Hello, everyone. This is Tomoko Namba. I wish I could have joined the IR day on location, but for scheduling reasons, I am joining from here. It's been a while since I participated in an IR event, and some of you may be wondering what I'm getting up to, thinking that I am mostly active in the broader business community. But I am fully committed to DeNA. On reflection, the majority of my mind share and time are dedicated to raising the corporate value of the DeNA group. Together with Okamura-san, as a representative director, I focus on the direction for the company, and we work together on important decision-making. For the execution of those important decisions, we have 2,000-3,000 teams, depending on how you count them in the group. I entrust Okamura-san with overall execution. In our organization, we have one clearly set leader. I serve in the board of directors and provide support as well as engage in supervision and governance. That is my role and how I provide value at DeNA. As this is an IR event, I would like to share a frank thought. I am deeply dissatisfied with the current corporate value of DeNA. In my view, we have not even reached 1/10 of our potential. Enough complaining. We have decided on our course of action. First, executing on the strategy for each of our businesses. We are already doing this at a very high level. Second, assuming that we are executing on each business' strategy, we will make that into a structural core competence for DeNA as a whole. Okamura-san and I will work together on this, and we will need to play a pivotal role in making it happen. For example, synergies between businesses or building core competencies laterally across multiple businesses and providing delight that requires a certain combination of businesses. The third is communication. We have tried to correctly convey the current state of our management to all of you, but we need to do even more. Today is about that communication. We have some people on the execution side today who would not ordinarily appear in an IR event. Rather than having Okamura-san or I give presentations, we will have the people in charge of execution in each area give a deep presentation about their businesses. For games, we already have had good coverage. While the games business continues to be a very important business and value for DeNA. Today, we are going to present some of our businesses that don't tend to get attention. We hope this presentation will deepen your understanding of these businesses other than our game business. Thank you. That's all from me. Hello, everyone. Thank you very much for making time for our DeNA IR Day 2022 presentation. As Namba-san said, we would like to take some time today to touch on some business pillars other than games that we do not usually spend a lot of time covering during the operating results briefings. The leaders of these businesses will present each of their areas. First, I will share what we will cover today and our progress on our mid to long-term strategy. First of all, under our new structure from fiscal year 2021, when I became CEO, we defined our mission, vision, and value. Under that mission, vision, and value, last fiscal year, we started on our mid to long-term strategy. In our vision, we state that we seek to entertain and to serve. We aim to secure a good level of profit in the entertainment space despite volatility in games. In entertain, we also look to grow in leaps with live streaming and Pococha. This is an area of DeNA strength. In addition, we are already working on serve. In this approach, we include sports and healthcare. We aim to achieve profitability at the end of this midterm 3-year plan. Right now, we are at the midpoint of our 3-year plan. On this occasion, and also in the future, I would like to share more detail about what we are doing at DeNA. First, I would like to reflect on the first half of our 3-year plan. In the first year, we prioritized investment in future growth and initiatives. To date, we have made significant progress in updating our strategy and enhancing our portfolio while making use of M&A. Specifically, under Entertain, we made EDM into a subsidiary and launched the global version of Pococha. Under Serve, we made subsidiaries of Nippontect Systems, DATA HORIZON and Allm. Now I want to focus on further growth of our strengthened business portfolio and earnings-based enhancement. We also have looked at increasing asset efficiency, shareholder returns, and for example, we updated our shareholdings for policy purposes and are conducting a share buyback. Fortunately, we have a healthy financial base that we will use to grow corporate value while also considering ROE. Today, we have planned sessions two through six to be presented by five members of our team. One of our particular focuses for today, our Serve approach, will be the subject of sessions two through four. This is healthcare and medical and sports in the community. In our view, in Serve, we are now on the path to mid- to long-term growth, meaningful profit contribution, and business value creation. For healthcare and medical in fiscal year 2020, we had a JPY 1.2 billion loss. In fiscal year 2024, we aim to achieve a JPY 5 billion level profit contribution. For sports in the community, we were impacted by COVID-19 and had a loss of JPY 3.6 billion for fiscal year 2020. The impact of COVID-19 has begun to fade, and we aim to achieve a JPY 3 billion profit contribution going forward. Our director, Oi-san, is now focused on healthcare and medical, so he will do the presentation in session two on the overall business. He will be followed in session three by Sakano-san, the representative director and CEO of Allm, which was the most recent subsidiary acquisition on the medical side, and who will share some Allm initiatives. Tsushima-san, the head of the sports business unit, will present session four. He will share not only sports, but also our community and machizukuri initiatives, which are a DeNA core competence. For our important entertainment approach, in session five, we will cover live streaming. The head of the live streaming business unit, Sumiyoshi-san, will talk about this growth phase business and how we are prioritizing revenue growth and positioning in each market, specifically the U.S. and India. For fiscal year 2022, while we are securing segment profit for the full fiscal year, we are also investing for growth in an agile and disciplined manner, including initiatives to achieve leaps in growth, such as the global Pococha and new genres. I will not go into much detail today, but games continue to be important. We still aim to secure a good level of profit despite the volatility in games. We continue to pursue our strategy in the game business, launching new titles at a pace of about three to five titles per year. This fiscal year, we still expect to release five titles, although we are seeing some delays. I will share updates as they become available at a later date. In this space, we intend to pursue business opportunities, not just in games, but in the broader space. We aim to pursue initiatives in the broader entertainment space, making use of our partnerships and technology, et cetera. As you can see, for our long-term structure from last fiscal year to this fiscal year and on to next fiscal year, first of all, we aim to achieve an increase in non-GAAP operating profit year-over-year in fiscal year 2022, and then achieve profitability in healthcare and medical in fiscal year 2023. In fiscal year 2024, under Entertain, we aim to secure a good level of profit despite volatility, while under Serve, we aim to secure a similar level of profit contribution to Entertain. In this way, I hope to show that we are a growth company, and I hope that in the next 3-year period, starting from fiscal year 2025, we are able to show even greater detail in our goals and pursue our initiatives. To achieve this, we need to maximize our core competencies and synergy. Specifically, our core competencies are in technology and Monozukuri, as well as organization and people. Also, a major characteristic of DeNA is that we have not only a virtual presence as a technology services company, but also a real presence in our home base in Yokohama and Kanagawa. We will leverage our home base and pursue synergies between Entertain and Serve in our initiatives. Talking about maximizing core competencies and synergy, since we have a long track record in games, we have also accumulated Serve and community live operations know-how. The game Pokémon Masters saw better performance in its third year than its second, about 1.3 x better. Normally, games see their performance steadily decline, but this shows the strength of our live operations. Gyakuten Othellonia, which was a title with a small start, took a few years to reach its maximum performance, and it has subsequently been a long-term contributor. Our live operations know-how can be used across our business areas, and I believe this will become a characteristic feature of DeNA. What is most important is our organization and people. Namba-san has taken the lead in our focus on high-quality talent acquisition. We have excellent new grads who come join our team, and for mid-career hiring, I think later we will mention some people who have come to us from a Ministry of Health, Labour and Welfare government leadership position background. By bringing in this class of people through mid-career hiring, we have opened doors to various possibilities in the healthcare and medical business. We also take good performers from entertainment and transfer them over to serve to take on important roles. This is another characteristic of DeNA. We are able to pursue our approach to serve with