 Dwi'n cael ei fod ymweithio yn ymlaen i'ch gyda'r orsigio'r ymlaen nhw'n hynny. Dwi'n cael ei ddweud i ddweud ymlaen i'ch gweld yr ysgolion a'u digon i'r yw'r ysgolion ymlaen nid yn ymddangos ymddangos ei chyngибu yn ysgolion ymddangos ymddangos ymddangos. A dwi'n cael ei ddweud i'ch ddwy'r ysgolion, mae'r ysgolion, a'r ysgolion sy'n ddwy'r ysgolion ymdangos ei chynghwys. I think that's always differentiated us in that scent. I believe that going forward, we've continued to reinvent ourselves and we continue to adapt to the changing markets. For example, currently our focus is really on realtime content, we're really pioneering that dynamic, realtime content on out of home screens. Ie ddau i'r Rhifaradau i ddau, a oedd y cyd-dau bod y cyfathau a ddewch i ddweud y cyfathau y rhaid i'r gael ymlaen yn dydd. Felly, efallai rydyn dam hoffio y byddwn yn ymlaen eu ddweud y ffordd ymlaen y nafwm y cwlaeth yma o gyfan, oedd yn員 i'r rhai hanen. Well India is an increasingly important market for us, not least of all because of its size. This is a very successful operation here and they're growing at a faster rate than most of the other markets. I think Harish today was saying to me that this year the growth is 15% on last year, which is double digit growth in a reasonably well established business. I think that's a great result. So India is important in terms of scale but it's also important because the team here have always stayed in touch with global developments and they've always been quite keen is what we would call early adopters. They see something in another market that they like, they bring it into India, they reinvent it and reshape it for the Indian market and off they go, they're very entrepreneurial. So it's a market that's important for scale but it's also doing some interesting work which we can then share with other markets. So I think India is a leading, I would say, in the top five leading poster scope markets. It does vary enormously so if you go to the USA it's actually 3% roughly of advertising budgets that's spent on out of home and that hasn't grown a huge amount since I've been in the business so you can either say that's a real challenge or a real opportunity. I think I've been saying it's a real opportunity for 10 years but it is a real opportunity. In some European markets you've got 9, 10, 11% share so in the UK for example it's about 10% of total ad spend and so for various reasons the share does vary from one market to another. I think that out of home in India, correct me if I'm wrong, is a really important medium to advertisers and so it enjoys a much higher share of total ad spend. Is it in the region of 10%, 10% and growing I suspect? In my opinion, and it's only my opinion, I think that you need to see a bit more consolidation on the media owner side. What we've seen everywhere else in the world is that when you have less players there is more investment. When you've got lots and lots and lots of small owners you tend to actually invest less collectively in the medium. You also get more collaboration when you've got a smaller number of players there's more opportunity to sit down and talk about growing the medium and I think that's important. I think the medium needs to work together to achieve that growth so that's helpful. That's much more difficult if you've got a lot of people to gather around you for that conversation. I think that with that investment you'll get more digital and I think that's critical because digital is going to become increasingly important. One day everything will be digital. At the moment it's about 2% or 3% in India. I think that it's a bit behind some of the other markets and I think one of those reasons is that lack of consolidation and investment and we've really seen this take off digital investment in other markets where you've got small players. I think another thing that would be really helpful would be some investment collectively in audience data. There isn't a sort of currency for the whole medium and I think that would be really helpful because at the end of the day it's about making the case for out of home and for us it's about making the case for out of home versus other media and so it's helpful if we've got some sort of independent currency where we can use that to demonstrate the effectiveness of the medium. So those would be my sort of top issues to tackle if we want to really grow the medium and take it forward in India. For Post-Discope India everything they do they sort of think carefully about, take a long term view on and so in the beginning it was all about training people and that continues to be the case. There's a lot of focus still on training people to do proper out of home planning using the tools that are here. There's a new tool that's been developed in the ambient area to optimise ambient planning and I think that's exactly the right way to go. So I think the focus will be continued investment in how to make the medium accountable, how to demonstrate the effectiveness of the medium, how to demonstrate ROI and I think that's right to continue that level of investment. So training investment in people, investment in the efficiency and effectiveness of the medium and I think still pioneering one of the things that I mean I'm in touch with the team here on a regular basis but one of the things that really struck me today when I saw seven or eight or nine pieces of work is they are every bit as good as any work I've seen anywhere else in the world. So high quality pioneering, breaking the boundaries, constantly looking to do things differently those I think continue to be the ambitions and the efforts of Postascope in India. I think it's a challenge for everybody in today's market in the media comms business because there are so many digital startups, there's a lot of movement. People move from one business to another much more easily. So you have to, I think you have to do a number of things to attract and to keep talent and it's not just about money. I think investing in people's careers is very important to them and so Postascope, we've always had taken a long term attitude to investing in people. In the UK for example we are part of investors in people scheme where we've achieved gold standard. In other markets we do a similar sort of local initiative which is about investing in our people, keeping up the training. I think increasingly we're seeing a bit of movement across the world which I'm really excited about. The last time we checked we've got about eight people who've moved from one Postascope in one country to Postascope in another and I think that's really good news. For us as a brand to get that consistency but also for young people coming into the