Thank you. This is Negi speaking. I would like to start the earnings results summary for Q2. 13% growth in net sales, but cost actually grew by 29%. Operating income was -54%. At the bottom of the slide, we can see the numbers at constant currency basis, net sales growing at 3% and AI growing at 6%, which is an improvement. The biggest point is the decline in income. What has happened? Eva Chen will be providing detailed explanation later on. The biggest focus here is cloud-related expenses. Why has it increased so much? Rather than paying out a lot of dividends, investors have told me in the past many times that we should be investing into the future. Based on that, we have exactly done that, invest into the future. It is not simple CapEx. Our investment directly affects our P&L. This is one big factor behind this number. Eva Chen will give you more explanation later on. ARR progression. This is an important point. Rather than net sales, we are using ARR to explain the future of the company. AI for the enterprise customers, this is improving from 4% from the previous quarter to 6%. In the second half, we expect further improvement in this number. ARR by region. Denominated in US dollars, and therefore no currency impact. Americas stands out. It is struggling somewhat, but Europe and EMEA are growing quite well. Japan is growing only at 3%, and Kevin Simzer will be providing you more explanation. Considering the geopolitical situation, there are headwinds and tailwinds. In North America, we have some headwinds. This is the cash flow. There is no comment. This is connected to the operating income. Number of employees, headcounts, is basically flat. In the background, we are requiring new types of skills. So there are some turnovers. In total, the headcount is basically flat, and we believe the situation will be very similar to this in the second half as well. This is cost, and I am sure this is something that you are more interested in. Cloud-related expenses stands out. As I said before, this is investment for the future. Selling and marketing, the purple portion, has also increased quite a lot. For Trend AI and TrendLife, we launched two new brands. So we have related expenses and events-related expenses. Headcount cost is increasing, one, because of FX, and the other reason is we have internal bonus payments. We are looking at both operating income and ARR growth. Operating income was negative, so there is no bonus related to that. ARR, you may think that 6% is not enough, but that actually achieved the internal target. So some bonuses have been paid based on ARR. These are Q2 highlights. Highest ever quarterly net sales. Also, as I mentioned before, ARR growth continues to improve. Moving on to the full year guidance. At this level of minus income, what do we do? Net sales is on track, so there is no change. In terms of the investment, we do not have any temporary items in the second half. So token cost will continue to be incurred in the second half as well. So we expect that at the same level. Non-operating, we do not expect anything major, apart from what has already happened in the first half. FX is still volatile, but our plan is JPY 157 and the current rate is JPY 160. Not that different, so we will keep it the same as well. The outlook for the full year, same for net sales, basically. But for operating income and ordinary income and net income, we have revised them downwards based on the expenses that I have just explained. This is impacted by the investments that we are making, pushing down all these income lines. That is all from me. But if you require further explanation, please ask me a question during the Q&A. Thank you. Thank you for coming to our Q2 financial announcement. I think in my 38 years of IT industry, these few quarters are the most dynamic, and the speed of change in the whole industry is the fastest. But as an AI-native cybersecurity company, our transformation is also speedy on, and we must. Let us first look at what is the major change happening in the whole IT industry right now. I think the most important thing, of course, is AI. In the past 2 months, how many new frontier AI models have been released? There are so many of them. The most interesting thing for cybersecurity is every new frontier model, whenever they release, they talk about, "Oh my God, our own model, we cannot control it. It was doing things out of our expectation. It was doing all these hackings into the other infrastructure." So cybersecurity is the center of these problems that is happening. But I think also hackers are already realizing that it is really happening. That the AI-native ransomware already happened and is invading into consumer organizations that are using AI agent. The speed of how this ransomware customize itself into the specific attack is just fascinating. 31 seconds. 31 seconds, it will change its way dynamically and attack the customers. So with this type of speed of the threat changing, Trend Micro need to invest in how we transition into a real native AI operation to keep up with the speed of the transformation. But actually, about four months ago, even before all these frontier models started, we were already thinking about this cybersecurity problem in the AI era. I describe it as like this. In the problem on the left-hand side, it is like if you have thousands and millions of thousands of questions and prompts into a big model, and it is like all the different colors all mixed together. I am a painter. I love painting. So when all the colors mix together, it becomes what color? Black. It means that it is like all the prompts thrown into a black hole, and it will be very difficult. No wonder all these frontier