prefer to look for smaller opportunities where we can find great science earlier in its life and bring it into Merck Research Labs and then capitalize on that and we believe bring competitive advantage and differentiation to those assets. So that focal point continues to be where we will look. You know, as we've said many times in the past, we are agnostic. to therapeutic area, we will be driven by science. Science will take us to the areas to look. But likewise, we've been clear to say we're not foreclosed to larger scale deals, always looking at the size more in terms of the disruption and complexity than in dollar terms. We obviously recognize the need to continue to augment the pipeline to augment our revenue potential. So we're looking at those as well. But one thing that remains completely consistent is we do not prefer and do not see a transformative deal driven mainly by synergies as a way forward. It will continue to be science-led, science-based, and driven by where we see an opportunity to bring differential value.

Thank you, Chris. Next question, please, Lara.

Thank you, sir. Your next question will come from the line of Ms. Louise Chen from Canter. Your line is now live. Go ahead, please.

Hi, thanks for taking my questions here. So, Rob, what about your experience and skill set make you the right fit for where Merck is in its journey right now? And then, Dean, when you look into your pipeline currently, is there anything there that you think could take the place of Keytruda? Thank you.

Yeah, great. Thanks for the question. You know, if you look back at my career and what I've done, I've spent my whole career dedicated to healthcare and to the pharmaceutical industry. And the time I began at Eli Lilly, where I spent nearly 15 years before moving on to Baxter and saw a different view of the business, running the diversified med tech side of that company before coming to Merck. So I have a broad base of experience in the industry and a lens that has really seen it from different views. And I think that is always important. to challenge our internal thinking to make sure we have an external focus and that we are looking externally. But, you know, as we look forward, while scientific innovation will continue to be the core of who we are, and I believe is our best path to succeed in a world where you're going to face increasing margin pressure, we also have to marry with that, side by side, a continuing focus on how do we evolve the business to make it more nimble, to make it simplified, and really more focused such that we can drive ever greater efficiency and productivity, not in terms of reducing spend, rather the opposite. We're going to invest in this business to grow, but we have to find a way to make every dollar we invest more productive so that we get a greater than the dollar of output. And that is really where our focus is going to be on how do we leverage new technologies, new capabilities to do that. And then how do we think about broadening our view long term as you think about not only the drug, but we have to focus increasingly on the outcomes from our medicine, the value we demonstrate, and how we ensure affordable access. So those are the cores of what we're looking at. And my experience broadly in the industry and being a part of the leadership team here at Merck has positioned me to, I believe, do that.

Let me grab the other part of that question. And if you don't mind, I would just sort of, The first is, immuno-oncology has essentially revolutionized all of cancer biology and medicine. And a quick way to point that out is, if one reads the book, All Maladies, one looks at it and says, this is outdated because the whole impact of immuno-oncology is not there. And the driver for this revolution has been Pembrolizumab. Just so that we're very clear, we continue to want to expand indications by tumor type and by stage of cancer. We want to deepen responses with combinations that span agents with immunomodulatory mechanisms, which the internal pipeline is focused on, and agents with direct tumor killing mechanisms that we have largely done through BD. And we want to extend the value and access of pembrolizumab to patients through route of administration. dosing regimens combinations co-formulations and biomarkers so that's io pembro and cancer so the question that you asked is do i have anything in my pipeline that has reshaped a whole field right now that i can see i do not have one in our pipeline and this is an important point that we We should remember that we were not in cancer, and IO allowed us the chance to make a huge impact on cancer, a transformative cancer, a transformative impact. And one of the reasons why Rob and Ken and Roger, for that matter, have always talked about therapeutic agnostics, It is because we do not know that we have the foresight to know where that next revolution and where that next transformation occurs. So could that be in my pipeline? Yes. Could it be in the pipeline of others? Yes. But do we have it right now defined, whether it be in neuro, whether it be in cardiovascular, whether it be in metabolism? I would say that in general, The whole field has not seen, the whole pharmaceutical field has not seen something equivalent to Keytruda or Pembroke at this point in time throughout the industry. Great. Thanks, Louise. Next question, please.

Thank you, sir. Your next question will come from the line of David Weisinger from Morgan Stanley. So your line is now live. Go ahead, please.

