Haruyoshi Kishimura: This is Kishimura.Let's explain the results of the end of the fiscal year ending March 2021 according to the material.Today we will explain in the order of consolidated achievements, business results, overseas regional achievements, consolidated profit and loss plan for the fiscal year ending March 2022, and finally dividends.I hope you can understand the increase or decrease in your explanation.
First of all, I will explain from three pages of consolidated achievements.Sales were forced to struggle both outside the country and overseas, and as shown in the first row of column C.The company has decreased by 7 %.Although sales pipe expenses, sales promotion expenses, advertising expenses, and various expenses decreased, sales were significantly reduced, and the business deficit of 3.2 billion yen was forced as shown in the fourth line of column A.
The special profit and loss was positive for employment adjustment subsidies, but due to temporary closure of the store, the temporary closure of the theme park, and the relevant loss, the net loss was 3.9 billion yen as in the 9th line of the column A.rice field.
Next is 5 pages.I will explain the performance by business.Domestic licenses are the business that cannot be read in Japan and overseas, but the lowest decline is the effect of the new colon virus infection.
While inbound and tourism -related businesses were severe, in addition to the strong performance of nesting demand and masks such as clothing and masks, the new contract with local governments, such as local governments, has been successful.
Next is page 7.As for the theme park, the effects of the emergency declaration last year have caused the impact of temporary closure and restrictions on visitors, and the number of visitors has decreased significantly as described in column C.Under these circumstances, we are taking measures such as digital distribution and newly launched EC businesses for original products.
Next, please proceed to page 9.We will look at overseas achievements by region.The impact of the new colon virus infection was the minor to the 6th line, which had been suppressed early at the time, was the minor.In Europe and the United States, the EC business has grown significantly, especially in the United States, despite the large influence of rock -down shopping malls and school closures.The EC business has also been expanded in China, but overseas as a whole, as shown in the 11th line of C..The company has decreased by 7 %.
Next, I will explain the consolidated profit and loss plan for the fiscal year ending March 2022.Please proceed to page 11.The impact of the new colon virus infection is expected to normalize both domestic and overseas after the second half, and the plan has been formulated on that premise.
Sales are 19, as shown in the first row of column C.While 6 % is expected to increase sales, the sales expenses are 12 in anticipation that sales activities will become active..It is a plan to go up by 6 %.Operating income is expected to increase by 2.5 billion yen as shown in the fourth line of column B, but it is a plan for a 700 million yen business deficit.In addition, as described in Note 2, the sale of the logistics center will include a special profit of 3.8 billion yen.
Finally, for the dividend, we plan to carry out various expenses necessary for recovery of business performance, and plan a dividend of 8 yen in the second quarter, 8 yen, and 1.6 billion yen per year.That's it for the explanation.
Tomokuni Tsuji (hereinafter Tsuji): This is the president's Tsuji.Thank you very much for watching today.I will explain the medium -term management plan.In formulating a new medium -term management plan, as I mentioned earlier, this time we are also working on the organization's climate.
Before the formulation, one thing that is not enough for Sanrio's vision, missions, and value in execution of this medium -term management plan this time is that there are still many parts that have not yet been clarified.So, please see the VMV.
(Video flows)
As you have now seen, we mentioned the past of Sanrio in formulating the medium -term management plan this time.Recently, I have talked about things to be thrown away, bad, and something to be broken.Among them, there are a lot of wonderful things that Sanrio has been doing for 60 years, so I would like to inherit the charitable parts and implement this medium -term management plan.
As I mentioned earlier, among the employee questionnaires we took in formulating the medium -term management plan this time, the highest results were sympathetic to the corporate philosophy.This was honestly nice.However, the practice as a company of the corporate philosophy is 3.It is 3 points and is very different.
Based on this, this time Sanrio is always raising, the vision, missions, and values to achieve the corporate philosophy of making friends with each other, connecting people, and making the world peaceful. I made.
