Thank you for taking the time off your busy schedules to participate in today's financial results presentation. I am Masahiko Saito, President and Representative Executive Officer of MANI, Inc. I would like to begin explaining our financial results for FY 23. Today's presentation is being held in a physical venue while also being webcast online. Shown here is today's agenda. First, starting with the financial results for FY 23. Second are the financial forecasts for FY 24. Third, are medium-term management plan initiatives for future progress. The supplementary materials will not be explained at this time, but we will be happy if you would take a look at them when you have time. To begin, let me briefly explain our three product segments. MANI's operations are divided into the surgical segment, the eyeless needle segment, and the dental segment. First is the surgical segment, which covers our mainstay product category of ophthalmic instruments such as ophthalmic knives and surgical instruments. Next is the eyeless needle segment. In this segment, the finalized products are needles with a thread attached. These needles are sterilized and ultimately used as suture needles in surgical procedures. The images on page three show the needles, and we primarily produce the needle portion of this product on an OEM basis. Last is the dental segment, which consists of products used in dental treatment. More specifically, reamers and files used in root canal treatment, DIA-BURS used in the dental cavity treatment, and composite resins for dental restoration. The majority of MANI's products consist of instruments held and manipulated directly by doctors who have good reviews in terms of the ease of use, precision, and quality of these instruments. This underscores our philosophy of manufacturing with a heavy focus on quality. I would now like to explain the financial results for FY 23. First of all, I would like to present the consolidated financial summary. Overall, the negative impact of COVID-19 has eased, and sales accelerated as product demand expanded, resulting in higher sales and profits. On a year-on-year basis, net sales increased by 19.9%, operating income increased by 17.5%, and ordinary income increased by 6%. These were the highest results ever in the company's history. The section colored black shows the forecasts for FY 23, which the company was able to meet and exceed across the board. I would now like to explain each line item, starting with net sales. Sales grew mainly in Asia, Europe, and South America. In particular, the eyeless needle segment performed well. Net sales for FY 23 were JPY 24.488 billion. This is a year-on-year increase of JPY 4.071 billion, a 19.9% increase. Next, cost of sales increased due to the impact of foreign exchange rates, but the cost of sales ratio improved to 1.4 percentage points from 38.4% in the previous fiscal year to 37%, as the effects of productivity improvement have become apparent. Next is the item of SG&A expenses. SG&A expenses increased by JPY 1.765 billion due to an increase in personnel expenses resulting from aggressive R&D and sales activities and the strengthening of the organization. This is a year-on-year increase of 27.5%. Operating income increased from JPY 6.163 billion in FY 22 to JPY 7.243 billion in FY 23, growing by JPY 1.08 billion or 17.5%. As for the operating income margin, it fell slightly below 30%, from 30.2% in the previous year to 29.6%. Despite this, we were able to exceed the forecast of JPY 7.1 billion. Ordinary income was JPY 7.995 billion, a year-on-year increase of 6%. Lastly, net income was JPY 5.953 billion, a year-on-year increase of 12.5%. Next is the sales status by segment. A weaker yen boosted sales by JPY 1.259 billion, but even excluding these positive foreign exchange effects, MANI was able to grow sales in all three segments. The eyeless needle segment, in particular, posted a strong performance. In the surgical segment, sales of ophthalmic knives grew in Asia and Europe, with this segment's sales increased by JPY 555 million. In the eyeless needle segment, sales increased in Asia, especially in China, as well as in Europe and South America, growing by JPY 1.838 billion overall. In the dental segment, sales of dental restorative materials by our German subsidiary, MMG, were strong in Europe and North America. Additionally, sales of MANI's dental products increased in Asia, mostly in the regions of China and India. Overall, sales in the dental segment increased by JPY 417 million on a year-on-year basis. Next is the sales status by region. Sales grew mainly in Asia, mostly in China and India, in Europe, and in South America. We were also able to grow sales in North America, in other regions, and in Japan. For further details on a per segment basis, please refer to page 37 of the supplementary materials. Next is the operating income status. First, the impact of foreign exchange rate fluctuations made a positive year-on-year contribution of JPY 236 million. Next is the