Now, the scheduled time. Will you please take the podium, Mr. Son? Good morning, ladies and gentlemen. I am Masayoshi Son, Chairman and CEO of SoftBank Group Corp. I'd like to thank you all for joining this meeting today. I would like to take this opportunity to express my gratitude for your constant support to the company. I'd also like to offer my deepest condolence and sympathies to those who have been affected by the earthquake centered in Osaka. With your permission, I will chair this meeting pursuant to the provision of Article 13 of the Articles of Incorporation. I will call the 38th Annual General Meeting of Shareholders of SoftBank Group Corp. to order. Please accept apology from Director Yasir Al-Rumayyan, who is not able to attend today for unavoidable reason. Today's meeting is broadcast live over the internet. Appreciate your understanding.
The agenda today is just as set out on page two of the convocation notice of this AGM of Shareholders. Before we proceed, I'd like you to note that questions or comments will be taken after reports on matters for reporting and explanation on matters for approval. Now, I would like to report the number of shareholders present at this meeting and the number of their voting rights. The number of shareholders having voting rights at this meeting is 198,404, and the number of voting rights that may be cast at this meeting is 10,887,813. The number of shareholders present who will exercise voting rights at this meeting is 48,575, and the number of their voting right is 6,006,849. A quorum, therefore, exists to proceed.
Now, I will report on the first matter for reporting business report, consolidated financial statements for the fiscal year ended March 31st, 2018, and the result of audit by the independent auditor and audit and supervisory board of consolidated financial statements. The second matter for reporting financial statements for the fiscal year ended March 31st, 2018. Details are set out on pages from 25 to 59 and on 61 of the convocation notice and are also available on the company website. Now, I would like to present you a summary video on matters for reporting. As for important management issues for the company on page from 40 to 43 of the convocation notice, in addition to the video presentation, I will provide details later as part of explanation on business strategy after presenting matters for approval. Please have a look at the video.
ブロードバンド累計契約数ともに順調に拡大しました。さらにYahoo!との協業を強化。その基盤となるスマートログイン連携ID数が1,200万件を突破しました。その結果、スマートログイン経由のYahoo!
ショッピング購入者数が前期比3倍に増加しました。今後の成長に向け、これらの顧客基盤拡大などへの一時的な先行投資を優先した結果、2017年度の営業利益は6,830億円となり、5%の減少となりましたが、2018年度は反転を見込んでいます。さらなる成長機会として、ソフトバンク株式会社とYahoo!
は、ソフトバンク・ビジョン・ファンドの投資先などとの日本国内における連携に取り組んでいます。例えば、ソフトバンク・ビジョン・ファンドの主要投資先の一つで、ワーキングスペースネットワークを展開するWeWorkとジョイントベンチャーWeWork Japanを設立。また、中国最大級のライドシェア事業を営むDiDiとジョイントベンチャー設立に向けた取り組みを進めるなど、新領域の開拓を推進。通信キャリアとしての顧客基盤を活用しつつ、サービスコンテンツを拡充し、新領域を開拓する。このような成長戦略をBeyond Carrierと称し、企業価値の最大化に取り組んでいます。こうした成長戦略を機動的に実行するため、ソフトバンク株式会社は株式上場の準備を開始しています。Yahoo!
では、広告関連売上収益が堅調に推移し、前期比6%増の3,034億円となりました。また、Yahoo!ショッピングでは、出店料などの無料化を実現したeコマース革命に2013年より取り組んだ結果、ショッピング事業の取り扱い高は6,276億円となり、前期比31%増加しました。Yahoo!
