Good afternoon, ladies and gentlemen. My name is Miyakawa.

Thank you very much for coming all the way to this venue despite the piled-up snow on the roadside. Now, the election was over yesterday.

I was amazed that Takaichi-led LDP took such great strides. It was a historic win, and I hope that will trigger turnaround of this country, Japan.

Now, I'd like to report our financial results for the third quarter. Revenue reached a record high of ¥5 trillion 195 billion, representing 8% increase year on year.

The progress rate to the full-year forecast stands at 78%. Looking at the breakdown, revenue increased across all segments.

Distribution, financial showed particularly strong growth. Media and EC was essentially flat or plus 1%.

This was due to a system outage caused by a ransomware attack at ASKUL, which resulted in a revenue decrease of over ¥60 billion in the third quarter. Operating income amounted to ¥884.1 billion, 8% increase year on year.

The progress rate is 88%, and performance is tracking steadily toward our target of ¥1 trillion. By segment, Media and EC posted a 2% decline in profit due to an approximately ¥20 billion negative impact from ASKUL, while all other segments recorded profit growth.

Enterprise and Distribution achieved double-digit growth in profit, and supported by strong performance at PayPay, the Financial segment delivered more than double growth. Net income was ¥485.5 billion, or 11% up year on year.

The progress is 90%, and this is also proceeding steadily. This is a summary of progress against our full-year forecast.

Revenue, operating income, and net income stands at 78%, 88%, and 90%, respectively, which we see as solid progress. As shown here, progress by segment is also steady, with all segments exceeding 80%.

Based on this progress, we have decided to update our full-year earnings forecast for this fiscal year. The revised figures are shown here.

Although there was an impact from ASKUL, we have made a modest update to reflect the latest situation, although we may have to expect some negative impact in the fourth quarter. We will continue working toward achieving a record-high level of net income.

Sorry, I have technical trouble. From here, I will explain performance by segment.

First is the Consumer segment. Revenue was ¥2 trillion 253.2 billion, or up 3% year on year.

Core mobile revenue continues to grow. Operating income was ¥468.3 billion, an increase of 6%.

The progress rate against the full-year forecast is 85%, and we are gaining confidence in achieving our target. The number of smartphone subscriptions reached 31.96 million, increase of 2% year on year.

Compared to the previous year, subscription increased. However, if you take a look at this chart, over the past three months, we recorded a net decrease of 100,000 subscriptions.

I think it was the first time that we posted such a negative performance. While it's embarrassing to show a chart like this, but this is something that we are doing deliberately, I'd like to explain the background.

Until now, the Consumer segment has grown mainly, particularly through Y!mobile, by expanding subscriptions to compensate decline of ARPU. As we focused aggressively on subscription or acquisition, however, the number of so-called hopping users, or those who switch carriers in a short period of time, increased.

Because those so-called hopping users tend to cancel quickly, we believe this situation is not sustainable for management. With a desire to change this situation, we began structural reforms in September last year.

By focusing on users who will use our services over the long term and restraining the acquisition of users who cancel quickly, we aim to transform our business structure into one that can achieve both revenue and profit growth. Now, I will explain the Enterprise segment.

Revenue was ¥733.2 billion, 9% year-on-year increase. Solutions continue to perform well, delivering 13% double-digit growth.

Operating income was ¥158.1 billion, an increase of 13%. The progress rate is 84%, and as with the Consumer segment, we believe we can achieve the target.

Next is the Media and EC segment. Revenue was ¥1 trillion 226.1 billion, or up 1%.

Excluding the ¥63.6 billion negative impact from ASKUL, revenue would have increased by 7%. I believe that business is performing well in general.

Operating income was ¥206.3 billion, down 2%. Excluding approximately ¥20 billion impact from ASKUL, operating income would have increased by 7%.

ASKUL services have now returned to normal operations. Going forward, ASKUL plans to implement large-scale promotional activities to accelerate its performance recovery, and we will support these efforts as a group.

Next, I'll explain the Financial segment. Revenue was ¥295.4 billion, representing a 24% increase.

Operating income was ¥66 billion, more than double year on year. Turning to PayPay.

