Thank you very much for your patience, ladies and gentlemen. We would like to start our earnings call briefing, as well as ESG presentations for March 2023. Thank you very much for your attendance today, taking time out of your presumably busy schedule. The first part of the presentations will be outline of consolidated results and earnings forecast. In the second part, ESG. In the first part, we will have Ichiro Kashitani, the President, Tominaga, the CSO, our CFO, Iwamoto. Thank you very much for coming today. Including questions and answers, the first part will last about 40 minutes. After that, we will have 60 minutes of sessions with news groups of speakers. Some housekeeping announcements. What you may hear may include some uncertain and risk-oriented information which may be not the results, but the outlook for the future. Please remember that. I would like to invite Kashitani-san for his opening remarks. Thank you very much. I am Kashitani. I thank you once again for being with us today. Thank you for your support for the company. We are extremely grateful. 2019, November, was the last time we met. Since then, it is the first time that we meet face-to-face. This meeting is broadcast live, thus a hybrid meeting. Those of you who are joining us online, I hope you bear with us that you hear us through the online platform. Iwamoto, our CFO, will give you the details of the financial results for FY 22. The income and operating profit was over the previous year's JPY 222.2 billion. It ended at JPY 284.1 billion. Now, I'd like to ask Iwamoto-san for the reporting of the consolidated results. During the Golden Week. I would like to talk about the outline of consolidated results for fiscal 2022 and earning forecast for 2023. These are the numbers for the profit and loss statement. For foreign exchange rate, for USD, JPY 112-JPY 135. EUR, JPY 131-JPY 141 was the change. For the revenue of fiscal 2022, JPY 9,848.5 billion. That is plus JPY 1.8 trillion year-on-year. Metals is JPY 650 billion. Africa and Global Logistics, JPY 240 billion each. Chemicals, Electronics, and Food and Consumer Services at JPY 200 billion each. Automotive and Machinery, Energy Plant, plus JPY 150 billion each. All divisions saw an increase in revenues and profits. For gross profit, JPY 968.8 billion. Operating profit, JPY 388.7 billion, and the profit was JPY 284.1 billion. All of these are the highest ever numbers for profits. For the profit, let me show you a waterfall chart. On the far left is JPY 222.2 billion, and then on the far right, you have this year's numbers, JPY 284.1 billion. In between, you have asterisk others. These are financial income and tax. Financial income, last year, the Argentina equity method numbers of JPY 15 billion was included. That is the only special point on an operating profit basis. JPY 294.12. Plus JPY 94.6 billion compared to the previous year. If you look at the content of Forex effect, at JPY 228.5 billion. Per 1 JPY lower, that is JPY 1.25 billion increase in profit. The numbers are becoming larger now. JPY 1.3 billion-JPY 1.5 billion impact will be seen with the change of 1 JPY. If you look at the market and prices, the positive is mostly from Metals, and in total, JPY 10.5 billion plus. For demand and trading volume, it had an impact of JPY 28 billion. Machinery, JPY 17.1 billion. Global Logistics, JPY 10.8 billion. Chemical and Electronics, JPY 9.9 billion. If you just look at automotive retails, JPY 27.3 billion for Africa and the rest in total JPY 38.5 billion. Others, JPY 10.9 billion. Basically, there are two factors. When Toyota purchased CFAO, we had goodwill, and that was amortized. That is about JPY 5 billion. For Eurus, replacement losses accounts for the rest. Please turn to page 4. Profit after taxes, plus JPY 16.5 billion last year, but minus JPY 14.5 billion is for this year. The major factor is replacement costs for domestic wind power and African consumer business impairment. Now, this is for each segment. Each division saw an increase in profits. This is for profit after taxes. Minus plus JPY 3.7 billion. Last year we had JPY 15 billion. This is a trend, temporary, including lithium, PGM, steel, all the prices are up for, we have profits coming from there. Global parts and logistics, JPY 34.3 billion. That is +JPY 8.7 billion. Globally, automotive parts, price changes were seen and the freight cost. Last year. We're not taking a risk, but it seems like we were impacted by the freight cost. This year we've been able to recover some of that. For automotive, JPY 45.7 billion, +JPY 17.2 billion. The profits grew significantly. We are very good at emerging countries, in particular Papua New Guinea, Cambodia, Caucasus. We were able to have the pro-products, and that led to good sales, without incentives, and that's why we grew profits significantly. Russia had negative numbers, but all of that was covered, so the growth was very significant. Machinery, energy and project, JPY 32.6 billion. That is +JPY 11.4 billion. For this, transient losses were seen. One-off losses were seen, but rising electric market prices in Europe were seen. Eurus merchant business