Hello, everyone. Big welcome on behalf of all of Schneider Electric to all of you here. Welcome to India. For those who are watching us live or recording, welcome to you as well. We've been thinking about this potential event in India for a few years now because we had the transaction with L&T several years ago, as you remember. And I'm so happy that we now have the chance that we are all over here. And we have an exciting day and a half for you. I know some of you are probably visiting India for the first time, and several of you have probably been here before, but with a little bit of a gap. But I hope that during your time here in India, you'll be able to feel the energy, the dynamism, really the aspiration of a people, of a country that's clearly on a path of acceleration. You probably already noticed just on your way from the airport, or if you're staying in the hotel and just look outside a window, what I'm talking about. The development and everything that you see is quite present. So I think what we're going to do now is we have two sessions today. I know all of you are quite keen to hear from Olivier, but we'll get to that in just a few minutes. But before that, we have the real treat, in fact, the honor of having our special guest with us today, and I'm going to introduce him now. So Mr. Amitabh Kant is kindly here to join us. And Mr. Amitabh Kant is India's G20 Sherpa. And previously, he was the CEO of NITI Aayog. And for those of you who might not know, that's equivalent to the planning sort of commission. It's the think tank of the government of India. And a lot of the policies that we all oversee, sit, and attribute, and discuss, and talk about, he has really been somewhere in the cockpit. He's the architect of several of those. We talk about the Make in India. You talk about the Incredible India campaign. And even he's got a strong, strong career of several decades in the Indian civil services, and he's done a lot. So at Schneider, of course, we talk about being an impact company and making impact. Here is a gentleman who's actually made impact on the ground. So Mr. Kant, thanks so much for being here with us. The audience and ourselves will all benefit to get some perspective from you from a policymaker standpoint in terms of where India is today and what is there to be expected in the years to come. So thank you, sir, and welcome to the stage. Thank you very much, Olivier, and all the distinguished guests who've joined us from different parts of the world. Let me begin by an American humorist, a writer, a journalist, and a humorist, Mark Twain, who visited India for a long period of time and said that India is the cradle of human race, is the birthplace of human speech. It's the mother of history, is the grandmother of tradition, and the great grandmother of legend. He said this at a point of time when India was still colonized. In 1700, when India got colonized, India had a 24% share in global GDP. According to Maddison estimates, by the time it became independent in 1947, India's share had shrunk to less than 5% of the global GDP. In 250 years of colonial rule, from a quarter of a global GDP share, India had moved to the margins of the global economy. Today, actually, India is the fastest growing large economy in the world. In many ways, India's story is a story of getting back to where it was around the time when it had got colonized. Now, India last year has grown at 8.2%, and it overtook the U.K. to be the fifth largest economy in the world. From 1947, when it moved away from British Raj, India moved into a License Raj regime. Till 1991, India actually grew and progressed under a very controlled socialistic regime. The first set of reforms came in 1991. A huge web of regulations really remained in many ways, which controlled and cabined the private sector. Until a decade back, India was termed as a "Fragile Five." And the last decade has seen India moving from the Fragile Five to the top five. What has India done to move from the Fragile Five to the top five? And what are the challenges in its growth story? Let me dwell on this. First and foremost, I think India has carried out a range of structural reforms in its economy. First and foremost of which is the Goods and Services Tax. That is, this GST replaced 28 taxes and 18 cesses and is one tax across the economy. And this has seen the acceleration of the collection of GST by the government of India, which has continued to grow at rates of 15%-20% month-on-month in recent times. The second has been the Insolvency and Bankruptcy Code. Because India was a socialistic regime, there was no insolvency law, and there was a lack of credit discipline so private sector could borrow money from public sector banks, not repaid back, and there was a lack of credit discipline. The Insolvency and Bankruptcy Code has brought all that to an end. When this act was enacted, India faced a twin balance sheet problem. The balance sheet of the banks had a number of huge amounts of non-performing assets, and the corporate balance sheet had huge debt. All that has been set right. The banks are in their healthiest position right now, and the corporate balance sheets are booming. The third has been the Real Estate Regulation Act, which has brought discipline in the real estate sector because the Indian builders would take money from middle-class families and not provide houses. The regulatory framework has brought a huge amount of discipline. The fourth has been about three years back. India reduced the corporate taxes, brought them on par with the best corporate tax regime in the world, and the fifth has been a huge focus on ease of doing business, so India has scrapped a range of rules, regulations, procedures, acts. It has scrapped close to 1,700 laws in this country. It started doing competition between states, and the first year we did this, Gujarat came number one. Next year, Andhra beat Gujarat. The third year, Telangana beat Andhra and Gujarat, but the good thing was that the mineral-rich states of Jharkhand and Chhattisgarh, who were 24th and 25th, they carried out vast reforms and moved to the fourth and fifth position, so there's been a huge focus on ease of doing business. The first and foremost has been a huge focus on structural reforms. The second has been the focus on digitizing India. India is the only country in the world where everyone has a digital identity. Every Indian has a digital identity. It's called the Aadhaar. Between 2015 and 2017, India opened up 550 million bank accounts, 55% of the bank accounts were opened in India. Every second bank account across the world was opened in India. And then we seeded these bank accounts with both the digital identity and the mobile number of the individual. This led to Indians doing fast payments. All Indians now use their mobile to do fast payments. Last year, we did about 125 billion fast payments. We did 50% of the real-time fast payments in the world. This is the highest in the world. China was second with 22%. As a consequence of the fast payment, a number of our startups, MobiKwik, Pine Labs, etc., started looking at the payment history and started providing credit, and then there were a number of startups like Zerodha, Groww, Upstox, which took the stock market and wealth creation to Tier 2, Tier 3 cities and rural areas, and therefore, today, these young startups control 30% of the stock market in India, and then there were a number of startups like Digit, Acko, who took insurance to Tier 2, Tier 3 cities, and you can do all this from fast payment to credit to stock market to insurance, all within 30 seconds and one minute on your mobile. 30 seconds to one minute. I have not been to a physical bank or an ATM machine or used my credit card for the last four and a half years. My mobile is my virtual bank. The only time I've used my credit card is when I was visiting my daughter in San Francisco to hire a taxi. And therefore, what Indians have done is that for them, every transaction is done within 30 seconds to one minute. And the cost of transaction has fallen from about what the World Bank says, from about close to $25 to less than $0.0015. And that is why a new company like Reliance Jio could acquire close to 450 million customers in India within a period of 10 months. When I was a young officer and I was working with fishermen in Kerala, know your customer, opening a bank account for a fisherman used to take me eight to nine months. Today, we do it in less than a minute. That has been the technology and the digital story of India. This is the story because this is all open source. This is open API. This is globally interoperable. You can use an UPI from Eiffel Tower in Paris to Singapore. India is the only country where PhonePe competes with Google Pay, Paytm competes with Amazon Pay. On the top of the public layer, the private sector is competing. Therefore, what the Bank for International Settlements has in its research said, that what India has achieved in seven years would normally have taken India 50 years to achieve. That is why during the COVID period, India could do 2.2 billion COVID vaccinations, all digital, no paperwork, all on the mobile. India today puts money into the bank of beneficiaries without leakages and 700 schemes of its government schemes. During the COVID period, it could put money into the bank account of close to 900 million people. In America, 22% of the checks came back, but in India, nothing of that kind happened. It was all digital transaction without any leakages. To my mind, the real story of India is the digital story of India and the digital transformation and the leapfrogging and the clubbing of leakages as it's happened. The third big story of India has been the story in the last seven to eight years is the story of infrastructure creation. In the last eight years, India has built about 40 million houses. 40 million houses is like making a house for every single person of Australia. That's more than the population of Australia. India has actually built a complete Australia within India. It's provided 130 million Indians with toilets and done a huge extension program for behavioral change for a movement called the Swachh Bharat that is cleaning up India, and 130 million toilets means that actually we've provided toilets to the entire population of Germany. That's the size and scale to what India has done, and we've provided piped water connection to 253 million Indians. We've also provided 30 million Indians with electricity connection, and the government's aim was to provide housing, water, electricity connection to every single Indian household. It has also built about 88,000 km of roads, 88,000 km of road, and that's like four times the— 4x the roads which India already had. It's done in the last eight years, 88,000 km of road, so the Indian government took its CapEx spend from close to 1% to 4.5%, and it said that it'll drive the infrastructure creation of India. In many of these cases, it is now putting out much of this infrastructure for private sector operation and maintenance. The fourth big thing that's happened in India is the story of going green and energy transition. India, during the last eight years, has built 200 GW of renewable energy. It brought down the price of renewable energy from close to INR 24, INR 24 to INR 1.99. That is INR 24 to INR 1.99 through transparent competitive bidding. It provided LPG connection, cooking gas connection to 110 million women who used to burn firewood and spoil their health, 110 million. This is a big story which is not told, but it has transformed the lives of women in India through 110 million LPG gas connections. India has also used its size and scale to procure 470 million LED bulbs and brought down the price to 15% of what its price was. And then it went in for an electric bus tender where