GMR Infrastructure Limited

August 29, 2020

BSE Limited Phiroze Jeejeebhoy Towers Dalal Street Mumbai - 400 001

Dear Sir/ Madam,

Corporate Office: New Udaan Bhawan, Opp. Terminal-3 Indira Gandhi International Airport New Delhi-11 0037 CIN: L45203MH1996PLC281138 T +91 11 42532600 F +9111 47197181 W www.gmrgroup.in E Gii.Cosecy@gmrgroup.in

National Stock Exchange of India Limited Exchange Plaza Plot no. C/1, G Block Bandra-Kurla Complex Bandra (E) Mumbai - 400 051

Sub: Compliance under SEBI (Listing Obligations and Disclosures Requirements) Regulations, 2015- Newspaper Advertisement

Pursuant to Regulation 30 of SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 and in compliance with the Ministry of Corporate Affairs Circular No. 20/2020 dated May 5, 2020, please find enclosed the copies of Notice to the Shareholders published in the newspaper for the 24th Annual General Meeting of the Company to be held on Monday, September 21, 2020 through Video Conferencing.

This is for your information and record.

Thanking you

Yours faithfully

for GMR Infrastructure limited

T. Venka Comp y Secretary &

Compliance Officer

Encl: As above

Airports I Energy I Transportation I Urban Infrastructure I Foundation

Registered Office: Plot No. C-31, G Block 7th Floor, Naman Centre Sandra Kurla Complex (Opp. Dena Bank) Bandra(East), Mumbai-400 051

MUMBAI

8 BusinessLine SATURDAY • AUGUST 29 • 2020

CMYK

................BM-BME

PULSEPULSE

RUTAM VORA

The  battle  in  India’s  drug  retail­ing  sector  has  never  been  asfi��erce and ruthless as it is now.And the stakes are high.

On one side are big corporate moniesfl��owing  into  tech­driven  platforms.And on the other is the traditionaldawai wala or the friendly neigh­bourhood  chemist,  faced  withthe  prospect  of  being  left  be­hind  in  a  digitally­savvyecosystem.

Traditional chemists and onlinepharmacies  have,  in  the  past,  been  in­volved in a low­intensity stand­off��. But allthat changed earlier this month, with theentry  of  corporate  behemoths  likeAmazon and Reliance,  the former on itsown  and  the  latter  by  investing  ₹��620crore in Netmeds. 

Crying  foul  on  these  developments  isthe All India Organisation of Chemists &Druggists  (AIOCD),  an  apex  representat­

ive body of over 8.5 lakh off��line drug re­tailers in the country. Not only are thesefancy  platforms  for  online  drug  pur­chases  “illegal”,  it  says,  but  they  alsothreaten the very existence of the dawai

wala. In a letter to Amazon’s global chiefJeff�� Bezos, AIOCD has said the “e­pharma­cies” segment is fraught with legal issuesand controversy. In another letter to bil­lionaire Mukesh Ambani, the AIOCD hascalled for a rethink of its investment.

Flipkart  is  reportedly  waiting  in  thewings and online players Pharmeasy and

Medlife are said to be exploring a mer­ger. All this activity would create a

“monopoly in a perfect competi­tion  market”  of  drug  retailing,says AIOCD.

Compounders to e-pharmacy In eight decades, India’s drug retail­

ing  has  had  several  makeovers.  In  thepost­World War II era and in the absenceof a recognised profession of Pharmacy,drugs  were  sold  by  unqualifi��ed  “com­pounders”,  according  to  researcherHarikishan Singh in his paper on “Phar­maceutical Society of India (PSI): The old­est  Indian  Pharmaceutical  Organisa­tion”,  quoting  archives  from  theGovernment of Madras. 

Singh noted that in 1938, the fi��rst phar­macy body — the erstwhile PSI — recom­mended to the Government of Madras tochange  ‘compounder’  to  ‘pharmacist’and  ‘chemist  and  druggist’  to  ‘pharma­ceutical  chemist’  to  suit  legal  require­ments.  The  Drugs  and  Cosmetics  (D&C)Act,  1940,  became  the  fi��rst  national  lawfor  pharmacies  and  the  Drugs  and  Cos­metics  Rules,  1945,  laid  down  the  rules.Under  the  Pharmacy  Act  1948,  the  prac­

tice of pharmacy was restricted to profes­sional, registered pharmacists. 

