There are some numbers in the presentations of the business heads. After all, both Kurashige-san and John Hanrahan are actuaries, and they can't help themselves. But their presentations are a little bit higher-level, more strategic than financial. So to pull it all together financially, the last presentation will be that of Ken Tanji, who is the Chief Financial Officer of the International Insurance division. And Ken will be the one who will address most of your questions on our financial performance. You can see that we plan 3 Q&As. We also plan a couple of breaks. There are facilities here. There are little stick figures on the doors. I'll give you a hint. One is for the boys and one is for the girls. That will be a little bit of a test, perhaps, to tell which is which. If you make a mistake, you'll know the moment you open the door. We expect to break around noon, and we are offering lunch, a buffet lunch. I can tell you that the amount of time it will take to get from here back to the Grand Hyatt, where Mit will be presenting, shouldn't be more than about 15 minutes. So if you'd like to stay for lunch, I think you would have time and we would certainly enjoy seeing as many of you there as are able to make it. So that's my nickel, and I'm delighted to hand the baton to Ed Baird.Edward P. Baird Thank you, Eric. Good morning, and welcome. This is an interesting year for the Prudential. It's our 25th year here in Japan. And as Eric has outlined, you will hear from the heads of all 3 of the businesses as well our country leader, Kurashige-san. When Prudential started here 25 years ago, it had a single business and a single business model, POJ, with the Life Planner model, which you will hear an updated description of by John Hanrahan. Since then, obviously, the Prudential presence here has grown tremendously, and the models have evolved substantially, and you'll hear a lot of the details on that. So I'm not talk about that. I'm going to talk about what might be less obvious but I think what is critical to understanding the one thing in common that these businesses have that is visible, and that is the extraordinary success that they all share. And I think the reason, among others, that they share that success is that surprisingly, the strategic fundamentals upon which POJ was based and upon which it still operates today are the same strategic principles that we have used in founding and operating these other companies and businesses, in spite of what appear to be substantially different features. So what I hope to do in the next few minutes is just give you an inside look at what those strategic principles are so that as you hear each of the business models described to you and their performances, you might recognize some of the underlying strategic similarities that cause us to be different and, I believe, better than many of the competitors here in this country.