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We have, uh, Chairperson of the Strategic Review Committee Outside Director, uh, Paul Brough. He is joining from Hong Kong, uh, on- online. My name is Hara of Communications, Corporate Communication Department. We are providing simultaneous translation. So if you are watching the live, uh, str- streaming in Japanese, you will be able to hear translation's voice. Please be aware of that. First, before going into transforming Toshiba to enhance shareholders' value. May I have Mister Tsunaka to say a few words, uh, upon the receipt of the report from Governance Enhancement Committee today. Mr Tsunakawa, please. Now, first of all, uh, I would like to say a few words on behalf of the, uh, the company, uh, upon the report of the Governor Enhancement Committee. First off, I would like to express profound appreciation to the members of the Governor Enhancement Committee, uh, who have made tremendous efforts and time since their appointment to investigate the root cause of the issue, uh, raised in the investigation report, clarify where the responsibility lies, and compile recommendations for formulating the measures to prevent recurrence. I recognize that the Toshiba's Governance Enhancement Committee, based on the strong belief that restructuring of the governance is essential for the revival of the Toshiba, has compiled report for our future. In fact, no issue of illegality was, uh, discovered, um, according to the report of the Governor Enhancement Committee. Having said that though, I feel as a part of the senior management of the company, I am extremely ashamed and embarrassed that the, um, the, uh, senior members of the company, uh, and their actions, uh, was concluded that an act, uh, as a whole, uh, violates the corporate ethics demanded by the market. We have just received a final report of the Governance Enhance Committee that, uh, we will continue to discuss the governance seriously within the company based on the contents of the report, including recommendations for the formulation of the recurrence prevention measures. We believe that this recurrence prevention measures will form the very first step to restore the trust of the shareholders who have, which have been restored so far. Now one of the group's philosophy is, uh, doing the right think. Uh, many employees on the front lines of the operations are working, uh, day to day, uh, based on this value. On the other hand, I believe that, uh, some of the members of the senior management were acted, uh, quite, uh, differently from this mostly, and that should be, uh, sincerely remorsed over. The corporate management is established based on the trust relationship with all stakeholders. The Governance Assessment Committee also pointed out that the importance of top <inaudible> and organizational leaders demonstrating their commitment to value, ethics and integrity. Until now, um, the culture to recognize the mistakes and the very, uh, good communication so that, uh, anyone can raise opinions escalated, uh, just to the higher level. But also, uh, we need to ensure the psychological safety of all employees. Uh, we will make, um, strict, uh, persistent efforts in this regard. As I will announce today, our group decided to separate the energy infrastructure business and storage device businesses. There will be a f- uh, the separate companies, and aim for the IPOs are set independently. This is a drastic change, but because this business will be separated and being independent, and therefore, uh, the, um, committed to people and committed to the future based on this philosophy. Under the new, uh, corporate culture, each business is poised to grow, uh, and this is a great opportunity. But beforehand, uh, it is a critical, uh, mission of the senior management to enhance governance beforehand. I appreciate your continued support and asking for your cooperation. Thank you very much. Next, we'd like to, uh, present on the transforming Toshiba to enhance our shareholders' value. And, uh, Mr. Tsunakawa will m- make presentations. Next, I would like to explain on our new management policy titled as Transforming Toshiba to Enhance Shareholders' Value. Uh, the, uh, Corporate Executive Vice, uh, President Hatazawa will also, uh, be, uh, uh, presenting. And also on online, uh, Chairperson of Strategic Review Committee, Mr. J- Paul, uh, will also be attending as well. Now, uh, to- today, Toshiba Group has decided on its significant transformation to further leap forward for the future. Let me first introduce why this is the best path forward for Toshiba, uh, and our shareholders, and what it, what it means for our business going forward. And then we would like to invite Mr. Brough to explain on the evaluation made by the Strategic Review Committee. After that, Mr. Hataza will talk on what the business outlook will be for the standalone companies after separation. First, uh, about, uh, our path to unlocking the value, uh, that I'd like to explain. Now, at the Board of Director meeting held this morning, decision was made for Toshiba's strategic