Thank you very much for attending today's financial results briefing despite your busy schedules. I am Kimura, the Representative Director and President. Today, I will explain according to the agenda on page two. Please turn to page three. This is the executive summary. I will explain the details in the following pages. Page four. First, CFO Shimamura will explain the financial status. I am Shimamura, the CFO. Page five. This is a quarterly consolidated income statement. In Q4, net sales for JPY 44.4 billion, EBITDA was JPY 11 billion, operating income was JPY 9.5 billion, and net income was JPY 7.1 billion, with both revenue and profits up year on year. Net sales decreased slightly in Digital Entertainment but increased in other segments. As we had recorded impairment losses for equity method affiliates in the previous year, this year's net income increased substantially by comparison. Page six. This is a full-year consolidated income statement for the full year. Net income was JPY 154.8 billion, EBITDA was JPY 31.6 billion, operating income was JPY 26.6 billion, and net income was JPY 17.6 billion, with year-on-year growth for revenue and profit consistent with Q3's revised forecast. Page seven. This is a quarterly consolidated performance. Page eight. We will now explain the business status for each segment. Page nine. This is the revenue of the sports segment. Net sales were up 24.9% year-on-year to JPY 11.8 billion. Growth was driven by TIPSTAR and Chariloto ticket sales expansions. Excluding the impact of the arena that opened in Q2, net sales increased by 20.9% year-on-year. EBITDA grew by 15.3% year-on-year due to the impact of increased net sales despite one-time costs such as M&A-related expenses. Page 10. We will now explain the annual profit loss trend in the sports segment. The five-year CAGR of net sales has grown substantially to 33% due to the growth of businesses joining the group through M&A and product improvement. At TIPSTAR and others, though the segment had been in red due to upfront investments, in fiscal 2025 it turned EBITDA positive and is gradually achieving profit stability. Page 11. Status of the spectator sports business. For CHIBA JETS, with the opening of LaLa arena, seating capacity has doubled, and the average attendance for this season was about 10,000. In LaLa arena, space rental business demand for concerts and various events has been strong. The occupancy remains high at almost 100% on weekends and holidays. Page 12. This shows the net sales trends for the main services of the Betting business. Total net sales of TIPSTAR, Chariloto, and Net Dreamers is up 26% year-on-year. TIPSTAR, in particular, has accelerated its growth, with MAU increasing by 54.2% year-on-year. Page 13. I will now explain the Lifestyle segment. Page 14. Sales increased 24.2% year-on-year to JPY 3.3 billion. Major FamilyAlbum services like GPS Guardian and PRINCE drove net sales growth, and the growth rate improved over the same period last year. Although we continued to invest in overseas user acquisition for FamilyAlbum, EBITDA losses narrowed year-on-year thanks to sales growth. Page 15. This section explains the annual PL trends of the Lifestyle segment. Driven by the major products of FamilyAlbum, net sales grew at a much higher five-year CAGR of 25%. We are approaching break-even in EBITDA while we invest to strengthen the FamilyAlbum structure and acquire overseas users. We will aim to improve profitability by strengthening monetization through more digital products and advertising. Page 16. This explains the status of FamilyAlbum. In addition to MAU growth, monetization measures have helped to grow our pool, accelerating sales growth. One of our main products, GPS Guardian, saw year-on-year unit sales growth, partly due to our alliance with KQ Corporation. The number of subscriptions is steadily growing, and we will continue to aim for sales growth. Page 17. I explain the Digital Entertainment segment. Page 18. Net sales was JPY 28.6 billion, down 1.6% year-on-year. While Monster Strike ARPU increased with new character sales in the new year, MAU was down, and net sales were slightly down year-on-year. EBITDA was up 10.7% year-on-year to JPY 15.8 billion. Progress in cost optimization contributed to improved profit margins. Page 19. This is the annual PL trend for the Digital Entertainment segment. Although there has been some volatility in sales year-to-year, on a five-year CAGR basis, performance has been stable. Even as Monster Strike marks its 11th anniversary, we think it continues to enjoy strong support. EBITDA also remains at a high level, reflecting the results of structural reforms and efficiency improvement. We will continue to generate gross capital from this segment. Page 20. This is the