an entertainment mindset because we are able to leverage our entertainment core personnel. We also have a venture spirit, including Delight Ventures and other entrepreneurial opportunities stemming from our nature as an internal venture. Having something like Delight Ventures is incredibly meaningful for attracting ambitious, entrepreneurial-minded people. What I want to emphasize most is that we are a technology company. Technology brings higher value to people's lives. That is fundamental for us. We want to stay innovative. In our final session six, Kobayashi-san will discuss our technology and Monozukuri. He will share more information about our infrastructure, quality management, security, design, data AI, and product development. That's it from me. We have a long event planned today, but we hope you will listen to all the presentations. Thank you. That's all from me. My name is Oi, Director at DeNA. I will present about the business development in the healthcare and medical area. I would like to take the opportunity to first share a little information about my background. From October, as Okamura-san mentioned, I will be focusing on the healthcare and medical area. I will be focusing on achieving growth in this area. For the past four and a half years at DeNA, I was in the corporate unit, and for a period as CFO, and I worked on enhancing our business portfolio. In total, I have been at DeNA for 10 years, since 2013, and for the first five years, after Namba-san returned to the front lines, I worked with her on launching and growing the healthcare business for 5five years. For a period, I was the head of the business. Before DeNA, I spent a year in management of a medical business. Before that, I spent 17 years in the government at the Ministry of Internal Affairs and Communications, with some of that at the previous Ministry of Home Affairs, where I worked with local municipalities. In particular, I focused on regional financial matters. I worked with Tochigi Prefecture, Sapporo City, and Nagano Prefecture, to name a few, and now I'm here. That's my introduction, and now I'd like to introduce the DeNA healthcare and medical business. At the previous operating results briefing, Okamura-san showed this information. Our existing business came from the seed that Namba-san and I collaborated on with a focus on achieving a shift from sick care to health care for five years. Now this business has annual revenue of JPY 3 billion. We wanted to accelerate that, and so accelerated our health big data strategy. We already had a business and capital alliance with DATA HORIZON, but wanted to collaborate more closely, so we made them a subsidiary. In order to grow this space, we also decided to enter a new one, and we entered the medical area. Later, Sakano-san from Allm will have his presentation, but briefly, Allm works on digital transformation for not just medicine, but also for a variety of care settings. Allm has now joined the DeNA group. All together, we have almost JPY 10 billion in annual revenue, and my mission is to achieve further growth and profitability. Through Serve, we aim to serve the community and solve social problems. I wanted to address the pressing issues, changes, and needs in the space. Recently, of course, COVID-19 has had a major impact. The field of social security does not transform quickly, but this proved to be a favorable environment for that transformation. I believe things have started moving forward earlier than expected. The Cabinet Office recently announced the establishment of a new headquarters for medical digital transformation promotion, highlighting how medical field issues are a national issue. Amidst this, we saw a shift towards loosened regulations on remote treatment, and here we are mainly talking about doctor to patient and digitalization. We also have noted the importance of having a structure for regional medicine. This may be considered a matter of course in Japan, but overseas, that's not necessarily the case. Some areas are simply based around single hospitals. This system is different from Japan, but with a major infectious disease like COVID-19, you need to have a regional medical structure to maintain people's health in the area. In Japan, of course, this is true, but globally, it has become clear the importance of having a regional medicine structure to provide medical care. We have also seen an issue that has been around for some time become apparent. For example, there are many doctors in urban areas, but not in rural areas. The distribution is uneven. There's a lack of specialists. With the lack of specialists, while a facility may have beds available, they cannot actually be put to use. As these issues become increasingly apparent, we also focus on the coming 2024 transformation of working styles for doctors. You may not be familiar, but essentially, typical labor laws will be applied to doctors. If working hours exceed an annual limit, then penalties will be imposed. This means that relying on the goodwill of doctors and medical personnel to work long hours will become untenable. In the longer term, 1/3 Japanese citizens is elderly, and 1/4 is latter-stage elderly. 1/5 of those 65 and older has dementia. This means Japan has a chance to serve as an example to the world in taking the lead facing these issues that have not yet been solved. These are some of the things we look at while focusing on this business. Those are the issues in the healthcare and medical space. Where will DeNA be focusing? As Okamura-san mentioned, we want to leverage our strengths. We have strengths in security and infrastructure, also in engagement science to draw people in. We will leverage these strengths, use our now enhanced portfolio, and work to solve social issues. We will also work to make our businesses profitable. Broadly speaking, we have the health big data market and the medical digital transformation market that we will pursue, while also realizing synergies between them. The issues to solve, first for people and the insured, we are looking at how to extend healthy lifespans and how to rationalize medical costs. There are pharma and insurance solutions to those issues, including looking at making drug development more efficient and making new insurance products that work for healthcare rather than sick care. Under medical, I have already mentioned the transformation in working styles, and of course, we need to increase operations efficiency. Otherwise, we will not be able to maintain regional medical structures. Meanwhile, we need to increase medicine and care quality. We need to think about how to make both these things happen. For the health big data market, we already have initiatives underway, such as our service, Kencom, and using the data from these health data services. Together, data health services and data use are what we call the health big data market. Here we have existing DeNA healthcare initiatives, and we will work together with DATA HORIZON going forward. The medical and digital transformation market can be broken down into the Japan and global markets. Here we have Allm, which Sakano-san will talk about later. In the area of medical checkups, we have Welcompass, our joint venture with Resorttrust. Recently, we also have the digitalization of the dementia test used when people renew their driver's license that is provided by Nippontect Systems. Through these initiatives, we will develop out the market. What is the key for these initiatives? As I mentioned, this is a huge social issue, so the private sector alone will not be able to do it all. It will be essential for us to coordinate and collaborate with government and local municipalities and build and enhance our business foundation. As Okamura-san mentioned, we have a specialist with experience in leadership in the Ministry of Health, Labor, and Welfare, who was a medical technical officer in the ministry and served as the head of the Tuberculosis and Infectious Disease Control Division before COVID-19, Miyake-san, who is now the DeNA Chief Medical Officer. We are now leveraging Okamura-san's capabilities, my own capabilities, and the capabilities of Miyake-san of working with local municipalities to build and enhance our business foundations. The reason that regional insurance providers, the towns, cities, and prefectures, are so important to health big data is that they play a pivotal role in the regional medical structure. They are the regional insurance providers. For medical digital transformation as well, the prefectures are important due to the responsibility they bear. It's important for us to collaborate with them. Now I'd like to talk about the important KPI for health big data. We have data health and data use services, so we need to see the extent to which our services have been introduced and used. For the database, the amount and quality of data is important. Going forward, we will try to share status updates on this through IR communications. DATA HORIZON has accounts with 600 local municipalities. They're the top in the industry. We plan to expand their initiatives going forward, and we also plan to introduce DeNA's Kencom to more local municipalities. We also plan to use the data we gain for public good. Under medical digital transformation, we will be mainly talking about Join, and important KPI include the number of hospitals using the service and how many people are actually using the service. Going forward, we intend to focus on the further expansion of Join. Previously, I talked about remote treatment with communication between doctors and patients. With Join, it's doctor-to-doctor communication and medical personnel communication. We will work with towns, cities, and prefectures on regional