improved. After August, Eurus became a 100% subsidiary, and that had a positive effect. Chemicals and electronics, JPY 47.9 billion. That is an increase of JPY 4.9 billion. For electronics business, the volume itself is flat, but the prices went up and that contributed to profits. Naphtha prices were stable and high. Iodine, which we are good at, was also solid. For food and consumer services, last year we had a one-off loss, and this year too, we have some losses. We also have one-off gains. On an apple-to-apple basis, they're roughly the same as the previous year. This year in Brazil, transport cost had to be incurred and that had a negative impact. We had JPY 9.5 billion in profits. That is an increase of JPY 4.1 billion. Africa, JPY 36.3 billion. That is an increase of JPY 10.3 billion. Automotive business was very good. West Africa was extremely good. Congo, Benin, Cote d'Ivoire were good, and East Africa was also good. Angola, Uganda and South Africa saw an increase of 14% as well on a percentage basis for sales. 14% in South Africa and 19% in Africa other than South Africa. It would have been over JPY 40 billion if it were not for the extraordinary losses. On the next page is the balance sheet. The exchange rate, JPY 134 to the dollar. It's a +JPY 12, and EUR, -JPY 9. Total assets, JPY 6.377 trillion. ForEx impact, JPY 180.7 billion. Inventory, JPY 1.227 trillion. Fourth quarter, we were able to reduce inventory to the appropriate level. Net worth, close to JPY 2 trillion, JPY 1.914 trillion. Net interest-bearing debt against the increase in revenue, we've been able to control it to JPY 1.298 trillion. Net DER was improved by 0.03 to 0.68. Because Eurus became a 100% subsidiary, even with the change in net worth, the Net DER improved. On page seven is the cash flow. Operating cash flow, JPY 444.2 billion positive. For investing cash flow, JPY 139.9 billion outflow. On a gross basis, JPY 208.8 billion. Our Eurus numbers are not included here, but even including those number, free cash flow would have been positive. This is the forecast for fiscal 2023, and as you see here, operating profit, JPY 400 billion. After-tax profit, JPY 280 billion. 1.5 billion% minus, and the major effect is Forex. JPY 125 to the dollar, that is a JPY 10 stronger. JPY 10 would have an impact, a negative impact of about JPY 15 billion. Net DER, we want to promote investment, and therefore, we have less than 1.0. For ROE, this year was very good at 15.6%, we want to continue to have 13% or more. Page 9 is by division. Which division was good or bad? This is a forecast. For metals, the market is very stable, there will be a decrease in profit due to market conditions, especially lithium prices have come down, the number is JPY 60 billion. That is -22%. Global parts and logistics, parts are moving very solidly. Automotive, production volume is expected to increase as a whole, JPY 37 billion is expected. For mobility, sales is very solid, the margin will probably come down, -4%, JPY 44 billion is expected. Machinery, energy, and project, European electricity prices are stable now, that will have a negative impact, there's a positive side of increased investment. Development costs will be incurred as well. Minus 8%, JPY 30 billion is expected for machinery, energy, and project. For chemicals and electronics, our current naphtha and electronics prices, if you look at these prices, the numbers are solid. JPY 52.0 billion, an increase of 9% is expected. Food and consumer services, our one-off gains will come down, still, we will have JPY 9 billion, even though it's a minus of 6%. For Africa, the one-off losses of the previous year will go away, last year, intangible of fixed assets, depreciation, existed, that will go away. We have an aggressive plan of forecasting JPY 47 billion for Africa. Page 10 is our shareholder return. We have a lot of discussions on this internally. For JPY 202, that is +JPY 10 for the past year. For this fiscal year, JPY 204 is expected. That is an increase in dividends for 14 terms in a row. It says, progressive dividend. For our shareholder return, we are having internal discussions now. For capital policy, we are hoping to have another occasion to explain to you. But we will increase dividends. It is the intent that we have for this plan. That is all from my side. Thank you very much. Now, let us move on to the midterm plan presentation by Kashitani-san, the President. Thank you very much once again. I am Kashitani. I would like to discuss with you our midterm plan for the fiscal 25. In terms of the fiscal 25, before we go into that, I think we should discuss 22 midterm plan, which we discussed 3 years ago in terms of the progress. As you can see on this graph, this is something that we announced in November of 2020. As for those quantitative targets, we have been able to attain all the KPIs, especially for this year. We went over the record high in operating income, with the operating cashflow being solid, leading up to the future investment. We maintained the Net DER. Risk asset buffer has met the target. Over the 3 years of the midterm plan, we have been able to achieve the dividend policies for shareholders' return. As we plan for fiscal 2025, we would like to show you how we progressed over the years. We have always quickly identified changes in the market, and that led to our actions, so we continue to evolve and grow. Every 10 years, starting around 2,000, we changed our stages, so to speak, and expanded our business, and recorded the all-time high in both fiscal 2021 and fiscal 2022. Toyota Tsusho, or Toyotsu, will continue to seek exploring new stages. Based on the changes in the external environment, we will continue to turn risks into opportunities. Now, I would like to discuss how we plan to evolve and accelerate our strategy. 