I'd like to welcome everyone to a session that's very close to my heart, which is also so topical that it is the global conversation, whether it's on Euronews, whether it's at the World Economic Forum across the globe, and very, very central to the conversation that we've been having here at the India Economic Summit. We know how important and key it is to drive women's labour participation for ensuring economic growth. The gender parity, wage gap, debate, it's all, pretty much anyone seems to talk about when we talk about women or mention the word women anywhere on the planet, whether it's at Laguna Beach, whether it's in New York, London, Paris, or here in Delhi. India's numbers, interestingly enough, especially of the past decade, seem to have been held up as some sort of an anomaly to global trends. It's that head scratch, I'd say, to say the least. I mean, everyone brings it up saying it's got the lowest female participation in the workforce, not in the world. The WEF numbers are also thrown about a lot in headlines, 139th ranking out of 145. And then you add a little bit more spice to that, and you say, oh my God, the only countries behind it are what? Saudi Arabia, Yemen, Syria. So that really brings you back to the point where someone says, okay, this is a problem, but if you close the gender gap in the workforce by 25%, and this is an ILO report that suggested this, you can increase the GDP by $8 trillion, and if you do it very quickly. All very nice numbers to talk about, and we also talk about societal issues, and all the reasons why we're not able to achieve it, which is not anything new to anybody in this room or anyone in the world. So what do we need to do, truly, to make that growth happen, increase the participation rate, whether it's from government policies, or whether it's businesses and the actual policies they implement internally. So we've got a wonderful panel to talk about this. Manisha Garotra is the CEO of India, of Mollus. Manisha was the former head of UBS in India and worked with the bank across the world, and was also prior to that, heading up Barclays Investment Bank here in India. Al Rajwani is the CEO and managing director of Procter & Gamble here in India, but you've worked in multiple markets for P&G for, I won't say for how long, because that would just be very rude. And I'll just mention some of the countries that he has seen and brings this international perspective. US, China, Canada, Korea, Pakistan, West Asia, the list just goes on. And his understanding of both developed and developing markets is going to be very useful for this conversation. De Paligoyankar needs no introductions, but for our audiences across the world, I will say it. CEO and joint managing director of Wellspun India. She's driving the growth of this textile business to a billion US dollars globally. It is an amazing achievement. De Paligoyankar has also been selected as the member of the Walmart home supplier council along with some other global leaders. Mr. Amitav Khan, also a man who needs no introductions here in India, but for our audiences around the globe, he's the author of Branding India, an incredible story. He's been the key driver of headlines like Make in India, Startup India, Incredible India, God's Own Country campaigns, and currently is the CEO of Niti Ayog, which is the national institution for transforming India. And he was still recently the secretary of the Department of Industrial Policy and Promotions here in the country. So I've had my word. I'm going to put it out there to all of you. And maybe we can start with you, De Paligoyankar. The question, how can companies and the government work to make sure that 48% of this population not just enters the workforce, but stays and grows? Yeah. You know, thank you. When you talk about the government, you talk about the country. I think, first of all, as businesses, what are we doing about it? Can businesses be the agents of change? I think, and that's what we need to talk about and start from there.  So for us at Wellesbury, I'll just talk about one example, which I have is very, very strong. We did a project with one of the biggest retailers in the world, where the girls were, you know, involved in multi-skilling. And there was this girl called Avni, who was chosen out of thousands and thousands of girls who were trained, and she moved from, you know, she went from Anjar to Arkansas and spoke about her experience. And that was just so powerful. I mean, she couldn't even dream of going out of Anjar to Bombay, and that was something that created an aspiration for so many girls in that kind of a vicinity. Apart from that, I just will quote one more small example. So when we talk about textiles, and when we talk about, you know, manufacturing, you just don't talk about a setup. You talk about communities, because it influences the communities around you. So we have these villages whom we work with. We work with the Smart Village Initiative there, but a special mention would be a project that we do is fun, where we are vocationally training these women who have actually long forgotten the kind of art and craft which they were doing. So they're vocationally getting trained.  And if you know about Gujarat, it's basically a cotton grown area, and you know, children are not allowed to go to school. So if that woman is earning her own living, her child is definitely going to school. And that is a very important story, which I like to talk about all the time, because if I talk about, at Well Spun, around, you know, around 20% women are women, 20% workforces women, and we have already trained 1,200 women for this initiative at Spun. It's amazing that she talks about it.  Pranju Singh is a CEO of Adeco, which is an HR solutions company here in India. He's worked globally and is quite appropriate to bring you in at this point, because you worked at McKinsey, Honeywell, you've been an army officer, you've seen a range of issues across the board. When you look at it from having worked in the army, now working in HR solutions, and working with both the Indian and the global view, how do you react to what the party is saying? Does that resound with you, with what you're seeing in the marketplace? Thanks for the introduction. On the lighter side, at least, I'm moving in the right direction. I'm moving from organizations that have a very low on gender diversity to HR solutions. So from the army to HR has been a big transition, almost zero to nearly half. So our industry is well-poised. What we can, of course, do is much more, and of course, as you said, there are, of course, societal challenges that need to be faced, and we will, of course, do a lot about that in a due course of time, but that is the biggest bug fear, if you really ask me. And then would be what the corporations can do, because it's a work environment that we create. The government can only be advised that they can form a policy and let us know that here's what you need to do. A lot of people are not even adhering to those. Very recently, the government came up with a good initiative of extending the maternity leave for women to six months. As a business leader, it really hurts if you look at it from that perspective of business leader, that I'm having an employee, but I'm paying that employee, but I'm getting nothing out of that employee for half a year. But in the bigger scheme of things, I can retain that employee, I can ensure that the person stays with me, and of course, there's continuity, the cost of changing employees that gets eliminated. So one's got to look at a holistic picture and at the end of the day, this is such an intractable problem, largely because every country that you go to, and in our country, every state, the specific district also you go to, the dimensions will change. So they've probably got a fantastic example coming in from Anjar. If you go five districts away, it could be a very different story and that's how diverse our country is. So it's very specific solutions that we need to go very micro level. Like I said, the government can be overarching the corporations and the employers. The multinationals might be a little bit more developed on that. From my experience, I see that they are harking towards increasing the participation, ensuring what else can we do to ensure that women stay on in the workforce. But as you go down the sectors, down the tier two, three cities, from MNCs to small and medium establishments, there's attitude changes. So it's inside each one of us that we really need to change. So if you look at it from our industry, there would be certain companies that you know are more favorable towards this, some others aren't. And it is not, you can't really blame the company. I moved to HR from industrial sector. Industrial sector is massively underrepresented and it is not for want of trying. Frankly, I was leading a business, India's leading infrastructure automation company and I tried my best to increase the participation. It just won't happen. Some women would show up and say, oh, I thought it was an IT job. You wanted to go to construction sites, can't do, fair enough. So there are certain challenges that we do have but and there are certain sectors that are mired in it. But there are certain that can get out of it. And then of course, if you have a leadership like what probably the public is providing and maybe the other senior ladies would provide, it can be done. Al, have you found that? When you look at it, PNG's approach to situations here in India, is it very different to the diversity inclusion packages that you've put in place around the world? You've won awards for it globally. Is there a difference? I think what's similar is the core principles are the same. So proctor and gamble, diversity and inclusion is a core principle. Why? It's the right thing to do and it's good for business. And if you have any doubt about that, you can't succeed. So it is the right thing to do. All of us agree, it's good for the country. GDP goes up, right? It's good for societies. It's good for families, income increases. But it's good for business. And not just because some productivity number increases is because a diverse team delivers better results. The data is out there. US companies that have women on the board perform better. Now it starts with the commitments. So let me just talk a few examples, right? You want me to do a global thing. It's a little credibility first, right? So we have 40,000 women. 43% of our management globally are women. One third of our senior management are women. By the way, this is a big change was when I started with the company 36 years ago. When you looked at the annual report 36 years ago, it was all men wearing blue or gray suits and red ties. Today is like a United Nations and one third of them are women. One third of our board are women, okay? In India, 50% of the workforce is women. 