models themselves are saying that, "Oh, our model was out of our expectation. We do not know why it do this, how it do this, or this attack," because it is a black hole. Therefore, about four months ago, we, Trend Micro, already thinking about for security, for AI, the better architecture is actually smaller SLM, which is all tuned to expertise, different expertise, different customer segment to fit their own needs. The color is separated, and the control is controlling that color. But each of those models will be collaborating with each other. That is what we imagined 4 months ago. Also, this is actually the chart that when I talked to NVIDIA, I sent to NVIDIA and said, "We are going to invest in this type of new model, and we want to use your Nemotron to do all this customized solution for our cybersecurity needs." Jensen Huang himself immediately replied and said, "Yes, that is the right direction. Let us go." So starting at that time, we accelerated our investment on all the open source and how to tune and perform this type of new architecture. That is the architecture that we draw out, and we believe that three- layer of AI security stack. Layer 1 is all on board on all the machine, all the server, all the AI appliances. Layer 2 is to protect the AI usage. Those 2 need to rely on what we call Edge AI model or local AI model because all is happening in the AI local model. Then the layer 3 is the trust layer that would dynamically choose the right model to submit if there is a more complicated problem to be solved. Those are the three layers, and Trend Micro are investing in this type of architecture. As you can see, just last month when NVIDIA announced their open-weight and open source project, Trend AI, which is our enterprise division, is one of the inaugural partners in this whole initiative because we believe that future needs will need those closed and open frontier AI models. That is why Trend Micro are investing so much into the future AI infrastructure. If we think about this whole information advantage to decision advantage. Before, IT industry is mainly focused on information. Data is the key. Information is the key. Whoever can get more information is the winner. But now, with AI, information is cheap. It is very easy. You can gather all of this information. But what makes the difference is your decision advantage. Because your decision is based on your own priority, your own environment, your own needs for the decision. So the difference is we need to switch to gathering more information to understand customers' problem better, understand customers' priority, and help them solve their cybersecurity, make their better cybersecurity decision. That would be the cybersecurity companies' most, understand customer more. If you look at the security deck, we call it, if you look at the red line, that is the vulnerability. That is the information. Nowadays, you can find whatever vulnerability very fast using the frontier model, and those are very cheap. Now you can find, but it is piling up so much of that. However, the customer's decision depends on the yellow line, which is the remediation capability. Those vulnerabilities are there, but for your organization, do you need to patch it now? Where do you need to patch it? How do you want to apply your patches? Those are the real decision quality that will affect the cybersecurity. That is why Trend Micro believe that we need to invest more, not in just collecting all those vulnerabilities, but understand that customer's environment. Same time, our customer, we are seeing that customer are realizing this, and they say, "We cannot just rely on frontier model." Look, when U.S. government shut down Office, everybody suddenly alert. If my company's operation is relying on those big model, how am I going to operate my company? Therefore, more and more, they are investing in sovereign AI. They want to make sure that decision and those intelligence they can own it by themselves. So sovereign AI is the most important part. To enable sovereign AI, you must need sovereign cybersecurity. That is why Trend Micro is investing on AI-native operation. That is our platform, our engineer, software development lifecycle process, and our business operation all need to be AI-ready and is AI age of the speed and implementation. That is why Trend Micro are doing all this investment. I say, actually in 2025, when we were talking about our road to 2028, we already indicated 2026 will be our transformation year, and we want to accelerate our AI solution. But in the last four months, we actually accelerate our acceleration and invest more into the AI solution because we believe that is the future and that is what Trend Micro need to do to become the AI-native cybersecurity leader. So what do we do and where do we spend all those money? I think this chart is the most telling. You can see we categorize all this spending into three big categories. So first one, internal AI transformation. In 2024 first half, we actually our cost, I mean, in that time, internal AI transformation, our cost is only JPY 0.2 million. This internal transformation means that we need to invest for our employee to train and use AI. This is the internal transformation. If you remember, Trend Micro used to do our AI contest. In 2018, we already doing this internal AI contest. Every contest, we spend about JPY 2 million or JPY 4 million to make sure we have all these engineers that tune in and learning about how to do AI. But in the past six months, with all this new frontier model and with all this agentic AI, we accelerate those investment in the training. Therefore, there is internal AI transformation. It grow 6,000 more percentage, which