First, let's talk about the vision.As mentioned earlier in the video, as the vision of Sanrio to be practiced in the future, "One World, Connecting Smiles.Make as many people as possible and expand the circle of happiness around the world."In particular, I think that it is important to say that as many people as possible, "as much as possible".We, Sanrio, expand the range of customers, make as many people as possible around the world smile, and connect their smiles, to expand their happiness circles, and their goals, peace.I want to connect to the places where everyone gets along.
Next, let's talk about the mission to achieve that vision.Here, he stated, "New value for entertainment. We will co -create the fun and joy of the next generation."I wrote "Entertainment", but we recognize that Sanrio is not a character company, but a global entertainment company with a strong IP.
And in the vision, the entertainment for "making as many people as possible" is the fun and joy of the next generation and the future, with our characters and great value.I have the idea that everyone will co -create, not a one -way ego.In this way, employees, our business partners, and customers, and everyone in various places are missions to achieve their vision.
Next is about the Code of Conduct, values, the value of Sanrio employees to achieve the mission.There are six things: "future", "insight", "challenge", "responsibility", "maximum", and "praise".We recognize that these are the code of conduct we need to practice in the future.
First, the "future" means "act with an eye on the future and continue to enjoy work with a smile."As I mentioned earlier, we recognize that we are providing smiles as entertainment companies, and we think we have to smile at all times.The smiles are not born from the crying people, and the smiles are not born from angry people, so we always enjoy the work with a smile and connect not only the feet, but also the future of Sanrio from the long -term perspective.It is included.
Then, "insights" means "insight into the stream and sublimate various information into a new business."As an entertainment company, we think that it is one of the insights we need to work on, thinking that we must first be at the forefront of time, understand its entertainment and connect to new businesses.I am.
In addition, while doing such "insights", I would like to continue the "challenge", which was the smallest in the employee questionnaire.In Sanrio, it has been told that it is not possible to challenge much from inside and outside the company.That's why I want to continue new challenges every day without making excuses such as "Sanrio" or "I haven't done it in the past".
However, as a "challenge", we will not only invest easily, and not only do new things easily, but also recognize the "responsibility" part.As an entertainment company, we believe that we can provide various value to society.Therefore, we believe that we must take the responsibility and work without escaping the "responsibility" instead of making it appropriate.
Next is the "maximum"."Understand the maximum value of the company and link the maximum value of the individual to the organization."We will carefully consider our weak parts, the so -called horizontal raids, which are often said from inside and outside the company.First of all, I am conscious of the maximum value of the individual and the organization to the maximum value of Sanrio every day, and what is the best thing for Sanrio, what Sanrio's maximum value and what is the maximum performance.Let the organization understand it.
After doing this, I think it is important to "praise" to "recognize, praise, and raise each other without fear of failure."Unless there is a part here, you will not be able to "challenge" or various "insights", and you will not know what the maximum value is.I feel that "praise" is not enough in Sanrio today.That's why if the employees take various challenges, they need to be recognized, feedback, and successful things to be recognized for failure, and to be successful.By practicing these six values, I would like to complete the new medium -term management plan.
These visions, missions, and values will become a new purpose and goal of Sanrio from today.We want to understand this, including our management, and to provide great value to society.
Next, I will explain the medium -term management plan based on vision, mission, and value."Creating and challenging for the future".
Next, I will explain the medium -term management plan based on vision, mission, and value."Creating and challenging for the future".
The first aim of the mid -term management plan was that despite the influence of the new Coronavirus in the previous term, he regretted that he had a unprecedented business deficit, and this company called Sanrio in the future, 100 years.I would like to challenge with the preparedness of "second foundation" so that it will be a company that can continue forever in 200 and 300 years.
Although it is a previous middle -term management plan, we recognize that the direction itself was not wrong.However, it is abstract and lacks concrete measures, and I think that it is an unable to change the organizational culture.Therefore, in the mid -term management plan, we would like to take advantage of its reflections to specifically work on the specific measures of "what and what scale" and the execution power that is an organizational culture.I am thinking.
