I will present the consolidated financial results for the 3rd quarter of fiscal 2026 ended December 31st, 2025. The summary: sales and operating profit decreased year on year.

Sales decreased overall due to lower sales in Lifestyle and the deconsolidation of Automotive, despite higher sales in Connect, Industry, and Energy. By business, sales of generative AI-related businesses in Industry, Energy increased, in addition to higher sales of process automation in Connect.

Sales decreased in in-vehicle in Energy, consumer electronics and air conditioners in Lifestyle, and various other businesses. Adjusted operating profit increased overall due to increased profit in Lifestyle, Connect, and Industry, despite deconsolidation of Automotive.

Operating profit and net profit decreased due to recording of restructuring expenses for ongoing group management reform. Operating cash flows for the 9 months decreased year on year due to the absence of monetization of IRA tax credit through transferable method in FY March '25 and restructuring expenses.

As for the full-year forecast, overall sales and adjusted OP remain unchanged, but by segment, adjusted OP is revised downward in Lifestyle and upward in Connect and Industry. Overall adjusted OP forecast for Energy remains unchanged, while adjusted OP for in-vehicle is revised downward and that for industrial consumer is revised upward.

The downward revision of the forecast for OP is due to increased restructuring expenses. Sales decreased year on year by 4% to 2,063.3 billion yen.

However, sales excluding Automotive increased by 5% year on year. Adjusted OP increased to 159.1 billion yen.

Due to the recording of restructuring expenses, operating profit decreased to a loss of 7.2 billion, net profit also decreased to a loss of 17.1 billion. Results by segment based on the current reportable segments: following the launch of the new organizational structure in January 2026, we have begun disclosing our financial results based on new reportable segments effective after the 3Q 3rd quarter announcements.

Please refer to the reference materials for the results based on new reportable segments. First, sales by segment.

Lifestyle saw overall sales decrease due to lower sales in such businesses as consumer electronics and HVAC, both affected by weaker overseas demand, despite higher sales of electrical construction materials supported by favorable sales mainly in Japan. Connect saw sales increase due to higher sales of process automation, capturing demand for ICT, including generative AI servers, avionics with continued strong orders, and Blue Yonder.

In Industry, sales increased driven by continued demand growth for information and communication applications, such as generative AI servers. In Energy, sales of in-vehicle decreased due mainly to lower sales as North America factory with deteriorated EV market conditions.

Sales of industrial consumer largely increased due to continued favorable sales of energy storage systems for data centers. Within other, elimination and adjustment, sales in entertainment and communication decreased due to deteriorated market, while sales in housing increased.

As for adjusted OP by segment, increase in Lifestyle, Connect, and Industry. In Energy, adjusted OP of in-vehicle decreased due mainly to lower sales in North America and the impact of US tariffs, while adjusted OP of industrial consumer increased due mainly to higher sales.

As a result, overall adjusted OP increased despite the deconsolidation of Automotive. As for the results of Lifestyle segment by divisional company, in Living Appliances and Solutions Company, sales and adjusted OP decreased due mainly to sluggish overseas sales.

Heating & Ventilation A/C Company saw adjusted OP remained at the same level year on year. In Cold Chain Solutions, sales and adjusted OP decreased due mainly to temporary lower sales caused by manufacturing issues in North America.

Electric Works Company saw OP increase on higher sales of electrical construction materials in Japan. Year-on-year operating profit variance analysis from left: increased sales in real terms had a positive impact of 10 billion yen.

Increase in fixed costs had a negative effect of 8.4 billion. Please note that positive effect of 5 billion was recorded due to restructuring.

The net impact of raw materials and logistics prices was negative 4.3 billion. Net impact of price revisions, rationalization, and other factors was positive 27.

Blue Yonder negative 4.8 billion yen, excluding foreign exchange. Effect of exchange rate was positive 1.9 billion, mainly in Industry and Energy.

Deconsolidation of Automotive was negative 8.2 billion. Impact of US tariffs was negative 4.3.

Adjusted OP increased by 8.9 billion yen year on year. Operating profit was down 139.5 billion.

