This is Fukumoto, General Manager of Finance and Accounting of IHI Group. I will explain IHI Group's financial results for the fiscal year 2020 based on the PowerPoint presentation materials disclosed at 3:00 P.M. today. As explained in October last year, we have voluntarily adopted International Financial Reporting Standards, or IFRS, from this time. The figures for 2019 for year-on-year comparison are also stated based on IFRS. This page shows the contents of the presentation. Please turn to page four. This slide shows an overview of the results for fiscal year 2020. Revenue and operating profit decreased significantly in civil aero- engines due to the downturns in demand for aero transportation caused from the impact of the spread of COVID-19. On the other hand, we were able to deliver results to a certain extent, such as expansion of lifecycle businesses in non-aero businesses, mainly in Resources, Energy & Environment, as well as company-wide initiatives to reinforce the cost structure. Also, some investment property was sold aiming at securing investment resources for creating growth businesses put forward in Project Change. Cash flows improved owing to partial freezing and reduction of R&D and capital investment, and also due to property sale. I will explain details using the following slides. Please turn to page five. This slide shows the consolidated results, including orders received and the income statement. The forecast announced on February 9th is indicated at the top left corner of each item. Figures disclosed and explained today are broadly in line with the revised forecast announced on April 26th. Both orders received and revenue decreased considerably year-on-year. As shown at the top right, the average exchange rate for revenue in fiscal year 2020 was JPY 106.40 to the US dollar. There was JPY 2.79 appreciation from the previous fiscal year. On operating profit, there was JPY 64 billion negative impact from civil aero-engines, our core business, as it was heavily hit by the spread of COVID-19. On the other hand, we were able to achieve over JPY 30 billion improvement due to expansion of lifecycle businesses set forth in Project Change, reinforcement of cost structure, and reduction of fixed costs. As disclosed in February, there was also an impact from sale of investment property aimed at securing investment resources for creating growth businesses. All in all, despite recording year-on-year profit decline, we were able to post operating profit of JPY 27.9 billion. Profit attributable to owners of parent was JPY 13 billion, up JPY 4.8 billion year-on-year, due mainly to smaller losses of investments accounted for using equity method. Please turn to page six for orders received and order backlog by segment. All the reportable segments reported year-on-year decline in orders received. Orders decreased in Resources, Energy & Environment, Social Infrastructure & Offshore Facilities, as well as Industrial Systems & General-Purpose Machinery due to the reverse effect of large-scale projects in boilers, bridges, and transport machineries, which were recorded in the previous year. In Aero Engine, Space & Defense, there was a substantial decline in orders in civil-aero engines. Overseas orders received was JPY 367.9 billion, representing 34% of total orders. Please turn to page seven for revenue and operating profit by segment. In Resources, Energy & Environment, revenue decreased mainly due to completion of large-scale overseas projects in plants, despite increase in lifecycle businesses of boilers. Operating profit increased due to increase in profit on higher sales in boilers, as well as deterioration of profitability in power system and plants in the previous fiscal year coming to an end. Social Infrastructure & Offshore Facilities achieved increase in revenue and profit due to disposition of real estate for sale in urban development. Revenue in Industrial Systems & General- Purpose Machinery decreased due to lower revenue in vehicular turbochargers and heat treatment and surface engineering, despite increase in transport machineries. Operating profit decreased due to recording the restructuring cost in the agricultural machineries business. If this one-time cost is excluded, operating profit increased owing to reduction of fixed costs, mainly in vehicular turbochargers, among other factors. Revenue in Aero Engine, Space & Defense decreased significantly in civil aero-engines due to the downturns in demand for aero transportation caused from the impact of the spread of COVID-19. The segment recorded operating loss of JPY 40.4 billion due to decline in sales of highly profitable spare parts in civil aero-engines, despite reduction of fixed costs beginning to take effect. All the non-aero businesses achieved solid increase in operating profit against the February 9th forecast, excluding the impact from one-time cost recorded in the agricultural machinery business. Results of Aero Engine, Space & Defense were pretty much in line with the forecast. Overseas revenue was JPY 413.9 billion, recording decline due to decrease in revenue of civil aero-engines. Please turn to page eight. This is a breakdown by segment of the JPY 19.8 billion year-on-year decline in operating profit. Negative impact of the spread of COVID-19 was JPY 66 billion, mainly in Aero Engine, Space & Defense. Revenues of civil a ero-engines and vehicular turbochargers will be explained later. Change in revenue had JPY 9.3 billion positive impact. This was mainly due to increase in lifecycle businesses centered on boilers in Resources, Energy & Environment. Change in construction profitability brought about JPY 8.2 billion positive impact. This is mainly attributable to deterioration of profitability in some construction projects in