1 is our mainstay of our business, which will be solidified with the supply chain protected. two is expansion out of those mainstay of the business to find new values in seven priority areas. Number three, in order to support all these strategies, we have to make sure we nurture and develop global talent. In the second part of today's briefing, we will discuss priority areas and global talent. This shows the concept of our managerial strategies. We have the mainstay business at the bottom, and we have 7 focus areas or priority areas which would expand out of the mainstay of our business to allow us to Be the Right ONE in midterm and long-term horizons. Especially out of those seven priority areas, we have identified six core business which are related to materiality in terms of resolving social issues as well as attaining economic growth. We will continue to strike balance between existing business and the. other additional businesses, as well as now and the future. Now, let me talk about the mainstay business. We have our expertise, which has been nurtured as a part of Toyota Group. And such knowledge has been applied outside the Group, and the knowledge and expertise garnered outside the Group has been brought into the Group. As a result, we have been able to create this mobility, a value chain which is very like Toyotsu. We will continue to refine that as we seek and explore new areas. Now, let me talk about how we plan to strengthen and evolve such mainstay businesses. After we expand our business overseas in terms of selling cars and offering services, we have to move to localizing the production. Thus, we focus on assembly as well as KD or knock-down businesses. We have knock-down businesses in 10 countries in the world, in Africa and Asia Pacific. Recently, we established Toyotsu Manufacturing in Cambodia in August 2022. Local production expands the industrial coverage, generate employment, allow us to nurture and develop human resources, promote consumption, enrich the society, allowing us to enjoy from the cycle of the industry version of farm to table. New technology development also continues in order for us to solidify our mainstay business. We made investment in Tradewalls last year in order for us to expand into new markets. In August, we made additional investment. Digital processes will be transformed with this attempt so that we can further leverage the current value chain that we have as a trading company. EC platform is also put in place so that we can optimize procurement globally and match customers with the inventory and conduct preventive maintenance. In this way, based on the mainstay business, is compounded with the digital transformation so that we continue to transform our business. Now, as a part of strengthening and evolving our mainstay businesses, we focus on new technology development. Recently, we announced the collaboration with Kwansei Gakuin University on 22nd of March. Kwansei Gakuin University will be responsible for the science-based research and development and will be responsible for creating value chains. In establishing QureDA Research, Inc., which researches and develops silicon carbide power wafer. We believe this new generation of the chips will be used for automotives because of its efficient use of power. We will continue to collaborate with the university for the next generation of industrialization of next generation of semiconductors. We will endeavor to build new types of supply chains, which is more stable and can be expanded to outside of traditional automotives. Let me talk about the quantitative targets for the midterm plan. The profit last year has largely increased the previous years, posting this record high in 2 years in a row. Over the next three years, we expect to have the JPY 280 billion in fiscal 2023, indicating that we have strengthened our stamina to weather the storm of the stringent market. In these three years, we will aim to attain JPY 320 billion in operating profit in fiscal 2025. In ROE, the immediate results was favorable because of the growth in operating income. Over the next three years, we will maintain our lean management to maintain 13% and over. In terms of the investment, over the next three years, we plan to invest in mainstay business and seven priority areas in the total of JPY 880 billion in three years. Three-quarters, the green part, of such investment will be allocated to six core business, our next growth engine, as well as carbon neutrality