30% overall is women. 40% of my leadership team is women, right? Now let me tell you three examples of where, if you're committed, you can make things happen, right? So 2003, I moved to Saudi Arabia. That time, there was no women working at Proctor & Gamble in Saudi Arabia. After a lot of work, we got Linesers number one to hire females in Saudi Arabia. This is one of my proudest accomplishments. Every time we were management wizard, I showed them these Linesers. It's in Arabic, but it says number one, right? Today, 15% of our workforce in Saudi Arabia are women, right? When I worked in Korea in 2000 to 2003, it was a very male dominated culture. I worked with two young ladies who were product managers at the time, Eske Lee and Joo Young Kim. The last two managing directors in Korea have both been women, and these two women. Joo Young Kim is the current managing director of Korea, right? One coming closer to home. We built our plant in Hyderabad four, five years ago. We decided that 30% of the workforce would be women. At the time, there was a low in Hyderabad that women could not work the night shifts. We worked with the government to change it. We started with 30%, and we've now increased on it, right? So when corporates are committed, governments are supportive, and I can tell you today, with the likes of Amitabh Khan, and I'm not just saying it because he's here. Are you sure? I'm sure. And with the right Gujaratis in power, because I'm a Gujarati, right? With Prime Minister Modi. With the commitment you have, corporates feel like you have a partner, you can partner with, to make a step change in this area. Which is very different. Very different. So I think it's all about intention on both sides. And once the intention is there, the commitment is there, you'll find a way. Amitabh, this is the question that then comes up. Is this a checkbox mentality for the government that we have these statistics? It's not great for international reputations when you are considered an anomaly to global trends for women's participation in the workplace. And do government policies then have to drive it? Or are you the foundation, the support? And how do you support corporates? Not just with programs in the villages, but across the board. How do you view the way this particular administration is handling the participation of women, especially what's happening in the last 10 years? Firstly, women contribute just 24% of India's GDP. The worldwide average is close to about 48%. So India needs a very conscious policy of gender parity. If you look at this government, it's focused very heavily on a program called Beti Bachao, Beti Padao. Save the girl child and educate her. You know, the challenge is a huge challenge. It's a challenge of education. It's a challenge of infant mortality. It's a challenge of maternal mortality. It's a challenge of nutrition. These are vast challenges. And the challenges, you know, because India is a very large country. You must understand the dimension of it. It's bigger than 24 countries of Europe. So the southern part of India does well, the western part of India does well, the eastern part of India does very badly. So you need to dramatically change the picture in seven states of India and about a hundred districts of India. And I think there's a huge emphasis being laid on this in terms of education, in terms of nutrition. And I think this will make a huge, huge dent, simply because there's a real conscious attempt at focusing on the girls. I mean, in terms of providing them cycles to go to schools, et cetera. But in the last few years, I've seen an overwhelming change. I mean, every single opportunity that girls have been opened up to, they've outperformed boys. Every single competitive exam that has been opened up, whether it was medicine, whether it is... But the numbers are still dropping. But the numbers of participation are still dropping. In some areas, it's a historical issue. It'll take time. I mean, don't expect quick results. But over the next five to six years, you'll see, I mean, look at my college. When I went to college, it was an all-mails bastion. Last year, when I went to the same college on merit, 92% in that economics honors of St. Stephen's College, 92% of the students were all girls on merit. And the principal said that if you want the college to remain co-ed, you have to give 10% extra marks to boys. So I was quite surprised, became a controversy. But when I went to Christ College in Bangalore, I saw only girls all over, everywhere. So I asked the vice chancellor there, the only girls here, he said, no, it's a co-educational college. Despite the fact, and there were hardly any boys. He says, we give 15% extra marks to boys, despite that they don't get in because the girls are just outperforming boys. I mean, look at the startup movement in India. I mean, there's one young girl, Pranju Bhandari. Look at, she started an app called Hello English. She's taught nine million Indians, nine million Indians through an app called Hello English, how to speak English in one year. Not a single school, not a single college has been able to do it in India. Look at a person like Meena Ganesh. She runs Portia, which puts old people, people suffering from different ailments in touch with doctors, et cetera. She's supported almost 25,000 patients, provided jobs to about 15,000 people. I mean, amazing amount of work is happening in the field. But this seems, Meena, to be a situation where there's another anomaly in India that you've just brought up, that in the financial services, in the STEM industries, where in Europe we struggle to get women into the financial services, it's a constant complaint. We have programs upon programs in the UK or across Europe where we try and get women into STEM. Here it's the opposite. So education is that the key because there's also a counter argument saying if a family is making more money, the woman doesn't have to go to work. I mean, where do you see it as in your industry and when you look at technology as well? Sure, I think education, of course, is a key part, there's no question about it. But I think also 25 years ago, when I set up, it was the opportunity. If you look at the domestic institutions, such as ICIC, et cetera, the client base became more women-centric and hence it was good economics, as was mentioned earlier, by all to have women in the business. Global firms came into this business and brought global practices of maternity leaves, paternity leaves, work out of home, et cetera, which was very unique to financial services. I don't think manufacturing ever could have thought of such things, you know, five-day, week, manufacturing thought six days and if you could pull out the Sunday, it'll be great too. So I think all of that really helped the women. Having said that, I mean, financial services has its own struggle. Other than the top 15, 20 women you see, we still struggle to retain women. We get a lot of women gender-neutral in hiring, so you're a start-off, it's great. But I think, you know, to Amitabh's point, it's the patriarchal feudal mindset. Just as soon as your incomes get to a comfortable level, the women just drops out. The mindset is the woman is the home-taker, right? So I think as a result of that, we still struggle in financial services and that's really the challenge on how do you make work out of home, five-day, week, Adi Goderij is in the audience and Adi was saying to me the other day that, you know, they re-skill women in villages, right, Adi, and basically run hair salons out of home. So a lot of that needs to be done and that culture and mindset needs to change in India because we are very much like, you must come to work six-day a week. I think government was one of the few early ones to have five-day a week. And I think in the IS community and state-owned banks, you see a lot more women than you see in the private sector. So a lot of mindset needs to change and also in financial services and that's why you need the whole, to your point, you need that public and private partnership. You know, it's the situation is so bad that you need to change mindsets at home. You need to create so much ownership for a woman's job, pride in a woman's job. We, for example, celebrate women's success by taking their families out, celebrating their success with the mother-in-law, father-in-law, mom, and you know, that builds pride. So I think a lot more needs to be done with just the tipping point, but I agree with Amitabh. The girls are way smarter than the guys in all our organizations. They'll have men for breakfast. I'm not gonna argue with that in any which way. I'd like to open this up to the audience and I'd like to hear your thoughts, your questions for our panel. Do introduce yourself and also who you're addressing your question to and make it quite short because I'd like to squeeze as much as I can out of the session. Anybody? Oh, that's a question right there. Hi, okay, I'm gonna stand up. I'm Sanviana, I'm from the Adeco group with Priyanshu and I just wanted to direct a question to the two female leaders here. It's really lovely to see that a lot of women are taking leadership roles, but something that I've noticed and I think we need to focus on is we don't have role models in middle management and senior management. It's great to look in the newspapers and TVs and find people at the CEO level even though the percentage of that is really less. How do we encourage women to take those roles, those management roles, which would get them to that CEO level and not drop out after they've gotten to that income level and they're satisfied because if I want to look at the top people in my organizations, they're still mostly men and they're not enough country managers in a global perspective for a woman. You probably want to take that. You know, that's a very interesting question and when you even talk about middle management, I think for us in manufacturing, it also starts from the grass root level. I mean, for me, I'll start off and I'll take this question from the grass root and then take it to the middle management. First of all, I mean, I have girls coming in from all over the country to work at Wells Fun in Gujarat. We have a girls hostel. And we have around 500 girls. So we give them free lunch and dinner, but it's a subsidized breakfast. There were girls who were saving that 10 rupees so they could save that and send that home. And it was something that just touched me because when I go and just talk to them, it was something which I felt that, so the thing that I would take on from here is that how can organizations like us look at and understand the needs, what are needed. So