GMV reached ¥14.3 trillion, up 24%. EBITDA increased by 83%.

From here, I'd like to provide an update on our initiatives toward building next-generation social infrastructure. Looking ahead to a society that coexists with AI, we are building distributed AI data centers.

Today, I'd like to explain progress at our Brain data center. In order to build AI training environments using GPUs, complex hardware and software setup must first be carried out by engineers with specialized expertise, with highly skilled engineers.

In so-called bare metal leasing, this is a special term for bare metal leasing, GPU leasing, this process takes several weeks or even several months depending on scale. In order to solve this, we have developed software called Infrinia AI Cloud OS.

This provides GPU computing resources as a cloud service. With this, engineers at companies are able to use the computing infrastructure as a cloud service just like existing cloud platforms.

As a service provider, we can also efficiently deliver training and inference environments, maximizing utilization of our facilities. Please take a look at this.

Only a limited number of infrastructure providers such as hyperscalers like Microsoft, Google, AWS, and so-called neo-cloud providers such as CoreWeave and Nebius currently have this kind of structure. Taking this opportunity, we'd like to pursue for overseas expansion.

Until now, GPUs have mainly been used for training for generative AI. With agentic AI and physical AI becoming part of daily life, demand for inference will further increase.

We are proceeding with the construction of Brain data centers where large-scale GPUs are installed mainly for training. By completing Infrinia, we'll be able to address not only training demand, but also inference demand.

Going forward, we will unify computing infrastructure across all layers, including Regional Brain and AI-RAN, using a common software. Japan is in short of power.

This will allow us to integrate all distributed platforms from Core to MEC and operate in coordination. We are not building mere data centers stacked with GPUs.

Using Infrinia as a weapon for the future, we aim to provide a sovereign cloud that can compete with overseas operators. With this, the foundation for sovereign cloud has finally been established, and as a next-generation social infrastructure provider, we will begin offering cloud services.

From here, I would like to provide an update on our future business enhancement related to optical fiber services. Just a brief announcement.

We've established a joint venture with Sony Network Communications to jointly own and operate access facilities for optical fiber services. The equity ratio is 51/49, with SoftBank consolidating the results.

Under a governance structure where both companies appoint equal number of directors, we will streamline operations and enhance profitability. Let me elaborate on that.

I will briefly explain the business structure of SoftBank Hikari. We currently provide two models of optical fiber services.

One model is provided by leasing optical fiber lines from NTT and using NTT's facilities, so-called FLET'S. The other one is provided using our own equipment installed within central offices, specially providing to enterprise customers.

Through this collaboration, the joint venture will jointly own the equipment in these facilities, and both companies will pursue greater capital investment efficiency. Additionally, by jointly using optical fiber leased from NTT, we will increase capacity utilization per line, reduce costs, and improve profitability.

Please think of this initiative as the optical fiber version of what we achieved with KDDI. With 5G Japan, we've already reduced capital investment costs by approximately ¥50 billion out of a ¥120 billion target.

This is how we made this joint venture with Sony. Next, I would like to explain the transition to the next-generation management structure as announced on January 29.

Chairman Imai will become Director and Special Advisor to the Board, and Executive Vice President and COO Shimba will become Director and Chairman. They are my comrades who have fought together since our broadband business days.

For SoftBank to continue growing sustainably, passing management to the next generation is an important theme. At Enterprise, under the leadership of Chairman Imai, we have achieved record profits over the past two years and successfully passed the baton to the next generation.

Now, the Consumer segment, led by Shimba, will also transition to the next generation. With this change in management structure, we are achieving a significant generation shift.

The average age of retiring directors is 62, while the average age of newly appointed directors is 52. We have also appointed executives in their 40s, with Miyazawa, aged 44, responsible for AI.

Under this rejuvenated executive structure, we intend to push our growth strategy more strongly than ever. Finally, I would like to talk about ESG initiatives.

Last November, we were selected for the Prime seat for the second consecutive year at the Nikkei SDGs Management Awards. We ranked first for the third consecutive year in Nikkei's Decarbonization Management Ranking, GX500.

This place is first among 830 companies in Japan, and achieving this for three consecutive years is unprecedented. We were selected for the A List, the highest rating by CDP, for the first time.