は、同社の様々なサービスから得られる膨大な量と種類のマルチビッグデータを、同社のサービスに活用するだけでなく、様々な社会課題を解決することにも活用し、人々の生活や社会をアップデートすることに取り組んでいきます。米国で携帯電話事業を営むSprintは、業績とネットワーク品質のさらなる改善に取り組みました。コスト削減においては、2013年度から60億ドルの削減を実現。調整後EBITDAは111億ドルとなり、2012年度から倍増しました。営業利益は27億ドルとなり、前期比55%増を達成。Sprint史上最高となりました。純利益は74億ドルとなり、過去11年で初めて黒字化を達成。また、様々なネットワーク改善に取り組んだ結果、同社の平均ダウンロード速度は前年同月比36%改善し、主要な米国携帯電話事業者の中で最も改善しました。今後もSprintはさらなる競争力強化に向けた取り組みを推進していきます。なお、Sprintは2018年4月29日にT-Mobile USとの合併取引に関する合意を発表しています。IoT時代の中心的な役割を担うと期待されるArmは、買収完了後、技術関連人員などの新規雇用を増強し、研究開発への投資を加速しています。2017年のArmベースのチップ出荷数は213億個となり、前期比20%の増加となりました。将来的には1兆個のチップがIoTに組み込まれる時代が到来すると予見。SoftBankグループは今後もArmを事業展開の中核的な存在として位置付け、その潜在力を最大限に引き出しながら、グローバルな成長戦略を推進していきます。中国などで主にeコマース事業を展開するアリババグループでは、中核事業であるeコマースをはじめ、クラウド事業、デジタルメディア事業も引き続き順調に拡大しました。その結果、アリババの売上高は4.3兆円となり、前期比58%増加、純利益は1.4兆円となり、前期比44%増加しました。また、フリーキャッシュフローは1.7兆円となり、前期比44%増加しました。自然エネルギー発電事業を手掛けるSBエナジーは、日本国内における太陽光発電所と風力発電所の建設を推進。2018年3月末時点で409メガワットの発電所が稼働しています。また、日本国外においては、インドアンドラプラデーシュ州に建設した350メガワットの太陽光発電所が運転を開始。さらに、世界の発電事業者に先駆けて、モンゴルゴビ砂漠で初となる50MWの風力発電所の運転を開始しました。また、2018年3月、世界最大級となるサウジアラビアでの太陽光発電200GWプロジェクトについて、覚書を締結しました。なお、ソフトバンクグループは、サウジアラビアが紅海沿岸に建設を予定している新都市計画NEOMへの開発協力を表明しています。世界中の有望なテクノロジー企業への出資を目的とした調達総額10兆円規模のファンド、SoftBank Vision Fundは、2017年5月に初回クロージングを完了し、様々な投資を行っています。その主な投資先としては、グローバルワークスペースネットワークを運営するWeWork、インド最大級の決済サービスを提供するPaytm、インドナンバーワンのホテルネットワークのOyo、欧州ナンバーワンの中古車マーケットプレイスを運営するAUTO1、仮想空間シミュレーション技術を提供するImprobableなどがあります。SoftBank Vision Fundは、引き続き次世代のイノベーションを実現しようとしている企業や、プラットフォーム事業に対して、大規模かつ長期的に投資することにより、情報革命を加速させていきます。ソフトバンクグループは、2018年1月に世界最大級のライドシェアサービスであるUberに77億ドルを出資。ソフトバンクグループがすでに出資している中国のDiDi、インドのOla、東南アジアのGrabを含め、グローバルな次世代交通プラットフォームの大半をポートフォリオに加えました。ソフトバンクグループ株式会社は、戦略的持ち株会社として300年成長し続ける企業グループを目指し、群戦略を加速させていきます。情報革命で人々を幸せに。
Thank you very much for your attention. The results of audit by independent auditor and supervisory board of consolidated financial statements approved in the independent auditor's report and audit report by the company's audit and supervisory board on pages 59 and 61 of the convocation notice, respectively. Also, I'd like to inform you of one important subsequent event that occurred after preparation of financial statement for fiscal year ended in March 2018. On 4th of June 2018, Arm Limited, a British subsidiary of SoftBank Group Corporation, agreed to sell 51% of its equity interest in Chinese subsidiary, Arm Technology China, for $775.2 million to entities representing certain financial investors and certain of Arm Limited's ecosystem partners in order to form a joint venture for Arm Limited existing semiconductor technology IP business in China.
