Thank you, Kedar. Thank you, Kedar, and good afternoon to everyone. Welcome to all of you. Let me try and take the next 30 minutes to walk you through. A little bit about digital, our thoughts. And our thoughts on what it takes to win in this digital world. And what kind of investments? That we are made.And what kind of outcomes have we seen and where we are going from here? I think before. I get into the. Presentation about TCS, Couple of words on digital. Digital. Is all about three or four things. It is about data. It is about real time. It is about connectedness. And it is about dematerialization. In the digital world. Everything is dematerialized, whether it's infrastructure, whether it's manufacturing, design and what have you. The last two decades. We used to talk a lot about CRM systems. Industrial automation. Industrial robots. Payroll systems, and so on and so forth. Now in the digital world. We are talking about self driven cars. We are talking about cloud infrastructure. We are talking about. Sensor driven smart systems. And so on and so forth. What all this means is. Once you have all these dematerialized, everything is software driven. When we say everything is software driven. We mean. Software has to be. Fully embedded in the business. And in the digital world? We want agility. If you want agility, we need a method by which we can get the software out there at the speed with which the business wants to launch products, wants to respond to customers. So that's why Agile becomes important and that agile is enabled by DevOps and DevOps becomes important. My colleagues will talk about shift left, shift right and all those things later on, but fundamentally it is a software driven world. And in that software driven world, agility, business agility in particular is very important. Which is enabled by the methodologies of Agile and DevOps. And the digital world is all about data. And this data is coming from everywhere and if you want to get hold of this data real time. You need to be hyper connected and things are hyper connected and it kind of feeds to each other on the one hand. Data is coming from everywhere. On the other hand, everything is hyper connected and you need a mechanism to be able to accurately capture and respond to these data real time. And finally it.is World of experience. If you go back in time, all of us grew up in a future rich world whenever we wanted to buy a product. We will always go to the shop and we look at. The same product from two different brands and you will only be reading the cotton. Which one had more features? And then look at the price tag and then we'll say, hey, this is more features seldom we've opened the box. But now from there, we have moved. To experience. The reason we move on to experience because Features is only one software release away. You take my Apple Watch. Since I bought I didn't have to change the watch, but every software release I upgrade I'm getting more features. Ferrarinar Fern Athlete. You get more features with every software release and it is true in cars. It is. Through every walk of life and that's the world we are moving to. So dematerialization is key, data is key, real time responsiveness is key and hyper connectedness is the nature of the world we live in. And now if you look at the fundamental technologies behind this digital, you can never be definitive because it is evolving every day. But the core of these technologies? They all came up during the last few years. At different points in time. Close to each other. But each one of them. Had a profound impact. Is having a profound impact. But the actual impact is when they all join together. Mobile without cloud had huge limitations. Cloud per sale is of no use without a mobile device. And social. Cannot make the impact without cloud. And social media will all be noise without the big data. And big data will be just voluminous without analytics. And the scale and size of the big data is so huge. That without machine learning and you are not going to get anywhere. There will still be a lot of data. So the collective power of this technology is when they feed on to each other, when they work with each other. Present new possibilities. And not only that, they are giving rise to new technologies. And I call them composite forces. You can talk about Internet of Things, you can talk about 3D printing, you can talk about. Pervasive computing. We can talk about many, many new. Anticipated computing, there are so many new Jorgens we will hear, but the point is the core. Is all these devices are getting connected, we are getting very comfortable. Working with Robose. When I say Robose, I don't mean the physical robots, I mean the software robots. If you take in your world the trading. Algorithm in trading is all algorithm driven. We're very comfortable. Asking directions in Google. But it's all software driven. And we are going to get more and more used to. Working with machine software algorithms. And Robos, as we are comfortable working with humans. Hardly. We will know the difference. And that's the world in which we are going. And we developed a methodology. You. You saw some of these things in the. Case studies you saw this morning. We work with our customers. In building the future, if you want to live in the digital world, you've got to rethink all of this. You need to worry about your business model because your business model was built when this real time connectivity was not there, the data was not there. And there was a lan, And you need to worry about products and services, because you can create new types of products, new types of services. You