In the three years from FY2026, we will work on the 2026-2028 Medium-Term Management Plan as Phase 2 of the Shibaura Vision 2033. In Phase 1, we could far exceed target values that we initially set under the medium-term plan. In FY2025 as the final fiscal year of Phase 1, we achieved increases in sales and income for the fifth consecutive year and achieved record-high income for the fourth straight year. At the same time, we maintained ROE of 20% or higher for three years. In Phase 2, we will strive to achieve the target consolidated net sales of 100 billion yen or more, which we have long aimed to achieve within the period of the vision, ahead of the schedule in the period of Phase 2. In addition, in light of the fact that we have made aggressive investments in sustainable growth in Phase 1 and Phase 2, we will continue aiming to achieve ROS of 20% or higher within the period of the vision. And to achieve the vision of becoming "a corporate group which comprehends future issues of society and customers and the potential needs that exist there, makes suggestions and gives solutions actively, and achieves growth with customers," which we set under the Shibaura Vision 2033, we will take initiatives in Phase 2 with four basic policies: sustained growth as an SPE player; leveraging of investment outcomes and ongoing investment in strategic development; implement and expand systems and expertise that respond to customer issues and needs; and further promotion of sustainability management.

In pursuing initiatives to surely link the growth track that we envisioned under the Shibaura Vision 2033 with the four basic policies set in Phase 2, promotion of sustainability management serves as an important foundation that supports the overall initiatives. For instance, at the Shibaura Mechatronics Group, we have set material issues to work on through business and material issues as the foundation of value creation. We have been taking actions for this since Phase 1. In Phase 2, we will extend these actions further. Above all, for "developing and offering environmentally conscious products to contribute to a green society," which we set as a material issue, we have been developing technologies and processes for reducing energy consumption and the amount of raw materials used, thus facilitating the development and provision of products which reduce the environmental impact. As a result, in Phase 1, net sales of those products accounted for at least 90% of total sales, with a recycling rate of 99%. In Phase 2, we will continue to help reduce environmental impact by steadily addressing material issues that are linked directly to our businesses.
Further, from the perspective of human capital management, we will also continue to enhance the capabilities of human resources who support the achievement of the Shibaura Vision 2033. With the adoption of our human capital vision and human capital management policy at the core, we have been developing the foundation for our human resource strategies since Phase 1. This has included, for instance, strengthening the recruitment of new graduates and mid-career employees and setting human resource KPIs. As a result, we have steadily been securing our desired human resources, particularly engineers.
In developing our organization, I attach importance to two points: contributing to others and self-growth. The former is that the organization should permit each employee to feel that they are contributing to customers, their co-workers, and society through their work. The latter is that our organization should permit each employee to feel their own growth through work. We conduct an employee engagement survey every year with evaluation items related to these points. Fortunately, we maintain high levels for both of them. For achieving sustainable growth amid major changes in the environment surrounding the semiconductor industry, it is essential that we should invest in not only technologies but also people. To achieve our vision set under the Shibaura Vision 2033, we will drive these initiatives in an integrated manner and implement well-balanced sustainability management.

Given progress in technologies, the importance of semiconductors has been growing rapidly throughout society. While supply is subject to rising geopolitical risks, the Shibaura Mechatronics Group has been shifting from the flat panel display (FPD) business, formerly mainstay business, to the semiconductor manufacturing equipment (SPE) business, as part of a sweeping transformation of its business portfolio. We have formulated the Shibaura Vision 2033 to clearly show the direction of the transformation. Initially, we did not expect semiconductor demand to grow so rapidly as it is doing now. However, we have continued to take on challenges to create global niche top products by fully acknowledging the speed of technological innovations and the growing level of customer issues. The result is that achievements exceeded the plan.
Currently, we have more opportunities than before for dialogues with domestic and overseas institutional and private investors. We understand the growing expectations they have of us. At the same time, the market environment will keep changing significantly. At the Shibaura Mechatronics Group, we will continue our commitment to technological innovation even amid the rapidly changing business environment, thus creating new value together with customers. And through sustainable growth and the enhancement of our corporate value, we will strive to be a company that continues to have the trust of all stakeholders. We hope our stakeholders look forward to the future of the Shibaura Mechatronics Group.