Good evening. Thank you all for joining us today. I— We are pleased to share with you our first-half results and the overall state of our business. During the first half of this year, we continued to execute our transformation plan with a clear focus on delivering products and services that better meet the evolving needs of our customers. In terms of results, we delivered double-digit growth in revenue, operating profit, and net income compared with the first half of last year. Consolidated operating income for the first half of this year was JPY 232.2 billion, which was broadly in line with our plan. Based on this performance, we are maintaining our full-year FY 2026 outlook. While our CFO, Takagi-san, will cover the details of our results, it should come as no surprise that inflationary pressures and subdued consumer sentiment continued to weigh on our customers and the overall operating environment. All of this reinforces the need to stay close to our customers, to accelerate differentiation across our key markets, and to deliver on our profit objectives. I explained in April that we continue to differentiate ourselves through an elevated customer experience. We do this with a relentless focus on quality and value, delivering better products at better value. While there are areas we need to improve, at SEJ, we have returned same-store sales to a growth trajectory with same-store sales up 1.1%. Freshly prepared counter food was a key driver in this, contributing 0.9 percentage points to our same-store sales growth. Our category strategy, built around customer needs and consumption occasions, is steadily translating into top-line growth. We will build on this progress to drive sustained same-store sales growth. In addition, at SEI, we are seeing tangible results. Despite a challenging consumer environment, our value initiatives, our expanded hot food offerings, and better product quality are strengthening differentiation and translating into same-store sales growth. 7NOW is also gaining momentum, with sales up 15.6% year-over-year and achieving $550 million in first-half sales. 7NOW is well on track to exceed our full-year target of $1.1 billion while delivering healthy profit. The progress goes beyond merchandise and digital. In the American fuel business, the progress we have made in vertical integration, particularly in adding new organizational capabilities, has enabled us to capture additional profit opportunities in the current market environment, and this is contributing positively to this year's performance. We are also making progress in optimizing SEI's store network, with franchise conversions delivering improvements in both merchandise sales and gross margin. To sustain this progress, we remain focused on strengthening the fundamentals. To create lasting value, we need to consistently get the basics right and keep strengthening the capabilities that elevate the customer experience. That is why disciplined execution of the transformation plan remains our foremost priority. More specifically, in Japan, SEJ is advancing our differentiation in fresh food and expanding 7NOW, while also developing new revenue opportunities, including retail media. We are also taking our customer focus shift further. Through our strategic partnerships with SBG and SMCC, we are bringing together our store network with Japan's leading digital, payment, and data capabilities to create new customer experiences and growth opportunities at unprecedented scale. Looking ahead, we will also leverage the insights gained through this partnership across our global operations to accelerate innovation across the globe. At SEI, Mauricio has been leading this customer focus shift since joining us as CEO in August with a fresh look at our products, assortment, and our overall store experience. I will share more about Mauricio a bit later on before he shares a few remarks with you. On the global front, we are also changing how we operate as one global 7-Eleven. This is very exciting, and I am looking forward to sharing more with you about this at our upcoming IR Day. I would like to leave you with this. We are continuing to strengthen our foundation while accelerating our customer-focused transformation journey with better quality and value and a clear focus on driving continued financial improvement. With that, I would like to hand over to Takagi-san to present you with more specifics regarding our first half. Thank you very much. Good evening, everyone. I am Takagi. I will now explain our consolidated financial results for the first half of fiscal 2026. To ensure a precise understanding of our actual performance trends, our year-on-year comparisons for fiscal year 2026 results are presented on a like- for- like basis, which excludes the impact of the business structure reforms implemented last year. For your reference, we have also provided the unadjusted financial accounting basis figures, so please confirm. Additionally, we have presented results against the revised plan, which was upwardly revised in July of this year. Let me now explain the first half consolidated results highlight. Revenues from operations were JPY 5, 460.2 billion, 116.3% year- over- year. Operating income was JPY 232.2 billion or 136.6% year- on- year. Net income attributable to owners of parent was JPY 124.4 billion or 117.8% year- on- year. EPS came in at JPY 54.26, 130.7% year- on- year. On a consolidated basis, revenues from operations achieved double-digit growth of 116.3%, while operating income significantly outpaced revenue growth reached 136.6% year- over- year. These were primarily driven by a substantial increase in operating income from overseas convenience store operations. Net income attributable to owners of parent grew to 117.8% on the like for like basis. Although we recorded a substantial extraordinary gain in the SSD business last year, we also achieved an increase in profit on a financial accounting basis. EPS surged significantly to 130.7%. EPS increase driven not only by the increase in net income, but also by the effect of the share buyback conducted in July. Please look at page nine. I will now explain the revenues from operations and operating income by operating segment. Revenues from operations achieved double-digit growth in consolidated, mainly driven by a significant