Today, drug retailing stands at a crucialturning  point  again,  requiring  clarityand redefi��nition on the sale of medicinesonline,  given  the  Government’s  overalldigital  plans.  Presently,  “e­pharmacies”tread carefully, calling themselves an “on­line marketplace for medicines”.

Traditional pharmacists regulated un­der  the  D&C  Act  compete  with  online

competition that is not under the sameAct but  under  the  Information  Techno­logy  Act,  2000,  which  governs  e­com­merce and digital applications. 

Under  the  present  drug  laws,  eachchemist  requires  a  registered  qualifi��edpharmacist who reads prescriptions anddispenses medicines to the patient, saysYogesh Patel, a druggist, and Secretary ofAhmedabad­based  drug  retailers  associ­ation. “For e­pharmacies there is no suchlaw, will they ensure same compliance aschemists? Online pharmacies are illegalas  there  is  no  law  governing  them,”  hesays.  "The  government  supports  e­phar­macies and we fear that they will tweakthe  laws  in  favour  of  such  companies.There are more than 58 lakh families as­sociated with the drug retailing businessin India. If e­pharmacies have their way,then  it  is  feared  that  40­50  per  cent  ofchemists  will  be  out  of  business”.  Andthis amidst the Government’s rhetoric ofjob  creation  and  becoming  self­suffi��­cient, he adds.

Covid’s e-pharmacy booster On  the  other  side  of  the  divide,  expertssay that Covid­19 has unlocked businessopportunities for the online sale of medi­cines  as  people  stayed  at  home  fearing

the contagion. Average daily orders shotup  from  6,500  in  pre­Covid  times  toabout  55,000  during  the  Covid­inducedlockdown,  according  to  trade  data.  Fur­ther,  e­pharmacy  users  grew  by  threetimes to about 9 million, post­Covid.

Former  e­pharmacy  representative,Aamit  Khanna  observes  that  in  aboutfour months, online drug purchases havegrown.  “This  included  mostly  over­the­counter  (OTC)  drugs,  while  there  aresome prescription drugs also for diabeticcare, cardiovascular diseases and derma­tology.  Teleconsultations  have  gone  uptoo,  helping  to  push  up  the  sales,”  saysKhanna.  He  admits  that  the  D&C  Actpresently  does  not  cover  e­pharmaciesbut says there is a need to fast­track a newframework  for  the  sale  of  online  medi­cines. "With technology, there comes ac­countability  too.  The  current  laws  haveseveral gaps and the offl�ine players takeadvantage of it. A large amount of antibi­otics is sold through offl�ine stores, unsu­pervised,  without  prescription.  It  is  notjust the e­pharmacies that need to be gov­erned  under  the  law,  the  existing  drug­gists also need to be covered for account­ability.  The  current  D&C  Act  is  old  andoutdated as it is no longer relevant to thecurrent industry practice,” he points out.

At the crossroads: Drug retailing needs new regulatory framework

The  Covid­19  pandemic  hasdrawn  comparisons  withvarious colossal events that

became  pivotal  moments  in  his­tory.  Given  the  relative  proximityof the ongoing crisis, World War IIcomes closest. Like it did then, thiscrisis has raised several questionsagainst  accepted  norms  that  gov­ern the modern world.

In  the  last  few  decades,  goodswith  high  value  were  manufac­tured in a competitive market, tak­ing  advantage  of  low  cost  oflabour  and  materials.  Aided  bytechnology,  this  global  networkbecame  highly  effi��cient  and  thecentral  mantra  echoed  by  largecompanies was “just in time” — op­timising  inventory,  maximisingcash  fl��ow  and  profi��tability.  How­ever,  with  the  prolonged  Covid­19pandemic, supply chains will staydisrupted,  compelling  companiesto  revisit  their  strategy  and  shiftaway from a ‘just in time’ to a ‘justin case’ model.

Consider the impact of this dis­order  on  the  pharmaceuticals  in­dustry.  The  current  health  crisishas amplifi��ed the need for safe andaff��ordable  medicine,  an  essentialcommodity  even  during  normaltimes.  From  sourcing  raw  materi­

als  to  manufac­turing  anddistributionof  drugs,traditionalbusinessfundament­als  have  fallenshort,  to  meet  thepublic  health  outcry.  So,it is obvious that in the post­Covidera, we will see a rise in new deliv­ery  models  built  on  a  robust  andself­reliant value chain.