we basically looked at not only taking away that subsidy, but also educating them online, giving them opportunities to graduate and take on leadership positions, giving on positions where we can, you know, when I talk about Wells Fun, I will take an example at Wells Fun, not about when you talk about middle management, do we have people who could mentor them and guide them? Do we have policies which could have, and then we talked about the maternity policy of those six months, can we have that kind of an opportunity for them that yes, you can work from home, we will embrace you back into workplace. I think that's what needs to be done, otherwise they'll be completely discouraged. And as I said earlier, I mean, there are these various programs where, if we can have them have an opportunity to multi-skill and hence also have opportunity where they can be mentored by the seniors that could really help them, I mean, that's what I would leave it. I'm with up the question then as when you look at government policies, how could that be complementary? Because maternity leave, paternity leave, it's a big issue even in the European Union, I mean, we have a tough time getting this through 27 countries, I'm being politically correct about this now thanks to Brexit. But how do you as a government then support that company from making all the choices it has to because it does affect top and bottom line? So government itself, government has to be the key catalyst according to me and the government itself and the government as an organization which makes a vast difference has pursued a very, very broad-minded policy of maternity leave and hopefully every single corporate will pursue that and I see great signs of this. I mean, I was recently, I'd visited the JCB plant which is a hard-core manufacturing plant. I mean it manufactures all the construction material. I went to their tool room and all the tool room mechanics were all girls from local villages, all girls. And they said they were the finest tool room mechanics better than the boys there.  But that's again corporates putting the rules in place. I'm just asking about government policy. On the government side, I think what the government has done is to really focus on key things. With the dropout levels of girls at a young age is very high. Key thing is make education a very exciting venture for young girls. Ensure that they keep coming back to the education. And I think there's a whole focus on several states of India. I mean, states which have done well have, I mean, look at a state like Kerala which in terms of physical quality of life index has been the number one state in India. It's simply because every single woman is 100% educated, every single woman works. And therefore that's the lesson for each one of the other states of India. And I think the key focus has to be, to my mind, the lesson, the focus for India has to be nutrition because there's an inter-generation cycle of lack of nutrition. The focus has to be on infant mortality and maternal mortality. And the focus has to be to ensure that the girls go through education and get into. That is really the crux of it all. If you've cracked that, and that's where the government plays a role. If you've cracked that, then the rest of it follows. Al, you had something to say. Yeah, I wanna build on the government part. So we are in the feminine care business. And what happens is a lot of girls drop out when they hit menstruation, right? And we educate four and a half million girls yearly on menstrual health. And what I've seen recently with the government's girl-child policy, a lot of chief ministers are becoming interested in how do we extend this to government schools, right? So what do we need? We go in and we take one teacher for school and make her the expert on menstrual health. Then we go in with our programs, showing the girls how to use the pads because their mothers did not, right? Also we found it's very important to have toilets, girl toilets in the schools. And that's why the government's initiative on toilets is right on. Because if you have the right pad, but if you don't have a toilet, the girls will not go to school. And if they start missing a week of school, pretty soon they fall behind, then they drop out, right? This is where I think a good example of partnering between government and corporates, right? Now one thing I would add also, I think it's great to have female role models. I think it's great to create networks for support. We've tried mentoring at a regional and global level where our female leaders, okay? But this doesn't take away the responsibility of the male managers. As a managing director of Procter & Gamble, I have to do succession planning for my lead team. I get to choose who those people are, including my own replacement. And it is my job, my responsibility, to make sure that women are well represented there. So do we need men heroes at the workplace, your frontline managers, your male board members, your immediate supervisor? Is that what we're targeting? The hero dad, the hero manager? Is that the cultural mindset that we need to take? That he takes it in the workplace and then takes it home? I don't know if it's agricultural mindset, but it is, without it, it will not work, right?  Because again, getting the women in is half the job. Retaining them is very important, right? So how are you gonna create the support system? How do you tell men how they're gonna behave?  Because this is what women are worried about, right? Security, harassment, right? This is our job as leaders, right? And then once you get the virtual cycle going, the women create the networks and the support and we can tap into the regional, global, I think we can go into other companies for mentorship, right? But that doesn't take away my responsibility, right? Because this is absolutely critical. If I believe it's the right thing to do and right for business, just like any business strategy, I'm committed to it, I will execute with excellence, right? I think it starts with this, my three. Without this, I think you will not make progress. Manish, have you found that as a woman CEO that you have to empower the men in your organization to be the heroes for the women who are under them? Because we are missing that middle of women leaders in middle management. So do you have to go out and give them that empowerment message to say you have to be the hero for people under you? Completely, I mean, there is no question that you have to have the men in the organization take ownership for the success of the women. You drill down onto the men that this is good economics, this is good for the organization. Diversity is good at the board level, at the management level. Our clients, for example, P&G may be a client, it's somebody who caters a lot to women. I can't just send a male team. I mean, I don't think very highly of me. I've just sent a male team to pitch my business to him. So you know, drill down into the men, make them the heroes, make them retain the women, don't form boys club at lunch tables, et cetera. You know, the minute the girl walks in, stop talking. And you know, it's just, you just make, integrate the woman and make her feel part of the team. I think it's one of the key things that all women say to me when they quit that they feel that there's a big boys club even in investment banks. And I think that's really very important to drill down into the men who at home are told they are the best thing in the world. And you know, the woman is not nowhere close. When they come to work, they have to shed that mindset. And one of the other things I just wanted to comment on was, you know, I mean, I've said, government really has to do a lot more. And one of the key areas I believe they have to do a lot more is in the security, et cetera, social security. You know, a lot of girls and women, young women quit because they just don't feel safe going home in the night. And it doesn't matter that your organization provide cars and buses, et cetera. They just, I think even what's happening in the country, that's a big cause because you know, investment banks tend to work 20-hour days. During crunch times, we work midnight, 4 a.m. And you cannot let the girls in the organization go earlier because that's exactly where the whole, you know, the whole purpose fails. So I think that's somewhere where we really need more help from the government just in terms of, and a lot of it is mindset change, but you know, a lot more, a stronger system to the security is important. Amitabh, that's an issue, isn't it, infrastructure? No, no, I think one of the key things the government is doing is ensure that every single benefit of the government, whether it's houses, affordable housing, whether it's direct benefit transfer, whether it's scholarship, everything goes in the name, in the account of the mother. That's a very big catalytic change. I entirely agree with Manisha that safety and security is a key issue. And it's very incumbent upon municipal government, governments, and the state governments to ensure that it is 100% safety and security award. One bad incident, it has a huge demonstration impact and therefore it's very, very important that this is done.  