Let me summarize today's presentation. In the third quarter, we continued to achieve both revenue and profit growth, and we updated our full-year forecast for revenue, operating income, and net income.

We also discussed our collaboration with Sony to strengthen optical fiber service, Infrinia as a key element toward providing a sovereign cloud, changes to our management structure to ensure generational succession, and our strong external ESG evaluations. That concludes my presentation.

Thank you so much. Now, we'd like to move on to the Q&A session.

My name is Kaneko, ITmedia. You revised commission: eSIM free of charge, and SIM card ¥1,100.

I wonder why you did that and used a different rate for different products. Going forward, do you plan to raise your pricing, or why did you not decide to raise price plan now?

Thank you very much. eSIM and SIM, we made a decision from the perspective of physical goods cost.

We started with charging, but after we got feedback from users, we made that decision. About raising price, we have not said at all that we are not going to raise price in the future forever.

As in general, we are looking at increasing costs. At some point, we may have to raise price.

We will discuss further to come to a conclusion eventually.

Thank you. My name is Sano, freelance writer.

Two questions. First, regarding the strategy perspective.

In the previous earnings results presentation, you also mentioned. Compared to NTT, Mr.

Maeda mentioned that competition hasn't really changed. KDDI, Mr.

Matsuda also mentioned that they haven't really increased the cost for CAC cost or acquisition cost or promotion cost. What do you see for the competition environment?

The second question is that towards the Rakuten, Mr. Miyakawa mentioned some comments.

Would you like to comment on that as well?

Regarding the competition environment, I don't see it has changed much. We have changed how to acquire new customers, and as for those who may have possibility for hopping, then we do not really accept.

For that number has not been included, therefore it shows the big decrease in the net. As a result, what we are looking at is that this is what we had expected.

Compared to the other carriers' acquisition cost, we haven't really made big differences and almost the same. Rakuten, who is good at acquisition, new ones, and maybe they are a little bit ahead.

As for Rakuten, they have achieved 10 million. I think it's a break-even point.

I also admire that the founder is the one actually makes it happen. They have achieved 10 million, I would like to congratulate him.

I have many to say, but since there is that the fourth carrier emerged, in order to strengthen Japan's network, when we were doing with three carriers, the power is threefold. Now with four, it becomes fourfold.

We welcomed the coming of the fourth carrier. However, if that has really contributed in this industry or not, if they were to do as they would like to do as the business, then it's different from what I see.

It's a little bit disappointing.

Suzuki, freelance journalist. First question is about AI data center.

You mentioned that currently training is the main, but it's going to be shifted to inference. However, still, a lot of computing is used for training.

When do you think that kind of turning point comes, a shift from training to inference?

While overseas, I think from CapEx perspective, they spent more to get prepared for inference. In Japan, we have tried to do as much training as possible.

Looking at OpenAI and Gemini, the number of parameters would be 10 trillion, while our case was 100 billion. I think it depends on how much financial capacities you have.

We try to charge ahead, but at some point, we have learned a lot of expertise and we have great resources. At some point, we want to try harder to be on par with overseas big guys in the area of training.

Inference, while the computing that we have built, that resources can be used not only for training, but also inference as well. For example, physical AI, as the fundamental AI model is established, then each and every enterprise can start using that resources for inference.

Maybe use case would be physical AI. We've been trying hard to catch up with the trend.

Next, PayPay's IPO, the timing, please.

My simple answer is we cannot say, but we are in good progress in terms of preparation for IPO. At this moment, however, we have nothing to disclose with you.

My name is Abe from TV Tokyo. Two questions.

First, as you mentioned about the results of the ruling party's victory, I want to hear your words. You also mentioned that it could be the trigger for Japan to recover the power.

Why you think so? This is my personal opinion.

The high popularity of Ms. Takaichi's regime, and I admire her strength.

The Japan's government's aim, which I agree with, and so specially one of their strategies to reinforce AI investment, especially in the AI domain, we also like to contribute to it as much as possible.

For nation's growth and for further happiness for the people, we also like to realize, and we would like to also support as much as possible. Even though I said that it could be that trigger, I'm sorry if I misled you, but I wish or I hope that it could be a trigger for Japan to recover the power.