expansion. As I mentioned before, the importance of regional medicine globally has been affirmed, and overseas medical structures are shifting more towards regional medicine. We also want to introduce our solutions there. Let me discuss what health big data is. We aim to be the number one in growing our database and in the data use market. There are key benchmark companies in the space that we are tracking. On the left, we have the data health business. The customers here are the health insurance societies and local municipalities. We are providing service to over 20 million people. We will continue providing these services. In our estimation, the expected market size is around JPY 30 billion. After building our business foundation, we are looking to use that data. The customers here are academia, pharmaceutical companies, and insurance companies. We have 11 million people's data, and we intend to use it for public good and to contribute to society. In our estimation, the estimated market size is around JPY 100 billion. In the graph on the right, we show our progress in the recently begun data use business. This is the number of companies using data. We grew from four companies last year to 24 this year. First, we are focusing on growing the number of accounts, while at the same time working to get more budget allocation to our services. Next is medical digital transformation. We are working to accelerate the spread of Join, the doctor-to-doctor communication app, and to build a communication platform. As I have mentioned, it is a pressing issue to increase operational efficiency in medicine. The Japanese central government is of the same view, and we are anticipating them and engaging in a number of initiatives in this area. We aim to use the transformation in working styles for doctors as an opportunity for the regional expansion of Join. We won't just stop at communication. We aim to evolve as a platform to also include things like remote monitoring and developing apps to solve social issues, and in that way, grow our business. Under Sakano-san, Allm worked on cultivating key opinion leaders, getting referrals through academic societies for the growth of Join. Going forward, we want to go for coverage in Japan's regional medicine structures. We aim for large scale and wide regional expansion through coordination with prefectures. From this fiscal year, Sakano-san also had the same view, and there is already a plan and budget in place for regional expansion, such as in Hokkaido and Hyogo prefectures. Recently, there was also a partnership in a model business for Digital Garden City subsidies in Nobeoka City, where we will have a focused initiative. I cannot share more details here, but we are also in discussions with several other local municipalities about possible initiatives. In our estimation, the expected market size is around JPY 10 billion. Join was approved as a medical program in 2014 and was later approved for insurance. This makes it the only platform that doctors can use safely. We plan to use the advantage of that value and grow the platform. On top of that, we will look to evolve the platform, for example, using it for remote monitoring or incorporating IoT or AI technology. We think the potential value here is limitless, but certainly at around an expected market size of JPY several hundred billion. One reason that I wanted to move forward with the acquisition of Allm was that it was in business not just in Japan, but globally. Allm provides services in 32 countries with 1,150 medical facilities. In August, I visited Brazil and Chile for several days. Seeing the situation on the ground was illuminating. When we ask the regional leaders what their issues are, they say it's that they don't have Join. That shows how much Join has spread in Brazil. COVID-19 has proved to be an opportunity for the spread of this service, and we intend to leverage that to further Join's regional expansion. Sakano-san will also share the progress in collaborating with pharmaceutical companies in Brazil. There are some areas where Brazil is ahead of Japan, and we will look to bring that to Japan. My mission is simple. I intend to take the business portfolio I have cultivated and focus on the further growth of the strengthened business portfolio and earnings-based enhancement. Of course, healthcare and medical are separate businesses, but we also will seek synergies. A key milestone is the goal to achieve profitability next fiscal year. In fiscal year 2024, we aim to double the revenue to JPY 20 billion and achieve JPY 5 billion in profit. We won't stop there. We will aim to achieve sustained growth beyond that point. That's all from me, and I will pass the baton on to Sakano-san. I am Sakano, the Representative Director and CEO of Allm. I have also become the head of the Medical Business Unit. I look forward to giving my presentation today titled Global Social Issue Solutions and Business Realized by Medical Platform. I am the founder of Allm. Our philosophy is through the power of ICT, we aim to eliminate disparities and inefficiencies in healthcare while increasing the access to quality care and well-being for all. We have been in operation for the past 21 years. I felt that by bringing together DeNA's mission to serve and solve social problems and Allm's mission, we would be able to deliver our missions with more certainty, more quickly, and on a larger scale. Now I would like to share more information about Allm, a new subsidiary of the DeNA group. Allm was founded in 2001, and we first focused on security and compression technology. We entered the medical ICT business from 2013. The issues being faced in medicine today are shared around the globe. Medical disparity is spreading globally, and a set of doctors are doing their best to hold the line. My background is as a programmer in technology, and I am also a professor and lecturer at Tohoku University and Tokyo Medical and Dental University, and I have engaged in R&D on medical personnel around the world and on the state of medical ICT technology. I feel that there is major room to bring about improvement through medical ICT technology. Our revenue has been in a growth trend recently, going from JPY 0.8 billion - JPY 1.6 billion - JPY 3.2 billion in the last three years. Our original business base was in security and encryption technology, but we sold that business about nine years ago and entered into medical ICT. As the people on the ground in medical settings are fighting exhaustion, the pressing social need to support doctors has become a tailwind for us to expand our business. I would like to share some of our solutions. First is Join, a communication app for medical practitioners. Oi-san, the director focusing on this area, previously mentioned how Join has been adopted by 1,150 facilities in 32 countries. Primarily, the users are 45,000 doctors in emergency medicine, and in places like Japan and Brazil, it has become the de facto standard for emergency medicine. Join is provided to hospitals on a subscription model. Next is JoinTriage. This service is not for doctors, but rather is a triage app for emergency medical service providers. The EMS team that rushes to a location can input the ECG, EEG, and other vitals to get a suggested condition. We can ascertain the required treatment for that condition and based on that information, create a prioritized list of suggested medical facilities that can provide that treatment to show to the EMS team. This is also linked with Join, and JoinTriage is currently used by 25,000 EMS personnel, primarily on the U.S. East Coast. Join links the information about the suggested condition and treatment to the hospital, so doctors can know sooner what kind of patient is going to be arriving when. This enables doctors to free up a CT or prep an operating room for a particular type of surgery faster, so they can move on to treatment faster. With the combination of Join and JoinTriage, a patient can be brought to a more appropriate facility quicker. Our particular target is acute cardiovascular disease. This includes strokes, myocardial infarctions, and aortic dissection. In the case of a stroke, in just one minute, 1.7 million brain cells die, and for cardiopulmonary arrest, the chance of survival drops below 50%. This is an area where you fight against time, and we try to use our ICT technology to raise the survival rate and save even one additional person. Team is an app that is not for doctors and EMS personnel, but rather for nurses and caregivers, rehabilitation personnel, physical therapists and occupational therapists. Team is a total community healthcare system. Going forward, there will be a trend for medicine and care to be not in hospitals, but rather in care facilities and at home. In that context, we will need not disparate services, but better ways for nurses to consult with caregivers and share information. For example, checking in on what medication a person is taking or on their condition that day. Sharing that type of information enables better treatment and care. Team is used by 65,000 caregivers, nurses, and rehabilitation personnel in 3,000 facilities. By linking Team and Join, we aim to link specialist doctors and people recuperating at home or in a care facilities to provide that specialist medical care remotely in a way that was previously challenging. Another solution is MySOS. This is an app for patients and their families. Originally, this was developed from a grant and aid for scientific research from the Ministry of Health, Labor, and Welfare, and it includes AED location information and emergency hospital information. The positioning of this app is as an emergency personal health record app. For example, someone