Currently,  the  combination  oflean  production  and  multipleglobal networks is leading to sup­ply issues. Companies need to planfor ‘just in case’ vendors and part­ners over and above, ‘just in time’ones.

Particularly in pharmaceuticals,where the chain of regulations ex­tends  all  the  way  to  the  last  sup­

plier,  a  di­verse set of vendors from diff��erentgeographies  are  key  to  hedgingrisks  in  case  of  similar  incidents.Large companies are also expectedto work with smaller supply chainpartners in various regions, ratherthan  pursuing  devaluation  ap­proaches that destroy the chain al­together. In the medium term, thiswill allow companies to have con­tractors locally or regionally.

As the industry recovers, playerswill  need  to  adopt  innovative  ap­

make  a  prominent  mark  in  theglobal rung. Moreover, the govern­ment  and  regulators  have  a  hugerole  to  play  in  managing  IP  and,advancing innovation and R&D.

As  global  markets  consider  de­risking  strategies,  Indian  pharmamust  proactively  become  moreagile and resilient to emerge as thetrue ‘pharmacy of the world’ bothin  quantity  and  quality  of  medi­cines,  starting  from  building  itsmanufacturing capabilities. 

As we look ahead with cautiousoptimism, the way forward can besummed  up  by  something  HenryFord  wrote,  “The  remains  of  theold must be decently laid away, thepath  of  the  new  prepared.  That  isthe diff��erence between revolutionand progress”.

The writer is Managing Director, ACG.

Views are personal

through digitisation and automa­tion.  Additionally,  by  using  con­cepts  such  as  Industry  4.0  andtechnologies  like  IoT  and  Block­chain,  companies  can  enhancequality  control  and  ensure  regu­latory  compliance  —  two  issuesthat have plagued Indian pharmafor some time.

India accounts for about 10 percent  of  the  world’s  pharmaceut­ical  production  by  volume,  butonly  1.5 per  cent  by  value.  Thiscrisis also presents Indian pharmawith an opportunity to go beyondgeneric drugs, to become a reliablesupplier in the specialty segment. 

This  time  is  to  not  only  be  fu­ture­proof  from  such  shocks  butalso  realise  its  unfulfi��lled  poten­tial.  While  the  industry  re­ima­gines its operational philosophy, itneeds  a  nurturing  ecosystem  ledby  the  government  in  order  to

proaches  to  manage  uncer­tainties and risks. This will

require the deploymentof predictive models tohelp visualise multiplescenarios and conduct‘what­if’  analysis  onseveral  parameters.This  includes  anticip­

ating changes in demand, identify­ing risks and dependencies in thesupply  chain,  and  being  able  toplan input requirements and pro­duction  schedules  in  such  dy­namic scenarios.

Tech edge to manufacturingManufacturing  value  chains,  par­ticularly  in  the  pharma  sector,have a long gestation time. Invest­ing  in  advanced  manufacturingtechnologies  can  help  unlockvalue  from  within  by  enhancingproductivity  and  reducing  waste

Delivery models will be

built on self-reliant and

robust value chains

ISTO

CK

From a ‘just in time’ to ‘just in case’ supply chain in a post-Covid world

KARAN SINGH

BY INVITATION

RUTAM VORA

Ahmedabad, August 28

At a time when labour shortage ishurting the construction sector,causing  cost  escalation  anddelays in the completion of pro­jects, Saint Gobain India Pvt Ltd ­Gyproc marked a new record byerecting a 600­bed Covid­19 facil­ity in Surat in just 17 days. 

The  company  created  52,000sq ft  of walled partitions acrosseight fl��oors of the existing struc­ture to convert it into a Covid­19hospital  by  using  specialisedgypsum plasterboard­based dry­wall technology. 

The company’s Managing Dir­ector, Venkat Subramanian, cred­its the technology for its low cost

and faster construction than theconventional brick and masonrywork.

“The Surat hospital project wasbeyond possibility for brick andmasonry  as  the  governmentwanted to build the Covid­19 fa­cility meeting WHO guidelines inless than three weeks. This was anexcellent opportunity to displayour expertise as well as the cap­abilities of gypsum plasterboardmaterial  and  technology.  Wecompleted  the  project  earlierthan  targeted,”  Subramaniantold BusinessLine.

During June­July, when the dia­mond  city  was  witnessing  asurge  of  Covid­19  with  250­280cases  reporting  to the  hospitals

daily,  the  authorities  rushed  toset up additional bed capacitiesas fast as possible. 

