Thank you very much. I'd like to, first of all, present the Q2 financial results for fiscal 2026. This is a summary of results. Sales and profit decreased year-on-year in Q2. Overall sales were down due to lower sales in Lifestyle and deconsolidation of Automotive, despite higher sales of Connect, Industry, and Energy. Looking at each business, sales of generative AI-related products in Industry and Energy increased, in addition to higher sales of process automation in Connect. However, the sales of the in-vehicle in Energy decreased. Overall, adjusted operating profit decreased largely due to the lower profit in Energy, resulting from the significant deterioration in in-vehicle, despite higher profit in Lifestyle, Connect, and Industry. Net profit decreased due to lower adjusted operating profit and the deterioration in other income and loss. Operating cash flows decreased year-on-year due to the absence of monetization of IRA tax credit through transferable method in fiscal 2025. For the full year, the sales forecast is revised downward due to a major revision in in-vehicle. Adjusted operating profit is expected to continue its year-on-year increase, despite the downward revision of JPY 30 billion, factoring in the impact of U.S. tariffs, which was not factored into the initial forecast of May 9. By segment, Connect and Industry forecasts are revised upwards, while Energy forecast is revised downward. The forecast of the annual dividend is JPY 40 per share and remains unchanged from August 29. Next, the details of the Q2 results. Consolidated financial results are shown here. Sales decreased year-on-year by 10% to JPY 1,923.8 billion. However, the sales excluding Automotive increased by 2% year-on-year. Adjusted operating profit decreased to JPY 90.4 billion and operating profit decreased to JPY 78.1 billion. Net profit decreased to JPY 70.9 billion. This shows the results by segment. In the next slides, I will explain the analysis of year-on-year comparison for sales and adjusted operating profit. First, the sales analysis by segment. In Lifestyle, sales decreased due mainly to lower sales of consumer electronics and HVAC, despite higher sales of electrical construction materials, mainly in Japan. In Connect, the sales increased due to higher sales of process automation, capturing the demand for ICT, along with the higher sales of avionics, mobile solutions, and Blue Yonder. In Industry, sales increased driven by continued demand growth for information and communication applications, such as generative AI servers. In Energy, overall sales increased due to the following factors. For in-vehicle, sales decreased mainly due to the lower sales volume at Japan factory and price revisions reflecting lower material prices, despite the higher sales volume in North American factories. For industrial and consumer, sales increased due to continued favorable sales of the energy storage systems for data centers, with expansion of the generative AI market. Within other elimination adjustment, entertainment communication sales decreased due to the deterioration in the North American market conditions, while sales in housing increased. This slide shows our adjusted operating profit analysis by segment. While adjusted operating profit increased in Lifestyle, Connect, and Industry, adjusted operating profit in Energy decreased due mainly to decreased profit in in-vehicle with the impact of U.S. tariffs, increased upfront costs for ramping up Kansas and Wakayama factories, and other factors. These factors resulted in overall decreased adjusted operating profit. This shows the results of Lifestyle segment by divisional company. Adjusted operating profit increased in Living Appliances and Solutions Company, with efforts to enhance business structure in kitchen appliances. Also, adjusted operating profit increased in Electric Works Company, with higher sales of electrical construction materials in Japan. This shows our year-on-year operating profit analysis by factor. From From the left, increased sales in real terms was an increased factor of JPY 5 billion. Increase in fixed costs was a decreased factor of JPY 12.6 billion, but here we also note the positive effect of restructuring of JPY 3.1 billion. Net impact of raw materials and logistics prices was an increased factor of JPY 6.8 billion. The net impact of price revisions, rationalizations, and others was a negative of JPY 6.1 billion. Deconsolidation of automotive was a negative factor of JPY 6.6 billion. Impact of U.S. tariffs was a negative factor of JPY 14.8 billion. As a result, adjusted operating profit decreased by JPY 31.8 billion. Operating profit decreased by JPY 54.1 billion due to deterioration in other income and loss. This slide shows the situation of cash flows and cash positions. On the left, operating cash flow for the first half decreased to JPY 298.4 billion due to the absence of monetization of IRA tax credits through transferable method in fiscal 2025. On the right, net cash was a negative of JPY 829 billion. I will explain the consolidated financial forecast for fiscal 2026 from the next slide. This slide shows the consolidated financial forecast for fiscal 2026. The forecast of sales is revised downward by JPY 100 billion due mainly to low sales in Energy. Forecast of adjusted operating profit is revised down by factoring in the impact of U.S. tariffs, estimated at JPY 30 billion, which was not factored in at the beginning of the year or in May. The forecast for operating profit is revised down JPY 50 billion due mainly to a deterioration in other income loss by JPY 20 billion, resulting from increased restructuring expenses. The forecast of profit before income tax is revised down by JPY 65 billion due to a deterioration in financial income. As a result, a forecast of net profit is down JPY 50 billion. This shows full-year forecast by segment. Connect and Industry revised upward, Energy revised downward. This shows the forecast of the Lifestyle segment by divisional company. AOP forecast in Electric Works Company is revised upward by JPY 4 billion. This is the forecast revision factors by segment. In Lifestyle, adjusted OP is expected to remain unchanged, factoring in uncertainties in the external environment, despite upward revision for electrical construction materials, with steady sales in Japan. In Connect, both sales and profit are revised upward due to the higher sales of avionics, supported by stronger order, as demand in aviation industry recovers. In Industry, both