investment. The remaining quarter will be allocated to mainstay business, which is the cash cow right now, so that we can solidify our strength in terms of our business capabilities with higher efficiency. There are some long-term returns in some of the investment, but they are all meant to contribute to resolving social issues and contribute to our corporate value and social value of the company with next stage of growth. In terms of the financial policies, we will continue our current policies of making investment within our operating cash flow. However, because of the accelerated carbon neutrality-related businesses as well as advanced investment in priority areas, sometimes we may go over the operating cash flow. Anyway, we will be extremely careful about the risks. We will maintain the dividend payout ratio of 25%. Over the past 13 years, we increased our dividend payout, and we will continue to do so for the 14th year with the JPY 204. For the next three years, we will make sure that we can pay out progressive dividend. If you turn to page 13, you will find the summary of the quantitative targets for the midterm plan for fiscal 25. Let me introduce to you the speakers for part two. EVP, Mr. Sago, EVP, Mr. Imai, CHRO, Ms. Hamase, COO of Machinery and Energy, Mr. Ishiguro. Let us now start the ESG briefing part two. Mr. Kashitani, please. Thank you very much. This is Kashitani, the President speaking. We will now talk about our thinking about sustainability and the outline of materiality. After that, specific initiatives will be discussed by four executives listed here. First, we see sustainability as synonymous with good management. Our vision, Be the Right ONE, means to be an irreplaceable and one and only presence. By pursuing what we alone can do to be selected by our customers, our corporate value will be enhanced. Our key sustainability issues or materiality, it was selected from the viewpoint of areas in which our group can contribute most. We listened to opinions and requests from various stakeholders, including employees. We had repeated discussions and made the decision. By identifying what one's own job brings to the company and what values the company's business brings to society, the link between the individual, company, and society will be made clear, and employees will be made aware of the fact that their jobs are linked to materiality. Let me briefly talk about materiality at Toyota Tsusho. As I mentioned before, we listened to voices from inside and outside of the company and had repeated discussions. As a result, we came up with 6 key issues or materialities. We classified them into two categories: top priority issues for both resolving social issues and achieving corporate growth, and top priority issues that will become foundations for company growth. For the first category, contribute to safe and comfortable mobility society and contribute to carbon neutrality, contribute to a circular economy and endeavor to resolve social issues on developing countries. For the latter, safety and compliance and human rights, respect and human resources development. Now, let me talk about how this and our seven priority areas are connected. Next, mobility strategy and battery strategy contributes to the future mobility society. Renewable energy and hydrogen and alternative fuel contributes to carbon neutral society. The African strategy, which we strongly commit to, contribute to the solution of developing nations' social issues. Recycling, starting with automobiles, will contribute to recycling-based society. We will strongly promote these to solve materialities. Next, mobility, battery, hydrogen, Africa will be discussed by EVP Mr. Imai. The circular economy and recycling will be discussed by EVP Sago. Renewable energy will be discussed by CEO Ishiguro. On the foundation of our growth, human rights, human resources, safety and compliance, CHRO Ms. Hamase will explain, too. Starting with Mr. Imai. Thank you very much. I am Imai. Let me talk about the next mobility. In the areas next mobility, we are in a once in a century type of transformation. As you've heard from Toyota, the electrification, intelligence, and diversity have become the key words. We have strength that we developed in our mobility, so we are working toward moving us into next mobility areas. From the perspectives of electrification, intelligence, and diversity, I would like to discuss that first of all. Let's talk about intelligence. In the area of intelligence, the connected mobility services are being planned, and I would like to talk about two of them. Toyota Tsusho Mobility Informatics is a company that we established in Singapore to offer connected services. The collected information will be sent to drivers to help, for example, car hailing services. On the right is what we established in UAE, Toyota Tsusho Connected Middle East. Within our Mid East dealership, we offer connected cars, telematics, connected services to customers in the Middle East. This company will expand its business to African nations going forward. Now, in terms of diversity, in order to realize free and comfortable mobility society, we