revenue increase in the overseas CVS operations. Compared to the revised plan, revenues from operations fell slightly short due to underperformance in both the overseas CVS and domestic CVS operations. For operating income, despite a decrease in domestic CVS operations, a substantial increase in overseas CVS operations resulted in double-digit growth in consolidated versus the revised plan. While domestic CVS operations fell short, overseas CVS operations and eliminations corporate exceeded their targets, bringing consolidated performance largely in line with the plan. Meanwhile, SEJ's operating income decreased by JPY 11.2 billion, falling short of the revised plan. Conversely, SEI's operating income achieved a significant increase of $414 million, exceeding the revised plan. I will now explain the results of our key operating companies, starting from the next slide. First, let us start with 7-Eleven Japan. The chart on the left breaks down the year-over-year change in operating income by drivers. Under the leadership of our new President, Akutsu, since May 2025, SEJ has been advancing various transformation initiatives. Although top-line revenues surpassed the previous year despite a challenging business environment, operating income decreased because the increase in SG&A expenses could not be covered solely by top-line growth. SG&A expenses increased by JPY 17 billion, primarily due to higher costs associated with the introduction of the next generation system, which are essential for sustainable business growth. Please note that the next generation system has been operational since the fourth quarter of the previous fiscal year, and this impact will normalize starting from the fourth quarter. Additionally, while first half SG&A expenses increased year-on-year, mainly due to the aforementioned system expenses and inflationary impacts, I would like to emphasize that they have been managed strictly in line with our plan. As shown in the chart on the right, same-store sales surpassed the previous year in the second quarter, despite external factors such as weather conditions. We believe this is the result of steadily implementing the measures of our transformation plan, which we have been advancing since last year, and seeing their effects materialize. I would like to explain the details further on the next slide. I will now explain the drivers behind the 1.1% growth in same-store sales for the first half. The table on the left shows the impact by category on the average per store daily sales growth rate, and the year-over-year difference in gross profit margin. Of the 1.1% growth, freshly prepared food contributed +0.9 percentage points, and toys contributed +0.4 percentage points. On the other hand, beverages and ice cream, which were particularly heavily impacted by weather conditions in the second quarter, saw a significant decline of 0.2%. A similar impact was observed in the GPM. Amid diversifying customer preferences, we believe that by steadily progressing targeted category strategies focused on specific everyday occasions, we can establish a sustainable top-line growth, and these results are proof of that. We will continue to build on such achievements to drive sustainable sales growth. This slide shows our key initiatives under SEJ's transformation plan for this fiscal year, along with their progress in the first half. These initiatives regarding distinctive food offering, store network, and 7NOW expansion are progressing steadily. The rollout of SEVEN CAFÉ Bakery and SEVEN CAFÉ Tea has been advancing, combined with promotions to elevate our sales appeal, leading to 15.6% growth in APST of freshly prepared food. Regarding 7NOW, leveraging its high affinity with freshly prepared food, SEJ launched 7NOW mobile ordering in April. This has driven significant growth in total sales. Combined with our existing delivery services, 7NOW expands opportunities to use 7-Eleven, and we look forward to its further expansion. As an initiative to accelerate our transformation plan, I would like to explain the strategic partnership with SoftBank, PayPay, LY Corporation, and Sumitomo Mitsui Card, which we announced in July. This partnership represents a major step toward redefining the next-generation convenience. The value customers expect from convenience is expanding into quality, value, obtaining what they want when they want in the most convenient way possible, and personalized shopping experiences tailored to each individual. To meet these diversifying customer expectations, we are confident that this partnership, which is bringing together industry-leading players in their respective fields, holds enormous potential. By combining 7-Eleven's domestic network of over 20,000 stores, which is one of the largest in Japan, and a customer base of approximately 20 million customer visits per day with the strengths of our partners, we will achieve an unprecedented scale of customer reach, enabling us to build high volume and high quality data foundation. While we would like to leave the specific initiatives under this partnership on another occasion, allow me to introduce a few points that we can share at this stage. Starting right from the second half, SEJ plans to roll out promotional initiatives with each partner. This will include coupon-based initiatives via PayPay and LINE to attract customers who have not previously used 7-Eleven. Furthermore, next fiscal year, SEJ will proceed with customer ID integration and expect to expand customer traffic to 7-Eleven through measures such as introducing a store loyalty program. As a medium to long-term initiatives, we plan to create an operating environment that further unlocks the potential of franchise owners and employees by leveraging AI and robotics. We are confident that this partnership will realize the delivery of innovative customer experiences by enhancing personalized marketing and utilizing technology with an eye toward integration with retail media. Now, I will explain the performance of 7-Eleven Inc. On the left is a factor breakdown of operating income changes. In the first half, as you can see, a substantial increase in fuel gross profit was a major contributor behind the $414 million profit increase. The fuel business performance this period benefited from the implementation of promotional