What was the factor in its execution was that there was a problem in the governance of the management team while waiting for top -down.This means that, as I mentioned earlier, the individual, partial optimal awareness is strong, and the company is not optimal.I think that it is a major factor in lack of executions, such as the siloized organization, the fact that it will not be rewarded even if you work hard, or that you are not responsible for failing, etc.We will complete the middle meter by challenging at a high angle.
This is the mid -term management plan, but it was three years until 2024.In the mid -term management plan period, we want to solidify the foothold of the management team, take the deficit in the black in the black, and invest in three years of re -growth with the solid footing.
Next is the three pillars of the mid -term management plan.This time, we formulated this medium -term management plan with the preparedness of the second place, with the completion of the organization's climate reform, the completion of structural reform, and the sowing of re -growth.
First of all, the president -centered management team will be renewed, as the factors have lacked execution.In addition to the renewal, we will clarify the responsibilities of the management team, and to broke the walls of the Sanrio climate tissue, which was more partial, and enhance the liquidity of people, enhance the company's optimal awareness.。In terms of organizational culture, which is not rewarded even if you do your best, we will reliably change the place where you have been in seniority or such a strong consciousness into performance -based, and renew the evaluation and reward system.Do these things and transform into an executable organization.
First, the directors and executive officers have already applied three managers in the 61st and 62nd terms.First of all, Mr. Saito of the overseas business headquarters announced, Mr. Otsuka to firmly reform the product sales business headquarters, and Mr. Nakatsuka to promote the medium -term management plan and various projects.In addition, since November last year, I have received various advice with Harold George May as an advisor.Naturally, I received various advice on my vision, missions, value, and mid -term management plans.
As has been announced further, the outside directors will also promote the management team by recruiting three new people with knowledge not in the management team, and will not end with this, and dozens of external human materials in the future.I still want to use more people on the size of the company and put out outside knowledge.And we want to introduce this executive incentive plan for talented, and to ensure a reliable power, not as a seniority.
As a result of doing them, the directors and executive officers were significantly rejuvenated.It is not a matter of simply rejuvenation, but this time I would like to consider such a place.Currently, the average age is 65 years old, as a guide in their 40s and 50s, and in the executive officers, we want to be in their 30s and 40s with an average age of 54 years.。
Then, while creating a new management team, KGI/KPI will be well maintained, clarified the location of responsibility, and will establish a medium -term management plan and a new business meeting in the future, and manage it rationally., I would like to change to a management team that can make the right decision based on numbers and logic.
Next, we will talk about "breaking up the tissue wall and working to eliminate siloization."First of all, one of the reasons for the company's optimal awareness is that department transfer (job rotation) is overwhelmingly small.For this reason, we want to establish a new HR department, assemble a solid job rotation system, and increase the company's optimal awareness by interacting with various businesses.In addition, I would like to make a plan that allows you to understand the maximum value of Sanrio by creating a lot of cross -type projects.
In addition to that, we will develop the business flows to support global license diels for the cooperation of domestic and overseas.Furthermore, for global -level products, we will work in a way that we will collaborate in Japan and overseas by improving the business flow.
And as a human resource, I would like to drop human resources in places where profits come out, and even assign people to our important parts, IP creation, and IP training.
And this slide is an employee questionnaire result.After all, the lowest "challenge" is a corporate culture that is not praised, and a sense of crisis, such as the appropriate arrangement of human resources, the evaluation system, and the validity of rewards.For that reason, I will carry out the monthly reports and dialogue of the president to activate communication with employees.On top of that, we will renew the personnel system, which is the part of human resources such as evaluation, training, and salary.
As for the HR system, the introduction of the retirement age, the introduction of 360 -degree evaluation, the KPI assessment linked, bonus results remuneration, etc. will be made to a solid evaluation system, and the motivation for Sanrio employees will be motivated.I want to connect.
Next, I will tell you about the completion of structural reform.There are two points about this, and the first is the improvement of the profit of domestic sales that had been sanctified, and the second is a complete US hemostatic, including external partnerships.I want to complete these.