I mean, look at the number of self-help groups we've constituted, the number of women in rural areas who today got jobs because of the self-help groups and they've really been the catalyst of creating great economic activity, 30 million self-help groups in this country. I mean, it's a unique case study of how women have lifted households above the poverty line. I mean, the Western world doesn't talk about it. The Western world doesn't know about it, but women in states after states, Kerala, Karnataka, Andhra Pradesh are responsible for lifting households above poverty line simply because they formed cohesive self-help groups and created an economic activity. You know, for many years, I worked in the traditional fisheries sector of Kerala. That sector was totally transformed by fisher women who took fish from the beach level, took it to the colonies that sold them, but we created, as government, we created fisher women buses. And they ensured that the fishermen, they knocked out 17, 18 levels of middlemen. They ensured that the returns to fishermen goes up from 10, 15% to about 85, 90%. This is all the role of traditional fisher women. Therefore, self-help groups, traditional fisher women across the country, have made a radical difference to the lives of women. And these are un-talked-of stories. Is that something we can take away that the West is missing a critical element of learning that we can get from things that are happening in India where the sad story is heard, but we don't hear of the small successes that could be the life lessons? I would say there are these small successes that are there which could really be big stories for the Western world because I think when we work in India, it is from the bottom of the pyramid. I mean, today, when you're talking about even sexual harassment or social security, I mean, I'm just going to take that time to just say that. But have we also done and taken time to have our blue-collar workers also have training? We have training and skill development. Have we thought about even training them about respect for the women? Or are they working with their other colleague? Have you done that? I think that's very, very important that we take that forward. Secondly, I think as companies, I mean, I would say at Wells Fund, we just, as you're talking about Kerala and Andhra Pradesh and self-help groups, we just set up an exclusive Katansu unit, and it just started a week back, run by women exclusively. The security guard is a woman, the driver is a woman. So I think if you give them that empowerment and a feeling, I think even when you talk about social security, I think let them take care of themselves. I think that is very, very important. I think we had a question from the back. If we can get a mic to the back, please. Hi, my name is Udkarsh. I'm a global shaper from the New Delhi hub. I'm curious to learn how the platform economy or the gig economy will further empower or disempower women. Because they're self-defined hours and the future of jobs might mean that people can define what jobs they want to take. They can be micro-entrepreneurs. I'm curious to see what that will lead to. And the second part, if there's time, I'd love to hear ideas of ways to overcome unconscious bias which actually exists in many circles that don't know that there are. Prayanshu, do you want to take the first part? How does the gig economy change the situation? All right, so in my view, we've talked a lot about how there have been differences or gaps in the opportunities that a boy or a girl had, basis their socioeconomic divide or where they came from, what education they got, and then Mr. Khan also talked about the infant mortality and female mortality, et cetera, in terms of birth. What the gig economy will try to do is eliminate a lot of those gaps. Because as we've talked, if you look at the educational systems, et cetera, the girls are kind of outperforming the boys since I was in school. I've been seeing that happen. But after you go a little bit, then the flexibility or the inflexibility the workforce starts hitting, then the new economy gives you a lot of flexibility to work the way you want. So we'll eliminate a lot of those traditional obstacles or bottlenecks that the women experience, and I would think that should be a good one. In fact, Mr. Khan's examples of what women are doing in terms of empowering others are pretty cool on that front. The only gap that we have is a lot of these stories that we have from India. When they go westwards, they are more feel-good stories than learning a lesson stories. Because the problems that we have here, as Mr. Khan very correctly brought up, are just so basic that when a European mind starts solving for them, they don't even understand that the government of India or the people here have to start at the very foundations where Europe was probably a hundred years back, or maybe never, you never know. So we need to have some great stories which are lessons learned that we can actually export from here. And that's where I think the gig economy or the new age ideas could really come take us up to par with the more developed world. You know, I spoke about self-help groups and fisher women, but I don't know how many of us are even aware that the best electric motor vehicles in India, the best electric bikes in India made by a women entrepreneur in Coimbatore, that's Ampere, it's a women entrepreneur who makes the best electric bikes in India. You know, when the tsunami flood hit Tamil Nadu, you know, the government failed to locate people who were distressed and to provide food packets. It was a women entrepreneur who runs a social innovation called social cops who assisted the government of Tamil Nadu in reaching out to these people. And the first unicorn right now, an e-commerce social shop clues is led by a woman here. So I mean, look at the great success story of Google, of internet sathis. It's all a story of women in the field level.  And it's all about internet sathis and rural areas. I want to take a second question, which is how do you address societal biases, right? I think one good way, you know, it's all about fear of the unknown. You know, when I came to India two years ago, I had a very big bias about how the place was gonna be. And when I came here, I felt much more comfortable. You know, first of all, I felt like a majority the first time in my life, which was very good, right? But I think also, as business people, as government, we can take on some biases, right? So there is a bias around when a girl menstruates, she's unclean, and she shouldn't go in the kitchen. So we came with a movement called Touch the Pickle, which was by a whisper brand. And it started a discussion about menstruation is a completely normal bodily function. Without it, none of us would be alive, all right? Then for our laundry brands, we came with Share the Lord.  They have to do Share the Lord, right? We have something called It Takes Two for a Pemper's brand, which is like, as you're raising a child, right? And both of you are working, I better change my share of diapers, right? Okay? And we've got something called Being Girl, which is a whisper brand again. You know, they really went alive at the Olympics, which is letting girls really express themselves as girls, participating in sports, and we have such good role models in India, right? With the Ritual Olympics, right? So this is, I think, another way of confronting those biases in a way that starts a conversation, and with social media today, the discussion happens. Now, who are we talking to? We're talking to the parents. We're talking to society who holds this bias, right? These young girls and young guys, they are okay, they are moved on, right? But we're trying to address it at the roots, right? And I hope that we can make a difference in a small way with these kind of conversations happening, right? And the government, of course, is supporting us. When Prime Minister Modi declares, you know, that girl child is an important priority for the government, it's sending a message, right? So again, it's, I think, a joint responsibility to confront those biases. But we have to be patient. These things take time, right? And we have to stay with it. It's gonna take a while to get there. The infrastructure, all these policies will always take time. We've got another question here. Can you get a mic? Yeah, hello, everyone. I'm Rekha, a global shaper, and I also work in Patna, Bihar, in the rural areas with Wynn and Wynn Farmer and the youth. So my question comes from that area. As everybody said, and yes, there is a lot of improvement in education system, and girls are outperforming everywhere. So we are seeing a lot of enrollments and with the kind of schemes which is happening for girls, a lot of girls are coming forward. And with those schemes, we are giving them wings and aspirations at rural level, at village level and district level. Yeah, I'll just come into that. But after 12th, or at max, after graduation, very few girls are, you know, fortunate enough to go to graduate schools for graduation in rural areas. So even if they are able to complete, they do not get opportunity to get associated in the workforce of the India. The reason being, we really, really do not have too much of job opportunities at district level or panchayat level, and girls usually do not get opportunity to migrate to other spaces, be it cities or even to other districts. Usually, there is a very small chunk. So how our policies is planning to tackle this problem to give this job opportunities at the district level or at the rural level? Because everybody cannot come to city. So how we are trying to do that? Okay, let me rephrase that question to kind of ensure that we get viewpoints from all sides. I mean, from a government perspective, that's quite important because these women can't move. From a corporate perspective, especially, say for example, banks, tier one, tier two, tier three cities in India, and you're, you know, professionally in manufacturing, how do you make this happen? If I can start with you, and then I wanna get Pranj's ideas of how can you get everyone on the same page? So I was just analyzing the data for the Mudra loans, which is a self-employment scheme of the government of India. And across the three schemes of Mudra, I was quite amazed to find that 74% of the loans of Mudra have actually flowed to women entrepreneurs.  You know, so women entrepreneurs all over India, and it's not about just Eastern part of India, it's all over India, are becoming great self-entrepreneurs. Is that a government position, Amitabh, that this is now in the rural and the district areas, it now comes down to creating jobs by doing it yourself, by being an entrepreneur in India in these levels? So there are several schemes of government of India. One is, of course, the Mudra loans. All state governments assist and support through the self-help groups, which is a very, very huge movement across states in India. I think, thirdly, I think the entire emphasis is that it's not just about schooling till the school level. That's the point which was being made. That in the skilling programs of the government of India, where we've laid down skill qualifications, women become a very integral part of the skilling movement in India, so that they become adequately skilled for a vast number of jobs, to be able to get good quality jobs in India. And it's not a problem of unemployment, it's a problem of low-paid jobs, and how do we skillate and enable them to get higher-paid jobs? I went to this Centurion Skill Institute in Bhuvaneshwar, and I was really amazed. You know, Cafe Coffee Day, Centurion Institute was training about over 150 girls. So I asked them, what happens to them? And they were all being trained on coffee machines, serving all soft skills, and it says all of them are hired by Cafe Coffee Day. So what I'm finding is that skilling, their linkage to institutions and to companies is getting very well dovetailed, as would be happening with Procter & Gamble, as would be happening in many other things. But you know when this big disruption happened in India of demonetization, we were pushing for digital payment. One of the great things in India is that everybody has a biometric, unlike the Western world, 99.9% has biometric in India. Wherever we succeeded in digital payment, look at Krishna and Godavari district of Andhra, or you look at Jharkhand with the tribal women, the acceptability of digital technology was much quicker, much faster in women, rather than men. And it succeeded in Krishna and Godavari district where women went to buy ration, but also doing cash in, cash out with the local ration card dealer who was also the banking correspondent, is much quicker. Women's ability to accept technology is much quicker, much faster than women. The question then comes up in manufacturing then. How do you, what kind of gains did you see as a company and how do you translate it and trickle it down to the rural and the district regions and create the jobs? Because there seems to be a demand supply mismatch then. You know, there, I think for us, we have done skill deployment.  