I am Kato, President of Sekisui. Thank you for taking time out of your busy schedule to join us today. I assumed the position of president on March 1, 2020, and due to the impact of COVID-19 pandemic, all financial results briefings were held in online format since then. This briefing is the first one conducted face-to-face. Although physical participation is limited to some of you, I have profound emotions to hold the session physically. In this presentation, we will explain our FY 2030 long-term vision, our strategic area map towards the achievement of the vision, which was outlined at the recent financial results briefing in April, overview of medical business, and long-term vision of life science business. We hope that analysts and investors can deepen their understanding of our business and have high expectations towards our growth. Please turn to page two. Since our founding in 1947, we have expanded our business with a focus on plastics-related technologies and products. Although there was a period around the year 2000 when we posted operating losses, we have continued to grow steadily since then and have reached the point where we are aiming for an operating profit of JPY 100 billion this fiscal year. Currently, the business environment remains challenging due to soaring raw material prices, the situation in Russia and Ukraine, the impact of the lockdown in Shanghai, and other factors. We will continue to manage our business operations under the assumption that the business environment will become increasingly uncertain and difficult to predict over the next decade. Even under such circumstances, we need to bring about changes through the consolidated efforts of the entire group. Therefore, we have formulated our FY 2030 long-term vision based on the belief that setting a new vision and presenting a direction as to how we will achieve the vision will enable us to meet the needs and expectations of all stakeholders. Please turn to page 3. Once again, here is the overview of our long-term vision, Vision 2030. The statement, "Innovation for the Earth," expresses our intention to continue to innovate and contribute to the society. We will expand our contribution to resolving social issues through innovation and creativity centered on ESG management. Having almost no raw materials in-house, the value creation process for our company is based on our ability to process and our anticipatory innovation in which we anticipate and adapt to the changes in business environment and customer needs. Please turn to page 4. This page shows the growth images by domain. We will continue to refine and transform our diverse growth engines to increase sales of each domain by 1.5-3 x. We will further accelerate our growth overseas, aiming for sales of JPY 1 trillion, and to generate 50% of the company-wide sales by 2030. In order to double the size of the company's business, the current medium-term plan sets a maximum M&A investment limit of JPY 300 billion. At present, M&A investment is limited to small investments only. However, there is no change in our policy of aggressively investing management resources to achieve our long-term vision. Please turn to page 5. The core growth drivers are the current business areas shown in blue. We are also developing new areas shown in orange color in order to double the scale of our business. With regards to the biorefinery business, an important area in the next frontier domain, in April, a one-tenth scale waste to ethanol demonstration plant in Kuji City, Iwate Prefecture was completed. We are targeting the first commercial scale facility to start the production in FY 2025. In the town and community development business, 12 projects are already underway and will continue to make significant contributions in the current fiscal year and into the next medium-term plan period. In the life science area, we will explain our efforts and progress in the new areas where we have high expectations for the future later in this presentation. Please turn to page 6. Next, I will explain the strategic area map. In the process of formulating the long-term vision, Vision 2030, we recognized three major challenges, namely to specify key areas of focus in each domain, to clarify the distinction of each divisional company and group-wide fusion, and to prioritize the allocation of capital to priority areas. To address these issues, we launched cross-divisional company projects, and after discussions at the board of directors meeting, we formulated a compass to guide us toward the goals of Vision 2030. The concepts in each domain, which form the basis of the strategic area map, are based on the areas in which we are already focusing our efforts, and specific themes to be addressed in each area are listed. Please turn to page seven. Next, the social issues that each domain aims to resolve are described on this page. We will seek to expand sales and operating profit through contributions to solving social issues identified in each domain, while at the same time, seek to expand our contributions to a more sustainable society through management conscious of our sustainable management capabilities. Please turn to page 8. This chart is the strategic area map that we presented at the IR Financial Results Briefing in April. Although the contents are the same, I would like to introduce some of the initiatives in each domain. In the innovative mobility area, we have lightweight, high-strength materials, mainly CFRP molded products. In addition, we have next-generation communication components with flexible radio wave reflection film released last December. Under the innovation area, we also have smart city