On the left, operating cash flow, decrease of 412.4 billion yen year on year due to non-recurrence of IRA tax credit. On the right, net cash was negative 945 billion.

As for the consolidated full-year forecast,

sales and adjusted OP remains unchanged from forecast announced in October. The forecast for OP and profit before income tax is revised downward by 30 billion due to deterioration in other income loss of 30 billion.

Full-year forecast by segment: please note that the figures are presented based on the current reportable segments. The forecast is revised upward for Connect and Industry, downward for Lifestyle.

This shows the forecast of the Lifestyle segment by individual divisional company. Sales and AOP forecast is revised downward in LAS and HVAC and CCS, while the AOP profit forecast in Electric Works Company is revised upward.

It shows our analysis of the forecast by segment. The Lifestyle overall sales and AOP forecast is revised downward by business.

Living Appliance and Solution Company and HVAC is revised downward due to a weaker overseas demand. CCS revised downward due to the temporary reduction in production in Q3.

On the other hand, AOP forecast in Electric Works Company is revised upward due to continued favorable sales in Japan. In Connect, the forecast is revised upward with higher sales of avionics supported by continued strong orders as well as higher sales of the process automation.

In Industry, the forecast is revised upward with higher sales of products in electronic devices and materials and driven by the continued demand growth of GenAI servers. In Energy, overall AOP forecast remains unchanged from the previous forecast.

AOP in in-vehicle is revised downward due to the slowdown in EV market condition in North America, while upward that for the industrial and consumer with higher sales of energy storage systems. This shows our analysis of AOP forecast by factor in comparison to the previous forecast.

The upper graph is the previous forecast, the lower one is the revised forecast, middle row is the revised amount. As shown the middle section, operating profit forecast revised downward by 30 billion yen from 320 billion yen to 290 billion yen, an increase of the 30 billion yen in restructuring expenses currently underway, which is recorded in other income and loss, although the forecast of AOP remains unchanged.

This shows the update on the structural reform is currently underway, including restructuring expenses and expected effect. Restructuring expenses are now expected to increase by 30 billion yen to 180 billion yen due to the expansion of the restructuring.

Accordingly, the group-wide effect of restructuring is expected to increase by 5 billion to 42 billion yen. The group-wide effect is now expected to increase to 145 billion yen.

From this slide onward, I will discuss the outlook by each individual business. First is in-vehicle in Energy.

On the left, the line graph shows the trend in sales volume of automotive batteries at the North American factories. The bar graph shows EV sales in units in US related to the termination of the IRS Section 30D tax credit for EV purchases at the end of September 2025.

There was a last-minute demand in Q2. As a result, greater than expected the impact, the full-year forecast for battery sales volume is revised downward to 39 gigawatt-hour from 40.

In our outlook on the EV market, we expect the market to bottom out in Q3 and then overall full-year recovery is roughly to the same level as FY26. The uncertainty continues.

However, we will continue to expand our business in line with the market trends and customer demand. Next is our outlook of all the energy storage system for the data centers in industrial and consumer.

Graph on the left shows the sales outlook of all the energy storage systems for the data centers in pursuing our sales target of 800 billion yen in FY29. The possibility of securing nearly 500 billion yen over the current level has increased significantly, and we have also recently seen the rise in customer inquiries.

In response to the surge in demand, we are moving quickly to make decisions on expanding capacity, including repurposing the existing automotive battery assets for cell production. We have already begun converting the production lines at automotive battery factories in Japan and plan to begin production for the data center applications sequentially from the Q1.

Looking ahead, we will also consider further utilization capacity at our Kansas factory. For module production, we have decided to construct a new factory in Mexico and already launched this project.

In addition, to address the increasing complex customer challenges in absorbing power load fluctuation, our Energy and Industry businesses are collaborating to accelerate the development of the new solutions. We also plan to launch a capacitor backup units, which use our newly developed modularized supercapacitors in FY27.

Leveraging our unique expertise from the capacitors to batteries within the company, we are delivering the solutions that only we can provide. By doing this, we maintain our leading market position to drive further business growth.

