This is Motofumi Shitara. Thank you for joining the online business results presentation of Yamaha Motor Co., Ltd. today. Due to the reduced production caused by part shortages, including semiconductors, we are asking many dealers and customers to accept delays, and we are extremely sorry for this. We make our utmost effort to deliver product as soon as possible. Now I present the first quarter business results. Please turn to page four. First, let me walk you through the business summary for the first quarter. In the first quarter, sales grew and profit fell, and they were in line with forecast. As for the key points by business, motorcycle business had production constraint for premium segment models, but sales volume was secured by switching to the producible models and sales increased, but profits decreased. In marine product business, we focused on our strengths, large outboard motors, and sales and profit increased. In robotics business, due to production and logistics delays, sales decreased, but improved profitability in Yamaha Robotics Holdings led to higher profits. As for outlook for FY 2022, regarding operating environment, inflationary trend will continue with raw materials, parts, and ocean freight fees, among others, and supply chain disruptions will continue due to COVID-19 related shutdown in Shanghai. The latest yen depreciation works positive for the company. As for the markets, strong demand in businesses and markets will continue, and the recovery in emerging markets will progress, but we need to ensure the solid supply to meet the potential demand. As for enhancement of profitability, under the tough operating environment, we'll strive to enhance profitability by concentrating resources in strategic regions and models of each business. We'll mitigate rising costs through expense reductions and partial passing on costs to prices. Please turn to page five. Unit sales by main products are shown in comparison to FY 2021 and 2019. Inventory is compared to that of the end of December 2021 and shown by percentage. As for sales of outboards whose fully utilized production has been continuing have increased, and the recovery in Indonesia has been progressing steadily. Regions and products which are negative year-on-year are all affected by production delays due to parts shortages and shortage of ships and containers. Sales of PAS and surface mounters are weak, but they are temporary drops, and in general, the demand is firm. Motorcycles inventory level in emerging markets, which are significantly affected by the production delay, still remains low. Please turn to page six. Let me explain the overall business results. In the table, from the left, the first quarter results in the benchmark years of 2019, 2021, and 2022 are shown. On the right, the comparison with 2019 and 2021 are shown. In 2022, net sales were JPY 481.7 billion, 108% of the previous year. Operating income was JPY 40.1 billion, 83% of the previous year. Operating income ratio was 8.3%, down 2.5 percentage points from the previous year. Ordinary income was JPY 45.7 billion, 86% of the previous year, and net income attributable to owners of the parent was JPY 32.6 billion, 78% of the previous year. Despite supply constraints through production shift to producible models and a strategic allocation, we were able to maximize sales. Foreign exchange served as a tailwind to boost sales. Operating income decreased due to continued high raw material prices, parts shortage, and continued logistics disruptions. Actual foreign exchange rates were 116 yen to a dollar and 130 yen to euro, and emerging countries currencies rates against the U.S. dollar are described in the table. Please turn to page seven. This slide shows a first quarter operating income variance factors by segment from 2021 to 2022. Factors by business and growth strategy expense and exchange effects are listed here. Robotics business increased profit by JPY 0.6 billion due to higher sales and improved profitability by Yamaha Robotics Holdings. Profits in all other segments declined, excluding foreign exchange impact. In land mobility business, profit decreased sharply by JPY 10.9 billion year-on-year due to worsening model mix caused by cost increases and the impact of parts shortages. It was in line with the plan. Please turn to page eight. This is the operating income variance analysis by factor. As shown here, sales increase contributed +JPY 5.4 billion, and its breakdown is scale increase was +JPY 2.8 billion, price hike and others was +JPY 5.8 billion, and logistics cost increase was -JPY 3.2 billion. Cost reductions were +JPY 5 billion. Cost increase in raw materials and semiconductors and others were -JPY 17 billion. Increase in growth strategy expenses was -JPY 0.9 billion. Increase in SG&A, including personnel cost and product quality related cost, was -JPY 8.7 billion, and exchange effects were +JPY 8 billion. We will control the impact of rising cost and SG&A expenses, including personnel cost, by steady implementation of cost reduction and price increases. Please turn to page nine. Let me explain the progress of medium- to long-term measures. In March, we announced the introduction of two types of electric scooters. The first one is NEO'S, 2.5 kW class electric scooter utilizing a removable battery design. It is scheduled to market release in Europe in June and then for ASEAN markets in stages. Second one is E01, 8.1 kW class electric scooter with a fixed non-removable battery, and this is our first in-house developed electric scooter equivalent to 50-125 cc class gasoline powered