Thank you for waiting. Now we are starting KDDI's earnings release event for the second quarter of fiscal year ending March 2026. Later, we will have Q&A sessions as well. Thank you very much for taking part despite your tight schedule. I'll be serving as moderator. I am Miyakawa from IR Department. This event is being live-streamed with simultaneous interpretation between English and Japanese. This event can be viewed on an on-demand basis on the website of our IR Department. Let me introduce our participants. Representative Director, President, CEO Matsuzawa. Representative Director, Executive Vice President, Executive Director of Business Solutions Sector, Kuwahara. Director, Senior Managing Executive Officer, CFO, Saishoji. Director, Senior Managing Executive Officer, Executive Director, Personal Business Sector, Takezawa. Managing Executive Officer, CSO and CDO, Katsuki. Executive Officer, Executive Director, Corporate Management Division, Akita. We have three. Types of documents regarding earnings posted on our IR site. Please refer to our disclaimer regarding the content of the presentation as well as the targets such as number of contracts that may be referred to in the Q&A. Matsuda, President, will give a summary of the presentation, and after that, we will have Q&A. President Matsuda, please. Let me start my presentation, earnings results for the first half financial for fiscal year ending March 2026. I would like to explain the following four points today. First, I will discuss consolidated financial results. These are the highlights of consolidated results. We increased both revenue and profit. We are making progress toward achieving the EPS target as planned. Operating revenue was JPY 2 trillion 963.2 billion, a 3.8% increase year-on-year, 46.8% of the full-year forecast. Operating income was JPY 577.2 billion, up 0.7%, progress rate of 49%. Net income or profit for the period was JPY 377.7 billion, up 7.6%, with progress rate of 50.5%. Second quarter year-over-year growth was strong, with operating revenue up 4.1%, operating income up 2.9%, net income up 18.6%. As a topic, I would like to explain the Q- on- Q situation of the performance in Q2. During Q2, we saw the effects of our price revisions become apparent and achieved solid growth. Quarterly operating revenue increased 6.3% Q- on- Q. Quarterly operating profit increased by 11.8%. Our profit during the quarter grew by 20.7%. Next, I would like to explain the factors behind the changes in consolidated operating income. Each business grew, offsetting the impact of prior year sales promotional expenses. Mobile in the personal service segment increased JPY 11.1 billion year-over-year. And income from finance and energy business and also equity method profits combined increased by JPY 12.7 billion. DX increased by JPY 3.9 billion. Technological structural reforms up by JPY 9.6 billion. The impact of prior year sales promotion expenses, negative JPY 31.2 billion, was overcome, and we're expecting to see accelerated growth. These are the key points of consolidated operating profit in the second half to achieve full-year targets. The mobile business is to accelerate growth with our target of value enhancement through service. Revisions, with second half year-on-year growth exceeding approximately JPY 19 billion, over JPY 30 billion growth for the full year. Combining DX, finance, energy, and also equity method profits. Being aimed for an addition of approximately JPY 30 billion finance, which is key, will shift to a strategy with greater focus on loan-to-deposit ratio, where DX will be placed on a growth trajectory through initiatives including a turnaround of BPO business and positive impact of technological reforms, approximately JPY 13 billion. Second half increase up JPY 55 billion. To achieve full-year target. The negative impact from prior year sales promotions will end in the first half. Next, on mobile structural transformation. This is about virtual cycle created by Power to Connect. And amid rising prices, we aim to create a virtuous cycle of growth, providing new value to earn revenue, returning that value to stakeholders, and reinvesting it for the next era. We are able to create value because of the past investment, and that cycle is starting to kick in, I feel. This virtuous cycle, growing together with our partner, will be continuously implemented. In this cycle, I would like to talk about our mobile business. Our mobile business is undergoing structural reforms, focused on Lifetime Value, as is in the diagram. Our focus is to make sure that each brand of ours meets such customer needs so that they will continue to use our offering over the long term. For UQ mobile customers, we would like them to see the value and the attractions of au as a brand. We are recommending migrating to au. Now, we will review plans and sales approaches that would induce short-term churns by customers who are only after incentives and benefits. In the process of structural reforms, some customers who have not used our service for long may choose to cancel their subscriptions. We are aware of that, but we would like to focus on the long term to drive our growth through value creation and reduction in churns by increasing longer contracts so that we can have a leaner business foundation. The enhancement of capability to offer connected experience and communication quality form the foundation of value creation. According to Opensignal's user experience analysis, following February global number one ranking, we achieved number one in Japan for the third consecutive time last month. Based on this. Best network that we offer in the industry, we