Next is outlook for the GenAI-related businesses. We set a target of the 100 billion yen in FY31 for existing two core products, conductive polymer capacitors and multilayer circuit board materials, with various new devices.

As demand related to GenAI continuing to expand at the pace far exceeding our initial expectations, we now see the possibility of reaching 100 billion yen with these two existing products alone. We plan to invest in several of our plants, including the construction of the new facility at Ayutthaya plant in Thailand for electronic materials to ensure that we do not fall behind the rising demand.

Furthermore, business opportunities are rapidly expanding in areas where our Industry segment's expertise can be fully leveraged, such as supercapacitors for CPU, high-voltage devices for supply, and other peripheral application. We also actively pursue growth by capturing those opportunities.

This is the share transfer of the Panasonic Housing Solutions that we announced on the 17th of 11. We are proceeding smoothly with the necessary procedures to close on March 31st, 2026.

Portfolio management review is currently underway. This shows the segment changes to Lifestyle segment resulting from the transition to the new organizational structure starting in January this year.

The current segments are shown on the left and the new ones are on the right. In addition, we are making some changes to the voluntary disclosed businesses.

From the next results briefing, we will be explaining based on the new reportable segments. Thank you very much for your understanding.

That concludes my presentation.

Thank you. Misumi from Nikkei.

I hope you can hear me.

Yes, we can.

I have two questions. First, I'm looking at slide 18, Energy, the new plant to be constructed in Mexico.

What is the size? When do you start construction?

Specifically, where in Mexico and why Mexico? That's my first question.

My second question about the new HR system, Solution Revenue Officer and Chief Revenue Officer are newly established. Could you be more specific in what their respective roles are and what led to this change in the HR system?

Thank you for your questions. First, for module plants to be constructed in Mexico, you asked about the location and the backdrop.

First, in Mexico, we already have a plant, we wanted to consolidate, expand in the vicinity. That's why Mexico.

We are to expand in two ways: at the existing plant, we do have some idle space and capacity, so that will be the priority in our expansion. In order to achieve the target that we have for FY29, we need further expansion.

As for the timing, 800 billion yen in FY29, and we backcast from there for the construction plan. For the second question, our CHRO, Kinoshita would respond.

About the personnel change announcement, especially Solution Revenue Officer and Chief AI Officer. About Solution Officer, we have three business areas focusing on solutions, as you're aware.

In the solutions area, establish the system for go-to-market and have the marketing strategy on B2B B2B as a group. Solution Revenue Officer was established to address that specific mission.

Suzuki-san of SAP is to join us, given his expertise, key account management expertise in particular. We will refer to his expertise so as to revisit our B2B strategy.

Chief AI Officer: in the AI area, Matsuoka-san has been leading this effort at Panasonic Well Panasonic Well headquarters to promote the shift to AI in our core businesses, so as to establish the platform as the solution company. This reform was in the innovation and incubation phase so far, and we are going to go into the next phase of AI transformation, revolution.

Especially in solutions area, which is our focal business area, we are to leverage AI and to provide value-added offering to our customers. Along this line of thought, so far we had AI strategy development and research capabilities in different regions, different organizations, but we want to consolidate this to AI data platform.

Panasonic Well headquarters will be dissolved as of the end of March for further development. Sakakibara-san, who is the CTO at Connect, will be assuming this new responsibility so as to provide solutions to the customers.

Sakakibara-san would be the CTO at Connect and also CAIO of the Panasonic Group, so that we will have the maximum application of AI expertise under single leadership. Hope that answers your questions.

Yes, thank you.

Next, from Toyo Keizai, Umegaki-san. Thank you.

Umegaki speaking from Toyo Keizai. I also have two questions.

First is about the headcount reduction. The restructuring cost, I think you changed that upward twice, maybe more people applied for this plan.

How many people applied or how many people have left, and how do you think of this? Based upon the capital market theory, maybe this will lead to the personnel cost, and it's positive.

Also on the other hand, it means that more people wanted to leave Panasonic. Is it possible for the employees to have a more pessimistic view about the Panasonic future?

The second point is about the direction of the AI. The consumer electronics, especially the B2C business, how do you plan to utilize AI?

