I would like to thank you now for your precious time to attend the Konica Minolta's financial briefing. As we announced on 3:00 P.M. today, allow me to explain the results for FY 2022, as well as the midterm business plan starting from FY 2023. Page three, please. I will explain the summary for FY 2022 performance. As for the full year, we achieved a record high revenue since the management integration of Konica and Minolta in FY 2003, up JPY 10.4 billion over the last forecast. As for profit, Business contribution profit, and indicator of business earnings power, it was JPY 29.7 billion. In addition to the growth in gross profit driven by the higher sales, SG&A in real terms, excluding FX impact, improved its efficiency to the level of the previous year. As for operating profit, it became a large loss with an impairment of JPY 116.6 billion, which was announced on May 10. Excluding an impairment loss, it was JPY 21.5 billion profit, up JPY 6.5 billion over the original forecast of JPY 15 billion. Free cash flow was negative due to the increased inventory. Now page four. This page shows revenue and operating profit by segment. Digital Workplace and Professional Print grew dramatically year-over-year. I will explain the factors and for this growth on the next page. Healthcare and industry had impairments, but excluding those impairments, in terms of the real basis, Medical Imaging and Healthcare was firm and the Precision Medicine improved in profit. Industry, Sensing and IoT components were firm, but Performance Materials declined both in revenue and profit due to the impact of adjustment in the market inventories. Moving on to page five. This shows the factors of increase and decrease of operating profit. The big increase in revenue was driven by the increase in sales volume. In Digital Workplace, the backlog of orders was further eliminated by strengthening of production and supply capacity. The backlog of orders, and I have just mentioned here, is referring to the carried over orders. Due to the semiconductor and the shortage continuing since 2021, though we had demand from the market, we were not able to catch up with our supplies. We were able to improve the situation moving toward the end of the fiscal year. Here, we are referring to this as eliminating the backlog. In Professional Print, hardware and sales grew besides the recovery we had in non-hardware business. Those are the major factors. On top of the manufacturing cost factor driven by the increased production capacity, we had negative factors as much as JPY 25 billion, respectively due to the spark in the components expenses as well as the increased logistics expense. Thanks to the increased sales and the price adjustment, both Digital Workplace and Professional Print grew profits JPY 15 billion+, respectively. Now moving on to page seven. Here, now I would like to explain earnings forecast for FY 2023. Before I go through the numbers, please note the three points for FY 2023 performance. Point one, increasing our feasibility of the management target in FY 2025 by achieving the target of the first fiscal year of the medium-term business plan, which I will explain later. Point two, we will invest for growth by clearly prioritizing our investment and expenses in a strict manner. The allocation will be made in accordance with the businesses we plan to strengthen as defined in the medium-term business plan. Point three, mainly by the reducing inventories, we will increase operating cash flow. Thus, we will improve our free cash flow. Based on these three points, FY 2023 earnings forecast are: revenue, JPY 1,140 billion, slight increase year-on-year. Contribution profit being JPY 24 billion. Operating profit being JPY 18 billion. Profit attributable to owners of the company being JPY 4 billion. Free cash flow being positive JPY 24 billion. Operating profit forecast being JPY 18 billion. Excluding the impairment loss we had in FY 2022, the real term number here is JPY 21.5 billion. I will explain the reason in details for this decline in profit in the next page. Here, may I remind you again that since the last year and after I became president, I keep saying we will stop business planning, which will only be realized only when we have the best of the best situations. We are definitely working on this. As for FY 2022, we succeeded in this trajectory in real terms, excluding the impairment loss. We do believe we definitely need to go for a big growth in order to regain our confidence as well as trust. With this, be it gross profit, be it SG&A, we need to keep an eye on the solid bottom line. It will be a decline in profit year-on-year. For these reasons, we are having somewhat a tough observation. This will give us a solid launchpad, so to speak, to go for those targets. Now page eight. I will expand on the points I have just shared. Allow me first to explain the situations in FY 2022. Special factors in FY 2022 are shown on the left side. The right side shows the change ups and downs, excluding special factors. We had the, you know, Tatsuno Factory accident in 2021, which pushed up air freight and logistics expenses, as well as the structural reform expenses. They were temporary in FY 2022, so those expenses will be gone. At