it procured 600 buses, sorry, 6,000 buses for six cities of India. The next tender is for 10,000 buses. The third is for 30,000 buses. And India's aim is to build 100,000 electric buses in India and transform the transportation system through electric buses and make India the center for making India buses, all electric buses. Today, India is a very major importer of fossil fuel. It imports worth about $170 billion worth of fossil fuel. Our aim is to use the climatic conditions of India to use renewables, produce 500 GW of renewable energy by 2030, use renewable energy to crack water and produce green hydrogen at the lowest cost. India is climatically blessed. Our aim is that by 2047, India should be the largest producer of green hydrogen and the largest exporter of green ammonia. In its, that's green hydrogen in its liquid form, and be the largest manufacturer of electrolyzer. That is to move away from fossil fuel to clean energy by 2047. Now, all this is happening because our vision is that India must be the first country in the world to industrialize and urbanize. We are at the beginning of that phase. India will be urbanizing for the next five decades. India will be industrializing for the next five decades. India must be the first country in the world to industrialize and urbanize through a process of decarbonization. Our view is that net-zero is net positive. And our view is that it is possible because of India's size and scale to be able to procure LED bulbs or buses, electric buses, to be able to bring down prices sharply as we've done in many other cases. And unlike what many other commentators have said, or Bill Gates has said, that when you move from fossil fuel to green energy, you have to pay a green premium. What India has demonstrated is that if you do it with size and scale, you are able to pull demand and bring down the cost, and you actually can do it at a green discount. So for us, green discount is possible. For us, net-zero can be net positive. So that's the fourth story of India. And the fifth to my mind is that India believes that it's possible to grow and expand in the coming years if you are able to get into cutting-edge areas of growth. And therefore, India has launched several missions, one of which is a national mission on artificial intelligence, the next of which is a national mission on quantum computing. The third is a national mission on semiconductors. And much of the designing of chips happens in the city in which you are. Micron and many other companies do chips designing here. And the fourth is a mission on green hydrogen. So these cutting-edge missions will take Indian economy forward and disrupt it in many ways for the green transition areas. Now, as India continues to grow, the Prime Minister of India, Mr. Modi has put out this vision with the cabinet that India's vision should be to be a Viksit Bharat. Viksit Bharat means a developed economy by the time it becomes 100 in 2047, and this means taking India's economy from a $4 trillion economy to a $30 trillion economy and taking the per capita income from $3,000 to $18,000 by 2047. A $30 trillion economy and an $18,000 per capita income, which means that your GDP must grow 9x, your per capita income must grow 8x, and your manufacturing must grow 16x. That is the challenge before India. Now, this is the vision for 2047. You may be the third largest economy in 2027, but the challenge is to look at 2047 when India becomes 100, become a $30 trillion economy, make your GDP grow 9x, and for that to happen in today's world, what are the challenges India faces? The key challenges to my mind are that first and foremost, there is a challenge of geopolitics. That you have the relative period of stability between World War II and now in the heart of Europe has come to an end. The First World War was fought in Europe. The Second World War was fought in Europe. And you now have a conflict in the heart of Europe, which has gone on for about three years. You have about 55,000 people dying in the Russia-Ukraine war, but you have a huge humanitarian crisis in the Middle East with over close to about 350,000 people dying in a much shorter period of less than a year. So you have a massive Middle East conflict, and you have a huge challenge there. You have a challenge of China saying that it will pursue a One China policy, even if it means use of force. And therefore, many countries foresee a conflict in Asia in due course. And therefore, the period of long stability of growth has come to an end, and you have challenges of geopolitics. The second key challenge to my mind in this long spurt of growth for a democracy like India is that when other countries were growing, when Japan grew in the post-World War II, when Korea grew, or when China grew in recent times, there was free trade prevailing in the world. They could penetrate global economies. Now, the global supply chains have been disrupted, and many of you have seen America imposing 100% duty on Chinese electric vehicles, 50% on solar energy, solar parts, and 25% on steel and aluminum. And Europe following that with 45% duty in response to what they say that China is overproducing for the world and that Chinese overproduction is backed by Chinese state support. So the global supply chains are badly disrupted at the moment. And this, to my mind, will be a key challenge. The third key challenge will be that you're seeing new technology coming in. You've seen artificial intelligence, quantum computing, machine learning. All this will drive production, productivity, growth. They have the ability to transform lives of citizens across the world. But they would also require, much like nuclear technology, the basic assumptions on which they are based. They have the potential to trigger conflicts among societies. And therefore, you need international norms and regulations that cannot be done by one single country. It needs to be done internationally, like in the case of atomic weapons. Therefore, that will be the third key challenge for the global society. Those, to my mind, are the international challenges. Within India, there are challenges. The challenges, to my mind, is that first and foremost, that India still, even at this rate of 8.2% last year's growth, 8.2% last year's growth has grown at those rates for the last two, three years. India still grows on 50% of its population, just 50% of its population. The other 50% of the population are either wage earners or they live on government subsidies. That if India is to sustain this growth over a three-decade period, India needs to convert these 50% people from passive wage earners to active, very active contributors to India's society. That's what India is doing through a range of schemes, like Make in India, Startup India. Many of these schemes, which the government is driving today, or improving literacy or health standards or improving nutritional standards, are to ensure that these 50% of the people become the main drivers of India's growth story, and therefore, if India is to grow on a sustained basis for a three-decade period, this is, to my mind, critical. The second is that India still now has grown largely on the back of the services sector. If India needs to grow on a sustained basis, then you need to fire on all cylinders. You need to fire on manufacturing, which contributes about 17.5% to India's GDP but needs to contribute 25% of India's GDP. And therefore, the government has supported size and scale in manufacturing through a scheme called the Production-Linked Incentive Scheme, which has led to Samsung, Apple, many companies producing in India to get the size and scale, go bigger and bigger and bigger and bigger for the next five years. And the government said it will support it. So the Production-Linked Scheme is aimed to get the size and scale in manufacturing. And India needs to fire not just on manufacturing, but on urbanization and on enhancing agriculture productivity by focusing not merely on agriculture, but on value addition in agriculture, on fisheries, on dairy, and many of these areas. And that, to my mind, are the challenges for India to diversify its economy from just services to manufacturing to agriculture to urbanization. The third key challenge, to my mind, for India domestically is to ensure that it does sustainable urbanization. Many of you have come to Hyderabad for the first time, and you should travel around Hyderabad. This is a story of rapid urbanization in India. Many cities in Gujarat, Tamil Nadu, Andhra, Telangana have urbanized at a very rapid pace. This is going to happen in every single state of India. India is going to see 500 million Indians getting into the process of urbanization in the next five decades. Now, 500 million Indians getting in means the challenge for India is to create two Americas and create a Chicago every five years. Therefore, planned sustainable urbanization with clean energy, with water recycling, with public transportation is critical and important. Urbanization can be a very big driver of growth. Well-planned, well-managed urbanization can create vast jobs. It can be the center for growth, for prosperity. Therefore, sustainable, good urbanization on the back of public transportation will be critical for India. The fourth key challenge, to my mind, is that if you look at India's growth story, India grows on the back of some states. It grows on the back of Gujarat, Maharashtra, Andhra, Telangana, Tamil Nadu, the southern part of India. You need the eastern part of India, and you need the populous parts of India: Bihar, UP, Chhattisgarh, Jharkhand, all to grow at rapid pace. They are the mineral-rich states of India. Once they start growing, you will see the growth growing from 8%-12%. That That is important because they are the populous parts of India. If Uttar Pradesh was to be a country, it will be the sixth largest economy in the world, sixth largest country in the world. Therefore, these states need to grow. And that will call for a huge focus on good governance in some of these states, which is now beginning to happen in some of these states. So these, to my mind, are some of the key challenges which India has faced internationally and domestically as it starts a long spurt of growth. But I am, despite telling you all these global challenges and domestic challenges, I am a great believer that this is not merely India's decade, but this is India's century in many ways. And this is India's century because the average age of an Indian is 29. And by the time it turns 100 in 2047, the average age of India will still be 35. It is passing through a demographic shift which rarely happens in history, and rarely does a country not create wealth when it's going through this baby boomers phase. Therefore, there are low dependency burdens, and India must create wealth during this period. To my mind, the predictability and consistency of policy and the faith that the private sector must create wealth and the government must remain only a facilitator is the government's philosophy. If you look at the last eight to 10 years, the government has driven the digitization with the private sector. The government has kept its hands off businesses but said that it should be driven by the private sector, but the government should focus on improving learning outcomes and health outcomes. Therefore, this predictability and consistency of both policies and mindset, to my mind, will enable India to grow in the coming years. I also believe that this is India's century because we are the only large economy in the world, which is a $4 trillion economy but is growing at about 8.2%. There will be ups and downs because of maintaining the macroeconomic stability to control inflation at times. But I'm very confident that growth will keep bouncing back because of demand factors. India is also the