More recently, the B2B, the batteries and materials for AI, they're doing well. I understand that.

For the [Umi?] , and also Panasonic Well will be dissolved and Yohana will be stepping down, does that mean that the new service startup didn't work very well?

Anything that you learned as a lesson? After dissolving the Panasonic Well, the strategic alliance with Anthropic, is that going to be maintained?

Thank you. I'd like to answer to your questions.

The first is about the personnel reduction. Yes, the restructuring expenses has been increased, so as you can guess, the number of people is going to be bigger than what we expected.

We mentioned that the 10,000 as our whole number, that was the plan that we showed.

There will be some people who will be applying in the Q4, it's still uncertain, but it's likely to expand to the 12,000 level. How do we interpret this?

You also asked about that. I think that the personnel or each employees made this decision after really thinking about this very seriously, and they decided to move forward.

It was very difficult the decision for us, but we'd like to stay closely with those employees who are starting the new path. We would like to support them.

Also whether we have a pessimistic atmosphere inside the company: and of course when many people leave, it is likely to cause some disruption or confusion, but there are people who would like to stay and persevere and work hard. We'd like to consider this as a positive thing so that we can create the new Panasonic Group as one team.

That's the first question. The second is the AI utilization in the area of the B2C.

Yohana, Yohana is stepping down, how do we redefine this? As it was explained about the changes of the personnel, I think we are moving on to the next phase.

So [Umi?] and Yohana, we need to really stop, pause, and think about this once again from zero.

From 2019, Yohana joined us, and based upon the new hypothesis, we tried to challenge this B2C area. Every year, we had the pretty good budget and tried to verify the hypothesis, but this Yohana business and also [Umi?]

, the scaling and monetization, we did not verify the hypothesis very clearly. We need to pause and think about this once again.

It doesn't mean that we will stop the AI-related challenge in the B2C area. In the smart life, for example, we would be inheriting this so that we can do the new monetization, or a new business model will be generated and we will continue to challenge.

About your question about Anthropic: yes, the [Umi?] , under the framework of the [Umi?]

, we were discussing the alliance. This would change a little bit, but with the AI platformers and the partners, we would like to work together and we would like to compete against each other, and we would like to continue to do so.

That remains the same as a group. Thank you very much.

Next, Takeuchi-san from NHK, please.

Can you hear me? Yes.

About the headcount reduction, I have a question on that. More people applied, understand, for the early retirement program.

Think you're going to need to improve on the productivity with smaller headcount. Where are you in that effort?

Thank you for your question. Yes, I think this will be a good follow-up to what we were discussing earlier.

Increasing the number of personnel at the workplaces where the number has been reduced would be counterproductive, we will be working on the productivity improvement. We are having a very in-depth discussion at each workplace.

Use of AI at our workplace will continue to be promoted, we'll do that as part of our efforts to improve on our productivity. That discussion is ongoing at each entity.

Selection of where to focus on is another important aspect. We have to be proactive in identifying where we can reduce or terminate our businesses.

Those are the things that we are working on.

I see.

Hope that answers your question, Takeuchi-san.

Yes, thank you.

Next is Furukawa-san from Bloomberg.

This is Furukawa speaking from Bloomberg. Thank you.

I have two questions. The first is on page 17, North American EV market after the Q3 gradual recovery.

What is the reason for this assumption? Is it based on your strategic customer, or do you see the recovery already in January and onwards, or are there any other reasons or information?

Also on page 8 on the right-hand side about the share transfer, there is a 42.6 billion yen write-off. Could you explain what this is?

Yes, let me answer to that question. The first about the North American EV market: as I mentioned, in Q3 went down because Q2 was very strong, it would gradually recover and we expect that it will go back to the same level as before.

You asked about the reasons. There are multiple factors, and based on those, we made this judgment.

Market as a whole for the full year, it's about flat, almost flat, or depending on the researches, it could be a little weaker than year before, that is for fiscal '27. As for the strategic partner, of course that it is closely related to them, and we are having the conversation with them.

What they wish to achieve is a little bit higher. Their vehicle strategy and also their market share increase, they say that they are confident in doing so.