sales and profit are revised upward due to the higher sales of products in electronic devices and electronic materials, driven by continued growth in demand for generative AI-related products for servers. In Energy, overall sales and profit are revised downward. This is due to the downward revision for in-vehicle, which is affected by the EV market slowdown in the U.S. and also the U.S. tariffs, despite the upward revision of industrial consumer, with higher sales of energy storage systems. This shows our analysis of the AOP profit forecast by factor. The upper graph shows the initial forecast, and the lower one is the revised one. As shown in the middle of our right, operating profit is revised downward by JPY 50 billion from JPY 370 billion to JPY 320 billion. Downward revision consists of the adjusted OP by JPY 30 billion and deterioration of other income and loss by JPY 20 billion. Adjusted OP is revised downward due to the impact of U.S. tariffs of JPY 30 billion, which is now factored into this revised forecast. Although the effect of the JPY 30 billion sales decline in in-vehicle is offset by other factors, deterioration in other income and loss of JPY 20 billion is due to the increase in ongoing restructuring expenses. Next, impact of U.S. tariffs. At the beginning of fiscal 2026, we estimated the potential impact to be less than 1% of the consolidated sales. However, we did not factor this into our forecast, as further assessment was still underway. Since then, through the efforts in price pass-through and supply chain improvement, estimated impact has been reduced to JPY 30 billion. This is now reflected in our revised forecast. As shown in the lower table, the energy segment's automotive battery business is the primary area affected. From a short-term perspective, we will continue working to mitigate the impact through further price pass-through. From the medium to long term, we aim to further reduce the U.S. tariff impact by reviewing supply chain and other countermeasures. This is an update on the structural reform currently underway, including the restructuring expenses recorded. Restructuring expenses are now expected to reach a total of JPY 150 billion, JPY 20 billion higher than our initial forecast due to the larger-than-expected sales of the personnel optimization in industry. Accordingly, expected effect in industry is revised upward by JPY 2 billion and group-wide JPY 37 billion. From this slide onward, I will explain each individual business, starting with the in-vehicle, in energy. The graph on the left shows the sales volume trend in North American battery factory. Due to the factors, including the rapid changes in U.S. tariff policies and termination of IRA 30D, the short-term EV demand has slowed down. As a result, we revised our full-year forecast downward. In addition to this, we factored in the impact of JPY 24 billion from U.S. tariffs, leading to JPY 62 billion downward revision in adjusted operating profit for fiscal 2026. In response to the deteriorating EV market conditions, we are working to expand the new customer base in the U.S. and continue to enhance the product competitiveness for strategic customers. Meanwhile, we are examining the effective use of our automotive battery production capacity in Japan, as well as production at Kansas factory, to meet the rapidly growing demand for data centers. Next is an update on energy storage systems for industrial consumer. The chart on the left shows the sales trajectory for our data center-related business. At the beginning of fiscal 2026, we forecasted 1.5x year-on-year growth. However, due to the exceptionally strong customer demand, we now expect the sales to increase by 1.7x compared to fiscal 2025. As a result, as shown here, we revised the full-year adjusted operating profit upward by JPY 9 billion from the initial forecast. Driven by aggressive investment in data centers by hyperscalers, we anticipate a rapid expansion in demand exceeding our initial assumptions. To respond swiftly to this expansion, we are accelerating the optimization of our production capacity for rechargeable battery operations overall, including automotive applications in the short time. In addition, we will enhance the development capabilities for next-generation solutions to address the challenges the customers are facing, such as the voltage fluctuations smoothing to maintain our leading market share to achieve sustainable business growth. This shows our analysis of the full-year adjusted operating profit in energy by factor. The upper graph shows the initial forecast as of May. The bottom shows the revised forecast as of October. The middle indicates the revised amount. As noted on the far right of the middle row, the forecast for energy is down JPY 54 billion, with an energy forecast for in-vehicle revised down JPY 62 billion, while industrial, consumer, and others is revised up by JPY 8 billion. Next, an update on Blue Yonder. On the left shows the KPI representing Blue Yonder's recurring revenue, the trend of SaaS ARR. While it continues to grow quarter on quarter, the year-on-year growth rate slightly slowed down. The line graph on the right shows the trend of the SaaS NRR, which is the retention rate of existing customers. Looking at the breakdown in the bar chart, the upper section is the revenue growth rate from existing customers. The lower section is the churn rate, which has remained relatively high in recent periods. These trends are reflected in the ARR. The impact from the cyber attack in the latter half of fiscal 2025 still lingers to some extent. However, we've taken thorough countermeasures, including targeted investments since the incident. Looking ahead, the pipeline for a newly launched cognitive series is expanding steadily. We expect this momentum to drive a strong rebound and acceleration of ARR growth from the next quarter onward. Finally, our shareholder returns. As announced on August 29, 2025, the annual dividend for fiscal 2026 is expected at JPY 40 per share, and the payout ratio relative to the net profit is expected at 35.9%. We will distribute stable and continuous dividends. Also, we aim to achieve enhanced corporate value through business growth and profit increase. This concludes the summary of fiscal 2026 second quarter results. Thank you. Next, Mr. Kusumi will explain about the group management reform and its progress. I'd like to share the progress we've made with the group management reform. I truly regret the current management