status of Monster Strike. In Q4, new characters launched at New Year's attracted attention through YouTube anime streaming and a theme song by the popular music duo Yuzu, leading to another strong performance following last year. We will continue investing in enhancing the IP value of Monster Strike. Page 21. Now I explain the investment segment. Page 22. Sales were JPY 600 million, while EBITDA was a loss of JPY 600 million. In Q4, while we had revenue from the sales shares, there was also valuation and other losses. Page 23. CEO Kimura will now provide an update on our initiatives for future business growth and enhancement of corporate value. Page 24. We have been actively utilizing AI in various aspects of business operations. Today, AI is not only a tool for operational efficiency but also a source of competitive advantage and a critical factor influencing future growth. With this understanding, we have established an AI promotion committee chaired by Director Murase. We will further accelerate and enhance AI utilization across the company. As part of our ongoing initiatives, we became the first in Japan to use Google Agentspace with plans to expand its usage to our whole company. Over 70% of our engineers use AI, with certain sections reaching 100% usage. Also, we made ChatGPT Enterprise available to the whole company, with usage over 70%. AI utilization is becoming routine within our company. These advanced initiatives are delivering tangible improvements not only in cost efficiency but also in service quality. We are also taking on the challenge of creating new AI-driven services. By combining AI with communication, we aim to deliver unique experiential value. I will now explain our future initiatives. Page 25. This is the initiatives for business growth and enhancement of corporate value announced in the fiscal 2025 full year financial results. While the directors of initiatives in each segment remain unchanged, we believe that AI can further accelerate business growth. We will now provide updates on the status of our business progress and AI utilization toward service innovation in each segment. Page 26. First, I will explain about sports. In Japan, we are building a solid foundation for growth with the expansion of social features in TIPSTAR growing the MAU. In fiscal 2026, we will accelerate investment to acquire users as we aim to bring TIPSTAR to the top level in the domestic industry. In the Australian market, we will combine PointsBet's business foundation with the social know-how accumulated through TIPSTAR to expand our market share. As a concrete example of AI utilization, TIPSTAR offers a feature where AI recommends other users' predictions based on a user's past behavior and preferences. This allows users to find forecasts that suit them more, providing a more intuitive and enjoyable experience. We will continue on with proactively implementing AI at the application layer. Page 27. I will explain our Lifestyle segment. In Japan, we will continue to leverage our strong brand recognition to drive further advertising revenue and strengthen monetization. Overseas, we aim to further expand our scale by developing new products as we do in Japan and continue proactive marketing efforts for user acquisition. FamilyAlbum has long been leveraging AI with features such as one-second movies and the sticker plan generated from uploaded photos and videos. We'll continue using technology to improve operational efficiency in our services. Page 28. Finally, I will explain our Digital Entertainment business. In Japan, diversified media mix strategies including anime helped raise IP awareness and improve revenue. We continue our investment in further IP development of Monster Strike. For global expansion, we are working toward launching in the Indian market, targeting a release within the current fiscal year. AI utilization in the Digital Entertainment segment is now being led by newly appointed Corporate Officer Kaneyoshi. In his previous job, he realized many innovations such as inventing the now-standard gacha model and horizontally expanding a home console game development engine into mobile platforms to enable cross-platform talent utilization. Leveraging his wealth of experience and knowledge, we aim to create new entertainment experiences driven by AI at our company. Page 29. As explained across all segments, we are actively leveraging AI to drive service innovation. In terms of operational efficiency, we are using AI not only in business divisions but also in back office for higher productivity. We will continue to build an operating environment that can generate more added value through the active use of AI. Page 30. We will explain our M&A strategy and initiatives to strengthen governance. Page 31. We will