Hello, everyone. I am Okamura, the CEO. Thank you very much for making time for our DeNA IR Day presentation for 2023. This is our second time holding this presentation after our first last year. It can be challenging for us to go into a great deal of detail for our businesses during the regular earnings presentations. For that reason, in this presentation, we will take a little more of your time to discuss each of our businesses in more detail. We have 6 sessions planned today. Session One will be from me on our mid to long-term strategy progress. It will serve as a simple introduction. We have already shared during the earnings presentations about our three-year plan, starting fiscal year 2021, to build our business portfolio from our entertain to serve approach. In particular, we are working on our businesses to have good contribution from serve, and I believe you all are now familiar with our efforts to rebuild our business portfolio. I will go into more detail about our efforts here, but first, last fiscal year, we strengthened our business portfolio. This particularly refers to the healthcare and medical space. In that space, in this fiscal year, we aim to achieve profitability. In the long term, we aim to have contribution from both our entertain and serve approaches. More specifically, in Sessions Two, Three, and Four, we will have each of those business leaders present. Under our serve approach, we have healthcare and medical, and sports and community. First, for healthcare and medical, in fiscal year 2020, this business had a JPY 1.2 billion loss, so it was operating in the red. However, over three years, we aim to have a JPY 5 billion level profit contribution. This is the target for next fiscal year. Sports and community was impacted by COVID and posted a JPY 3.6 billion loss in fiscal year 2020. But in the mid- to long-term, now that we have significantly recovered from the impact of COVID, we aim to have a JPY 3 billion level profit contribution from this business. In Sessions 2 and 3, we will cover healthcare and medical. Under the areas of people and insurers, pharma and insurance, and medicine, there are issues to solve. Our specific focus markets are the health big data market under healthcare, as well as the up-and-coming medical digital transformation market that has attracted much attention. In the health big data market, last fiscal year, we made Data Horizon into a subsidiary and strengthened partnerships in the health big data space, such as our partnership with Medical Data Vision. In the medical digital transformation area, we made Allm, who are providers of medical digital transformation solutions in Japan and globally, into a subsidiary. We will hear more about their initiatives later in the presentation. One of our goals for this IR Day is to provide a greater level of detail about our service approach businesses. We hope this will be an opportunity for you to check in on our progress. Next, we have the approach that has supported DeNA in a major way to date and continues to be an important approach for us, our entertainment approach. In particular, the games business has been volatile, and it has been challenging recently to produce new games and have them become hits. We aim to continue to secure a good level of profit here. In Session Five, we will have our first presentation on the game business in an IR day. For the business overall, we are continuing streamlined business operations while making progress in a new strategy that we are working on, centered on the game development and live operations departments in Japan. We will touch on that more today. We will, of course, continue our existing strategy focused on major IP for the global market. We have been producing 3-5 new titles per year. In addition to that, we need to better convey our mid to long-term strategy for the game business. Today, we do not have a session planned, but our live streaming business and our entertain approach is an important business. Our revenue growth is primarily from Pococha Japan and IRIAM. For Global Pococha, we are continuing verification of appropriate operations for each region while optimizing investment. For this segment, we are continuing to prioritize revenue growth while aiming to secure profitability for the segment in fiscal year 2023, which is this year. For Session Six, our last session, at DeNA, we take on a variety of challenges across our portfolio using technology, but our biggest asset that supports us in those endeavors is our organization and people. We have called out three core competencies: technology and Monozukuri, organization and people, and our home base, where we have the BayStars that many of you know, based in Yokohama and Kanagawa. Today, we will take time during session six to describe more about our organization and people, who are an incredibly important core competence for DeNA. Today, we do not have a session planned, but we are a technology company. We have been especially active in working on AI to date. We have cross-organizational use of AI and other technology, and know-how occurring in all of our businesses. Although it may not be immediately evident, I hope to have an opportunity in the future to go into more detail on this topic. We are also pursuing synergy between businesses and across the group, and here we recently announced new initiatives at PFDeNA, a joint venture between ourselves and Preferred Networks. I hope you will continue to follow updates in this area. In the following five sessions on medical, healthcare, sports, games, and people, we would like to take some time to go into detail, and we will have a Q&A session afterwards. I hope it will be a useful session. That concludes my presentation. Thank you. I am Sakano, the head of the medical business unit. I will be primarily sharing the business strategy for Join, our flagship product in the medical business unit. Our vision is to bring medical digital transformation to medical settings. Some aspects may not be feasible with our technology alone, and we work in collaboration with medical practitioners, governments, medical device manufacturers, pharmaceutical companies, insurance companies, and various other stakeholders to help to reduce disparities in healthcare, which is a social issue, and provide fair medical care to all people around the world. That is the mission under which we operate our business. Our flagship product to achieve that mission is Join. Previously, we had approached medical institutions and doctors to explain Join as a product in order to grow the business. But recently, we have shifted to focus on medical issues for entire regions in coordination with key opinion leaders and the government. For example, one region may wish to reduce the number of stroke fatalities or may want to pursue advanced cancer treatment. There are numerous medical issues an area may face. We work with the government, medical personnel, and other stakeholders to see how we can address these social issues. As I mentioned before, our technology alone may not be enough in all cases, so we leverage various sensors, IoT, and AI. We also look at remote medical services, data use, and also use group company resources and work on medical services as well. We consider Join to be a platform, and we are building an open environment that allows connections to solve problems. In Japan, we provide services from Hokkaido in the north all the way to Okinawa and everywhere in between. We have services deployed in about 450 facilities in Japan. As I mentioned earlier, we do not necessarily just deploy to one medical institution. Rather, we are working to deploy as a medical network across an area. For example, a patient