reform must include personnel optimization. However, the reform is progressing on track. In addition, we are steadily taking the initiatives needed to set the direction to take for businesses with issues within this fiscal year, which is a matter that has caused you some concern. In the TV business, we expect to achieve ROIC level above WACC through fundamental operational reform. By further deepening our partnerships and by fully streamlining operations, we will offer unrivaled and competitive products. This will enable the business to escape from being a business with issues. Next, the kitchen appliances business, including refrigerators, is expected to escape from being a business with issues within fiscal 2027. While ensuring to provide the quality required for the Japanese market, we will fully expand the use of materials procured in the Chinese supply chain based on the experience we have developed in China. Thus, we will accelerate adoption of a global standard cost structure not only in Japan but worldwide. To this end, by transferring mass production and procurement resources to China, we will enhance operational capabilities and speed up decisions. We are steadily proceeding with personnel optimization in Japan as part of the group management reform. The industrial device and electromechanical control business in industry are also focusing on their key competitive areas of materials and processes, while also promoting in-depth reforms to escape from being a business with issues. We're also pursuing initiatives that involve discussions with partners. We will share detailed information when we conclude the contracts. I kindly ask for your understanding. As explained earlier by Akira Waniko, the forecast for fiscal 2026 faces challenges. Many of you may have concerns about whether we can achieve our fiscal 2027 target of JPY 600 billion adjusted operating profit. However, we remain committed to this target, and I believe we can achieve it. Let me give you an explanation using this waterfall chart. Regarding the effects of our structural reforms, please look at the center of the graph for the past half year of fiscal 2026. As I mentioned earlier, reform has been progressing on track. Its positive impact is expected to amount to JPY 132 billion, which exceeds the target announced in May 2025 by JPY 10 billion. As for profit improvement in the investment areas shown on the right, the figure will decrease greatly from the plan due to the stagnation of market conditions for automotive batteries. However, we'll work to offset this decline, mainly through profit growth in other businesses, including significant increased profit in energy storage systems business for data centers, thanks to the rapid market expansion, as well as the upward revisions of fiscal 2026 profit in connect and industry. One change from the initial stage of this fiscal year, although we are starting to feel the impact of U.S. tariffs, which we had not factored in the past. We believe the impact of the tariffs remains within the expected risk buffer, and we expect to achieve the current target of JPY 600 billion. That concludes my update on the progress with the group management reform. We will continue to enhance the resilience of each business in response to environmental changes and establish a higher profit structure through rigorous efficiency measures. I'm fully committed to taking responsibility and driving this transformation to completion. That is all. Thank you for your attention. From Nikkei, we have Mitsumi-san. Thank you. I am Mitsumi from Nikkei. Thank you very much. First, the other day, when President Trump visited Japan, there was an MOU signed concerning the investment, so up to $5 billion or up to $15 billion, I think. What is your reaction to that and about your view on the specific investments in coming years? This time, this investment in the United States, as you know, when the discussion was going on on the U.S. tariffs. From U.S. to Japan, $550 billion investment was mentioned. The MOU that I signed is $5 billion. It is not included in the final MOU, but the maximum of $15 billion out of $550 billion. That would be the maximum allocation. For that, for data centers, the energy storage system, and also other electronic components and materials, we will consider the supply of those in a very aggressive manner. As Akira Waniko said earlier, for the data center, the energy storage system, and also other capacitors and materials for the batteries, we are trying to grow those products and businesses. As a total of those, for example, whether there will be a data center investment in the U.S. or not, that is not yet clear. If there is an opportunity for us, we would like to consider that positively. That is why I signed this MOU. Thank you. Another question that I have is about the restructuring and the progress of the structural reform. About the TV business, I think that you can now see that you will end these businesses with the issues. Could you elaborate on that? Also, for the lifestyle appliance business for fiscal 2027, you think that you can move away from the businesses with issues. What about TV? When do you think that you can realize that? As for TV, ending this situation in fiscal 2027 is what we can see. How we did this or how we managed to do this, as I mentioned, this has to do with the collaboration with the partners, which is still going on, and we made progress there. We try to make ourselves, our organization, as lean as possible. That is as much as I can mention on that point. Thank you. That is all the questions that I had. Thank you. Takeuchi-san from NHK, please. Takeuchi-san, can you hear? Takeuchi here. Can you hear? Yes. Excuse me for that. About the progress of the structural reform, I have another question. In terms of personnel optimization, you are saying that it is ongoing or on plan, but what is the number as of now? That is what I want to ask. Maybe you cannot give concrete numbers, but will it reach the 5,000, which is your target, or will it surpass that? If you can give an outlook, please. Thank you for the question. Ongoing is what you said, but it is on track. It is going according to plan is what I meant to say. As Akira Waniko explained today, structural reform expenses have become larger for industry. From that perspective, it is a little bit higher. Hope that answers the question. It is progressing a bit more. Can you give me your impressions about that level of progress? To the maximum extent, for