In our case, we would like to make a judgment based on the multiple perspectives, and we believe that this step of recovery is possible. That's my answer to your first question.

On page 8 in other income and loss, 42.6 billion yen write-off, I think that was your question. Concerning that, as we mentioned Ficosa on the PowerPoint presentation, the Ficosa deal-related, the write-off was 42.6 billion yen in this quarter.

Ficosa, last fiscal year, we carved out the Automotive segment, and Ficosa was one of the business sectors. This is for the Europe.

They manufacture automotive components. For that, last fiscal year, maybe you remember that at the time of the carve-out of the Automotive, we could not carve out everything.

A partner, of course, based upon the shareholder contract with the partner, there was not possible to transfer that part. The partner wanted to proceed, therefore it was not a total carve-out.

About this business, this continues to be the non-core business in in-vehicle. About the carve-out deals, we try to pursue the different deals.

As a result, this write-off occurs. About the write-off, Ficosa, we acquired this Ficosa as a majority shareholder more than 10 years ago, and the related business have been damaged to some extent.

As a result of that, there was a write-off.

I see. Just a follow-up question, just one question.

Strategic client, the level that they want to achieve, it's high in Q4, and also you said that the high level is for fiscal '27, is that correct?

Yes, you understand it is correct.

Thank you. We're getting close to the end of the session for journalists, we ask you to keep your questions to one per person.

Once again, we only take questions on the Japanese line. Terada-san from Yomiuri.

Thank you. This is Terada from Yomiuri.

About restructuring, I have a follow-up question. 12,000 people altogether, you said.

I understand this is already exceeding the number you had originally had in mind. Ultimately, what do you think would be the total number, or do you think that the headcount optimization has all but been completed?

Also regarding restructuring, are there anything additional that you can share with us with regards to the progress made so far? About the personnel optimization restructuring, 12,000 currently, is it going to be any larger?

was your question. 12,000 is the forecast on the full-year basis, we're not anticipating any further big increase from there.

For restructuring, this is not specific to personnel, but other aspects of restructuring, any progress during this quarter:

well, housing and automotive-related Ficosa deals, these are the new developments that we saw, as was included in my presentation earlier.

Question for clarification. So 12,000 people, you don't expect any further increase, meaning that you think that personnel optimization has all but been completed, am I correct?

Yes, that is correct.

As for the businesses with issues, I think you had a list on that, how about sales, divestiture of those, any specific progresses made so far?

Specifics have already been mentioned.

I see. Thank you.

Thank you. Due to the shortage of time, we'd like to take one more question.

From Nikkei Business, Iwato-san.

Iwato speaking, Nikkei Business. Personnel-related, Matsuoka-san is stepping down.

Yohana was not so successful and [Umi?] was not made into the services.

I think Waniko-san said that there were a good level of the budgets. I think it's been 7 years.

What did Matsuoka-san bring to Panasonic? Also Kinoshita-san is joining as external personnel to Panasonic, what are the important things for the external personnel to be contributing to Panasonic?

I'd like to make a comment, and you asked the question to Kinoshita-san, I would ask Kinoshita-san to make a follow-up comment. What remains after challenging this?

As a business, yes, we did have a continued budgets, but it was difficult to monetize or scale up the monetization. There were some hypotheses, and we needed to pause.

As we face the fiscal year of the restructuring, we made this decision. It doesn't mean that there is no legacy.

AI-based business, how do you create that platform or architecture design, and also the personnel? Through the various challenges, there are achievements or the things that remain in the company.

We'd like to make sure that we keep the AI as a important initiative. What she left as a legacy for the future, we'd like to make sure that we would succeed that to the R&D of Panasonic so that we can take advantage of them.

Thank you. I would hand the microphone to Kinoshita-san.

As Waniko-san said, yes, Matsuoka-san's office in Silicon Valley and also her team, I met them in Silicon Valley. Matsuoka-san is really the talent magnet, and great AI talents were attracted in Silicon Valley.

Those people were attracted to us. Building the AI data platform was what they did.

