Morning or good afternoon, depending on where you are. Thank you for joining Standard Chartered's Innovation and Digitization event. My name is Niluka Ratnayake, and I'm the Regional Head of Investor Relations. We are pleased to be bringing this event to you live from our office in Basinghall in London, and even more pleased to be hosting it in a hybrid format, where we have both an in-person and virtual audience. To those of you who accepted our invitation and who are with us today in Basinghall, thank you. For many of you, as it is for me, this is probably a first in a work setting in close to two years. To those of you who have joined us virtually, a very warm welcome from everyone at Standard Chartered. Thank you for making the time, and we hope to make this a memorable experience for all of you. The format of today's event will be as follows: Bill will kick off the event. It will be followed by three breakout sessions. They will be hosted by several members of Bill's leadership team who are joining us virtually from Hong Kong, Singapore, Jakarta, Dubai, and Frankfurt. Kahina and Alex are here with us in London. The construct of the breakout sessions will be an opening, followed by a short film and questions and answers. Each segment will be about 30 minutes. Bill will be back for a short wrap-up, and the event will end with a question and answer session hosted by Bill, Andy, and the presentation team. We will be taking questions from both sets of audiences on the topic of discussion today, i.e., innovation and digitization. Now, onto a couple of logistical comments. Virtual audience, please remain right where you are for the entirety of the event. To our guests in Basinghall, you have been assigned a room for the breakout sessions, the details of which can be found on your badge. You will remain in the room assigned for all three sessions and will be ushered back to this venue for the close. Keeping to the spirit of today's event, we have tried quite a few things that are innovative or new to us. We are running today's event entirely PowerPoint-free. Hope you enjoy the new format. What we have done is that we have produced a key messages and fact sheet document, which also has further details of today's program. This will not be used to run the event, but available for download at any time on www.sc.com/investors, or you can scan the QR code, which is hopefully flashing on your screen right now. I guess it is not flashing on the screen right now. It was? Okay, excellent. As I said earlier, we're bringing this event to you in a hybrid format. We also have three breakout topics and three tracks played in a loop round robin style. That's nine shows. The round robins will have an in-person and virtual guest. They will also have speakers joining us virtually and in person. We're really pushing boundaries here. Why am I saying all this? I'm saying this because this is a call-out to our evolution towards a culture of innovation and excellence right across the bank. You will obviously hear a lot more about this from Bill and our speakers. Finally, we have enabled live subtitles. Bear in mind, this is supported by artificial intelligence, so there will be some inaccuracies, and the time lag is typically five to 10 seconds. That's it for me. With that, let's welcome Bill. Hello, everybody. It is such a pleasure to be here. For those of you in the room, it's really, really nice to see you from the waist down. For those of you virtually, it's something I look forward to. We've got a pretty busy day. We've got a rich agenda here. The objective and what we want to do is to take you through something a little bit different than the conventional presentation that we might have around earnings or a strategy update. We want to talk about the way that we're using innovation to transform Standard Chartered Bank. Amongst the key things that we hope to get across is that our innovation agenda isn't something that's sort of off to the side. It's not something that we're doing in addition to the ongoing transformation of the bank. It's at the heart of the transformation of the bank. We know that banking is changing very fast. We know that there are tons of threats, and there are tons of opportunities. The way we look at things from our experience now, and we've been at this for a few years, the opportunities are probably far greater than the threats. Some of that's particular to Standard Chartered. Some of that I think could apply to the banking industry more broadly. What we know for sure is what we've been building over the past several years, what we will continue to build, and we'll obviously give you a lot of detail on both the status quo and the plans from here, is part of the process of fundamentally transforming the bank. We're very excited about it. We thought this was a good time to lift the curtain a bit on what we've done, why we believe in what we've done, and how we're going to progress this going forward. We are going to talk about how we're transforming the bank through innovation. We're going to talk to you about how we choose where we want to