may be unconscious on the ground in front of you. The app can provide information about what to do and whether you should call the emergency services, depending on the situation. MySOS is also being used as part of the border control measures by the Ministry of Health, Labor, and Welfare to manage how long people newly arriving or returning to Japan should be in quarantine. This led to about five million current users of the app, making MySOS the largest personal health record app with medical health data recorded and being used in Japan. Currently, MySOS is being used for epidemiological studies and a variety of infectious disease control measures. We are also promoting a partnership model with pharmaceutical companies and government agencies. Another service is Enroll. This is used for the development of medical products and devices. It links with services like Join, Team, and MySOS. Enroll tries to increase the speed of development for medical products and devices. To develop medical devices and therapeutic devices to target particular conditions, many clinical studies need to be held with patients suffering those conditions. The Enroll service has doctors disseminating information to patients suffering those conditions to try to get as many of them as possible to enroll for clinical studies and clinical trials. Coming back to Join, which Oi-san and I have mentioned, here is a common usage scene. An EMS team has reached a person who was unconscious. They insert various information on that person, such as their blood pressure and ECG. The information is then sent to a command center, and it is also shared with a doctor. If a stroke is suspected, then neurosurgeons, neurologists, emergency medical nurses, and doctors also receive the information. The information is disseminated to the entire region, so hospitals available for treatment can share their availability with the command center and staff on the ground. This makes it possible to decide where to take the person quicker. The suspected condition is also known, so the receiving hospital can prepare to make a diagnosis and begin treatment before the patient even arrives. This is a characteristic of Join. Even if there are not enough specialists in the hospital itself, a specialist can provide remote support. As I mentioned before, emergency medicine is a fight against time. Quickly enabling the start of the right treatment is what we try to do through Join. I would also like to share some quantitative data about how we are contributing to medical settings. In November 2014, the Pharmaceutical Affairs Act was amended to newly allow medical device programs. Originally, the Pharmaceutical Affairs Act covered the approval and authorization of medical devices and pharmaceuticals. With the 2014 amendment, Join became the first software approved under the new medical device program category. Later in 2016, Join was also approved for insurance coverage as a medical device program in Japan. I will now share some background data. Example one is a working style reform on the ground in emergency medicine, which is a hot topic. In 2024, the penalties in the working style reform are coming into effect. In that context, these figures were shared at an annual meeting of the Japanese Society of Neurology. This report was based on data gathered at the Naga City Hospital. There is no hospital in the world that has specialists in every single area on-site, 24 hours a day, 365 days a year. Let's say that a patient arrives in an emergency setting in the middle of the night. A stroke is suspected. In that case, the non-specialist doctor at the hospital will want to consult a neurosurgeon or a neurologist who is at home. Up until now, naturally, the specialist would want to see for themselves and not just exchange verbal information, so they would rush to the hospital, even in the middle of the night, with almost no exceptions. By using Join, the digital medical record and other vitals, such as CT or MRI images, can be shared with the specialist at home. The specialist can then decide that the patient simply has a headache, and they do not need to rush to the hospital. It was reported that in almost 2/3 of cases, there was no need for the specialist to actually go to the hospital. This initiative has potential to significantly contribute to working style reform for doctors and has been affirmed by academic societies and organizations. There's another clinical benefit shown on the right. This is from The Jikei University School of Medicine, to which I am affiliated. There was an announcement that by using Join to share information quicker between doctors, including those on the ground and senior physicians. The time from onset to diagnosis in the case of stroke was reduced by 40 minutes on average. This is amazing. As I said, this is a fight against time. One minute can mean the difference between life and death. Also, we can look at the number of days a person is hospitalized, with a longer stay, meaning their condition is severe. Quicker treatment and diagnosis helped reduce the length of a hospital stay by 15%. This means patients were in a less severe condition and could be discharged earlier. With Join, we look to directly contribute to solving social issues. The transformation of working styles for doctors in 2024 is imminent. There is also a lack of doctors and specialists around the world. Japan is no exception. Tokyo has a relatively larger number of specialists, but if you look at the bottom of the list of places like Hokkaido, Iwate, and Akita are severely lacking in specialists, and in some fields, there is no way to treat a patient in that area. To solve this issue, we are bringing medical digital transformation into medical settings to try to solve problems. We are mainly working on the doctor-to-doctor remote treatment environment. Doctor-to-patient is what is called online treatment. For doctor-to-doctor, imagine that this is a non-specialist doctor consulting a specialist. In the example I gave previously, in the middle of the night, a non-specialist doctor or a green doctor may want to consult a remote senior physician or specialist, and that is the use case. One form this can take is such consultations happening within one hospital. What is happening now goes back to what Oi-san mentioned about regional medicine structures, where specialists are coordinating on a regional or national level to raise the overall treatment level. In this area, since 2005, Japan has established a foundation for medical information, the Pharmaceutical Affairs Act, and remote treatment in this space. Japan established guidelines and amended legislation. The market has been incubated. Previously, Allm had focused on acute medical care, but w ith COVID-19, the central government and local municipalities shifted focus to infectious disease response. This was the same for treatment settings. As the focus has shifted to infectious disease response, we have also shifted to an infectious disease response business and have put emergency medicine and medical digital transformation on the back burner. As I mentioned, the 2024 transformation in doctor working styles is coming, and due to COVID-19, the need for online treatment, remote treatment, remote monitoring, and various other digital transformations was affirmed for the government, people on the ground in medicine, and citizens, and they were accelerated. Our business mission is to grow the Join platform. When we try to expand services to be used in more treatment settings, for example, I mentioned that we now send CT and MRI images to more doctors, but going forward, EEG and ECG and other patient vitals and information are also needed. We have expanded our business from focusing on stroke and myocardial infarction to infectious disease, but now we also expand to look at eye disease and various other conditions by using sensor technology. Various startups around the world are engaged in R&D in the area of sensors and IoT. We have operations in 32 countries and collaborate with various startups. By linking our platform and remote treatment, we can help more patients and address the needs of more treatment settings. Further, raising public awareness of disease and supporting treatment settings is also the mission of many medical device and pharmaceutical companies. We also view partnering with pharmaceutical companies and medical device companies as a growth opportunity and have built a variety of global partnerships. The number of facilities using Join received a boost from the tailwind of medical digital transformation and has been growing steadily. As I mentioned, for stroke neurosurgeons, neurologists, and emergency medical personnel use Join. For external injuries, orthopedics are involved, and pediatrics and obstetrics may be involved. Use of Join is spreading to a variety of areas. By linking IoT technologies, I believe we can expand into a variety of new areas. Solving issues in regional medicine is what we want to do. Now we focus on stroke and acute cardiovascular disease. For example, with some rare or incurable conditions, there may be a difficult case where only one doctor can provide treatment in a country. In that situation, there is a need to build a national remote treatment structure. If only 20 doctors can treat a particular condition, we need to build a network so doctors can consult those 20 specialists at any time. That is what we are doing. Now I'd like to talk about the potential to solve social problems through the spread of Join. For example, Join is now being used as a matter of course in medical settings. Post-op patients often have a sudden change in condition, but there is a lack of specialists. By using Join, the