I am sure you have sensed many changes to these shareholders' meetings during my 14 years as president, as well as the three years under our previous president, Vice Chairman Koji Sato.

Whereas during the pandemic 300 shareholders were here in person, today we currently have 8,922 attending this general meeting. (Note: the final figure was a record-high 9,040).

Knowing that we have the support of so many shareholders, I have nothing but the deepest gratitude. Thank you very much.

The change in our shareholders' meetings is, if I may say so, also part of our "revolution" of ever-better carmaking. However, the reason I undertook these changes comes down to two factors: the fact that I am not an engineer, and that I took over the reins with the company in the red.

If I had to add one more, it would be representing Toyota at the U.S. public hearings. For me, these three things were the starting point for everything.

At the time we fell into the red, Toyota tended to be praised for making money. In such circumstances, my role was, in a sense, to serve as the rearguard, someone who takes absolute responsibility to protect the company. People were waiting for me to accept responsibility for those losses by stepping down. When I took over as president of Toyota Motor Corporation, I felt tremendous pressure, and frankly, I had no idea how I should proceed.

The only thing I had to offer was my love for Toyota. And my love of driving.

And so, I figured that the only way to change Toyota's direction was for people to see me with our cars, risking my life at the Nürburgring.

At the time, people both inside and outside the company criticized me harshly for getting behind the wheel, claiming I was just racing for my own amusement. These days, I am energized by the encouragement I receive wherever I go, and what brings me the greatest joy is hearing people say that our cars have really changed.

Another big change occurred on the day that I took the stand at the U.S. public hearings, which I regard as a turning point.

I realized that, when faced with a crisis threatening the company's survival, my role as someone bearing the founding family name is to fight not only for Toyota's present, but also its past and future, while also taking responsibility for our group companies, dealerships, and suppliers. Day after day, I have continued to take up that fight.

Thanks to the support of our shareholders and many colleagues, I now find myself back in this seat, this time as chairman. The biggest difference between then and now is that I have colleagues devoted to carmaking.

I don't have people working under me, but I do have colleagues. Together, we'll keep making ever-better cars, and I hope you'll continue to be excited about Toyota.

Shareholders are the owners of a company. For a time, I used to view these shareholders' meetings as an opportunity, once a year, to look at ourselves in the mirror. Going forward, however, I would like to see Toyota's general meetings serve as a forum-at least here in Japan-where you, the company's owners, and our leadership team can engage in frank and honest dialogue.

I have returned to the role of chairperson after some time away, and now I can call on people to provide responses rather than being called upon. And I must say, this is a nice place to be. When you're being called upon it's always nerve-wracking, but here I'm the one in control.

Apologies to the rest of the team, but I wouldn't mind doing this a little longer, if I may. Of course, that's up to the company.
(Laughter and approving applause from the attendees)

These general meetings are created together with all of you, our shareholders. We want to create something we can proudly show the world, so I hope you will continue to offer your kind yet candid input. I believe that is your role as the owners.

In response to your question, I would like to ask that you take on this role as the company's owners.