Under President Asakura’s leadership, the NAGASE Group Board of Directors is able to hold free and open-minded, in-depth and interactive discussions. Young employees who brief the Board members on projects properly express their own opinions, and the chairman and vice chairman pay attention to those briefings as well. Since the announcement of the medium-term management plan ACE 2.0 in 2021, I’ve felt that top management is strongly determined to shed the clothes of the old NAGASE & CO., LTD., so to speak, and transform the company at any cost. Over the past year, I’ve also noticed that their determination has permeated the whole company as a result of discussions in Board of Directors meetings. If I had to raise a concern, it would be horizontal coordination within the organization. Because the NAGASE Group values business division autonomy, the vertical dimension is well-coordinated. However, in order to successfully advance global business expansion in the future, it will be critical to strengthen the functional dimension in the horizontal direction even further. For example, on the corporate level, functions like human resources, accounting, quality, and safety should be reinforced. Doing so is difficult because it involves corporate culture, but I believe it is a core issue.