And I think that's where it starts from. And also online training, if you have the, you know, we have this online IGNU. IGNU is a kind of a scheme which is there which actually enables you to graduate and you don't need to go to school for that. I think that becomes a very important aspect. And I think for me, I think for us as an organization, skilling has been very, very important at all levels, which actually we took it on, not only at the grassroot level, but also the middle level. Did you actually see an impact on your bottom line when you put these processes in place? It did, because I'll tell you why. Because when we talk about textiles, there's a lot of attrition that happens. If you start skilling people, I mean, for example, weaving. Weaving, if you don't have the right skill, your efficiencies drop. And if that drops, it impacts the bottom line. Cut in soup, again. So I think if you train them well and you give them the infrastructure that is required in the terms of, you know, their children, their education, their nourishment, I think that really has a lot of impact to the bottom line. Anisha, I know we only have a few minutes left. So give me an idea of what you think needs to be done ASAP, not just at the grass roots level, but at the very height of high tech, high education services to get women in India back into the workplace and not be the anomaly that, you know, all of the headlines in the Western world like to shout about. So I think, you know, if you look at financial services, tech industries, et cetera, again, financial services probably, as I said, at the top end, there are good numbers, but at the mid-level, e-commerce technology, the numbers are really shabby. And I think one is the points that the government has to do, and Amitabh sort of articulated that very well. I think the patriarchal mindset is where we are really struggling. And that too, I think is somewhere where government needs to, you know, Beti Bachao is a great way, et cetera. A lot more of those programs need to do because really, I think where we are struggling today is in the mindsets at home, which is that, you know, the woman is just an income enhancer, the job is just good to get your good spouse, and you know, once you get the spouse, and that's it, move on. You need more people like Dipali to come and run businesses and become role models. It was to the point of, how do you appeal to the unconscious mind? I can't tell you the number of people who come and tell me that, you know, it's so good to see you working if my daughter can become like you. It'll be great. And of course, my daughter rolls eyeballs at that, but the fact is that you need to build more ownership in the success of a woman at every level, whether it's rural India or urban India. And I think as the mindsets change, you know, you'll see more success. Five-year plan, or let's say, three-year plan or a two-year plan of what can be achieved when it comes to the points that everyone's brought up about infrastructure, provide the security. Can anything be done in the near term and what can be done in the medium to long term that can be held up as an example for the West by the government? Number one, focus very, very strongly on nutrition. That's the biggest cause of this all. You can't afford, you know, you've created an intergeneration cycle of deprivation. You need to focus on nutrition. That's the key. Number two, focus on drop-out girls out of school. Ensure, and this requires a lot of hand-holding. This is the key role of both the government and the private sector to ensure that we are able to ensure that girls, students, complete their schooling. Number three, skill them. And number four, for the mothers, stop pampering voyage kids. The mothers are spoiling India by pampering boys. Don't tell my husband that. But Pranj, from your perspective, immediate needs that can address this gap and what needs to be done in the medium term to long term? What can be done immediately to address this gap is the toughest and also the easiest. The change is to start with each one of us. The government can provide this much. The corporations can do this much. We are a very diverse country with its peculiar set of challenges. We may not be able to go everywhere to maybe invest into factories so we can provide employment. We ensure that there are women leaders like Dipali who ensure that there should be enough. That's gonna happen in the middle to long to an extra long time. In the shortest period of time, if we can just flick the switch in our minds and become a little bit more rational, a little bit more logical, and understand that, look, it really makes sense to ensure that the kids, whether they're boys or girls, are exactly the same. And that's a massive radical shift that we need happening in our society. If that happens, you know, make a percentage point movement on that and alongside the basics of nutrition, we are pretty much on our way. The biggest gap currently lies in our minds alone. Our lessons that BNG or the rest of the world can learn from things and actions that are being done here in India, does something strike you that a harm moment, that this is a lesson we can take. It's not always West to East. I think, look, there are many, many things today going from India to the Western world, right? A lot of innovation is coming here. I talked to you about a few of the campaigns we've run here, right? And these are winning awards in Cannes, right? And they get replicated globally, right? So I think we can be an example, okay? I would say today that there's no place better to be than in India. Macroeconomically, demographically, with the policies the governments are coming in. If we can get this piece right, and really empower women and get them into the workforce, it's gonna take a good thing and make it great, right? And this will be lasting. And it'll be a societal change that we can all look back at and feel very proud about, right? So there will be, I think, you're right. We have to start with ourselves. And if we can do it right, I think it's gonna be wonderful. Debellie, what would you like to see as a final word for this panel? What would you like to see this government do in terms of policies, parental leave, maternity leave, infrastructure? And what do you think your company, for example, or companies that you associate with can teach Europe or the US? You know what? I think government has now set a platform for us. And I would not say that they haven't done enough, I mean, with the new policies they've taken on. And I think with Mudra, and you have Stand Up India, Start Up India, I think these are the initiatives. I think they'll take time to evolve. And I think those are the examples, actually, we can take to Europe, definitely. But from the perspective as an organization, as a corporate, I think, again, I would just say that we are the people who will have to be responsible for this change. We are the people who can really make that impact because of the kind of employment that we generate. So from skill development that we can take on, gender diversity, social inclusion, I think these are the initiatives that I would say that from our end, we should be taking forward. Government is setting up a platform, and I think we have to work as partners clearly to take it forward. Partnership seems to be the key no matter where I go in the world and talk about women, whether they're most powerful or the ones that want to be empowered. My thanks to this panel. I'm unfortunately unable to take any more questions because we have to wrap it up. But it sounds almost like this is a path that everyone in the world is taking, especially for half the population of the planet. And I am so glad we were able to have this conversation. There are lessons to be learned here. And I think the top and the bottom line of, not just the country, but banks, manufacturing, consumer goods, I think it all depends on HR policies and HR solutions. So thank you all very much for joining me. A big round of applause, I think, to this wonderful panel. Thank you.


So from Carl Benz patented in the first three-wheeled motor car in 1886 to the era of smart cars, the automotive industry has come a long way. So you either love it or love it, everybody has an opinion about it. So today we have our eminent panelist here to discuss smart cars in smart cities. So I'd like to start with Mr. Balaji. This has recently partnered with Google and NVIDIA to take smart cars to the next level. Could you just tell us more about it and the other innovations that you're bringing in? The mics are on, you can start. Thank you. Yeah, first of all, good afternoon everyone and happy to be here. And so you talked about Google and NVIDIA collaboration. I don't know how many of you watched recently, we actually showcased a lot of things that we do as a part of a Mercedes-Benz operating system where we announced the cooperation with Google as well, where we intend to work with Google especially for one of their products or new products that they are developing for Mercedes called Google Places. This is something what we announced in Sunnyvale in the Silicon Valley recently. So there are a couple of areas where we are partnering with Google and NVIDIA. Of course, a lot on the autonomous driving, the level four and then the level three autonomous driving there. So this is something what we are very closely working with NVIDIA. And there already today, there are several cars that are getting tested in the Silicon Valley together with NVIDIA partnership. And with Google, we want to take our whole MBUX. We call our infotainment system as the Mercedes-Benz user experience, the whole MBUX. We are trying to take it to the next level. And of course, there are a variety of partners that we work with. And of course, Google is one of them. We recently partnered with even Dolby Atmos with Universal Studios and an online streaming