is JPY 12 million. But that is the preparation of the foundation. It is not going to continue to spend that much. It is just initial boost up and make sure all the employee need to get this AI-ready training. So those are JPY 12.6 million spent in the first half of 2026 that compared with last year, of course, it is a huge increase. The second part of the cost, which is the largest part, customer AI and cloud consumption. I would like to save that part at the last because this is the most important and the biggest portion. Next one is infrastructure expansion and transition costs. What does that mean? Infrastructure expansion means that because customers are focusing on AI sovereignty, and therefore they will require all our data need to be located in their country. That means our Vision One, for instance, our platform in collecting customer data, we need to be stored in the local country's zone, even if it is in AWS, in cloud, but there are certain zone, country zone or area zone that we need to expand. So, establishing those zones is costly initially, but we need to establish those sovereignty zones so that we can expand our business for those countries. This is the infrastructure expansion, $6.5 million from $0. Last year, there is no such expansion cost, but this year, that is what we spend. But once you set up, you set up. That is just one-time cost for setting it up. The second one is transition. Transition means that we actually are rewriting some of our core module, such as our XDR data lake. We are rewriting those code onto GPU code. Originally, CPU. GPU is much more efficient and faster. However, during this quarter or this half year, we need to run it in dual site, both in CPU and in GPU, so that we make sure the transition and transformation is all complete. But that is the double cost of our data lake. However, those double costs, once we make sure that it is already stable, it will go away. So that is $7.2 million. The rest, the biggest portion, that is customers' AI and cloud consumption, which means customers are using our AI-driven technology or platform such as Vision One. That is why whenever our customer is using more Vision One, of course, our cloud consumption and AI consumption will be higher. However, we carefully monitor this cost. We are not just blindly, and means that Vision One is not making money. We are investing and cost consciously monitoring it. So the indicator we use to monitor it is, we call it cost per SaaS money, which is the gray bar that you can see in there. Per SaaS ARR money, how much do we need to spend on cloud or AI cost? In first half of 2024, that is $0.19. That is how per $1 of ARR, we spend 19 cents of it onto the cloud and AI cost. But in first half of 2025, we actually already consume, and we optimize it. So it reduced down to $0.13 per SaaS ARR money. So we control the cost. But this half year, it slightly increased to $0.14 cost per SaaS ARR. Why? Because we recently launched a lot of new services such as agentic AI or virtual red team or digital twin or IP security. All of these are new services that we initially need to set up the infrastructure ready, but our customer number is not that much yet. This green momentum is going to increase, but currently in the first half, because all of these new modules have less customer, and therefore per customer's cost to ARR money is not scaled out yet. But we believe in the future it will be. It will be scaled out, and then our cost per ARR money will come down. So these are some of the evidence that we are investing for the future, but not blindly. We carefully monitor what is the ROI of it. For instance, our internal training, internal deployment of all of this, we already see two ex-employees using all this AI. We already get all our employees ready for AI. But most importantly, when they do this, we automated the customer's dashboard delivery in 50% less time. So customer can get all this. We can service our customer much faster. AI simulation also deliver, become days versus months. Simulation means that we simulate customers' environment and very easy to get the table top cyber simulation for our customers. These are all getting much better customer services and support for our customer. Our R&D are deliver more and faster with the software development lifecycle, AMS. We already see 2x more code pull requests. All of this actually, for instance, a generic SIEM, it required to develop all those different connection before AI, before this age, then it would take months, even years to develop those connection. That is why SIEM, Trend Micro never enter SIEM market. But now we enter it and we improve all of this. Not only shorten to days and now every three hours we can develop any new connectors adapter within two hours, just three hours. Threat hunting, which is most important for our customer, we shorten those from hours to seconds for customer. Issue reporting and resolution is 5x faster than before. All of this is we are providing much better, faster security outcome for our customers. That is that part. Infrastructure expansion, as you can see, no matter all these countries, Japan, India, UAE, Germany, Australia, is already we set up all of this new zone. They are focusing on, and we are already seeing a sign of all this sovereign AI security requirement coming, and we have deal that is processing now already. There are new that we just starting to set up in 2026 for Brazil, for South Africa, Indonesia, Canada, U.K. These are the new area that we are setting. But this is we investing in sovereign AI infrastructure to unlock a future monetization. As you can see, our momentum is already here. Vision One ARR YOY growth 49%. Continuing with