diversify the modes of services. Our African company, Zipline, as well as Nagasaki Prefecture's Sora-ii na are explained on the slide. Sora -iina offers drone services for remote islands, delivering medicine, for example. In the middle, what you see is the used car media platform called SGCarMart. Used car online sales have drove our business even during the COVID pandemic. On the right, you see Kai Senegal, which is a MaaS company in Senegal. This company offers Uber-like services, and as you can see, the cars are largely Suzuki India-made Starlets. This company now offers synergy with our existing businesses. Electrification is the area where we see lots of changes. Let me talk about what we think of the batteries. As you can see on the right, we have businesses throughout the battery value chain. Starting from the lithium resources on the right, we have cathode and anode components, and then battery manufacturing in the United States and China, and then rebuild, reuse, recycle, or 3R's of batteries for circular economy. Starting with the uppermost stream, lithium resources. In 2012, in Argentina, we acquired a concession at Salar de Olaroz, and producing 17.5 tons of lithium carbonate since that time. We will be expanding the capacity to 42,500 tons in 2023. In Fukushima Prefecture, Naraha-machi, we established Toyotsu Lithium in 2018 to produce lithium hydroxide. In November 2022, the plant was completed, and we started offering the Japan's first lithium hydroxide. Now, the aluminum foil collector is manufactured by SAN- A-Aluminum in January 2023. Last year, together with Nippon Shokubai, we invested in Hunan Fluopon New Materials, which manufacture electrolyte lithiums. We continue to collaborate with competitive companies in the area. Now, in addition to acquiring such components as well as resources, we are also involved in manufacturing batteries. On the left, you see Toyota's first battery manufacturer, TBMNC. For the electric cars which will see increasing demand going forward, this company will produce batteries in North Carolina for HEVs and BEVs. In Japan and 7 countries, including China and Taiwan, we are building 3R schemes. Now, let me talk about hydrogen, the next generation energy. The value chain of hydrogen comprises producing, transporting, and consuming. We focus on producing and transporting. In the area of consuming, we have Aichi and Tokyo. We do run hydrogen stations. SC mobility, for example, at ports and public transportation, we have to work more. That's exactly what we are doing. This is an example of L.A. Port in the United States. Running up to 2035, two trucks and all the handling equipment will have to become zero emission. Working with the Port Authority, top handlers, drayage trucks will now become FC-driven using Toyota's FCs. In the commercial vehicle area, hydrogen is largely being looked at. Together with TMC, we will continue to work in the area going forward. In the area of manufacturing. On the left, we show our collaboration with Iwatani and JGC. Waste plastic-driven hydrogen. In 2021, our project was adopted by NEDO as a commission project. The research and development done, we will continue working on production. We issued a press release with Iwatani and JGC in December 2021. We produce hydrogen from wasted plastic in Aichi Prefecture, where we establish locally produced and locally consumed model. On the right, green hydrogen global supply model is depicted. The TotalEnergies of France and Toho Gas of the Chubu region are our MOU partners that we signed agreement last year. We have multiple projects underneath. We will accelerate our endeavor to realize hydrogen society for decarbonization. Now, let us talk about Africa, which we commit to strongly. Africa is said to be the largest frontier in 21st century. The future is full of potential. Currently, of the 7.9 billion living in the world, Africa has 1.3 billion. In 2050, the world population will be 10 billion, out of which one quarter will be African people. As you see at the bottom, WITH AFRICA FOR AFRICA is our slogan. Under this slogan, for the smiles of the future African children, we want to contribute to the regional economy development through our business. Let me briefly talk about our business in Africa. This is the map of Africa. First, we have a business in all 54 countries in Africa. The red circle is mobility. Green dots are healthcare. Yellow dots, consumer. Blue dots, infrastructure business. The number of affiliates is 155. The number of employees accounts for one-third of the entire group, 22,000. For sales or revenue, two years ago, for the first time, we surpassed JPY 1 trillion in Africa. For the year ending March 2023, we have been able to achieve JPY 1.3 trillion, which is over JPY 1 trillion for two years in a row in Africa. Let me start with our main business, mobility business. In January 2019, from TMC, African business was transferred in full. 70,000 was the sales volume, and the sales was increased to 230,000. After that, we had alliance with Suzuki. In calendar year 2022, sales volume was over 270,000. The African auto market will see increase in population and