Unfortunately, we suspended the [Umi?] , but about the AI and data business, what kind of personnel do we need, I think that we have made the progress in building the foundation.

We talked about the personnel development, I think that we have to make sure that we do both. That is the innovation personnel.

We still need more innovation personnel. Matsuoka-san started so-called dojo, the development program was something that she led with passion.

The Japanese engineers who spent time with her, I think how they work and their mindset changed based upon that experience. I think that's very important assets that Matsuoka-san have left.

We'd like to make sure that we would deploy that in the area of the AI in B2B. Also the important thing what she did was the network with the outside of the company.

The Anthropic was mentioned, and it's not possible to do everything on our own. Including the Silicon Valley and tech ecosystem, how can we work with other companies in collaboration?

That was also one of the major achievements that Matsuoka-san have left with us. Thank you.

I hope that answers your question. You mentioned that Matsuoka-san is talent magnet, but even after she steps down, you think that the wonderful AI personnel will remain?

Yes, together with Matsuoka-san, we are making a lot of efforts to retain those people. Newly appointed the CAIO Sakakibara-san is also a talent magnet.

In Connect, Sakakibara-san has been leading the AI-related development and gaining the personnel from IBM and others. In that sense, Sakakibara-san will be succeeding that as Chief AI Officer.

Thank you.

Thank you. Harada from Goldman Sachs.

I have two questions. First is on business risk.

Earlier you did refer to EV. Can we be assured that Q3 would be the bottom?

As for Connect process, are we sure that there'll be sufficient capability in terms of procurement? Is there no risk for cost increase or margin reduction?

Anthropic AI SaaS-related share prices are declining today. Wouldn't Blue Yonder be affected by that, especially for next fiscal year?

Also on Industry, for the high-voltage device, I think you said that there'll be new products, capacitors. Is it 100-volt architecture?

What kind of products are you talking about?

Thank you for your questions. First, about the business risk.

You referred to various factors. About EV, electric vehicle, would 3rd quarter really be the bottom?

you asked. The slowdown or softening of the market, we need to keep eye on that, but our projection is it is going to get better.

Of course, we have to rely on our communication with the strategic partner. We are receiving strong inquiry, and in the 3rd quarter, we had a bit of a problem with ramping up our Kansas factory production, and there is a rather strong pressure coming from our customers to increase our production capacity, there is a demand on the part of the vehicles obviously.

There was a rebound decrease that we saw in the earlier quarters, but we think we can be positive about going forward.

As for the electronic DRAM semiconductors, I think we are on top of the drills. There are some price increases in materials, especially copper.

We are paying close attention to the developments in the market, but so far it is not yet a big risk. Your last point about AI-related SaaS-related share prices, I think you're talking about the multiple derating.

Within the industry, there are some concerns voiced, it is not of this. It's really a overall market situation.

How do we see that? With AI, we are seeing two opposite directions: the opportunities and a threat.

I think there is more attention being paid to the threat aspect, and maybe that is the reason why it is hurting the multiples of some of the shares. We're on top of that.

Especially the Cognitive series of Blue Yonder, AI agent-mounted product lineup ahead of our competitors, as we have been explaining. As far as Blue Yonder is concerned, we consider this to be opportunity rather than threat, although it is really up to the market to see which is the case, but at least that is our viewpoint.

Regarding the devices, especially the high-voltage devices for Industry, specific product information cannot be shared at this point in time. Capacitors, relay, we do have these products within our business, and as you're aware, for AI data centers, a higher voltage capabilities are being called for.

In in-vehicle and automotive applications, we have built our expertise, translated into business opportunities, and we feel they are further opportunities, and we will be sharing further details as they become available. I see.

One question about Blue Yonder. The valuation of competitors are deteriorating.

What about the impairment loss risks? In a nutshell, impairment risk is not what we have in mind.

Of course, within valuation, the multiples of our competitors will be part of the factor. That's for sure.

It is going to get tighter than in the past, but overall valuation decrease that we see today is not going to affect us for the time being, that is.

I see. Thank you.

Thank you. This is Hirakawa of BofA.

Two questions. First is about the EV batteries.