models. E01 is highly practical e-scooter model with driving performance for the inter-urban mobility, and it is to be deployed for business, local municipalities, government, to be used in demonstration test to grasp customer needs, pursue relevant business potentials, and explore new market in building EV infrastructure and sharing business. In Yamaha Motor Group Environmental Plan 2050, we announced the target to achieve 90% reduction of CO2 emission vis-a-vis 2010 in Scope three. That is mainly CO2 reduction at the time of use of our product. These electric scooters are strategic models to be launched in the market to achieve the target. Please turn to page 10. We launched a new mobility service business in India. We're engaging asset management business through lease of motorcycles and contribute to improve the quality of people's life by creating job opportunities. As for low-speed automated vehicles, automated transport service, eve auto, was introduced as a trial introduction in Prime Polymer and Anesaki Works factory. This is the first full-scale trial introduction except our factories. In agricultural automation, we invested in Brazilian agricultural startup, ARPAC, which provides the integrated solution from the development of agriculture drone to services. We will aim to build a foundation of global agriculture business in future through crop spraying agriculture drone business. Finally, as for carbon neutrality, five companies, which include ENEOS and Japanese motorcycle companies, established a new company, Gachaco. It aims to provide a sharing service of standardized swappable batteries for electric motorcycles and building infrastructure for them, and will contribute further to realize circular society. Please turn to page 11. Let me explain shareholder returns. Our shareholder return policy is total payout ratio of 40% range in cumulative total for the midterm plan period. Taking into consideration the business outlook and investment for future growth, we will make consistent and stable dividend payment. Based on the level of our cash flow, we'll distribute returns to shareholders in a flexible manner. This time, in order to improve shareholder returns and capital efficiency, we are now implementing share repurchase of maximum JPY 20 billion. Acquisition period is from April 1 to June 23. We'll continue to enhance shareholder returns. Next, I'll explain details by business segment. Please turn to page 13. Net sales and operating income by business are shown here. I'll explain details by business segment in line with the business portfolio classification shown in the midterm plan in the next page and onward. Please turn to page 14. This slide shows core business. Motorcycles in land mobility business is shown on the left, and the chart shows sales by region. In 2022, sales in developed markets increased due to continued firm demand and sales volume increase in Europe. In Asia, volume decreased due to parts shortage, except in Indonesia and China. Due to foreign exchange impact, sales increased. In Latin America and others, volume increased in all regions and the sales increased. As a result, sales in motorcycles increased, but model mix worsened due to supply shortage in premium segment models and profit decreased. Marine products business is shown on the right. A chart shows sales by product. Shipment of outboard motors are still delayed due to containers and ship shortages, but we focused on large outboard production and sales. As a result, 100+ horsepower model sales increased, and that led to increasing sales and profit. Please turn to page 15. ROV in land mobility business is shown on the left. In 2022, despite the reduced production due to Omicron variant pandemic and delay in parts deliveries, we concentrated resources on RMAX series, ROV key model and mainstay product, and the volume of ROV increased. Share of recreation category has been rising, and that led to sales increase. Due to cost increase in raw materials and personnel cost, profit decreased. Financial services business that supports the core business is shown on the right. The receivable increased in Brazil and Europe, and they drove up sales. Operating income was benefited by the one-time factor, reduced allowance for doubtful accounts last year. This year, profit decreased year-on-year, but high level of operating income ratio is sustained. Please turn to page 16 for the growth business. SPV in land mobility business is shown on the left. 2022 sales were significantly affected by parts shortages and logistics delays. That led to reduced volume and sales decreased. Profit side, profitability deteriorated, affected by cost increases. Due to the quality-related cost concerning past battery recalls in Japan, which was announced the other day, short-term losses were incurred. We sincerely apologize for causing concerns and great inconveniences for customers. Robotic business is shown on the right. Volume of surface mounter decreased due to parts shortages, including semiconductors, and the serious delays in logistics. Sales of Yamaha Robotics Holdings increased, but the sales of entire robotics business decreased. On profit side, profit increased due to improvement in marginal profit ratio through price hikes and improved profitability at Yamaha Robotics Holdings. Due to external factors, top line in growth business fell in the first quarter, but both businesses will recover in the second quarter and onward. We pursue their scale expansion as a source of cash generation of the next generation. That concludes my presentation. Thank you for your attention.