are enhancing our capability to offer a connected experience, and we are supplementing it with au Styling Direct, which began data communication business in August. Many customers are already using this service. We would like to expand this value based on connected experience. au 5G Lane, even in crowded areas. You can have a sense of security, being able to connect smoothly. For au Unlimited Data Overseas, this is free of charge for 15 days, and it has contributed to a rising awareness that you do not need a Wi-Fi router overseas. We have an investment in Lawson, so we would like to pursue initiatives to enhance engagement by proposing savings and a sense of security in daily life, Ponta Pass, and earthquake preparedness support. Together with I-O DATA. We will provide a service within the year that deposits JPY 30,000 into au Pay balance of bank account of customers. This is all part of the price plan. The effects of structural reforms are beginning to materialize. The initiatives we have explained so far have borne fruit, leading to growth in mobile ARPU, which contributes to LTV, and churn rates are showing an improving trend. On the left, mobile ARPU has steadily increased this quarter, reaching JPY 4,460 in Q2, accelerating growth with year-on-year increase of JPY 140. Smartphone churn rate improved Q1Q year-on-year increase, so also narrowed from 0.17 points in Q1 to 0.12 points in Q2. Now, as a part of further effect. One of our indicators is switching between brands. Brand switching. Not from au to UQ mobile, but brand switching from UQ mobile to au. A positive reversal, finally in September. This continues into October. This is as a result of our transformation, making our main brand au more attractive and steadily changing the plans and sales approaches. On the right-hand side, for UQ mobile, there are initiatives to extend the contracts. As testimony to that, there have been improvements in home set discounts and handset bundle rates. These are the kinds of initiatives we are implementing. Deeply. Through such structural transformations, focus on LTV. Mobile revenue on a personal service segment basis has significantly surpassed last year's year-on-year growth, in the first half reaching a positive JPY 12.5 billion, accelerating growth. In the second half, we expect further improvements in churn rates and ARPU growth driven by progress and structural transformation, brand mix, and expanding contribution from service revisions. The impact of service revisions on mobile is expected to exceed initial forecasts. Next, I will explain the initiative to achieve the full-year target. We aim for a JPY 55 billion increase in profit as our target. As in the focal area, we aim for a JPY 30 billion scale increase in profit. The focal area, the energy and Lawson, are progressing well. On the other hand, finance and DX are recognized as challenges due to changes in the business environment since the beginning of the fiscal years. I will later explain the initiatives for these two later. First, finance. We are now in the world with interest rates, so the competition is intensifying over deposit. We, instead of depending on the housing loan, will shift our strategy mindful of loan-to-deposit ratio. The individual's deposit balance has grown by 1.3 times. In order to strengthen deposit procurement power, we will be working on initiatives such as bank securities alliance. As for credit card membership, the expansion is urgently needed, especially for Gold Card. 1.72 million membership is what we would like to achieve. As for the business segment performance, in the first half, operating income was plus 3.4% year-on-year. It's a somewhat slow result. Mobile IoT and data center did well. On the other hand, BPO business and SI-related business had temporary profit decrease factors. Compared to the initial projection at the beginning of the year, we are behind the projection. However, we could identify. We have a clear outlook for resolving those one-off factors, so we have addressed the risks. One of the businesses is BPO business or Altius Link. Now, since the first half, we are working on initiatives to defend the share of existing service and expanding services using AI. In September, we could turn the tide and deliver increase in revenue and profit. As a result of activated sales, new orders increased by 2.8 times year-on-year, and the number of ongoing projects increased by 2 times year-on-year. We are also proceeding with integration of internal systems as part of our efforts to improve efficiency, and we are seeing results. By maintaining the momentum, we would like to deliver a turnaround in the second half of the year. In the second half, as the driver for growth, mobile and IoT are going to deliver double-digit growth year-on-year. In addition, facility solutions, Starlink drones, and such new services are going to make a contribution to growth gradually. Next, I will explain the initiative for the next stage of growth. Six months have passed since the launch of the new management structure, and the construction of our future business foundation is progressing, including the execution of fee revisions. Considering this progress, we will discuss the new key themes we are focusing on for the next mid-term management strategy starting next year. On the left. Theme one. In the area of AI, in addition to transforming infrastructure, including telecommunications into a next-generation model, we will further expand our value-added and growth areas by leveraging digital data and AI. On the right-hand side, another thing, another key point. Moving forward. Centering on the communication, we are now in