may have come to hospital A, but that hospital does not have a specialist. In that case, a specialist in hospital B can provide remote support. This means lives that could not be saved, people who could not be treated in that area, can now receive support. That is what we are achieving in coordination with medical practitioners, government, and other stakeholders. The areas shown with a pink background are medical networks recently launched, and they have doubled over a year. Going forward, we will continue to go after area coverage as part of our strategy for regional medical care. In our mission, we aim to solve issues not only in Japan, but also around the world. We are providing Join to about 1,300 medical facilities globally. In Brazil, for example, we are working with the regional government to address regional medical issues, such as in the circulatory system, aortic dissection, and myocardial infarction. Basically, serious medical problems that cause instant death. Of course, there are common medical needs, not just in Japan, but around the world. Without specialists, it's not possible to reduce the fatality rate. However, training specialists is not something that can be done overnight. So we have created a mechanism where central hospitals, for example, in São Paulo, can provide support to hospitals deep in the mountains or forests of the Amazon. These areas with the pink background are where we have established subsidiaries, and they have worked to get us medical device certification. For areas without that pink background, it's not necessarily the case that we do not have medical device certification. For example, the U.S.'s regulatory approval can allow us to work in some other countries, especially in Central and South America. For Southeast Asia, this can also be true in some countries, if you have European regulatory approval. In some regions, we operate offices to promote our business, and in some, we grow our business out from operation centers. We are now deployed in 32 countries. In some cases, we work with the regional government, and in some cases, we work with a national government on various initiatives. One example is where we may receive financial or humanitarian assistance from the Japanese government for an overseas initiative. The development bank also engages in global finance, and we are sometimes adopted for such projects in certain countries. There are a variety of settings where we work. Now, I would like to discuss the spread of Join on these three axes. Join is positioned as a communication platform. The basic function of Join is enabling non-specialist and specialist doctors to communicate and seeing how far we can expand the medical treatment that can be performed. That's the basic function. But as additional functionality, we have also created a live network linked with the operating room and a mechanism to share medical imagery such as MRIs and CTs. We also have added the sharing of EEG and ECGs. So one strategy is raising the revenue from each facility in consideration of these added functionalities. We operate on a subscription basis. So in general, we sign a contract and then renew each year. But at that renewal, we work to raise the average revenue per contract. That is one pillar. For the second pillar, Join started out focused on stroke medical programs, and we received regulatory approval in Japan and spread. We are the only app approved for insurance in this area. From there, we expanded into acute cardiovascular disease, where the blood vessels burst or become blocked in the brain, causing death, or where blood vessels burst or become blocked in the heart, causing death. Essentially, a stroke. Adding these two together, they represent the number one cause of death, surpassing cancer. Up until now, this has been our target treatment area, and here you are fighting time. Organ transplants are also a fight against time. However, there were also the needs of COVID-19, so there is infectious disease. Another deep area is dementia, also cancer. In the field of oncology, you're not going to have one specialist doctor trying to do everything alone. These are all areas where doctors can coordinate and provide a higher level of care, and we are spreading to cover them. Within hospitals, there are a variety of departments, and another pillar for us is expanding to cover more of them. Finally, our last pillar. For example, there may be a facility that has sufficient daytime staff, but it's insufficient at night. Of course, doctors go home. We are also being used in cases where a specialist doctor at home can support a non-specialist doctor who is at the medical facility. Join can, of course, be used in the medical facility, but when we look at the picture for a whole area, we may have a case where hospital A has a particular specialist, but there is no such specialist in hospital B or C. In a regional medical structure, hospital A can support hospitals B and C. Also, at night, the different hospitals can take shifts. Say, hospital A takes Mondays and Tuesdays for a particular disease, while a different hospital takes Wednesdays and Thursdays, and they supplement times when another hospital may not have full staff support. In this pillar, we aim to increase the number of deployed facilities, both in areas in Japan and globally. As I have talked about, we are working to grow the Join platform coverage across areas. We are also working to expand our content. Under the advanced care unit, we look to help support those with serious illness and reduce fatalities. For example, in intensive care, many medical practitioners come together to do what they can to save a patient in serious condition. In this situation, remote specialists can intervene to try to push the patient into recovery. We are working to achieve an evolution in this area. As we work to grow our business, we also have the model of collaboration with pharmaceutical companies and medical manufacturers. For pharmaceutical companies, ensuring there is an environment where their medicines are being used correctly is important. In a situation where a product is not being widely used in a region by specialists, from our solution, we can see in real time where there may be needs for that. We can share that information with pharmaceutical companies to ensure that medicine is being done appropriately. We have also built this kind of collaboration model. This started in Brazil with stroke treatment, but that has now spread to be a global partnership model with that company. We have also spread beyond just stroke to cover various cancers, such as lung cancer and breast cancer. We've also spread to cover infectious disease, which can see a sudden increase in need. I'll discuss this more later, but we have started a remote medicine model with the top Japanese national centers. To go further into our model, on the horizontal axis, we have medical resources, with many being to the left and few to the right. You can picture remote islands and mountain areas on the right and urban areas in developed countries on the left. On the vertical axis, we have high medical standards on top, with specialized hospitals in the national centers. On the bottom, you can picture your standard hospital or clinic. The important thing for the vertical axis is how much the high-level and specialist hospitals can support your standard hospitals. Another area to look at is how much support can be provided by medical facilities for developing areas. A new initiative is thinking about how to provide support, for example, in mountainous areas where there may not be a doctor. We are working on product development here. I'll talk about two axes in this area. First is an