play, because clearly, I think no one can play everywhere, and certainly, a bank of our size can't play everywhere. We made very deliberate choices. We're going to explain why we think we can win, and in fact, are winning, and then, of course, how we're going to do it. We are convinced that we can win. It's based on a few things. One is the fact that this is embedded deeply into our transformation agenda. It's now part of the culture. It's the way that we're thinking about being entrepreneurs, and it's the way that we're thinking about being intrapreneurs. At this point, we think we've got enough track record that obviously we're intending to share with you today to say that the culture is in fact evolving in a fundamentally transformational way. A second is that our approach is differentiated. It's differentiated because we're a different bank, because of our footprint, because of our scale or lack thereof in key markets allows us to take a very different approach to the innovation agenda than you might see from some other banks. Finally, of course, is the evidence that we're making good progress. This isn't just what we're saying, this is what we're seeing from our customers. We're touching, with our innovation agenda, a very broad range of activities in the bank. Virtually every client segment is affected, large corporations, SMEs, retail customers. We're executing through the platforms that we're building ourselves. We're executing through other people's platforms. We're agnostic. The key for us is at every point to understand what the unmet customer need is, to understand whether we have an advantage in terms of addressing that customer need, and then addressing it. We're using a set of conventional tools. We're using a set of new tools, some of which we're developing ourselves, some of which we're bringing in from partners, some of which we're bringing in from vendors. This combination of access to tools matched with our own experience is giving us an opportunity both to transform our own business, but also to develop new business models along the way. We're doing that in a pretty regular way, and you'll be hearing about that. At every point along the way, we're linking our focus on innovation to our core purpose as a bank. We always have inclusion and sustainability in mind. These are both areas where the opportunity to innovate is great. It's also an area where we can leverage our own innovative energies and focus into both greater societal good and value for our shareholders. We're quite ambitious in terms of what we're trying to do. We believe that we can generate over 50% of our income from this set of transformational and innovative activities, digital initiatives, innovations, the ongoing transformation of our core, and we're investing in this strategy. I'll talk a little bit at the end of my short comments now about the underlying financials, to give you some color there. To date, our largest investments have been in the transformation of the core. It's starting probably before I arrived, certainly accelerating after Andy and I really tucked in. We've been investing in addressing the technology deficits and the core capabilities that allow for rapid and agile innovation. Over the past several years, we've been shifting that balance from the transformation of the core to building on that core with many of the initiatives that you'll be hearing about today, whether they're discrete ventures or ongoing product innovations. What we're going to do today is to take you through this 50% with examples. We're going to try to give you some color why we think 50% is a reasonable aspiration for our bank, how we're achieving that. We're not going to get into big debates about what counts and what doesn't. That's not the point. The point is we're fundamentally changing the bank. We are approaching innovation in a different way. For starters, we think innovation is about ideas, and addressing unmet customer needs. It's not really about capital anymore, although obviously it helps to have capital to deploy in the right situations. We've taken a human-centered design approach to everything that we're doing. We've trained well over 2,000 of our colleagues in human-centered design techniques. This is part of the adaptation of the culture. What we're also doing is making a series of investments that have to meet at least one of 3 key criteria. First is we're investing in things that are first in class or best in class. If it's not first in class, ideally and best in class, it's hard to see how it can make a difference to us. Thankfully, we'll unpack all these, a lot of examples of that. Second is we're investing in things that scale fast or that can be scaled fast. We have a scale challenge at Standard Chartered. How exciting is it to be able to address that challenge with a few key well-executed initiatives? Third is we're disruptive with a purpose. You won't hear that from too many incumbents in markets, but we're prepared to disrupt if there's an unmet customer need. We'll disrupt ourselves, and we'll disrupt other incumbents, but always with a purpose. That