need to worry about the customer segments because you could serve only a certain type of customer segments before, now you can lot more. Because the channels that you have today are very, very different. Business processes. Sometimes looking at the business process many times getting rid of the business process. Fundamental questions have to be asked Do you need reconciliation in banks? Can we get rid of it completely as opposed to driving more efficiency through it? And workplaces. And if all of this is required? And this is what is happening around us. What do we have to do? We have seen many technological transformations in our time. If you look at it as a pure technology, it's much easier because one has gone through from mainframe era to client server era, client server era to ERP era, from there to Internet era and so on. But in each one of these cases, it was a technological change. One came up with a CapEx requirement in order to change what was existing. But this is a different kind of change. It is a business change. It is not about changing the hardware and software. It is about getting a group on the data. In seven outside your data and your stakeholders data. What do you do with the data and how do you build the capability to be real time and if these two things are going to be very important? And what does it do to your business and all the six things I talked about? And that's the transformation. And from a TCS perspective, TC is in a much better positioned position today. Because we. For many customers, many companies around the globe, we are the partner of choice. So how do we work with them? In taking advantage of this technology. And how do we help them reinvent, reimagine, transform and go to the future? For that, a set of investments are necessary. I'm going to highlight a few. And the first thing is talent, OK? Talent is I've always maintained there are legacy technologies. There is no legacy people. And we recognize this and we created a digital learning platform, a platform which. An integrated ecosystem. Of content Of experience.of Physical spaces. Different kind of classrooms when you needed. And the ability to learn anywhere and any place. Anytime. In any device. And when we said we will. Train about 100,000 employees. Before this fiscal year, we already crossed about 111,000 associates. And you can learn it the way you want. You learn the business, You learn the technology. You go deep. You don't go deep, you have a nano course. Depending upon what you need, depending upon who you are, what role you perform. And we are on this journey. I think we have had an incredible success. And we give a fantastic experience. We are marching on, I'm pretty sure that. Will complete. This whole exercise will be ongoing, but most significant transformation will happen in 2016. And we have 400 plus Different digital tools and platforms and skill sets. That we train our people on and this is required. That is another way by which the digital is very different. It is not about having one particular skill. You need certain skills, soft skills, certain design skills. But you need a lot of technological skills. And what do we bring? We have inherently a very strong domain skill. Because we work with leading companies in the leading industries, we understand our customer business. When you saw today Target being spoken about, Walmart being spoken about, Home Depot being spoken about, Marks and Spencer being spoken about, we understand their businesses. When we spoke about. Healthcare companies, we speak about banks, we understand their business processes, we understand their domain and what do we do to those processes, what do we do do to those systems with these technologies And that's the skill sets. That we educate. Second is a next generation delivery model. The next generation delivery model that we have has a lot of different things. Fundamentally, it has a different style of workspace, a very, very collaborative workspace because of agile, because of DevOps. How can we be responsive? How can we ideate? How can we fall forward, How can we put the release out? But there are four, five things that we identified. Which underpins our next generation delivery. Later on my colleagues will talk about it, but fundamentally. We are driving agile across the company, were driving automation across the company. We are driving Rio. Rio is very important because Slas of 99.9 is no longer sufficient because the one time it fails. For your customer and the system is down, a tweet will go on which can go viral. So it's so important. Degree in operation is so important. Than digital, digital, digital everywhere. And finally, security. This is a very, very, very important aspect Saudi. Embed in your people, in your systems, in your development methodologies, all of these aspects. We have been driving it for about 18 years, 18 months. And you will see some of the statistics later on. The third one is intellectual property. We look at intellectual property in three ways. The first one is certain technology products. I mean what we have given here is a sample. It's not a complete list, but if you look at the technology products, these are products that help. Our teams and our customers for different functions. Then we launched Ignio, which is our flagship automation product, which is seeing tremendous recognition from customers. Later on, Harry will talk to you. The second type of intellectual property is properties that. Common across. Industries. And these are cloud platforms, digital cloud platforms which we take to market each one of them. And more. 3rd type of products is our