The Prime Minister Takaichi has a great potential. I would like to expect highly.

The second question regarding AI, Prime Minister Takaichi also announced to reinforce the AI as one of the core strategies of the government. Regarding the domestic AI development, how you're going to get involved in?

As for domestic general purpose base model, as I've mentioned a couple of times, I totally agree with that direction, and to establish in a cooperation manner, I would like to also place some role too. In Japan, there is a vast amount of critical data and which is not available or which is not seen on the web.

We would like to collaborate with the government, and we would like to pursue this opportunity.

Thank you.

Ishikawa, freelance journalist. NTT DOCOMO made a financial results announcement, and device purchase support program hit NTT DOCOMO hard.

How about you in your case? I think we take great control.

Any plan to change sales practice?

Or I think that the government is talking about upper limit of ¥40,000, and as for discount of devices, I think only global suppliers can win if carriers compete each other in device discount. I think center of the discussion is so-called hopping users.

Our money is used as a sort of incentive for those hopping users. I hope that other carriers will follow us to address that kind of situation.

If the government sets a rule to control that situation, that's also welcome. Personally, from customer's perspective, if we offer discount over the long run, I think that would be more beneficial to users.

In the past, we just wanted to take customers from competitors, and that's why this competitive environment is as we see now. Again, if you stand from the user's perspective, service should be beneficial over long run, which is available in different sectors.

That's what I think. DOCOMO announced that satellite connectivity will be launched early 2026.

How about you, SoftBank? We'll do.

We will do direct communication between the land and satellite. We are looking at next year.

Can you differentiate by satellite business?

I don't think so. Hopefully, if we have Japan-made satellites to be used to provide connectivity and to support terrestrial network, that would be great.

We have not found solution yet for that. Of course, we will strike a good balance of users and service availability, but we'll try different approaches in mid-long term.

My name is Sekiguchi, K-Tai Watch. I have two questions.

First is about optical fiber services. As you pursue this, and how you are going to differentiate with this service, and it is all about FTTH, or it could impact the backbone in terms of the investment efficiency?

The second question is about as last week NTT DOCOMO announced the earnings results, they are going to maintain the base station pace as is and to catch up with others in the following fiscal year. The quality is not limited to the number of base stations, but NTT is actually aggressive achieving that.

What about SoftBank view towards fiscal year 2026 onwards? Regarding the optical fiber services, how to differentiate,

this time with NURO and SoftBank Hikari's collaboration this time, this is just like as I explained, it's a 5G, and so rather than two different companies invest, one company should invest to improve efficiency. It's a simple facility integration.

From the service perspective, we two companies as competitors as is, and we would be operating. On the actual sales field, we will be competing each other.

At the end of the day, when we are looking at the long term, fixed network service, this will become more important in the future. As the traffic increases with AI, and so just like when the broadband spread it, moving forward, 5G and Hikari optical fiber, it will be the strong weapons for strengthening infrastructure.

There are 4,000 base stations of NTT we are utilizing, and if we can expand this, and we would be able to increase our service as well. We would like to take more initiatives proactively.

KDDI with the base of the power infrastructure, and we would like to work together with them. We would like to provide more, offer more options to the users.

We have established the base for us to be able to invest more. Whether that would be used for base stations, yes, we will, because the investment efficiency will be lower further.

We should be able to select what to use. We'll be proactively doing this, and it's not going to be spread or enhanced at once, it will be gradually.

Regarding DOCOMO's base stations, your second question, for SoftBank, we would like to combine frequencies, and we have established different stations. We, starting with the low band, and we have designed the base stations for low band as well.

Speaking of the scale of DOCOMO, and they should be able to catch up in the next fiscal year if they are to, then they should be able to do so. As for the radio and how the traffic should be carried, and considering the traffic as well, and we do also have good experience and know-how, we would like to keep working on and improving that.

We are now planning to enhance SA, and we were to focus on this 5G, but we had to consider the budget not only for 5G, therefore, we would like to roll out SA more and so that it could be connected to 6G as well. Next question, please.

Otsubo.