specialists can be remote and support the doctors on the ground. We have started this new type of service. We are also spreading the use of sensors, IoT, and AI technology. We invested in a Brazilian startup called Phelcom, shown on the right. They're an amazing company. They attach a lens to a smartphone, and this allows them to take retinal images. Retinal imagery medical devices generally cost something like JPY 5 million-JPY 10 million. They're expensive devices. Developing countries and areas with limited medical resources struggle to purchase such devices. This smartphone with an attached lens is being made available in Brazil for less than JPY 1 million. We saw how commonplace the use of this device was in Brazil and decided to partner with the company to, for example, include an AI diagnosis of the retinal image, which we implemented. AI can't be used for all conditions. In those cases, we link with Join to receive remote specialist support. They were only engaged in business combining IoT and sensor technology in Brazil, but going forward, it intends to expand into Asia, Africa, and other Central and South American countries. We have offices in nine countries, the U.S., Brazil, Chile, Malaysia, some African nations, Dubai, and Germany. We work on delivering the medical device programs developed in Japan to other countries around the world. We have some photos on this slide showing Brazil, where use has spread in regional medicine structures, just as in Japan. One photo is of the state of Piauí in Brazil. We were adopted for the official stroke prevention network. Join is now being deployed to regional medical facilities with an official public budget. There is an increasing need for regional medical networks around the world. We aim to pursue these opportunities not just for cardiovascular conditions and explore what platforms for which conditions need to be created. For our mid to long-term business concept, we have four products already completed: Join, JoinTriage, MySOS, and Team. We are pursuing business for these products. Data is managed centrally in the cloud in a secure environment. We have already made a business out of the use of this data. Join is for doctors, and we have apps for patients, nurses, caregivers, physical therapists, occupational therapists, EMS teams, and other stakeholders. By further adding IoT and various sensor technologies to our products, we can increase synergy and pursue new business opportunities. By having this data used in clinical settings, the data will be accumulated, and we can see what data is being sent to doctors on the ground and how to analyze the gathered data and use it in other industries. We are expanding those monetization opportunities. Today, I talked about Enroll. We are looking to see how much we can speed up medical device and pharmaceutical development. We are also exploring possible pharmaceutical marketing and epidemiological surveys. As medical device and pharmaceutical development makes progress around the world, going forward, we will see more medical device programs and AI being approved in more countries. Potential business opportunity for us would be to support that process. Our business mission is to achieve greater product synergy and monetization expansion and evolution. Thank you for your attention. Hello, everyone. I am Tsushima, Head of the Sports Business Unit. Today, I would like to talk about our view on sports and the surrounding community and how we conduct our business. I'll start with the history of DeNA's sports business. We entered into the professional baseball business in 2011 with the birth of the Yokohama DeNA BayStars. In 2016, we completed a TOB for the Yokohama Stadium and began joint operations of the baseball club and stadium. We also expanded into other regions and sports, starting with our succession to the Kawasaki Brave Thunders basketball team in the B.LEAGUE in 2018. In 2021, we began participating in the management of the soccer club, SC Sagamihara. We now operate in three ordinance-designated cities in Kanagawa: Yokohama, Kawasaki, and Sagamihara. First, baseball. Since 2011, we have engaged in a variety of initiatives and grown as a popular baseball club that attracts many customers. The photo on the right is of Yokohama Stadium during the Climax Series Playoff held just last weekend. Unfortunately, the team did not make it to the next stage, but we broke our own attendance record in successive days, and there was so much excitement in this sports event. I feel confident that we will make the team and the performance aspects even better when we come back next year. We will show the attendance figures later, but the success in the baseball business became the foundation on which everything else was built. These photos were also taken last weekend during the season opener for basketball, held at Todoroki Arena. We leveraged the success of baseball while also adjusting for differences in the sport and have now reached the fifth season under DeNA management. I would like to share some quantitative data. The major pillars of the sports business are sponsorships, ticket sales, merchandise, and food and beverage. As you can see, we are growing in all segments. This is our fifth year, and we are targeting profitability for the year. On the right is a graph showing the number of sponsor companies who make up the sponsorships portion that is the largest component of revenue. When we took over, there were only a few sponsors, but by the fourth year, that number had grown to nearly 200. Kawasaki has many globally recognized companies, and our business growth has been supported by their sponsorship. On the bottom left, you can see how our school business has been expanding significantly. When we started, there were just 30 students, but now that has grown to 1,300. The most recent report I received was that we had over 1,500 students. The school has grown to be a business pillar. We have marketing know-how built up through our internet businesses, in particular, the game business, and we are making a great deal of use of that insight in the area of sports. We are active on many social media sites, including YouTube and TikTok, and we were the fastest among the B.LEAGUE and J.LEAGUE teams to reach 100,000 subscribers. That shows how we were able to leverage our DeNA core competence in this area. Sports content is also highly compatible with SDGs initiatives, and we are active in the area in partnership with multiple partners. Recently, we were appointed an official project partner of Ajinomoto. We will be working together to address regional issues through food and health initiatives. There is also the soccer team, SC Sagamihara, where we began participating in management in 2021. We sent team members with experience in baseball and basketball, and we are already producing results in our core competence area of UI and UX. Last year, we bundled our three sports together under one DeNA sports brand and have begun partnerships with multiple partners. Maruha Nichiro has been appointed as the official partner for all DeNA sports. They support our athletes' performance through food, as well as providing food education for junior athletes through a variety of programs. We also formed a media partnership with TV Kanagawa. We are continually disseminating a variety of content, showing the appeal and excellence of sports to a wide audience. This slide shows the topics I have just discussed in chronological order. More than anything, we conducted trial and error in the baseball business and through that, built up know-how and trained personnel. That was the beginning of everything. We brought that to other sports, and where normally it would take a long time to get off the ground, we were able to do so very quickly. With the recent bundling of the sports into one, we are hoping to create new added value through a variety of initiatives. On this slide, we separated out individual functions that cross each of the teams. The know-how we gained from the baseball business is at the center, but we can also gain different kinds of know-how from the different sports with differing business types. We extracted that know-how from each of the businesses and formed a structure that we are now returning to each team. For disseminating know-how, exchanging personnel is very effective. Many of our team members are transferred across different sports. Since the teams are located near one another, this is fairly easy to do. For example, the current president of the basketball team was previously in charge of the baseball business. Another person who worked on sponsorship sales at the BayStars used that experience to launch the sponsorship businesses for Kawasaki and Sagamihara. Also, outside the sports business itself, DeNA has many technology specialists in the organization. The Kawasaki marketing team previously worked on game marketing. They bring in fresh ideas that you would not typically see in sports, and try out many new ideas. This is something very DeNA-like. There are a few companies that have multiple sports teams and try to create synergies across them in the U.S. and Europe, to my understanding. I think this is an area of strength for DeNA, and I want to go even further. On this graph, the vertical axis shows the spread and depth of our business, and the horizontal axis shows the area. Sports content is the starting point, and we are jointly operating the stadiums and arena, which are the nucleus of the excitement, and spread that excitement out into the surrounding and neighboring regions. This is what we at DeNA call the Delightful City concept. We have made some specific progress in Yokohama, and following that, also done so in our machizukuri