But  reverse  migration  of  la­bourers post the lockdown cast ashadow on completing the pro­ject in time. The gypsum plaster­board  drywall  made  from  nat­ural  gypsum  rocks  are  easy  toinstall  with  reduced  workforce,which turned things in favour ofSaint Gobain.

“The total costs are lessby 15­20

per  cent  and  time  saved  is  3­4months  for  a  large  project  thatwould  take  18­24  months,”  saidSubramanian,  underlining  theemerging  opportunities  amidgrowing  urbanisation  andthrust  for  hospital  infrastruc­ture. 

Saves time and labour“This  is  a  product  that  is  light­weight and suitable for high­risebuildings in cities. An abundantand cheap labour phenomenonis not the case any more in India,so  it  is  a  labour­saving  techno­logy.  And  since  this  technologyallows  other  related  activitiessuch  as  mechanical,  electrical,plumbing work simultaneously,it saves time too,” he added. 

Currently,  sectors  such  as  of­fi��ce  space,  hospitals,  hotels/hos­pitality markets are key business

for Saint Gobain but Covid­19 hasdented  the  growth  trajectory.The market size for gypsum plas­terboard  drywall  technology  isestimated at about 120 million sqmeters. 

Covid-19 opportunities“All businesses have got aff��ectedby Covid, so has ours. We will cer­tainly close this year lower thanwhere we ended last year. And go­ing  back  to  the  pre­Covid  levelsvery  soon  is  a  challenge.  Buthealthcare infrastructure, real es­tate projects, warehousing for e­commerce  players  and  offi��ceprojects  for  IT  companies  aresome of the emerging opportun­ities  in  a  post­Covid  scenario,”Subramanian stated, adding thatthe company’s  long­term visionis to get into the residential seg­ment. 

capex will be through internal ac­cruals,” he added. The companyis also exploring opportunities toprovide  Surat­like  constructionsolutions  to  other  States  andagencies.

plant  near  Visakhapatnam  inAndhra  Pradesh.  “Our  existingcapacity is 80 million sq metersper annum. And we are lookingto add another 40 million fromthe  new  plant.  Funding  for  the

Saint  Gobain  has  currentlyfour  operational  plants  locatedin  Haryana,  Maharashtra,Karnataka and Gujarat. 

It has laid down plans to investaround ₹��400 crore for the fi��fth

Project demonstrates promise of gypsum

plasterboard-based drywall technology

Saint Gobain sets a new record, puts up a 600-bed Covid hospital in Surat in 17 days

The newly­constructed 600­bed

Covid hospital in Surat

LEADSTORY

As traditional chemists

fight for their space, online

players make inroads

At a glance

■ Size of “online

pharma

marketplace”

estimated at

₹��3,000 crore

■ Players

include 1mg,

Pharmeasy

and Medlife

(said to

merge),

Netmeds

(bought  into

by Reliance)

and Amazon

Pharmacy.

NEWS

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{R>H$mU : ‘w§~B© goH«o$Q>ar OZab{XZm§H$ : 29 Am°JñQ>, 2020 S>rAm¶EZ : 00181960