Yes. Thanks very much, and I wanted to add my congratulations to Ken and Rob as well. So my question is could you discuss the opportunity for weekly combination HIV treatment including your internal assets for a combination regimen and how you are assessing and seeing the opportunity to move that forward versus pursue an external partnership opportunity to bring forward a weekly combination treatment regimen. Thank you.

Yeah, I'll take a first shot of that. This is Dean. Fundamentally, we're doing it stepwise, right? We're doing it in prep, and we're doing it in treatment. And we're trying to demonstrate to ourselves and to others that this is what we think it is, that this is a really important medicine. And so we're stepwise doing it, cue day, cue week. But I do agree with you. We have to think about what's really going to be important for patients and their access to the medicine. And so less frequent dosing will be important. And that less frequent dosing will be important for both treatment and for PrEP. And both of them are places that – that Merck needs to explore fully to create that full suite of options as we build the story for Islat River. But Mike, did you want to make some comments?

Yeah, Dave. Thank you for the question, Dave. You know, I think a couple of things just to add to what Dean said. I think first and foremost, Islat River is the best partner across a whole range of different mechanisms of action. And we think, you know, it adds a lot of value. And we do think the market will ultimately evolve to a longer acting format. You know, we see... up to a majority of the HIV market ultimately being in the long-acting format. And so weekly would be the starting place, and then we'd look even further out in the treatment space. In the PrEP space, I think what I would add is that we don't need necessarily a partner with this last year in the PrEP space. And so we think through both an oral route of administration and other forms of administration, we can go to long-acting formats, potentially even longer than a week initially, in the prep space. And so that's how we're looking at the market. Great. Thank you.

Next question, please.

Thank you, sir. Your next question will come from the line of Ms. Dana Graybosh from SCB Learing. And your line is now live. Go ahead, please.

Thank you for the question, and congratulations from you all around. I wonder, talking about BD and oncology and Keytruda, we've had a couple of negative trial readouts from competitors on TGF-beta and oncolytic virus approaches. I wonder if you could update us on your current perspective on the path forward for some of the early IO assets Merck has acquired in recent years, including telos, virolithics, and immune design.

Yeah, let me take a stab at that. So I've sort of separated how one might think about the IO space and related to pembrolizumab and especially related to solid tumors. And so when you look at our internal pipeline, we speak about having over 25 mechanisms in the clinic, and you're aware of three immune modulatory mechanisms are advancing into phase three, and they have the opportunity to be co-formulated. Our TIGIA, our LAG3, our CTLA4, we also showed ILT4. The other sort of thing that I would also emphasize is that You know, the word is sometimes overused, but it's called orthogonal. But I simply say that Keytruda, when mixed with tumor-killing mechanisms or standard of care mechanisms like chemo, surgery, and potentially radiation, there seems to be enhancement. And because of that, you know, that creates a possibility for us from a business development standpoint. And that business development you saw with ACI. and AZ, but we are excited with C-GEN with the LIV1 ADC, the VELOS with the ROR1 ADC, because essentially we're confident that PEMBRO plus chemo works really well, right? We're first in class, best in class, and transformative in class in lung. And so C-GEN, VELOS, those are ADCs where you're essentially developing a chemotherapy that's a little bit more precise. But our interest is past that. I would call your attention to Peloton, which is essentially targeting an oncogenic nodal pathway. And we would hope that that not only can we advance that Peloton with a potential 2021 filing, but we're also interested in looking at that HIF-2-alpha in relationship to Pembrolizumab. But I also want to emphasize that that's focusing on on Keytruda as a foundational medicine that can combine with many internal and external assets. I would just end by simply saying we are in an advantage situation. And the advantage situation is that if you are developing a drug in cancer and you're a biotech company, you must ask what your molecule will do in relationship to IO. And if you're going to look for a partner, you're going to look for a partner who can give you that quickness, that speed, and that rigor to advance that. And so when we say that we have 1,400 trials, including more than 950 combinations and more than 90 registrational trials, I would remind myself that most of those combinations are in combinations with other assets from other companies. So it allows us to do B&D. not simply by looking at PowerPoint decks, but by actually getting our hands wet with the agents of other companies.

Thank you, Dana. Next question, please, Lara.

Thank you, sir. Your next question will come from the line of Mr. Umar Rafat from Evercore ISI. So your line is now live. Go ahead, please.