the phase of delivering growth. Together with growth, return-based capital allocation is what we would like to do while being mindful of capital efficiency. For that being mindful of the credit rating, we will use leverage, and we would like to maximize the investment capital. Growth investment will be made in a disciplined manner, and we would like to make investment in areas where we can expect high returns in the medium to long term. Conversely, for areas that do not meet the criteria, we will consider a review of the business portfolio, including withdrawal. In conjunction with these ideas, we intend to implement flexible share buybacks alongside our commitment to stable dividend increases. By deepening our strength of sustainable growth in the AI era and pursuing quality with an awareness of capital efficiency, we aim to enhance corporate value. Regarding the enhancement of the network, in an Opensignal, our ranking is number one. In addition to Sub-6, we are creating communication in an area where we overlap Millimeter Wave on Sub-6s. As for data center, this is the case of Telehouse. Telehouse accumulated know-how both in Japan and overseas will be applied. As we do so to prepare for AI age, we are expanding data centers. In London, we will be constructing six data centers in London, spending total project cost of JPY 60 million. Real-time processing, such as inference AI, could be supported with a power supply of about 57 megawatts at this London DC to come. As for domestic AI data center, Telehouse know-how will be utilized. The AI data center in Japan proceeded quickly, and Osaka Saka data center will go into operation in January 2026. By providing Sovereign AI development environment, in addition to training functions, we would like to build a distributed computing platform in various locations to meet the expanding demand for inference. This is consumer services based upon the strategic tie-up with Google Cloud. There are issues that contents are used without consent. It is a service provider, a peace of mind to content providers, and also the accurate information can be provided to customers. Since our announcement, we've received inquiries from many content providers. As the key strength of KDDI, we are advancing initiatives to create new value by combining real world and digital. With Lawson, we are working to continue our initiatives to generate value by utilizing technology. We will work to address societal challenges in Japan by utilizing the site here in Takahashi. Based upon the explanation, in the next phase, we will be moving on to the second round and third round of the value generation cycle. We will have a 6G to follow 5G. High-quality network and high-value-added services need to be created. For that, we will conduct a disciplined, efficient investment, and we will strengthen partnership. Here is the summary at the end. Being mindful of our Lifetime Value for mobile. Now, the structural reform is progressing, and then on a full-year basis, we have outlook for increasing profit by more than JPY 30 million. For finance and DX, we have identified challenges, and in the second half, we will be executing a strategy. Consolidated performance and mobile business is progressing in line with our projection at the beginning of fiscal year. For us, management, we are growing more confident about delivering results. The interim dividend is going to be JPY 40, which is half of JPY 80, a full-year dividend, which we announced at the beginning of fiscal year. Today, I talked about initiatives for the next stage of growth, but for the next medium-term plan, we will be proceeding with infrastructure advancement and partnership for service deployment. In the age of AI, we will be aiming to generate corporate value and sustainable growth. Thank you for your continued support, and thank you for your attention. [Foreign language] Mr. Matsuzawa, the President, thank you very much. At this moment, we would like to start the Q&A, start taking questions. Those of you with questions, please state your name and affiliation. In order to take questions from as many people as possible, the number of questions per person is two. Please ask your questions one by one. Those of you with questions, raise your hand. Block C, row two. I see a hand. Thank you. My name is Tokunaga from Daiwa Securities. I have two questions. My first question is this: In October and the second half. I would like your comment on the Mobile Businesses Competitive Environment. NTT is saying that competition is very severe, and they said they had to increase promotion expenses. SoftBank is saying that they are acquiring customers with a focus on quality. It seems that they're taking different approaches and views. Given that, how have you competed in October? Net increases in IDs are slowing in terms of growth. In the second half, how are you going to compete? May I have your comment on the competitive landscape? Thank you for your question. As I said in my presentation, we are now robustly promoting structural reform transformation. Our growth and reduction in churns and a positive migration from one brand to the other and increase in bundle rates. I think we're seeing the results, positive results in these aspects. I think we're having the necessary pieces fall into the right places. IDs, perhaps may not be all that robust, but we were anticipating that. We're trying to increase our health, structurally speaking. We want our operation to be mean and lean. That's what we've been doing for the past six months. In that regard, it depends on how you look at the competitive landscape. Landscape in terms of promotional expenses. Not