vertical products. Which are solutions in different spaces, whether it's in banking, whether it's in education, whether it is in advanced drug discovery, whether it's in retail Omni store or. Or telecom. And many of these platforms are launched, some of the platforms already gaining scale. The one platform which is nearly almost nearing $100 million a year. The others are 10,000,020 million, 15,000,000. They're all they all have customers and all of them will scale. Then the 4th is the access to the start up ecosystem. We have been running our Co innovation network for a long time. Or startup ecosystem. Any point in time, Scans companies, startups. We have 1400 of them. In our list at this point in time, and then we have a funnel and then once we have an idea about which one will make a big impact. We engage with them, We embed them in our solutions. Sometimes we work with the customer to build a solution, but we have got a very strong. Connection to the sort of world. Then our own in a research and innovation, it has got two types of research. One is a foundational research which is a core team of R&D does and they are focused on metagenomics, they are focused on materials, they are focused on design thinking, they are focused on machine learning, they are focused on cognitive computing and we have. Industry specific innovation going on frictionless access axis, you saw that today, blockchain, retail, manufacturing, life sciences, energy, each one of those verticals. So we are focused on both of these. I think these are the type of investments which bring everything that happens in the world together in order to make the world better, make our customers. Reimagine and go to the future. Then the Co innovation workspaces, you saw one of them today. The place you saw is a place where we not only share. Our experiences, not only we share our innovations, this has separate spaces which we couldn't obviously cover, which are workspaces with our customers. And we have designed studios in Santa Clara. Car We have garages, we have people with different kinds. If you go to the go to the studio, you find people with completely desperate backgrounds. If you see a team in the studio, team one will have, let's say 15 people. No two person will be the same. They are diverse in every aspect. Some are with design skills, some are with technology skills, some have an engineering background, some have a liberal arts background, some artistic background. Somebody is from Columbia, somebody is from New York, somebody is from China, Doesn't matter. We have built those so that along with our core client teams and domain teams and with customers, the space has been created so that they can create solutions. For solving customer problems or industry problems. And now moving on to outcomes. I want to share a few data points. If you look at our digital revenue, our digital revenue. Has scaled to $2 billion. It's about 13% in Cy 15. If you look at the consumer facing verticals. There is a very foster adoption. Media, the most disrupted due to digital technology, is accelerating fast. Retail high tech travel. Including financial services, they are all growing very fast. And somebody asked me today how fast it will take, I said. You will stop asking these questions after you write three or four more reports. Assuming that some of you write only four or five reports a year. And already 52% of our customers. Or partnering with TCS as TCS as the prime digital partner. And not that the remaining 48 will take time. It will all happen very, very fast. Rapid because. Somebody asked me again this afternoon, how do you see this adoption? This has to happen. This is happening very fast, but every company will not move at the same pace because the ecosystem is different, their financial situation is different, their conditions are different, all the banks are not the same. All the insurance companies are not the same, so the adoption time will take time. When you look at I just gave this chart, look at justice, three areas. Take analytics and insights. It's growing at 10% CQGR, that's. You take cloud Is growing at 12% CKGR mobility and channels. Digital marketing. That's growing very rapidly too, rate percentage. So this is to just give you the pace at which things are moving. When you look at our analyst reports, I think we have come a long way. This is the snapshot of how many reports in which we figured. In 2009. And this is a snapshot on the number of reports in which we figure today. Sorry, I think one minute is going here in this. So I think most significant number of reports, especially if you look at the digital reports, I think last year I think of the reports that came out, we were 75% of them were leaders and 25% of them we were strong players. So I think. What we are doing market is validating that. Then you look at the customer attraction. This is very important, very important. I think for me this is a very important chart because we work with customers. And we bring our full capabilities so that. We can make an impact in the process. We can grow. Our relationships are continuously getting tighter and richer and stronger with these customers and we added nine customers into the 100 million category which is actually the number of customers totally we had in and we have a lot of interim with all these customers. Then you look at the, this is a very good chart. If you look at the employee productivity on the left hand side, what you are seeing is our revenue per person which was $43,074 in Co 11. Is about $47,110 in Cy 15. The right hand side what you see is our revenue for employee productivity on the incremental revenue basis that is incremental revenue there will be incremental headcount on CC basis is growing very significantly. In the last five years, five years before it was 61,000 and in the calendar year 2015 we are at 78,000 plus. And that's a very, very rapid movement. Then you look at our per capita value creation. It used to be about 9 point. 