reorganization to separate the business into two businesses. As a result, uh, there will be three standalone companies to be, um, formulated. One an infrastructure service company, second is device company, and the third is Toshiba. As we concluded this strategic reorganization to be the best path forward for Toshiba and their stakeholders, we took into account the view of our important shareholder, stake- shareholders and other casto- stakeholders, as well as the business characteristics and the value chain of, uh, each of our diverse businesses. Over our history of over 140 years, Toshiba has constantly evolved to stay ahead of the times. Today's announcement is no different. Toshiba has built a portfolio of leading the businesses. But in order to enhance our competitive positioning, each business needs greater flexibility to address its own market opportunities and challenges. The official names for the new companies will be announced in due course. Here is an overview of the three independent businesses. Infrastructure service company will, uh, consist of Toshiba energy systems and solutions, infrastructure systems and solutions, building solutions, digital solutions, and battery businesses, and become a company with the forecasted net sales of 2.1 trillion yen, according to this fiscal year's forecast. Its increased focus, combined with its innovative technological solutions, will enable it to play a leading role in driving the transition to renewable energy, to meet ambitious global carbon neutrality goals, and advancing infrastructure resilience as a leading player. Device company will com- be comprised of To- Toshiba electric device and storage solutions business, and become a company with forecasted net sales of 870 billion yen. Its products will be including power, semiconductors, high-capacity hard disk drives, HDD for data centers, and semiconductor-manufacturing equipment. It will be a global leader in supporting the evolution of social and IT infrastructure. Toshiba will continue to hold the company's on- ownership stake in Kioxia Holding Corporation and Toshiba Tec Corporation. Co- Toshiba will seek to monetize the share of Kioxia at an appropriate timing. The separation this time enables us to better align each new companies by its unique business characteristics. Infrastructure service company relate, um, business focus on the direct sale of equipment and the provision of solutions to specific customers. It has long business cycles that are more heavily dependent on negotiations between business parties than the market conditions at large. In addition, it will be a capital-light business and there are also major differences in, to the extent in which we conduct customized production. In contrast, device company primarily manufacturers and sells devices such as semiconductor's and other materials. Its business cycles are shorter and can be impacted significantly by the market conditions. It will be a capital-intensive business that requires scale of a continuous production across multiple customer orders. 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Corporate Senior Executive Vice President, Mamoru Hatazawa. Representative Executive Officer, Corporate Executive Vice President and CFO, Masayoshi Hirata. We have, uh, Chairperson of the Strategic Review Committee Outside Director, uh, Paul Brough. He is joining from Hong Kong, uh, on- online. My name is Hara of Communications, Corporate Communication Department. We are providing simultaneous translation. So if you are watching the live, uh, str- streaming in Japanese, you will be able to hear translation's voice. Please be aware of that. First, before going into transforming Toshiba to enhance shareholders' value. May I have Mister Tsunaka to say a few words, uh, upon the receipt of the report from Governance Enhancement Committee today. Mr Tsunakawa, please. Now, first of all, uh, I would like to say a few words on behalf of the, uh, the company, uh, upon the report of the Governor Enhancement Committee. First off, I would like to express profound appreciation to the members of the Governor Enhancement Committee, uh, who have made tremendous efforts and time since their appointment to investigate the root cause of the issue, uh, raised in the investigation report, clarify where the responsibility lies, and compile recommendations for formulating the measures to prevent recurrence. I recognize that the Toshiba's Governance Enhancement Committee, based on the strong belief that restructuring of the governance is essential for the revival of the Toshiba, has compiled report for our future. In fact, no issue of illegality was, uh, discovered, um, according to the report of the Governor Enhancement Committee. Having said that though, I feel as a part of the senior management of the company, I am extremely ashamed and embarrassed that the, um, the, uh, senior members of the company, uh, and their actions, uh, was concluded that an act, uh, as a whole, uh, violates the corporate ethics demanded by the market. We have just received a final report of the Governance Enhance