business we've got that opportunity to go and work in another market. It's not something that money can buy. So that's an initiative that we're going to keep building on. The other thing we're looking at which is a more recent one we're looking at doing an exchange programme. So with Japan for example we're going to have a group of people go to Japan for a week and in turn we're going to have a group of people come from Japan to London and we were discussing this morning doing the same thing with India having a group of people come from Postascope in India and from the UK back into India. So I think giving people the opportunity to work in different cultures to experience different markets is important. Investing in their career is important and I think also I think if you're doing good work and you're winning awards people are excited about that. They like to work with companies that win and that do great work and so they should. So producing great work is also a good way to attract and keep talent in my view. If I was to say to you that India in terms of its profit would be in the top four markets in the world would that be helpful? The UK is obviously significantly larger than the others but India would be a close second or third so an important contributor. In terms of the other question was about the focus, the business focus for India going forward. So I think that in the immediate, the next year or two I think it's about continuing to develop the product continue to invest in insight and effectiveness continue with the people training and really there are very ambitious I would say quite hungry team they like to go out and win business so I think expect to see lots of pitching and going after business and lots of successful pitching I hope but certainly I think building on everything that we've done so far no major changes in strategy but just keep going building on everything we've done so far and also I think that we should take a lead in digital in this market. I know it's only 3%, there's a lot of education to be done we've got a lot of experience from around the world that we can share with Hares and we will share with Hares that he can in turn share with the market here to try and accelerate that digital growth. Well if you think about what we're doing with digital around the world so let me give you some examples in the UK we're able to put content on screens in real time we're able to use data to help us decide what that content should be so for example a campaign that ran recently for Microsoft for Cortana which is the sort of competitor to Siri the Apple voice we had to get over quite a complicated message actually because it's quite a complicated proposition to users and we also had to cut through the noise from Apple and other competitors and so what we did is we used data and the sort of data we used was sort of weather conditions we used data about in certain locations of people at bus stops data about when their next bus would arrive it might be if it's near an airport data about local flights and all the time using that to remind them that Cortana could help them with that information so we brought to life the Cortana proposition in real time in many many many different ways and so the end result of that was we had something like 10,000 copy changes talking in a sort of almost in a one to one having a one to one conversation but on scale because we did it on thousands of sites across the country so the whole role for Out of Home has shifted it used to be that Out of Home was limited to awareness and impact but now you can have a conversation with consumers you can target them, you can use mobile data around a location of a poster site to actually select your target audience you can use data to tell you who's around you can use real time data we've used real time data for recruitment companies to talk about jobs that are available in that location so you can imagine there are endless possibilities and that expands the role for Out of Home so I think that its future is probably brighter than ever I don't see it being less relevant in a digital world but more relevant in more ways I think that here obviously the real challenge is the infrastructure we need to see more digital panels being built before we can start to do it everything that I've just talked about we could do it in India tomorrow but not at scale we could do it on a handful of locations we could make them interactive we can connect them we can use beacon technology to send out messages on mobiles etc all that can be done today in India but it's the scale that's the issue because the infrastructure isn't there so there are three completely independent Out of Home agencies Posterscope looks after Dentsu Aegis agencies Milestone is a separate business in Thailand and competes on a regular basis with Posterscope and Branscope looks after a number of other agencies outside of Dentsu Aegis so they all work quite independently they do their planning independently of each other and are quite sort of separate in terms of the teams what you have got is some shared services creative for example if they want to have some creative input and also some insight the OCS our consumer insight we use across two of those brands not all of them so there is some shared service but the planning and the buying is quite independent of each other they are separate agencies I wouldn't say no organic growth is going very well here but we are always looking at interesting acquisitions and as we diversify our offer sometimes that takes us into new areas so we are always happy to look at potential acquisitions actually no question about it especially in India my last question so what do you see of the reasons of the Posterscope success in India? I think my perspective is that there is a real commitment which was longer term so the thinking wasn't short term it wasn't about just going out and grabbing business and buying campaigns it was about really investing in trying to do it differently and that has taken some time and effort to do that and commitment and sticking to that vision investing in a better understanding of the consumer training people really well investing in tools building tools to make the business look more efficient and accountable and making sure that the product is genuinely differentiating and genuinely better and I think all that investment will pay off increasingly it's already a very fast growing business but I believe that it's got a long way to go because all those deep roots now that have been planted through that longer term thinking to really deliver a best in class out of home campaign to clients listening to what clients want and making it happen Is that okay?