By the Ashish Ghosh, who is the global head of our Life Sciences practice. So whenever I get to present, I always wonder how the sequencing was done. So I thought how the heck life sciences ended up between retail and banking. Actually its very simple. Shopping is good for your health, right? There's a lot of exercise excitement and health is wealth. That's how the sequencing is done in case you are wondering. So I think you know, before I go to my presentation. Let me just go back one slide I think you have you visited the life sciences showcase in our customer experience center, you heard engineers at the new doctors right there is AI mean. It sounds like a tagline but there is a very solid reasoning behind it. I think life sciences companies from being biology, chemistry, anatomy companies whether life sciences or medical devices are heavily focusing on. Data and technology. And data and technology always is best managed by engineers. And that's how we say engineers are the new doctors. And two examples you saw there, I think genomics and personalized implants, I think both are example of we have taken a process which used to be done by a more of a physician or done by a device medical device specialist and taken it out and actually getting it done through engineers or data specialist and so on. And that's where the, you know essence of the term engineers are the new doctors coming. So what are the key trends in life sciences industry? I think I'll talk about a couple of them. Digital is becoming all pervasive, right across the board. I mean from research development to sales and marketing to any part of the supply chain, you digital is becoming very important. Research used to be individual scientist driven stream. It's now an institutionalized format through data and collaboration. Development used to be very clinical trial, site driven, site driven. Task, lot of it is now coming to the back end to risk based monitoring, data analytics and so on sales and marketing. I think pharmaceutical medical device companies are heavily optimizing our sales force and using digital forces to increase the sales force efficiency and so on. Secondly, I think personalized medicine you spoke about it was showcasing in the customer experience center. I think the way today medicine gets delivered is changing from being treating a disease to treating a person. So personalized medicine and medical implants are becoming very, very strong. Smart connected devices. All medical devices companies are talking about connectivity and Internet of Things to ensure they can gather the data of the usage of the device and that is why Internet of Things are becoming very very important. Regulatory landscape coming back slightly on the other side, its becoming extremely difficult to get a new medicine to the market. Sense is not only you have to be careful about the drug safety, you also have to be careful about the drug efficacy. So if you are bringing a new molecule to the market, why are you bringing it to the market, what are the other existing molecules and so on. So it requires lot of data and bandwidth to go through the regulatory hurdles today than it used to be 10 years back. And finally of course the licenses companies are trying to increase the market reach pipeline and so on and so forth. And they are doing lot of mergers and acquisitions from a technology perspective, what does it mean? Lot of work in the data and analytics data and analytics has become. Very big across the licenses industry. I talked about in the context of research or development and I will give you some more examples in the context of sales and marketing. If you look at social media, social media data which used to be completely ignored by the life sciences companies because there are a lot of regulatory issues today, are extremely extensively used by licenses companies for sales and marketing for adverse reaction, you know, identification and so on so forth. Finally, cloud is getting a lot of attention because life sciences companies are looking at. Developing less and less technology in house and trying to get more and more. Cloud platforms from outside and so on. Simplification, I think again because of mergers and acquisitions. I think simplification is again is becoming a very, very key topic for life sciences companies. With that backdrop, I think we had a couple of fantastic years in life sciences, I think on top of a 35 percent, 36% you know growth in last year, Life sciences by itself grew about 30% plus in 2015. And actually if you see 2011 12 where the time when patent Cliff happened in life sciences industry coming out of that I think we had a very, very strong growth and the growth was very holistic across the board if you see Adm. Infrastructure and whether you talk about business process, talk about engineering services across the board from being a player. Which had limited capability, which we have become a player with very significant holistic capability across the board. With that let me give you a couple of examples and before that some recognitions we had I think across the board we almost every report which came out in life sciences industry where we are recognized as leader, right. Whether you are talking about technology or business process, whether you are talking about you know geography, whether you are talking about life sciences, value chain research and development, sales and marketing or manufacturing. You will find one report or other in this chart where TCS has been recognized as leader and similarly with geographies, whether you talk about US, whether you talk about Europe and so on and so forth. Let me give you a couple of examples of the kind of work we do and I have sorted these examples in a particular sequence and I will summarize it later. So the first one is the traditional digital strategic partner for a very large pharma company. It's one of the largest pharma company in the world. We are their strategy partners. We have a 300 plus people team and we help them across the board, right, if you take. Digital marketing services. Digital marketing actually gets applied to across many stakeholders. You talk about patients, you talk about physicians, you talk about sales and marketing force. We develop digital assets for all the key stakeholders, right. We also help them managing 1200 plus of their sites, ensuring that those sites are uniform, those sites are compliant and so on. We are also there mobility Coe partner. So we do a lot of mobile application. And third one is very, very unique. We provide them what is called digital risk and compliance services, right. Pharma companies cannot put a single line in their website which is not compliant with regulatory authority. And if you violate those norms, you will get a notice from FDA. So there are a lot of digital touch points, external touch points for a pharma company which creates risk for them and they need to be compliant. We