the same time, the order backlog caused by semiconductor and other material shortage was solved in FY 2022. Gross profit in this area will come down substantially. Putting FY 2021 and FY 2022 into balance, we came to our conclusion that we have to look at our true performing strength. I think we need to do so. Yes, we can expect to grow our gross profit in all the business lines, thanks to the increased sales volume. We need to fully appreciate the possible cost increase coming from the increasing cost of materials and energy, as well as labor. SG&A does include cost increase coming from sales increase, as well as launching new products and R&D for future growth and industry business development. We are having risk responding factors for our forecast for gross profit and SG&A, take into account the unstable economic situations. We are also looking into one-time costs for making sales activities more efficient in some parts of Europe. Please refer to the numbers on page nine and page 10 for our forecast for revenue, operating profit, and contribution profit by segment. Starting from FY 2023, we are working on adjustment for head office expenses. Some part of the expenses regarding the whole corporate had been transferred to each business segment until FY 2021 and will not be transferred in FY 2023. The figures in the table are the once and after adjusting the cost allocation of FY 2022 results to FY 2023 base as a reference. We try to become a lot more realistic going through the actual, the usage of those funds. In the past, some of those expenses had been assigned to each business as the corporate expenses. We would like to truly appreciate the real business capability by excluding those factors. It is critical for the corporate side to accurately understand if the remaining funds are truly utilized appropriately. Moving on to page 11. Finally, I would like to explain our shareholder returns policy. Although free cash flow is expected to be positive in FY 2023, based on the basic policy of the medium-term business plan aiming at improved financial soundness, we will reduce the dividend compared to FY 2022 to an annual dividend of JPY 5 per share. We feel deeply sorry for our shareholders. We would like to ask for your continuing support for our company. In the following pages, I will explain our medium-term business plan, which begins in FY 2023. Slide 13, please. This shows our philosophy and vision. Konica Minolta has its philosophy, the creation of new value. Our vision is Imaging to the People. By bringing vision to reality, Konica Minolta has an aspiration to be supported and needed by the global society. Through imaging generation and imaging processing, we would like to offer solutions which are wanted by users working inside companies, as well as solutions to be used by the final users. By meeting with individuals' needs of these types, needs to see, we will aim at solving social issues. There is no change as for this. Moving on to the next page. Here now I would like to expand on our social significance and material issues. As social issues such as demographic change, climate change, and resource depletion becoming more apparent, Konica Minolta has identified five material issues in order to respond to individual needs to see. Based on these material issues, we will contribute to solving the social issues through its business activities, thereby enhancing its corporate value over the medium and long-term basis. Next slide shows value creation process in order to achieve this important point. By leveraging our intangible assets, such as relationship with customers, technology, integration, and diverse human capital, we'll pursue material issues through co-creation with our customers and contribute to solving social issues. Particularly in the going forward priority business areas and to be strengthened, be it existing or the potential, we would like to think together with our customers, or we should be able to bring in our proposals going beyond customers' ideas. Upstake is a set of values to fix issues and problems. Next, I will review the, you know, past 3.5 years, what we call the DX 2020, using several pages. As we have already reported on May 10, due to the large impairments we had, we were unable to achieve profitability, operating profit, or its ratio. We also missed our financial health target, as you see here. Moving on to the next slide on priority and policies and the results. As for individual targets, we aimed for a recovery of operating profit in office businesses to the FY 2018 level. Although we were unable to achieve this goal due to the impact of the COVID pandemic and the Tatsuno accident, we implemented the corporate-wide structural reforms, and we achieved some results. Furthermore, the cost and target was to maintain the total fixed cost at the FY 2020 level, which was achieved excluding FX impact. In portfolio transformation, although the factors are different in Precision Medicine, DW-DX, and Imaging-IoT solution businesses, which were positioned as our strategic new businesses, the plan was to generate a profit from the loss of JPY 21 billion in FY 2020. It actually worsened, leaving us with a major issue. We wanted to accelerate and pace for