Good afternoon, everyone. I am Shiro Kondo. I assumed the position of President and COO in April 2022. Thank you very much for attending the briefing for financial results for the fiscal year 2021 and management plan for the fiscal year 2022 of Fuji Electric, despite your very busy schedule. I truly appreciate the great turnout. Before going into the main topic, let me briefly explain the management structure from April this year. As you may already know, we decided to appoint two representative directors, Chairman and CEO, and President and COO from April. Kitazawa was appointed as Chairman and CEO this time. It has been 12 years since he became President. Partly due to that, in light of continuous development of our management and the next management structure, we decided to appoint Chairman and CEO, Chief Executive Officer, and President and COO, Chief Operating Officer. We intend to work closely with appropriate division of duties. I would appreciate your understanding. In addition, we plan to partially revise the structure of the Board of Directors in June. Specifically, we plan to replace 2 internal directors. As Fuji Electric intends to achieve growth by focusing on power electronics and power semiconductor, Tetsutani, responsible for power electronics industry, and Hosen, responsible for power semiconductor, will join the Board of Directors. Besides, we will appoint a female outside director who has a detailed knowledge in power electronics related businesses, also from the viewpoint of diversity. As a result, our Board of Directors will consist of 10 directors and outside directors will account for 40%. As I didn't have many opportunities to talk on an occasion like this, let me introduce myself. I joined Fuji Electric in 1984. I was engaged in research and development for 25 years from that time. I am an engineer in Fuji Electric, which focuses on power electronics and power semiconductor. I started my career with control system and was engaged in research and development of communication network, wireless systems, and others. After I was placed in a position to manage R&D, I led organizations of software security and AI. AI was called applied mathematics at that time. I led organizations of algorithm research. I left the field of R&D for the first time in 2008. At that time, there was a plan to launch a team to consider technology strategy of the entire Fuji Electric, and I moved to the team. After that, I worked for a sales company in China, and I experienced serving as General Manager at former Industrial Infrastructure Business Group. The group was engaged in work close to the current process automation. After that, as Fuji Electric was considering a plan for IoT, I returned to R&D organization in 2016 for the first time in 8 years. I spent time as a person responsible for R&D from 2017 to March this year. Now I will move on to the main topic, financial results for the fiscal year 2021. Detailed numbers will be explained later. I will mention major items. Net sales were JPY 910.2 billion. Operating income was JPY 74.8 billion, and operating margin was 8.2%. It means we achieved operating margin target of 8% or more of the medium-term management plan 2 years ahead of the schedule. We achieved record highs for operating income, ordinary income, and net income attributable to owners of parent. As you know, looking at the environment surrounding us, COVID-19 infection has not ended. Due to difficulty of material procurement, rise in raw material prices, international political turmoil, supply chain was disrupted heavily in the last fiscal year. When I look back, we've been moving forward with a five-year medium-term management plan starting in the fiscal year 2019 and ending in the fiscal year 2023. Since the fiscal year 2019, starting with US-China trade friction, many things have been happening, including COVID-19, difficulty of material procurement, and the current Ukraine crisis. In a sense, it became normal for unexpected events to happen. Therefore, we need to manage the company based on the assumption that such events will happen anytime. We felt the necessity again in 2021. In such a situation, regarding our mission or what we should advance in the fiscal year 2022 onwards, I think there are two main things. Firstly, needless to say, we need to achieve the current medium-term management plan ending in the fiscal year 2023. Secondly, in anticipation of the next medium-term plan for 2030, we need to make sure to formulate the next growth strategy of Fuji Electric over the two years or so. I think they are important. Although it sounds cliché, I think it is important to enhance adaptability to changes. Now I will talk about management plan for the fiscal year 2022. We aim at net sales of JPY 1 trillion and operating margin of 8% or more in the fiscal year 2023 under the medium-term management plan. Although operating margin exceeded the plan and was 8.2% in the fiscal year 2021, we will continue to aim at the plan without changing the plan. As I mentioned earlier, for example, we faced with difficulty of parts procurement in the fiscal year 2021. Of course, procurement group worked desperately. On top of that, we changed designs, adopted alternatives, and produced products. We captured needs of customers. Although it was not possible to meet their needs 100%, we made utmost efforts so that customers would not have trouble. I think numerical results for the fiscal year 2021 were achieved through cooperation and concerted efforts among those engaged in sales, procurement, development, design, and production. Therefore, we will not change the medium-term management plan of JPY 1 trillion in net sales and operating margin of 8% or more. I want to transform our company into a company that increases sales and profit, whatever happens. We have to suppose difficulty of parts procurement will continue in the fiscal year 2022. We also have to assume the current lockdown in China will not end so easily. I expect rising energy costs and difficulty of securing logistics and transportation. In anticipation of such factors, I want to advance management plan for the fiscal year 2022. In addition, there is one more important point in the fiscal year 2022. It means the fiscal year 2022 is a year for final preparation for the final fiscal year of the current medium-term management plan ending in the fiscal year 2023. I think one of the challenges is sales. Net sales in the fiscal year 2021 were JPY 910.2 billion. It is necessary to increase sales by 10% towards the fiscal year 2023. To increase sales, we need to acquire new customers and launch new products. I am President. At the same time, I continue to be in charge of technology development. Regarding launch of new products, from the viewpoint of portfolio, about 70% of R&D costs of Fuji Electric are spent on launch of new products and new technologies to be harvested by the fiscal year 2023, the final year of the current medium-term plan. We make sure to harvest them in the fiscal year 2022 and connect the results to the fiscal year 2023. That concludes my opening remark. Details will be provided next. Thank you very much.