efforts in Kawasaki. Allow me to share some examples. On the left, we have the Former Yokohama City Hall District Utilization Project, which is for an area right next to Yokohama Stadium. Through an open bid in 2019, a consortium, of which DeNA is a member, was selected, and construction is underway for a spring 2026 grand opening. We are in charge of the development and operations of a facility dedicated to a live viewing arena and an edutainment facility. The former is a large 3-story open space, and we will be putting in Japan's largest screen to allow visitors to enjoy live entertainment while enjoying food. We expect this will be a new type of entertainment experience, and planning is underway. The latter is a space where children, who nowadays in urban areas have few places they can physically let loose and move around, will be able to do so. Of course, we are a technology company, so it's not just that. We will take data from while the children are playing, mine it, and, for example, provide recommendations about a sport that could be a good fit, such as basketball, or show a comparison, such as how much faster they can run or higher they can jump since the previous year. We are hoping to try out this new type of initiative as part of our school business. We are also strategically increasing the touchpoints in Kawasaki City, and at the end of August, we opened a new location in Kawasaki culture hall. This is a facility right next to Keikyu Kawasaki Station. On the first floor, there is a basketball court, and there is a dance studio as well as a place to play e-sports on the second floor. At the beginning of October, at a very good location, just 5 minutes from Kawasaki Station, we created 2 basketball courts, which is unusual for the Tokyo Metropolitan area. This will contribute to the expansion of the school, and we plan to use it as a venue for events to create excitement. Actual facility construction takes some time, so in anticipation, we have been engaged in several trial initiatives. In preparation for the opening of the live viewing arena in 2026, we have created a directly operated store, and we are trying our initiatives there. We also have initiatives to create excitement at Yokohama Stadium and in the surrounding area, even on non-game days. This is the third year we have held our illumination event. Many companies participate, and the business expands every year. Also, since we have guests who have come to these events, we developed a service to try to encourage the flow of people around the area as well. This new service, called Neee, was just recently released. The service makes visible which nearby restaurants have availability. When an event has ended, we are able to match customers who want to get out of the cold and have some food with restaurants who have space that they would like to fill. For more details, please see the announcement we made yesterday. On this slide, we have our business strategy to create the Delightful City. Of course, the starting point shown on the left is our sports. Exceeding visitor expectations with our sports is the start. The venue for that, the core, is the stadium and arena. We jointly operate the clubs and stadium to increase the excitement. We then expand that out into the community, the region, and people's daily lives. We are currently increasing the strategic touchpoints in the community and in people's lives. I also think we can acquire new customers here. We then send them back over to the left to join our cycle. We are aiming to get a positive reinforcing cycle going. In so doing, we foster civic pride among the residents, and we think that will also increase engagement with DeNA and with our services, and that will lead to a stronger and more resilient business foundation. We will create this cycle in Yokohama, Kawasaki, and Sagamihara, and coordinate between them to establish our business foundation. While having our customer base in Kanagawa as the foundation, I also envision using DeNA group assets on that foundation to build a customer data platform. Something ancillary to sports would be a ticket platform or creating a customer base with combined sports, healthcare, and live streaming customer data that could be used. Sports will be the starting point, and we are exploring ways we could create structural strengths for DeNA as a whole. Two more slides from me. This data is from the Japan Sports Agency, and they expect growth in the sports industry from multiple growth drivers. This includes machizukuri, which we are engaged in, sports tourism, the use of technology in IoT, and increased health awareness is leading to more people not only watching sports, but also playing them. I believe there are infinite possibilities around sports, so I want to continue taking on DeNA-like challenges. This is my last slide. We saw some impact on our attendance from COVID-19 in 2020, but now we're in a recovery trend. We are keeping up with the trends of the times, and in a few years, we aim to achieve JPY 3 billion annual profit contribution from sports and the community. I also wanted to reiterate that sports is the only thing, the only branding, with the power to move people. As the DeNA group, we intend to pursue synergies with this space. That's all from me. Thank you. Hello, everyone. My name is Sumiyoshi, and I am the head of the live streaming business unit. I would like to take the opportunity to introduce myself. I first started at DeNA in 2012 as a new grad. My career began as a server-side engineer in games. After that, I worked as a game producer and gained experience getting a new business off the ground. I was a community manager for Gyakuten Othellonia, a game that Okamura-san mentioned earlier. I went all around Japan, meeting with users at events and working to drive up excitement and passion about the game. From 2018, I became the leader of the live streaming business. I hope you enjoy my presentation today. Today, I will present on the provided value and future outlook for the live streaming business. I'll start off with the growth of the live streaming business. This graph shows the combined revenue of the DeNA services, Pococha, IRIAM, and Voice Pococha. As you can see, in the last few years, we have reached a revenue level of JPY 40 billion per year for the live streaming business. We do not often have an opportunity to share the behind-the-scenes characteristics of each service or what's going on on the ground. Today, I would like to share that information with you. As you saw on the previous graph, we have seen rapid growth in the live streaming business. We have Pococha Japan and Pococha Global, the virtual anime character service, IRIAM, and we recently started Voice Pococha. We consider each of these services to be in the growth phase, and we are prioritizing revenue growth as well as providing value to the users in each region as we invest in these services. Okamura-san mentioned earlier that for this business, while securing segment profit for fiscal year 2022, we also plan to invest for growth in an agile and disciplined manner, including initiatives to achieve leaps in growth. Within live streaming, we are currently focused on the following three goals. First is sustained growth for Pococha Japan. Second is initiatives to achieve leaps in growth in global Pococha. Third is initiatives to achieve leaps in growth in new genres, such as IRIAM. I'll discuss each in turn. First, Pococha Japan. Both of these graphs show industry trends data from an external survey agency. The left is the daily active users, essentially how many users are on the service every day. The right is monthly average use time. The yellow lines in both graphs are our service, Pococha. The black lines are for other live streaming platforms, including competitors. As you can see, Pococha is a service with highly active users, and we are seeing an accumulation of such active users. At previous operating results briefings, Okamura-san has talked about how Pococha values being a welcoming place for people. If you look at these figures, you can see that we are delivering that value. How are we maintaining that high level of activity? One of the team visions for Pococha is Live for Everyone. We want to make live streaming available to a diverse range of people. As you can see with the three pie charts on the left, we have a diverse group of broadcasters in terms of gender, age, and occupation. If you take a look at the age pie chart on the bottom left, you'll see that we have a wide range of ages from 18 to over 50. For occupation, we have people who are homemakers, students, people who have dedicated themselves to broadcasting as their profession, as well as people in performance activities, influencers, and many other diverse people. We also have a simple diagram showing Pococha's positioning on the right. Generally, live streaming platforms, when compared to something like YouTube or TikTok, have value more in who you are spending time with and how the time is spent, rather than the content itself that's being streamed. The value is in the account, in the community. Even among live streaming platforms, Pococha is not a platform where all the attention goes to just a few broadcasters. We have a diverse group of broadcasters, as shown on the left, and viewers are dispersed to a variety of broadcasters. This is what we call our long-tail structure that we value in making our product. For sustained community expansion, of course, we need to build the product as I have described. In addition to that, we also value defense measures. DeNA has monitoring know-how that we built up through the game business, including customer relations. We have updated our structure to match the needs