purpose is to address the underlying customer opportunity, which we see because of our presence in these markets. In many cases, we see it firsthand, and we hear it firsthand from the clients. Progress is really encouraging so far. We'll dig into that in some detail. I know that what I've just said is somewhat contrary to the understanding, perhaps by you or others, of Standard Chartered Bank or the banking industry more broadly. First in class, best in class, that doesn't sound familiar. Scalable? It's not what Standard Chartered's been doing for 160 years. This has changed. We have different opportunities, different tools. In fact, we've executed a different strategy, and we're obviously going to take you through that. We'll continue to be your father's bank. That's a very useful client segment. We're much more likely in the future to be your daughter's bank or your granddaughter's bank. Why? What we're building is future fit. What we're building is for the next generation, so that these core network and wealth and other income streams that we've been so focusing on for the past few years are not only sustainable but can accelerate from here. Very encouraged by what we've seen so far. Let's just take a few of these examples that I talked about, each of which will be discussed in the breakout groups in more detail with the people who are very much on top of these initiatives and ventures. First, first in class and best in class. What's that even mean? How are we deploying that? Let's take a look at our digital platforms. On the corporate side, our primary interface with customers is through something we call Straight2Bank. Straight2Bank has been around for a while. Straight2Bank NextGen is a cloud-native, fundamentally transformational platform that allows us to interact with our clients, not just on the products that Standard Chartered is offering, but as we build this out to become the platform occupying a disproportionate share of the corporate treasurer's or the CFO's desktop. This is very exciting. We've now got 42 markets covered. We've got 72% of our cash clients migrated onto this platform. We've halved the time to market, so one half of the time to market for new products and services, down to eight weeks. We've got digital onboarding for clients in the corporate space, which is quite unique, may be surprising. Up to 30% of our clients are digitally onboarding. That's across nine markets. Yeah, this is first in class, and what we're building is best in class. The tech foundations that we built are excellent. We've got real-time onboarding in the retail business across 6 of our markets. That means somebody can go into the website, you have a live account funded in under 15 minutes. Our typical onboarding rate successfully is over 80%. Industry-leading. Very powerful set of APIs, both in the retail and the corporate business. This has allowed us to significantly increase the volume that we put through the machine. All this is enabled by our investments in this core tech platform, which is continuing to roll out, but we're very well advanced. We've got our core banking system now is deployed in over half of our markets by volume, fundamentally cloud-based and very exciting in terms of the ability to innovate off of those core platforms. The final point on first in class, best in class is, yeah, it's fine what you say, Winters. What about your customers? How do they feel about this? Thankfully, our customers are saying, "Yeah, you're first in class and best in class." We look at Mox, top-rated financial services app in Hong Kong, one of the top-rated financial services apps in the world. Our wealth management app application, along with that business in China, consistent five-star ratings, frequently the most downloaded financial services app in China. It's pretty striking. China's a big place. Top three wealth manager in Asia. This is supporting the message that we're getting from our customers. nexus, which you've heard us talk about. It's the first fully scoped and fully scaled and scalable Banking-as-a-Service proposition. We're starting in Indonesia. We're in production now, waiting for final regulatory approval to expand this thing broadly. We will be first in class with this business model. We intend to be best in class, we're going to have to let our customers judge that once we're up and running. Digital banks in Africa, consistently rated best in class in their markets. Other ventures that you'll be hearing about over the course of today, SOLV, our SME platform in India, CardsPal, a rewards and offering optimization program in Singapore. CardsPal is rated number 1 in the lifestyle category in Singapore. What entitles Standard Chartered to have a number 1-rated lifestyle app in Singapore? Well, it's a really good app, and we understand what customers want, and we've applied that in a fun and relevant format, leveraging the data capabilities that we've built and obviously leveraging the technology capabilities. The second of the criteria for investment for us that I talked about is scaling. Scaling fast and scalability. This is