initiative we announced yesterday with the National Cancer Center, Japan. This is a top national medical institution in Japan. We are kicking this project off as joint research. However, regional medical care in Japan, and especially cancer treatment within regional medical care, is evolving. It's challenging for a single region to be able to address all cancer problems, so you may have a doctor in a regional medical facility who is wondering if the treatment plan they created for a patient is really the best way to proceed. We have started an initiative where, through our platform, that doctor can ask for help from top doctors at the national center. Our system makes for a secure environment to take medical histories, pathologies, test images, companion diagnostics, genetic test results, and other data, and bundle it for the National Cancer Center doctor to examine. They can check that against the treatment plan and either approve or make alternative suggestions. This is the consultation service we have begun. Through this initiative, we hope to raise the quality of Japan's regional medical care. Another initiative is targeting areas that are doctorless or situations where there is a dramatic lack of doctors to meet needs. Basically, disaster medicine. One possible pattern is where you have an infectious disease that spreads, and you need a large amount of a particular kind of treatment. Another pattern is a natural disaster, such as an earthquake or tsunami, that destroys the medical facilities. There's also when there is continuous fighting in an area, dealing damage to the medical infrastructure. We looked at how we can address rapidly changing medical needs and created Join Mobile Care, where we aim to enable medicine that links with a variety of portable devices. How this works is that you have an area experiencing such a dramatic change in their medical situation, and by using devices like these ones I have here today. For example, this device, Eyer that allows you to take retinal images, and by working with remote specialists, it is possible to provide appropriate optical treatment. And this is a mobile stethoscope. These devices can be applied to the chest to allow a remote specialist to assess breathing, temperature, see imagery of the inside of the throat and ear in real time, and even in a situation where there is no specialist on the ground or there may only be a nurse, it is still possible to provide medical care. There's also this 12-lead ECG device to allow medical staff to do heart monitoring. Ordinarily, a doctor on the ground would do this test, but with the support of a remote specialist, even in a situation where there are insufficient medical resources, it can still be possible to provide sufficient medical care. In this initiative, we have 10 devices contained in a box like the one here, and connected with Join, we can provide Join Mobile Care to a region. These kinds of medical needs can happen, not even just after disasters. In Japan, the situation is completely different in Hokkaido compared to Tokyo. Globally, there are many countries lacking sufficient medical support. We view these as potential business targets and will pursue them. We will do our best to contribute to clinical settings and establish ourselves as a business. We hope you will continue to follow our efforts. Hello, my name is Segawa, and I am in charge of the healthcare business unit. At the beginning, Okamura-san also mentioned, now in our healthcare business, we have two business areas: the data health business on the left and the data use business on the right, forming two wheels of a vehicle. Today, my presentation will primarily focus on the data use business. I would also like to take this opportunity to talk more generally about our vision for the healthcare business. The DeNA group started the healthcare business in 2014. At first, we leveraged our experience in providing services that delivered delight to customers. This is primarily the area on the left, making people healthier through services where we had our focus. As we provided services in this area over time, we accumulated a variety of data. We leveraged that for part 2 on the right, producing evidence from data. We worked in collaboration with life insurance companies, pharmaceutical companies, and others to produce evidence, and we bring that to part three, giving back to society through evidence. This is the model we are aiming for. I have been involved in the healthcare business since 2015. At first, DeNA was focused on part one, working on empowering people and patients. But I believe it is really important to make parts one, two, and three flow as a cycle. Services have the power to inspire behavior change in people and patients, and I have recently begun to truly feel how data has the power to inspire change as well. A member of my family was recently diagnosed with cancer, and it made me reflect. Services like the one on the left can help with prevention, treatment, and preventing recurrence for many people, including those with cancer. Also, if the person is walking more or engaging in other types of activities, that can help reduce the risk of recurrence. We have these from medical professionals explaining this, and when I showed them to my family member, they changed their behavior and began to walk more. So having services and data is invaluable for supporting people and patients. So, yahari, sono sābisu to dēta. DeNA will also continue to combine services and data to deliver delightful healthcare to people. の中でも、これからもですね、引き続きサービスとデータっていうところを両輪で掛け合わせながら、しっかり生活者の方にdelight health careを届けていきたいなというふうに思っております。で、今日はですね。Now, I would like to share our progress in the data use business. We start off with a summary.最初はですね、サマリーを話させていただいております。First, looking at the market, the real-world data market is growing steadily. How are we getting into this market? I'll describe more later, but we have the use of data for elderly people as one of our differentiation factors and are seeing use from pharmaceutical companies and insurance companies. We were a latecomer, so we have been proactively engaging in alliances and collaborating with leading players and have achieved strong growth in a short period of time. That was our focus. As a result, various medical professionals have used our data and been able to gain insight into areas that were previously unknown. We have a variety of these types of results. For the business, we are also seeing growth in the number of clients, including pharmaceutical companies. Today, I would like to share how our KPIs are growing. Another question is which market is seeing the most growth? We also have many people who do not really understand what is so great about the data for elderly people. So I would like to share how data is being used in Japan and what is unique about our offering. Some of you may already be familiar, but I would like to make sure and go through this for all of you, and I hope it will become clear the reasons clients use our data and the differentiation between us and other established competitors. こういう理由でお客様から使われていたりとか、こういうところは既存の競合さんとか同業他社さんと比べても違なんだなというところが、最後にご理解いただけると、ありがたいなというふうに思ってます。最初に業績のところ。