the employees who make those decisions, we want to stay by their side and support them to the next step to find their next jobs. We are taking those considerations. How should I say? It is a difficult decision that these people are making. But having said that, there are those who seek new challenges in this program of this special career plan. Because of this, they were able to take the step forward to the next stage. That's how it's being received. Takeuchi-san, are you satisfied? Yes. Thank you. Thank you. Next, from Yomiuri Shimbun, we have Gen-san. This is Gen speaking from Yomiuri Shimbun. Thank you. Consumer electronics, the lower sales but higher profit. The revival of the consumer products would require so-called China cost and China shift. You talked about the kitchen appliances, but from your perspective, this shifting your resources to China, what has been the progress and what is your view on that? What kind of initiatives have you taken and what were the results? Could you give us some specific examples? That's my first question. Gen-san, thank you very much for your questions. Including myself and Homma-san, the cost competitiveness in China, and we need to apply this worldwide. Otherwise, we will not be able to survive in the consumer electronics. That's what we have been saying. As a Panasonic Holdings Corporation, which will be dissolved, and then how can China and Japan, how can we survive in those regions? We thought about that very seriously. As we did that, the capability or competitiveness in China, we have to take advantage of and shifting our resources to China so that we can apply this competitiveness to Japan and other areas. If we do that, we will be able to do something in 2027. We have been receiving a lot of reports. If we managed to do this two or three years ago, it would have been very good. Finally, we are making a big progress or a step forward toward the direction. Kitchen appliances was mentioned, and that's one of the businesses with issues. In addition to that, are there other areas that you are seeing the results or the effects? Yes. A second question about the second quarter results, very specific question, I'm afraid. Domestic consumer electronics at the market share, higher market share, and you said that this has been strong. Which products are growing at which level? Are there any major drivers? Yes. Let me answer to your question. The consumer electronics, as Kusumi-san said, the Chinese way cost competitiveness and transferring resources to China, that is on the cost side. Also, we have to improve our product capability. We are doing that. Rather than talking about the specific products, the major ones and also the small ones are recovering, and our market share is on the recovery trend as a whole. We continue to harvest this in the second half so that the lifestyle appliance, we want to make sure that we can achieve the targets that we have set. Thank you. Thank you very much. Thank you. Next, from Toyo Keizai, Umegaki-san, please. Umegaki from Toyo Keizai. I also have two questions. First, about the PID situation. As you said, JPY 20 billion expenses occurred extra. In terms of the headcount reduction, 5,000 domestically, 10,000 overseas, is it going to increase from there? If so, by how much? Why is it that it is going to increase if that's the case? Page 25, PID, industrial device and mechatronics, as of now, not out of the state of business with issues. By spending those expenses, will they come out of becoming business with issues, or even if you spend JPY 20 billion, is it still business with issues? Like to respond? How many over the target? We're not in a situation we can talk concretely about that, but it will be higher. In various locations, taking this opportunity, some have chosen to quit their jobs. There are many who also do agriculture. Some have decided to focus on agriculture, farming. There are many such cases I have heard. Page 25, can you comment about that? If you spend the structural reform expenses, there will cease to be business with issues. It's not just that. It says that we need to do fundamental reform. I can't go into the details, but as an outcome of that, the path toward coming out of business with issues is becoming clear. You don't know the exact timing. I can't say. It's not that we don't know. I can't say when that will be. Second question. I want to respond from Kusumi-san. For fiscal 2029, compared with fiscal 2025, you expect JPY 300 billion improvement. That's been your explanation. Looking at 2026, as you said, the investment improvement, that's declined. Automotive and Blue Yonder, outlook not so great. I think that's what this shows. This mid to long-term growth story around solution business, has that changed at all? Blue Yonder, last year, there was the security-related incident. On a one-time basis, it's behind our expected. Trajectory, but there is this company of solution, and it's a very strong solution, and pipeline is expanding, and each project is becoming larger in size. Going forward, we expect it to grow steadily. Page 26, profit growth in investment areas. The only area where there is that question mark is automotive battery. Fiscal 2027, 2028, and 2029. Where there is uncertainty is only for automotive batteries. Is it going to be much higher than initial expectation? The energy storage solution for data center, it's very profitable, and it should cancel out. Toward fiscal 2029, we think that we can move toward that target. To repeat, JPY 300 billion, you do not change. Correct. Thank you. Thank you very much. Next is Asahi Shimbun, Sei-san. Seiyi from Asahi Shimbun Can you hear me? Yes. About the restructuring or structural reform. In February, you announced the first policy and about the businesses with issues, the businesses and products, and you mentioned that you might be withdrawing some of the products or regions, and you would try to find the best ownership. That has not changed in May. With this announcement about the TV, now, you think that you are likely to change this into not from the businesses with issues. Does that mean that you will not withdraw or you will not sell the TV businesses to other companies? Without doing the things that you mentioned, we think that we can change this from the businesses with issues. Okay. That means that you're not going to withdraw or you're not going to sell. By changing the operation drastically, we can move the TV business out of the businesses with issues. Same goes for