absolutely key. We know that in a number of our markets we have suffered by being subscale, which may have worked at a point in time, it doesn't work today. The opportunities that we've got, both in the corporate and the retail space, to get to scale quickly and efficiently and then have an efficient business at the back end are very exciting. Just a couple of examples. You've heard us talk about Linklogis. Linklogis is a company. We were around from the inception of Linklogis. It's a supply chain, deep supply chain finance and financing company set up in China to help our large MNC customers understand their supply chains all the way through, provide associated financial services. We invested in them in the beginning. We were their largest customer, largest partner for parts of their evolution. We've now set up a separate joint venture with them called Olea, which launched in Singapore, or announced in Singapore just a few weeks ago, to take the product offering further into digitized trade finance. This is the kind of partnership that we're creating. This is what's allowing us to scale much faster than we could ever scale organically. Mox, 175,000 customers in the first 12 months. The digital banks in Africa, 700,000 customers in two years. Almost as many as we've taken on board in the previous 160 years or so. We will soon surpass that level. 75% under the age of 35. This is the future of our business from a broad financial services perspective, obviously including wealth. SOLV in India. We've got over 90,000 small retailers, traders, wholesalers, manufacturers onboarded in this platform. This is a platform. Standard Chartered is a participant in this platform, not the biggest. What gives us the ability to scale through SOLV? Well, we understand the constraints that our SME clients were experiencing. We developed a solution to those problems, which went way beyond Standard Chartered. Tapping into finance, professional services, their own customers. We have Dell and Samsung as sort of core anchor customers who are feeding into the SOLV platform. These are some of the biggest distributors of product through these very same traders. We're building an ecosystem. We're also building a platform that is exciting and growing. Even this morning, you may have seen, we announced a partnership with Atome, which is part of the Advance Intelligence Group, a data-driven fintech in Asia. We'll be partnering with them across 10 markets. This will allow us to aggressively scale credit products to small businesses and retail customers, including buy now, pay later. We even have an acronym for this now, BNPL. This is exciting opportunities. Why do people like Atome partner with Standard Chartered? Because we understand them, we can adapt technology very quickly, and we're a great partner. Final point on this scaling fast. It's not just scaling customers in a market, it's scaling across markets. The fact that we can reuse our entire tech stack for Mox in Singapore is exciting. The fact that we can roll SOLV, which was built for India, but roll that into Kenya, which is our next step, is exciting. You'll hear many of these examples of scaling across markets. The addressable wallet, through the partners that we already have on board, is super exciting. I just mentioned Atome, but Bukalapak, 100 million customers. Hong Kong Tel, four million customers. Trip.com, a million customers in Hong Kong, another 350 million in China. Might we be able to do something at some point? Of course. NTUC, our partner in Singapore, two million customers go into their shops every day. Fantastic opportunities to scale. The third point that I mentioned, disrupting with purpose. We're prepared to disrupt our own business. Mox is the obvious example of that. We're prepared to disrupt other incumbents. What's the point of disrupting? One, if you identify an unmet customer need and solve it, you've identified something that somebody else was going to get to eventually. If we get to it first, we get a chance to grab that share of the market in advance. We can also obviously learn tremendously, not just from what we build in Mox, but also our learnings in Mox can port over to the existing retail bank in Hong Kong and vice versa. We set up a disruptive, I'll call it at the early stages of an ecosystem. We have grand ambitions in digital assets or cryptocurrencies. Our Zodia Custody starts with an unmet customer need, which is that institutional investors owning cryptocurrencies wanted to have an institutional quality custodian. From there, we will build out into other opportunities, whether it's in marketplaces and exchanges, or we expect to be very involved in the rollout of whether it's stablecoins or central bank digital currencies. This is all part of our willingness to disrupt existing business models by taking a differentiated approach. Same thing in the affluent population. We've launched Autumn, which again, you'll hear about all this in detail. Autumn in Singapore, which is, again, a fundamentally data-driven solution to customers for their health, wealth, lifestyle planning as they think