strategy that encompasses 4 domains. We will explain medical business and life science in the next part. Next, I would like to introduce the positioning of each business in our long-term vision and our initiatives. Please turn to page 9. First, we will explain the lightweight, high-strength materials, mainly for aircraft and medical applications. Currently, we are strengthening our efforts to enter the medical field as a way to develop applications outside the aircraft field. Urban Infrastructure and Environmental Products Company's synergy effects with SEKISUI KYDEX are also realized, and sales are steadily expanding. Furthermore, we are strengthening our development and expansion strategy, such as entering new markets, including the air mobility field, and developing new products using our advanced 3D modeling technology through innovation with external parties. In addition, by utilizing our CFRP technology and Sekisui Aerospace's technology and sales channels, we aim to expand our area outside of North America with market recovery of the aircraft sector in sight. Please turn to page 10. Next, I will explain the next-generation communication components. We consider electromagnetic wave management as one of our business areas and entered the electromagnetic wave control materials business as an entry business by combining the electronics field and the technology of metamaterials of Canada. In the future, we aim to expand into the next-generation antenna materials and equipment business in response to the change from 5G to 6G, and furthermore, to enter the electromagnetic wave environment design service business. In addition, we aim to realize synergies with the Sekisui Chemical Group's businesses in each domain, including life science, smart city, and mobility fields. To accelerate the development of these businesses, we will actively utilize M&As and open innovations such as CVC. On page 11, we show a schematic view of how they are adopted on-site for reference. Our reflective film has the same or better reflective properties as the metal materials used in antennas and is highly effective against high-frequency radio waves used in 5G and future 6G. It plays a role in delivering radio waves to the blind spots in the room. In addition, we will expand applications by customizing our reflective films to address the issue of high directivity and easy attenuation of communication radio waves in the higher frequencies, such as 5G and 6G. In the future, as more sophisticated communication environments are required, we aim to contribute to the IoT society with our technology by reducing user stress, such as by improving the communication environment without damaging the landscape, both indoors and outdoors. Please turn to page 12. Finally, I would like to explain our smart city strategy. By leveraging the strengths of our housing business and combining the group's internal and external knowledge, we will promote IoT of houses, towns, and communities, provide safe and secure living environment through robust infrastructure, and offer sustainable lifestyles. In addition, as new services, we will create resilient towns and communities that can solve social issues in the medical field through remote diagnosis and shared mobility. With our town as the starting point, the Sekisui Chemical Group will work as one to solve social issues, not only for our customers living in the town, but also for the residents living in the surrounding areas. This concludes my explanation. I am Takahashi, President of Sekisui Medical. Let me now give you an overview of Sekisui Medical's business. Please turn to page 14. The medical business consists of the diagnostics business through which we sell diagnostics reagents and equipment, the pharmaceutical science business through which we engage in the contract manufacturing of active pharmaceutical ingredients, the drug development solutions business, which provides R&D support to pharmaceutical companies, and the enzymes business, which manufactures precursors for diagnostic reagents and manufactures recombinant proteins on contract basis. Please see the bar chart of sales by business in the top right. In FY 2021, the diagnostics business accounted for 81% of the total sales, with JPY 71.7 billion. As shown in the bar chart of sales by region in the bottom right, you can see that the overseas sales accounted for 56% of the total sales. Please turn to page 15. As for the history of the medical business, we have aggressively pursued strategic investments, including M&A. In anticipation of the times, we adapted with changes from early on and fused with our processing technologies. As shown in the bar chart at the bottom of the slide, we have expanded our business tenfold in terms of net sales and operating profit in FY 2021 compared to 2005. Since 2005, the company executed mergers and acquisitions such as acquisition of Daiichi Pure Chemicals, Genzyme Corporation in the US, and EIDIA, with the aim of expanding its diagnostics business. More recently, we have made strategic investments in 2020 to establish a CDMO framework at our UK plant and to increase production capacity at our Iwate plant with the aim of further expanding our pharmaceutical science business. Cumulative strategic capital investment, including M&A from 2005 to 2021, was over JPY 100 billion. The cumulative EBITDA was JPY 172.7 billion. We achieved a gain of approximately JPY 50 billion over this period. Please turn to page 16. This page shows the global locations of Sekisui Medical. I mentioned previously that our overseas business accounts for 56% of the sales, which is one of our strengths. As shown on this page, we