that we're having head-on competition with our peers who are pouring promotion expenses. Rather, we would like to compete on the basis of product capabilities. We want to convey the attractions of our products to our customers to compete in the market. That will be our approach in the second half as well. All right. It seems that Churn rate is improving. Will that continue in the second half? There are some seasonal changes that will appear. We want customers to use our service over the long term. That will be our focus. Reduction in churn rate and upward growth. Those are what we would like to pursue. Robustly. Thank you. My second question is about the idea behind the mid-term plan. I think you talked about capital allocation in one of the pages in the presentation. A detailed question, number one. As you review your business portfolio, are you going to look at ROIC? What KPIs are you going to use as criteria for judgment? You talk about flexible buyback or shareholder return. Given your makeup, it may be difficult for you to move flexibly. If you could please comment on these aspects. Thank you for the question. Capital efficiency, what are the indicators we are discussing that as we speak? Internally, we need to have a discipline set. By so doing, we will be able to encourage investment for growth in the future. If you could wait until we come to a conclusion as to which indicators we are going to use for that, that is one message I would like to convey. Second, being flexible. At this moment, we would like to do what we are doing right now. Upon doing so, we would like to be flexible in deciding on a share buyback. It may depend on the definition. Thank you. Flexible share buyback, that is something that we have used as a phrase. Not that our stance has changed. This fiscal year, already JPY 350 billion buyback and JPY 50 billion purchase, altogether JPY 400 billion of buyback has already been conducted. In the second half, we are increasingly confident at meeting the EPS target for interim dividend. We are quite confident that we will be able to reach the level that we have said. For this fiscal year, at this moment, we're not thinking of having any additional buybacks. For the next year onward, as is noted in the presentation, based on the growth strategy in the mid-term plan, we will conduct share buybacks flexibly. It depends on the trends regarding major shareholders and the balance between investment and shareholder return. We would like to remain flexible. Thank you. Thank you very much. The next question. The section B, row two, the person in the back. Thank you. Masano from Nomura Securities. Thank you very much for your clear explanation. Based upon profit. First question, the second half profit plan as for mobile in the first half, 110% increase. Second quarter, JPY 19 billion increase, first quarter, JPY 11 billion increase. It's an acceleration. au revision of price and UQ price revision back in November, given that we believe you could deliver bigger. You put the word over. I think there is upside. On the other hand, your focal areas: finance, energy, Lawson, DX, all combined, JPY 16.6 billion increase in profit first half and second half, JPY 30 billion increase. JPY 13 billion increase is needed. Is it possible for you to achieve this? Where you see growth, the fee revision and IoT data center, the new business and cost reduction with all those elements, can you deliver results or do you need turnaround to be achieved? How do you view the probability of achievement of second half target? Thank you for your question. In the second half, JPY 55 billion increase in profit is what we are looking at, the composition. We will, JPY 30 billion is what we would like to create in focal areas, so finance and energy included. Finance, energy, and these businesses, business segment. As mentioned, in the first half, we have identified addressed challenges, so those businesses have hit a turning point. We would like to grow those businesses, and with that, we would like to deliver JPY 30 billion. In addition to that, mobile segment, JPY 19 billion and above, so that is the area where we would like to generate profit. If anything, this side, rather than complementing with this, we would like to grow each business. Since these are focal areas, we would like to grow this business. Thank you very much. My second question is regarding medium-term plan. Regarding capital, basically the balance sheet optimization and then share buyback and the EPS ambition. So balance sheet and P&L, the balance would be good balance would be aimed for, I believe. And what I do not understand is big theme one, the added value and the growing area. What do you mean by them? Going through your presentation, I do not have a clear idea. What specifically are you thinking about? Could you elaborate? Thank you for the question. As of today, for the next medium-term plan, what I would like to do is deliver our message. On the right-hand side, capital allocation concept, that's what we would like to adopt. On the left-hand side. We have deployed social infrastructure, including telecommunication infrastructure. Moving forward, data center, AI, and such infrastructure. Not only infrastructure, but we would like to go beyond that, and we would like to deliver the added value as well. This goes for data centers in Japan as well as overseas. It is a transformation to the infrastructure. That is the wording we use. We do have the resolution, determination, and the responsibility regarding the infrastructure. We would like to apply that mindset to the AI, but please wait for the announcement of the medium-term plan for