Hi. Thanks so much for taking my question, and my congratulations to Rob as well. I wanted to focus on the COVID NMRO, and my question is, Is it fair to assume that the first upcoming trial is the hospitalized trial? And the time from symptoms to study enrollment is a little more loose in the hospitalized trial versus non-hospitalized. So should we assume that hospitalized setting is more difficult? And could you also update us on your progress for attempting to characterize in vitro activity against the new variant? Thank you.

Yeah, so let me take both of those questions. The first thing is we're advancing it in both. And we think it's important to do it in both. And so there's no distinction between hospitalized or non-hospitalized patients. We think we need to advance it for both because we believe that this will affect the viral replication and viral load. In terms of the other question, Let me just make sure. The other question was? The variants. The variants. We need to do those experiments, but the mechanism by which monupiravir works would make it very, we would predict that it would work for all the variants. I would remind everyone that monupiravir doesn't just work for coronaviruses. It works for many RNA viruses and many respiratory RNA viruses. So the variance difference within a SARS-CoV-2 is there's variation, but that variation is much smaller than the variation that you see with, you know, whole different classes of RNA viruses. But to answer your question specifically, we need to test that, prove that, but every expectation is that the variance would be taken care of by monoperovirus based on mechanism of action. Thank you. Next question, please.

Thank you, sir. Your next question will come from the line of Steve Scala from Talon. So your line is now live. Go ahead, please.

Thank you. And let me add my congratulations to Rob and thanks to Ken for your many contributions. Ken, I think two of your more significant contributions to Merck were guiding it through the Vioxx litigation and buying Shearing Plow. The industry once again finds itself dealing with seedy risk of oral arthritis drugs, and you don't prefer big deals. On the former, what observations would you make on Vioxx 15 years later, particularly since I believe it's back on the market, and why do you not prefer big deals when it was perhaps your biggest contribution? Thank you.

So thank you for giving me the opportunity for retrospective here. Let me start by saying I think if there's one lesson that I learned from Vioxx, it is that for a company like Merck, you have to stand strong on your heritage. And people see this as a litigation defense, but I think for every one of us inside the company, it was really about articulating to an audience, particularly in that case jurors, what this company really stood for. And I thought we won repeatedly because we were able to remind people of the importance of what we do for the world and the integrity by which we do it. You know, I won't go into any more details about the decision to withdraw the drug, but it was also based largely on this company's sense of what was in the best interest for patients based on what we knew at that time. On the issue around Sharon Clow, You know, this company was in a very different situation at that time relative to its pipeline, relative to its growth prospects. And that deal was done at a time where, frankly, we saw an opportunity in the market based on where the valuations of companies were. We saw that as an opportunity that was appropriate for Merck back in 2009. And the reality of the world is none of us were really smart enough to know that among the assets we were acquiring was Pembroke Elizabeth. So I would like to take a bow, but that's the classic example of the narrative fallacy when people say, wow, look at a great deal you did. I think the one thing that we learned from that deal is that when we bought that company, we actually had our eye on Organon and the work that was being done in the basic research labs at Organon. And so we knew that we were buying a company that not only gave us an opportunity for cost synergy, but gave us an opportunity for growth based on the quality of the science. And so, you know, at the end of the day, the problem with large transactions, and I think if you look at the history of this industry, is that they are really difficult for our research organizations to respond to and recover from. And so that's the main reason I oppose those mergers is because I think they're highly disruptors. And then at the end of the day, when you get through your cost synergies, you still either have a pipeline or you don't. And what we're focusing on right now is developing that pipeline. So thanks for the question.

Thank you, Steve. I realize it's 9 o'clock. We're prepared to continue on with some additional questions. The next question, please.

Thank you, Seth. Your next question will come from the line of Mr. Naveen Chekhov from UDS. Your line is now live. So go ahead, please.

Hi. Thank you very much for taking my questions. I'll add my – Congrats to the course as well to both Ken and Rob. Rob, if I may ask about Organon, please. In the past, Merck has suggested that there are some pipeline assets that could furnish the Organon spinoff. Wondering if there's any more color to add as to what those assets may be, just to help us with trying to model out what revenues could look like. for the next few years?

