Good afternoon, ladies and gentlemen. I am Honma of NTT DATA. Thank you very much for participating the earnings results briefing session today despite your busy schedule. Here is today's agenda. Let me firstly explain the results of the fiscal year ended March 2023. Please turn to page three. This shows the overview of the actuals. Since the third quarter, NTT Ltd. has been consolidated. This impact plus further yen depreciation, along with all segments enjoying larger business scale, pushed up for our performance in sales and profit. Details can be found on the next page and onwards. As for our net income, financial and tax costs increased. Incremental operating income and other factors led to an increased dividend against the initial forecast is planned to be JPY 1 up to be JPY 22. Please turn to page four. New orders received. On the premise that the order calculation is different, NTT Ltd. consolidation impact is not reflected here. The Public & Social Infrastructure Segment experienced a decline due to the absence of the previous year's major projects. Project wins in Japan and abroad, as well as FX impact, led to an uplift of JPY 324.8 billion. Please move to page five. This shows net sales. Net sales in all segments continued to be upbeat with larger sales of businesses. NTT Ltd. consolidation impact was around JPY 580 billion. FX impact, circa JPY 160 billion. Even without those factors, around JPY 200 billion incremental sales were recorded. Please turn to page six. Operating income. It grew by JPY 46.5 billion, mainly helped by sales growth. The Public & Social Infrastructure Segment, due to losses from unprofitable projects, it remained on par with the previous fiscal year. The Overseas followed the same trend in sales. Thanks to the limited consolidation and FX impact, it enjoyed an incremental profit of around JPY 50 billion. The other segment result was mainly attributed to the cost increase from the company-wide strategic investment, which had been factored in our initial forecast. You can find the breakdown by segment in the overseas business on the next page. Please move to page eight. This shows major achievements and challenges for the fiscal year ended March 2023. Overseas business combination with NTT Ltd. further accelerated the global business and financially and non-financially our recognition has been improved. On the other hand, we still face challenges such as losses reported from unprofitable projects, financial soundness and investment profitability. Please turn to page nine. Let me next cover the post-combination status of overseas business. Please turn to page 10. Here is the overall timeline to shift to the holding company structure. Step one took place last October when we combined businesses with NTT Ltd. and as an overseas business company, NTT DATA, Inc. was established. As a step two, to shift to the holding company structure in July, the company names of the holding company and the domestic business company were decided, NTT DATA Group and NTT DATA respectively. Preparation is underway step by step. Since before the business merger, NTT DATA and NTT Ltd. respectively have been transforming businesses, making solid profitable growth. In the fiscal year ended March 2023, the post adjusted EBITDA rate of 8% was achieved. Going forward, we will fully drive sales collaboration and reorganizing overseas business to achieve the 2025 midterm plan objective of the overseas EBITDA rate of 10%. Since last October, when NTT DATA, Inc. was established, collaboration including NTT Ltd. has been pushed forward as one NTT DATA. We have been working on enhancing regional sales capabilities to create new business opportunities and delivering greater value of service offering to create profitability. As a result, sales pipeline and customer expectation are growing. In order to further synergize. A new operating model from 2024 has been developed, mainly comprising the regional and global units. For the regional unit in each of EMEAL, APAC, and North America, in those three areas, NTT DATA's operating companies and NTT Ltd.'s overseas business will be combined so that through a single contact point, unified offerings can be provided to further deepen regional customer engagement. At the same time, as for the global unit, in data centers, network, and others, provided by NTT Ltd., and those will be offered as global common services through Global Technology Services. Also, SAP is being provided by NTT DATA Business Solutions, and through which we will further enhance value of service offerings by leveraging economies of scale in collaboration with the regional units. In addition, the corporate function, including NTT DATA, Inc., will strive for overall optimization and for promoting growth strategy of the global level services and delivery and partnership strategy. Next, let me explain the progress status of the midterm management plan. Please turn to page 15. During the global first stage, started from fiscal year 2005, we achieved a greater global coverage, followed by the second stage from fiscal year 2016, where we established a global brand. The previous and the current midterm plan started from fiscal year 2019 and fiscal year 2022 respectively, are positioned as a global third stage. We will continue to drive initiatives to become a company trusted by clients globally. These are KPIs