Committee that, uh, we will continue to discuss the governance seriously within the company based on the contents of the report, including recommendations for the formulation of the recurrence prevention measures. We believe that this recurrence prevention measures will form the very first step to restore the trust of the shareholders who have, which have been restored so far. Now one of the group's philosophy is, uh, doing the right think. Uh, many employees on the front lines of the operations are working, uh, day to day, uh, based on this value. On the other hand, I believe that, uh, some of the members of the senior management were acted, uh, quite, uh, differently from this mostly, and that should be, uh, sincerely remorsed over. The corporate management is established based on the trust relationship with all stakeholders. The Governance Assessment Committee also pointed out that the importance of top <inaudible> and organizational leaders demonstrating their commitment to value, ethics and integrity. Until now, um, the culture to recognize the mistakes and the very, uh, good communication so that, uh, anyone can raise opinions escalated, uh, just to the higher level. But also, uh, we need to ensure the psychological safety of all employees. Uh, we will make, um, strict, uh, persistent efforts in this regard. As I will announce today, our group decided to separate the energy infrastructure business and storage device businesses. There will be a f- uh, the separate companies, and aim for the IPOs are set independently. This is a drastic change, but because this business will be separated and being independent, and therefore, uh, the, um, committed to people and committed to the future based on this philosophy. Under the new, uh, corporate culture, each business is poised to grow, uh, and this is a great opportunity. But beforehand, uh, it is a critical, uh, mission of the senior management to enhance governance beforehand. I appreciate your continued support and asking for your cooperation. Thank you very much. Next, we'd like to, uh, present on the transforming Toshiba to enhance our shareholders' value. And, uh, Mr. Tsunakawa will m- make presentations. Next, I would like to explain on our new management policy titled as Transforming Toshiba to Enhance Shareholders' Value. Uh, the, uh, Corporate Executive Vice, uh, President Hatazawa will also, uh, be, uh, uh, presenting. And also on online, uh, Chairperson of Strategic Review Committee, Mr. J- Paul, uh, will also be attending as well. Now, uh, to- today, Toshiba Group has decided on its significant transformation to further leap forward for the future. Let me first introduce why this is the best path forward for Toshiba, uh, and our shareholders, and what it, what it means for our business going forward. And then we would like to invite Mr. Brough to explain on the evaluation made by the Strategic Review Committee. After that, Mr. Hataza will talk on what the business outlook will be for the standalone companies after separation. First, uh, about, uh, our path to unlocking the value, uh, that I'd like to explain. Now, at the Board of Director meeting held this morning, decision was made for Toshiba's strategic reorganization to separate the business into two businesses. As a result, uh, there will be three standalone companies to be, um, formulated. One an infrastructure service company, second is device company, and the third is Toshiba. As we concluded this strategic reorganization to be the best path forward for Toshiba and their stakeholders, we took into account the view of our important shareholder, stake- shareholders and other casto- stakeholders, as well as the business characteristics and the value chain of, uh, each of our diverse businesses. Over our history of over 140 years, Toshiba has constantly evolved to stay ahead of the times. Today's announcement is no different. Toshiba has built a portfolio of leading the businesses. But in order to enhance our competitive positioning, each business needs greater flexibility to address its own market opportunities and challenges. The official names for the new companies will be announced in due course. Here is an overview of the three independent businesses. Infrastructure service company will, uh, consist of Toshiba energy systems and solutions, infrastructure systems and solutions, building solutions, digital solutions, and battery businesses, and become a company with the forecasted net sales of 2.1 trillion yen, according to this fiscal year's forecast. Its increased focus, combined with its innovative technological solutions, will enable it to play a leading role in driving the transition to renewable energy, to meet ambitious global carbon neutrality goals, and advancing infrastructure resilience as a leading player. Device company will com- be comprised of To- Toshiba electric device and storage solutions business, and become a company with forecasted net sales of 870 billion yen. Its products will be including power, semiconductors, high-capacity hard disk drives, HDD for data centers, and semiconductor-manufacturing