seeing customers getting on to use more of those module and the net retention, revenue is 122%. Not only that, we are all existing customer that have Vision One attached grow to 35% and Trend ARR now already 35% come from Vision One's ARR. That means that our business and revenue stream is on the new AI-driven model, and it is much more healthy than those big deal, multiple year deal. Is much more healthy than before. That is why we believe all of this investment is really paying off. We already also see the pipeline, and if we continue for this investment, then our projectively of the ARR growth will continue to grow. That is why we invest. In conclusion, I want to say, yes, we are investing, but we are investing with management action in place to drive for economic outcome. We are not just saying, "Oh, we investing in AI. We will lay off people." No. We investing because we believe that is what customer need, and it will grow our whole revenue stream. That is why internal AI transformation, we believe we put in already. They have full adoption, and now with governance and measurable productivity ratio, we can make sure that AI efficiency will be much better, and we have the operating leverage. Customer AI and cloud consumption, we will improve our unit economy. Then infrastructure expansion, as I say, once we scale out, it is set up, then it is unlocking the future monetary. Transition costs, it will die down once we move onto the right computing platform. GPU is much more efficient than before. The transition cost will die down after this quarter. That's Trend Micro, what we are doing, transforming into an AI-native cybersecurity company, and I believe Trend Micro has the best opportunity and will be the leader in AI-native cybersecurity field. Thank you. SMBC Nikko Securities, my name is Satoru Kikuchi. I have two questions. First question about We knew that investment was going to increase, and this is bigger than we expected, but I understand that there's going to be return on this investment later on. I understand the direction. Unit economics, so the revenue, as it increases, the investment will be absorbed. I understand that as well, but when will this happen? When will the net sales start to increase? ARR growth in the U.S. is still weak, so my question is when can we see the net sales increase enough to absorb this investment? Should we expect that next year? I would guess so, but is that the beginning of the year or the latter half of the year? When do you think net sales will start to increase? What will be the breakdown in terms of types of products and also Vision? That's my first question. Maybe you can answer. Sure. I can start, and Mahendra or Eva can also jump in. The way we think about it is that our net sales, a leading indicator for the net sales is going to be ARR. Those two numbers are going to get closer and closer together over time. One of the things that we described in both Eva's presentation and mine, and Mahendra's, is that we're really fixated on growing Vision One. Our Vision One platform is now approximately half of our, pretty close to half of our ARR in total on Trend AI. That's really the focus, is to continue to grow Vision One in the Americas and in the U.S. in particular. That's why I highlighted the fact that the U.S. is doing so well at growing Vision One, and that is the priority. Over time, in Q3, we see the ARR increasing. In Q4, we will see the ARR increasing. As the ARR increases, we will see that translate into some net sales improvement over time. I would like to add, Satoru-san. Legacy SaaS is slowing us down. That is a type of cloud security that sold a lot several years ago, but it will start to disappear, and then Vision One sales will increase or accelerate the pace of return on investment. Thank you. What about the specific timing, though? Are we talking about next year? According to the situation right now, I cannot really see the ARR growing that fast. Do you think you will hopefully break even in next year? When do you think it will happen? I want to know the timing. I think- The second question. Sorry. Yes, please respond to that question first, if that is okay. Thank you. Sorry. I think you already see that we're showing the momentum of the second half, and we expect that Q3, Q4, our revenue continue to grow and our investment will be slowing down or say, already starting to pay off starting the second half. But how much is enough to absorb the whole or how much improvement of the unit cost economy is very hard to say. All I can tell you is that starting second half, we definitely will be seeing improvement on those unit cost economy already. My second question is also about cost. Customers use your Vision One, and that increases the cost. I understand that the cost will continue to increase in line with the net sales growth. But there are also other costs that are increasing, and I believe that those other costs are controllable. If that is true, Kevin, you showed a 2028 target. AI cost, controllable cost, I'm sure will be controlled by the company. Is that the correct assumption? That's the question. 