set under the current midterm plan. We have been working on these five strategies to achieve our goals. By implementing them thoroughly, we will continuously endeavor to provide greater value for clients. With strategy one, through cross-segment collaboration in Japan and by working with NTT Ltd., we are working on creating new services. Key examples include the one between the public and financial segments called KOKO PASS, Cashless Payment of National Treasury, and the one using NTT Ltd.'s private 5G capabilities, factory DX for BMW. One of NTT Ltd.'s main businesses is data centers. Its market share is the third-largest in the world, and it mainly serves so-called hyperscalers or cloud operators. This data center business is positioned as a key pillar for the mid to long-term business foundation, and with proactive investment, we aim to expand the foundation, forge partnership with hyperscalers, and offer services for enterprises. Strategy two. Based on the foresight or for the ideal state-oriented consulting together with clients, we have been working on co-creating new value. One example is the healthcare co-creation lab setup based on the foresight in the healthcare and insurance sectors. We are currently working with clients and partners to co-create opportunities. As one of our distinctive consulting services which covers end-to-end from management to technology, we are going to build integrated consulting brand and services. Strategy three: evolving to an asset-based business model. Tacit knowledge is generated through business, which we will elevate as an asset to be widely used to evolve to a knowledge-intensive business model. As the example shows here, asset-included best practices shall be provided as a service to provide add-added value services in high quality and at a high speed. In creating assets, strategy four plays an important part. As described here, based on the maturity of technology, we acquire, accumulate technologies, and verify practical application of such technologies in business, as well as develop talent. As part of this effort, last August, in six countries, we founded Innovation Centers. Activities encompass strategy development of mid to long-term technologies, co-creation with clients, and POCs, through which we globally validate business application at a global level. Finally, strategy five. With the key phrase, "Be the best place to work," we will continue to make our workplace more attractive. So far, we have adapted job type, employment system, and other programs, while significantly strengthening the mid-career recruitment. These efforts paved the way, and across 15 countries and three regions, including Japan, we won recognition as a Top Employer 2023. We will keep on transforming ourselves so that we will be recognized as a more attractive company from internal and external perspectives. Next, sustainability-oriented management. The current midterm plan set out the slogan of realizing a sustainable future, under which we have been promoting business and corporate activities to address societal issues and contribute to the global environment in collaboration with clients. Through our corporate activities of IT, we have built a structure at a global level to achieve our objectives under Carbon-neutral Vision. Country-country collaboration is underway to promote various initiatives. Through business activities by IT with sustainability offerings for clients, we have been increasing value to help clients promote sustainable management while creating more business opportunities at the same time. Through our activities of IT, we have been working on making our data centers and software greener ahead of the industry. Our proactive participation in international initiatives and progressive corporate activities have been highly recognized by external parties. In our activities by IT, as one example of sustainable offering, we've started to offer C-Turtle, a platform to visualize greenhouse gas emissions, enabling clients to visualize emissions throughout their overall supply chain. Through these offerings, we will continue to help clients and society to become more sustainable. Let me explain investment and financial strategies. Please move to page 28. As with the previous midterm plan, we will continue to strategically invest to strengthen focus technologies and industries and promote M&As to acquire digital capabilities. For the data center business that we acquired through the business merger with NTT Ltd., we will continue aggressive investment to seize vibrant market demand. With strategic investment as per the previous fiscal year, we will continue the JPY 32 billion level spend this fiscal year, as described here. For M&As in the three-year period of the previous midterm plan, we spent around JPY 150 billion. Under the current plan during last fiscal year, around JPY 80 billion was spent. The same level of investment is planned for this and coming fiscal years. By spending proactively, we strive for acquiring more digital capabilities. The data center business is observing robust demand, mainly with hyperscalers, great growth is expected. Last fiscal year, around JPY 280 billion was spent, in fiscal year 2023, around JPY 350 billion is planned. While working on initiatives to gain return on investment in a shorter period with higher profitability, we will proactively