equipment. It will be a global leader in supporting the evolution of social and IT infrastructure. Toshiba will continue to hold the company's on- ownership stake in Kioxia Holding Corporation and Toshiba Tec Corporation. Co- Toshiba will seek to monetize the share of Kioxia at an appropriate timing. The separation this time enables us to better align each new companies by its unique business characteristics. Infrastructure service company relate, um, business focus on the direct sale of equipment and the provision of solutions to specific customers. It has long business cycles that are more heavily dependent on negotiations between business parties than the market conditions at large. In addition, it will be a capital-light business and there are also major differences in, to the extent in which we conduct customized production. In contrast, device company primarily manufacturers and sells devices such as semiconductor's and other materials. Its business cycles are shorter and can be impacted significantly by the market conditions. It will be a capital-intensive business that requires scale of a continuous production across multiple customer orders. 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May I start the presentation on transforming toshibati and Hanshiyar's values and F-I-21 second quarter consolidated business results. We are organized this presentation session on online basis. From 4 to 5 o'clock, we will be presenting from our side and followed by 30 minutes, question session for the members of the media. The questions from Alice and the investors will be accepted from 5.30 to 6 o'clock Japan time, please be aware of that. Now, we will be collecting questions via telephone conferencing system. As it informs you beforehand, the conference call system will require the pre-registration beforehand. Let me introduce the presenters today. President NCEO Satoshi Sunakawa. Co-presenting executive vice-president, Mamoru Hatazawa. Representative, this is the officer, corporate executive vice-president, NCEO Masayoshi Hirata. We have a chairperson of the Strategic Review Committee outside director, Paul Brof, who is joining from Hong Kong on my. My name is Hara of Communications Corporate Communication Department. We are providing simultaneously transition, so if you are watching, that live streaming in Japanese, you will be able to hear translation's voice. Please be aware of that. First, before going into transferring Mito Shiba to NHANSHI Haru's value, may I have Mr. Tanaka to say a few words upon the receipt of the report from Governor's enhancement committee today. Mr. Sna'kala, please. Now, first of all, I would like to say a few words on behalf of the company upon the report of the Governor and Fifth Amendment Committee. First off, I would like to express profound appreciation to the members of the Governor and Fifth Committee, who have made tremendous efforts and time since their appointment to investigate the root codes of issue and raised in the investigation report, qualify where the response to the lights and compile recommendations for formulating the major to prevent recurrence. I recognize that the Toshiba's Governor's Encement Committee based on the strong belief that restructuring of the governance is incision for the revival of the Toshiba has compiled reports for our future. In fact, no issue of illegality was discovered according to the report of the Governor and Handsome Committee. Having said that, I feel as a part of the senior management of the company, I am extremely ashamed and embarrassed that the... The senior members of the company and their actions was concluded that an act as a whole, a validist, the corporate ethics demanded by the market. We have just received the final reports of the Governor's In-Hev's Committee, but we will continue to discuss the governance seriously within the company based on the contents of the report, including recommendations for the formulation of the recurrence revision measures. Thank you. We believe that this recurrence provincial measures will form the very first step to restore the trust of the shareholders, which have been restored so far. Now, one of the groups philosophy is doing the right thing. Many employees on the front lines of operations are working a day-to-day based on this value. On the other hand, I believe that some of the members of the Singing Management were acted quite differently from this philosophy and that should be sincerely remorced over. The corporate management is established based on the trust relationship with all stakeholders, the government assessment committee, also pointed out that the importance of top at the tone and organizational leaders demonstrating their commitment to value ethics and integrity. Until now, the culture to recognize the mistakes and the very good communication so that anyone can raise opinions, escalate it to the high level, but also we need to ensure the psychological safety of all employees. We will make persistent efforts in this regard. As I will announce today, our group. Decided to separate the