gross profit impact. While inventory disposals weighed down on results in FY 22, this temporary factor did not recur in FY 23, and this resulted in a positive impact on operating income of JPY 330 million. Higher sales volume made a contribution of JPY 1.777 billion. Lastly, efforts to improve the cost of sales ratio are starting to bear fruit, with a contribution of JPY 278 million. Next, as for the impact of SG&A expenses, sales costs and G&A costs increased due to an increase in R&D costs and the strengthening of the organization. The combined effect of these factors had a negative impact of JPY 1.539 billion on SG&A expenses. As a result, operating income stood at JPY 7.243 billion. This is a year-on-year increase of JPY 1.08 billion, or 17.5%. Next are the financial results by segment. All three segments recorded double-digit net sales growth. This growth was particularly pronounced in the eyeless needle segment, where sales increased by 37.2%. In terms of operating income in the surgical segment, production was constrained due to difficulties in the procurement of packaging materials, with a decrease in work-in-progress inventories. However, this procurement issue was resolved in the second half of the fiscal year, after which productivity improved. In the eyeless needle segment, disposal of inventories had a negative impact of JPY 312 million in FY 22. Such disposal was absent in FY 23, resulting in a recovery in operating income margin to favorable levels. Lastly, in the dental segment, sales grew, but operating income was negative compared to the previous year. This decrease resulted primarily from expenses associated with MMG's relocation to the new head office factory, as well as higher sales and personnel and selling expenses. Next is the balance sheet status. First, in assets, cash and deposits increased due to a year-on-year increase in sales and income. Additionally, construction in progress also increased, mainly due to the construction of the new head office factory for MMG. As a result of these factors, total assets amounted to JPY 54.977 billion. Liabilities were up JPY 450 million due to an increase in current liabilities, resulting from an increase in other accounts payable and allowance for bonuses. Lastly, an increase in retained earnings and foreign currency translation adjustments led to an increase in net assets of JPY 4.412 billion. Next is the cash flow status. Operating cash flow was +JPY 8.026 billion year-on-year, thanks to a steady operating revenue performance. Investing cash flow was -JPY 4.016 billion due to the execution of CapEx for MANI's Kiyohara head office and overseas subsidiaries. Financing cash flow was -JPY 3.251 billion due to an increase in dividend payments. While MANI has been able to continuously generate positive free cash flow, we have significant CapEx planned for FY 24. I would now like to explain the financial forecasts for FY 24. First is an analysis of the external environment, starting with foreign exchange and prices. The current ongoing trend of yen depreciation is expected to continue, and we estimate the exchange rate for FY 24 will be 135 yen to the US dollar. Additionally, we expect wages to increase in Vietnam. Next is an analysis of the business environment. Within this scope, we have identified as an opportunity an increase in market share for MANI's Eyeless Needle products, mainly in the North American and Chinese markets. We will therefore aim to grow our market share in these regions. Another opportunity is for MANI to capture the growing demand for medical products in the Global South, mainly in India and Southeast Asian countries, as well as in South America. In terms of tasks that need to be addressed, we need to prepare for the economic downturn in China and analyze the impact on local medical institutions. Additionally, we need to overcome issues in our dental segment, more specifically, strengthening the competitiveness of JIZAI, our nickel titanium rotary file. Regarding other topics such as regulations, we need to respond to various regulations in China, such as the Chinese government's Buy China policy and anti-corruption campaign. Next are the consolidated financial forecasts for FY 24. MANI will aim to achieve a double-digit growth in net sales and operating income, allowing us to set new record highs for the third year in a row. The foreign exchange rate forecasts for FY 24 are 135 JPY against the USD, 145 JPY against the EUR, and 19 JPY against the CNY. The forecasts for FY 24 are as follows: We expect to record JPY 27.5 billion in net sales for a year-on-year increase of 12.3%, and the cost of sales ratio is expected to improve by one percentage point to 36%. We have positioned FY 24 as a period for growth investment, so we expect an increase in SG&A expenses in the form of expenses related to R&D, marketing, and investment in IT. The SG&A expense ratio is therefore expected to go up by 0.6 percentage points to 34%. Lastly, the operating income forecast is JPY 8.25 billion