expansion of the middle segment, and it is expected to grow significantly. As an interim target, focusing on Toyota vehicles, in 2030, we are aiming at vehicle sales of 500,000 units. For healthcare and consumers business, let me show you some examples. On the left-hand side is healthcare business. Historically, we've had in West Africa pharmaceutical wholesale business. In the future, as growth is expected in East Africa, and in order to go into a retail segment, last year in March, the East African, a major pharmacy chain, Goodlife Pharmacies, shares, 30% of them was acquired. Goodlife Pharmacies has 100 locations in Kenya and Uganda, and it sells pharmaceuticals to 1.7 million consumers. In 2025, we want to increase the number of outlets from 100 to 250 and provide pharmaceuticals to 8.5 million people. On the right-hand side is retail business in Côte d'Ivoire, Cameroon, Senegal in West Africa. The largest retailer in France, Carrefour, is our partner here to do supermarket business. As of end of last year, we had 29 supermarkets and hypermarkets in this area. Most recently, in July of 2022, in Yaoundé, the capital of Cameroon, we opened the largest shopping mall in the country. As a recent initiative, we have CVCs for African startups. In Africa, we are starting to see tech startups in various industries. Our mainstay business is mobility and healthcare. In these areas, we have two CVCs, Mobility 54 and Health54, and we invest in startups. In the mobility area, as we mentioned before, we have Kai and Othermos business to invest in, and we enter the next mobility area. In the healthcare area, likewise, we invest in startup companies to enter the next healthcare area. There is no slide for this, but we focus on four businesses in Africa. One of them is infrastructure business. We also have renewable energy business, which contributes to African carbon neutrality. Prime Minister Kishida recently visited Egypt, and we have a wind power generation, the largest wind power generation project in Egypt. That is all from my side. For our circular economy, EVP Sago will make a presentation. Thank you very much for your attention. Now, this is Sago speaking. I will talk about circular economy initiatives. We have a long history of recycling. From the 1970s, over 50 years, we've been working on circular economy as a business. We see all goods as resources. We recover waste, sort them out, recycle them, and recycle resources to support manufacturing. By doing so, we create a circular society. From here on, I would like to talk about our initiatives in the circular economy area. The arterial supply chain that starts from raw material and the reverse supply chain, that is the vein, are both areas in which we have functions. Recovery, recycling, reuse, appropriate disposal. We have various functions like these. In order to create value over the life cycle of the material, we try to establish traceability and provision of data. We create the platform for these functionalities. Now let me talk about the Circular Economy Innovation Center. Which is for the future. Toyota Group and other customers on the arterial side who face challenges in realizing a circular economy come to us as partners, and we identify their needs, and we try to connect them to recycling companies and social infrastructure. In order to promote new commercialization and technical development, linking the arterial and vein side, we collaborate with Toyota Group companies to establish the innovation center. That is under discussion now. Rather than seeing EOL products as waste, we will see them as resources. Over 50 years, we have accumulated expertise and strength. By evolving this functionality and developing recycling technology and product design, based on the assumption that recycling reuse will be done, we will create new businesses. Now let me introduce to you two specific examples. First, Toyota Metal and Planex, automobile-derived plastic recycling. For end-of-life vehicles, they are a bundle of resources. Toyota Metal will pulverize and process end-of-life vehicles' bodies. Shredder dust sorting and utilization is done by Toyota Metal. The sorted plastic resources and different type of plastics coming from other industries are mixed. If they are mixed, they cannot be reused as is. That was a major social problem. Planex, which is part of our group, takes these waste plastic and mixed plastics, sort them out using a high-level technology, and recycle them as recycled plastics for automotive. Car-to-car initiatives are undertaken to suppress environmental pollution. High-quality recycled plastics will contribute to the pride of Japanese manufacturing, which is the automotive industry. The second, with Maruti Suzuki in India, we have end-of-life vehicle recycling business. In India, there are 46 million vehicles running on the road, and every year, 4 million new vehicles are sold. The automotive market is expanding. With it, end-of-life vehicles recovery and disposal are starting to be challenges. Establishing laws on automobile recycling is being prepared. In order to solve this issue, with Maruti Suzuki in India, we established