In SoftBank Group's consolidated accounts, Arm Technology China will no longer qualify as a subsidiary and will then become associate and will be accounted for under the equity method. Potential impact of that on SoftBank Group's financial results of the fiscal year ending in March 2019 is yet to be confirmed. That is all for important subsequent events. I'd like to present the matters for approval. Before we proceed, I'd like you to take note that your questions, motions, or comments regarding the matters for reporting and approval will be taken after the presentation on the matters for approval and business strategy. After the last question or comment is finished, we will take votes on matters for approval only. Are there any objections? Thank you very much. With your approval, I will follow this approach. Proposal one is appropriation of surplus.
Details of the proposed appropriation are set out on page 6 of the convocation notice. We propose to pay a year-end dividend for this term of JPY 22 per share. This means that annual dividend for FY 2017, including interim dividend, is JPY 44 per share. Proposal two is election of 12 directors. The term of the office of the present 10 directors will expire at the conclusion of this annual general meeting of shareholders. To further strengthen the management structure, we propose to elect 12 directors, an increase by two from the current number of directors on board. Details of the proposal are set out on the pages from 7 to 14 of the convocation notice. Proposal three is revision of remuneration paid to directors.
We propose that monetary remuneration paid to directors shall be set at an amount not exceeding JPY 5 billion per year, and the remuneration of stock acquisition rights to be allotted to directors as stock options shall be set at an amount not exceeding JPY 5 billion per year. Details of the proposal are set out on pages 15 through 17 of the convocation notice. The number of directors subject to this Proposal three is 12, provided that Proposal two is approved. The feature of stock acquisition rights to be allotted as stock options are believed to be reasonable as an incentive to enhance the performance and corporate value of SoftBank Group Corporation. Proposal four is issuance of stock acquisition rights as stock options.
We propose to delegate to the SoftBank Group Corporation's board of directors the determination of the subscription requirements for the stock acquisition right issued as stock option to directors, corporate officers, and employees of SoftBank Group Corporation and its subsidiaries. Details of the proposal are set out on pages 18 through 22 of the convocation notice. I'd like to present the business strategy by incorporating important management issues that are set out on pages 40 to 43 of the convocation notice. When I was 19 years old, I made a first invention in my life. This was the audio electric translator, and later on, that has been changed to the electric dictionaries, which has been used by students all over the world, billions of billions of units.
The very first one of that was invented by myself when I was 19 years old, I made a trial, also applied for the patent and put it into the market. If there is no such first invention, I believe that there will be big delays in the birth of the electric dictionaries and so on. I was student, I was full of hope, I made such an invention. That's just one of the many great inventions in the world. Later on, a few years ahead, what did we do in SoftBank? What, myself, did I do in the history? What did I invent? I would say this one of the very important things is something that I made a birth to the world, I want to be remembered by that, which is cluster of number one strategy.
This strategy, there are many things that are similar to this. The many group companies, conglomerate, keiretsu, there are many ways to name it, there are many groups of such. This is the SoftBank way of cluster of number ones. I believe there is no such things in the world as a limited public companies. I believe that this is the new style, new approach of the company's way. Saying that I would like to keep growing for 300 years, this is a strategy to keep the company growing for 300 years. Recently, at the earnings results announcement, I've been explaining about this strategy several times, you may be familiar with this idea. Once again, here, I would like to make a little bit of a deeper explanation about this strategy.
SoftBank can be seen as one of the stars in the sky. Around this star, or around SoftBank, there are lots of other stars around SoftBank itself, that there are many group companies around us, such as Yahoo! Japan, Alibaba, Sprint. There are so many companies around us, of which the most growing one is, for example, Alibaba. Around Alibaba, of course, there are many stars around that company. Around that stars, again, another stars around that stars. Yahoo! Japan is also the same. There are such, many group companies are increasing. We have Mr. Jack Ma, one of his busy schedules, attending this shareholders meeting. Thank you, Jack. He's made a great company, the company grows in a tremendous way.