You saw double growth of Financial business. Could you elaborate on that, and how much more you want to get the financial business increased?

That's the first question. Second, DOCOMO announced that they will utilize storefronts to support financial business.

I wonder you have a similar idea to utilize physical assets like retail shops to support financial business growth?

Those are two questions about financial, which is my background. I don't know if I can answer to your question because I'm not familiar with addressing financial questions.

The first, again, we are in the process of IPO preparation. We don't want to be interpreted as soliciting public.

Again, we posted a 200% growth in Financial business, and there is still an opportunity for them to grow further. The second question, whether we're going to utilize our retail shops to growth a PayPay business, again, it's hard for us to address that question because it may be considered as a solicitation.

Not only QR code-based payment, online payment solution is growing as well. Since PayPay is a subsidiary of LY Corporation, I think they are supporting each other to further enhance PayPay's business and corporate value.

I am sorry that I cannot elaborate too much about financial business, but at the right point of time, we'd like to share with you our strategies in financial business.

Ono from Yomiuri Newspapers. One question about DOCOMO will be ending their 3G network.

You also explained that you will change how to sell towards the 3G customers. Device special support was also applied.

Can you tell us as your view towards the 3G? Regarding the hopping users, we are now have a different way of looking at the potential customers or users under the hopping users.

You think that 3G users will be your high potential customers?

Because we see them as a little different type of customers as hopping users, we would like to also consider them as well.

about AI investment. You mentioned that you want to accelerate investment going forward.

Could you share with you investment plan and strategy of AI data centers, and what's the progress so far against your plan?

In fact, when we communicate with you our midterm plan, second half of midterm plan, I will talk more about that, please bear with us and wait until then. I'm

Ishino, freelancer. You also mentioned about the 100,000 net losses.

That would be improved by changing the structure and also reducing the number of hopping users, you said that it would improve. How far you are expecting to see the improvement?

You're not going to go after net additions? The second question is about device discount.

You mentioned about preventing hopping users from joining more. With the price plan, those who have higher price program and will be providing, what is your view?

To answer your first question, how long the net losses would continue, I'm not particularly focusing on the net additions. This is my strong intention.

However, we would like to pursue increase revenue and income, and that also strongly related to acquisition cost. We need to keep good balance among those.

Next fiscal year, we can even say that flat result would be sufficient. It will be challenging for net additions.

We may see the similar result bar graph as this time, but we would like to see how and when it can turn, especially the churn rate. It may take six months or so, we may see the positive impact of churn rate decrease in the next quarter.

We hope that we can catch up DOCOMO, and we would like to improve our structure. Since we do have the good foundation to do so, we would like to focus on that.

As for the price plan discussion, I'm accepting what's been discussed right now. From SoftBank perspective, the higher ARPU with the higher loyalty customers, we would like to give benefit, and for short term, like those with lower ARPU, and we would like to also keep balance for acquisition cost among those, and we are also looking for if any other way to improve this.

Thank you.

I have two questions. First, about ARPU.

Looking at your data sheet, ARPU looks growing. What's the driver, and do you think that this trend continues next year onwards?

That's the first question to you, Miyakawa-san. Second, the domestic telecom market is saturated, but looking at a Consumer business, like other competitors are doing, based upon the core business like Consumer, you may want to grow different segments like Financial, but do you think that you see still opportunity for telecom business to go forward?

I think looking at competitors, I think shifting brand is key, like PayToku or device discount program, which is based upon our integration with PayPay business, and users who need more volume. Depending on the user profile, we encourage users from one brand to the other, and I think that's one reason why ARPU is going up.

Upgrading a brand from low end to high end. For low-ARPU users, if I may put it bluntly, those tend to leave us to other competitors, the remaining high-ARPU users help us to increase the ARPU absolute amount.

We expect the similar trend in the fourth quarter and next year as well. Again, we want to pursue quality versus quantity when it comes to acquisition.

I think we can give you a positive result in the future as well. Next question is about whether telecom market is saturated and maybe there's no opportunity to grow further, I disagree.

There are a lot of things that you can do in the telecom business. For example, 5G network, once we turn network into standalone basis, I think that will give us more options to do.