have Sekisui Diagnostics, Sekisui Medical Technology, Sekisui XenoTech, and Viridis BioPharma as our overseas bases. We have a total of 12 sales and production bases. Please turn to page 17. Next, I would like to give you an overview of the diagnostics business. In the diagnostics business, the company develops, manufactures, and sells diagnostic reagents and equipment for areas including clinical chemistry, immunology, blood coagulation, and diabetes, as well as vacuum blood collection tubes. As shown in the bar graph on the left, the sales of the diagnostics business totaled JPY 71.7 billion, with the three areas of clinical chemistry, immunology, blood coagulation, and diabetes accounting for about 65% of the sales. As you can see in the pictures on the right, clinical chemistry and immunology refers to the diagnostic reagents for cholesterol, cancer, et cetera. The blood coagulation area refers to the instruments and diagnostic reagents for blood coagulation and fibrinolysis. The diabetes area refers to the diagnostic reagents for hemoglobin A1c, et cetera. The POC area refers to the instruments and diagnostic reagents for infectious diseases such as influenza and COVID-19, while blood collection tubes refer to the plastic blood collection tubes for blood testing. The bar graph on the lower left shows the sales composition by region. As I mentioned earlier, overseas sales accounted for 56% in FY 2021. All regions achieved double-digit growth from 2020 to 2021. Please turn to page 18. As for the market environment for clinical reagents, as shown in the graph on the left, the clinical reagent market in Japan is expected to grow by 1%-2% per year, while overseas market, as shown in the graph on the right, is expected to grow by 3%-4% in Europe and the United States, with further expansion opportunities in China and Asia. Please turn to page 19. In such market environment, we believe that the strengths of our diagnostics business lie in the supply chain we have built, covering development, commercialization, and sales. In addition, we have the track record of selling products manufactured at our key factories in Japan, the U.S., and China throughout the world, leveraging on our global sales network. We also consider one of our strengths to be our high market share in clinical chemicals, diagnostic reagents, and devices for diabetes and blood coagulation, backed by the competitive advantage in terms of quality. Next on page 20, let me give you an overview of the other pillar of our business, the pharmaceutical sciences business. The pharmaceutical sciences business consists of three businesses. The pharmaceutical and fine chemicals business, which manufactures APIs, Active Pharmaceutical Ingredients under contract or CMO. The drug development solutions business or CRO, and the enzymes business, which is engaged in manufacturing and sales of precursors for diagnostic reagents and manufacturing recombinant proteins under contract or CDMO. In the pharmaceutical and fine chemicals business, we manufacture small molecule APIs, intermediate substances and amino acids, and contract manufacture small molecule APIs and peptides. In drug development solutions, we test under contract various drug development, including metabolite analysis using radioisotope. In the enzymes business, we manufacture and sell precursors for diagnostic reagents and undertake contract manufacturing of recombinant proteins. The bar graph on the left shows that the overall growth from FY 2020 to FY 2021 was 19%, with 19% growth in the pharmaceutical and fine chemicals, 22% in drug development solutions, and 15% in enzymes, all achieving double-digit growth. Using page 21, I'd like to explain the drug development process and the market environment within the scope of the pharmaceutical sciences business. Outsourcing is increasing in drug development, with pharmaceutical companies accelerating their shift to outsourcing the development work and manufacturing operations of APIs. This tailwind trend is expected to drive our business growth in the medium to long term. With pharmaceutical companies outsourcing their testing, development, and manufacturing process to us, we believe we will be able to expand the pillar of our business. As shown by the graph at the bottom, the global contract manufacturing market is expected to grow at an average rate of 7% and the domestic market at around 2.5%. We have invested to ramp up our contract manufacturing capacity in small molecule drugs and recombinant protein plants. Page 22, please. In this favorable market environment, we believe that the strength of our pharmaceutical sciences business lies in our ability to handle various modalities, including small molecules, peptides, and proteins, as well as in the two facilities we have invested in. The first is a new fab building for APIs and intermediates that we have added to our Iwate plant. The new fab, which is scheduled to be operational at the end of this fiscal year, is equipped with multipurpose reaction tanks that can handle both acidic and alkaline reactions and is capable of accommodating modules that can be flexibly combined. At the UK plant, the layout has been changed to add a GMP-compliant culture room and purification room, enabling the plant to establish a production system that can cover all stages from pre-clinical to the drug launch. As I mentioned earlier, the Iwate plant has a track record of providing customers with small molecule APIs and amino acids, and the UK plant with pharmaceutical proteins, enzymes, and plasmids for over 40 years. We will continue to improve our presence and market share by strengthening our production