the building businesses that will be the next mainstay business after office business. Sensing, IJ Components, Professional Print, and Medical Imaging grew, the operating profit was up JPY 26.3 billion from FY 2020 to FY 2022. This contribution to profit is a major driving force for us to renew the next three-year and midterm business plan and to define our specific policies. Moving on to page 19 on ROE fluctuations since the integration between Konica and Minolta. ROE for FY 2018 was 7.7%. There are many factors, just looking at the results, both our net profit and the total asset turnover deteriorated. As for FY 2022, with the policy not to postpone risk to future years, we decided to have impairment loss. ROE was -20% or around. Excluding this impairment loss, the level of the real term profit, we believe, is on a recovery track. Just one word on page 20. For the past one year, I personally had given a deep thought, what are the strategic issues, and try to come up with priorities and for the initiatives. What I kept in mind during this process, exploring into the future years, besides having positive discussion, I wanted to have a strong will not to be stuck with the history of the past. I wanted to have a strong will to break away from the past so that we can make a good judgment. I have also given, the such guidance to the executive officers and have taken the time to develop their resilience as board directors and build an organization that can flexibly respond to changes in the environment. We are having the many discussions with the board of directors, not only on a regular basis, but also in informal meetings, what we call the directors roundtable. Last week, we announced the big impairments loss. I believe that we are kind of the pushed back by the external auditors in this regard. It's time for us to say goodbye now to the past. It shows our strong determination among the executive officers. When it comes time for us to do, we have to do it. We are looking into the positioning of the strategic business. Also, we are working on the selection and also the concentration. Also, it's very important for us to look into the balance sheet and cash generation capabilities as soon as possible. It's very important for us to learn from the past experiences, and our mission is to put Konica Minolta back on the growth trajectory. This is going to be the most important part for us to make the best effort. Now allow me to move on to the main topic, the midterm business plan. First, I will expand on the basic policies, if I may. We are using this phrase since last year, challenging and achievable management. Well, it was first well-received internally, but some criticized it because they associated the phrase with the process of shrinkage. May I remind you that this phrase is not talking about shrinkage. It clearly indicates our determination to break away from the past. It means we have to abolish the plan, which is going to be based upon nothing but the best of the best possible scenarios. It means that we will make achievable plans, and we have to go for it. We need to actually get outcomes, and by having a series of dialogues, our employees will gain confidence, and we can regain trust from our external stakeholders. With this philosophy, I have boiled down to three major points for the execution of the midterm business plan. One is business selection and concentration and reallocation of resources in strengthening businesses and furthermore, maintaining profitability in office business, strengthening business profitability through these efforts. This is the first point. The second point is structural reforms to be implemented to reinforce revenue foundation. The third point is reinforcement of a business management system. I have selected down to these three points. In order to go back to a highly profitable business within this midterm business plan, we recorded impairment losses to reduce balance sheet risk. With this as the starting point, we will select and focus on specific businesses in FY 2023 and FY 2024. We aim to establish a foundation for growth in FY 2025. It means we will change the so-called modes during this three-year process. Since the integration of Konica and Minolta, we came up with specific namings in the midpoint. This time, we will not do that intentionally. Rather, we will make sure to complete the process of selection and concentration within two years. On top of that, we will, you know, go for the process for growth while keep an eye on the future. Page 23 now explains our goals by main financial indicators. The financial indicators we aim to achieve in FY 2025 include revenue in the strengthening businesses is JPY 500 billion. Business contribution profit ratio is 11%-13% range, maintaining or slightly improving the current level. Company-wide side, revenue being JPY 1.2 trillion, Business contribution profit ratio being 5% or higher, ROE being 5% or higher. Profitability in the strengthening businesses is relatively high, and they will become the backbone of Konica Minolta's business. By increasing the weight of these businesses to be strengthened, Konica Minolta intends to increase its profitability of the entire consolidated group business. Next slide