Local 5G is maybe technology that we can leverage to offer more services. The finance, by chance, is growing thanks to PayPay, and initially, we supported PayPay, but recently, I think PayPay started supporting us, I think we are looking at a good synergy effect.

Not only financial sector, but also as long as there's opportunity, we want to seek collaboration opportunity with not only financial business, but also other areas as well.

My name is Chayama from Toyo Keizai. I have two questions.

First is about SBG's acquisition of the DigitalBridge in the US. Under that, Vantage Data Centers and those who are doing the business in Japan for the data centers as well.

For SoftBank, utilizing that DigitalBridge's assets, you think that you can do so, or have you ever really discussed about leveraging that with SBG? The second is about organization structure.

KDDI announced to the fictitious transactions recently. Including the new businesses, the acquisitions, and you have more group companies.

What is your view towards the governance?

The first question is about DigitalBridge acquisition by SBG. As you said that this is our parent company's transaction, therefore, it is too early for me to make any comment.

However, right now, they are still working towards the regulatory approvals. Prior to that regulatory approvals, there is nothing that we can discuss, we haven't started our consideration yet.

Once they concluded the transactions, I've asked Mr. Son that we would also like to have some time to discuss about that for collaboration.

The second question is about governance. We cannot say that there is no risk for any company.

It can happen to any of us. With that assumptions, we have organized internal governance to check our group companies.

If those companies are listed and they have their own rules, it is a bit difficult in terms of parent and child they're listed. However, whether that function is working or not is what I, as the president, need to oversee and also supervise as well.

I would like to keep it that in mind.

I have two questions. First, about the new management structure starting April 1st.

Shimba-san will become the Chairman, and I believe successor would be younger person. Also, as of June, Mr.

Imai and Mr. Fujihara will retire according to the press release.

Since SoftBank business, Yahoo! BB business, Vodafone Japan, Japan Telecom acquisition, I think SoftBank's telecom business has been built in history by those key people, like Imai-san and Fujihara-san.

Those legendary managers will retire pretty soon. What's that message is about?

Over 20 years and longer, those legendary managers are at top of the management team. Miyakawa-san has been CEO for the last 5 years, and finally, your management team's succession plan is announced.

In other words, it sounds like it took slow or time to really rejuvenate the senior managers.

Yes, Murai-san, you're very well aware of how we have been growing. Imai-san, Shimba-san, and Fujihara-san, when we launched Yahoo!

BB 20-something years ago, those key people have been running respective businesses at top, and we know each other very well, and it's comfortable working as the senior management team. Shimba-san is in mid-50s—excuse me, 60.

Shimba-san, 63 years old, and I am over 60, and Imai-san is also in 60s as well. This kind of senior management structure will not go forever.

When I became CEO, we thought about completely change the senior managers structure very quickly, but the first year of my CEO was when we aggressively reduced device price, we couldn't afford that back then, because we needed to have those key senior managers who have expertise and experiences. We kept someone like Imai-san despite his will, but now they are going to retire as a chairman.

We have been trying to figure out the best timing, and as you can see in our financial results, we are ready to change the executive team. I consulted with Mr.

Son for advice, because Mr. Son was one of our shareholders, and he disagreed first.

He was like, "I didn't know those younger guys." I said that it's not matter of you know them or not.

While I am still at the realm of SoftBank senior management team, I'd like to have those younger executives to get prepared. Again, now is the time to change the senior management team.

That's my simple answer.

Fujihara-san, you have been building SoftBank telecom business from the scratch, can I hear from Fujihara-san?

Actually, I'm going to ask Fujihara-san to give you a few words later,

so... Then my next question about cloud business.

You're going to launch the cloud business in April 2026, you said. Could you elaborate on that?

Sovereign AI is I think what you're talking about by keeping data centers in Japan. I wonder what kind of potential customers are you looking at, or have you already signed a deal with any company?

Also, how do you work with OpenAI because you're going to have SoftBank and OpenAI joint venture?

Yes, like I said, we are looking at launching cloud service sometime next year. Now our OS is ready.

While talking about sovereign data center, sovereign cloud, and sovereign AI, those are the tools that we build next-generation social infrastructure, and we have been preparing for a long time to do this.