First, I will touch on our results. As we operated our businesses, we would accumulate data, and Data Horizon was brought into the DeNA group. We used that as an opportunity to proactively pursue the data use business from around last fiscal year. The graphs on the right have already been shared in the IR disclosure in some cases. Our revenue grew almost threefold in a year. We break down the factors behind that growth on the right. We had growth in the number of clients and a higher transaction value per customer. I have a good feeling about the success of this business. The actual services we provide to customers are described on the left. We have a menu that we select from to meet the various needs of the customer. In some straightforward cases, we have the ad hoc aggregation service, where we share the analysis results for certain data. Customers who wish to perform research may want to have anonymized data provided to them for them to do the analysis. Some customers may want to use various web tools, and we do this in partnership with Medical Data Vision, and we have data loaded into these tools for easy access. So we are flexible in providing various kinds of data in whatever form meets customer needs. Those are the top three. Also, we are a consumer company, so we have the ability to leverage PHR and marketing both in digital and real formats. Data itself is important, but it alone is just the first step, and how you leverage that data is an area that we work on to solve customer problems as part of our business. From here, we have supplemental information to the summary. First of all, the market is growing. There is a variety of statistical data about the health big data market, but here we narrowed it down to just real-world data for private sector companies and the expected growth. There are a variety of kinds of data out there, but regardless, over the next few years, I would expect that they are projected to continue to see steady growth. That's the key point. So what is unique about our data? You may already be familiar. In Japan, there are three types of healthcare and medical data that can be used. We work with insurer data. In the middle, medical institution data is electronic medical records and other institutional data. On the right is the dispensing data from pharmacies. None of these are particularly good or bad, but they do have distinctive characteristics. Any one alone is not going to enable you to solve every problem or research question in Japan. You need to understand the characteristics, and customers and university researchers carefully choose what will work best for them. What are the unique characteristics of insurer data? A key point is the universal healthcare system in Japan. Every individual in Japan is connected to some kind of insurance. This may be employer-linked or local municipality-linked, but regardless of whether the person is healthy or sick, they are always linked to insurance, and this makes it possible to do various analyses. We would not just analyze people who are sick. We can look over a longer period of time and see why they got sick, or see what prescriptions they were taking, or regular life activities they were doing before they got sick. For that kind of analysis, the insurer data is more straightforward. On the other hand, medical institution data includes test results for the variety of tests they conduct. So if you want to see the degree of severity, this data is useful. As you can see how it is marked high on the chart. However, if someone ends up moving between medical institutions, it becomes difficult to track them as one individual, hence why the traceability is low. For the right-hand side, data can be delivered immediately. So if a pharmaceutical company wants to do sales and marketing analysis, this is what they most often use. But it can be hard to see all the medicines one individual is taking or what illnesses they are taking that medicine to treat. So we marked those areas low on the chart. 使われたりとか、どういう病気によって使われたのかっていうところはちょっとわかりにくいので、当社の書き方で低という形になっています。 ... There are multiple insurers in Japan, and I would like to cover them in more detail on this slide. Generally, we have the types shown in the chart on the right. The health insurance societies, Japan's health insurance societies, mutual aid associations, municipal national health insurance, and latter-stage elderly healthcare system. We handle health insurance society, municipal national health insurance, and latter-stage elderly healthcare system data with permission for that use. The graph on the left shows the demographics. For people up to about 65 years old, if they work at a large company, they're in a health insurance society, including their families. Individual proprietors may belong to the municipal national health insurance. Looking at the right-most two demographics, everyone, when they reach 75, are lumped into the municipality-managed latter-stage elderly health care system, which is the yellow group. When providing services, we try to see where issues are, and at first, we targeted corporate health insurance societies, for example, providing apps. However, as you can see, looking at the bottom row of the chart on the right, medical expenditures increase when you get older. The two right-most insurances have the highest medical expenditure. Naturally, older people require higher medical expenditures. Medical cost rationalization is an issue we are trying to solve, so this is an area we want to address. So we can try to encourage elderly people as much as possible to use a digital app and try to rationalize expenditure. We can also use this kind of data for illnesses that tend to occur among elderly people to try to solve those issues. That's our hypothesis and why we choose to focus on this area. Today, we won't go into a great deal of detail, but in the data health business, we work with insurers to try to support people. This is something that the Data Horizon Group and DeNA Group are working on in the DeNA Healthcare business. We have been expanding our data solutions, and as a result, the number of client municipalities has increased. In our estimate for this fiscal year's business, there are about 1,800 local municipalities, and we have transactions with about one-third of them and are providing support. Of course, we don't have data use set up with all of them. We make sure to explain our proposition and gain the appropriate consent to use their data first. One key part of data use is the volume. One reason for us to be chosen is the large volume of data we hold, especially for elderly people. Our 1/3 share of local municipalities means that we have the top share in Japan in this area, to the best of our understanding. We aim to be leaders in this area and make use of this data. From there, we will be getting into a lot of detail. You may be wondering what is so great about the data for elderly people. While this is from our perspective, I'd like to go into that. Comparatively, local municipalities tend to have more data for elderly people than is in the health insurance societies. In one example, for many cancers, you tend to have more elderly people with the condition. Dementia and osteoporosis are another example, relatively more common among the elderly, and it was not really being looked at in data previously. Our efforts to make this data available for use is helping to solve problems faced by doctors and pharmaceutical companies, and a uniqueness of our offering. Here we have one example of an initiative with a local municipality. It's often the case that elderly people tend to take multiple medications. Taking all this medication places its own burden on the elderly person, and there's a general sense that it can also lead to higher risk of falls and injuries, such as bone fractures. However, that had not yet been clearly shown in the data. By leveraging our data with local municipalities, we were able to do a comparison of a group with polypharmacy and one without. The result of this analysis showed a twofold difference in the bone fracture incidence rate. This is one example of local municipality data use. Up until we did this analysis, there was a general sense that this was probably