only large economy in the world today which is building eight airports and three metro systems per year. India is the only large economy in the world which is doing 30 km of roads and about 12 km of railway tracks every day. India is the only country in the world which has increased its solar energy 31x, 31x in the last nine years, 31x. No country in the world has done this. India is the only country in the world which does 50% of its fast payments on mobile real time. No other country does that. My belief is that India has the ability to carry out population scale impact at low prices, which very few countries have the ability to do. That's how it cracked renewable energy. When it does that, when it's able to do population scale impact at low prices, it transforms not merely the lives of 1.4 billion Indians, but the next 4 billion people of the world will be moving from poverty to middle class in the next decade and a half of this world. And therefore, I'm truly a believer that despite global challenges, despite many challenges which a living, vibrant, dynamic democracy like India faces, this will be not merely India's decade, but India's century. Thank you very much, ladies and gentlemen. Thank you very much, Mr. Kant, for that insightful view around the policymaker's perspective. I think a lot of us would benefit to get a sense as to what's the thinking and the context behind a lot of the policies which are out there. You're right. You said that there's potential ups and downs, but the direction of travel is very clear. We appreciate that you were here today. I know you have a flight, but the longer you can stay, we would appreciate it, but understand that you have to get back at some point as well. Well, we keep moving things along. One more, well, one presentation now, one more important presentation, which I know you've been waiting for. It's our CEO, Olivier Blum. I'll just take a few minutes to introduce Olivier. I think several of you have probably met him already over the years in some of his earlier affairs within the company. He's obviously done a lot at the company. If I might just give a few examples. Of course, geographically and from the operations standpoint, starting from his home country of France, and then spending many years in Asia, he was somewhat instrumental in the development of the business in China. I think those were pivotal years. Thereafter, also actually spending five or six years in this country in India. We'll obviously hear a lot more about and deep dive into our business in India tomorrow. Really, the size and scale and the positioning that we have today, I think Olivier was at sort of the forefront of that, the time when we had this rapid acceleration starting, I think, in the mid to late 2000s, 2007, 2008, all the way through to 2014. Olivier has also been instrumental in two other things in the company, which at least I've witnessed myself in the last several years. One was around sustainability. You all know as to how important sustainability is to Schneider. And Olivier was leading the charge. And you know about our Schneider Sustainability Index and impact that we have, the five-year program. And I do remember that Olivier took a lot of time to align all parts of the business to ensure that the ambitions that we are setting, and in fact, we are in the middle of those right now, are challenging and have the support of all parts of the company. And at the same time, he also was our head of HR, which was very interesting because he brought the entire knowledge of the business and the technology into the HR business. And it also means that he knows the company very well and most of the leaders, and they know him back as well. I'm sure I'm missing something. I think you did strategy as well. So I think, and of course, most importantly, in the last sort of three years, has been leading successfully the Energy Management business as well. It's my real pleasure to bring on stage our CEO, Olivier Blum. Thank you, Amit. Look, first of all, it's my pleasure to welcome you in India. We'll spend a lot of time later on today on India and tomorrow, and Mr. Kant, thanks very much for being with us. You are probably one of the best persons that can explain to everyone what happened in this country in the past, what it is today, and what it is in the future. For us, India is a very important country, and we'll share more with you, and we also believe in everything that has been said before, and we see massive opportunities, and you will discover how much we are committed to the development of that country, and it's very, very exciting to be together with you in India and talking about Schneider. First of all, as far as I'm concerned, of course, it's a kind of special day for me, the first time I have the opportunity as a new CEO to host you, to give a keynote on what we see about Schneider. I feel very honored, and of course, I thank very much the board of Schneider entrusting me in this new position. I feel also very excited, a lot of responsibility, of course, but very exciting because this company has a unique positioning, and that's what I'm going to, of course, describe to you today, and you know a lot already about Schneider Electric, and it's a very exciting time, of course, between the positioning of the company, the purpose that we have, the portfolio that we have created, and the geographical footprint that we have. We believe it's a unique time for our company. Now, I'm sure a lot of you have some questions. What's going to happen? Am I going to change everything? What is the positioning of the company? But I want to also come back on what Amit said. My life has been pretty much associated to the development of the company. So it's not that I'm new to Schneider. I've been leading the strategy. I've been leading business. I've been leading ESG. And I've been, of course, participating to what I'm going to share with you. So I'm, first of all, extremely committed to the purpose and the mission of the company. It's not going to change. On the contrary, I do believe our positioning, when we say our purpose, is to create impact by empowering all and make the most of energy and resources, bridging progress and sustainability for all. You can connect, by the way, very much to what Mr. Kant has said about India. This purpose continues to be extremely relevant. It speaks a lot to all our stakeholders, to our customers, to our employees, and all our environment. And we are really, really committed to that. The second point, which is very, very important, when we created a couple of years ago our mission to be a digital partner, a trusted partner in sustainability and efficiency, it's very, very important. We were one of the few companies in the world a couple of years ago to believe that the climate transition will be a must for every country in the world. And there will be no climate transition without energy transition, and there will be no energy transition without digital. And that's why we've created that position, based on a unique portfolio, to make sure we can help all our customers in every segment, small, medium, large customers in all geographies, to go through their climate transition, to go through energy transition, and bring efficiency in everything they do. So we are committed to that positioning, both on the purpose and the mission. And of course, what is the most important today is how we are going to accelerate the execution of our strategy. Now, if you look at the trends, and it's very important that every year we refresh in front of you the view we have on what's happening in the world, you have already a lot of good insight from Mr. Kant about the way he sees India, India versus the rest of the world. Of course, all those trends that we have explained to you one year ago in our capital market day in Tottenham are still very, very true. There is no change. We continue to see an acceleration of the climate transition, the energy transition, all of that being amplified in everything you see in digital. Of course, we'll talk a lot about AI, the opportunities we present for Schneider on the infrastructure side, but also how it helps Schneider Electric to amplify all the value proposition for our customers. So when we look at all those trends that we've presented to you one year ago, we believe they continue to be a very natural driver to the expansion of our market. And we confirm that opportunity we see, which is an acceleration of our market by 2027 in the range of 6%-7%. So we continue to be very, very convinced that there is an acceleration in all our market. Now, going a bit more in detail on what we see in the end market, we see that we continue to see a very, very strong dynamic with a double-digit growth on the data center, on the data center and networks. That's something also we presented to you one year ago. On the other extreme, we see also on the infrastructure, all the need that you need in power, in grid, because of electrification everywhere in the world. And these are going to be the two major drivers on the growth of our end market. At the same time, in the middle, we continue to see very solid growth in buildings, both in home commercial buildings. Of course, it will be slightly different geography by geography. We know that it's not going to grow at the same speed, but we believe it's still a very good positive momentum in those markets together with the industrial sector, and as you know, the industrial sector was probably suffering a little bit in the past year, and we start to see early signs of recovery, and we'll come back on that tomorrow, but we believe those two segments continue to be growth drivers, so why I'm sharing that with all of you today is just to confirm that the long-term commitment we presented to you one year ago are still very valid, and we see for Schneider Electric an opportunity to deliver 7%-10% growth through the cycle by 2027 and to continue to have very strong and robust development of our margin, so that's very important. I wanted to start by that, sharing with you that the purpose and the mission is extremely relevant and continues to be relevant. We continue to see an acceleration of our end market. We continue to see that the targets we've shared with you to go through the next cycle one year ago are still very relevant for Schneider Electric. The next point, which is very, very important, I would like to confirm that our capital allocation priorities remain the same. Number one, we'll continue to make strong investments in our credit ratings. We'll continue with a very progressive dividend strategy, which has been the case for the past 14 years. Also, we'll continue to fund our organic growth, both on the supply chain side to continue to build capacity to support this important growth cycle, but also on the R&D side. And I'm going to come back on that one in a couple of minutes. Last but not least, we have a very strong practice at Schneider on portfolio management. So we'll continue to look at everything which is in our portfolio, making sure we have a very lazy way to manage our portfolio like we have done in the past three years. And at the same time, and I want to confirm that, we will look at opportunity, of course, of M&A whenever it makes sense. But important point, which is mentioned on the slide, in all the growth ambitions that we showed to you by 2027, they don't rely on major M&A activity in the next three years. But of course, we'll watch and we'll stay and we'll look at all the possible opportunities. So just to confirm that our capital allocation priority remains the same, we are committed to it, and it's very, very important. So what I would like to shift now is to tell you what are we doing to transform the company? What does it mean on the technology side? What does it mean on the customer