According to the original plan, we were not really expecting a big number for next fiscal. We may be able to expect a little bit more than before. That is one thing that I can say. Insurance revenue income may be one of those potential positive factors, but including those, we will have to take another look at if this is clear and please wait, be patient with us. Wait until May. Thank you.
Futoshi Sasaki: I understand that at the full year earnings announcement you can give us more specifics, but what about the confidence for the JPY440 billion? Have you changed the confidence level?
Hitomaro Yano: Level of confidence is very difficult to talk about, but we will do our best to achieve the objective and we are discussing exactly how we can do that. So that is unchanged.
Futoshi Sasaki: Thank you very much for your answer.
Operator: Thank you very much. So from SMBC Nikko Securities, Muraki San please?
Masao Muraki: So going away from the fifth financial earnings, DHC I know that you had completed your acquisition as you had explained, if you could be so kind enough to give us a little more color? So IRR of 10% as compared to that last year’s profit double was still lower than your expectation. So any kind of wasteful waste that you can see and you foresee making improvements? And how would you be able to realize the turnaround of the profit generation going forward?
Hitomaro Yano: So JPY300 million or so that is, and one thing that I can say for sure at this point in time, they do have a current asset which is pretty ample. So we would very much like to make use of that as well. So we don’t think this JPY300 billion is a higher price that we have paid. And talking about this company, DHC, so the prior — from the prior owner of the business, the chairperson, we have succeeded the businesses. So they have not been making use of advertisement and promotional costs very much. So we would very much like to concentrate our effort in that as well. And we can foresee ourselves rolling other businesses in the overseas location as well. So these are in our plan. And also on the other hand, we need to of course reinforce governance.
So therefore our — making use of our of course manpower as well, that is in of course improving the businesses. So that’s our plan. Which means in the next fiscal period, the cost tends to increase, which means that the profit level is not something that we can expect to improve in the next year and also financially speaking.
Masao Muraki: So JPY300 billion was appropriated for the acquisition, but the cash in fact is held at the company. So that could be paid out as a dividend to ORIX in the short run, do you think?
Hitomaro Yano: Yes. Yes. And the first point that you have made is true as well. Yes, we would very much like to incur some costs in order to improve the businesses. So I don’t know how much of a profit that we will be able to generate in the first year of the acquisition, but of course we would have to pay for the due diligence cost as well. So there will be some negative or other cost that we would have to incur in the first year, but we would like to of course take a little more time in turning around the businesses for the better. Thank you very much.
Operator: Thank you. Daiwa Securities, Watanabe San, please ask your question?
Kazuki Watanabe: Yes this is Watanabe, Daiwa Securities. Profit progressing at high level, what would be the impact and also the confidence? I think every year to the four quarter you were doing some measures and you talked about risk management. Are there any things that we should be careful about going into the fourth quarter and do you think the current situation would impact the capital allocation in any way except for exceeding the JPY332.1 billion?