indicates the positioning of each business. In the past, the plan was positioned as a portfolio shift, dividing businesses into four quadrants based on their growth potential and profitability and expanding each quadrant in a somewhat generalized manner. This midterm business plan does not take an all-encompassing hard approach, but clarifies the expectations and roles of each business and shows the selection and concentration and direction for the judgment. We believe that this will lead us to realize the value of our original business assets and contribute to improving our corporate value. The businesses to be strengthened are Professional Print, industry, and Medical Imaging in healthcare field. Based on the success of the previous midterm business plan, going forward, we will create our future by a collection of expanding business operations. In maintaining profit business area, we have office business, which will generate cash in a stable manner. The non-focused businesses are categorized as Marketing Services, Precision Medicine, and non-industry related Optical Components. These are businesses that we will determine from the perspective of the best owner while recognizing the growth potential of the market and the value of the business contribution to society, also considering the use of third-party capital. As the first step, we have made the decision in the end of March to de-consolidate the Marketing Services company in Japan. That is the first step of the action. The direction-changing businesses include the Imaging-IoT and DW-DX businesses, which were previously referred to as strategic new businesses. They are still in the red, so the direction for growth will be redefined partially or entirely based on how the FY 2023 budgets have been achieved. The next page, image of breakdown of Business contribution profit in FY 2025. We have already mentioned the planned figures for the revenue, we will now explain the composition of business contribution profit, which in FY 2022 was JPY 29.7 billion, with a business contribution profit ratio of 2.6%. In FY 2025, we will expand this ratio to be more than 5%. The driver of growth will be our strengthening business, which is expected to grow at a compound annual growth rate of 10%, and we will especially increase strengthening business in the industry. We need to increase this skin color part of the pie chart. This is a very big point. In addition, we intend to increase profitability by reducing the negative factors of business contribution profit through improving the profitability of direction change in business and reducing corporate allocated expenses, as I mentioned in the FY 2023 forecast presentation. How we can reduce the gray part of the bar chart is the point for FY 2025. Page 26 is the cost structure reforms. A plan that relies solely on business growth is not enough. When there are changes in the external environment, we need to have a backup plan to achieve expected result. In this regard, we will closely examine cost of goods sold, depreciation expenses, and SG&A expenses, and with these items, we will make sure to improve the Business contribution profit ratio by one percentage point. Moreover, we will enhance this improvement of this one point, and for that, we have already appointed an executive in charge and have moved on to specific actions. Page 27 and onwards, strengthening financial foundation. First, about improvement of asset efficiency, especially to improve the balance sheet. Inventories increased at the end of FY 2022. Also, there are semiconductor shortages and impact from bulk purchase of parts. The inventory will be optimized during FY 2023, and the interest-bearing debt will be reduced. Two years ago, however, we had an accident with an explosion in a Tatsuno Factory. We learned a lesson from the accident. Toner is a lifeline of our profitability, and the previous level of three month equivalence of inventory is not enough. We will increase the inventory level of toner slightly. That should be implemented in the mid-term plan too. Meanwhile, we have also made goodwill risk-free at this point, but we'll continue to periodically inspect it and optimize assets as necessary. Through these measures, we aim to achieve an asset turnover ratio of 1x. In addition, we hope to lower the D/E ratio to around 0.5-0.55, a reduction from current 0.8, partly from capital reinforcement. Page 28, capital allocation. We expect cash inflow of JPY 300 billion-JPY 330 billion for the three-year cumulative period of the midterm management plan. The cash inflow will come from working capital invest improvement, cash generation from operations. Cash will be prioritized for strategic investment and debt reduction, and dividends to shareholders will be paid in a balanced manner. We believe that the immediate priority is to increase cash and capital, and we intend to restore dividends in line with the improvement in earnings. We intend to reward our shareholders by increasing our corporate value as well as shareholder returns. The next page and onwards are about business strategy. First, let me begin by explaining our policy in the strengthening area for industrial business. In the environment surrounding the industrial