with sync. And of course, with Google on the Google Places as a partner. Because we want to own the customer experience, but we also want to partner with a lot of companies where we could offer that kind of a luxury experience. What Mercedes is known for. And I would say these are, this is how we intend to work with Google and NVIDIA. Any other innovations that you're bringing in? Innovations, yeah, there are plenty. And of course, as Mercedes, as you can say, a creator of the automobile in the world, but also we want to be the first in terms of innovation in a variety of areas. Whether it be in the autonomous driving, for example, the world's first level 3 certified autonomous driving. It's actually running in Germany right now. And this is the first officially a level 3 system that we have in the world. And the second thing is also the same thing is getting introduced in the US. For example, this is one what I could talk about. And of course, there are a variety of things since we are out. The theme is today are smart cars and a lot of connected vehicle. There are plenty that are happening in the connected car space as well. For example, we provide a lot of data that are APIs that are available since several years. And we have actually partnered also with many other sometimes even other OEMs to see how we can bring a little bit more smart city and the whole ecosystem. There are projects like in London where we have partnered with even the traffic and the urban transport planners where we have tried to make the city safer, for example. So there are plenty of examples. So moving on to Nissan, as part of your intelligent mobility, you have developed the Nissan Connect. So how you are augmenting the space connected car space? Hi Shobna, so first of all, thank you for having me here. Yes, when it comes to connected cars, I would say it's always a combination of various technologies. We talk about smart cities, in terms of smart cities, we talk about electrification, autonomous driving, shared services and connectivity. So we had a lot of pilot projects currently. What we just completed was a pilot project in the UK. So we worked together with other brands backed by Nissan and the UK government called Soft City Project in the UK. We actually deployed a Nissan Leaf with additional sensors in a particular environment to really test and learn with the vehicle in terms of connectivity. Connectivity but also in terms of autonomous driving as well at the same time. So we drove the Leaf for approximately 1,600 miles, testing miles and really get a lot of insights in terms of driving behavior with the use of connected data and the ecosystem around. This is really interesting because the environment really fed a lot of data in terms of the overall traffic, the infrastructure to the car. And this helps us to be more preventive in terms of the way we manual with the car in autonomous smart city environment. Various systems we have currently deployed currently across the world in Japan as well. There's a similar operation going on in terms of connected cars and also autonomous driving as well. Adding to it, you spoke about data, right? So how are you maintaining data security when it comes to connected cars? In terms of data security, of course, that's of course number one question in the future because data is more important than ever, as one can imagine. Of course, we are working with internal engineers in the back end systems, of course, to make sure data is 100% protected. Hence, a lot of testing and attention goes into it across markets because we really want to make sure that data is fully protected. There are different consumer rights laws across the markets but data is, of course, utmost priority for us. Sir, my next question is for you. So in this entire move towards the automotive industry moving from hardware to software, it's all about software here. So how is TCS helping in the industry in the shift from the hardware to software? If you take a step back and look at the driver for this shift as you articulated in terms of move from hardware to software, the need for mobility is getting separated from the need for ownership. Earlier probably we used to see both of them with the same lens but today the new generation of people, it's not just about new generation of cars and technology but it is also the new generation of people, who probably have a set of priorities which not always would be aligned with owning every single piece of vehicle that they like. So mobility concept is being redefined and in order to cater to those requirements, software plays a very critical part. And this is not applicable just for vehicles, right? In our daily life in everything we would like to personalize and customize the way we use the product. So one of the things that we've been working on and of course we partner with my colleagues on the stage today is look at the fundamental dimensions of what enables this. Number one is data and the second is experience. So if you take a vehicle and segregate the two components, then a whole world of opportunities opens up to you because data allows you to work on multiple things including what we experienced today as subscription based models, usage based models which were not there prevalent earlier and the experience allows you to personalize and customize. So if we look at the car or the automobile as a customer experience platform or the car as a data platform, then effectively we've translated the car from a piece of metal to a digital product, right? And that's really the focus of our research and innovation where we are looking at how does this digital product which typically operates in an ecosystem, enable the need for mobility and also at the same time meets the other criteria which are so critical today. Since, as you mentioned, what we are discussing today is new generation of smart cars in smart cities. So what does that smart city essentially cater to is also important. It is to decongest, reduce the pollution levels, ensure interoperability of transport, safety. There are multiple dimensions and each of these becomes a new digital product that you can launch on top of the software defined vehicle. So the thrust of our work is around this concept of software defined vehicle. So how are you using this bit by bit scale driving data and you know then develop and deploy it for to guide autonomous vehicles? See data, one is data gives you all the requirements that are necessary for you to examine the possibilities of the scenarios that one would encounter. So that's the fundamental from an autonomous perspective which you just mentioned. The other side is data also helps you understand behavioral dimensions. How does a particular driving situation translate into a particular response? So obviously the human mind is more complex and has far more permutation combination than what we have generally embedded into the vehicles today. But bringing that logic into the vehicle and making sure that the elements that we are looking for which is optimization, safety and all other dimensions are taken care of with the data that we are able to collect. And at the same time that data is not only reliable but responsive at the speed at which we want the vehicle to behave. So there are multiple dimensions of data. Volume is just one of them. She mentioned about security and other dimensions. So there are multiple dimensions of data and all of these need to be treated in the tree. Data sharing, data privacy, all of those are elements of data that we seek to address as part of the software defined concept. Thank you. Mr. Fanindra, my question is for you. So you know what industry 4.0 practices are you adopting to accelerate workforce and increase plant efficiencies? I mean when we look around us, it's not just the connected cars, right? How do you now make your manufacturing very smart?  Just take it closer. Pardon me? Yeah, just take the mic a little closer. So how do you make it very smart, right? So the world of manufacturing has completely changed. What is now earlier in the past would be paper and pen or a pencil is completely changed into smart manufacturing. And one of the things that is there is industry 4.0. So smart manufacturing is a part of industry 4.0 principles, right? And why do we need industry 4.0? Basically, you need to cater to the demands of the customer, right? You need to cater to the demands of the people. You need to cater to the demands of the organization. And these demands are very fast and rapidly coming at you. So the only way you can approach these things and take all these challenges to account would be industry 4.0. And within industry 4.0, there are so many things that you can do. For example, we talked about data. See, one of the key aspects for industry 4.0 is do you have the data? Now, when you have the data, what do you do with this data? So you need a system that would take this data into account and transform into something digital that would enable us to take decisions in the future. So that is where you need the systems to be connected, be it in the form of manufacturing, execution systems or any similar system that would connect all these data. Then you need an artificial intelligence system that would take this data and help it to analyze to give you the desired results. So in the end, it is very important that you take smart manufacturing, industry 4.0 and all the techniques that are embedded within industry 4.0 to help you in the manufacturing journey. Sir, my question is for you. So can you just share your insights into smart and connected cars, what Tata Motors is doing in the region? Sure, let me try. So see, at Tata Motors, we are actually one of the youngest car makers and an Indian OEM. And the segment of cars that we cater to are with a median price of something like 10 lakhs. So for us, this means completely different things when we talk of smart and connected and so on. Having said that, we have sold last year about 47,000 connected cars. And a lot of data is coming into us in terms of how those cars are behaving on Indian roads. In terms of going smart, for example, like in the COVID times, so there was a fear of catching the infection. So we kind of put things in a car where the car could sense air quality and improve the air quality with a less than 2.5 micron filter to make sure that people traveling in the car were free of the fear of catching infection from each other. So the smart part for us means a few more different things that our customers would appreciate and buy and go for. And it means to be working at a very, very frugal mindset in terms of what can be done. But it also in many ways helps us because we are able to leapfrog several of the steps that other manufacturers have gone through in