Now, at the beginning of the year, I would like to extend my sincere wishes that you all have a happy 2025.

Despite our hopes for a peaceful year free from ジョイカジノ アプリoronavirus pandemic, 2024 began with the tragic Noto Peninsula earthquake and a collision between a Japan Coast Guard aircraft carrying relief supplies and a civilian aircraft. It was a tumultuous year marked by historic yen depreciation, record-breaking hot summer, and political headwinds against ruling parties both domestically and internationally. Amidst these challenges, many found solace in the performances of Japanese athletes at the Paris Olympics and Dodgers' player Shohei Ohtani.
ジョイカジノ アプリurrent economic environment in Japan is characterized by cost-push inflation due to high natural resource prices and yen depreciation, while personal consumption lacks strength, making it difficult to say the economy is recovering. Additionally, demand outside Japan is stagnating due to the slowdown of ジョイカジノ アプリhinese economy, and there are concerns that 2025 will become even more uncertain depending on the policies of the second Trump administration.

In this context, this year marks the final year of our Medium-Term Management Plan 2025 (hereinafter referred to as ジョイカジノ アプリurrent plan). We will make maximum efforts to achieve our target sales of 400 billion yen and operating profit of 45 billion yen in the final year of ジョイカジノ アプリurrent plan. Overall, we are progressing as planned, and we believe that by steadily capturing the demand at businesses in the Electronic & Advanced Materials segment and dental materials and equipment business in the Life Science segment, in which we have been actively investing, we will meet our targets.
Another significant event this year is the formulation of the next Medium-Term Management Plan. We will need to present various specific measures to realize the "Our Vision" for 2030 as indicated in ジョイカジノ アプリurrent plan. Continuing from ジョイカジノ アプリurrent plan, the main issues will be 1) Transformation of our business portfolio, 2) Contribution to mitigating global warming, and 3) Sustainability management. As a value-creative company, we must transform our business portfolio and reinvent ourselves to connect to future visions. To keep creating customer value and achieve business portfolio transformation, manufacturing combined with excellent marketing, R&D, and operational capabilities is essential.

It is we, the employees of the Tokuyama Group, who will execute these measures. It is important to always be curious about interesting things, gain insights from them, and utilize those for improvement or innovation. Finding "fulfillment" in coming up with new ideas and challenging ourselves to realize them and finding joy in our own growth through this process, we must evolve into a highly engaged group to secure ジョイカジノ アプリompany's future growth. If we believe that maintaining the status quo is the best option, ジョイカジノ アプリompany will surely decline. Each individual's will is being questioned: will we focus on the Japanese market, where expansion is not foreseeable, or will we set our sights on the expanding global market with high aspirations?
Let's return to our original intentions, approach our work with having a fresh mindset by unlearning, and make this a year of implementing "For the People of Tomorrow."