make investments. This slide shows three types of investment and the correlations in terms of profit contribution using gradation colors. M&As and data center business require integration, construction, and other upfront investments, it requires a certain time to gain return. It will contribute to enhancing our mid-to-long-term competitive advantages. In order to maintain and enhance sustainable competitive edge, we will continue to appropriately manage investment portfolio. To deal with challenges of financial soundness and profitability, with profitable growth, we are aiming to increase EBITDA, whereas using the third-party capital in the data center business, we will shorten time to recover investment. Therefore, with fiscal year 2023 as a bottom, we will work on improving investment profitability and financial soundness. Next, let me explain forecasts of fiscal year ending March 2024. Please move to page 35. Fiscal year ending March 2023 consolidated only three months results of NTT Ltd. However, from this fiscal year and onwards, the full year results will be consolidated. Also, please be advised that the forecasted new orders received will continue to exclude NTT Ltd.'s figures. The exchange rate is estimated at JPY 130 and JPY 141 respectively against the dollar and the euro. Page 36, please. Based on the premise mentioned earlier, this shows our forecast for this fiscal year. The NTT Ltd. consolidation impact is reflected on a full year basis. Therefore, we expect to see an uplift in sales, profit, and costs. If we strip out the limited consolidation impact, net sales helped mainly by Japan's business project wins such as digital projects. Net sales are expected to grow. As for the operating income, although integration costs due to the overseas business combination will increase, business growth in Japan and abroad and disappearance of losses from unprofitable projects. In the Public & Social Infrastructure Segment, we expect to see the growth. As for net income, due to the withdrawal from the overseas underperforming businesses, expenses are expected to increase. Along with incremental capital investment and financial expenses, we expect to see a profit decline. New orders received does not include NTT Ltd. figures. Given the strong order climate in Japan and abroad, such as digital-related needs, we expect this to see an increase. As for dividend, based on the strong performance, it shall be up by JPY 1 against the fiscal year ended March 2023 to pay out JPY 23. Please move to page 37. This shows forecast by segment. Sales and operating income will be impacted by the NTT Ltd. consolidation for full year. Coupled with a solid business scale growth across all segments, we expect to grow both sales and profit. New orders received has factored in a decline due to major project wins in the Enterprise Segment in the previous fiscal year. The favorable order climate in Japan and overseas, we expect to see an increase. The next page shows a forecast by segment in the overseas business for your reference in the same format as actuals. This concludes my presentation, and let me pass over to Kakeya, Head of Finance, to cover details of consolidated results using the appendices. Thank you for listening. I am Kakeya, the Head of Finance. Let me add some information to the consolidated results. Please turn to page 40. Here is detailed consolidated results. Let me cover the items below the operating income. Net income for the fiscal year ended March 2023, despite increased financial income and cost share of profit loss of entities for using equity method and income taxes and others, it landed at JPY 7 billion surplus helped by greater operating income. As informed in the third quarter, the increase of financial income and cost share of profit loss of entities for using equity method came from more interest payment due to incremental interest-bearing debt from the limited consolidation. Higher income taxes were driven by higher tax costs due to the higher pre-tax net income and partial profit loss of NTT DATA, Inc. recorded in the non-controlling shareholders' profit and loss. As for net income for this fiscal year, as explained by Honma, there's an increased cost from exit of overseas underperforming businesses and higher capital investment and financial costs. We are expecting a decline of JPY 6 billion. Please turn to page 41. This shows breakdown of sales from clients outside the group. The Enterprise Segment implemented organizational changes on April 1st, 2023. Starting from this fiscal year, we are going to report under three areas: manufacturing and services, retail and consumer packaged goods, and consulting payments. The Overseas Segment actuals consolidated NTT Ltd. results from the third quarter, while the forecast has reflected the full year consolidation. Please turn to page 44. This table shows a balance sheet comparison against the previous fiscal year-end results, highlighting major items. The NTT Ltd. consolidation impact increased the total assets by circa JPY 3.1 trillion, mainly driven by a JPY 1 trillion increase in current assets. In non-current assets, property, plant and equipment, goodwill and PPA increase, leading to an uplift of circa JPY 2.1 trillion. Liability is up by JPY 2 trillion due to JPY 1.2 trillion increase of interest-bearing liabilities. That's all from my side. Thank you.