But just thinking about that and any other factors that we should be keeping in mind that influence that margin transition that are not as rich as the COVID revenue that is coming off?
Bernard Birkett: Yes. Dave, I’ll take that. And just going back to your last question on the split, just to clear that up. So the — as a percentage of proprietary sales, biologics is like mid-40s, generics, mid-20s and then pharma in a low 30% range, and that will get you to the split. With regard to your question on margin, it’s not as simple as one product coming out and another product going in. So we’re looking at it where there’s a mix impact, obviously, with the COVID revenues falling off and they have been higher-margin products. And we’ve also got the impact of inflation on our cost base. So you’ve got those 2 headwinds. And then as we alluded to, we talked about earlier is the increase in price that we’re seeing is above what we would normally see in our business.
So that helps offset some of this margin pressure. And then we have a very specific cost initiatives within our business, both from an operations manufacturing perspective and then on SG&A and R&D, really looking at cost control and cost management. That is delivering a number of efficiencies for us. So it helps us to overcome some of the margin challenges, but not all of them. And then that goes back to the point earlier, we’re not actually — margin is not stepping back to pre-COVID levels. We’re maintaining or holding on to a lot of the improvements that we made or the gains that we made.
Operator: Our next question comes from the line of Justin Bowers with Deutsche Bank.
Justin Bowers: Just piggybacking on Dave’s question. Can you help us understand and maybe it’s a range of sort of what the margin profile is on the C-19 business? And then with respect to the new capacity that’s coming online in 2023, can you help us understand how that phases in? Is it ratable? Or is it more second half loaded? Any color there would be helpful.
Bernard Birkett: So the margin on the COVID products would have been at the higher end of our margin range because a lot of that was NovaPure. So you could have been looking at range of 60% to 70% plus. And then on the CapEx piece on that being layered in, it’s — a lot of it has been layered in and commissioned as we speak. But to see the impact of it will be more so in the back half of the year when it’s fully operational and we’re able to put a lot of volume through.
Justin Bowers: Understood. And then just a quick one on China. Maybe a status update on the 2 plants over there? And any thoughts on how that impacts the progression of the year?
Eric Green: Yes. In China, the — our business impact for West overall is quite low. A lot of the activity that we’re manufacturing we do in China is for China. And so we have a really strong team there in our facility in Qingpu that continues to capture more share within the market. But our reliance on that — on our team there to export is very low. And again, overall value or revenues and profits to the corporation is very small. So that’s our impact in China. Our supply chain, if you think about procuring materials, is not heavily dependent on that part of the world. The team has done a really good job. Many of our products are co-located to our manufacturing sites. So that’s how we’ve set up our procurement and supply chain of raw materials.