kitchen appliances business, or the initiatives are different, but yes, the same direction. The next question about the industrial devices and electromechanical control. You would focus on the competitive areas. That's what you said. The business products and the region, is it possible for you to withdraw or drastic changes could happen? As of today, we are unable, or I'd like to refrain from answering your question. You said that you focus on the competitive areas. That means that you would not continue with the non-competitive area. The industry, this is the process and the material, and we will focus on the areas that we are strong. Based on that principle, how do we focus? There are different options and different options. It's not just ending or withdrawing. Is that what you mean? I'm sure that you want me to say that we might withdraw, but no. How should we understand this? About the steps, we are unable to say. That's as far as I can respond today. Thank you. Next, from Yomiuri Shimbun, Terada-san, please. Terada from Yomiuri Shimbun. About the structural reform, as was explained, TVs and kitchen businesses. You're not thinking of withdrawing or sales, so you're going to change the operations. For TV, for production, what's your stance going forward? On this point as well, I'd like to refrain from answering. Thank you. The other question, one of the first questions was about the Japan-U.S. government agreement about investment to the U.S. The total amount of investment is not so clear according to your remarks. In terms of expanding factory, does it include large capital spending like expanding a factory? The details are not known at this time. For example, AI data center, what's the size that is being thought about? The AI data center, this is North America investment, so United States of America. It's certain that it will take place within the U.S.A. Depending on the size of that will determine how much investment we need to make to expand our capacity. One thing I can say is that in the MOU, it talks about expanding the supply chain within the U.S. My current understanding is, and my understanding may not be correct, but my understanding is that those areas could be the area for investment. Of JPY 550 billion, the JPY 15 billion is what we're talking about. For the use of that, could be capital spending. That is my current understanding. You're saying capital spending may be possible. In concrete terms, you don't have any concrete picture. The details have not yet been decided at all. That kind of opportunity is being studied. That's the level of what's decided in the MOU. No concrete thing has been decided yet. Everything is to be decided going forward. Understood. Thank you very much. I hope that's satisfactory. Next is Nikkan Kogyo Shimbun, Ono-san. Thank you. This is Ono from Nikkan Kogyo Shimbun. Hope you can hear me. Thank you very much. I have two questions. First, I'd like you to answer based upon the past data. Now, the in-vehicle business, the adjusted OP Q2, -JPY 16.1 billion. Until now, the in-vehicle business, including IRA tax credit, have you ever been in red and deficit in the past? Yes. Let me answer. The past results, we, of course, disclosed that, that the earnings goal. In Q1, it was profitable. Out of the four quarters, we booked the profits. To what extent do we want to go back in the history? In the past two years, this is the first time that we are in red or in deficit. I see. Thank you. Second question is about the in-vehicle or automotive battery because the market conditions are weak. Also, for storage batteries for data centers, it is growing. The growth rate that you expected was 1.5 fold, but now this is 1.7 x. The expectation is higher than the expectation. The resource of the in-vehicle or automotive, I think you said that you would utilize the resources of that for the data center application. Could you elaborate on that? Could you give us some specific plans or strategy? What you mentioned, the shifting resources, this is a major policy because the data center application is growing very rapidly. In order to address that or respond to that, that is something we have to do. I cannot talk about the details, how many people or which factory. I am not going to explain that. Those are included as options. Otherwise, we won't be able to address the strong demand. We will be shifting resources for this purpose. I see. Thank you. This storage battery for data centers and focusing on that. Of course, investment to the United States was mentioned. That is, this is different from the investment in the U.S.? As I said, the investment to the United States, based upon my speculation or understanding, is that what hyperscalers have, and it's much bigger, or it could be much bigger than the data centers of the hyperscalers until now. That is what we presume. What we are discussing right now is something quite different from what we discussed in the past. Understood. Thank you. Thank you. I'm sorry, but it is we're nearing time to close. One more question from the press. From Nikkei Business. Iwato-san, please. Iwato from Nikkei Business. Can you hear? Yes. Two questions. One. In February, talked about the structural reform, and it's been about nine months. I can understand that you can't talk about things that involve partners. What about changing the culture within the organization? That lack of sense of crisis, has that been changing? What's your sense? Thank you. Recently, TV, which was, I would say, business with issues. Kitchen, like refrigerator and the cooking equipment. Toward fiscal 2027, we're going to make it profitable and come out of businesses with issues. The people responsible for the businesses, they're really seriously thinking about that and working on that. In that sense, the sense of crisis, I think we are starting to recover that kind of sense of crisis. Thank you. In the presentation, I think you mentioned that you would respond strongly to changes in the environment, and you would have a highly profitable structure that does not see a rebound back to the previous state. How are you going to ensure that? What do you need to realize in order to ensure that the company doesn't rebound back to the previous states? Within our group, Connect. Higuchi, when he was outside, after he's returned, he has experienced foreign-based companies as well, and headcount control, which has become commonplace. He has done that when it was not so commonplace. The other business or operating companies, they