Domestic merchandise has not only planned more than 10 specific measures, including SKU reduction, but also has already started.Regarding the United States, we will conduct a drastic review of product sales and conduct licensing business reforms using external partners.
First, regarding the deficit of the theme park, the effects of the new colon virus are very large, so I will explain the parts excluding that.Regarding domestic sales and US deficits, it is not a temporary thing, but a constant one is large, and by stopping these two major problems, it is expected to improve the profit of 3 billion yen by 3 billion yen.
First, let's talk about domestic sales.By firmly reducing the number of SKUs that are stopped and the number of SKUs that have increased too much as the factors, the number of SKUs is reduced by 60 %.As a result, the amount of work is reduced by 40 %, the sales expenses of the headquarters are reduced, and if the sales rose, the structure will be made firmly.
Not only this, but it is expected that a total of 1.7 billion yen will be improved based on those that have already progressed or planned for more than 10 measures described in this slide.This is not only structural reform, but also expands the firm EC part, and I want to work while drawing a growth strategy.
Next, I will talk about the US business.First of all, the sales expenses are high, and the factors are strategically withdrawn.However, for the wholesale department, which is an important source of revenue in the United States, and ECs, which are expected to grow in the future, we will improve profits.
In addition, the license business will be raised by working together with an external partner who has the same marketing investment and marketing functions.After the bleeding in the last three years, we would like to reinvest during the next mid -term management plan.
Next, I will tell you about the re -growth sowing.First, we will reconfigate partnering in Asia and IPs that utilize the wisdom and capital of other companies.
Regarding Asia, we will expand with local partners to capture the growth market in China.I think it will be important where to partner in China.Regarding Southeast Asia, we established a joint venture with AVEX ASIA, which was announced last year.
In addition to the wisdom and capital of other companies, we will work on collaboration with global platformers, reconstruct the creation and development of our strengths, and challenge stock -type businesses.These are the seeds of re -growth.
I will talk specifically about the Asian business China.In the future, I think that China must specialize in digital and adopted a new COO.In Southeast Asia, a JV with AVEX ASIA was established in Singapore.We have already adopted very good human resources at the sales manager level, and we have started sales activities this year, but we have also gained new.
In addition to that, in China, we would like to focus on areas such as EC and games, which are digital domains and games in the future.This is not simply our strength, but we aim to significantly expand profits by working with a strong local partner.Currently, not only ECs, games, but also educational licenses, kids parks, corporate branding support, etc. are selected, and by partner with it, the Chinese market has become a pillar of a major revenue of this medium -term management plan period.I think it will come.
EC wants to greatly increase our Chinese EC business, which is not much done now, in collaboration with Baozun, which is strong in IP characters.
In addition to ECs, games, education, kids parks, etc. are currently selected, and each of them moves in a way that can be firmly monetized in the 64th and three years later.I am.
This is the Sanrio's vision for the three years of the foothold and reversal, and the next three years of re -growth.
For Sanrio, employees, that is, "human resources", are the most important assets, and we will integrate and strengthen their assets for their second establishment.Sanrio employees are creators.It is really important for Sanrio to be able to commit to each employee, including our management, including strengthening the consciousness of entertainment creators and making as many people as possible.
Sanrio, who has been considered a character goods company so far, has changed so that the public can think of it as an entertainment company that makes as many people as possible in the future and expands the circle of happiness around the world.I will do it.
Based on the mission of "new value in entertainment. We will co -create the fun and joy of the next generation together", the angle is high by actively utilizing the wisdom and capital of other companies as well as our power.I will do it.
The first is the improvement of the existing IP freshness in cooperation with the global platformers, the second is the creation of a new IP creation and training system, and the third is the challenge of stock -type new businesses with less volatility.By doing these, we will return and re -active to the IP business.
First, I will tell you about cooperation with the first global platformer.It has already been released, but a movie planning plan in Hollywood is on progress.The director is also decided, and it is decided that it is a live -action and anime hybrid type.We are proceeding smoothly and we want to expect very much.