side? What does it mean on the impact side, on the energy side, but also on the people side? One year ago, we came in front of you to say we are transforming our company to be the industrial tech leader. It remains very, very relevant. And I'm not going to spend a lot of time to share tons of data on what we see in the market. But what I can tell you is what we see very, very, very clearly is an acceleration of this climate transition and energy transition. As we used to say, some people are doing it on the long term to achieve their net-zero goals, but there is, at the same time, a very strong focus on energy everywhere in the world, on energy security, on how to save energy everywhere in the world. And we are absolutely convinced at Schneider Electric that it is possible to make it happen. It is possible to develop our customers, to make them more sustainable. And this combination of electricity and digital is the absolute solution. I'm sure you've heard it from Schneider Electric many, many times. What I'm going to go through now a bit more in detail is how we make it happen and what is very different in the positioning of our company to make it happen for our customers. We see four key pillars in the way we drive the transformation of our company to deliver a unique solution to our customers. First of all, on the technology side, certainly on the way we are bringing that to our customers, the unique model we have to bring solutions to our customers, the way we make Schneider Electric a very different company by being an impact company, so commitment we take for ourselves, but being part of the solution for our customers, and last, the people side, which is very, very important because I do believe we have a unique way at managing Schneider Electric, so let me go through the technology transformation. You've heard many times about our Digital Flywheel, and it's very, very important because it's not just something that we are showing to you. It's something that we are using internally to transform our company in the way we communicate with our salespeople, in the way we communicate with our people in technology. And it's very, very important because that represents how we are transforming the entire portfolio of Schneider Electric. For those of you who have been following Schneider for many, many years, we've been very well known for a company having a huge portfolio of product and equipment. But all our strategy in the past 10, 15 years has been leveraging that unique position that we have everywhere in the world, dealing with customers everywhere in the world, how we can transform this portfolio to create more intimacy with our customers, to deliver more value to our customers through services, and also leveraging digital to generate more opportunity for our customers. We keep on looking at that flywheel as really the key metric on how we move our portfolio. Our ambition is to make sure that everything which is part of this Digital Flywheel should be in the range of 60%-65% by 2027. It's very, very important because we embark in that transformation all the business model of Schneider. I'm going to talk in a minute about product, about equipment, services, about what we do also in system, in digital. It's very, very important because we want to embark all the dimensions of the company, all the entity of the company, because it requires a drastic transformation on the way we are developing our offer for our customers. Of course, it has a very important benefit at the end of the day. It creates much more intimacy with our customers. It creates also much more recurring revenues with our customers on one side with what we do in our software portfolio, but also in what we do in digital services, which I'm going to explain a little bit more in a minute. So now, if you go on the technology, what does it mean at Schneider Electric? We've presented to you that slide that we call the EcoStruxure stack, which is the way we explain to our customers. If we were in front of a customer today, we'll explain how EcoStruxure is a unique set of solutions that we can deliver in home, in building, in data center, infrastructure, in industry. So EcoStruxure is basically developed from a technology standpoint for all different end segments. And the value prop we bring to our customers, of course, is different on all those end segments. What we have created at Schneider Electric is a stack of technology from the products, which were historically not connected, to more and more connectable products, which are amplified through automation. And in the past cycle, that we have continued to amplify through services and digital. So that's something we've been presenting for a couple of years. It has been a massive transformation for our customers, but it has been a massive transformation internally. So what does it mean from a technology standpoint? It means that we are making sure that we don't develop all the components of EcoStruxure in a parallel universe. It's not possible anymore in the world of today like we were doing probably 15-20 years ago when you develop a breaker and equipment on one side for low voltage and medium voltage, you develop a UPS on the other side, and then you think about services and so on and so forth. The way we are doing R&D at Schneider Electric between Industrial Automation and Energy Management is to make sure that we look at all the components of our product development, of our R&D, to make sure that it makes a lot of sense for our customers. So you will see a couple of examples later on. But from a technology standpoint, what does it mean? We want to make sure that every single product that we develop in the future is connectable, and of course, ideally, it should be connected. But what is more important is when those products are connected together, we want to make sure that the customer experience for the customer will be fantastic, which means that the gateway will have to be standardized to make sure they speak the same language to the customer. We want to make sure the user experience for the customer is a great user experience. We want, for instance, to give you an example to make sure all our assets, all our product equipment, they are serviceable by design. 15 years ago, we used to launch products, and five years later, we think about the serviceability of the asset. Today, we embed that upfront in our R&D development. So what is very, very important? We want to make sure that everything we do in R&D between Energy Management and Industrial Automation is connected to make sure at the end of the day, it's easy for the customer to consume. It's easy to use, and that we deliver that unique value proposition segment by segment, customer type by customer type. So what does it mean in the way we are transforming our portfolio? As I said, we continue to develop products which are more and more connectable. We put much more focus on all our automation activities in our portfolio. As you know, when we presented to you all our strategy and field services that we have in the past 10 years to create more intimacy with our customers, to propose maintenance contracts. But the next big wave for us is to make sure those services are more and more digital. Why is it possible? It's possible because when you sell assets which are connectable, it's very easy now to activate a services contract at the same time when you sell the equipment to the customer, which was not possible 10, 15 years ago. The next thing which is important, we are not just selling contracts for the sake of selling contracts. We make sure that we have data which are relevant for our customers. We make sure that thanks to those data, we can provide preventive maintenance, for instance, to our customers. You will see many examples in the back tomorrow where we show you in a very concrete manner how we can extract those data and make them relevant to our customers. Where Schneider, of course, is very, very different than many other tech players is because we understand how things work. We know how it works in industry. We understand how it works in data centers. We understand how it works in buildings. And we can make a lot of sense from the data. It's not only about extracting the data. It's making sure that we can compare, that we can amplify those data thanks to artificial intelligence, and we can create a very different value at the end of the day for the customer. And the last piece, of course, which was very important for us, is to make sure that we don't stop only at that level, but that we create a very, very strong software platform, what we call CONNECT, our industrial intelligence platform, where we can connect all the software portfolio that we have at Schneider and go to the next level to the value prop to our customers. What is very, very important at Schneider, historically, we like to present this EcoStruxure stack from the bottom to the top because that's a bit the history of the company. But what is very important strategically on how we position with our customers, you can enter in this EcoStruxure stack from every level. I can give you an example. We have developed probably, and you know that, strong consulting capabilities with our sustainability business. So we do consulting at enterprise level to help large companies to build their net-zero strategy. That's one way to enter, for instance, in a discussion with customers. We can enter with a customer in data center to design, co-design the architecture of the data center of the future with a hyperscaler. We can enter through AVEVA One Software. We can enter from the product side. What is very, very important and the way we position Schneider Electric very, very differently, we want to make sure not only we provide a unique stack of solutions to give the best value to our customers, but they can enter and work with Schneider on the different layers. And of course, our job at the end of the day is once a customer is with us, is to make sure that we can optimize and we can sell as much as possible from our portfolio. And that's what we are doing with our geographical organization. Our job on R&D was to develop the platform. The job of our sales guy is to make sure that when they are in front of the customer, of course, they can make the most of that portfolio. And I'll give you a couple of examples in a much more concrete manner on what we are doing. So just to summarize on this technology pillar, it has been really our focus, and it continues to be our focus, to make sure we transform our R&D to support the development of this EcoStruxure stack, which is very, very differentiated. So your question could be, what have we done differently in the past years, and what are we doing differently? I said already a little bit. We just make sure that we align all R&D organizations to those strategic priorities. I've given already a couple of examples. It means that all our new R&D developments should be very much linked to our sustainability priority. What does it mean? What is the Scope 3 upstream and downstream of a new product that we bring to the market? What is the environmental impact of those new products? What are the saved and avoided emissions that a new product can give to the customer? Just one example. I've shared already about the serviceability of the asset, making sure that every R&D program starts by what will be the serviceability of the asset. Going to the concept of circularity. You launch a new circuit breaker in the market. How can you retrofit eventually, five or ten years later, this circuit breaker to create a loop of circularity? And of course, digital being everywhere because we don't imagine a world in the future where every single product could be connectable and, of course, connected ideally. What is very, very important for a company like