a joint venture, Maruti Suzuki Toyota India. From recovery to disassembly and abstraction of waste solution of end-of-life vehicles, we process environmentally friendly, high-quality products. By appropriately processing end-of-life vehicles, illegal dumping of vehicles and parts will be reduced, and it will be friendly to the environment, responding to global warming, soil pollution, and water pollution. Mr. Ishiguro, who will be talking about renewable energy and energy management. Thank you for your attention. Thank you very much. I am Ishiguro. I would like to discuss our renewable energy and energy management. Since the 1980s, we have been in business of renewable energies, producing electricity from various sources, including wind, solar, hydro, and biomass. Especially in Japan, we have Eurus Energy Holdings, which is the largest wind turbine farm operator. In terms of PVs, as we announced last week, we acquired 85% of the stake of SB Energy. The new company is now called Terras Energy. What it means is Terra, meaning the Earth, and we want this company to shine over the Earth. Currently, we have the 4.5 gigawatts of installed capacity, which will be increased to 5 gigawatts in March 2025 and 10 gigawatts in March 2030. We will solidify functions in the power value chain. Within this mechanism of generating and stabilizing and delivering power, we will continue to offer affordable and stable energy to contribute to a better Earth environment. Renewable energy has to be expanded in order for the society to decarbonize itself. Rather than the producing area which we have prowess, we have to learn how to stabilize power and deliver it. SB Energy or Terras Energy now being a part of the group, we now have the expertise in renewable energy, and we can put that together with the SoftBank Group's AI and IoT prowess so that we can have a solid basis of doing this business. In 2002, Eurus Energy Holdings was established with TEPCO Holdings and former Tomen. 20 years later, we acquired 40% of the stake from TEPCO in August 2022 to make Eurus a 100% subsidiary. The biggest in installed capacity in terms of onshore wind power generation. We will expand the business to offshore going forward. In Hokkaido, we are getting ready to start our business of JPY 230 billion of wind power storage and power distribution. The storage will be the largest. The storage battery, which will be able to stabilize the intermittency of the solar or rather wind power generation. As I mentioned earlier, as of 28th of April, SB Energy became Terras Energy. Toyota Tsusho America will be building the 30 MW solar power plant for Toyota Motor Manufacturing Alabama. 70% of the electricity used in Alabama will be supplied by PV. Not only wind, we are the biggest PV power supplier, so that we can offer clean energy to all sorts of customers depending on their needs. In strengthening a value chain of power, we have to solidify our development power in multiple power sources. In the area of collecting, stabilizing, and delivery, we will make sure we meet the demand of various customers. Starting from the consultancy, we can propose energy saving. What cannot be conserved, we can always offer the clean energy, including PV and wind. We will continue to refine our power value chain within the group. Lastly, I would like to report to you on what we are doing with the communities that we operate in. What you are seeing is to offer elementary schools some classes to understand renewable energy or invite school children and community residents to our facilities. We will continue to listen to the community going forward as we continue to run our businesses. That is all about renewable energy and energy management. I would like to invite Hamase-san, CHRO for human capital and compliance. Of the 6 materialities, I will talk about people, safety, and compliance. First, for the HR area materiality, respect of human rights, development, utilization of human resources, development of human resources that contribute to the society, are the examples that I will give you. Recently, there is a lot of talk about human capital management and strengthening human capital and maximum use of human capital is necessary. In other words, we need to allow each employees to demonstrate their capabilities to the full. In order to do that, initiatives to improve quality and quantity and preparing the environment in place are necessary. First, the current status of human capital management will have to be visualized. In order to do that, we were certified last year for ISO 30414, 2nd in Asia. Non-financial information to be converted into financial information and human beings are investment and not cost. This idea will have to be permeated within the company, and the company as a whole will have to work towards that end. With this certification, the PDCA cycle can be utilized using a human capital KPI, which is a global standard. In disclosing to stakeholders, we have now developed internal information collection platform, and we have introduced a system for visualization. Now, for human resources development, business strategy and HR strategy are two sides of the same coin. Our business is 130 countries in the world. The characteristics of the company is, first, 70% of our revenue comes from overseas. 