for a year-on-year increase of 13.9%. We aim to achieve an operating income ratio of 30%. Next is the consolidated sales forecast by segment. We expect foreign exchange to have a negative impact of JPY 468 million. In the surgical segment, we expect that demand for ophthalmic knives used in cataract surgery will continue to grow in Asia and Europe. Amidst this, the forecast is for an increase in sales of JPY 749 million. In the Eyeless Needle segment, we expect that sales in Asia, Europe, and South America will continue to increase. Amidst this, the forecast is for an increase in sales of JPY 1.101 billion, although there is a need for us to pay careful attention to the risks of economic downturn in China and the negative impact towards medical institutions. In the dental segment, we expect that sales of reamers, files, DIA-BURS, and of our nickel titanium rotary file product, JIZAI, will increase due to sales expansion activities in emerging markets. We additionally forecast an increase in product sales by our German subsidiary of MMG in the European and North American markets. Amidst this, the segment forecast is for an increase in sales of JPY 1.63 billion. Overall, we expect consolidated sales to increase by JPY 3.011 billion to JPY 27.5 billion. Next is the consolidated operating income forecast. We expect foreign exchange to have a negative impact of JPY 177 million. In terms of gross profit, an increase in sales will contribute to profits. Additionally, while we expect an increase in the cost of sales caused by wage increases in Vietnam, productivity improvements will allow us to realize improvements to the cost of sales ratio. We expect gross profits to have a positive impact of JPY 2.428 billion on operating income. SG&A expenses will increase significantly, mainly in the dental segment, due to the strengthening of sales, marketing, and R&D activities in the dental field. Additionally, depreciation expenses will increase due to the startup of a new ERP system introduced company-wide and investments related to the construction of MMG's new head office factory. Overall, SG&A expenses are expected to have a negative impact of JPY 1.245 billion on operating income. For FY 24, we expect consolidated operating income to be JPY 8.25 billion, a year-on-year increase of JPY 1.006 billion. Next are the financial forecasts by segment. We plan to change the allocation method of SG&A expenses by segment starting from FY 24. A large portion of SG&A expenses are incurred in the dental segment, and the purpose behind this change in the allocation method is to more appropriately reflect the results for each segment. Consequently, following this change, operating income margin in the eyeless needle segment will increase to 40.3%, while the operating income margin in the dental segment will decrease to 19.9%. Please refer to page 36 of the supplementary materials for a detailed analysis of changes resulting from the adoption of the new allocation method. Next are the capital investment and R&D investment forecasts. In FY 23, MANI carried out a total of approximately JPY 3 billion in capital investment related to the construction of MMG's factory. Investments for the construction of the smart factory will begin in FY 24, as MANI plans to carry out large-scale investments totaling JPY 9.5 billion. On an ordering basis, we are planning approximately JPY 15.3 billion in capital investment in FY 24. In terms of R&D investment, we are forecasting a ratio to consolidated sales of 9%. Next, our forecasts for dividends. In light of strong consolidated results, we have decided to increase the year-end dividend by 2 JPY from the previous forecast of 19 JPY to 21 JPY per share for FY 23. As a result, we decided to pay the annual dividend of 35 JPY per share f or FY 24, we plan to pay the annual dividend of 39 JPY per share, which corresponds to a dividend payout ratio of 65.1%. From here, I would like to explain the medium-term management plan and initiatives for future growth. First, within the scope of the medium-term management plan, MANI will be targeting JPY 30 billion in net sales and JPY 10 billion in operating income by FY 26. The yellow lines on the graphs represent the target values for the medium-term management plan, and so far, we have been able to steadily grow net sales and operating income, with realized results actually exceeding the forecasts. Next, I would like to explain initiatives for future evolution within the scope of the medium-term management plan. Allow me to go over five measures MANI will be implementing in FY 24. The first measure is establishing a global production system. Within this, we will be carrying out the construction of our smart factory, investment and BCP enhancement at our MHC factory in Vietnam, and the start of operations at MMG's new head office factory. Second, we will be carrying out product R&D with KOLs around the world, and we will strengthen the competitiveness of dental products such as JIZAI, our nickel titanium rotary