of live streaming to create a monitoring system for safe and sound service. Of course, we have monitoring staff who patrol, and we have also developed internal systems. We will also analyze numbers from the service to see where we should be monitoring. Kobayashi-san will share some more details later, but we also use engineering resources to build an AI monitoring system. To prevent problems between users, we block NG words, have implemented a prohibited comment function, have an age restriction, and spend amount restrictions, among others. Another aspect that is really characteristic of Pococha is how we value working together with users to define what we think a sound community is and operating the service accordingly. This means our operation team actually goes and rubs elbows with our users to discuss the kind of community we want to make Pococha. There are also many live streaming platforms other than Pococha. We work with industry organizations to ensure the safety and soundness of all services. Now, I would like to share the current status of Pococha. Up until 2019, before COVID-19, Pococha was seeing the formation of a foundation for growth, including seeing accumulation in the number of users, new users, and revenue. At the beginning of 2020, we were impacted by COVID-19. There was highly increased demand due to people staying at home, and we saw a three-fold increase in people coming into the service. As a result, we saw rapid growth. This allowed us to achieve the rapid growth that was shown on the first slide. In my view, I feel that we were significantly impacted by our environment in the last three years. However, as you can see in the graph on the right, as of the end of June 2022, Pococha has 4 million downloads. That's a small number compared to other live streaming platforms, including competitors, and compared to games. As we saw a rapid increase in new users during COVID-19, we prioritized creating highly engaged communities and focused on digital marketing to scale. Now, I would like to appeal to a new segment of users. We will be engaging in creative marketing to bring in viewers. For the broadcasters as well, we want to bring in a new segment of potential broadcasters. We recently announced a partnership with UUUM, which is one example of the various ways we will appeal to a new user segment and encourage them to participate on the platform. Next, I'll discuss Pococha's global expansion. First of all, we believe that the value of the online venue that Pococha provides is universal, and that race, country, and region do not impede that. Under this belief, we decided to take Pococha global, first to the U.S. We are currently focusing on the U.S. business to get onto a good growth curve. First, we go into the feel out phase to learn more about the backgrounds of people who live in the U.S. and to learn about their understanding of live streaming services. We are checking in on this as we proceed with the business. This is a qualitative metric, but currently, we are starting to see broadcaster and viewer communities in the U.S. that are similarly engaged to what we have in Japan. Originally, our functionality was targeting Japan, but now we have a more diverse set of users from the U.S. as well as other countries around the world. We are updating our product functionality to match these users. We intend to update our product to make it usable by not just Japanese users, but all users globally. I expect that the service will become more accessible to a more diverse audience compared with just the Japan market. It was only after COVID-19 began that we were able to share growth metrics with the investor community. Pococha as a service has been going since 2017, for more than five years now. For Pococha Global, we are leveraging our Pococha Japan know-how to enable us to get onto a growth curve in the U.S. Quicker. Finally, we have our third service, our expansion into new genres. The market for services like Pococha that have item-based communication is growing. Recently, many different types of services have included this functionality, and the live streaming experience is evolving. Amongst these services, in IRIAM, users become a 2D character in their broadcast. This is very unique. IRIAM reached its fourth anniversary just this October. If you imagine virtual broadcasting, I would imagine most of you think of VTubers like on the left. If you actually want to become a VTuber, you need to get an illustration ready, then do the modeling, then get a camera or other device, and then you can start streaming on YouTube. With IRIAM, anyone with a smartphone, and I think pretty much everyone has a smartphone nowadays, can get an illustration and start broadcasting. Compared to Pococha, with IRIAM, you can have the artist who drew the illustration in the community, and there can be strong attachment to the characters. I think this is a unique characteristic of IRIAM. Originally at DeNA, we had a service called Naka no Hito Live, which was a virtual live streaming platform with 3D avatars. We decided to focus on that point of IRIAM that I mentioned earlier. In August 2020, we made IRIAM into an equity method affiliate, and then in August 2021, we made IRIAM into a subsidiary. At this point, experienced Pococha team members and original IRIAM team members came together to work side by side and share their knowledge to achieve the growth that the service is currently experiencing. The DAU, or daily active users, have grown nine-fold since we made IRIAM a subsidiary, and the revenue is also growing steadily. That concludes the three focus services for live streaming. Finally, I would like to look at the mid to long-term live streaming business expansion. As you can see, we have grown along with changes in format, devices, and infrastructure, and business model in social media. Now, of course, YouTubers have become commonplace. The YouTube Partner Program started in Japan in 2008, 14 years ago. Live streaming functionality was added in 2011, and the Super Chat function was also added. In this way, the market has grown to date. Amidst this, we had the advent of VTubers and their development. Pococha was launched in 2017, and IRIAM was made into a subsidiary in 2021. We will continue to work to create the optimal ecosystem for broadcasters and viewers. Thank you for your attention. Hello, everyone. This is Kobayashi from DeNA. There have not been many opportunities to talk about DeNA technology, so today, I would like to take some time to share about DeNA's initiatives. The title for session six is Technology Supporting DeNA. First, allow me to share my background. I started at DeNA in 2011. I started out as a server-side engineer for the social game platform Mobage Open Platform. At first, I was doing a lot of development, but as the business grew, so did the number of developers. With more developers, DeNA needed more management. I shifted focus to management. At one time, I was responsible for all Mobage development, and I helped start the Nintendo Alliance work, as well as launching a browser game platform called AndApp. For the first half of my time at DeNA, I was mainly involved in the game business. From around 2017, I worked on the autonomous driving project with Nissan, and I personally had no experience in automotive development, but I took it on as a new challenge. From that point, multiple products were developed in the automotive business, and I was also involved in them. From 2018, I became an executive officer and the head of the system unit, which is a cross-function unit in the company. From a position closer to management, I promoted DeNA Monozukuri. In 2019, I became Managing Executive Officer and CTO, and from there, promoted DeNA technology as a whole and enhanced DeNA Monozukuri. I was also involved in the joint business with Resorttrust in 2022. We established a joint venture called Welcompass, and I am director and CTO there. DeNA also recently announced the updated organizational structure. I continue to be a Managing Executive Officer, but I'm also the Deputy Head of the Medical Business Unit, where I am helping to grow the business. That's my history. I started in games, moved to automotive, and most recently moved into medical. I have worked in a variety of fields. Having the opportunity to work across such a multitude of fields is something unique to DeNA that I find very interesting, and I would like to share more about that with you. DeNA has approaches to entertain and to serve, and while pursuing businesses in both approaches, also looks to unlock synergies. There are multiple ways to unlock synergy. In the field of technology, we have new technology acquired in entertainment that we can leverage in the service approach. Now, that's one example. Of course, to be successful in any individual business, you have to learn the technology unique to that field and put it to best use. We store that as knowledge for the whole company. When starting a new business, you run into all sorts of problems. We can use our previous experience to solve these issues. That cycle is now operating at DeNA. What becomes important here is what is shown on the bottom as the company-wide organization, our infrastructure, security, data, AI, et cetera. These are areas of strength for DeNA. Here, I would like to discuss DeNA's unique Monozukuri. Generally, when people talk about Monozukuri, they discuss development in AI, design, and product. At various companies when making products, these three are essential, and people come together to think about how to build them up as a department and organization. At DeNA, we do not just limit ourselves to these. We also have initiatives in three additional areas that we consider