measures via the fuel loyalty program tailored to the customer environment, market volatility effect, and the effects of vertical integration, which is one of the transformation measures under the North Star plan. Through vertical integration, SEI was able to capture profit opportunities effectively by strengthening its supply and trading functions via enhanced organizational structures. Merchandise contributed a $25 million increase in operating income, driven mainly by a 0.6% growth in same-store sales and a 0.3% point improvement in merchandise GPM. Meanwhile, OSG&A expense remained flat year-over-year, excluding credit card costs related to the fuel business. Although rent and other expenses increased due to inflation, thorough cost management was maintained, resulting in OSG&A expenses landing in line with the plan. As a result, operating income increased by $414 million to $1.320 billion. As shown in the chart on the right, same-store merchandise sales are showing a steady recovery trend. To solidify this momentum, SEI will introduce our recent initiatives on the next slide. Here we introduce examples of SEI's initiatives for differentiated products. As shown on the left, alongside strengthening differentiated products through the development of new products in high-demand categories and improving the quality of existing items, SEI promoted initiatives designed to enhance customer appeal and induce basket building through the renewal of open-air cases. As a result, as shown in the chart on the right, sales in the fresh food category have steadily improved. Even in what is considered a challenging consumer environment, we believe that by capturing customer needs more closely and responding swiftly, sales will respond positively to those efforts. SEI will continue to accumulate such initiatives and promote steady top-line growth. This slide shows SEI's key initiatives and their first half progress under the transformation plan. Leading products assortment is progressing largely as planned. 7NOW is one of SEI's most powerful growth business, utilizing its store network as a foundation. 7NOW gross sales for the first half reached $550 million, progressing steadily toward our full-year target of $1.1 billion. The number of stores offering 7NOW expanded to 7,594 by the end of the first half, and SEI will continue to scale it through FY 2030 and to grow further. Next is the progress of modern store network. SEI is aiming for a store network optimization by promoting new store openings and franchising, as well as advancing unprofitable store closures and wholesale fuel conversions. As shown on the right, for the 47 stores converted to franchise in 2025, merchandise sales achieved low to mid-single digit growth compared to the pre-conversion levels, and merchandise margin also showed a significant improvement. SEI will continue to achieve profitability improvements by promoting franchise conversions while continuing to strengthen our store operations. Lastly, I will explain our shareholder return. Regarding share buyback in the first half, by netting the JPY 400 billion share buyback announced in July against the third-party allotment associated with the capital and business partnership with SoftBank, PayPay, and Sumitomo Mitsui Card, we executed JPY 100 billion in net share buybacks. Therefore, this brings our cumulative total to JPY 700 billion since FY 2025. As a result, the remaining amount for our share buyback toward FY 2030 stands at JPY 1.3 trillion. Turning to dividends, in accordance with our progressive dividend policy, we plan to pay an interim dividend of JPY 30 per share, as promised at the beginning of this fiscal year, with an annual dividend of JPY 60. That concludes today's presentation. Thank you very much for your attention. Thank you. Before we move on to Q&A, allow me to introduce Mauricio Leyva, our new CEO of SEI. Everything we do at 7-Eleven starts with our customers. In that regard, Mauricio is a perfect fit for the role. He brings a proven track record of success in customer-focused leadership and business transformation, as well as extensive global leadership experience to SEI, as well as the broader Seven & i Group. At Grupo Modelo, Mauricio led double-digit top-line growth based on retail expansion and innovation, as well as more than doubling Modelo's convenience store network in Mexico. At Keurig Dr Pepper, he led an operational transformation that enabled the company to achieve its synergies and integration targets, as well as developing talent from two different work cultures into one high-performance team. This combination of consumer experience, transformation leadership, and operational discipline is exactly what we need as SEI moves into its next phase of growth. I am confident that Mauricio will further strengthen our customer focus and accelerate the execution of North Star. Mauricio, welcome to the team. Thank you, Steve. It's great to be here. I came to this role in 7-Eleven with a strong belief in the potential of the business, and what I've seen since I joined has significantly reinforced this vision. We have one of the world's most recognizable brands, an unmatched network, and entrepreneurial franchise systems. I've deep dived in our transformation plan, and as Steve said, I strongly believe North Star as a strategy is sound. That is why I've spent a significant amount of time at the stores talking to our employees and franchisees, and most importantly, learning about our customers and their needs. I'm encouraged about the progress our transformation journey is showing. For example, the new standard stores are delivering strong performance. We have differentiated food and beverage offerings going through the funnel. Our digital initiatives, including the service of 7NOW, is growing profitably. Even though these are all early signs, we'll continue working to position this for sustainable long-term growth. My leadership approach is relatively simple, and it's based on four pillars. Number one is listen. Number two is surround yourself with great people. Number three is focus on the customer needs. Number four is execute with discipline in order to earn trust. With those four principles as our leadership approach, I look forward to meeting all of you and conversations in the months to come. Thank you.