Resources, Energy & Environment coming to an end. The negative impact from the change in foreign exchange rate was JPY 2.6 billion, mainly in Aero Engine, Space & Defense. A change in SG&A had a positive impact of JPY 22.4 billion in total due to partial freezing and reduction of R&D and company-wide fixed cost reductions undertaken as countermeasures against the spread of COVID-19. Changes in other income and expenses had JPY 8.8 billion positive impact. While recording that restructuring cost in the agricultural machinery business in Industrial Systems & General-Purpose Machinery, the impact from sale of investment property was booked in adjustment. Please refer to page nine. This page shows quarterly net sales trend of civil aero-engines. The figures on this page are based on Japanese accounting standard, taking into account the continuity up until the third quarter. Net sales decreased 36.7% year-on-year. Recovery is slowing down after the third quarter. Please turn to page 10. This page shows quarterly trend of the number of delivery and net sales by region of the vehicular turbochargers. Recovery trends were seen in each region after the second quarter, but in the fourth quarter in China, there were some impacts from the shortage of semiconductor supply as well as seasonal impact associated with Chinese New Year. While this has minor impact on earnings, we will continue to monitor the situation closely. Please turn to page 11, finance income and costs. Share of loss of investments accounted for using equity method was JPY 1.9 billion, improved by JPY 10.3 billion on an year-on-year basis. Major contribution was made by an affiliate company, Japan Marine United, which has been able to reduce fiscal loss. Foreign exchange gains and losses also improved following the rapid appreciation of the yen as the fiscal year-end approached. Please turn to page 12, consolidated financial position. Both total assets and total liabilities decreased from the end of the previous year. Total assets decreased mainly due to the decrease in cash on hand because we spent some of them as working capital. The level of cash on hand at the end of fiscal 2020 was higher than the normal level to be more secured under COVID-19. Total liabilities decreased mainly due to the decrease in trade payables. Interest-bearing liabilities was JPY 605.9 billion as shown on the page, decreased by JPY 6.7 billion from the end of the previous year. Just for your information, JPY 605.9 billion interest-bearing liabilities does include lease liabilities worth JPY 111.9 billion, which should not be recognized under JGAAP. Debt-to-equity ratio was 1.85x. Equity ratio was 16.4%. Please turn to page 13, consolidated cash flows. Cash flows from operating activities was JPY 36.3 billion, roughly the same as the end of the previous year. Cash flows from investing activities was JPY 40.4 billion, JPY 45 billion less cash out compared to the previous year. Two major factors for the decrease, one, less spending in CapEx by partially freezing and controlling the investment. Two, sales of [investment] properties. Free cash flow combining the cash flows generated by operating and investing activities was a small negative, but improved by JPY 38.9 billion from the previous year. Please turn to page 14, R&D, CapEx, and depreciation, past two years' results, and forecast for fiscal 2021. Although we made less investment in fiscal 2020 than the previous year, following the suspension on and control over some of the investment items, we are to make necessary investment in fiscal 2021 to create growth business, et cetera. Please turn to page 15, revenue by region. Revenue especially dropped in North America due to decrease in revenue generated mainly by civil aero-engine business. Please turn to page 16, assets balance by segment. One of the factors for the decrease in adjustment is the decrease in cash on hand. Forecasts of the consolidated results for fiscal 2021. Please turn to page 18. Foreign exchange rate assumption is JPY 105 for $1 U.S. Forecast for orders received is JPY 1.16 trillion. Both revenue and profit are expected to be higher than fiscal 2020. Revenue is expected to be JPY 1.18 trillion, operating profit JPY 70 billion, profit attributable to owners of parent JPY 35 billion. Foreign exchange rate sensitivity, in other words, size of impact on operating profit by change of one yen versus the dollar, should be JPY 800 million. As for dividends, we will forgo year-end dividend for fiscal 2020 as already announced. For fiscal 2021, annual dividends per share is expected to be JPY 60, JPY 30 as interim dividend, and the remaining JPY 30 as year-end dividend. Please turn to page 19. Here is the waterfall chart to explain the breakdown of how the OP will increase during 2021 from 2020 level. You will see how we are likely to recover from the COVID-19 impact and how we are to grow through what we call performance recovery drivers. The initiative under a project called Project Change, which should allow us to achieve the business targets. Civil aero-engine business, a business heavily affected by COVID-19, is likely to generate more sales by selling more engines and spare parts to a certain extent, following the increase in air travel demand, especially for domestic flights in each market in summertime onward. On a total basis, contribution to the OP should be almost zero, because more spare part sales for sure means greater profit. For newly made engines, most of the engines we sell during the year bear a heavier burden during the initial phase, which will cause negative impact on the profit. In the meantime, we are expecting to grow OP by approximately JPY 34 billion through three major business recovery drivers. One, by strengthening cost structure, two, by