continue to actively pursue M&A aimed at generating synergies with our existing businesses. Multiple executive officers are involved in PMI, and we are focusing on building governance frameworks to ensure smooth operations and synergy after integration. In light of recent misconduct at a subsidiary, we now regard spreading our corporate culture across the entire group as one of our most important priorities going forward. To instill the MIXI Group's philosophy and code of conduct, we are introducing e-learning programs and enhancing fixed-point observation through engagement surveys. We aim to achieve non-linear growth with M&A while also strengthening governance and ethics across the entire group. Page 32. CFO Shimamura will now provide an update on our efforts to improve shareholder equity. Page 33. Here I provide an update on capital efficiency improvement. In our fiscal 2024 full-year results, we stated our policy to pay out a total return ratio of 100% until cost of shareholders' equity is less than the ROE. For fiscal 2025, our ROE was 10%, surpassing the cost of capital. However, considering our focus for fiscal 2026 and the inherent volatility in our performance, we believe ROE should be evaluated not single year but over multiple years. In fact, our average ROE over the past three years was 5.6%, lower than the cost of capital, meaning we need to continue our work on improving shareholder equity. Page 34. Based on our thinking on the previous page, we have partially revised our shareholder return policy. Taking into account the business involvement and status, we have established a new target to achieve a three-year average ROE that exceeds the cost of capital. Through this clarification and revision of our policy, we aim to further strengthen engagement with the capital markets. Now, our fiscal 2026 results forecast on page 35. Page 36. The forecast for fiscal 2026 is net sales of JPY 155 billion, EBITDA of JPY 25 billion, operating income of JPY 20 billion, and net income of JPY 13 billion. This forecast does not include PointsBet, which we plan to acquire as a consolidated subsidiary. Timely revisions and disclosures will be made once the decision to make it a subsidiary is finalized. Currently, there is a counterproposal from another company to acquire PointsBet shares. However, there will be no major change in our basic policy, and we remain confident that our offer can create synergies with PointsBet in the future. We will let you know if there are any changes in the situation. Page 37. I will now explain the details of our forecast. From this fiscal year, we are disclosing EBITDA forecast by segment. Sports net sales is expected to increase to JPY 45 billion, with EBITDA falling to JPY 5 billion, so higher sales and lower profits. Net sales in the Betting business will rise, reflecting the strong performance of TIPSTAR and others, but EBITDA is expected to fall due to accelerated growth investments in TIPSTAR. We plan conservatively for the Spectator Sports business with lower net sales and income, not factoring in the player transfer fees at SC Tokyo in fiscal 2025. Page 38. In Lifestyle, we expect net sales to grow more than 20% due to the expansion of the FamilyAlbum economic sphere. We will continue overseas investment for FamilyAlbum and early investments in mixi2 while aiming for EBITDA profitability. In Digital Entertainment, we see net sales falling 5%. For EBITDA, we expect a 2.9% decrease to JPY 43 billion, anticipating further cost efficiency improvements in Monster Strike. In the investment segment, while we recognize gains from the sale of shares in Tiny in fiscal 2025, we do not expect any gains in fiscal 2026. Other expenses include increased cost for active investment in AI and the PMI of PointsBet. Page 39. The company will continue to focus on the investment for business growth while maintaining stable shareholder returns. For fiscal 2025, we will increase the annual dividend per share to JPY 120 in accordance with our policy. We also expect to pay a dividend of JPY 120 per share for fiscal 2026. In addition, the Board of Directors resolved today to repurchase up to JPY 9.5 billion of our own shares. This is in line with the capital efficiency improvement policy explained earlier. Finally, Kimura will summarize our future plans. Page 40. MIXI has consistently focused on communication between people and has achieved solid growth in areas such as SNS, games, and sports. Through the growth of TIPSTAR in fiscal 2025, we have reaffirmed our strengths and renewed our confidence in their value. Going forward, we will combine AI with these strengths to create new services with profitability and uniqueness, aiming to further enhance our corporate value. Thank you very much for your attention.