In addition, we have been working with Netflix for a long time and provide a work called "Agressive Riko".This is decided up to Season 4, and it has collaborated with Amazon, and video distribution in various regions, such as the United States, Canada, the UK, Germany, and Japan.
Next, I will talk about the creation and development of the second IP.Currently, our IP cannot meet overseas needs, and the lack of producer human resources, and there are no rules for withdrawal from IP.In order to solve such a thing, the first IP creator human resources are organized and enhanced.
その上で強化させた組織と、さらに今後IPをプロデュースする会社と、JV、もしくはM&Aまで考えて、しっかりとしたIPの育成につなげます。最終的には、マネタイズする時に、現在はメディア企業との連携が必須になるため、動画プラットフォーマーやアニメ会社と密に連携を取ることによってしっかりとしたマネタイズにつなげていきます。そして、撤退ルールを含むIPポートフォリオ管理をすることによってしっかりとした管理会計を徹底します。
Next is the third.Sanrio will launch a new educational service in Japan and China to make it a pillar of revenue.I think that Sanrio's strength is an eye -catching design, such as dropping the concept of color and shape into the character, naturally looking at it, and getting out of hand.Aim for monetization of.
Basically, the field of education can be expanded to first contact, so -called infants and parent generation, so it can be expected to be often intervened in existing license businesses and existing Sanrio IP businesses.
We would like to significantly increase operating income in the three years of re -growth by sowing such three kinds of sowing.
As mentioned above, we have talked about the three pillars of the mid -term management plan, the sowing of organizational culture reform, completion of structural reform, and re -growth.We would like to build a solid and executable climate, and to add a structural reform and re -growth growth strategy.No matter how much structural reform or re -growth strategy is to make a re -growth strategy unless you change the organizational culture firmly and make it an executable organization.It will be three pillars of the mid -term management plan based on such things.
And, as described in this slide, we will invest in the structural reform and re -growth part, and promote the business, not small.
And in operating income, we aim for 3 billion yen as a goal for the 64th term.It will improve the profit of just over 6 billion yen from the present.And the EPS growth rate is about 30 % or more.
Until now, it was a dividendity for shareholders, but we are considering the EPS growth rate during the medium -term management plan, and after the V -shaped recovery, we are considering TSR.
In terms of ESG perspectives, in addition to the educational services I mentioned earlier, the increase in female managers will be raised with the target value.In addition, I would like to proceed with ESG with a view to reducing CO2.
In addition, "Hello Kitty" is now a SDGs character.We recognize that such activities will gradually increase in the future.
Last but not least, throw away the bad parts and complete the second place.
And everything is decided from here to 6 months.First, we will reform the organizational culture to provide execution.This is only to do it.
As mentioned in the title of the first medium -term management plan, "OneDay? NO.DAY ONE! "It's not someday, but this medium -term management plan has already begun from today. That's why we hope that everyone will have a new Sanrio with power and execution in the future.It's been a long time, but I will end the explanation of the mid -term management plan. Thank you very much.
Moderator: Then read out the first question.About "SANRIO+" in the app."How many members were at the end of March?" "How did the increase in the increase in the increase in the increase in the increase in the increase in the increase in the increase in the increase in the sales of Sanrio Characters' Amiibo, which collaborated with Nintendo in March,"How many members of "SANRIO+" will be expanded? "Do you think about overseas expansion of" SANRIO+"?
"I think there are many touch points with your users, such as the theme park and the Sanrio shop, but how is the" SANRIO+"position positioned?"
"It is a service distributed by other companies such as the" Sanrio Daily Ups "series, and your character may be used, but will it be linked to" SANRIO+"?
Regarding these questions, Shimomura, Managing Executive Officer in charge of Marketing Headquarters, will respond to these questions.
Yoichiro Shimomura: I'm Shimomura.First of all, about "SANRIO+", it is an application for smartphones for Sanrio fans, and is an important position in our digital strategy.Under such circumstances, as of the end of March, the number of members is about 810,000.Currently it is May, so I think that the image may be about 900,000 fans recently.It started in July last year, and it has not been a year yet, but as planned, I think that the number of fans is increasing steadily.