expanding lifecycle business, and three, through business structural reform. On top of that, we are planning to sell our assets to finance growth business creation as we did in fiscal 2020. Please turn to page 20, orders received forecast by segment. On a total basis, orders received is expected to increase by JPY 63 billion. We are expecting the lifecycle business to grow, especially under Resources, Energy & Environment business, and the demand from auto component-related business to recover under Industrial Systems & General-Purpose Machinery business. Please turn to page 21, revenue and OP forecast by segment. All segments are expected to generate higher revenue than the previous year. Resources, Energy & Environment segment contributions will be made especially by lifecycle businesses, including power systems and nuclear energy. Social Infrastructure and Offshore Facilities segment contributions will be made mainly by progress in overseas large size bridge projects and increase in domestic maintenance works. Industrial Systems & General-Purpose Machinery segment revenue will increase following the demand recovery in vehicular turbochargers business and heat treatment and surface engineering. Aero Engine, Space & Defense segment, to a certain extent, we are expecting sales recovery in engine and spare parts in civil aero-engine business. Reasons for the increase or decrease in OP will be explained on the next page. Aero Engine, Space & Defense segment is expected to incur a loss again of JPY 27 billion following the ongoing COVID-19 situation. The size of loss is expected to be smaller than the previous year. Please turn to page 22, analysis of change in OP from the previous year. Resources, Energy & Environment. OP will be up by JPY 3.9 billion from the previous fiscal year, thanks to the profitability improvement in power system business. Industrial Systems & General-Purpose Machinery. OP will be up by JPY 17.6 billion for two reasons. One, demand recovery in auto component will translate into sales growth. Two, thanks to the cost structure improvement effort, including efforts to lower procurement costs and to improve productivity, mainly in the turbocharger business. Aero Engine, Space & Defense. Although we are not expecting demand recovery in civil aero-engine to contribute to the OP will be up by JPY 13.4 billion by strengthening the cost structure, mainly through newly made engine productivity improvement. SG&A will increase partially because we are expecting the expenses to go up following the increase in sales. Adjustment includes increase in R&D related to developed strategic technologies such as electrification and carbon solution to create new growth businesses. Change in other income and expenses and adjustment with JPY 18 billion does include some buffer for asset sales proceed and potential business performance volatility risk. Gain on sale of asset in fiscal 2020 was a little bit more than JPY 20 billion, which will increase to approximately JPY 50 billion in fiscal 2021. JPY 50 billion includes the JPY 16 billion to be generated by the sales of land and building of former Aioi shipyard and the JPY 5.5 billion to be generated by sales of land, of rental property in Yokohama and others, which are currently under discussion. Please turn to page 23. Under Project Change, one of the highest priorities is to strengthen cash generation ability, and so we consider cash conversion cycle as an important KPI. To report the progress we are making, we are to disclose consolidated cash flow forecast from now on. Cash flows from operating activities will be JPY 60 billion net plus in fiscal 2021. Cash flows from investing activities will be JPY 30 billion net minus in fiscal 2021, including the proceeds we will be generating through property sales. Free cash flow, combining the cash flows from operating and investing activities, will be JPY 30 billion net plus. We will continuously make effort to shorten the cash conversion cycle to further strengthen cash generation ability in the future. From page 24 onward, we have financial results by segment, which I have already covered in my presentation, Let me skip. Page 26, let me inform you that we have newly established Carbon Solution SBU under Resources, Energy & Environment Segment. Page 33 onward are appendices. Please take a look later. This concludes my presentation. Thank you. This is Ide, CEO of IHI Group. I will go over the management review. First of all, I would like to explain about the progress of Project Change. As already explained, Project Change is a new medium-term management policies announced in November last year, and the three years covered by Project Change is positioned as a preparation period for us to build a new business portfolio. Key points of Project Change are as described at the bottom left of the page. Return to growth trajectory, overcoming operating environment changes, and implementing financial strategies. Based on that, creating growth businesses. These are key initiatives of Project Change, and we have been making company-wide efforts to achieve them. This page shows a summary of the first year of Project Change, looking at what kind of results we have achieved so far. We recognize that the business has been hit quite heavily by the spread of COVID-19. Especially, the impact on civil aviation demand has been bigger and more prolonged than we originally anticipated. Over a long-term perspective, carbon neutral initiatives are expanding around the world and happening very rapidly. In such a business environment, some of the results of Project Change we have delivered so far include the business structure reform. We have undertaken various measures to strengthen the business structure of Aero Engine, Space & Defense, such as reduction of fixed costs and so forth, which I will explain later. All the other businesses, except for Aero Engine, Space & Defense, achieved higher operating profit than the previous year. Both revenue and profit increased for lifecycle businesses. Those were some of the results we achieved. In addition, to create growth businesses, as you can see in the results section, we set up Strategic Technology Headquarters as of April 1st, with myself serving as general manager. We are working as one at a corporate level to develop strategies, technologies, and new and growth businesses driven by this newly established Strategic Technology Headquarters. Issues include our capabilities to generate cash. As for creating growth businesses, we established Strategic Technology Headquarters, just explained, but we need to enhance the speed of realization of creating growth businesses, which we regard as a major challenge. As general manager of finance and accounting explained earlier, operating profit for fiscal year 2020 was hit by a substantial decline in revenue and profit in civil aero-engines. On the other hand, profit increased due to expanding lifecycle businesses and strengthening cost structure, mainly in Resources, Energy & Environment. as for the forecast for fiscal year 2021, although recovery of aviation demand is slower than initially anticipated, by reinforcing the earnings base, we are aiming at generating JPY 70 billion in operating profit. Strengthening the cost structure, expanding business lifecycle, and accelerating business structure reforms are key initiatives in Project Change. We will further strengthen our effort in implementing them with an aim at realizing the operating profit margin of 8% in fiscal year 2022. As trends of aviation demand especially has huge impact on IHI Group, please allow me to explain the situation more in detail. The table at the bottom left shows demand trend by segment one, two, and three. First, the domestic flight demand is forecast to recover after summer in countries like U.S., where vaccinations are progressing. We are starting to see some signs. With that, we have expectations for recovery in demand for engines that we supply to small and mid-sized aircraft. Secondly, the international flight demand for large aircraft. There is no progress in easing of entry restrictions, recovery of international flight demand is pushed back. Thirdly, cargo aircraft demand is high, exceeding the pre-COVID-19 level. Forecast for the number of engines serviced is at the bottom right of the slide. You can see, there will be recovery in fiscal year 2021 compared to fiscal year 2020, but it will still be below 2019. A major recovery is expected in 2022, and in 2023, it's forecast to go back to the 2019 level. In fiscal year 2020 and 2021, we will work on strengthening the business structure in civil aero-engine. By thorough reductions of fixed costs and inventory, among others, we aim at building a lean structure so that we can make a jumpstart in the recovery phase. Now, moving on to improvement of cash conversion cycle. As explained earlier by general manager of finance and accounting, cash conversion cycle went up to 124 days in fiscal year 2020 due to increase in working capital in civil aero-engines caused by a buildup of components and others to which orders were placed before the spread of COVID-19. As indicated at the third bullet point under priorities, we will strive to optimize ideal production lead times and procure parts just in time by the end of fiscal year 2021 to achieve CCC improvement down to 110 days in fiscal year 2021 and 80 days in fiscal year 2022. Another key initiative of Project Change is expanding lifecycle businesses. Except for Aero Engine, Space & Defense, lifecycle business revenue went up 13% year-on-year. Toward fiscal year 2022, we will expand business lifecycle by 30% across the group, with an eye on deploying them globally. Some examples are shown on the page, including maintenance and repairs of boilers and domestic bridges. Lifecycle businesses are currently progressing in resources, energy and the environment. We will expand them also in Industrial Systems & General-Purpose Machinery and other segments. We will also proactively pursue digital transformation in lifecycle businesses. Furthermore, we are currently working on to shift resources to expand lifecycle businesses. Next is shifting resources, which I have briefly mentioned right now. To catch up with the business structural changes, we have already reallocated 800 employees and will reallocate 100 more employees from the manufacturing side to solution-related businesses, including lifecycle business, other growth businesses, and highly profitable businesses. We are not just physically reallocating these people, but also making sure we provide the right education to them to learn more about solutions. We are also making sure we conduct the right matching between the job and the talent. Because we understand transition between different types of businesses cannot be smooth without providing the right care to the people. We have been able to develop a framework to make it happen, which we would like to utilize to treat people carefully and rightly. Next is about strengthening cost structure. Specifically, we are to improve break-even point and enhance productivity. As a track record, we have been able to improve the break-even point of vehicular turbochargers business by approximately 10%. In addition, we have been expanding global basis procurement and reducing variable expenses. As for the bridge business, we have been able to shorten the manufacturing lead time by roughly 50% by continuously working on to visualize the operational processes, standardize the drawings, synchronize