to be strengths. The DeNA view on Monozukuri structure is shown on the right. We value infrastructure, security, and quality. By integrating these three with the other three, we can realize higher quality Monozukuri. That then allows us to deliver greater delight to customers. There's a lot I want to cover, but today I would like to talk about infrastructure, security, and AI. First, our infrastructure. From 2005, we had a service called Mobage. I think many people will be familiar with Mobage. As of March 2010, we had over 18 million users enjoying the service and a huge amount of traffic. The monthly page views were over 60 billion, which may be hard to imagine, but that was an unheard-of huge amount for the time. Along with the growth of Mobage, we refined our technology skills and became able to handle that scale of traffic, as well as not cause inconvenience to customers. In part, thanks to those technology skills, we were able to partner with Nintendo from 2015, and we partnered on development of titles such as Super Mario Run and the Nintendo Accounts. Super Mario Run, for example, achieved over 40 million downloads worldwide four days after launch. This is another unbelievable number. We built an infrastructure system that could handle that. For the Nintendo Accounts in 164 countries and regions, these accounts are used by 250+ million people. This is on a different scale from the users of Mobage, and the traffic is on a different scale as well. We leveraged and made use of what we learned and provide service to customers without causing inconvenience. Also, as Sumiyoshi-san mentioned, the service Pococha has been available since 2017. What I want to call your attention to is the data traffic. In January 2020, there was about 7.5 terabytes of data per minute, but that grew three-fold in just over two years. We've experienced this type of business growth. Sumiyoshi-san showed a graph of the business growth, but we saw a similar pattern in the service data traffic and load. We used what we have learned to date, built on our experience, and supported the business. Allow me to share a little more about infrastructure. Currently, across all DeNA services, in one day, there are five billion requests. This becomes a huge amount on a monthly basis. We handle that every day. The data amounts are in the petabytes, which may not be a familiar concept, but simply understand that it is a huge amount of data. We also, over the course of three years, lifted up from on-prem to the cloud. Originally at DeNA, we managed our own data centers and servers. It required a lot of tuning. To adopt the most recent technology, we decided to shift over to the cloud and did so over three years. Many companies out there are trying out a cloud shift or lift, but for a company like DeNA with so many businesses and services, to do so in just three years is not an everyday achievement. Many people worry that shifting to the cloud will lead to increased costs. Compared to the on-prem days, we are able to use the capabilities we honed in the cloud as well and have been able to deliver on both stability and lower costs. Shifting to the cloud also contributed to allowing engineers to focus on more creative work. When we were managing our own data centers, there was a huge number of servers, so every day, at least one would break down, especially the fans to cool the CPUs broke frequently, often two to three per day. This is necessary work, but it's not very productive. We were able to free up our engineers from that work and instead allow them to focus on more productive and creative work. That was very important and part of the reason we decided to shift to the cloud. That was the explanation of how DeNA has honed our technological skills through our history. I expect our businesses will continue to develop, and we will use our infrastructure to provide a solid foundation to support these businesses. Next is security, w e provide internet services, and due to their nature, having cybersecurity to defend against cyberattacks and protecting private information from threats is important. To ensure smooth business operations, it is incredibly important to have internal capabilities. From some time ago, we internalized our security department and leverage it in each of our businesses. Data security requirements, and in particular, the protection of personal information, have become quite strict on a national level, and we ensure that we abide by these. For cybersecurity, we come under a variety of attacks, and make sure there are no problems arising from them. If one of our own products were to have a vulnerability that became a problem, it would become a huge issue for DeNA, so we check that ourselves. When you use the cloud, it's possible that an unintended misconfiguration could cause all sorts of problems. To combat this, we created an automated audit and management mechanism. We also have developed several tools to enhance security. One example I want to highlight is DeClang. Generally, for games, if a player cheats, the game balance is thrown off and the game becomes less fun. To defend against this, we created our own mechanism. We also make it available open source so people from other companies can use it too. This is one example of initiatives to raise the security level of the industry as a whole. Another example is PacketProxy. There are multiple ways to diagnose vulnerabilities, but we created our own tool to do so efficiently and have made it available open source. By creating such tools internally, we not only raise our own security level, but we also give back to the industry as a whole with the results of those efforts. Next is AI. As Sumiyoshi-san mentioned earlier, DeNA is focusing on the service Pococha. To ensure the safety and soundness of the Pococha service, of course, we have humans checking the content, but as the service grows, it becomes challenging to rely on humans alone to check everything. We utilize AI to efficiently check content and deliver a more safe and sound service. We have three typical examples we give. The first is detecting improper broadcasts. The second is measures to prevent inappropriate behavior. The third is monitoring of profiles and comments. We implement these measures to prevent people who try to cause problems or make it less fun for users around them to enjoy the service from doing so. We monitor broadcasts, and if someone is doing something strange, we can stop the broadcast. We can prevent the viewers watching that broadcast from having an unpleasant experience. In the comments as well, we try to prevent people from sending hurtful comments by using technology such as natural language processing. DeNA makes fairly masterful use of AI, but it is used in places that may not be immediately apparent. I'm sure you have wondered where DeNA makes use of AI technology. This is an example of how we proactively use AI to support services. Another example is in sports. Last weekend, unfortunately, we were not able to move on to the next stage of the Climax Series. In the Yokohama DeNA BayStars, for the last few years, we have been proactively incorporating IT and AI technology into enhancing our team. We take detailed match result data, sensor data, and video data and use machine learning to see how we can help improve the team. We do not just have AI personnel working on this. We collaborate with people on the sports teams to explore possibilities. The actual AI algorithm we created was actually used by people on the team, and I think we have contributed to enhancing the team. I also hope to be able to use AI technology not only in baseball, but also in basketball and soccer in the future. Those were the three aspects I wanted to focus on, but finally, I would like to talk about DeNA's overall approach to technology. DeNA is not a company that engages in technology for technology's sake alone. We believe technology exists to help the development of our businesses. This is often called the market in philosophy. Our key assumption is that we refine our technology to deliver delight to customers through our businesses. We engage in technology development while keeping an eye on technology trends over a 3-year span, and work to make those technologies work in a useful way in our businesses. For example, in 2018, we created an R&D organization to engage in this work. I would like to share two specific examples. In 2016, we began our initiatives to enhance our AI technology. We enhanced our personnel and considered how to leverage AI in DeNA businesses, and that led to where we are today. With AI being used in Pococha, Forbes, and in other businesses as well, AI is being used and contributing. Recently, Web3 has also been a hot topic. Since we established our R&D organization in 2018, we began initial R&D on blockchain, the backbone of Web3. Thanks to that, last year, we were able to release PLAYBACK 9 and other services that use blockchain technology, and there are other things in the works. This was all made possible by our beginning focus from 2018. While looking at technology on a 3-year span, I hope to continue to refine our technology in a way that is useful to DeNA's businesses. I hope you look forward to new developments in this area. DeNA has two approaches, to entertain and to serve, and we seek to unlock synergies between them. We are making use of our core competencies in technology and monozukuri, organization and people, and our home base, keeping up DeNA's unique dynamism while engaging in our initiatives and delivering delight to as many people as possible. As a technology company, we will continue to refine our technology and provide value. That's all from me today. Thank you for your attention.