2028 is two years down the line, but it's going to come very quickly, I'm sure. Do you still have the same target in terms of performance target, and is it actually possible to continue to reduce the AI costs that are controllable? I would like to explain first, and I'm sure that Kevin has some additional comments. As Eva's slide showed today, when the customer uses something, then it pushes up the AI cost and cloud cost. But for SaaS, JPY 1, it's JPY 0.14 or JPY 0.13, which means that we are still making other profit from them. The reason the income is declining is, for example, there's duplication and also internal education, and those costs can be flat or can be reduced over time, so that can be effective. We don't think the head count cost will increase that much either. That's what I wanted to say. One more thing. We do have a three-year plan, and at the end of today's event, we will talk about the IR Day event. In the IR Day event, we will provide more explanation about our future outlook. Right. So Kevin, can I ask you about the 2028 target? What is the current status of progress against the target in 2028? Kevin? Yeah. Like we have been talking about through Eva Chen's presentation, Mahendra Negi, and mine, we do not see any change to the road to 2028. That continues to be our North Star business model that we are moving towards. There were two areas, our cost of goods sold and our sales and marketing expense. Both did increase. We have talked about both of those in terms of, we see that as temporary, and that those will gradually become more aligned with what we expect from a road to 2028. The only thing I would add in addition to what Mahendra said, around the unit economics. I like that calculation a lot, and one of the things, I do not know if everyone picked up on it, but our Vision One platform grew 49%, and our cloud costs grew substantially less. While we will make improvements in our overall cloud utilization, and we will get leverage from some of these investments, the top line growth of the platform is much greater than the costs increase. Thank you very much. That is all from me. Thank you. Thank you very much for the question. I would like to move on to the next person. This is Sato from Jefferies. Can you hear me? Yes, we are hearing you. I have one question. This is just to check once again. This fiscal year, ARR 15%. 15% ARR, I believe that that is a full year guidance. Can I confirm that there is no change to that target? For your ARR target, what we are saying is that we would like to aim for double digit, but our expectation, we are just saying that we are planning to increase the ARR, but we cannot say whether it's going to be 15% or not. 15% is the number that Kevin has mentioned, when we announced our Q4 result. Kevin? Formally, we do not guide on ARR. We guide on our net sales and our net income. Formally, and that comes from Mahendra. I tried to give you an idea of what our objectives are and from an internal standpoint and where the business is headed. Yes, we are targeting to continue to increase. As this ARR momentum continues to build, we see it over time that it will hit double digits. That's what we are moving towards. It has improved to 5%, about 6% at the moment. Your second half scenario is that there will be some gradual increase towards the end of the year. There's no change to that thought process. I'm not sure whether it is going to be 10% or 15%, but I can understand that this growth is going to be U-shaped. Yes, exactly. 10%, 15%, those numbers, we don't give you officially. However, going forward, our idea is to aiming for the growth. Yes. A double digit? Yes. That's all from me. Thank you. Thank you. Moving on to the next question. JPMorgan. I have, Henderson. I have two questions. The first question somewhat overlaps with the earlier question about the outlook revision. Cost increase includes the fact related to clouds. I also understand that there is transition cost, infrastructure expansion cost, and some other one-off costs for the second half as well. Can you please explain how much you have increased against the original plan in the second half in terms of cost? For next fiscal year and beyond, what is your outlook on cloud cost? Is it going to be higher than what you had expected in the original plan? Can you please give us some information about the outlook of the expenses costs, including what will happen in next fiscal year? Well, for next fiscal year, please wait until we start talking about next year's expenses. The sales, if that increases, cost also increases for cloud. Eva's slide showed that, so there is a relationship between the two. There is also duplication and also investment for education. Those will decrease over time. Eva, do you have anything to add? Yes. I think AI internal transformation cost, JPY 12 million originally was not in the plan. Because we see the need and therefore that whole company starting to all use AI. I want to indicate one thing that I am very confident that that will go down because Mahendra mentioned about we have this cash performance bonus scheme, which is linked directly to the company's net income. That is the incentive that all the employee, including major spending of the tokens, our engineers, they all are looking into that. So it is like an automatic cost control. Once they are seeing that token cost is too much and then it will affect their cash performance bonus, they are starting to control it. We already seen that. At first, you probably want to use the easiest one, the coolest one. Once we realize that those token cost is too high, we already starting to see engineer have much smarter way, which module, which type of questions should use what type of smaller model or bigger model, frontier model. You only use it when you really need it. I am very confident on this type of a self cost control by our whole employee and whole organization. Thank you very much for the explanation. I have another question about headcount. From Q1, well, against Q4, Q1, we saw an increase, but now we are seeing a decrease. The company is investing a lot into the product, which is very good. But what about sales capabilities or expanding partnerships or acquiring new customers? Maybe you are not investing as much into people or