Yeah, thanks for the question, Naveen. So as you look at Organon and the assets that will make up that spend, the key growth drivers that sit within that business is first and foremost the women's health business anchored by Nexplanon, which we continue to believe is going to be a blockbuster drug. It has patent protection for several years. It is growing globally. And as you look at the need for contraception, it continues to fill in a very important niche. So that is a core area of growth. And then obviously surrounding that is the broader women's health business, including our fertility drugs and other drugs. So that business is the core growth driver. And if you could dissect within Merck and look at that business, excluding the impact of the loss of exclusivity of some key franchises, that has been growing and will continue to grow. So really, what is accelerating the growth will be further focus and investment in that. And then you layer upon that the biosimilars business, which is really a burgeoning business, very small now, but will grow very fast and will contribute meaningfully to the growth. So between those two pieces of Organon, they will comprise, I think, as we get out of the next four or five years, they're going to be 30, 40 plus percent of the total revenue of the company. Why the business has been declining over the last couple of years is really twofold. One, it is mainly loss of exclusivity. Most recently, we're experiencing the loss of . Before that, we had . So we've been hit by those LOEs. As we look forward, they really don't have those. Those should start to sunset as we get through 2021. So it is really going to allow those businesses, which have been good businesses, to start to shine. And then they will accelerate that growth through focus and investment and more of a core formulation strategy and a business development strategy to augment those assets long term. So I do think they will continue to look at the assets and ask how can they extend them? How can they broaden them? But that's really the focal point. There are no real key R&D programs being transferred over. It's more of how they will focus on those strategies moving forward. across those growth businesses with the LOEs out of the base. Great. Thank you, Naveen. Next question, please.

Thank you. So your next question will come from the line of Mr. Greg Gilbert from Trulist. So your line is now live. Go ahead, please.

Thanks, and congrats, gentlemen. Maybe a two-parter for the newer guys in the newer roles. Dean, what are some modalities you'd like to enhance or add to MRL? And, Rob, I realize this decision's been made on animal health, at least for now. Your comment's are obviously in line with what Ken has been saying for a few years. And I certainly get that Merck's investing in that business and that it's performing well, but how do you bridge the gap between how helpful it is to Merck versus how valuable it would be if it stood alone and traded at 35 times earnings or more? I realize that's one moment in time, but it's not like these peers are just all of a sudden trading in a high multiple and are likely to change. So again, understand why it's helpful to Merck, but how do you bridge the gap to why it's not better served and better valued elsewhere. Thank you.

I'll take that first question. I'll say two or three things. The first thing is modalities are important. They're platform. It's critical that we focus on products, but if you don't have the right platforms, it makes it more difficult for you to move quickly. In terms of platforms that we are building currently, clearly we're a company that's really well known for our chemistry. And over the last few years, we've become increasingly a more biologics company with Keytruda. And so our continued evolution to use that from antibodies to bispecific immune engagers to trinkets to protein engineering, Those fields are going to be very important. And as we build biologics, it will also help us in relationship to the space between chemistry and biologics, especially with target therapy. So that's a very important place. What I would also say is that I kind of group them in the nucleic acids, whether you talk about mRNA or mRNA or mRNA. or gene delivery systems, that group we have to take a look at. But one can't willy-nilly decide, I want this platform because I'm really interested in the platform, that it's neat and cool. One has to say, what am I going to do with that platform? What is the product? How am I going to drive it from discovery to development to registration? So we look at modalities and we look at what is moving throughout the whole landscape. But we don't get enamored specifically on a platform by itself.

Okay, Rob?