about retirement. We've taken a differentiated approach. It will be disruptive. It is already disruptive. It's super high-rated in Singapore. Of course, there's opportunities to expand beyond that core market. I'd like to shift now from the three criteria we use for investing to why we think we can win, and what are the advantages that Standard Chartered brings to the table. First of all, we are a regulated bank. We have experience with regulation. We have credibility with regulators. We get access to licenses that may not be forthcoming to non-bank players or bank players who are not in good standing. We leverage that. We're bringing bank quality and bank-grade data governance and security to our applications. We have a brand, a legacy, which is a good thing. I think our clients trust Standard Chartered and the clients that we're going after, which we're talking about multiplying our retail client base by five times. A lot of these people don't know us. They probably know the brand. This is somebody I want to bank with if they've got the right platform for me. Obviously, we're building that. We think we can win because we are actually shifting the culture of the bank towards one that is continuously improving and innovative. How do we win? We've got five key things that we're focusing on. I'm just going to run through them quickly. First, we think we can win because we have invested in our core infrastructure and it's now fit for purpose. It's fit for rapid and agile rollout of new innovations. Second, we have a special position as an incumbent. This position as an incumbent gives us the opportunity to disrupt with purpose and for the creation of value. We're big enough to be relevant to any partner or any marketplace. We see that regularly. We're small enough and hungry enough to be agile in terms of the way that we can step in and disrupt where necessary and appropriate. Third, we're building unique ecosystems. I mentioned the digital asset ecosystem that we're building. The cross-fertilization of knowledge across the ventures is very powerful for us, but there's many examples of that. Our ability to transfer our knowledge in 1 African market to 8 other African markets. The ability to transfer our technology and knowledge from the African markets into the Middle East and South Asia, while also informing investments that we make in Mox or Phoenix or in our core bank. Leveraging the knowledge that we have about the challenges that our affluent clients face in our markets fundamentally informed the construction of our Autumn wealth retirement lifestyle health planning app. Also the knowledge that we're getting from clients through the app is helping us to understand how to offer better propositions in the main bank. The ecosystems that we're building between SC Ventures, which we'll be talking about, and the bank, between geographies, within markets, within asset classes, is exciting and highly leverageable. Number 4, we have SC Ventures. SC Ventures is a discrete business unit. Alex is sitting here in the front row. You'll be hearing from him in the breakout groups and Q&A later. We set up SC Ventures, I think, a little bit differently than other venture labs or innovation labs have been set up. SC Ventures builds some new things, builds CardsPal, builds SOLV, builds nexus. SC Ventures builds things together with the bank. They collaborated in the construction of Mox. nexus is fundamentally a joint venture, if you will, between our banking business in Indonesia and our venture tech team. The SC Ventures is investing typically in people who we've come to know well through partner relationships. We know them, we like the product, we trust them. We think that our business, our relationship with them is in itself creating equity value for the startup or the early-stage company, which we can benefit from. It's been quite successful so far. Fourth, SC Ventures is a consulting arm. People setting up ventures inside the bank will frequently go to someone in Alex's team and say, "What do I need to know about this partner relationship, about this technology stack?" It's an integral part of the bank, but still has the ability to be a completely distinct and separate incubator for great ideas. It's a key competitive advantage, and you'll hear more about that. Finally, I would say timing. We have the ability to pace our investments in such a way that we can optimize for value. We're not serving a venture capital master. We're not serving you, dear shareholders. Not in a way that requires us to do things that are destroying value or that are short-changing value. Those are the five underlying advantages that we think help us to win. If I could switch gears for a moment now and just switch into what does this mean for us strategically, and what are some of the financial implications? Strategically, as I've mentioned now probably 3 or 4 times, we're fundamentally changing Standard Chartered Bank. It starts from the core, and it works out from there. Financially, we expect this to have a meaningful implication for the shift of our business, from the way we've