were not able to do that. These things, in order to make a lean business structure, these kinds of systems have to be incorporated and practiced. That's one thing. Also, especially in Japan, we have this special CDP. In terms of the breakdown, those over 50 are large in number. In the next few years, it's going to decline quite substantially. It doesn't mean that we should supplement them with people who do the same business. We could use an AI agent for repetitive tasks. AI agents don't have to be so costly. We're in an era where we can make them at a relatively low cost. We'd like to incorporate that approach as well, so that we don't see any rebound for headcount and also fixed costs. We'll make sure that it does not rebound. Thank you. Thank you very much. That's all the questions from journalists that we can take. Thank you. Now we are going to move to the institutional investors and analysts. Once again, we are unable to take questions on the English channel. From UBS Securities, we have Yasui-san. Thank you. This is Yasui of UBS. Maybe a detailed question, but data center BBU. In Q2, I hope that you would further clarify this. There are three points. One is the first half in Q1, Q2, compared with last year, what was the growth rate? Maybe you can give us just the rough figures. Also about the market share, are there any changes toward fiscal 2027? The high market share, do you think you can maintain? The point three is fiscal 2027, the market prospects, for example, NVL72 will emerge. Rather than this year, the next year growth rate could be higher. Could you give us what you think about that? That's my first question. The second is also about the batteries for Tesla. IRA is now gone. Probably this is not something up to you, but without the benefit from the IRA, there will be new models emerging. The Kansas factory will be starting up. From now on, the starting up or startup and the upside and downside, qualitatively, maybe, if you can comment on that. You asked questions and the data center market share, that's the part that I'd like to respond. For others, Waniko-san will supplement. The data center, in terms of the size, about half of it is by hyperscaler or for hyperscalers and others for colocators. In our case, the part that for the hyperscaler, we have a high market share. What this means is the hyperscalers, so for example, the rack design of the data centers, the peak shaving and the battery backup. The peak shaving, that is the GPU power. How can I say this? It goes up and down very rapidly. The peak needs to be shaved so that overall power consumption can be controlled. Peak shaving is important. Hyperscalers, depending on their request, we can incorporate that. With that, we are getting our market shares. This is something that we'd like to continue with the GPU evolution. We'd like to continue this so that we can maintain our market share in that particular domain. For the remaining questions, I'd like to make some additional comments. First of all, about the data center BBU on page 20. The growth rate is higher than what we expected at the beginning of the year. Each quarter, the growth rate is increasing. For the full year, 1.5 was expectation, and now it's 1.7, as we explained. At the same time, in the next year and onwards was answered. The growth rate next year and onwards, I think there will be an acceleration of that. That is in our image. On page 20, we are showing before and after. Please understand that. The second point, what about the Kansas factory startup. For the in-vehicle, as we mentioned, the overall demand is slowing down. At the end of 2027, full production was our original plan. Based on that, there could be some postponement or delay. Rather than total volume, in Kansas, compared with Nevada, it would be the higher generation or higher capacity. Customers' product competitiveness, I think we can contribute to enhance. In that sense, in Kansas, we can create the cells for the higher advanced generation so that we can contribute to the customers' car models. I'd like to carefully watch the customers' demand and steadily continue with the startup of the factory. Okay, just first point. The first half, the growth rate, if you can make some supplementary comment. Second point, the risk of having the reduction of the existing. For the first half, 1.9x, that is on page 36. Kansas speed slowing down further, this is up to the demand. If the 40 GW h, we made the correction. I think your question is whether we might go lower than that. This time, North American forecast, we are being very prudent, and we made a downward revision. Within this fiscal year, we do not expect a much lower number based upon the current level of the demand. Thank you. Thank you. Next question, please ask one question at a time. From Nomura Securities, Okazaki-san, please. Okazaki from Nomura Securities, thank you. I also want to ask about batteries. For the industrial consumer, data center, energy storage, or battery included in that, JPY 500 billion in 2027 and JPY 800 billion in 2029, I think that's what you're targeting. What about the margin profitability? For industrial consumer, you have the adjusted operating profit. There are changes by quarter, and with the sales growing substantially, what should we expect in terms of profit contribution? Let me respond. What we're aiming for in terms of size is just a broad image, and that's what we're showing in page 20. The size you mentioned, that is what we have in mind, and we need to ensure that we have the production capacity to meet that. That's the correct understanding. Currently, we have very high profitability, so double-digit margin that we have disclosed. Toward 2027, 2029, how will the margin evolve? That will depend on various developments going forward that will impact profitability. This is not such an asset-heavy business, so we can shift flexibly, including resources. We'd like to maintain this high profitability and at the same time grow the top line of the business. That's how we like to approach this. Thank you. Second question about the in-vehicle battery. Second quarter, adjusted operating profit without the IRA credit is quite a big loss. You revise downward, and so you subtract. In the second half, compared with first quarter, it's going to be much better, is what it seems. In terms of the market conditions, the subsidy ended at the end of September, and there should be an impact of that in the second half compared to the second quarter. Second