Then, in March, Nintendo's Sanrio Character version of the "AMIBO Card" of the "Atsume Animal Crossing" series was commercialized and released."Amiibo Card" was very popular, so I used "SANRIO+" as a so -called lottery tool.Through this, there are about 60,000 new members of "SANRIO+".
At first, in the case of such cases, there are quite a few people who are withdrawn after the lottery is over, but in the case of our company, there are almost no people who have withdrawn, so the situation is almost net that has increased almost by net increase.is.
The third question is, "How many Sanrio fans are?"However, the number of customers we are captured is a fan, has a attachment to Sanrio characters, and has bought Sanrio products often in Japan.I feel that it is about it.
However, not everyone is a core fan, but I think there are quite a few light fans.Considering the core fans, I think it's about 5 million.Therefore, about 1.5 million of these 5 million people, about 1.5 million, have set the goal of becoming a member of "SANRIO+" in the medium term.
Then, about the fifth question "SANRIO+" overseas expansion, but we are not thinking about expanding overseas as it is.This is the current situation, but there are various things such as the concept of personal information for each country, and I think there are many problems that need to be cleared.
However, considering the digital strategies we are currently working on, we are considering operation overseas as well as in the future.
And the so -called touch points, such as the sixth theme park and the Sanrio shop, were the main questions, but the question of how the position of "SANRIO+" is positioned.The normal theme park and the Sanrio shop are still a touch point in the real part, but for "SANRIO+", the so -called Sanrio brands and characters are directly used to fans, taking advantage of the smartphone app.Moreover, I think it is a touch point that can always be connected.
Furthermore, in the future, we are currently aiming to provide information tailored to each member's orientation, so I hope that this is also unique to the so -called "SANRIO+".I'm here.
Finally, it is a service distributed by other companies such as the "Sanrio Daily Ups" series, and is about linking and cooperation with "SANRIO+".We are currently doing "SANRIO+" in the so -called marketing category called digital marketing, but of course we are making various monetizations, and as a profit model.
Although this "Sanrio Daily Upl" is an app for profit, of course, it is a very positive for us to be able to link to this in the future, so we are thinking about that.。
However, fans are still most important for this, so from the perspective of enhancing the value of "SANRIO+", the members of "SANRIO+" will be very pleased.I would like to excite and cooperate with "SANRIO+".That's it for "SANRIO+".Thank you very much.
Moderator: Read the following questions.There are two questions.The first is, "The slump in the license sales seems to have structural things besides the aspect of the corona, but in China it should be reduced, but your company's company.It doesn't seem to be related to business performance. Please tell us about this and about future prospects. "
The second is "Please tell us about the role and mission of Mr. Saito, a newly managed executive officer disclosed in March."The above two questions will be answered by Saito, a managing officer in charge of the Overseas Business Headquarters.
Yoshifumi Saito: My name is Saito, who is in charge of overseas business.First of all, from the second question, I will briefly explain it.Currently, I am in charge of overseas business, and the other day, I will be at the top of the whole overseas base at the Board of Directors on May 19.Therefore, in the future, we will aim to speed up and optimize by unifying overseas business decisions.
The first question is that this is in the Chinese market.In China, the digital industry is growing with great momentum, and we believe that it is necessary to firmly cut this growth opportunity.
In the medium -term management plan that I mentioned earlier, there are various growth opportunities, such as EC, online games, education, and kids parks, so I would like to consider these firmly.For example, efforts with leading game development partners in China are actually proceeding.
Moderator: Read the following questions."When I was inauguration, I mentioned the construction of a marketing function and digitized as a future concept. Tell the progress, the parts that have changed after the corona, and the same parts.please".I will answer this question from the president Tsuji.
Tsuji: First, the building of a marketing function is at a glance, but with regard to marketing functions, we have launched a marketing team in the previous mid -term management plan to firmly put this marketing organization in this Sanrio.