9524 dollars four years ago. And last calendar it is $10,737. So whether you look at the revenue metric, revenue per person metric or productivity metric or you look at the net income metric, I think every investment that we are putting in, whether it is in digital, whether it is an automation, whether it is in agile, whether it is in regulatory operations, you see that playing out in terms of financial performance. Then you look at. The year that went. Actually, I don't know whether you got a chance to look at this before. It is a constant currency growth number for the last 12 months. Every vertical other than insurance and telecom which were soft for us has seen a fantastic growth on a year on year basis. People keep asking me what is happening to BFS and my response is the same question has been asked since 2008. There is not a single year I have not had the question, but the fact of the matter is that banks and financial services have had one headwind or the other. But I believe the technology adoption is strong and the demand is quite strong. And BFS is 14.5, retail is 14.5, and manufacturing and life sensors and healthcare. Is about 20% and all those industries are Doing. Extremely. And if you look at the future. And all of this translates to an incremental revenue in CC terms of over $2 billion for the calendar year 15. And this has been one of the worst year for cross currency for dollar terms. But otherwise accept insurance which had a headwind in the sector as well as diligent additionally. And telecom and media, media because of the huge digital transformation, it's happening. Everyone else have delivered a fantastic growth, but let me move on to the next slide which gives the quality of revenue and quality of execution. If you see the last five years, I thought I will highlight the last five years and last year. As distinct numbers, we had an incremental revenue on reported terms of $8.6 billion. And we had an incremental net income of $1.9 billion and the incremental, the margin incremental is 20%, which is pretty much consistent with the margin with which we operate. Our Net margin has remained the same. Our operating margin also has been in the same ballpark. And if you look at the Cy 15 again we added about $1.2 billion after the cross currency, the reported dollar terms and incremental net income of 249,000,000 and the incremental margin again at the same pace. So I always have said. That you can continue to grow. Profitably. And we are focused on that and you see that all the actions that we have taken playing out in the strong financial performance. Is really not forward-looking. So in summary, I think I would like to leave you with some thoughts. I've got about 3 or 4 minutes, so let me leave you with some thoughts. Digital is default and it is accelerating. Every industry and every company in every industry will have digital and if you take banking and financial services or if you look at markets, whether it's North America or Europe, companies are adopting digital and it will continue transformation. Is not an option. And you will see that playing out. I think from the TCS point of view, we have made a very comprehensive sort of investments. We looked at talent, we have given them the tools, the technology, the platforms that are required, which are cloud based. If you look at everything that we are doing, we are adopting digital. We are following those same principles. You look at the executive briefing center you visited, everything is dematerialized. Everything is software, everything is cloud. We can play the whole hog wherever it is. And we have made those investments. We have made the investments in thought leadership. Because we are partnering with clients, not in delivering the digital. Solution and conceptualizing the digital solution. In each one of those cases. And then we made the investments in terms of building IP. Our positions, our position is always we look at what the outcome we need. The means could be organic, could be inorganic. But we will continue to pursue and put the full might of the organization to be able to bring to bear every single IP that we can bring and we need to bring. So we look at technology. Base. We look at horizontal platforms. And we look at. Products or platforms which are industry LED. And we're investing in all these three areas. And if you look at our clients, we are partnering with key clients as their digital partner. And the partnerships may vary. Sometimes we start in big data, sometimes we may start in mobile. It doesn't matter, but at the end of the day it is about. What those six things look like? What does this business process look like? What does this channel look like? What other channels are required? Is there a new product? Is there a better delivery of that product? And those are the questions that we work with customers and our core portfolio is doing incredibly well. As I showed you in the previous slide, except the insurance and telecom, almost 85% of the business. The least growth reduced size 14.5% CC. And our diligent ahead. Will be behind us after this quarter. And I think these two sectors will do a lot better this year than they did last year. I think we are extremely well positioned. To lead in this digital world. Thank you so much.