You mentioned the specifics, but your strategic partner, high-end model is going to be suspended, and then that Suminoe factory's utilization rate might come down. The Kansas batteries demand is strong, but the Nevada battery demand might come down.

Suminoe and Nevada and utilization, is there anything that would fill up the decline? Could you share with us your view on the utilization rate and the earnings?

Second question is about 600 billion adjusted OP, and now it's 150, the fixed cost 185 billion is now possible. Now that the EV automotive battery is uncertain, CFO said, so that uncertain condition continues.

So 600 billion, maybe we shouldn't focus too much on the single-year number, but in achieving 600 billion, what are the initiatives that are remaining that you can work on?

Thank you. First question about the EV battery, our strategic partner, high-end model production suspension, the impact of it to us, that was your question.

Yes, there is an impact. Concerning that, we have already factored that in.

High-end model production when it's suspended, the impact as you mentioned is that the Japanese plant, the cell production will be impacted. This quarter, for the first time, the client side announced that they would make this suspension.

From the last fiscal year, it was already factored in and the volume has been reduced. We explained that many times, we don't have to worry too much about it because we already had the expectations.

About this, we already knew this would happen. As for the utilization rate of Japanese plant, Mazda and Subaru and other car OEMs, how do we shift to others?

We are talking with them, and we have been discussing about the business. Having said that, EV market has been slowing down, and it's not just our strategic partner, but the OEM as a whole.

Concerning that, as I explained, the BBU battery demand is very strong, and we have difficulty satisfying the demand. We'd like to take advantage of our asset and capability that we have in Japan so that we can repurpose it for the BBU.

From the Q1 of fiscal '27, we would already start the production. As a total, we would like to hedge risks that way.

The second question: 600 billion, is that something that we are likely to achieve? Yes, we think we can achieve that.

First, the restructuring, the expenses is increasing, but the effect of the structural reform would be bigger in the next fiscal year. This is going to be the main driver.

We're not depending only on that. We are working on the business improvements in other areas.

Through the improvements, as you commented, there's some businesses which are a little bit concerning or difficult to grow. There are some differences.

As I mentioned, EV market would be about the same as the year before, and we do not expect this to go down compared with this fiscal year. Also the BBU business growth would be much bigger than this fiscal year, and we are getting that reaction.

When you look at the total picture, in addition to the effect of the restructuring, we think we can expect that the increase of the base business. Thank you.

Thank you. Nakane from Mizuho.

One question. I have a related question to what Hirakawa-san asked earlier, that is, are we really okay for next fiscal year?

Cold chain and life application, downward revision was made in the 3rd quarter. What happened?

Why are the figures looking that way? I understand that there are no additional restructuring planned so far, but even with that, do you think you can achieve the figures that you envision for next fiscal year, or is there anything else that you need to implement?

Thank you for your question. For the third quarter, in the Lifestyle, especially cold chain, yes, rather sizable downside.

What happened? was your question, and what about next fiscal year?

Let me try to answer those questions. First, in the 3rd quarter, as was explained earlier, on the production side, we had a temporary setback, which limited the production and sales, negatively affecting our results.

This was the production system that was related to manufacturing. There was a supply-side issue.

Temporarily, we had to control the production volume. What about next fiscal year?

These are the supply-side factors, there was some inconvenience on the part of the deliveries. It might be difficult to make up for the difference in Q4 only, and that is the reason why we made the downward revision in our full-year forecast.

There is demand on the part of the customers, and we will satisfy them next fiscal year. As for Lifestyle business, LAS, CNC, on the full-year basis, some softening is taking place, and maybe that's why you have a concern.

We have been implementing various measures, the global cost or what we call the China cost strategies, and with the restructuring effect in place,

we do expect these efforts to bear fruit. So 600 billion yen for next fiscal year, we believe is achievable.

Excuse me, Yasui speaking, UBS Securities. About the BBU for data centers, the beginning of the fiscal year, I think that positive 50%, and this time 70% was revised upward to 80%.

I think there could be further upside. Based on your understanding, the part that the upward revision is continuing, are there any factors that is continuing to be strong?

Maybe next year you can double this. What would be the expected revenue?