90% of ordinary income is operating income, and we also have a promotion of DX, CN, and CE. The major issues is global management resources and business management resources for various business formats and sizes. Also DX, the carbon neutral circular economy human resources will also have to be secured. For global management human resources and development, we have a training on a global consolidated basis, and especially for women, we have early dispatch overseas before major life events. For business management human resources development, understanding of the vision and history of management and learnings from current managers and knowledge and know-how is necessary for management is learned. For new areas, based on business strategy, DX human resources development training is undertaken, and also mid-career hiring is done for capabilities that do not exist internally. For successor development. We specify posts that have major impact on consolidated management, and about 200 of them are defined as global posts. Every year, we review them and develop the successor plan and development plan. Through this process, we allocate the most appropriate person to each post. We allocate the appropriate person to the appropriate post, and we also strengthen the management foundation by having many human resources. Currently, overseas, we have 95 global posts, out of which 23 posts are overseas people. In the next 5 years, we intend to increase this to 67 posts. We will develop local human resources, and at the same time, we will be able to strengthen human resources in Japan that can be used for new businesses. Now for organizational development. We are promoting organizational strengthening as well. Specifically, we are trying to enhance the communication capability of management and employees. Coaching skill development to evolve performance and capabilities of direct reports is done, and also engagement. Global engagement surveys are done to measure the health status of the organization. For office reform, we see the office as a place for people to get to know each other and create innovation. A co-creation, resonance and diversity will be created within the organization to create an open-minded organization. Now let me talk about health and productivity management. The employees being healthy and being able to demonstrate the capabilities to the full is at the basis of human capital management, and therefore, we are tackling health and productivity management. A strengthening and maximum use of human capital is necessary for human capital management. Recently, we have done workplace vaccination for group companies and subsidiaries, and we also have health guidance to tackle diseases and obesity. Top management training is also done. As a result, for three years in a row, we have been selected as a health and productivity stock. Human rights due diligence, recently, socially, there is a lot of interest in this area. We are a company that has many global consolidated subsidiary. As a social responsibility of such a company, we need to identify the negative impact of human rights violations. If there are issues, we need to correct them. We did a global human rights due diligence of consolidated companies last year, and we will continue to do this year so that each company can do the same on their own. Our company does a global business, and for supply chain companies as well, we would like to utilize the consolidated company's know-how for due diligence in the supply chain. Our company, our safety and compliance are the starting point of all businesses. We have various initiatives here. So that our employees can safely do business. At our factories of our group companies, we have a gate of safety to aim at no accidents and no disasters. We also have the safety experience workshop by dojo, which can be used by suppliers as well, so that safety and health awareness will improve. On the compliance side, we have the global code of conduct and ethics. We have compliance training, and we also have internal whistleblowing system by external organizations, and we also have the top management send out messages and also have conversations at the gemba. We pursue economic and social value. These initiatives are the centerpiece of our business, and therefore, we will continue to work on contributing to better value. That was for safety compliance and human capital initiatives. Thank you very much. Well, if I can ask Mr. Kashitani as President to close. Thank you very much for participating in the large briefing session. For the first time as a company, we had an ESG briefing, and thank you very much for participating in that part as well. Our slogan is, as you see in, on the poster, "A better global environment for the future children." Through our business, ESG and materiality, solution is what we will endeavor for. Towards a new stage, we'll continue to move forward. Please continue to support the Toyota Tsusho group. Thank you very much for coming today.