details. Thank you very much. I do understand the infrastructure, but when it comes to the added value and the growing areas, you are announcing more details when you announce the medium-term plan? Yes. Thank you very much. That is all. Thank you. Thank you. Next. Section A, row two. I see a hand. Please go ahead. My name is Kikuchi from SMBC Nikko Securities. Thank you. Mobile. Income increase is really good news, I feel. With increase in income from mobile, you will be able to do a lot of things, a lot more things. I look forward to seeing such new activities. In the past, you said that you will focus on ARPU over the number of IDs. I think that was around three years ago when you said that. If the number of IDs decline, you think that momentum is important. Mobility needs to be increased. You had to change what you were saying in six months' time, which was disappointing. This time, you used the term transformation. I believe that you need to change the KPIs. Otherwise, you will have to start seeing something different if momentum is sluggish. You will have to change your approach. Churn rate is a very important factor, and it was very difficult for us to assess what was going on because of the churn rate. What is it that you are going after? Lifetime Value. As a term, it's easy to understand, but would that become an indicator? What is the definition? With these indicators, this is what you're trying to do. If you could clarify that. President Matsuzawa, what is it that you are looking to achieve? That's my first question. Thank you for your question. Increasing income in the mobile business, we are becoming increasingly confident about that. Because of increasing income there, we will be able to make more investment for growth in other areas. We're talking about structural reform or transformation. We would like to track what is being substantively changed. KPIs and sub-KPIs will have to be watched and monitored. We have made service revisions. Because we have had price revisions, we've had to send messages to customers through DM and electronically. Those customers who have not used our service for long because they were notified decided to cancel. How many customers are not using data? What is the ratio? We have been able to monitor that. How much data is being used by a certain customer over how many months? We're able to grasp these specifics. Some customers are utilizing data, they're willing to use our service over the longer term, we found. We're looking at such detailed KPIs as we continue with our structural reform. Thank you. If there's a sharp reduction in the number of users, then that could affect you. It's very important. Even if. The number of IDs go down, you won't change your approach. We have no intention of changing our concept or idea. It's not one or zero. It's not that we're not going to pursue the number of IDs. Of course, for future growth, the number of IDs is still important. We want to capture good, excellent customers. So those customers who are willing to cancel within the short period of time, that's not the kind of customers we're after. We would like to increase the number of IDs by capturing customers who are here with us for the long term. My second question. You've been talking about growth, investment for growth. The next medium-term plan is going to be formulated in six months' time. By that time, the number of IDs could further go down. I don't think you can just. Restrict your discussion in telecom business alone, but according to SoftBank. Crystal Intelligence is being aggressively marketed according to their president. NTT is increasing the number of data centers by spending JPY 1 trillion or so. There may be pros and cons with respect to such approaches, but especially your business segment this time. In the current medium-term business plan, it seems that you were not able to successfully strengthen your business segment. Above and beyond building data centers under the current plan, perhaps you could have done more to reinforce the business segment, Mr. Matsuda. Under the current term plan, that's the case. For the next plan as well, you should look to strengthen the business segment. There could be various directions. It could be IT services, data centers, solutions, AI. There are various aspects, and you will consider that for the next medium-term plan. Don't you need to identify important areas to start taking measures under the current plan? So, Mr. Matsuda, which direction are you heading? If you could just give us a hint or show a direction as to which direction you're heading or trying to head. The personal service segment is still a large foundation for a business. In terms of growth, we have to tackle the business segment. We've had double-digit growth. In the next medium-term business plan, we have no doubt that it will continue to be our growth driver. Given that, what are we going to do, in which area, that's what we have to clarify in the next medium-term plan. As I said earlier, based on the telecom infrastructure that we have, offer a value added in telecom business as well as in other businesses, convey that to the customer. Service the customer so that we can earn compensation. Connectivity or telecom and data centers where AI is being utilized, I think these are pieces that are indispensable to each other. I do not mean to single out AI business on a standalone basis. AI is something that can be incorporated into our existing business as well. We believe that part of our business will transform into one that will embrace AI. I think AI will accelerate in some areas. In terms of growth and so forth, how can we incorporate AI to