a problem, but there wasn't clear data or evidence. I believe it will be a great positive to produce more examples like this. We have a number of doctors in academia who are leveraging our data. We've already had 4 or 5 awards this fiscal year. This shows third-party confirmation of how leveraging our data has made it possible to clearly see something that was not clear before. This is my final slide. In summary, we are operating in a growing market with uniqueness in our handling of local municipality data, especially for elderly people, and we are growing our business. Going forward, we will continue to grow our existing business. We will keep on strengthening our sales and analytics teams and work to grow the business. We will work to grow use by life and non-life insurance companies, as well as pharmaceutical companies. As was mentioned during the Allm portion, we will work to accelerate alliances with other group companies. There is a limit to what we can achieve alone. We will work to leverage group synergy, just as with the example of our initiative announced this morning with PFDeNA. As a group overall or in alliance, we aim to work to solve problems. I hope you will continue to follow our efforts. Thank you. Hello, everyone. I am Tsushima, the head of the Sports and Smart City Business Unit. Today, I will share some highlights from this fiscal year, as well as our view encompassing not just our sports business, Machi-zukuri, and physical assets, but also neighboring initiatives. As you know, the pandemic fully hit us early in 2020, and we in the sports business were operating under significant limitations. However, this year, we have achieved a complete recovery. We have been able to operate our stadium and arena continuously with a great deal of excitement. This phenomenon isn't limited to us. The WBC in baseball and the World Cup in basketball were some examples of sports events that drove a great deal of excitement that helped contribute to our success. We are now through a tough time, and the value and uniqueness of sports content has been reaffirmed by everyone as a result of the experience. The figures on the left are the attendance numbers for Yokohama Stadium. This year, our attendance recovered to the 2019 level. Later, I will share some KPIs for the business, and you will see the solid recovery. I would like to take this opportunity to share our history in the sports business. 2011 saw the birth of the Yokohama DeNA BayStars and the beginning of the sports business. In 2016, we had the TOB for Yokohama Stadium and began joint operations. In 2018, we brought the basketball team, the Kawasaki Brave Thunders, into the fold. This year, we also made SC Sagamihara into a consolidated subsidiary. Now we have operations in Yokohama, Kawasaki, and Sagamihara, three ordinance-designated cities in Kanagawa Prefecture. We have broken down our expansion into four steps. The genesis of everything was our efforts with the Yokohama DeNA BayStars. Operating 70+ home games is a pretty significant undertaking, and we gained a lot of know-how and trained personnel that we were then able to spread into other sports and enable them to grow vertically. And thus, we achieved our business expansion. We are also working on taking the sports content and the stadium and arena operations, and spreading that excitement out into the neighboring and surrounding regions. We refer to this as the Delightful City concept. We've had some major progress here, too. I will take some time now to go into more detail about the projects shown with solid-colored backgrounds on this chart. But first, some highlights. I mentioned before that I would share KPIs, and here is the average stadium attendance. We had 71 home games this year, and on average, we had over 32,000 people in attendance per game. This is a record high for the team. On this slide, we have a chart for revenue broken down into different segments. You can see how we've achieved growth in each of the segments as our attendance numbers have recovered. I would like to call your attention to the bottom segment, the dark green. Our sponsorship revenue continued to have good expansion, even during COVID, and compared to 2012, when we began operations, this is about a 5.4-fold increase. Looking at the segment directly above, merchandise and food & beverage, you can see how we have achieved growth. Even compared to 2019, when we had similar attendance numbers, we have grown the performance of this segment. The average revenue per customer is growing, and the business itself has strengthened. To make the sports business stay strong in perpetuity, we treat it as a business that is expected to perform. We aim to get financial performance from the business, use those proceeds to invest in the team, making the team stronger and growing the business further. In our view, that positive cycle is now working well. The Kawasaki Brave Thunders had their highest-ever attendance in the 2022-2023 season. SC Sagamihara, who were made into a consolidated subsidiary this year, now have seasoned sports business team members who have joined the management team and are in the process of implementing various updates. In neighboring regions, we have some updates to share. Spring 2026 is the recently announced scheduled opening for the City of Yokohama Old City Hall District project. This area is right next to Yokohama Stadium. It's basically right next to JR Kannai Station. Construction is proceeding steadily. Not just on days when there are home games in Yokohama Stadium, but also other days, we aim for this to be a place for people to gather, and we hope it will serve as the face of Yokohama. We hope that this facility will become a place not only for those in and outside the city of Yokohama, but also draw overseas visitors.... Within this facility, we plan to have a live viewing arena that will be directly developed and operated by us, and I would like to share some more detail. In cities where sports live viewing is developing, particularly in the U.S., often a live viewing facility will be set up right next to a stadium or arena. I have actually visited several examples in person. There was so much excitement in these places. I believe there is probably no other permanent facility in Japan with a screen quite this size. Not only is the screen large, but there will be multiple screens placed that visitors can watch while enjoying food and drink and be immersed in the live entertainment. That is our aim for this facility. We would also not just be limited to BayStars home and visitor games, but we would also have other sports, live music, and other real events. We intend to create excitement 365 days a year. Since we were founded in 1999, DeNA has created a variety of entertainment. We also have a track record of successful partnerships with content holders, especially in the game business. We believe this will be a great place to leverage DeNA's entertainment experience and bring excitement to life in a real format. We aim to leverage our capabilities to the max in this endeavor. On the second floor of this facility, we intend to operate a merchandise store that incorporates live entertainment aspects. We are looking to have photo spots linked with digital technology and have merchandise sales linked with exciting moments in the live entertainment. It has been 10 years since we started the sports business, and we have had experience making new products and new ways of selling them, and in this facility, we want to take on a whole new level of challenge. Next, I will talk about the Kawasaki Arena City project, announced in March earlier this year. The location will be right next to Keikyu Kawasaki Station, which