done things for a long time to a new set of transformed businesses, digital services, and new digital businesses. Okay. We've talked about the significant shift in our investment spend over the past 6 years, where going back 6 years ago, we were spending, investing $700 or so million, depending on exactly how you count it. Almost all of that was defensive. That was addressing historic issues in financial crime compliance, technology deficits, et cetera. We ramped up our investment aggressively and quickly from $1.6 billion now up to this year being $1.9 billion. These are cash numbers, right? If some of this is capitalized and amortized over three years, I'm not going to get into the accounting. It normalizes over time. Yeah, significant increase in investment. As important as the increase in spend and the results of that spend, which are a really good, not yet 100% complete, but really good underlying technical infrastructure. We have been shifting over the past several years from the relatively internally based transformational investments to new strategic initiatives. We're at the point now where fully half of our annual technology spend, so about $1 billion, is in fundamentally strategic and differentiating investments. That will continue. We expect to maintain that level of investment certainly for the next several years, the next five years is what you can see on this graphic. The life-to-date investments that we've made in our ventures, this isn't just SC Ventures, this includes Mox and Phoenix, and the other ventures that we've talked about, it's about $600 million. That's what we've invested in these things so far, of which about $200 million has been invested in minority stakes in companies, in almost every case, I think in every case, actually, where we have a strategic partnership of one form or other. Those are venture investments. We're targeting venture returns. Far, we're getting venture returns. The value of that portfolio has roughly doubled, since the time of investment. These are all early-stage investments. Just to give you a couple of examples. We've taken a stake in Toss Bank in Korea, which we're helping to build. We took earlier a stake in Ripple, which we were using and continue to work on cross-border payment solutions with. We took a stake in Bukalapak as part of our engagement with them on nexus. We've taken a stake in LINE Bank in Taiwan. I think these are the sorts of things that we're talking about. We've also invested in compliance companies like Silent Eight, where we were the primary customer at the outset. Our sponsorship of that investment created a lot of equity value, and that company will benefit from that through the stake. Roughly doubled. Early stage, the opportunity for significant growth in the value of that portfolio, I would say, is very high. Obviously, we're not counting chickens. For the other $400 million, this is the ongoing investment in our ventures and the transformation portfolio. Here, we're looking for returns that are consistent with the return on capital for the bank. We're not doing anything where we don't think we can generate well above cost of capital in terms of return, either through efficiency or through income. We're also looking at a broad range of metrics that go beyond the pure money multiple or RoTE or IRR. We're looking, as I think we would in any new economy venture, at customer numbers. We're looking at the customer satisfaction indicators. We're looking at whether we're meeting these objectives of being first in class, best in class, and disrupting with purpose. Our ambition is to grow our retail and SME business by a factor of 5, of 50 million-plus customers. Our ambition is to increase our payment flows by something like 50 times from these ventures that we built relative to where we are today. We expect these investments to be profitable, and we expect them to generate good returns and create some real shareholder value over time. The total expenses for these ventures that I mentioned, SC Ventures and related joint ventures, is about $200 million or 2% of our expenses today. We expect this to grow meaningfully in the coming years. The really important footnote is that our expenses will grow if we're successful. Obviously, if we're not successful, we won't be continuing to invest in these ventures. We're backing success. We have a very deliberate selection process, which clearly allows us to discontinue projects that don't generate success. Yes, there's expense pressure that comes from these ventures, but it's because we see tremendous opportunities based on success that's actually measurable. This dynamic is a key part of us getting to a cost-income ratio of below 60% in the medium term. It's a key part of hitting our 10% return on tangible equity target. Lest you ever think otherwise, everything that we're doing is with a view to creating shareholder value, and the track record that we've built up, we think gives us an approach. It gives us an opportunity to do that in a foreseeable timeframe. We're quite keen to increase and maintain a high level of transparency in this