Rubin would be coming out, maybe it's not going to be switched over within this year, but could you talk about the outlook for fiscal '27? Thank you for your questions.

Concerning that,

for this fiscal year, what you said is correct. So 1.8 times bigger than the year before.

That's what we are showing. At the beginning of the fiscal year, we said the 1.5 times, and in the previous briefing, it was 1.7, and this time 1.8.

Each quarter the demand is becoming stronger. Including the background, in our view, I think that the GenAI-related infrastructure investments are happening and customers want these products.

That I think we believe is the reason, it's not really the reason due to us. I think that because of the demand in the society requiring our products and services.

What about the next fiscal year getting to 800 billion? I think that we already talked about how we are likely to achieve that size.

I think that doubling everything will be difficult, but big growth can be expected. There's no question about that.

As I mentioned, each quarter, the demand is becoming stronger, rather than downward, it could go upward. It is possible.

Concerning that, we cannot control the demand. I'd like to make sure that we talk with our customers and looking our customers, and that is our core.

We'd like to take advantage of the strong relationship so that we can get the information quickly. Also how do we build up our production speedily?

I think that would be the key because about the cell, because it takes a lot of time. The battery-side needs or demand is slowing down a little bit, we'd like to be able to quickly respond.

We mentioned the module plant in Mexico. Module is in comparison to cell is asset-light.

Inventory investments and the period needed would be smaller and shorter. We want to make sure that we would not fall behind to catch up with this expansion.

What about the timing to switch over to Rubin? Is there any time frame that you have expectations for?

About the customer's solution switchover or shift, we do not disclose the information and we would just make sure to respond to the demand of the customers.

Thank you. Ayada from JPMorgan.

Blue Yonder 3rd quarter sales on a US dollar basis increased by 5%. What's your view on that?

$1.47 billion is the annual projection, no change, which means that in Q4 you may have to increase by 15%, which seems rather challenging. The Cognitive pipeline shifting to the actual sales, is that taking place steadily?

In SaaS area, with heated competition over AI, maybe the customer's investment timing may be pushed back. Is that having an impact?

We are showing the results by quarter, when you do the subtraction from the full-year basis, you think that 4th quarter is going to be challenging. Yes, we are aware of that structure.

Cognitive was launched in the first half of the year, which would result in actual sales over 6 to 9 months. That is a lead time.

Blue Yonder is running the business on a calendar year basis, which means that October-December is the peak

period. We were anticipating that there'll be more results, more bookings recorded in the 4th quarter.

In terms of SaaS sales growth, it is growing, but booking growth was not as high as we had originally anticipated. Business pipeline is being solid.

For the 4th quarter, we are trying to achieve the full-year target one way or another.

I see. Thank you.

Thank you. This is Katsura.

Slide 20, I have one point of clarification. YKK 60 billion in other income and loss in relation to this and I think 100 billion is a effect.

This fiscal year, you mentioned Ficosa. That was not something that we did not expect and its number is pretty big.

About the structural restructuring, you mentioned that YKK and others, there would be a good prospect. With the increase of 30 billion yen that is a restructuring cost, you made the revision, maybe that's the net basis.

Everything included on that, or are there any other structural reform-related or portfolio management-related factors that would be impacting in the coming years?

About the PHS, the housing solutions, the impact and both profit and loss and balance sheet, this would be impacting for fiscal '26. PL and the BS 100 billion yen net cash increase, the closing is the 31st of March.

As of that time, there would be a positive impact in terms of the capital. As for the Ficosa and other income and loss, Ficosa was factored in to the overall forecast.

Even with this Ficosa impact, we are not going to make any revision. It's just related to the overall structural reform.

We did receive some questions on this point, but we could not really mention the specific name. This housing 60 billion profit is here, there must be the negative number, and we did have that kind of question.

Our expectation was already included, but until we complete the deal, we could not really mention the name. There are several factors.

Now this has been already realized, on the net basis, this is the number that we are sharing with you right now. That was already factored in.

Thank you.

We apologize for running over time. With this, we conclude the online briefing on the financial results for the third quarter.

Thank you very much for your participation.