is a truly prime location, and we plan to create an arena with capacity for up to 15,000 people and a commercial facility. The plan is to open in October 2028. Just last week, we held a press conference regarding this project. In addition to the arena, we plan to have a spa, food hall, live hall, and other entertainment in this commercial complex. On the bottom right, we have a cross-section for the proposed facility. As you can see here, we aim to have the arena and commercial facility connected on multiple floors. We hope that we will be able to hold events and festivals that span the entire facility. I think this will prove to be a unique facility with few similar examples in Japan. As I talked about a little bit during the live viewing arena section, we hope that this will be a place where we can take on uniquely DeNA challenges. We're in the planning stages now, and I personally am very excited about the possibilities for this project. At this point, I would like to talk about our future plans. This slide is a repeat from earlier, but I would like to take some time and talk about the step on the far right, which is diversification. In a sports business, the primary component is bringing people into your facility and operating your business there. This makes it a capacity business, which is an inescapable fact. It means there is always a limit to what you can do while providing your sports entertainment. But in areas where the sports industry is expanding, especially Western countries, it is clear there are peripheral business opportunities. It's natural, if you think about it. Sports content can touch deep into people's lives and can inspire incredible, almost religious fervor. So sports can serve as a platform or an intermediary for a variety of initiatives. For this reason, many local municipalities and companies will try to proactively harness sports to work for their initiatives. As a sports business operator, it is vital for us to think about how our sports can be leveraged and how we can expand our business. With that in mind, we have laid out our view to future business expansion. As I mentioned, in 2026 and 2028, we have major facility openings planned, and of course, we will do our best to build up their business. But we also plan to look beyond those facility operations alone and endeavor to diversify as part of our strategy.... Our first effort here is independent entertainment aside from sports, and creating excitement that is not limited to a stadium or arena, but instead spills over into the entire area. One example is the illumination event, Ballpark Fantasia, that is now in its fourth year, which is held in and around Yokohama Stadium. Visitors are growing every year, and it has become an established event in the Yokohama community. We also recently held a festival combining a mixture of music, art, and sports at Tamagawa, and that drove major excitement. We will have more facilities under our operation in the future, and having more independent entertainment events will be a positive for financial performance as well. We are planning to proactively hold more of these types of events. The second is accumulating facility management and operations know-how. We are already operating multiple facilities, from large ones like Yokohama Stadium to smaller ones in Yokohama and Kawasaki. We have multiple facilities that we are working to have in regular operations, not just on game days, but even non-game days. This slide shows material that we have borrowed from the Ministry of Economy, Trade and Industry. It shows that there are multiple new and redevelopment projects for major facilities underway across Japan. It should be clear that there are a large number of projects currently in progress. This is a major wave in the live entertainment space in Japan. At the same time, as a business operator in the space, we view this as a business opportunity. We regularly are approached by a number of companies to discuss a variety of matters, and we are working to systematize our know-how and train personnel to be able to promptly handle these potential projects. Third is leveraging digital to create customer management infrastructure. We already have a number of contact points with customers across Kanagawa, and we expect to have even more and to see more diversification in the future. We aim to integrate the database and create a good cheering and customer experience. Two more slides from me. Many of you may already be familiar, but in the U.S., there are a number of sports facility and neighboring facility operators who are seeing dramatic business growth and who have established structural strengths. On the top left, Fenway Sports Group operates multiple sports teams in multiple countries, and they have established a subsidiary out of a multi-sports business department and achieved success. On the top right, Live Nation has a strength in the multiple facilities under their operation and have gone after the live music industry. They integrated the value chain centered on Ticketmaster, and they have grown their market cap significantly. On the bottom left, we have AEG, who have a bit more of a real estate flavor to them. They own real estate in the areas surrounding arenas and achieve their financial performance by raising the value of that real estate. Oak View is a much later comer to this area compared to the others I have mentioned, but they are achieving very rapid growth. They have recently started consulting on sports content and facility management, as well as taking on consignment work and are achieving success. Each of these examples have been excellent references for us. We believe there is a wide range of business opportunities around us. We will aim to capture diversification opportunities around us and grow the scale of our business. In a truly DeNA-like way, we will be flexible about the method and explore potential partnerships. That concludes my presentation today. Thank you. I am Iguchi, the head of the Game Service Business Unit. I look forward to speaking today. I will be discussing our midterm strategy. We are considering the changes in the market and our existing strategy, and exploring how we should leverage DeNA's core competencies, what development strategy we should pursue, and how we will expand our portfolio. I will share our thoughts on these matters today. I hope that all the investors and others listening today will gain a better understanding and support us in our future endeavors. First, I'll start with the history of the DeNA game business, as well as my own background, and specifically, what I have done up until now. In 2009, DeNA launched Kaito Royale and multiple other browser games, and around this time, the game business became a pillar for DeNA. In 2013, DeNA shifted from browser to app games in conjunction with the general environmental shift. It was also at this time that I joined DeNA as a new grad. Around 2015, we began creating many partnership titles, such as with Nintendo and the Pokémon Company. I also worked as a producer for a partnership title and learned about how to produce profit in the business overall, as well as how to think about the sustainability of the business. Around 2020, we pursued a pipeline strategy for the global market focused on major IP. Pokémon Masters EX was one such title, and I served as producer for this game. I have worked on multiple titles and have worked closely with the teams on the ground. I have also thought about how to shape the business overall from both on the ground and management perspectives, and based on that, have thought about how to update our midterm strategy. First, I'd like to touch on the kinds of titles we provide. We