Sanlam is 102 year old organization. We are at this point now the biggest insurance group in Africa. And with that comes certain competitive advantages of scale and reach. But with it also comes some disadvantages in 102 year old business and some of the businesses that we've acquired over that period, there's a great deal of legacy legacy technology and legacy architecture. And so one of the big challenges for us is like any large organization is to be able to continue to compete and to be. Really fast moving and agile in each of the markets where we operate and particularly in our core home market of South Africa. So that comes in a couple of different ways. One is to be able to be able to new things yourself on new ventures and to be able to still integrate those into the core back office. But the other is to actually in the core business, be able to move with speed. And that's where the enterprise agile journey that we've been on for a number of years is a kind of a critical enabler for us as an organization. So we really set ourselves the goal of being able to increase the speed with which we could do releases. And those automatically of course translate into being able to accelerate business requirements to be able to move faster in the market. And it's been critically important to us to be able to link those two so that you're able to actually make a real difference in how you're competing. And along with that of course increasing the throughput of those releases. So making sure that over the course of a full year that we really be able to multiply the amount of throughput that we can get through through through the change cycles. And so it's been an incredible journey for us and we we're very much on that journey. It's not just a technology journey, it's how we as an organization or changing how we how we're doing things, how are people from product developers through the leadership through across the value chain. Think about how we compete, how we translate as our strategies into change and how we affect that change to the organization so. We are delighted with the progress that's been made and how where we are on this journey and it's certainly something that has tremendous focus and is a tremendous priority for us. This year has been supporting Sunland for close to 20 years as a strategic partner to SPFIT TCS. Has delivered many programs for SPFIT like Policy Administration, System Replacement, Customer Relations, Systems Development and Sun Lamps Quotation System Development to name a few. Like an Highly competitive market where IT systems are strategic assets for the business. We are to reduce the time to market with business applications and increase productivity in our development value chain. To achieve this, we needed a partner who can understand our ecosystem, IT and business operations and more importantly our organizational culture and TCS was a natural choice given the capabilities global experience. And contextual knowledge about Sunlab. With every product and service we add to the portfolio, the complexity just increases and the tight dependencies of this complex ecosystem meant that turn around times to deliver changes on this portfolio became longer with each major change. As a result, we were stuck in a situation where our teams could only deliver significant value to the business twice a year and business had to make sure they provide enough detail long enough in advance to get this done. Business was experiencing the delivery cycle for any significant product that would take between 12 to 18 months. In today's retail environment, these kinds of turn around times are just not acceptable and customer expectations shifted and their needs changed constantly. At Sanlam, we don't have the luxury of a startup that can start from scratch. We have to transform our business model and deal with our legacy portfolio. We have to find a way to take our legacy with us but increase the speed at which we deliver. We follow a similar approach to dealing with this and many others in the market by investing in new platforms for client engagement and implementing. 2 speed IT architectures. Faster delivery in the front end where customer experience lives, slower at the back where the product complexity and legacy service. Yet we inevitably had to deal with the core systems in the back because even with two speed delivery, 12 to 18 months for new products was never going to be good enough. We simply had to get more throughput and we needed to do it faster. So let me explain a little bit about the old way of working. Our releases would take place every six months or twice a year. And as part of the waterfall planning, about 10 individual project plans had to be created before an overall release plan could be documented or any key milestone dates communicated to interfacing projects or other releases. Now this used to take about four weeks, but only if we had a clear breakdown of tasks and that relied on a detailed requirements to be documented and finalised, which was always a challenge. One project plan alone would have over 1000 tasks on average, ensuring that the go lab date would be made required daily monitoring and detailed dependency management and the devil was in the detail. One needed to understand all external factors impacting delivery and be constantly aware of the latest detail in each project plan. Change requests were viewed dimly for obvious reasons and agreeing scope for the release was a time consuming bargaining process. So this year's customer is the Scaled Agile Framework as and created a foundational target operating model in which we can organize the people and teams around value creation. We have reorganized the technical teams into capability based squads aligning with business function. This acted as a bridge between business architecture and IT architecture. This target operator model also gives us a clear picture in terms of how various business business change IT and ITISS and other support teams can come together to deliver value effectively. To this quieter target operating model, we could visualize the future IT structures and we were able to build the entities like train in an incremental manner. Initially, it was quite daunting to consider how we could successfully integrate the new ways of working or inject them into the new teams while they were delivering, especially given that people in the teams learn different ways and at different paces. It seemed that the preparation of the technical levers and the agile training were the easy parts of the journey. But then TCS bought their three hour model of transformation to the table. Induction, Incubation and Immersion. Induction, where you learn the concepts, Incubation, where you simulate the roles and the concepts, and immersion where you roll up your sleeves and you actually use a new way of working. And that was another part of the magic. Put simply, it works and it worked. Business already started to experience the benefits of the change during the immersion phase of transformation, and in other words, even before we even completed the cutover with the resources. We were starting to experience the benefits. We are really evidencing a 50% reduction in defect density in the development cycle. And from the very first release delivered with a new way of working, we saw the number of UAT defects reduced by 75% in the latest program increment, our release train engineer reported to 0 defects in UAT. We're also now able to respond more flexibly and more gracefully to change requests. And finally, let me finish up with the resources themselves. More than 60% of the staff report that they feel empowered and know that they are directly adding value to the organization. They do not want to return to the old way of working and as their levels of confidence saw, so does the enthusiasm and their thirst for learning is never satisfied.As so now we are almost through our journey and it's still early days in many respects, but we are seeing some good value from our investments. We now deliver releases every quarter and we have hopes to even go faster. We have the metrics in place to measure delivery and we have seen quality improve, incidents that reduce and the team productivity has doubled. TCS and Sunland program management team overcame many hurdles and constraints and delivered this phase of the transformation in a very short period of time. I must appreciate this year who stood with us as a strategic partner in this journey and delivered what has been promised as the business benefit. I am proud to have TCS as part of this journey with us. It's been a tough journey and at each point where we hit obstacles, I was reminded of the true meaning. Of having business partners. We had to change things that were in place for many years and we have changed people that were part of the foundation of the Sun of culture. We had to do this without stopping the flow work through the business. At each point though, we turned back to what it meant to be truly agile. We joked about it many times, but in most instances we were serious. A change of this nature is very complex, it is tough and you can't tackle it with a fixed mindset. Luckily for us, we had a partner that understood the agility needed on the journey.