Okay, great. And to the question on animal health. So, you know, we obviously, I would start by saying we look at this objectively. So, you should not assume that there is some form of philosophical, you know, opposition. to thinking about animal health differently. It comes from an objective analysis of what we think creates the greatest long-term value for the Merck shareholder. And that's our focus, is long-term value creation. As I look at the animal health business, and if you really decompose what's happened and why we feel like we're the rightful owner for this asset, you have to start to challenge where is the growth coming from in that business and what would happen outside of Merck. I would start with the fact that we do see meaningful synergies coming from the collaboration with Merck Research Labs. As I mentioned, a big portion of the growth we're going to see in animal health long term is coming from new products. And those new products are in many instances coming on the companion animal space through products that they've discovered working with MRL and looking at the human health catalog. And there are also new products coming in vaccines. And obviously, we're the leader in vaccines on the human health side. We're a leader in vaccines on the animal health side. So across the pillars of our excellence, there's a nice alignment from a synergy. And that is driving their growth. It's not by accident that they're one of the fastest growing businesses in the animal health space. It's because of our ability to focus on innovation and leverage those synergies. And then beyond that, you know, I think you have to look at each company and the facts and take them one at a time. So it's just maybe one example. If you look back at when Pfizer spun out Zoetis, Zoetis was a low margin business that had not been invested in. Pfizer effectively said as much. They made a decision because they weren't focused to spin it out. That allowed that company to bring focus and investment and margin expansion that has allowed that multiple to really take off. We already have in our own in-home health business, a high-margin business where we're focused and invested. So there's not a big margin lift opportunity, and there's not, frankly, a big growth acceleration opportunity because I believe we fully invest to drive both the margin and the growth today. So I think as you think in that regard, also you have to look at it, and then you have to ask what is the contribution to Merck? It's accretive to our growth. It's accretive to cash flow. It's an annuity-like business. that allows diversification away from the human health business, which we know is important. And it's one where, as we look forward, we continue to believe long-term value will be created. So that's just a few of the points that I would make. And I would note, you know, we did, where we saw a different set of facts, as we did with consumer, we will make the right decision. But we continue to believe keeping this business as part of Merck is the best long-term value creator for our shareholders. And that's what drives our thinking.

Great. Thank you, Greg. We have time for one more question.

Thank you, Sid. Your next question will come from the line of Ms. Mara Goldstein from Mizuho. Ma'am, your line is now live. Go ahead, please.

Great. Thanks so much for fitting me in. So, Rob, I just have a question for you, and that is with the benefit of having occupying the CFO seat, what are you looking for from that position once you have transitioned to your new role as CEO? And if I could also just ask, with the incremental bump in the operating margin guidance post-spinout, does that change the upper end of the aspirational dividend payout ratio as well?

Yeah. So on the first question with regard to the next CFO of the company, you know, what I would expect from that person and what I think is an important role that the CFO can play is to obviously, first and foremost, you have to be a strong fiduciary for the company. You have to focus and make sure that the controls are in place, the compliance is met, and that the company is meeting its reporting responsibilities. That's kind of table stakes and expected. What differentiates a CFO, in my perspective, is the ability to partner with the business to find solutions on how to grow strategically. And as I mentioned in the earlier comments, we're going to be investing for growth. But we know that there's going to be pressure on margins. The world is transforming around us. We're going to have to find ways to drive productivity to get every dollar we invest more from that dollar. And I think that's an important area where a CFO can help. The one thing that being CFO allowed me to do, I sat at the crossroads between each of the divisions. And it allowed me to see the whole company and to start to look at Merck as an integrated whole. and to start to look to how can we challenge and drive optimization after the themes that sit between the divisions. Because frankly, those are always where, if you will, the corporate tax is paid. And the more you can eliminate those inefficiencies, the more productive and efficient you can go. And I believe that's what a CFO should do. On your question around the margin expansion, you know, it does not change our view of the dividend payout ratio. you know, we're still shooting for that 47 to 50% range. And obviously, we're looking at that both now, but even more importantly, as we think post-spin. And then we'll continue to reassess that as we go. But right now, that continues to be our long-term goal that we would shoot for. Thank you, Mayor.

Ken, do you have some closing remarks? Thanks, Peter. As you've heard, We are executing on our clinical and commercial priorities while making the necessary changes in our business model and, importantly, investing in opportunities for future growth for the short, intermediate, and longer term. I'm confident that if we continue to follow this strategy and with new leadership charged with taking a fresh look at how we operate our business and our strategic opportunities, and charged also with taking the right actions for Merck going forward, that the company will be positioned to continue to deliver important value to patients and shareholders in the future. It's been a privilege working in this job for 10 years. I'm pleased to be handing it over to Rob and the senior team at this time, and I want to thank you for joining us and for your continuing interest and support. I hope you have a healthy and happy new year.

Thank you all.

Thank you, sir. Thank you so much, presenters. And again, thank you, everyone, for participating. This concludes today's conference. You may now disconnect. Stay safe and have a lovely day.