us is to make sure that we don't do R&D for the sake of R&D, but make sure we bring the customer in everything we do. Three, four years ago, we launched this big agile transformation in R&D, which is really one objective was to bring the customer much more in our discussion, but also to create much more efficiency and agility in the way we do R&D. Execution, I just mentioned it. The objective was really to make sure we go faster. We are in a market where we cannot wait for 10 years to bring a next generation of products. So the speed and the agility of the execution was very, very important for us. And at the end of the day, we are still in a very competitive market. You are, by the way, in India, which is an extremely competitive market. So it's also very important in everything that we do in R&D that this design to cost, this cost obsession, is very, very important from the development of products to the industrialization. And to be very clear with you, we put a lot of rigor in performance management to make sure we maximize the return on investment. And when you see at the bottom of the chart, we have increased and we continue to increase our commitment in R&D. So we want to put more funds, more organic funds to support the R&D transformation of the company. But it was super important for me, especially when I was leading Energy Management, that we have very, very strong basics when it comes to performance management, that we maximize the return on investments. Not just about launching more and more products, but making sure that it impacts strategically, but it delivers the right return on investment. Of course, we've been working a lot also on the R&D, on the resilience part of the agenda in the past year. Needless to mention to you that the COVID has been a big acid test on the way we maintain a very resilient company, working with our colleague Mourad also on the supply chain, and of course, the topic of global, local, geopolitics is a very important topic for Schneider Electric, and we have always made sure that R&D and our supply chain can be as close as possible to the different markets, what we call the multi-hub model, and I will re-explain later to make sure we can be very, very resilient, and it's very, very important when you are a global company like Schneider. You will hear me a lot talking about global strategy, global strategic priorities, the transformation has to be defined at the global level, a certain number of global priorities also when it comes to resource allocation. But also the way we implement that strategy is to make sure that we are as close as possible to the different hubs, which are North America, China, international, which is led by India, and Europe. And it's very, very, very important for us because this is how you answer to the needs of the customer and how you make it happen. Last but not the least, because sometimes there are people who are asking the question on what it is to be a global and local company, while we want to have this global strategy, but on the other side, we want to stick to the regional market, we want to make sure we have a certain number of fundamentals when it comes to platforming that we respect because there are sometimes some activities, some products where it's much better to have a global platform, to take three, four years to develop that global platform, and then to go for a very fast implementation everywhere in the world. You will see, for instance, our new Galaxy platform is a very good example of a new platform we built in the past three years. Now we are ready for launch, and we can adapt to the different geography, and we go much faster when it's time to launch it everywhere in the world. So that notion of having a global platform for local adaptation to adapt locally is very important in our overall strategy. So first pillar, which is very, very important to deliver that unique value prop to our customer, which is EcoStruxure. It's very important that we transform our R&D to make sure that from those products which are connectable to automation, to services which are more and more digital, to software, we unify our R&D and we align all the transformation everywhere in the world. For Industrial Automation, for Energy Management, because when you go to EcoStruxure, the combination of the two is what makes Schneider Electric very, very different. The second very important pillar of our strategy is around customer-centric. I'll talk a bit later when I move to people about the unique model that we have on the people side. But the unique model of Schneider, and you know it very well, we are a very integrated company. We are a very integrated company because we want to be one Schneider for our customer, one Schneider for our employees. But it's very important that when we face our customer everywhere in the market, our commercial organization can transform this unique technology stack that I talked about into something which is unique for the customer in different parts of the world. So what I'm going to walk you through is a couple of examples on how this strategy and this technology focus is translating and is hitting the ground in front of the customer. First of all, we keep on launching many, many new products everywhere in the world. It can be products, it can be software. And what is very, very important, as I said before, we don't want only those products to be connectable, but we want to make sure that they embed more and more AI capabilities. What does it mean, AI, for a company like us? AI is a unique opportunity to amplify the value to the customer. It's to make sure that we can give more to the customer with the same product in the future. And I will give you an example. The second point, which is very, very important when we hit the ground in the different parts of Schneider Electric, you know probably that we were, as I said before, a company a long time ago which was very much focused on products which were sold to partners, and we have developed a big part of the company which is much more end-user focused. But it's very important for us that even if sometimes in some cases we go directly to the market and we go straight to our end-user, that we continue to develop a unique network of partners everywhere in the world. You will see in our India presentation tomorrow what Manish and Naresh will present in India. It's a unique network of capabilities that we have to bring those offers to the customer through distributor, through point of sales, through system integrator, through panel builder. That remains a very, very strong focus for us because this is what helps us to increase our market coverage in the world. 50% of the revenue of the company is done through partners, 50% directly to the end-user. It's important for us that we keep that combination in the future. That's the first part, which is how we bring those products to market through our partners. Second example where we bring full solutions to our customers, and which is a very interesting, of course, market, I talked about it in my introduction, is of course the data center. For those of you who have been following Schneider for a long time, I'm sure you remember the time of the acquisition of APC, which was at the beginning not an easy one, not something which was seen as a straightforward acquisition at that time. But our unique vision, again, if I come back to the beginning of my presentation, when we say we want to be a trusted digital partner for efficiency and sustainability, our vision was to create a unique portfolio of solutions where we are not just selling products or a series of products to a customer, but we can co-design the architecture of the future with our data center customers. So we have this unique portfolio of historical activity like our low voltage activity, our medium voltage, our busway, our UPS, our digital building, what we call building management system capability, and so on and so forth. And for us, it was very, very important that we have all the components that help us upfront to work with the hyperscaler and to co-design, to co-architect the data center of the future. As you know very well, in a data center, it's not only about the reliability of your data center, of providing your data to your customer, but it's access to power, it's access to clean power, and make sure those data centers are not only reliable, but they are energy efficient. Of course, with this unique portfolio of activity, you don't have a lot of players in the market that can pretend definitely to bring all of that as one package to the customer. It has given the opportunity in the past three years to sign a three-year contract with some of our large hyperscalers, which is also another form of recurring revenues for the customer, and that creates a very, very strong intimacy. We didn't want to stop just there. As you know, a couple of weeks ago, we have decided to enrich our portfolio because with the evolution of AI that you all know, it's very important. There are, of course, a lot of consequences of AI and what it means for data centers. If I keep it short and simple and you all know it, it means that the data center of the future will require much more power, but it will require much more cooling to be able to manage the new chips that you will have because of the new type of data center in the world. It was very, very obvious for us that on top of our air cooling technology that we had historically created in our portfolio, it was really the time to invest more on liquid cooling. We had our own investment, but we've decided to go with the acquisition of Motivair to accelerate our time to market and to be able to help this company really to hit the ground everywhere in the world. It's a U.S.-based company. They have massive opportunity to grow in the U.S., but everywhere in the world. And when you combine these liquid cooling unique capabilities that we have together with the portfolio that I described before, that position Schneider Electric ideally to capture really most of the opportunity in the next cycle. But we are going beyond that. It's not only just having the technology. We are signing partnerships, for instance, with NVIDIA. We'll be with them on Thursday in Paris for the IEA event because we want to make sure that we work upstream in the value chain, working very closely with NVIDIA to be always ahead of the game to understand what is the next generation of technology that we'll bring to the market because it will have an immediate consequence on the design of the data center of the future, and that's what we want to make sure that we are always ahead of the game to bring the latest technology, the best technology with all the hyperscalers in the world. So when you combine the previous portfolio that I've described, what we are doing with Motivair, the co-design that we are doing in architecture with NVIDIA, the launching that I've mentioned of the new Galaxy platform, and the fact that we have invested, by the way, in India also in a new cooling factory, that gives us the confidence that we are in an ideal position to make the most of the next wave that we have in front of us in data center. The next example that I want to give you on how we are hitting the ground with all those technologies, you heard me since the beginning talking a lot about services, talking a lot about digital services. I'm sure by now you know that Schneider Electric in the past five, 10 years probably has put a lot of focus on field services, being able not to be a solution provider only, but being able to stay with our customer across the life cycle. So we have developed already a very important field services opportunity with our customer. But together with the evolution of the technology, we wanted to go one step beyond. So we wanted to make sure that we