I MOHD. SOHAIL MOHD. GAUS SHAIKH HAVE CHANGED MY NAME TO MOHAMMED SOHAIL MOHAMMED GAOS VIDE MAHARASHTRA GOVT. GAZETTE NO. (X -19877) DATED 2 – 8 AUGUST, 2012 CL-415 I HAVE CHANGED MY NAME FROM SUGANDHI ANTHONY TO SUGANDHI ANTHONY DCRUZ AS PER DOCUMENT. CL-636 I, IRSHAD AHMED R/O NO-924, HIMMAT NAGAR, SP ROAD,WADALA(E) MUMBAI-37 HAVE CHANGED MY NAME TO IRSHAD AHMED KHAN FOR ALL PURPOSES CL-713 I, LAL MOHAMMED R/O NO-924, HIMMAT NAGAR, SP ROAD, SANGAM NAGAR, WADALA(E), MUMBAI-37 HAVE CHANGED MY NAME TO LAL MOHAMMAD KHAN FOR ALL PURPOSES. CL-713 A I AFZAL ALI GULAM HUSAIN MERCHANT HENCEFORTH WILL BE KNOWN AS AFZAL GULAMHUSAIN MERCHANT VIDE AADHAR NO: 772521539149. CL-721 I HAVE CHANGED MY NAME FROM ANTOJEBIN ANTHONY NADAR TO ANTOJEBIN ANTHONY AS PER AFFIDAVIT. CL-840 I HAVE CHANGED MY NAME FROM ASIYA NASIR HUSAIN ZARIWALA TO ASHIA NASIR HUSSAIN ZARIWALA AS PER AFFIDAVIT. CL-840 A I HAVE CHANGED MY NAME FROM MOHAMMED YUSUF TO MOHAMMAD YUSUF MOHAMMED SHAFI ANSARI AS PER AFFIDAVIT. CL-840 B I HAVE CHANGED MY NAME FROM SAJIDA TO KHAN SAJEEDA KHATOON AS PER AFFIDAVIT. CL-840 C I HAVE CHANGED MY NAME FROM RODRIGUES MARIAN RUBY VICTOR RICHARD TO MARIAN DONMARK GOMES AS PER AFFIDAVIT CL-929 I HAVE CHANGED MY NAME FROM QURESHI MOHD AMAN MUSTAK TO AMAN MUSTAK QURESHI AS PER DOCUMENTS CL-1 I HAVE CHANGED MY NAME FROM NASIR TO ABDUL NASIR QURESHI AS PER DOCUMENTS CL-2 I HAVE CHANGED MY NAME FROM KALPANA TO KARISHMA JAIN AS PER DOCUMENTS CL-3 I HAVE CHANGED MY NAME FROM KAMAL GHANSHAM PUNJABI TO KAMAL GHANSHAMDAS PUNJABI AS PER DOCUMENTS CL-4 I HAVE CHANGED MY NAME FROM SONALI ANTU THORAT TO ZAINAB MOHAMMED YUSUF SHAIKH AS PER DOCUMENTS CL-5 I HAVE CHANGED MY NAME FROM SONALI ANTU THORAT TO ZAINAB MOHAMMED YUSUF SHAIKH AS PER DOCUMENTS CL-6 I HAVE CHANGED MY NAME FROM MOHAMMED ANIS SIDDIQUI TO MOHAMMED ANIS MOHAMMED YUNUS SIDDIQUI AS PER DOCUMENTS CL-7 I HAVE CHANGED MY NAME FROM MOHAMMAD SHAKIR TO MOHD. SHAKIR MANSOORI VIDE DOCUMENTS. CL-8 I HAVE CHANGED MY NAME FROM ' FAHIM DAWOOD SHAIKH' TO 'MOHAMMAD FAHIM SHAIKH' AS PER DEEDPOLL. CL-9 I HAVE CHANGED MY NAME FROM JAHANARA, / JAHARA, / JAHA ARA TO JAHARA MOHD IQBAL SHAIKH AS PER THE DOCUMENTS CL-10 I HAVE CHANGED MY NAME FROM SHOEB IQBAL SHAIKH TO SHOIB MOHAMMED IQBAL SHAIKH AS PER THE DOCUMENTS. CL-11 I HAVE CHANGED MY NAME FROM HEENA KAMLESH MEHTA TO HEENA MEHTA AS PER THE DOCUMENTS. CL-12 I HAVE CHANGED MY NAME FROM KR KRANTI TRIPATHI, / KRANTI DUBEY, / KRANTI DUBE TO KRANTI ARVIND TIWARI AS PER THE DOCUMENTS CL-13 I HAVE CHANGED MY NAME FROM RAVINDRA DUBE TO RAVINDRA DUBEY AS PER THE DOCUMENTS. CL-14 I HAVE CHANGED MY NAME FROM SANJAYKUMAR SHARMA TO SANJAY BESHO SHARMA AS PER DOCUMENTS. CL-15 I HAVE CHANGED MY NAME FROM S PREMALATHA N K S MANI/PREMALATHA SUBRAMANIAM TO PREMLATHA SUBRAMANIAM AS PER DECLARATION CL-16 I GOPAL LAXMANDAS DAMBIR HAVE CHANGED MY NAME TO GOPAL LAXMANDAS DHAMIR AS PER DOCUMENTS CL-17 I MADHUBALA GOPAL DAMBIR HAVE CHANGED MY NAME TO MADHUBALA GOPAL DHAMIR AS PER DOCUMENTS CL-18 I SHWETA TARESH THAPAR HAVE CHANGED MY NAME TO SHWETA TARESH DHAMIR AS PER DOCUMENTS CL-19 I HAVE CHANGE MY NAME FROM DEVASHI DHUDA GOHIL TO DEVSHI DHUDA GOHIL AS PER DOCUMENTS CL-20 I HAVE CHANGE MY NAME FROM MADHU DEVASHI GOHIL TO MADHU DEVSHI GOHIL AS PER DOCUMENTS CL-21 I JAIN MONICADEVI MAHAVEER HAVE CHANGED MY NAME TO MONIKADEVI MAHAVEER JAIN AS PER DOCUMENTS CL-22 I MEENA JAIN HAVE CHANGED MY NAME TO MONIKADEVI MAHAVEER JAIN AS PER DOCUMENTS CL-23 I RISHAB JAIN HAVE CHANGED MY NAME TO RISHABH MAHAVEER JAIN AS PER DOCUMENTS CL-24 I MONICA MAHAVEER JAIN HAVE CHANGED MY NAME TO MONIKADEVI MAHAVEER JAIN AS PER DOCUMENTS CL-25 I JAIN MAHAVIR KUMAR BASANTILAL HAVE CHANGED MY NAME TO MAHAVEER KUMAR BASANTILAL JAIN AS PER DOCUMENTS CL-26 I MONICA MAHAVIR KUMAR JAIN HAVE CHANGED MY NAME TO MONIKADEVI MAHAVEER JAIN AS PER DOCUMENTS CL-27 I HAVE CHANGED MY NAME FROM HANNAN FAROOQ LAKDAWALA TO HANAN FAROOQ LAKDAWALA AS PER DOCUMENTS. CL-28 I HAVE CHANGED MY NAME FROM MAHESHKUMAR LAXMICHAND DEDHIA TO MAHESH LAXMICHAND DEDHIA AS PER DOCUMENTS. CL-29 I CHOUDHARY HAJI KARIMULLAH SAMIULLAH HAVE CHANGED MY NAME TO KARIMULLAH SAMIULLAH CHOUDHARY AS PER DOCUMENTS CL-30 I CHOUDHARY SAIFUNNISA HAJI KARIMULLAH HAVE CHANGED MY NAME TO SAIFUNNISA KARIMULLAH CHOUDHARY AS PER DOCUMENTS CL-31 I ZAREENA GULAM ASHRAF KHAN HAVE CHANGED MY NAME TO ZARINA GULAM ASHRAF KHAN AS PER DOCUMENTS CL-32

