 The question please take back and questions to Bhatra to engage in a Q&A with you, just a short Q&A. Of course, innovation, investment in talent, governance and purpose. I think there's a lot to take back home with what Mr. Harsh Mariwala just shared with us. And a request, Anurag, now to take over. Thank you, Suparna. Please give Mr. Mariwala a big round of applause. I'm sure as it was made in many lifetimes, we expect the person to go on to other things. I'm sure he'll continue to guide the purpose of Mariko and do other things. So he's very creative. He's only got started. You know, he talked about the purpose of Mariko, the purpose of an organization, the right to win, differentiating strategy, how talent and culture matter, how growth is the engine of an organization. He talked about openness, trust, how failure is important to be able to bring out the best eventually. And he talked about how profit model is important, but purpose is more important. Now, I want to ask you about something he did not talk about. I expected him to talk about it, but once I went to see him early last year, Jani and I went to his office, met him, and he had a coach from Singapore. And I just didn't, I understand what he was saying. He said, why do you need him? And he said, Anurag, I want to make sure that I become better than him. And I asked him, so what would you do if you became better than him? He said, you know, I have an organization called Asset, and my mission is to create another 10,000 entrepreneurs. So Mr. Mariwala, I know you also have a family office called the Shaab Menchal, which your son kind of looks after. Are Asset and Shaab Menchals working together? How are you creating more entrepreneurs? So, there's corporate social responsibility and there's personal responsibility. So what I have done in the area of personal responsibility is start this, one of the initiatives is Asset. Another initiative we shouldn't talk about is helping patients who are suffering from mental health. So we have been at Mariwala Health Initiative. So here are the two things I started last three, four years. We have currently about 300 entrepreneurs based on a company who are associated with Asset. We started one company last Saturday. The goal objective is to actually help entrepreneurs learn from each other. So we have created mechanisms where they work with each other in groups and they learn from each other. Because mentoring individual entrepreneurs, if you want to go in the last number, it may be difficult. The mentality is different. And we've just begun. And the feedback from the entrepreneurs is very, very positive. We support that by having knowledge groups. We have our players. We have off-site. We have a session. We have experts. So suppose we have now, we have interesting people who can help you in different types of raising money or in terms of recruitment or talent or coaching. So basically they should have a tap or money. Because most of the entrepreneurs, they basically should be ready to talent for people or money. Or how to deal with family or how to deal with other entrepreneurs. And I think this whole system helps them. If you've done that, you can guide them and show them the solution. Now the Marikoi Foundation is another, it's a part of our social, corporate social responsibility. I was there in Maharashtri this year. Now again, I was at the UN and I saw that what you were saying there today, doing there in real action, had a huge sink. And again, that day you talked about purpose. Mrs. Oli talked about the fact that they're not just shareholders. In their case, it's a cooperative. You think most corporate CEOs, and I know you're a promoter so I let me make the distinction. But let's say board CEOs, leader, really walking the talk. It's very fashionable to come to events like that. And say, I'm not talking about you. I'm saying in Germany you see Indian corporate CEOs really walking the talk. On the purpose of it. I think it just started just taking small groups that used to early. The big movement happening is just one of the conscious capital movement. And they're proven beyond doubt that those companies which are conscious capitalists. And they look at all the statement. Financial performance is much better than other kind of what is like great companies and some other companies. The whole objective is to look at add value to each and every stakeholder and not just the shareholders. And they prove that those organizations which only look at shareholders, they selfishly they've actually gone down. So in India to say that it has started taking some roots, it is long way to go. In brands, many brands have very new purpose. In our case, we have had two brands with strong purpose. In Shanti Amla as well as in Sepola. Where we invest beyond, so in Sepola we invest in RKF, education and free cholesterol checkups and things like that. Shanti Amla being supported by the patient as part of the profit scope. And we've seen a big impact on the brand. Brand scores have gone up, attitude, shares have gone up. And the overall brand position has gone up much more because there is a certain purpose that took the brand. But for those, are there many organizations which are doing it in a holistic way this I think? No. I think separately, sustainability has got a good traction now. You know like I'm a company like Diva and I have started concentrating much more on sustainability. But I think the purpose is beyond sustainability. I think it is to get all the stakeholders and not just sustainability. Sustainability is important, I'm not saying that. But sustainability should be part of the purpose and not the likes and likes. You know, I'll ask you my last question because we have a huge list of awardees. We saw what you did in the last 26 years of making Mariko the company. What can we expect from you in the next 5-10 years? What can we expect Mr. Mariwala to do? And we'd like you to tell us something that we don't know about. See, I think I have to now ensure that the company gets run by a professional board, which we have already taken a lot of steps. I want the company to continue in perpetuating. So I need to create mechanisms where the company can be perpetuating. And there is a book written by the founder, the founder brings something to the table. Something to the company. And when the founder goes away, those values which are critical for the future of the organization should be maintained. So what I have done and what I intend on doing is that the values, the culture part and the purpose part. The strategy which is captured currently may change over a period of time. The board should play an important role in measuring this unifying factor. To ensure that the founder's mentality continues beyond me. So that's one I'm talking about in the next 5-10 years. Another thing I have, I want to give something much more to society. So we've just started working on way to go fast and tell the health initiative to mental health initiative. Separately, my son is launching a new line just to launch it. So I have to ensure that that takes off. And that's why, as I mentioned, I'm going to start a new business. I have to keep myself occupied. I know it's meant to be very important for physical health. My last question. You know, Mr. Narayanan is there. I have a very interesting chat with the business world market. I heard Mr. Sudeep, authentic discourse. It was something that is really lived by. Who are the leadership coaches that you consult with? Or what are your role models? You know, what does Mr. Marewala look at in the morning and say, you know, I've got to learn from this person. I know you can learn from anyone in the room, anytime, anywhere. But are there icons that you look up to, role models that you take advice from? Can you tell us a little bit about that? I don't have one role model because I've been taking lots of things from lots of people. If I say whom I have talked a lot in my own journey, whom I have consulted, but who has helped me in my own journey, it seems like his son, his professor, I've spent a lot of time with him. But I meet him once in six months, so whenever he's busy, he just calls me up and I just have a cup of coffee. And he's spent a lot of time with my management team also. But I've been with him for the last 10, 15 years. And he's helped me a lot in terms of improving body factor, just trying innovations and more in the area of process. Fantastic. And final word on demonetization. Is it good in the long term? Is it bad in the short term or is it good in the short term? I, as you rightly put it, short term pain, long term gain. That's the way it's safe answer. So my weakness in the magazine, I think now, at least as of today, and I've learned about it, looks like short term pain will underestimate it. And long term pain seems to be your estimate. On that note, we'll let Mr. Mariwala go for being candid and honest. Please give him a bigger round of applause than you did. You can stand up and give him a standing ovation. Because, again, it warmers the blood in your body. So, it's very important. Mr. Harsh Mariwala from Barico, life time in 16, standing ovation.