capabilities both in Japan and overseas, and by enhancing our capabilities, we hope to continue to enjoy the good relationship with the clients in the future. This concludes my presentation. Thank you for your attention. This is Futoshi Kamiwaki, Head of Business Strategy Department. I would like to explain our long-term vision for the life science business from page 24. Under Vision 2030, the life science business has been newly positioned as the fourth business domain. We will strive to expand our contribution to support global health and longevity and aim to nearly triple the sales to JPY 200 billion-JPY 250 billion in 2030. In order to establish a new divisional company, we will aim for high growth by expanding the business through fusion with other domains on top of strengthening our existing businesses and expanding the current business domain through new businesses. Page 25, please. To date, significant growth in the medical business was driven mainly by the diagnostics business. Going forward, we'd like to achieve further growth by evolving the business into life science business by exerting our strength in process creation and adaptability to the pharmaceutical sciences field. We would also like to leverage the core technologies and manufacturing capabilities we have cultivated in the resin processing business and apply the know-how in the development of manufacturing process for pharmaceutical products. In addition, we will further enhance our ability to respond to customer needs by integrating new technologies acquired through M&A in collaboration with startup companies. With this process creation capabilities, we will anticipate changes in the modality of pharmaceutical, global supply, and customer needs, and will significantly transform our current business of APIs, intermediates, and enzymes to meet the needs of our customers, the pharmaceutical companies. By doing so, we will increase our contribution to the healthcare industry in the areas of diagnostic and pharmaceutical sciences by 2030, and achieve sales of over JPY 200 billion with an EBITDA margin of over 20%. As illustrated on page 26, this is our long-term vision for the life science business. We support global health and longevity through products, systems, and services that contribute to the evolution of medical care. Chemistry for your health. By making full use of the group's strength in technology and processing, we intend to expand our contribution to solving issues in the medical and life science industries that support human health. As shown on the slide, the shape of the life science business for 2030 is centered on diagnostics and pharmaceutical sciences field. In the diagnostics field, we aim to further expand by leveraging the strength of our existing businesses, and envision growth, especially in overseas markets. In the pharmaceutical sciences field, we will quickly develop the business foundation of API CDMO, which is adjacent to our existing business, and use it as a core to commercialize the R&D theme of cell culture solutions, and will strive to make it a major pillar of our business. Through these efforts, we aim to build a life science business with two pillars, diagnostics and pharmaceutical sciences. In addition, we would like to take on the challenge of creating new businesses, such as medical devices and digital health in areas adjacent to other domains. I will now explain each of these fields in a little more detail. Let me start with our core business, the diagnostics field, on page 27. In the overseas diagnostics field, we opened the MDx Center for Molecular Diagnostics in San Diego, U.S., where we have a strong sales channel. Here, we will strengthen product development and make a full-fledged entry into the genetic POC field. In addition to the local talents, we have dispatched many Japanese researchers from Sekisui Medical's R&D department to the MDx Center to actively promote development globally. In China, where the diagnostics market is growing rapidly, we will triple the size of our business by 2030 by introducing new diagnostics reagents and equipment and augmenting local production. Through these efforts, we will grow the sales of overseas diagnostics field from approximately JPY 40 billion today to JPY 100 billion by 2030. In the domestic diagnostics field, we will grow sales from roughly JPY 30 billion to JPY 50 billion by 2030 by entering into new business fields and thereby expanding the business domain. In the diagnostics field as a whole, we have set a goal of expanding domestic and overseas sales combined to JPY 150 billion by 2030. Page 28 shows what we are pursuing as a pathway for growth in pharmaceutical sciences field. As the first step, we will build a business base for a higher value-added small molecule pharmaceutical CDMO based on Sekisui Medical's current small molecule and intermediates business, and establish a foundation for the expansion of the pharmaceutical sciences field. After that, as a second step, we will expand into new modality fields from a medium to long-term perspective, aiming to become a trusted partner to advanced pharmaceutical companies and strive for growth and higher profitability. To that end, we will execute M&A with speed in order to build a base for pharmaceutical CDMO business and use this as a foundation to prepare for the next stage of growth. Through these efforts, we aim to expand sales from the current level of little less than JPY 20 billion to JPY 100 billion by 2030. Page 29 illustrates the CDMO business that we aim to realize. We want to be a good partner to pharmaceutical companies by providing global services that the customers seek