half. Loss for in-vehicle, why is it essentially going to decline? Let me respond. First, in the energy segment, as you commented, comparing first and second half, in the second half, we expect improvement in profitability, about JPY 50 billion. We're going to improve in terms of profits. That's in the plan. JPY 30 billion for in-vehicle and JPY 20 billion for industrial consumer. That's the breakdown. Industrial consumer, as we have responded to the various questions, the business is growing substantially. That is the background for that improvement. As for the in-vehicle, it's a combination of various measures. Fixed cost, it's an orthodox measure, but we're trying to narrow down the fixed cost. Rapidly, the demand environment is becoming very severe. In Kansas, fixed cost is rising, and by optimizing the ramp-up pace and also the data center business, toward the second half, we're trying to allocate the fixed cost to that. We call it the resource shift. Taking all those measures, we're going to try to realize this. A little complex thing in the first half, material and sales price by quarter. I mean, we have the slide system, so there's a difference. In terms of plus-minus balance, the second half is going to be better than the first. Thank you very much. Thank you. Next is SMBC Nikko, Furukawa-san. Thank you. This is Furukawa of SMBC Nikko. Two questions. First is about Blue Yonder. This time in Q2, adjusted OP has improved, but for the full year, the second half is still in loss. In the second half, are there any risks that you consider? The trend in Q2, is it likely to continue? If that is the case, what is the background or the reasons for that? Let me respond. First of all, in the second half, no major external risks are expected. As we mentioned at the beginning of the fiscal year, this fiscal year, last fiscal year, there was a security incident, and there was an additional R&D or strategic investment. In terms of the balance of the expenses and the asset, there are some differences. In the second half, it doesn't mean that we expect any external risks in the second half. Strategic investment, controlling in the second half, you are on track versus the plan. Yes, that's correct. Thank you. Second question is about in-vehicle. This overlaps with Okazaki-san's question, but the 40 GWh for this fiscal year, as you presented. For the next fiscal year, JPY 600 billion operating profit. Starting with the print investment, the in-vehicle part is in loss or negative. What are the assumptions to come up with this plan? Could you explain that? Let me respond. Earlier, we talked about the forecast, 40 GWh. We are looking at the market conservatively, and the next fiscal year, we will continue to do so. That means that there's a market that's going to be flattish. That is the view. We talk about the gigawatt by battery. In the case of Kansas, the capacity of the battery would go up. That portion will lead to the higher sales, and that increase is also something that we expect. The car market, the major growth is not expected, and that's what we assumed in making the revision this time. I see. The market does slight increase in comparison to the 40 GWh. Yes, that's correct. Thank you. Thank you. Next, from Mizuho Securities, Yasuo Nakane, please. Thank you. Can you hear? Yes. Nakane from Mizuho Securities. Thank you. Hirakawa-san asked a question, and I want to also ask about a similar topic. Two questions about the batteries. Compared to this year, I think next year is going to be more important for in-vehicle battery. Next year demand, flat or slight increase. Looking at this conservatively. Now, 40 gig this term, I think that's conservative, quite conservative. Next, demand, I think there is that risk that demand may be lower. What you can do. For Tesla in the U.S., it's close to 100%. In addition to that, Lucid and others. Other companies other than Tesla, I think you should secure business. Are you, what you can do actively to create demand? What are you doing to actively create demand? The capacity, I think it's unavoidable you increase the capacity to 32 gigs. The other parts other than resource shifting, is it possible to stop at 16 instead of 32? How can you do the adjustment on the capacity size? Give us a clue on that. That's my first question. Let me respond. In terms of overall demand, 40 gig this term, if it comes in higher, then is it going to come in lower next term? There are various factors in place. Whether it will be higher this quarter or not, not so sure, but this is our best estimate as of now. Same for next term. If the circumstances change, then we will respond to that. I think it's more important to speedily adjust our business to those changes. We like to consistently take those kinds of actions. Demand has become slow, so we will have some excess capacity. What can we do actively about that? As written in various places, strategic partner share, we want to increase that. That's what we've been working on since last year, and we've come close to 100%. People say that, and it's true. Increasing share is one thing, but fundamentally, cars have to sell well or else our batteries will not sell well. The competitiveness of cars, how can we work together with the carmakers to enhance the competitiveness? That's what we're focusing on in terms of having active business discussions. Is it okay to have one strategic partner in terms of taking active measures? There could be other options. How do we broaden the supply options to other customers? We are taking active actions there as well. We want to mix those. 