file. Third is global marketing through regional-oriented sales. This is about global sales activities. Fourth is sustainability, which encompasses the MANI Group's environmental initiatives and promotion of human capital management. Fifth and last is the formulation of a medium-to-long-term strategy, including establishing a strategy committee to enhance corporate value over the medium to long term. I will now explain them in order, starting with the first measure. First is the construction of the smart factory. We will construct the smart factory in Hanaoka, Takanezawa, which is our company's founding site. The smart factory can incorporate productivity improvements by using digital technology to develop more challenging products. The start of operations at the smart factory addresses three significant issues, as outlined in the colored circles at the bottom. The first issue is to reduce the risk of concentration in Vietnam. Over 90% of MANI Group products are manufactured at our factory in Vietnam, and the overconcentration of our manufacturing bases in a single location represents a very significant risk factor. In light of this, we made the decision to build the smart factory in Japan with the objective of reducing risk. In the smart factory, we will build an automated production system that utilizes microfabrication technology and establish a global production system to be rolled out to overseas factories. The second issue we seek to address at the smart factory is the need to make a contribution to local communities and environmental consideration. Our smart factory aims to improve and harmonize with the nature of Takanezawa, and we will work with local companies to create an environmentally friendly factory. In addition, we will realize environmentally friendly manufacturing through energy conservation, productivity improvement, and waste reduction. The third issue we seek to address is that of labor-saving manufacturing innovation. The model so far has been for low-cost overseas production, leveraging lower labor costs. We want to execute a transformation from this dependence on labor-intensive production to ensure quality toward a low-cost, high-quality next-generation system, leveraging cutting-edge manufacturing technologies and other digital technologies. Through this, we will ensure the future evolution of manufacturing at MANI. Next is an overview of the investment plan. Construction costs for the smart factory are estimated at JPY 8.4 billion, with an additional JPY 1.1 billion for the installation of the production line for G-Zai, our nickel titanium rotary file. This brings the total investment amount to JPY 9.5 billion. The building area will be 16,300 square meters. Construction started in October 2023 and will be completed in January 2025. Prior to the execution of capital investment, we run simulations to optimize the process design at our factory, allowing us to derive productivity improvements. The manufacturing lineup at our smart factory consists of products for which MANI aims to expand sales globally, and we will first start with the mass production of JIZAI, our nickel titanium rotary file. This will be followed by the mass production of the Vitreous Forceps, which is our new product. Furthermore, we also expect to carry out the mass production of existing products like ophthalmic knives and DIA-BURS in the interest of advancing process digitization for these products. In the future, we will build a business model to deploy innovative production technologies and production lines established in the smart factory to our overseas factories. In terms of its defining features, the new smart factory was designed with an appearance in harmony with the natural environment of Takanezawa, utilizing its wide roof design to use solar panels. Additionally, we opted for a full one-story design, presenting a unified space with column spacing. Next, I will explain our plans to expand the MHC factory in Vietnam to accommodate an increase in production volume. Since the progress under the medium-term management plan is firm and production volume is increasing significantly, the MHC factory will be expanded to increase manufacturing capacity for surgical and dental products. The investment amount will be JPY 2.1 billion, and additionally, we will also be strengthening BCP measures, covering risks such as fires and removing aging factory equipment. Next, I will be going over MMG's new head office factory in Germany. Construction for MMG's new head office factory was completed in August 2023 and began full-scale operation in September 2023. We will respond to strong product demand from the European and North American markets by increasing production capacity for dental restoration materials. Next, I will be explaining our initiatives to strengthen the competitiveness of our products in the dental segment. Regarding the JIZAI nickel titanium rotary file, which is one of the key products in our medium-term management plan, we are currently