processes between plants and sites. In the past, we had major size projects whose profitability worsened significantly compared to the initial estimate. In fiscal 2020, the number of such projects has become to zero. We have been taking measures to manage potential project risks appropriately, and we believe that finally, now we do have the structure or mechanism to manage such risks. We will keep controlling such potential risks tightly, not only for the large size projects, but also for mid and small size projects. Next is about creating positive workplaces, which is related to people. When we are to focus more on achieving carbon neutral, we need to create more new businesses and get a variety of ideas from our people. We expect every single employee to foster creativity and make the most of them. To let it happen, we have been introducing new work practices, and we are to develop an environment where people with various background can achieve results. To, first of all, share awareness for our employees to have happier work life and personal life, top management has been conducting dialogues with the employees. I myself had dialogues with more than 60 employees during the previous fiscal year and will continue them in the future. Next is progress in deploying carbon solutions. We do have a scenario for becoming carbon neutral by 2050. First of all, we are promoting more use of hydrogen, ammonia, and renewable energy. Especially, we are working on various initiatives to promote fuel usage of ammonia and to capture and store carbon and valorize carbon dioxide. Please turn to the next page. Let me share some details. Here are the initiatives IHI is currently working on. First one is the coal and ammonia co-firing. Now we are being able to co-fire up to 20% ammonia to generate power at coal-based thermal power plants. For ammonia co-firing gas turbine, as the first case on a global basis, IHI has been successfully co-fire up to 70% ammonia. We are to focus more on renewable energy in the future, especially to generate green hydrogen. As a specific plan, IHI is currently considering to conduct demonstrational experiment to produce hydrogen in Australia. Moving on to carbon recycle, IHI is now getting increasing number of inquiries related to methanation, a technology to synthesize methane from hydrogen and carbon dioxide. We will keep focusing more in this area. We are also making a good progress in improving mobility efficiency. Over the past 20 years, IHI has been developing powertrains, especially e-compressors for fuel cell vehicles. The compressor picture you see on the slide is the compressor already commercialized, which is the one we are supplying to Mercedes fuel cell vehicle. It is also inevitable for air transportations to reduce carbon dioxide. Engines have to be lighter, so we have been developing technologies to develop composite material to make them lighter. Development of sustainable aviation fuel and hydrogen-based fuel are another areas we are working on. We are developing multiple technologies related to electrification as well. Another growth business is maintenance disaster prevention and disaster mitigation. As of today, although the size of initiatives we are working on is not big yet, we are working on multiple initiatives. For example, developing earthquake-resistant infrastructure is one of the areas we have been working on from before. Another example should include equipment monitoring, disaster prediction, and operations in the event of disaster. We are also using meteorological and environmental information for river monitoring, infrastructure, water gate, and dam monitoring. We will do more in these areas in the future. Next is structure for creating growth businesses. As mentioned at the beginning, IHI has established Strategic Technology Headquarters under the direct control of myself. The Headquarters has started to work on activities from April 1 and currently focusing on carbon solutions and electrification, as also mentioned at the beginning. The headquarters will serve as a control tower to develop plans and strategies for the whole IHI Group to develop strategic technologies and create growth businesses. IHI will accelerate the speed of growth of these growth businesses under the leadership of the headquarters. As announced today, IHI will make Meisei Electric a wholly owned subsidiary. We concluded share exchange agreement today on May 13th, which will become effective on August 1st. Meisei Electric's core businesses are unique, which are meteorology and disaster prevention and space and defense. They have strong capability in communication and control, which allows them to observe the Earth. We are making this company a wholly owned subsidiary because we believe they will fill in our missing pieces in the areas including carbon solution, space development, and disaster prevention and mitigation. We will collaborate with them to achieve growth in these areas together. Our investment stance. As already mentioned, we have secured finance to make investment in growth businesses by selling some of our properties in fiscal 2020 and fiscal 2021. Using the proceeds, we will make investment in the areas including hydrogen and ammonia, electrification, new materials, digital transformation, and M&As. We have recognized JPY 380 billion as the budget for these investments for the coming three years, out of which 30% or 40% will be invested for growth businesses. Finally, let me make some remarks on Project Change. It has been still only a while since we started the project, but we are fully determined to work on the structural reform. IHI will achieve additional growth with lean and flexible structure. We will accelerate the speed of growth and explore various opportunities.