energy, infrastructure, business and storage device business that will be separate companies and aim for the IPOs, except independently. This is a drastic change, but because these business will be separated and being independent and therefore, The committee to people and committee to the future based on this philosophy under the new appropriate culture each business is poised to grow and this is a great opportunity. But beforehand, it is a critical mission of the CM management to enhance governance beforehand. I appreciate your continued support and asking for your cooperation. Thank you very much. Next, we'd like to present on the transforming to Shiba to enhance Ashihor's value and Mr. Tanaka, but we'll make presentations. Next, I'd like to explain. On our new management policy titled a transforming tote to enhance the shoulders value. The corporate executive vice president, Hata Zawa, will also be presenting and also on my share person of strategic review committee, Mr. Paul, will also be attending as well. Now, today, Toshiba Group has decided to send a transformation to further re-forward for the future. Let me first introduce why this is the best path forward for Toshiba and Oursio Hooters, and what it means for our business going forward. And then we would like to invite Mr. Braff to explain on the evaluation made by the Strategic Review Committee. After that, Mr. Hadazao will talk on what the business outlook will be for the standalone companies after separation. about our path to unlocking the value that I would like to explain. Now, at the Board of the Director Meeting held this morning, this is a what's made for Toshiba Strategic Reorganization to separate the businesses into two businesses as a result. There will be three standalone companies to be formulated. One is Infrastructure Service Company, second is Device Company, and the third is Toshiba. As we conclude that the strategic reorganization to be the best path forward for Tojibah and their stakeholders, we took into account the view of our important shareholder stakeholders and other case stakeholders, as well as the business characteristics and the value chain of each of our diverse businesses. Over our history of over 140 years, Toshiba has constantly evolved to stay ahead of the times. Today's announcement is no different. Toshiba has built a portfolio of leading businesses, but in order to enhance our competitive positioning, each business needs greater flexibility to address its own market opportunities and challenges. The official names for the new companies will be announced in due course. Here is an overview of the three independent businesses. If the SUSTER Service Company will consist of Toshiba Energy Systems and Solutions, Infrastructures Systems and Solutions, Building Solutions, Diesel Solutions and Battery Businesses. and become a company with the forecasted net sales of 2.1 trillion according to the fiscal years forecast. Its increased focus combined with its innovative technological solutions well-enabled yet to play a lean role in driving the transition to renewable energy to meet ambitious global carbon neutrality goals and advancing infrastructure resilience as a leading player. Device company will be comprised of the Toshiba electric device and storage solutions business and become a company with forecasted vessels of 870 billion yen. Its products will be including powers and conductors, high capacity, hard disk drives HDD for data centers and semiconductor might actually be equipment. meant. It will be a global leader in supporting the evolution of social and IT infrastructure. Toshiba will continue to hold the companies on ownership stake in Kiaoksha holding cooperation and Toshiba tech cooperation. Kou Toshiba will seek to monetize the share of Kiaoksha at an appropriate timing. The separation this time enables us to better align each new company by its unique business characteristics. If I set up your service company, really it business focus on the direct sale of equipment and the provision of solutions to specific customers. It has long business cycles that are more heavily dependent on negotiations between business parties than the market conditions and large. In addition, it will be a capital-light business, and there are also major differences in which we conduct customized production. In contrast, device company primarily manufactures and sells devices such as nickel-industrial and other materials, its business cycles are shorter and can be impacted significantly by the market conditions. 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+  },
+  "osVersion": "17.6.1",
+  "modelsTested": [
+    "openai_whisper-tiny",
+    "openai_whisper-tiny.en",
+    "openai_whisper-base",
+    "openai_whisper-base.en"
+  ],
+  "deviceModel": "iPhone 11",
+  "deviceIdentifier": "iPhone12,1",
+  "testResults": {
+    "openai_whisper-tiny": [
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+    "openai_whisper-base": [
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+    ]
+  },
+  "commitHash": "a9b92c4",
+  "commitTimestamp": "2024-10-29T190053"
+}