Who would be the potential customers?

We don't assume any potential enterprise customers in Japan at the moment. In general, enterprises use overseas cloud services, and I'd like them to look at us as one of the options.

In 2001, when we started Yahoo! BB and SoftBank, and I was CTO then, and cloud would be the key competitive market, we understood, but we didn't get started.

We were really busy building telecom business even though we expected cloud to come. I think now is the last opportunity to do this.

And 2 years ago, we started building software, and finally, we're ready. Test result shows very positive.

That's why we made this announcement. Going forward, we want to present as a cloud operator even in Japan.

About collaboration with OpenAI in crystal intelligence, well, that's a different story. OpenAI is doing agentic AI, and the SoftBank KK, SoftBank Corp., is looking at sovereign data center and sovereign cloud.

We are in different areas, if you will. Keeping data in Japan, which is what we call sovereign AI or sovereign data center, that's very important in Japan for mid-long term.

Of course, global companies may have different view globally, but as a SoftBank Corp., building next-generation social infrastructure in Japan is the theme. There are things that we can work with OpenAI in that respect, or maybe not in other respect.

I have two questions. First is about your upwardly revised results.

I believe there is a comment that you would like to also use it for the shareholders return. If there was no ASKUL incident, and you would have considered the shareholders return as well?

At the end of second quarter, we had expected that we would have better results, therefore, we were just about to start discussion about the shareholders return. Once the figure catches up, then we would like to proactively do that.

If there was possibility, yes, there was.

The second question is about cloud business, and you said that you would like to play big and also looking at the overseas business. However, looking at overseas, and already overseas players are going ahead.

Overseas you mentioned is about the Southeast Asia or the US?

From now on, even if we try to compete with GAFA with the same model, we're not going to win. Therefore, we would like to take a different way, and we are in a better position in terms of understanding the telecommunications field and like distributed data centers or AI-RAN at the base stations.

That kind of unique approaches we have taken this time. With that view, there are industries welcoming this approach.

Not from the consumer segment, but we would like to approach to the B2B so that we can leverage our strength. From the B2B, we would like to approach to.

As for the GPUs, Sakai, Tomakomai, you think it's sufficient for these two data centers?

Of course, Osaka is a big investment for us, plus Tomakomai. For AI-RAN, we would like to also allocate GPUs as the same number of base stations means that we will be using more AI-RAN, and also we are preparing for building.

Fujihara-san has been CFO for 22 years, such a long time, and he'll not be on the stage at the next earnings call, and a new CFO will be here with me next time. Fujihara-san will be in SoftBank as Senior Advisor, but this is the last stage for him to stand in a podium for earnings call.

Fujihara-san, would you like to say a few words?

Today's earning announcement will be my last stage. As Miyakawa-san introduced, I have served as CFO for 22 years, but including my parent company days, today is the 95th time I have appeared on the stage of earning announcement.

When I took office as CFO, I was in a situation with an operating deficit of ¥100 billion at ADSL. Nippon Telecom, Vodafone Japan, WILLCOM, eAccess, and Yahoo Japan, LINE, PayPay, they become member of SoftBank.

Together with those teams, under the leadership of President Miyakawa, we have grown into a company that can achieve an operating profit of ¥1 trillion this fiscal year. This year is the last year of the current medium-term plan, and we were able to celebrate the milestone of ¥10 trillion in total market cap.

For myself, I see as a closure of one chapter. Next year is a starting year of the next mid-long-term plan.

I am confident that SoftBank will be able to achieve further growth by focusing AI. I trust my successor, Akiyama-san, to steer the wheel, and I believe that he will support President Miyakawa and realize his next growth.

Finally, I'd like to say I have received a lot of inspiration from everyone through the earnings announcement, and that helped me to grow, and that helped SoftBank to grow. I truly appreciate your support, and I look forward to working with SoftBank in the future, and your support continuously would be highly appreciated.

Thank you.

You would achieve 100 100th earnings announcement with five more, but joking aside, thank you very much, Fujihara-san. Thank you very much for you coming to SoftBank Corp.

FY 2026 third quarter earning announcement.