Let me tell you a little bit about Marks and Spencer. We're a major retailer and we've built a very successful business. On focusing on a customer and a very strong focus on quality and a strong focus on delivering value to money for our customers as well. And that business has two real areas to it. One is clothing and home, where we are one of the Uks, major clothing retailers and home accessory retailers and we also sell furniture. And the other part of our business is food, where we sell some of the most respected food in the country. So M&S has been working with TCS for around 8 years, predominantly focused on the IT side of our business. And then more recently, we've started to work with TCS from a business operations perspective. Our ultimate ambition in this project was to see how much of our end to end operations we could do through a third party out of a offshore location with the ultimate aim of running a large proportion of our day-to-day operations from India. What we saw was a collaborative approach, wanting to work with us on helping us to solve our problems. Through both a mix of technology, so continually using technology to help to drive process improvements as well as the calibre of people that we met. So we were very impressed with the individuals and how they helped to lead their business and thought they would fit very well with the Marks and Spencer model. So there's definitely some significant benefit by having one single partner who looks across that end to end process. Project Kingfisher was a complex business transition moving work from about 8 different teams within M and s s Digital Operations from an existing supplier in Pune to TCS based in Chennai. We set up a team of 90 people in three months and did so without, you know, major business disruption, which was quite a massive milestone in such a short amount of time. It was incredibly challenging and complex, but it was a great success. In large part thanks to the collaboration and. Colocation of our teams. We see TCS very much as a partner with a very clear set of objectives that both companies are working towards in order to deliver ultimately the best possible experience for our customers. I think there is definitely a meeting of minds and an overlapping of values in the relationship between Marks and Spencer and TCS. A good example there would be integrity and that what we've seen is that both at an account management level but also on the ground, the people at TCS care about what they're doing and if they think we are asking for the wrong things. Or we are making the wrong decisions. They're actually pretty quick to tell us and I think that's valuable in a partner in that what it allows you to do to make the right decisions. We knew setting off on this project that it was going to be a lot to achieve in three months and there was absolute integrity and kind of commitment to delivering those goals and a real sense of teamwork. So the guys, even though they're based in Chennai and are being paid for by TCS, as far as we're concerned, they're very much M&S people. And one of the key principles of the project. Was around having one team, one platform, one location. I think TCS has been for us quite a strong leader and partner in their work with us rather than acting as a supplier delivering the things that we've asked for. We've seen that TCS has tried to bring innovation to the relationship as well. So where we have looked at working with them to take a process perhaps from Marks and Spencer to TCS. Operation, We've also seen a lot of work around automating those processes and improving them. So we've seen some thought leadership from TCS, which is definitely welcomed. The other thing I would say is that the TCS leadership have also been very focused on investing in the relationship with us and that means that they have looked very carefully with us at our needs. They've invested not only in people but also in facilities. So we've built a very impressive agile centre in Chennai. Where we have several 100 people who are developing for us, not only new software but also new processes. And that investment is something that the TCS leadership have really committed to. And they've also ensured that we've had access to very high quality talent. And I think TCS has invested very heavily to make sure we've always had access to the best talent. So we've seen a lot of strong leadership in those areas.