their smart and connected journeys. And the products that we bring henceforth will be that much closer to what the world believes and what the world requires from us. So sir, you spoke about COVID and how it boosted certain elements that you have implemented. So can you tell us something more about it, like how COVID improved the space, connected car space? Quite unbelievable actually when the COVID hit, so all of us thought the industry is gone, but it didn't actually happen that way. So suddenly people developed the fear of sharing the rides with others and that kind of really boosted the passenger car space. And we found that people would like to travel. They would like to do that in their own car, in their own safety. And not only that, they would like the whole family to travel. So the size of the car went up. So rather than selling hatchbacks, we suddenly started selling bigger, larger SUVs that could take five people, seven people. So this was quite a shift in terms of what customer preferences suddenly changed and what the forces to do. So along with this, there also came requirements of going automatic suddenly because everyone in the family wanted to drive and not everyone was so familiar with the manual systems. And we found that our automatic suddenly started getting a lot of traction. So with that, for example, when we brought in our DCTs into the market, so we tried to put some very smart devices into it. India being India, you would expect a lot of oil contamination, for example, to take place in oil that's used for the DCT. In a wet DCT. So there's a mechanism by which in our DCT, the system can actually make out if dust is sitting on the walls and send in extra pressure oil just to clean that dust. And that way then the car remains trouble free and can keep going on and on. By the way, the DCT is also smart enough to understand who in the family is driving and give you the required accelerated response. Depending on if you want to drive very sedately or very spotty, it could do all of those things. And these are few things that came out of COVID, by the way, unexpectedly for us. Sir, has something similar happened with Mercedes or Nissan? What we found out also during COVID was not only connected cars, but also the entire shopping experience as well, because everything has moved into the digital space, into the digital. When it comes to connected cars, maybe just to add as well, going forward, you can see very clearly the trend of customers wanting to have a seamless customer journey. I think that's the key, essentially, having the integration across devices, which is not only your handheld phone, but also your TV, your Google Home Alexa at home, and your car and the integration of profiles to consume content at the end of the day. So that integration is absolutely vital going forward while we can harness data, which is good for us, to really personalize the customer experience from a connected car perspective. But the consumer experience has to be seamless, which is of course key. Now, on the OEM site, this provides opportunities as well, because A, in the traditional way, we used to sell a vehicle to the customer. But of course, in the new era, there are new revenue streams coming up as well, because you can use data to personalize customer experience, but also create new revenue streams as a win-win on both sides, which also enhances the resale value of the car as well in the interest of the customer. So the total ownership experience will become very different and more beneficial on both sides, essentially. Would you like to add to it? Yeah, a few things. Some of the things like what my fellow panelists said, yeah, in terms of air quality and so on, that's general. I would say typical areas where a lot of OEMs focused on in terms of the occupant well-being. A few other examples, what I could quote is, we also started looking a lot on the mental well-being, for example. We have features, we call it like an energizing features, where we focus on a little bit more holistic wellness of the occupants in the car. If somebody is going on a morning drive to office, then what kind of things that you could offer to energize the, or you can say the kind of occupants of the driver. So these are some features that we offer, for example. That is one in terms of features, but in terms of business model itself, I would say sharing as a mobile, car sharing is a topic which really was disrupted a little bit. I would say not a little bit, but a big time in terms of the need for personal mobility. And then the push for electrification has accelerated, I would say it has accelerated a lot. But for example, at Mercedes, we originally said our ambition is in 2039 we want to be carbon neutral completely. But today we have probably advanced it by more than 10 years. We said already by the end of this decade, we will have all electric fleet wherever market conditions allow. And so these are a few examples what I could quote. Since you spoke about electrification, so my next question is on, you know Mercedes is also working towards sustainable mobility. So you know how this entire smart car is driving the sustainable mobility? Sorry. Smart cars driving sustainable mobility. Yeah, that's a, I would say quite an interesting combination. If I have to give some examples, we also look at say a very smart way of calculating routes. For example, if somebody wants to go from a point A to point B, we actually tell in different ways. We also tell what is a safe route, but we also tell what is the most sustainable route. And which is the route that you could choose to, what to say, save a lot more energy. I would say these are one way how we build a lot more smartness and he talked about a lot of data. So we also use that kind of data. Not only that, but the data that we generate, the petabytes of data that we talked about earlier. We also use it sometimes on our mobile app to call it. You can say our customers. We have something called an eco coach where we also, you know, share a little bit about what could be a sustainable way of driving and so on. So these are some examples how we build a lot more. You can say smartness in the car, not only in the car, but also offline in the mobile app that we are able to, you know, connect the sustainability. As well as the intelligence in the car. So my next question is on a semiconductor shortage. So, you know, we talk about smart cars, but there's also a looming semiconductor shortage. So what's the impact? Like this is an open question. Anybody can take it. So if I can start on that. So this has actually led to kind of collapse in the whole of the world automobile industry, not just India. And you would find that very small pockets have been able to survive this. In India, for example, some of us could do a little better than others because the number of semiconductors in our cars were lesser. And then we were also maybe agile enough to go and find out other alternates for the chipsets that we were using with others that were available elsewhere, where we could very agilely and swiftly get onto it and, you know, procure those and prove our cars with that and go up. And I mean, surprisingly or whatever, while others were suffering in this phase, we could actually grow our sales from something like 1.5 lakhs to something like 5 lakhs in a space of two and a half years. So it was a matter of maybe being very agile in terms of managing with the chipsets that were available at that time. And having maybe less of those in our cars. I mean, if I may, to add from the manufacturing perspective, because we are manufacturing the PCBs, you know, the microcontrollers is the heart of the PCB. And being a global company like Continental, one advantage we had is we are able to work with other locations within Continental and try to do what is possible to do it. I mean, in the end, we had to be very agile, adaptable, flexible and smart. And how we were able to do it is basically because of some of the things that we have in place, especially when it comes to industry 4.0. And being in automotive industry, one of the key things is how do you trace it back now? If you are using a certain chipset on a bar, how are you going to trace it back? So for that, you need a very good system in place that would allow you to track this. And also give this data and information to the customer. So that's how we were able to manage a semiconductor shortage. Unfortunately, it still continues. They say next year, probably we're going to be out of it. So let's hope so. I'm just curious to know from what. Yeah, I think semiconductor shortage was, of course, at some stage, no one had it on the radar. And then suddenly, two years ago, semiconductor shortage was a big topic. And even in today's time, we are still feeling the pressure. This, of course, changed a couple of things fundamentally in terms of the business model and how we approach to the market. Because, of course, we plan certain things in terms of volume investments into development and manufacturing and also marketing and sales. But with the shortage of semiconductors, of course, our whole business model has changed more towards lesser volume. And, of course, this has to be amortized as well. That, of course, put a lot of pressure in terms of agile thinking, redeployment of plants. Agility, I think, is, I think all of us will know the word more than ever. I think agility was key in that situation to quickly react to the market environment in terms of changing plants, redefining the business model and going to the market with limited number of chips, hence limited number of cars. That was a big, big change which impacted all our business. Would you like to share your thoughts on it? If you look at it, there's a supply-side response, right? So I think there's a positive spin to it in the sense now how to build semiconductor self-sufficiency is gaining ground. But there's also an architectural response to it, right, since you asked me to speak about the software-defined vehicle as such. In terms of how do you optimize on that front as well and how do you have an architecture which enables you to deliver, instead of de-featuring, can you continue to deliver the same features through a redefined architecture? So we've seen an evolution in vehicle architecture itself over the last few years, which will allow you to therefore perform the same level of capability as was done before, but probably with less silicon usage as well. So all of this is an evolution. It's not kind of a destination that has been reached, but for sure all of these are a result of the crisis that you have seen. Do you want to share something, sir? Yeah, I can just add a few things like Mohan from Nissan, he said. It has fundamentally changed a lot of