can really create more intimacy with our customer across the life cycle. And it starts by eco-consulting activity where we go everywhere in the world and we consult our customer on energy efficiency, on sustainability. Of course, you imagine it takes a very different form if you are with SME in a country or if you are enterprise across different geographies. EcoCare that I'm going to describe in a minute, which is a core of the engine, and last but not the least, also EcoFit, which are unique capabilities we have in different parts of the world to retrofit existing installations we have sold 10, 20, 30 years ago in different parts of the world, so let me take you to EcoCare. What is EcoCare? Because I think it's important really that you understand the logic of what we are doing and how we create value at the end of the day for our customer and value financially for the company. EcoCare is very, very simple. We start, and I said it several times, we make sure we make all our products connectable by design, so for instance, if you take a medium voltage switchgear like this one, you will see some of them in the back of the room. We've made sure that all the new generation, and we have moved from the old generation of Schneider Electric, of AREVA, to create a completely new range, which is the AirSeT range. We make sure that every single breaker that we launch now is connectable, and we put a certain number of sensors inside that breaker, which are connectable at the time of the installation. The point which is very, very important is not only making sure that the technology is available, but making sure that with our commercial people, we attach at the time we sell those systems to the customer a quotation for EcoCare. It's very, very important because we've learned from the past, if you don't miss the opportunity when you sell the equipment, it's too late, so we attach systematically with EcoCare a contract when we sell new equipment to our customer. Once the customer has signed the contract, they are onboarded by our customer success manager. We have different of those CSMs everywhere in the world. We have one actually in Bangalore. There is an automatic onboarding with the customer. We give access also to the customer to a direct access to our L2 level where they can have access to a certain number of support. Most important, what we do through this EcoCare contract, we provide peace of mind to our customer, which means that we have 24/ 7 access to their installation. You imagine that those medium voltage equipment that you see in the back, they are sitting in very, very critical applications. They can be in hospitals, they can be in data centers, they can be in many, many critical applications. So we provide peace of mind to our customers by making sure that we are monitoring all the possible defects which are happening. But we are also going one step further. If we anticipate an erosion of one component, we are able to signal to the customer that in three months, six months, twelve months from now, you will have to call for a service engineer for retrofit. So by doing that, we are creating a completely new value prop for our customer. We give them access to unique analytics. They can use it by themselves, of course, but also our CSMs have access on a permanent basis, on a day-to-day basis to make sure they can monitor. We can go up to the level to monitor the health of the asset for the customer. I've given you an example for medium voltage equipment. We do the same with our Galaxy range with UPS. What is very, very important, if I come back to my presentation on the technology side, you don't want to sell one equipment with one type of digital experience on one side, a UPS with a very different one. In the past three years, what was very important for us is not only to make sure we create that connectivity, but to make sure we use the same protocol, the same gateway, which means that when it arrives to the customer, you have one unique value proposition for the customer. Now, you can tell me there will be always other players in the market that can do it, but when you are in the example of the data center, you don't have a lot of companies in the world who can co-design data centers of the future and can provide this type of unique contract where you combine all the health of your medium voltage equipment, your UPS, your cooling technology, and so on and so forth. So that creates a unique value proposition, of course, for our customer, which is translated in recurring revenues for Schneider Electric. That's why we are quite ambitious on the way we can develop the company. And as you imagine, it creates a very strong intimacy with our customer because once you are in, if there is any opportunity of retrofitting, of expansion, you are the first supplier that your customer will call. It looks like a very simple thing, but that's something on the technology side that we have been building over the past cycle, not only creating the connectivity, making sure you have the sensor, making sure you have all the software applications which are available, the platform, but making sure that we converge all the assets or all the products we have in the company. So we have a couple of examples in the company going in that direction. We have the example, for instance, that we have here with one of the very important companies in India, but I wanted to share with you a very interesting example, which is a combination of what I explained to you on the data center and services. Tomorrow, we'll explain to you a little bit more what we are doing with Capgemini in India. You've seen probably a press release which was one year ago, a little bit less, where we talked about the Energy Command Center. This is a very, very interesting example because that goes one level beyond. You have the case of a company which is Capgemini, very well known by all of you. Worldwide, they are looking at their ESG strategy. The CEO wants to create a strong focus on ESG three years ago, and he starts to look at what is really this net-zero, what is the commitment we need to take, and very quickly, long story short, he understands that CO2 emission is related to energy. Where are my scope one and two emissions when you are a company like Capgemini? Basically, the biggest part of their energy consumption is in this country. They have 23 campuses, which include 70 buildings in the country. And at that point of time, we have some discussion at the consulting level. We sit together with our India team, and we enter and we walk inside, and then we look at the opportunity. And what do we do, basically? We make sure that we connect all existing assets where they have a lot of products from Schneider Electric, but not only. We help them to install a certain number of other assets. You have to know that in all those buildings in India, they have buildings, office buildings, but they have also data centers. That's why it's very interesting for us as a business case because they have any kind of building that you can imagine. So we are able not only to sell our product, to make sure we sell all our automation. They are using EBO, which is our software platform for digital building, to converge all the data, and then we sign an EcoCare contract because we provide them, again, peace of mind, and of course, it's great to do it with Capgemini because they have their system integration capability, and we can do basically a full Energy Command Center to help Capgemini to control all their energy consumption in India. Outcome, 30% energy saving. The local team is extremely happy. The CEO is on the way to achieve their CO2 emission goal, and that creates, you can imagine, a very different relationship when we do that with the customer. So this example is very interesting because it's the full monty where you combine all the products of Schneider Electric, the equipment, going up to the service level with one customer. Last but not the least, in how we are hitting the ground in front of our customer, as you know, we have built this unique, of course, software business at Schneider Electric with AVEVA, RIB, and ETAP. And we went last year to the next level by creating our new industrial intelligence platform, which is CONNECT, where we want to make sure we give our opportunity to our customer to consume more software coming from Schneider Electric. Very simply, the way we are doing it is we try to have a strategy where we follow the life cycle of our customer from design, build, to operate, and optimize. And what we have been doing is basically to assemble a unique portfolio of software that you know we've done mainly through acquisition. But at the end of the day, what is very important is to make sure that it's easy to consume for our customer because you can have the best portfolio of software, if you just leave it here, it's not going to happen. So CONNECT basically helps our customer to have the same identification, to have the same digital experience, to have the same commercial strategy when you enter with one software, and you can consume more of all the software capabilities that we have within one software. We do it, of course, for the scope of one software, which is, again, AVEVA, ETAP, RIB. But everything that I've described before to you about EcoStruxure, where we are moving to the full stack of EcoStruxure, we have also in the historical portfolio of Schneider Electric, both in Energy Management and IA, a certain number of software that our customer can also access through that CONNECT platform. What is very, very important, we want to make also that platform agnostic to make sure that we can also have third-party partners to make sure, again, that we bring, again, the most of the value for our customer. And of course, that creates a very, very different positioning because we are combining on one side engineering information, operational information, and we can help our customer through the life cycle to have access to this full ecosystem and to optimize their solution. You will discover in the back of this room, but also tomorrow, a certain number of examples, and I have a couple of them here where we show all the capabilities which are delivered to EDF, SCG, but I would like to mention Dr. Reddy's. Dr. Reddy's, I don't know if you know, is a large pharmaceutical company, and by the way, some of their biggest factories are here in Hyderabad. Tomorrow, you will visit the smart factory of Schneider Electric, but Dr. Reddy's has one of their smart factories which has been recognized as a lighthouse where we have been contributing through our entire portfolio to make it happen, and we are quite proud of that example. So if I recap, very strong focus on all the technology transformation and positioning of our portfolio, connecting all the different parts of the portfolio, making sure we drive this R&D transformation. Second part, making sure we hit the ground with one-stop solution to our customer with a very strong customer-centric approach thanks to our different commercial organization. But for me, what is very important, the presentation could not finish here, is that we have two pillars in our strategy which are very, very important. We have been managing this company for a long time, I would say already. We are probably one of the first companies in the world to introduce that idea of CSR when it was really at the early stage. But for us, the concept of an impact company is very, very simple. First of all, we believe in performance because performance is the only way to impact. There are always, you know, in some part of the world, people who are always opposing performance in ESG. We don't. Performance is basically the right to play, the right of doing good. Second point, which was very important in our strategy, and Amit, you were mentioning