provide look at 20 such risk exposures and we do 90 plus compliance mechanisms for them across the board. Second one, I think more specifically here we are bringing in our IP right. I was talking about clinical trial, getting a lot of you know tasks of clinical trial from moving from sites to the back end. What happens is in clinical trial when you select a site, when you select a patient, these are all very regulated, very selective activities right and it always used to be done at the front end with the help of lot of doctor self and clinical trial administrator self and etcetera. With the help of data analytics, we have brought in our own IP, it's called risk based monitoring. So you saw in Chandras there was a pharma platform TCSADDIP, which is advanced drug development insights platform, which is a part of our overall drug development platform. We brought it in for this client. We have created a super repository of clinical trial data and research data together and we are on boarding trial. These pharma companies literally do hundreds of trials at one site at one time. And they, I was just giving somebody an example about 8 to 10% of pharma companies revenue goes in R&D and D part which is the clinical trial part is about half of that which is 4 to 5% and about half of that is back end, right. So how much of that 4 to 5% you can make towards the back end gives them better compliance, gives them better cost benefit and so on. So already 35 plus studies have been on boarded. We have saved 100 plus $1,000,000 for the client and we are planning to onboard another about 150 plus studies. This project has been CIO award winner for the client. This also based on this backbone IDC has nominated us as the leader is risk based monitoring right. This is one of the most advanced topic in clinical triad today. Third one is more of a thought leadership initiative for one of our very large pharmaceutical and medical device customer. They wanted to if you go to resource constraint countries, India is one of them. You go to African countries and so on. For diseases like HIV or TB, it requires long treatment regime. What happens during that long treatment regime, often patient doesn't adhere to the treatment. Physicians do not have access to the patient. And in essence, it's very, very bad for the patient. So we have created in collaboration with our customer, our disease management platform, which is I think the most penetrated device in any. Developing countries mobile and through mobile we are doing complete disease management. It's already been been rolled out to some of the African countries and you know eventually it will come to India and so on also. Again, I think where we are, so I give you 3 examples, right. One example was being a traditional digital strategy partner. Second example was where we are bringing in our own IP to create a difference for the customer, right? And third one is where we are collaborating with customer in a very thought leadership, thought provoking area to bring a difference to the society. So how are we doing it? I think we are and you have heard it a couple of times, It takes about a billion dollar and 10 years to develop a blockbuster drug. So when you talk about pharmaceutical and medical device companies, they are extremely research and innovation focused, right. However much you invest in research, it will look small compared to them. And to be a partner of choice for those companies, it's very, very difficult unless you innovate and invest a lot. And we are doing that. We are investing in building IPS, we are investing in. Developing thought leadership papers We are investing in creating innovation days for our customers. We are investing in building, we are lot about engagement with the customer to result in patent for the customers. Some of the patents we hold, many of the patents are for customers but designed by our engineers. We are doing a lot of work with universities. We saw the, you know examples of UC Berkeley where we are doing the genomics research in collaboration. We have about 5-6 such collaboration where we are doing cutting research and so on and so forth, right. And finally I think I talked about it in the morning, somebody asked me. How is that workforce in life sciences is different than other verticals? It's very different workforce. So you saw when I say engineers are the new doctors, literally many of the engineers understand medicine better than the engineering, right? If you ask them about questions about a particular therapeutic area, ask them question about anatomy. Many of the people you saw today in the morning, they are not, they are not doctors, they don't have a PhD, they are all engineers. So, but they're changing our domain competency center, pharma Academy, medical device Academy makes the difference for them, right. Secondly, for certain kind of work we do for example in drug development, you require huge amount of medical knowledge, actual physicians. So other part of our workforce is physicians, PhDs, biostatisticians and so on South with the IP thought leadership, research collaboration and the domain workforce. Is how we differentiate ourselves in the marketplace. So what do we see going forward? I think digital will continue, right. Digital will continue to be the IT is, it is going to penetrate and more and more and you saw some examples today where we have taken some processes and. Taken it up as a digitized it in dematerialized data as CEO calls it, you will see more and more of them right. You will be probably seeing a time where drug will be developed even the front part of drug development will be in silico discovery rather than you know traditional in lab discovery. I think there will be a lot of work in life sciences because these companies are realizing innovation happens in house and outside. So they will be very open to, you know, inventing with companies like us and that will be doing only if we do the cutting edge research and the investment we are doing. And finally, I think the way disease gets treated today is going to change. I was talking in the morning today, you know when a child is born, you go and get many of us. Not everybody goes to an astrologer and you get a Kundali done. You will get a genomics Kundali right where the child newborn screening will be done and it will talk about how the child's life will be, whether you want to know it or not. But once everybody wants to know it, you won't have a choice. And that's the way disease will be treated. A lot of it will be known and a lot of will be treated very, very personalized. Having said that, I think well business is good. I think the most important thing is the. 15,000 odd associates who work in life sciences every day working with our customers to develop drugs and devices which will save lives, literally save lives of millions of patients and that's why we say our mission is saving lives by serving customers.