We recognize that sales support and character brand branding may have spread at a considerable level of consciousness.At present, I think that this marketing function is the first point that comes out as a good profit is product sales and entertainment.Before the influence of the new colon virus from last February, the status of the shops and theme parks was quite good.
We recognize that such a part of our new marketing function may be working greatly.However, there are some parts that are not enough.One of them is about the use of data, and as I mentioned earlier, the number of members has increased considerably, and a considerable amount of data has been gathered.
This time, I would like to connect product development and brand branding by making good use of the data.In addition, as an external human resource that was in the medium -term management plan, the recruitment of human resources who can utilize such data is also progressing.
Another thing, I think that the place where there is not enough at a glance is the part of the creation and development of IP, and I think that if the angle becomes a little higher, it will be possible to do a firm and well -hearted marketing.I am.
As for this, as I mentioned earlier in the medium -term management plan, the problem so far is that there is no so -called overseas needs or withdrawal rules, so investment distribution to characters has occurred.increase.
We have quite strong characters such as Hello Kitty and My Melody, but it is quite difficult to grow characters that grow from the 40th anniversary and 50th anniversary.
However, recently, digital characters and characters using the media, etc., are very difficult to grow there because they still have a quick sense of monetization.
That's why we recognize that it is our current part of our current part of the IP portfolio to create a solid withdrawal rule and make a span character for many years.We recognize that the integration of such IP development creations can ensure that the marketing can be increased at once.
Regarding digitalization, I recognize that the digital is accelerating due to corona evil.The number of digital licenses in our character promotion and license revenue is increasing.
Not only is it increasing because of the corona disaster, but there are some parts that are not enough to invest in us, so we will actively invest in the future so that we will keep up with the flow of digitalization.I want to come.
At the same time, because of the corona, the reality was closed, so as a company that has an entertainment theme park like us, I think that the balance between real, digital and fusion is changing every day.increase.
That's why if this fits a little while accelerating digital at a stretch due to corona evil, I think that it is a certain period, but I think real is required.I know that there is such a time, but I want to think so that we do not remove it.Basically, I think the flow of digital is overwhelming, but I want to continue to promote real and digital fusion while recognizing the importance of such a temporary reality.
Moderator: Read the following questions."Please tell us the reasons for the appointment and the expected role of the three candidates outside the company."This question will be answered by the General Affairs Department, Managing Director, and Takashi Nomura.
Takashi Nomura: This is Nomura in charge of general affairs.Regarding the election of the three independent directors this time, we chose many candidates from last year to select those who are good at business, internationality, and marketing.
First of all, Mr. Sasamoto, of course, is the president of Twitter Japan Co., Ltd., so I think he is a person who has knowledge and other things in the digital field, especially in the SNS field.
In addition, Mr. Yamanaka chose because he was active in Panasonic from the gender part and was good at management.
Davidbennett is now a president of Lenovo Japan and the president of NEC's personal computer, so he is still in the outline of management and internationality.We are very happy that we focused on one -third of the nine directors, and we were able to choose these three people.
We would like you to participate in the Board of Directors and receive advice from various perspectives, so thank you.
Moderator: Read the following questions."What kind of role will May, former Takara Tomy, will play in the future?"
Tsuji: Regarding Mr. Mei, last year I wanted to receive a variety of advice after taking office last year, and when I asked, I was happy to accept it in the form of an advisor.
At present, we have repeatedly held meetings with me several times a month, and as I mentioned earlier, we have received many daily advice, such as the medium -term management plan, and specifically.
In addition to such plans, we have received many advice on daily license operations that "this is better" and "that should be done".At the same time, I had that much knowledge, so I actually conducted marketing training for employees.
In this way, I would like to ask for direct advice to management teams, plus, and other employees to provide such knowledge.
Moderator: Thank you for asking many questions.I'm very sorry, but this is the time of the Q & A session.We will reply from the IR room at a later date for questions that could not be answered in time.