it in your introduction, we are working on impact on all our stakeholders. Of course, our investors, our customers, our employees, but we are doing a lot of work, for instance, with Mourad to embark all our suppliers in this journey. This is something which is very important. Our entire ecosystem of partners working also with governments in different parts of the world to make sure we help them to build standards on energy efficiency and so on and so forth. So the recipe for success for us has been to make sure that all our ecosystem, all our partners are involved. What has been also very, very important is focus on the different pillars of ESG, environment, governance, of course, but also social. And at the end of the day, of course, what has made Schneider Electric unique, and you know we've got a certain number of awards in the past year, this year again, and most sustainable company in the world, is not only that we are trying to be a role model in everything we do in ESG for Schneider Electric, but we are, of course, part of the solution for our customers. And that's what makes Schneider Electric very, very different. And if you talk, by the way, to many of our employees everywhere in the world, they will tell you, "I've joined Schneider Electric because of the ESG commitment, and I'm staying at Schneider Electric because of the unique positioning of the company." So that's very, very important in our DNA, and we'll continue, of course, in the next cycle to deliver our net-zero commitment. So we are one of the first companies in the world to sign to be net-zero and to be recognized by SBTi to have our target recognized by SBTi. And we have a very strong commitment on the scope one, two, and three that we are delivering. And as I said before, we are doing it through different parts of the company, through the value we bring to our customers, so making sure that every single offer that we launch can help our customers to save and avoid CO2 emission, embarking our employees in the journey. And we have also our very, very well-known program that we are doing with our supplier, the Net-Zero Carbon Project, where we've decided four years ago to embark our supplier to commit to divide by two their CO2 emission, which helps us, of course, to reduce drastically our Scope 3 upstream emission as a company. And it has been one of the most probably advanced programs at that time with the partnership of Mourad, which is, by the way, for your information, a program which we designed with our consulting team in sustainability and that we have been able to sell to other customers because the benefit is when you are one of the most advanced companies in sustainability, you practice on yourself, but that gives you a lot of ideas, of course, on what you can do for our customers. So we'll continue to mobilize all our customers. Amit said it, we are in the last year of our previous SSI. Actually, 2025 will be the last year. We are committed to deliver our target, but more important, we are redefining while we speak what should be our commitment by 2030 to keep Schneider Electric ahead of the game. Last pillar, which is extremely important, you know it's good to talk about technology, to talk about customers, to talk about all the ecosystem. At the end of the day, for us, all of that is possible thanks to the unique mobilization we have from our employees everywhere in the world. What I would like to leave you to today is the way we run the company and the way we will continue to run the company. Most of you are famous by now on how we run Schneider Electric, but this multi-hub concept that we have created is unique, and we are not just doing it for the sake of doing it or just for the fun because it's completely connected to the strategy of the company. If I come back to what I told you since the beginning, we want to be one Schneider in front of our customer, which means that we want to have one set of technologies that speak to each other that our salespeople can bring to the customer. And of course, if you benchmark Schneider Electric with also multinationals, that's the kind of unique setup that we have built. But to make this setup a reality in different parts of the world, we have opted 10 years plus for this multi-hub model where we want to make sure we create unique capabilities in North America, in China, in India, and of course in Europe historically, where we assemble leaders from R&D, supply chain, and local commercial teams to work together and to be as close as possible to our customers. It has multiple benefits. There is one which is obvious. You understand really well the needs of the India market, for instance, and you are much faster at developing solutions from the India market. But think about it from an employee standpoint. When you work for a large multinational, what is the old model? The old model, you work in different parts of the world, but you have always to go back to the headquarters to get authorization. For us, when you work in all those different parts of the company in India, in China, U.S., or Europe, you are empowered locally to make decisions. It gives you the ability to move very, very fast, but also it's a strong empowerment and accountability. And from a people standpoint, what does it create? It creates a very strong attraction in the different markets where we operate, but a very strong retention because the people, they are empowered. As you know, with the multi-hub setup, since we have distributed all our global positions, people can grow at Schneider Electric without going to the headquarters. You know that our previous Chairman and CEO, Jean-Pascal Tricoire, moved to Hong Kong at that point of time to create that multi-hub setup. I was in Hong Kong for 10 years, and I relocated 18 months ago to Dubai because the Middle East was a new hub for Schneider. You have a couple of my colleagues of the ExCom here. It's interesting because you have many international ops being based in Singapore, Hilary, our CFO, that you know very well, being based in Paris, and Mourad, who is our global supply chain leader based in Hong Kong. So that's a unique setup that we are creating to make sure that we distribute our global capability, but again, we give opportunities to our employees everywhere in the world to deliver one unique value to our customers, to be more agile and strong again, capacity to retain. And of course, what does it mean by being an integrated company? When you work at Schneider, you work for Schneider first, so you can enter in supply chain, you can move to sales, you can move to different parts of the company. And probably, I don't like to speak too much about myself, but I'm the best example probably of that as a French guy who moved to China, to India, to the Middle East doing HR, sales, technology, strategy, and so on and so forth. But that's a real unique value proposition of Schneider on the people side. So when you look at what does it mean in numbers, it means that we are always very conscious to have a very, very balanced footprint when it comes to the number of employees that we have everywhere in the world. And of course, it has to match somewhere the revenues that we have in our company. And of course, the growth cycle, it might change, but what is very important is to stay consistent. Many of you know that, for instance, China growth was a bit flattish in the past cycle. We still have great R&D capabilities in China that we don't want to lose, and we continue to invest. It's important for China, but it supports the rest of the world and so on and so forth. Last but not the least, we continue to engage our employees in this journey by providing opportunities to invest in Schneider through our employee shareholding plan every year; 61% participation, it's quite large, which means that year-on-year, we have been able to increase the ratio, which means our people believe in our story. At the end of the day, it's very important for us. Most of our employees are being impacted by our sustainability performance through short-term but also long-term incentive plan, and we continue to put a very strong focus on diversity, gender diversity, but any kind of diversity at Schneider. And by the way, just to connect with what I told you before, when you have a multi-op setup, it just helps you to attract different nationalities everywhere in the world and to retain them, but it has a very strong impact also on gender diversity and to help all our women leaders to continue to grow at Schneider Electric, and we've seen the benefit, and as a result of that, we are very pleased, of course, to report that our engagement continues to increase, and we have a very strong workforce everywhere in the world, which is quite committed to the company. This is recognized outside. It's great. We always love this recognition. It's not probably what is our obsession, but we like to see it. It's a great recognition that the work we have been doing in the past year on the technology, on the customer side, and everything we do on ESG and people is well appreciated by outside, and it's important, of course, for a company like Schneider. We were starting this meeting by talking about India. I can tell you, I landed in India in 2007. Nobody, 2007, nobody knew what was Schneider Electric. Schneider Electric is one of the most powerful employee brands now in the market, which helps us to attract, of course, the best talent when we hire outside. So those recognitions, of course, are a good reflection of the good job we have been doing, and they help us to develop Schneider Electric for the next stage. So that's what I wanted to share with you. To summarize, a market that we see full opportunity. We are committed to what we told you one year ago in terms of strategy, positioning, ambition, top line, bottom line, and a very strong focus to keep on transforming our company on technology, on customers, ESG, and people to make sure we stay ahead of the game and we can continue to deliver strong results. I will stop here. Thank you very much, and I will hand over back to you, Amit. Well, thank you very much, Olivier. You know, we have the formal Q&A session tomorrow. I'm just looking at the time, maybe, Olivier, if we can just spend a few more minutes over here. I think at least to us in the company, it's pretty clear that even though it's only been a few weeks, I think four weeks, that you have hit the ground running. And I think after this presentation, it's probably pretty much clear to everybody that you're on top of it. But so what I just thought was we'll probably take another five, seven minutes and try to get. I'll ask a couple of questions, which I'm sure are on the minds of the investors as well, and they can obviously follow up tomorrow. But really, you know, I think on the presentation, you've spoken about the fact that the markets are good, the strategy is intact, capital allocation is intact, etc. But specifically in terms of all of your experience in the company, and what is it that, and I think everybody understands it's early days, but what is it that you bring to the role? What is your priority as you've taken on this challenge? Well, thank you very much, Amit, for the question. What is very interesting in this unique cycle is the acceleration of the end market and the acceleration of the growth opportunity. It's very, very different for a company like Schneider to manage a company which is growing at GDP and depending on the year, around plus one, minus, or growing a company 7%-10%. Definitely, my objective, my ambition, and working with the entire management team of Schneider is really to accelerate the execution of our strategy. It requires very, very different agility when you grow by 7%-10% every year versus when we used to grow a couple of percent. Personally, I've learned a lot