regard. Starting next year, for 2022, we will be disclosing SC Ventures and related entities as a separate business unit. You'll see the underlying financials that relate to this stuff that we're talking about today. Clearly, this is the beginning of a process of discovery for all of us, but in particular for you. We intend to continuously increase the transparency. Maybe just to wrap up for me and to talk a little bit about where we're heading. First, these ventures that we're talking about are a core part of the bank. Some of the ventures will remain at the core. They're just part of what Standard Chartered Bank is. Some of those ventures are, I would say, half in the core. We've got things where we control the venture, but we don't have 100% ownership. We'll see how these things develop. Perhaps the best way to create value in those ventures is to leave them in a hybrid status. Perhaps the best way to create value is to sell them at some point. Perhaps the best way to create value is to buy them back in, which, of course, would be a commercial transaction with the other shareholders at that point. We're not averse to anything other than continuing to address unmet customer needs, creating the most value for Standard Chartered shareholders in the long term. Some of these joint ventures are outside. Some of these ventures are outside of the core today. They're separate entities, either owned 100% by us or owned partially by us. We'll look at how these evolve, whether they are best left outside, whether they're best left controlled by Standard Chartered or materially owned by Standard Chartered, or whether we're best letting these things trade freely. We're agnostic to that, always recognizing that the value for us comes from what we learn, the value that we can put into these things, which therefore creates shareholder value. I'd like to call out a key personnel change, all of which is public. Michael Gorriz, our Head of Technology and Innovation, who's been very helpful to all of us as we've driven through this, will be retiring at the end of the year. Huge thanks to Michael for the contribution so far. Roel Huisman is joining us. Roel Huisman, as Head of Technology and Innovation. Roel Huisman comes from ING, where he's got a very, very deep and, I think, well-regarded track record for taking this kind of transformation agenda and turbocharging it. Michael's retirement gives us an opportunity to take a fresh look at this. He'll be starting in just a couple of weeks' time. Super excited about what we can all do together. What you'll hear about for the rest of the breakout sessions are how we're investing in our own foundations, how we're building new businesses, in particular businesses through partnership, and that we can deliver at scale, and how we're developing totally new businesses, showing what's possible for the bank as a whole. You'll be hearing about this from my colleagues and our leadership team. We will come back and take Q&A. Recognize that what we're trying to do is to rewire the DNA of banking generally, certainly rewire the DNA of Standard Chartered. We think we've got a pretty good track record that we can share with you today. Really looking forward to the engagement from all of you. With that, I will hand back to Niluka, and we'll get ready for the breakout groups. Thank you, Bill. It's now time for the breakout sessions. A reminder to our virtual audience, please remain right where you are. Back again, for the guests here in Basinghall, we have pre-assigned your rooms, which is shown in your badge. Please kindly make your way down the corridor to your allocated room. It is important that we try and stick to the allocated time. Please try and make your way as swiftly as you can. Thank you. See you later. [Presentation] [Presentation] Everyone. Hi there, Judy. Hi. This is a session that is being broadcast on the webcast and is also being transcribed. At the end of the film, we will take Q&A from both the virtual audience as well as the analysts present in the room. I will moderate the Q&A. Over to you, Judy, to kick off the Transforming Our Core session. Thank you, Anand, and good morning and good afternoon. Welcome. I'm Judy Hsu, CEO of Consumer, Private, and Business Banking, and I'm joined by my colleagues, Sunil Kaushal, Regional CEO, Africa and Middle East. Kahina Van Dyke, I believe she's in the room. She's Global Head, Digital Channels and Data Analytics for Corporate, Commercial, and Institutional Banking, and Marc Van de Walle, Global Head, Wealth Management. In this session, we'll be talking to you about how we're using technology to disrupt our existing processes and transform how we serve our clients. This is what we call disrupting the core or transforming the core. What better way to tell you our story than to share case studies that demonstrate the progress we've made to deliver some of these best-in-class digital banking services to our clients. Now, these are all part of the growing evidence of success in the bank. First, let me start with the most important question. What do our clients want in this rapidly-?