things, right, across the board, whether it's R&D operations, supply chain. I think if I have to give one example from an R&D from a Mercedes perspective, we have actually created, or at least in the future we have a kind of a chip to cloud architecture where we consider, I would say, the learnings from the current crisis in terms of how we decouple the whole hardware layer from the software layer to an extent, not only from learning from the semiconductor perspective, but also at the same time balance the future innovation. When you want to build us, because every car in the future, we announced in the MBSU event in Silicon Early that we will have a supercomputer in the car. So how do we balance then these, you know, the challenges and the learnings from the past and also securing the compute power that we need, both at the Edge device and, you know, in the future? Yeah, that's something that I would like to share in addition to what others said. So we have 5G now, the 5G boomers here. So, you know, I just want to understand if, in any way, going to help connected cars gain more popularity? Okay, sure, sure, sure. 5G. Yes. Okay, good, yes. With 5G, of course, there are multiple, from a customer perspective, opportunities, of course. From a customer perspective, this will, of course, enable, I understand, much faster bandwidth, which means data processing will be much faster. So from a customer perspective, you'll be able to do multiple tasks at the same time with much more complexity, for example. You can see more and more people working from outside the office. People can work in the car. At the same time, they can do a Zoom call. They can engage with engaging customer experience content in the car, have or consume more new services over the updates at the same time. This is enabled by 5G, for example, because you just have more computing power and it's faster. That's, of course, a big opportunity. At the same time, when you talk about over-the-air updates with 5G, you can really invest more into that space. So definitely an opportunity coming up across all the markets, and I believe in India as well. So one can actually look at 5G in two, three ways. One is, for example, the signals that a person sitting in the car can receive that much faster. So one would expect a lot of, let's say, services to become available to a person sitting in the car in terms of nearby places of interest or so many other things that are otherwise not so easy. The second part is maybe the speed of telemetry goes up, by which the number of, let's say, signals and data that can travel from a car to a cloud or the mother-host computers and back can go up. By that, let's say, so many other things like how well you're able to diagnose how the car is behaving at any particular time can keep on improving more and more. And the third one is, of course, things like V2X, where, let's say, if you have an edge computer on an intersection, it can manage the intersection that much more better and manage the flow of traffic through an intersection by making sure that all cars passing through the intersection have exactly the same kind of data to tell them when to cross and when to stop at the signals and so on. So that will be a much faster way of doing things. So, let's say, for people sitting in the car, it will be that much more seamless experience with the outside world as well as whatever else they would like to do when they're traveling in the car. Yeah, I can add to what they said. Is the mic not working? Yeah, I think it's working. Am I audible? Yeah? Okay, all right. So, in addition to what they said is, of course, the speed is given with a 4G from a megabit Mbps to go into a gigabit per second. Speed in 5G. So the customer experience, like what Mr. Mohan said, is definitely one big element. But I feel it will also churn out a lot of new business models, a lot of software-driven businesses. Maybe there are more partnerships that will emerge with the OEMs and so on because we see the whole software-driven business enabled by the technology enabler, as for example in 5G and so many others. That could be a big enabler. So in terms of software-driven and universities, we call that the digital extras. So we think this is a business area that would really grow. Yeah, so if you look at it again from two dimensions, one is, of course, it will ensure elements of functional safety or performance and other dimensions. At the same time, if you look at the experience perspective, is it serving an unmet need as it stands today? Because that's where the customers will value the tradeoff of an additional feature, cost, and the utility. And the whole challenge, since you asked the question of how will it promote connectivity in general or adoption of connected vehicles, one of the bigger challenges, especially mass-market connected vehicles, has been that the feature requirement has literally become an in-thing, which means that you can't charge that out to the customer at an additional price point. Therefore, you know, any additional elements that you bring on to a vehicle, as a manufacturer, whether you get the additional delta value from a pricing perspective, is where probably, you know, the new revenue models or something has to kick in. So the feature on its own will therefore have to be monetized rather than just hoping that people will adopt connected vehicles just because it's 5G. I'm very curious to know. I just had a couple of reports a few days back. Just connected cars, you know, have a high chance of getting hacked. Yeah, so open question. Yeah, I can start. So, yeah, automotive cybersecurity is a big topic and I would say as more and more digital services and the data is getting churned out from the car, I would say a lot more vulnerabilities also open up. That is true. But at the same way, I would say within all the OEMs and the suppliers, we are also working quite hard to build the kind of, we call it as a depth in the defense in terms of securing the car. Not only all the components and the vulnerabilities that we take care in terms of building the right level of security for the entire car, but we also take care even in the fleet. Sometimes we also take care of the fleet management overall in terms of how we ensure that the overall security operations, that's just like a typical IT side, how data center IT security has been established in the past. That is one, how all the OEMs and suppliers are working. And second, also in the standard space, we have also evolved and established some good standards over a period of time. There are ISO standards like 21434 and so on, so where there are some well established standards, which is giving a lot of guidance to the entire ecosystem that is working on these kind of products. So these are a couple of examples how we can say, yeah, it's always evolving. You never know who is actually in the dark web trying to hack your car, but constantly we are building the defense in such kind of attacks and doing the best as an auto-EM, for example, yeah.  It said that 50% of the companies fear that their systems will be hacked one day or the other. So now that we are talking so much data that is available to us, it's important that we have all those cybersecurity systems in place that will help us. One is how do I prevent the hackers from hacking my system? So you need to have the hardware in place that would enable you to protect your systems. Second is how do you detect when somebody has hacked into your system? So you need to have those kinds of systems also that would enable you to detect when your systems are hacked. And the third most important thing I would say is, I think the best way is how do you prevent the hackers from hacking your system? I think then you have to develop those systems which would enable the hackers not to hack your system at all. So cybersecurity not only in the connected cast, but when it comes to manufacturing also, it plays a very important role. And this is one of the things that is available as one of the system elements within Industry 4.0 that would help you to create a system that would deter the hackers from hacking your systems. So if I can add to that. So like there are regulations around safety of a car or emission, the Indian government is also working on a cybersecurity regulation which is in the works. And this is something that will help us all to address basic levels of cybersecurity at least.  And that will then depend on the kind of system design, hardware design that each one of us would like to follow in our cars so that even if in the worst case an attack like that, there is enough redundancy for your car systems not to be unsafe, especially not getting into accident-like situations so that the people in the car are always safe. So these things are going to happen. They may be a little far away today, but one doesn't see an impossibility kind of situation there. It will catch up. When it comes to data and transparency and cybersecurity, of course, this requires a unique way of collaboration between the stakeholders. It means in an environment of smart cities and we talk about connected cars, we're talking about the OEM, we're talking about suppliers, we're talking about software providers, urban city planners, but also the government. And we also recognize a governance model as well in terms of safety and rules and regulations. Which also again differs from market to market. So this sort of cross-functional alignment in the early development stage is important so that we feed in in the right way when we deploy things when it comes to connected cars in a smart city environment. That will be key. Of course, everyone is working on it. Rigorous testing will go into it as well naturally in the interest of the customer. Any infusion of new technology will automatically come with its fair share of risks and apprehension of risk. What one needs to do is design for the new reality. So you can't stay away from connectedness. So you have to design for what's likely to happen or what might happen. And it is also an issue of what is the point of vulnerability. It could be the vehicle but it could also be the ecosystem connected to the vehicle. So it's not that security or securing for these requirements is not there. It exists today in different forms but probably not at the scale at which we are expecting it to be. So it's an issue of scale. So we've had aircraft flying for probably few decades. We've had many other systems, banking systems in place. We still have new vulnerabilities that are introduced every now and then but the system learns to deal with it. So it is a risk but at the same time it is not a risk which cannot be addressed. You have to mitigate the risk and control the risk and that will address the problem. Thank you.