have Gyakuten Othellonia, which had its seventh anniversary, Pokémon Masters EX, which just had its fourth anniversary, and Kaito Royale, which just had its fourteenth anniversary, which is a very long time for a game to be operating. These are some representative examples, but we have multiple other titles we have been operating over the long term. Here, I would like to touch on one unique characteristic of DeNA. We believe it is important to handle games as a service. Our games have users. That's a key point. So what kind of enjoyment is core for the users? What approach should we take that will be most beloved by our users? These are important questions for us. To get at an answer, we will decide what KPI to examine in analytics that will be most indicative that enjoyment is growing. This is also happening as part of our operations. Originally, we were called the Game Business Unit, but we changed the name to the Game Service Business Unit to show our focus on the operations. Now, I would like to discuss what we are planning to add to our strategy and our thoughts about strategy. On the left, we have our current strategy. This is our pipeline centered on partnerships for the global market. We will be continuing this strategy. Over the past 10 years or so, we have accumulated know-how about what kinds of games are easily enjoyable for users, and understanding how to make a game that meets user expectations is a core competence for us. We will be continuing this approach. Today, I would like to take some time to discuss our new small-scale and feedback-oriented development, leveraging live operations capabilities. We want to explore a style of development that has live operations aspects. As mentioned in my background, in the 2010s, I worked on the live operations of mobile games, so I'm pretty confident when it comes to mobile game live operations. So that live operations, grasping the core of what is entertaining to users, analyzing it, and figuring out how to develop it quickly, is something that we wanted to explore if we could incorporate it into the development phase. Looking at our view of the environment that is part of our assumptions, the Japan market is over JPY 1 trillion, while the global market is nearly JPY 10 trillion. So these markets are big. Just one hit game can have the explosive potential to support the entire business. We believe that we are capable of providing that kind of service, so we feel that the mobile game market continues to be appealing. But looking at the cycle in the diagram below, we are seeing rising development and live operations costs. Total development costs are rising, and we have limits to our organization, so we tend to see reduced production lines. Amidst these trends, the revenue and profit contribution that is required from each game is increasing. We have to consider how any one title could potentially support the profitability of the business overall, and for this, we need a creative solution. In my view, that creative solution will rely on our core competence in our live operations capabilities. This slide is one that has been shared before in the earnings presentation, but I would like to add my thoughts as the business head. We really focus on what the core enjoyment is for a game, especially in the early days after launch. There can be a variety of opinions about what core enjoyment users want during the live operations stage, and we look at both quantitative and qualitative information. The development team, me included, spends time actually playing the game. We take that experience, as well as user feedback and KPIs, to decide on the approach for operating the game. This is the foundation of our live operations capabilities. Generally, with games, the performance decreases over time after launch. If you achieve flat performance, then your operations did pretty well. The fact that we have multiple games that have actually improved their performance over time speaks to this being a core competence for DeNA. I'd like to look a little deeper at analytics. Within analytics, there is, of course, the examination of certain numbers and choosing what to look at. Each company will have their own approach. But as I talked about, each game will have its own unique thing that makes it fun. It could be that the characters are appealing, or the scenario is great, or that the battles are engaging, or the environment is the draw. The aspects that could be the core for users are what the users are expecting from the game. So there's the portion of analysis where you are grasping at what that core aspect is, and the portion that is thinking about how to grow that core and what the impact was of doing so. Our analytics infrastructure supports us in that work. This is something we have done for over 10 years now, and we know that it's not just about having the analytics infrastructure, it's about how you leverage it. I think a core of our core competence in live operations is the atmosphere and culture we have in our live operations. So how do we leverage that in development? As I mentioned, we need to think about what the core enjoyment is for the game and analyze how to grow it further and figure out how to do that improvement quickly. That is something I want to have happening from the early stages of development. I want to set milestones from the early stages of development and incorporate user feedback as early as possible. We may need to change direction partway through or halt something partway, but I would like to be able to make those decisions. So what about it being small scale? In my view, this is a key point for leveraging our live operations capabilities. When you understand DeNA as a company, you see how each individual's abilities are leveraged to the max and leveraged right there in the service. I believe that is a strength for DeNA. When you have large-scale development, you end up breaking the team into sections, and doing the improvement work inevitably ends up taking time. So when I thought about how to break free of these impeding factors, I realized that having it on a small scale will be key. As described in the bottom bullet point, I believe we will have more options to explore, and that will be important. With more options, we will have more possibilities for personnel assignments, and there can be new monetization inventions and other ways we can explore new possibilities. I believe that this approach is a very DeNA-like way to make games. How will this impact the development business? These images are for illustrative purposes. We will set up more frequent milestones and potentially decide to suspend a project. Since the teams are small scale, the development costs will also be kept down. But really, the key point is the core aspect that is fun. We will be able to ascertain what that is quickly, such as through user feedback, and we will be able to change directions quickly in response. We can be confident in our game development. This is a key point. Through this creative development approach, I believe that we can develop services that will still have a fighting chance in the market at around half the cost of conventional development. Finally, I want to mention that this new strategy we will pursue is a challenging one. But once the cycle starts to work well, I am sure we will be able to produce interesting games, and I think we'll be able to get close to a structural strength for this business. I believe that this new approach leverages DeNA's core competencies, not just limited to our games business. We want to create DeNA-like games for many users in the market that are impactful and fun services, and we will do our best to move forward towards that