CHANGE OF NAME

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Am‘Mo Aerb VoOg {damb Xbmb C’©$ VoOb H$m§MZbmb emh ho ‘¶V H$m§MZbmb nwafmoÎm‘Xmgemh ¶m§Mo ‘mÌ dmag Am{U H$m¶Xoera à{V{ZYr Agë¶mÀ¶m gwH¥$VmÛmao ‘mbH$ AgyZ ˶m§À¶mH$S>oãbm°H$ H«$. 3/~r, Hw$gw‘ ̂ maVr grEMEg {b., Hw$gw‘ ̂ maVr {~pëS>¨J H«$. 2, ‘mado amoS>, ‘mbmS>(n), ‘w§~B© 64 À¶m g§X^m©Vrb h¸$, Zm‘m{YH$ma Am{U {hVg§~Y AmhoV. gXa âb°Q>À¶mg§X^m©‘Yrb eoAa à‘mUnÌ YmaH$ {d{^Þ H«$. 410 Vo 415 (XmoÝhr EH${ÌV) ho ha{dboAm{U/qH$dm Jhmi Pmbo Amho. Am‘À¶m Aerbm§Zr à{V{bnr eoAa à‘mUnÌ Omar H$aʶmH$arVmgXa gmogm¶Q>rH$S>o AO© Ho$bm Amho. H$moU˶mhr 춺$s¨Zm gXa âb°Q>À¶m g§X^m©‘ܶo H$moUVmhrAmjon qH$dm Xmdo Ogo H$s, {dH«$s, AXbm~Xb, dmagmh¸$, H$ama, H§$ÌmQ> B. Agë¶mg ˶m§Zr Vgo{b{IV nyaH$ H$mJXnÌm§À¶m nyamì¶mgh ¶m gyMZoÀ¶m à{gÕrÀ¶m VmaIonmgyZ 14 {Xdgm§À¶m AmVH$i{dUo Amdí¶H$ Amho, H$gya Ho$ë¶mg, gXa gmogm¶Q>r à{V{bnr eoAa à‘mUnÌ Omar H$aob.{XZm§H$ 29 Am°JñQ>, 2020

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