enhance security and what positive impact could it have? That is what we are calculating. We would like to, of course, increase the odds so that we can be successful in the next medium-term business plan. Thank you. [Foreign language]. Next person, the section C, row three, the person in front. Thank you. Okumura from Okasan Securities. In the first half, looking at the profit, and also I have a question about your thinking about the second half. Page seven, operating income increase is shown in this table from the beginning of the roaming and the stakeholder return, and they seem to be contributing to the increase in profit, but the stakeholder benefit sharing and roaming. In the second half, do you foresee some special factors regarding them? Thank you very much. What you said is others portion, yes, in others. From our viewpoint, MVNO and Rockdale Roaming decrease in revenue and stakeholder return benefit sharing. For this stakeholder portion, it is something that we will continue from this year. What is the portion for this year? We are not specifying it, but it is a portion that is continued into next year. As for our technology partners, already some number is incorporated in that sense. So it's a sharing of benefit with the shops and also the personnel expense. Thank you. As for the roaming and stakeholder portion. It's decreasing the profit a bit above JPY 30 billion. Is my understanding wrong? Not that big. The amount is not that big. So the profit decrease. Regarding roaming, that's about JPY 1.9 billion. And the Rockdale Roaming revenue, income decrease will gradually shrink. Okay, understood. Excuse me. In order to deliver continuously value to customers, stakeholder benefit sharing cost annually JPY 20-30 billion is what we anticipate on a full-year basis. In the first half, in that sense, the amount is not so big. It has not incurred so much. Other section has all various other elements. For example, positive elements are included as well. In the second quarter, we had positive elements contributing. Thank you. On that basis, in the second half, the profit increase and decrease, page 19 shows the plan for the second half. What kind of changes were there compared to the beginning of year projection? In the focus areas, JPY 10 billion or so of downward revision was made. Is it the right understanding? If so, the finance, energy, low-end business segment, what kind of change happened? The full-year profit plan has been retained. The others are in balance with the decrease in profit. Roaming and stakeholder benefit sharing cost. I would like to know the changes in the elements, positives and negatives. Regarding that, from the initial guidance, the absolute amount has not been changed. What we anticipate, several factors we anticipate, we have not changed much. This is Nichua. View. Excuse me. I might have been wrong. Okay, thank you very much. Yes. Thank you very much. The time to close is fast approaching. We will be taking one last question. Section C, row one, please. Tsusaka from Morgan Stanley. Thank you. Share price, of course, is determined by the market. That's fine. You are performing very well. An entity who's not performing very well, share price valuation, market assessment, there's not much of a difference between you, KDDI, and entity, despite the difference in performance. According to market, price hikes cannot happen every year. You made a price revision this time. You're looking at the situation, looking at the customer reaction. Value enhancement, of course, can continue, but it seems that you've already done the price revisions. In the next step, what is going to be your focus for growth? I don't think the stock market has yet to understand that. For the next phase of growth, you have included a number of slides, but they are rather abstract. Telecom network quality being very good, but that's taken for granted. I'm sure you're focusing on that, but from the user's perspective, 99.9% and 99.8%, they won't perceive the difference between the two. In that regard, what you have included in the slides is rather taken for granted. You are not going deeper enough in terms of your strategy, it seems. There's lack of catalyst. I just can't see what we can be excited about. All of that can be explained by the next business, medium-term business plan, you may say, and that's fine, but peers of yours are putting out a lot of different messages about that. I think you need to assume the same attitude, perhaps. If you could share your thinking as to what you're going to do for the next phase of growth. I have only that question. Thank you for your question. As you pointed out, we made a price revision. We launched a price revision. I think it will have a tangible absolute effect this year and next year, and we will have a greater source of investment for the future as a result. On the right-hand side of one of the slides, capital allocation, I talked about the medium-term business plan. Specifics are on the left-hand side. What's going to be the catalyst for the next phase of growth? That was your question. Not that I'm asking you to wait for the next medium-term business plan to come out, but we're in a tumultuous age with. The emergence of AI. We have a picture for the future, but we are focusing on increasing the odds, if you will, increasing the likelihood of achieving that vision. You are saying that we should give sneak peeks, and I note that we would like to prepare for that for the next phase. Thank you. Now it is time to close with that. We would like to close the second quarter earnings briefing for the year ending March 2026. Thank you very much for your attention.