business, the evolution of displays is changing the development and manufacturing processes of our customers. In the manufacturing scene, there are growing expectations for process minimization, energy conservation, and reduction of environmental load. In addition, the semiconductor supply chain is undergoing a major wave of change due to international affairs and other factors. We have strong customer relationships based on B2B business, and based on the relationship, we accumulated knowledge of each business area of Sensing, Performance Materials, Inkjet Component, and Optics. The basis for that is precision design, processing, and material technology related to optics that has been inherited from our founding business. In the midterm plan, industrial business is positioned as a very important core business. We will have cross-business actions to maximize the customer relationships and technology assets. We will be closer to customers' value chain in our business development. We will generate cash from existing business with high market share and invest strategically into high growth areas to create virtual cycle of investments and returns for further expansion of businesses. The next page, strength and growth strategies for strengthening areas for industry business. For the industry business, we have selected a medium-scale stable market and built our business with high market share and a high profit margin of 20% or more as our success requirements. We have been practicing value co-creation with our customers through our core precision technologies of materials, nanofabrication, optics, and imaging, as well as frontline capabilities that integrate manufacturing, sales, and customer support. In Performance Materials, we are the genre leader in the market for phase difference film and protective TAC film for small and medium-sized displays. In order to strengthen sales of ultra-wide SANUQI film stretched by offline, a further growth driver, we will increase production facilities with half to one-thirds of the previous investment to meet growing demand. The preparation is already partially completed, and we are now increasing the capacity. Sensing has a 50% share of the light source color measurement field, making it the top of the genre. In addition to meeting the demand for next generation displays with highly competitive measuring instruments, we will strengthen global development of inspection equipment using the Spanish company, Eines Systems' automotive visual inspections and the Finnish company, Specim's hyperspectral imaging technology to help our customers save labor and solve environmental issues. For industrial use inkjet, we will accelerate the inkjetization of manufacturing based on our high durability head and material alignment technologies. On top of the existing areas I described, we have new strengthening initiatives I would like to use this slide to explain. In addition to the current genre top projects and medium-term growth drivers, we will leverage the strength of our customer relationships in each of the areas we are strengthening, Performance Materials, Sensing, Inkjet Components, and Optical Components, and combine our core technologies with frontline capabilities to step up to create new value and promote business development. In the display field, we have already launched a business that simplifies customers' manufacturing processes and reduces environmental load by using our inkjet technology in next generation displays. In the mobility field, Sensing, Inkjet Components, and Optical Components are cooperating to co-create value with customers by utilizing our technologies for low environmental load coating and optical system for automobiles. In the field of semiconductors, we are already engaged in the business of ultra-precision optics for manufacturing and inspection equipment still on a small scale in Optical Components, and we already confirmed in discussion with customers that we can grow this business more. We will also leverage our materials technology to expand into the area of semiconductor processing materials. We would not stop at what each industry business has been doing, but go beyond the border of each business to create value in the area of industry. What I now described is depicted on page 33. Number one- five on page 32 shows the explanation. First, about industry. We already have high shares in certain areas. Going forward, we will expand these areas by capturing growth opportunities. We also have focus areas for image and long terms. The left side, you can see the circled ones, one-five of the previous slide are growth areas going forward, considering the market growth. We can enter these areas. Around the middle, you can see Hyperspectral imaging or automobile visual inspection. Those are included in our existing business. We still have a large room to grow. We will enhance our presence in the dotted line areas while ensuring the growth in the existing business areas. By having these two efforts, we will achieve mid-to-long-term growth in industry. The next page is growth strategy for Medical Imaging. The environment surrounding Medical Imaging offers a wealth of market opportunities for Konica Minolta, including early detection, minimally