My role as Chief Regional Officer (CRO) is to drive forward the medium- to long-term growth strategies laid out in INNOVATION 2007 from a regional perspective. Essentially, this entails devising regional strategies for the company as a whole and then implementing concrete measures to achieve them. Regional strategies take into account many factors. These include the strategies of each business group, the growth prospects of each country and region, and information from our extensive global network of more than 200 offices. The characteristics of markets and promising domains in each region are also taken into consideration, as is the existence of business partners.
  During INNOVATION 2007's "step" period, we will unfurl regional strategies from three angles: market strategies, network strategies and global human resource initiatives.
  In terms of market strategies, we are capitalizing on regional growth by stepping up activities in fast-growing regions even more than before. Accelerating economic globalization and the growth of emerging economies, including the BRICs nations of Brazil, Russia, India and China, have caught everyone's attention. For MC too, expanding business fields that give us a greater foothold overseas is an important theme. Heretofore, we have strengthened activities on a companywide basis in China and India. In addition to these countries, we plan to reinforce activities in other rapidly growing regions as we promote market strategies unique to MC. We will do this by leveraging our knowledge in regions gathered through our overseas and domestic office networks, which have continued deep-rooted activities in regions for many years. We will also leverage our good relationships with business partners to the same end.
  Regarding our network strategies, we will strengthen the collective capabilities of the MC Group as a whole by further enhancing our office network both in Japan and abroad. Rapid changes in natural resource and energy market conditions and economic globalization are catalyzing major change in the functions expected of MC by customers and business partners the world over. There are stronger needs for the multiple functions spanning industrial fields and overseas networking capabilities only MC can offer. At the same time, many more businesses, including new energy and environmental businesses, must be approached on a global scale. By strengthening the functions of our offices and bolstering our networks linking offices, subsidiaries and affiliates as well as regions, we will enhance the collective capabilities of the MC Group.
  The development of human resources on a global basis is the third aspect of our regional strategies. The fulcrum of these efforts is our Center for Human Resources Development, which was established in April 2006. This center is spearheading actions to retain, nurture and utilize people on a consolidated and global basis through a series of programs involving all employees. To strengthen the organization with regards to human resources initiatives, we have appointed a global HRD officer in each business group and established a global HRD hub in each region. We are enhancing training programs for overseas staff, who have a crucial role to play in implementing our market and office strategies in each region. At the same time, in terms of medium- to long-term career management and in addition to executive resources development (ERD) in offices, staff are being loaned or sent for training from overseas to Japan. Also, the number of personnel transfers between overseas offices has been increasing year after year. Since 2006, 5 additional overseas staff members have been appointed as office managers. I am expecting a lot from them in carrying out their duties on behalf of the president and MC in each region.