by working in China, in India, in those economies which are moving fast. It's super important at the top of the company. We are extremely fast at making decisions. Usually, when we are in our position, we don't have to make a lot of decisions, but we have to make those decisions which are full of uncertainty. For me, it's very important that at the top of the company, we guide the company strategically, but we accelerate the execution of our strategy. On the technology, of course, on the way we are hitting the ground, on the way we are prioritizing our resource allocation. That's really, for me, the most important part: growth and acceleration of the strategy to grow faster. T he focus on execution, of course. All right. You mentioned China, India. It's always the comparison that people get. When I've, of course, every time I come back, for me, it's like a bit of a homecoming, including this trip. But I think it's probably the same for you as well because you did spend quite a number of years here. I think your kids grew up here, etc. Give us a sense of your experience back in India. Now let's bring the conversation back to the reason we're here for two days. And one, in terms of just the history of Schneider here, you said that the brand was not very well known. At the same time, we've got a long history of, I don't know, 60+ years in the country. And if I might just add, just your personal experience as well in developing this market. Well, look, it's very interesting because probably for our colleagues who are Indian, who live in India, who grew up in India, they've seen the transformation of the country, but sometimes when you are inside, you don't see it much. For me, what is very interesting, I started to be involved in this country probably 18 years ago, something like that. I've moved with my family 15 years ago, and what I can tell you, every day when I come back to India, I continue to see a difference. What Mr. Kant said today is very different in India already than 10 years ago, so what was very important for us in the history of the company, and we have this chart that tells you everything we've been doing for the past 60 years. We've celebrated our 60 years in India last year, which is a great achievement, and we are all very proud, but I was lucky personally to be involved in 2007 when we decided to accelerate the development of India. The objective at that point of time, as you know, was to create a new platform, a new platform which would be scalable because it's very, very different to be a couple of hundred, I would say even less than EUR 100 million company at that time, and to build a platform that will help you to scale with a brain where you can attract people, where you can attract customers, where you have manufacturing capabilities. What I think has been very interesting in all our development in India, we had this first phase from 2008, which was make India big for Schneider, put it really on the map of Schneider, making sure that every single leader will put strong focus on India, on the commercial side, manufacturing, and R&D. Of course, the past five, 10 years has been the acceleration of that foundation, making this one Schneider in India. Of course, with the acquisition of L&T, what we call the Lauritz Knudsen brand today, has been a fantastic add-on to what Schneider, I think, was doing. Of course, we'll go more in details tomorrow. That gives us the unique opportunity, a unique positioning in the country to capture, of course, the important growth in the next cycle. Last year, for instance, when we said through to 2027, there are a few countries that are going to lead the growth, and you're living in one of them, and you were the architect of the other one, which is here in the Middle East, and India were two of those. But again, maybe if I were to just add a little bit onto that question because, again, the topic of China, we've been so successful in Western markets, etc., over several decades. But back to the point of multi-hub, as you were saying, that it's a lot more local, local for local. And for instance, I understand that India is a specific market. Mr. Kant was talking about the fact that the GDP is developed by only 50% of the population and the other 50%, which is more agricultural-based. So in your experience, in your mind, what is really the recipe for success in a country like India? Because obviously, it's not a cookie cutter that whatever you've done in developed markets can just be replicated. So any just thoughts on that and how Schneider can play a part? No, for sure, Amit. And I think it's a very important question because I think it's part of the unique probably DNA and positioning of Schneider Electric. Some of us come from Europe, some of us come from the U.S., and when you grew up in those countries, you have a certain model in mind on how to develop business. But very quickly, when you move to China, you discover that if you want to be successful in China, you have to be Chinese in China. You need a specific strategy. And at one point of time, when you discover in India, you believe that what you have learned in some new economy will work for India. But the only way to be successful in India is to create really an India for India strategy. Of course, you can do it in countries like China and India because of the scalability, because there are huge markets where we can have a very strong focus. Our recipe for success, as you can see on the slide, is a very, very, very simple one. It's to make sure, and it's back to my presentation, making sure you create a very strong R&D center in India. At the beginning, the R&D center in India was just a subcontractor of what we were doing in France or the U.S. 15, 20 years ago. It's not a subcontractor now. They are in charge of their roadmap. They are developing products in India for the Indian market. And you will see all the series of products that we have, for instance, on Lauritz and Knudsen, which are products which are developed for the local market. Of course, what we do from there is to make sure we can bring those products in other parts of the world very successfully. Number two, from an R&D standpoint, that India is a home of digital. You have so many software engineers in India that help you to amplify everything that I was talking about in technology. That's the first point. Second point, you don't succeed in India if you don't manufacture in India. Mourad will talk about it tomorrow. We have 31 factories, which give us unique capability to be super competitive and to be super fast to deliver our customers. India is a very large market. You will get to know a little bit more tomorrow how we are positioning our brand. but it's one of those unique markets in the world where we position the Schneider Electric brand, the LK brand, the Luminous brand in order, again, to extract most of the opportunity in the market. So the brand coverage is very important. And last but not the least, but I said already several times, this people strategy is very important. And being a French in India, when you enter in that country, there is one thing you realize very quickly. You can be successful in India if you have a very, very strong Indian leadership team. And by the way, no surprise, India is one of the largest populations in the world, very well- educated, speaking English. And we are benefiting from all those talents now everywhere in the rest of Schneider Electric. And last but not the least, you will hear a little bit more from Deepak today. Sustainability means a lot in a country where you have hundreds of millions of people who don't have access to energy, who don't have access to electricity. So the overall mission of Schneider Electric resonates very, very well in this country. And that's why we have specific commitments. But that's why also we have created initiatives in India which are benefiting the rest of the world in Africa, for instance, when it comes to access to energy. So we believe this is a recipe for success. Now, we are very proud to have it. It gives us a lot of ambition for the next cycle. But as Mr. Kant said, India is a developing country. Every five, 10 years, there are new things. So we should not stop here and continue to build the future for sure. Sure. Very clear. I think you used the word ambition. So let that be the last question from my side. What is your ambition for Schneider Electric in India in the coming years? Look, I'm going to look at my colleagues who are in the re first of all because they are the ones to deliver. We should be super ambitious for that country. It's not only delivering this double-digit growth opportunity that we have, but we have always to think about what will be India in five years, 10 years from now. We were in a company 10 years ago where we were selling products where digitization was nowhere. You've heard from Mr. Kant, every single person in this country, every single person has access to a mobile phone. They have access to data and so on and so on. And we see a certain number of things from a technology standpoint that we don't see in other parts of the world. So, what we are doing in India is super important. We should be ambitious not only for what we do in that country, but how we can impact the rest of our solution. And I'm sure you have a good flavor now of what Mr. Kant said, what they are doing to develop the economy, to make sure it's easy to do business with in India. The GST was a tremendous progress. I can tell you, I was living in India when you have those different 38 tax treatments in different states. It has completely changed the way for a large company on how you operate in India. So the government is putting infrastructure. They are making it easier to do business. They are focused on IT, a lot of data center opportunity, a lot of manufacturing. So if you look at everything he has said, it impacts a lot of strategy, but more than impacting, it creates a lot of opportunity for us. And again, that's also a unique place where digital will be very, very different, where we can also definitely innovate in the field of AI to impact all our solutions. So again, a great story. We have created that huge foundation, but the most important is to deliver and, of course, to keep thinking about how this country will look, how it will look like in five years from now and what we can continue to do differently. No, sure. Thanks for that, Olivier. And in fact, as we've just been mentioning, and I'll come to that in a few minutes, just the agenda for tomorrow. There's obviously collectively a lot more for all of us to learn in regards to where our positioning is and what's going to happen. And then, Olivier, you'll be back with us tomorrow for the Q&A session as well. And that's there. But I just want to say thank you to you to agree to come to this event very soon into your tenure. Thank you. And we'll go through that. Okay. So maybe just I know it's coming towards the end of the thing. I just wanted to spend a few minutes really on the agenda for tomorrow. And it's not the detailed agenda, but just to give you a sense of what it is that we would have. We have the first half of the day, which is back here in this room, which is going to be obviously a deep dive on India. We will have some customers, and I'm not going to give you more details on that just yet, but you'll be able to see the breadth of the coverage that we have there. We're going to focus on supply chain. And then, as Olivier was saying, Deepak, who's our Country President, is going to speak about CSR and the role of ESG that India has been playing as well. Of course, very happy that Hilary is here with us, so we will have a session with her. And then after that, we will have a Q&A session, of course, tomorrow. So I think at this point of time, we will close the webcast.