invasive treatment, the growing need for medical DX, and the growth of the digital market. We use our strength in high value-added diagnostic imaging and IT solutions rooted in its core technologies based on its brand and customer base cultivated over 90 years of working closely with medical professionals since X-ray films to aim for growth. Our Medical Imaging business will provide simple, high value-added diagnostic imaging and expand revenue from our digital business globally, especially in emerging countries such as Asia. Dynamic analysis is a technology that only we can offer in the world. We would like to use its product and services for a solid mid and long-term growth. Page 35 is Professional Print growth strategy. The market for both commercial and industrial printing is expected to grow by 4%-6% as the digital ratio grows, due in part to opportunities such as the global decline in the number of skilled workers, rising resource prices, and increasing environmental awareness. Our company has strong contact not only with printing companies, but also with brand owners, logistics companies, and others in the entire printing supply chain, and the value of our technologies of automation, skillless, and remote operation will be continually provided. We promote our clients' digitization by taking a bird's-eye view of the entire printing supply chain and solving factors that impede digitization. At the same time, these efforts contributing to minimizing environmental impact and improving the job satisfaction of those who supply and utilize printing through process saving and high value-added printing. Lastly, I would like to use two slides about office. Stable profitability of office business. In FY 2019, business contribution of the office business was about JPY 40 billion. However, due to COVID-19 and semiconductor shortages and a plant accident, the revenue and profit both declined in FY 2021. In 2022, we had a backlog of orders and increased production capacity to resolve it. The situation recovered from FY 2021 to FY 2022. In FY 2025, we expect print volume to fall to 70% of the FY 2019 level and plan accordingly. We will minimize the impact of the decline in print volume through our unique billing model, sales and service operation reforms, and manufacturing cost reductions, and strengthening our business foundation as a business that generates stable earnings and cash as a minimal target. On page 37, based on what I said now, we will expand our service menu OneRate largely. We will reform sales and service operations. About expansion of OneRate, we do not only use subscription model, such as for printing as in the mobile phone business, but for attached software as well. We charge customers from the next month according to their usage, or when customers don't need it anymore, we can subtract the amount from the next month. That means according to the needs of the customer, we can flexibly adjust the scheme. We started this scheme from the United States. We would like to roll this out to the rest of the world too to make it as a foundation for profitability. Page 38, Monozukuri strategy. While the global supply chain is under pressure to be reviewed, we will build production sites and supply chains that are resistant to change, establish and implement technologies as on-site basis to ensure stable supply. Loss of sales opportunity because we could not procure and produce should not happen. We should make a company-wide effort to avoid such a situation. Page 39 is the summary towards maximizing corporate value. We have placed improvement of ROE as our highest priority goal, and the driver of this goal is the improvement of profitability. We aim to improve the net profit ratio to 2.5% or more, achieve an asset turnover ratio of 1.0, and financial leverage of about 2.0, and achieve minimum ROE of 5% in the earlier stage, and we would like to be a company that can achieve 8%. While aiming to have higher-level improvement in terms of non-financial aspect, we need to improve employees' engagement score and CO2 reduction target. We would like to move up the reduction target by five years and contribute to enhance corporate value non-financially as well. Lastly, I would like to say a few words about the points of the midterm plan. In today's presentation material, it's page 22. First, FY 2023 and FY 2024, we will make sure to conduct solid selection and concentration of the business. Based on that, in FY 2025, we will establish the foundation for growth. In these three years, we will implement initiatives thoroughly, so we can shift the mode on the third year. On page 24, for foreign main businesses, we explain the positioning of each business. Especially profit drivers are the strengthening business and maintaining profit business. Non-focus business and direction changing business are currently in the red. The point for the next three years is to make the deficit disappear. As we implement the budget, when we have to decide that it is difficult for those businesses to make profit on their own, we have to look to other options so that we can achieve the financial targets for FY 2025 that I described today. Thank you very much. With this, I would like to complete the explanation.