32G, can we stop midway? That was the final part of your question. Difficult question to answer because it's a time axis question. To stop the capacity forever is difficult, but to adjust the pace is something that can be done. End of 2026, we were intending 32, but to change that to 16, that certainly is possible. The remaining 16, not invest at all for that. We have already made the, or are making preparations, including CapEx. I think it'll be difficult to completely stop that. How to allocate that for other capacity. It's more about more effectively utilizing that capacity. That's the direction that we'll be taking. Thank you. Second question about the data center. Toward the next term, you're thinking. Amongst the hyperscaler, you're strong with several companies. If your stance is maintaining your share, then I think you have to go capture other hyperscalers with whom you currently don't have business. Is that understanding correct? You don't have to go through the power source company, and you have a relationship with a hyperscaler, only one, in terms of the battery makers. Over the mid to long term, is your stance you want to be a battery maker yourself, or are you going to have an equidistance with the various power source companies? Medium to long term, as there is the standardization, what is going to be your position, your strategy? I am an engineer, so let me respond. Why do we not go through the power source company? I think I talked about this in the previous response. In terms of rack design, distributed BBU, the so-called AI server peak shaving, how to do that is going to become key in setting the specifications. In the case of hyperscalers, the rack design is done by that company. This generation GPU-based AI server, then it should be done this way. That's common with multiple hyperscalers, so we're providing that kind of solution. However, if it's not distributed by rack, if for the entire data center you have a BBU, then that's a red ocean situation. Within the rack, AI server, or next to it, you can have a distributed rack. There's that kind of a need. Hyperscalers' rack design team is who we work with, and currently we don't go through the power source company. As the voltage goes higher, can we do everything by ourselves? That is an issue we have to think about. That design part, perhaps we do it with some kind of a partner. Those kinds of options, there is room for us to consider. I don't know if this answers your question or not. No, but I accept your response. Thank you very much. The existing customers, or other than the existing customers, you're going to expand. Is that the resource shift? Even for the current existing customers, you're going to do the ASIC? I didn't answer that part. My view is, from the members who do the battery BBU, thinking about the future GPU evolution, distributed BBU is probably more effective. That is what we would like to propose to other hyperscalers. That's what we'd like to focus on. It's not going to be ASIC focused, but GPU focused, and expand to other customers. Is that the right understanding? Yes. How long the NVIDIA age is going to continue is something we have to watch, and we should have the optimized distributed BBU that we can propose. That's what we're working on. Thank you very much. Thank you. We are running out of time, so we are going to take one last question. From Citigroup Global Markets Japan, we have Isao-san. Thank you. This is Isao of Citigroup Global Markets Japan. At the midterm earnings call, we have a presence of the CEO, and I think it's unusual, so I was really looking forward to this meeting. Page two. As you used the two pages to present, what did Kusumi-san want to communicate to us? It was not very clear. Once again, I'd like to go back to that and ask questions. Structure reform and the businesses with the issues based upon your presentation. The business portfolio changes, transformation is going to be very small in scale. That was my impression. Basically, current Panasonic business portfolio, maintaining that. Is that the message that you want to communicate? If not, what's the message that you want to convey to us? Could you explain? That's my first question. Yes. Isao, I think you've been saying this for some time. Fundamentally, what do we think of the group portfolio? As of today, we are considering different things, but as a group, we have not yet reached a consensus. Of course, we want to provide the further details, but that is something that we would like to do early next fiscal year. From that perspective, and also the group management reform at the end of Q2, we mentioned in the past that I committed myself to participate at the earnings call and only conveyed what I can say about the progress. There are many things that we are working on, but the specifics are not something that I could explain today. I disappointed you, Mr. Isao, so I'm sorry for that. Second question. For the next fiscal year, JPY 600 billion. You are maintaining that, and you said that it's achievable, as you said. Now, or Mr. Kusumi said, if there is a consensus, you will be able to talk about the more details in the next fiscal year. That means that this JPY 600 billion is not really meaningful. That is to say that the major action, those are waiting, but it's possible that it's not going to be JPY 600 billion. Under those circumstances, to say that JPY 600 billion is achievable, just like a puzzle, the number comes down here, but it goes up there. What is the meaning of such explanation? I wonder. So JPY 600 billion, maybe you should just take it back. Rather, say that about the selection that you'll be making next fiscal year, making a commitment. Or a Blue Yonder. What you would do about it, and also the commitment to the financial targets. What would happen to your company in the next fiscal year? Maybe you should have given us explanation from a different perspective. What do you think? 600 billion. Without clear reasons, do you think it's meaningful to mention that 600 billion is achievable? I probably misled you, Isao-san. Making major changes probably was something that you expected to hear from me. In any case, whatever the shape, with the current structure, the profit structure is not good enough. 600 billion, regardless of what we do, could be the launch pad. For fiscal 2029 targets, we should not really take those targets back. That is my view. My first question, you responded that you will be able to give us more details or clarification in the next fiscal year, and you will give us some explanation, and all of us think that will be the case. It probably will not be 600 billion. The business restructuring, even if there is a second chapter, 600 billion is still important and is achievable, and that's what you wanted to communicate. For fiscal 2027, we'd like to make sure that we achieve this. If we cannot do so, whatever the shape that we will be, we have to make sure that there is a profitability. That is my view. Whether we change the shape or not, aside from that, I think we have to improve the profitability. I think that is very important. Isao-san is very perceptive, and I'm a bit overwhelmed. For me, 600 billion yen is a meaningful number. I see. Understand. Thank you. Thank you very much. With that, we'd like to end the fiscal 2026 second quarter financial results progress with group management reform session. Thank you so much for joining.