several years behind schedule in achieving our sales target, partly due to the COVID-19 pandemic. Sales of JIZAI totaled JPY 122 million in FY 23, and we currently have a target of JPY 220 million for FY 24. While we have received extremely high recognition from a number of KOL dentists for JIZAI's quality advantage, JIZAI's strengths have not yet achieved sufficient market penetration. MANI will therefore carry out activities with the objective of having a greater number of dentists try JIZAI for themselves and experience this product's high-quality proposition. The first measure to be executed is strengthening marketing and the brand power of our dental products. Then, we will conduct low-cost production using digital technology, which is our smart factory production. The second measure to be executed consists of efforts to eliminate counterfeit versions of our dental products. While we have succeeded in greatly reducing the prevalence of counterfeit products in China, we have identified dental counterfeits in the Asian, South American, and Middle Eastern markets and will be carrying out efforts to address this issue. With the aim of strengthening the competitiveness of our products in the dental segment, we newly established the Dental Business Division, which started operations in September 2023. The Dental Business Division will leverage global marketing to further expand market share and sales by combining development, marketing, and sales functions into a single business unit. By advancing product development that quickly identifies market demands in an integrated manner, we seek to enhance our competitive advantage in the dental field. I would now like to explain our global marketing initiative through regional-oriented sales, through which we seek to realize the best quality in the world to the world. In Europe, the start of operations at MMG's new head office factory in Germany will allow for higher production capacity, which in turn will translate into an increase in sales of dental restoration materials in the European and Asian markets. We will carry out efforts to cultivate the European market with a focus on dental products and expand sales. Next is North America, where we will begin full-scale entry into the market and strengthen our distribution channels. Next is the Asia Pacific region. Our Malaysian sales subsidiary, MMM, will begin full-fledged activities targeting the Southeast Asian market from November 2023. We will also strengthen the marketing of our nickel titanium rotary files. Lastly, in Japan, we will develop the market for our new product, vitreous forceps, and strengthen marketing of our nickel titanium rotary files. I would now like to explain the MANI Group's environmental initiatives within the topic of sustainability. The MANI Group plans to introduce solar power generation systems at its manufacturing bases in Japan, Vietnam, and Germany, with the aim of reducing CO2 emissions by 25% by FY 30, compared to a FY 22 baseline. We will be installing solar panels at the Kiyohara head office and Takanezawa Smart Factory in Japan, at the MHC factory in Vietnam, and at MMG's new head office factory in Germany. Also in Germany, we plan to promote the use of EVs for company cars. Next, I would now like to explain the MANI Group's promotion of human capital management. Listed here are the major measures implemented in FY 23. First, we strengthened our recruitment of experienced personnel to ensure a wide variety of skills. We hired 21 experienced employees in FY 23. Second, we provided specialized education and training. Within this scope, we held specialized medical and dental study sessions with KOL doctors, conducted workshops to deepen understanding of diversity, and promoted initiatives to improve IT literacy and the digitization of operations. Third, as part of our efforts to create a comfortable workplace, we have introduced flexible working hours in Japan, regardless of the type of work. In addition to our Tokyo office, we have established a satellite office in Osaka. Then, we held sessions with MANI Group executives from all over the world. Going forward, we will continue working on a variety of personnel measures for future evolution. Finally, MANI has plans to establish a strategy committee to enhance corporate value over the medium to long term. The strategy committee plays a supporting role in the strategy deliberation process by the board of directors. The main issues to be handled by the strategy committee are, first, monitoring the progress of key measures in the current Medium Term Management Plan. Second is discussions on the next Medium Term Management Plan. Third is to strengthen organizational capabilities, human resource development, and management foundation for growth. By dealing with these issues, we intend to continue delivering robust growth over the long term with the purpose of enhancing corporate value. This concludes our financial results presentation for FY 23. Thank you very much for your attention.