headcounts. Should we be focusing on headcounts to think about that? Kevin, you want to answer that? Yeah. I think one of the comments that Eva Chen had made upfront was that we are making a number of people changes across many functions, including sales and marketing, in order to become much more AI-native and AI literate and leveraging AI. So that comment applied to all functions, including sales and marketing. We are making investments in both Trend AI and Trend Life in sales and marketing, specifically. There is investments from a branding perspective, there is investments from a vertical marketing perspective. There are investments from a channel. We are really working very hard on reigniting the channel ecosystem. We are making sure that we have the right people in the right job. There's a lot of go-to-market transformation going on right now. We feel very good at the changes that have been made and the changes that are planned. Just make sure that we are confident and therefore we will not give up any opportunity to invest in increasing our ARR and our revenue. As you can see in this quarter, Mahendra's number shows our increase in sales and marketing. Not necessarily in people headcount, but- we are increasing our spending or investment in sales and marketing because of our confidence in we can solve the right problem for our customers. Thank you very much. Yes, I do trust in your product, so I am looking forward to accelerated ARR growth. Thank you for your answers. Thank you very much. So move on to the next questionnaire. Is there anyone who would like to ask question? Can you wait for a while? Please go on. My name is Hideaki from Bank of America Securities. There is one question. 2028 target, the net sales growth, CAGR, 8%-10%. Against this number, if with a constant currency, it is 3% growth for the first and second quarter. Taking a look at this table, you are showing with the changes in currencies. You mentioned that your target is on track, so I do not understand your explanation. Can you talk about that? I would like to first give you an explanation about this year. No changes to the full year forecast. Excluding the currency changes, it is 60%, so on its sales growth itself is going to be growing in the second half. For the three-year forecast There might be some comment, but as 8%, 10%. This year is a transformation year. If we refresh it, then this growth will go up. The three-year forecast remains the same. Kevin? Yeah. I would just echo what Mahendra said and maybe tie it back to a comment I made earlier, and that is that we are very fixated on ARR, and we feel like as that ARR momentum continues to build, it will get closer and closer to that net sales number. So that is why we are using that as our leading indicator, ARR momentum. Thank you very much. Understood. That is all from me. Thank you. Any other questions? Sumitomo Mitsui DS Asset. My name is Watanabe. Can you hear me? Yes. Sales cost JPY 12 billion for the full year. Specifically, where do you see the increase against the original? For cloud, I know that you already had an increase in the first quarter, but JPY 12 billion, which are the specific items that have increased or are increasing? The second quarter sales cost up by JPY 10 billion by quarter, but for the first half, it is 3.5. For cloud, I understand that token usage was inefficient in the beginning. Maybe used in areas where it was not supposed to be used because you tried to apply this across the company. But now, the profit level actually affects their bonus, and the individuals are trying to optimize that. But in that case, you are leaving it up to the employees, and we cannot really see how the management is getting involved in this kind of control. Are you trying to control or have you tried to control the amount of token usage? Well, second half forecast, I am sure that Habara can explain this further. It is not that simple. We cannot just look at the bonus and the cost and optimize individually. Yes, the management is overseeing this as well to optimize this. We knew that as the situation continued, we would have to make a downward revision, and we accepted that. We have decided to go ahead with it. Habara-san, can you please talk about the second half? Maybe give us some comments. I do want to- Go ahead, please. Sorry. I do want to comment on this. Yes, we do put in some control of all the token usage and all of those. A very important thing is that we believe we do not want to suffocate innovation by putting those too straight of the control because we are competing with hackers, the bad guys. We need to make sure that our solution really solves the customer problem. So we do put in the control, but it is not like you were trying to suffocate the engineers' innovation and say, "Oh, you cannot do anything." Please understand, I think that is a very important management principle of our cost control. I would like to give you some granularity to your question, Watanabe-san. JPY 12 billion. Well, 80% of the cost increase is cloud related, as already explained. In terms of breakdown between first half and second half. Well, a lot of costs were incurred in the first half. I said majority of JPY 12 billion is cloud related, and we have already actual cost spend in the first half. In the second half, we will have smaller duplication, therefore, the cost level should be lower. Out of the JPY 12 billion, majority is cloud related, and compared to the actual of the first half, second half cost increase will be smaller. You will not see accelerated growth of the cost in the second half. The factors for cost increase were stronger in the first half. I hope that this answers your question. Thank you.