goal. Thank you. Hello, I am the head of HR, Sugawara. Today, I will be speaking about the DeNA organization and people strategy. As has been talked about during the preceding sessions, DeNA has a diverse range of businesses across our entertain and serve approaches, and the core of these businesses is our organization and people. Our organization and people are one of our major core competencies at DeNA and a competitive advantage. Having a high density of diverse, talented people taking on challenges every day is the seed of innovation and the catalyst for business synergy. Drawing in enterprising talent, leveraging each individual's talent, and generating business synergy is our key personnel strategy, and what I would like to discuss today in my session. I'll start with the overview of the people here at DeNA. Our personnel portfolio has changed with the evolution of our business portfolio. At the end of fiscal year 2020, approximately 70% of people were involved in games, but now the percentages allocated to other businesses, especially healthcare and medical, have grown. In conjunction with that, we have seen greater diversity in our personnel. Diversity does not refer to just age and gender. At DeNA, we define diversity as bringing different strengths and multiple perspectives to the organization based on each individual's background, experience, skills, and personality. As one example of that, we have pulled data on the breakdown of new grad versus mid-career hires and the backgrounds of our mid-career hires. About 70% of our employees were mid-career hires. We also have this chart on the right showing the past three-year background of mid-career hires. Many people naturally come from internet or software development backgrounds, but we also have people from the personnel introduction industry, retail, medicine and pharma, finance, and real estate, among others. So we have a truly diverse range of backgrounds among our personnel. We do not try to overwrite these diverse backgrounds with the DeNA way. Rather, we try to leverage these diverse backgrounds. Another unique characteristic of DeNA's personnel is the number of engineers. Engineers make up about 40% of our employees. If you include designers, it's about half. Approximately 40% of unit heads have engineering backgrounds. This may seem nothing unusual for a tech company, but our management team includes leaders with an engineering background, and they are leveraging their technological insight in all aspects of management. I myself joined DeNA as an engineer and was involved in a variety of development. Since I transferred to HR, in the last few years, I think, we have seen the penetration and commonplace use of technology in the field of HR, commonly called HR tech. Naturally, I believe that my own experience has been useful in our HR tech initiatives. Next is our HR initiatives. We want to bring out the best in our diverse employees. We are providing growth opportunities as part of the DeNA Promise, which is the basic policy for human capital. Our businesses are also diverse, with different phases and processes, staffed by diverse team members, and the optimal HR approach will vary. For this reason, we engage in HR initiatives emphasizing autonomy to best draw out each individual's diverse and unique strengths. We aim to create opportunities to leverage individuality and create venues to leverage individuality. We bring this approach to hiring, training, labor matters, D&I, and other aspects of our HR initiatives and work. I would like to share some examples. First, we have our new working style to leverage individuality. In our program, we enable the choice of the working style that is the best to maximize performance for the business and individual, depending on the business situation and each individual's condition. We have our hybrid work and distant location work programs. In both cases, discretion about working location is given to the employee to choose what works best for them. With the super flex time program, discretion in the choice of working hours is given to the businesses and employees. Next is systems to draw out the strength of diverse individuals. We are using various surveys, leveraging HR technology, to perform monitoring and assessments of the organization and personnel. In our twice-annual organizational status questionnaire, we check for anything that could have a negative impact on the organization. We perform analysis to discover organizational problems and for organizational development. We also have our pulse survey and 360-degree feedback. The pulse survey is monthly, and the 360-degree feedback is twice annually. Through these surveys, we do checks and assessments of individuals' conditions and use that for training and placement. We run this cycle to raise organization and personnel performance. We also empower independent pursuit of challenges, and we have some unique programs here, specifically the Shake Hands program and Cross-Job program. These programs enable employees to take on challenges across an area or business independently. Through Delight Ventures, people can also pursue entrepreneurial challenges. As you can see, many of our employees are taking advantage of these programs. Leveraging insights from different areas becomes the seed of our personnel-based business synergy. As a mechanism to encourage these independent efforts, we know that our businesses are diverse, and the jobs within them are also varied. We have set up an in-house job board called Open Quest to let people know about the opportunities available internally, and we hold related events to encourage people taking on challenges. We actually have one scheduled for tomorrow. As a result of these initiatives, many employees have taken on the challenge of a transfer across businesses or areas. We have our entertainment approach, service approach, and cross-approach. When we talk about a transfer across approaches, we mean someone who has transferred from one of the approaches to another. About 40% of people at DeNA have done so. About half have experienced a cross-business transfer. I personally have worked in different businesses and areas before arriving at my present position in HR. I believe that my experience working in various positions across the organization is helping me in my current role, helping to support personnel across this varied organization. I would like to share two examples of business synergies due to our organization and people initiatives. The first example is a transfer from the game business to the health business. Enterprising game creators applied to the Shake Hands and Cross-Job programs. In one case, the MMO room was implemented. This brought a gamification aspect to a healthcare app. This is a unique aspect and helps with health promotion for the users. This is one good example of synergy. The other example is cross-organizational contribution to the medical business. The DeNA IT infrastructure team used their know-how and skills gained from working on various businesses and halved the infrastructure costs for the medical business. This is another example of synergy driven by our organization and people. This is the last slide from me. Outlook for organization and people. We aim to build a cycle of exciting business challenges, inspiring the next enterprising talent, creating a vibrant, appealing workplace, and achieving business growth unique to DeNA and our core competence in organization and people. Not only that, we want to accelerate this cycle. We aim to provide more information about metrics related to business synergy due to people in our future disclosure of human capital. That concludes my presentation. Thank you.