in development, manufacturing, and pharmaceutical affairs support throughout the whole journey of the pharmaceutical drug launch process. To date, Sekisui Medical's pharmaceutical sciences business has been positioned as CMO, and we have not been able to serve the customers in the upstream development phase. Going forward, we intend to acquire and strengthen the development in pharmaceutical affairs support functions, and accelerate the fortification of the business space as a CDMO company that can provide services to meet the wide range of needs of pharmaceutical companies. In order to achieve this, it will be necessary to acquire these functions from outside the company. We will actively pursue M&A opportunities to build a foundation of our small molecule API CDMO business. After completing the first step of building a foundation for small molecule API CDMO, we aim to expand our CDMO business into new drug modalities in the second step. Especially for modalities in the introductory phase, stable manufacturing technologies would be formulated on a product-by-product basis, and we believe that the industry structure, including the leading players, is not yet firmly established. In other words, we believe that even latecomers to the market can make their presence felt if they can achieve stable production technologies and lower costs. Currently, we are working on various in-house development themes and startup collaborations in the fields of peptide drugs, genetic therapies, and regenerative medicine. In the future, we plan to acquire new and unique technologies from these initiatives and integrate them with our core technologies to demonstrate their processing capabilities and contribute to the stability and productivity improvement of pharmaceutical manufacturing. By doing so, we aim to grow as a new modality CDMO as well. On page 31, we'd like to show you an example of a partnership we are currently pursuing in order to become a new modality CDMO. First, to address the field of peptide drugs, PeptiStar was formed as a joint venture in 2017. Sekisui Medical's STag method is a next-generation peptide synthesis method that is very economical and environmentally friendly and can efficiently synthesize peptides which are particularly difficult to synthesize. We are working with PeptiStar to jointly develop an efficient peptide synthesis method using STag. In addition, we have invested in Cyfuse and MegaKaryon in the field of regenerative medicine and into Gene Therapy Research Institution in the field of gene therapy. We are engaged in various joint development and collaboration projects and are also investing in overseas startup companies and collaborating with industry and academia, although the details were not made public. Going forward, we intend to acquire unique technologies and work on new modality fields by strengthening external collaborations. We believe that our core technologies around cell culture solutions will be the key to our strength in entering new modalities, as indicated on page 32. Currently, our R&D department is working on the development of cell culture solutions, including cell culture materials and peripheral materials, by capitalizing on our core resin processing technology. A small diagram at the bottom left should give you some idea of our cell culture materials. We believe that the characteristics of the resin materials we have been handling and the manufacturing know-how we have cultivated in our business can contribute to the development of new modalities in various ways. For example, for the scaffolding materials, which are indispensable for cell cultivation, the conventional biologically derived materials have several issues, such as inconsistency of raw materials and infection risks. For regenerative medicine, stable production of cells will be indispensable in the future. We are currently in the process of developing and evaluating a synthetic scaffolding material that uses PVB resin, which is also used for our interlayer films. As it is industrial raw material, the stability of the raw material will be assured while the risk of infection will be mitigated. We believe that it has a variety of potentials, including a potential to efficiently increase the number of cells desired subject to the design. We intend to capitalize on these capabilities as one of the cornerstones of new modality. In the cell field, there are many issues, such as quality inconsistencies and challenges in the manufacturing processes that have been impediments to industrialization. We are also working on the development of synthetic culture supplements and animal-free cell culture medium, among others, as themes for in-house development. As a manufacturer with strength in resin processing and manufacturing, we will strive to contribute to the penetration of new modality pharmaceuticals by taking on the challenge of resolving these issues while leveraging on these technologies as our own unique competence as a CDMO. Lastly, page 33 illustrates how we are focusing on digital health and medical devices as fields to strike synergy between life science business and existing divisional companies. We intend to create business opportunities in the area of software as a medical device that contributes to the health of residents and users by leveraging synergies with the group's town and community development business and the elderly business. In addition, as a manufacturer with strength in resin processing, we will promote development in the medical device field, utilizing sensors and VR through in-house development and startup collaborations. That concludes my explanation. Thank you for your attention.