environmental problems and other social issues, that are indis-pensable to people’s lives, and that make people’s lives more convenient, continuing to do so while enjoying the patronage and support of our customers, suppliers, subcontractors, and others. We return the profits we earn to shareholders and local communities and reinvest in production facilities, R&D, and human resources. By steadily implementing this cycle of value creation, we would like to continue to be a company of value to all stakeholders. We succeeded in achieving our LSV 2030-Stage 1 manage-ment targets in the first year of our business plan. Rather than resting on our laurels, we will work together throughout the Group to reach our new management targets and realize our long-term vision for 2030. I am grateful to our shareholders and investors and ask for their continued support going forward.21Taking All Stakeholders into ConsiderationLooking at performance by business segment in the fiscal year ended March 31, 2022, Electronic and Optical Products accounted for nearly 90% of consolidated operating income. We recognize that this imbalanced profit structure is undesir-able. Standard practice might suggest we should withdraw immediately from low-profit businesses. I do not see things that way. Given this profit structure, we offer many products that are needed by various industries and consumers, and our customers and suppliers have supported us for many years. I believe we should take prompt action to do what we need to do right now and aim to optimize our business portfolio after thoroughly improving profitability. This approach is based on my policy of “taking all stakeholders into consideration.” While valuing our employees, who are the cornerstone of the Company, we provide products that help solve various Makoto HattoriRepresentative DirectorPresident, CEO and COO
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