I believe one of the biggest listed company is Toyota in Japan, I assume Toyota, Nissan, Honda all combine three together, that would be the same size or the same equivalent size of Alibaba now. In your usual life, you may not really feel that size, that's how Alibaba became. One business or one company
Each of those stars has not been able to grow. Some of them are not grown yet, but actually they are making a step-by-step growth, and also they are making another partner stars. They are creating the clusters by its own. When you look back, there are three big revolutions in human history. First one was Agricultural Revolution. With this revolution, humans were able to enhance the food. Second was the Industrial Revolution. With that, humans were able to enhance the physical strength. The third one is Information Revolution. I believe this one, Information Revolution, will expand the intelligence or human brain, and that will be the biggest revolution in human history. In this revolution, of course, we have seen about 300 years of the Industrial Revolution, I believe that this Information Revolution will also last for over 300 years.
The reason that I come up with this cluster of number one strategy, there is one thing that I refer to, which was the origin of the life. About 4 billion years ago, on this earth, there was a first life, came a birth, which was bacteria. Such a variety of the bacteria was born in this world, and bacteria bore another bacteria, actually in the world, there are so many bacteria around us, and those bacteria was making self-multiplication. By itself, they are creating their own children, they'll be able to increase by themselves. This self-multiplication function was there in bacteria. That is why bacteria were able to make a big growth in the world.
If there is only a function of self-multiplication, and if only bacteria was the self-multiplication organ, then there was no such evolution of human life. There's another very important element in this life, which is the self-evolution. With this function of self-evolution, bacteria was the very start of this birth of the life, but that has made a big change. For example, about 200 million years ago, dinosaurs came to the world, and they became the big life, and also was very powerful in this world. Later on, not only with these dinosaurs, but now there are so many variety of life living in this world, and making a big growth here.
Along with the change of the environment, like stars crashing to the stars and so on, or sometimes Ice Age has changed to another age, but at the same time, that life has survived and made an evolution. That was very important function for people to continuously grow. In this world, technology world, especially in this Information Revolution era, this evolution and also the change of the environment is very dramatic and fast. In the past 30 to 40 years, there was remarkable change in this area. You saw in the video about the examples of BAM, but the microprocessor was a starting point. Using this microprocessor, when I was 19 years old, I invented the audio-electric translator, but the biggest invention from there was personal computer.
With this personal computer, there is a big change in human's life, not only the personal computer, there was a connection between personal computer and that comes the internet. This prosperity of internet was not stays there, but actually making another step and coming to the artificial intelligence, you will see the even bigger explosion of the change. At the time of personal computer, there are many superstars around the world in the business, such as Microsoft, Intel, IBM, Compaq, Dell. There were so many superstars in PC world, and some of them has already been gone and we don't see them anymore, but some of them are still surviving. Actually, the main player is now changed to the internet from personal computers era. In this internet era, new stars coming out like Facebook, Google, Amazon, Alibaba.
There are new superstars coming to birth. The top 10 of the market cap in the world, if you pick them up, from number 1 to number 7 companies, are actually internet-related business companies. That's the kind of situations that we are here. I believe this growth of internet will even make a further growth as a next step, which will make the another birth of the technology, which is artificial intelligence. That will change the people's life even dramatically. There, we believe there will be other new stars, superstars, who will come into birth in this artificial intelligence era.
With these superstars, not only utilizing the traditional business models of internet, not only replacing the old media to the new media, not only taking away the advertisement revenue from the traditional business, not only providing the e-commerce, also, this artificial intelligence can go into the medical world, transportation world, construction world. There are so many segments, so many worlds, that they will be able to change the business model of such segments and make big revolutions in each. In the past 30 to 40 years, there was already big changes with this industrial revolution, but there, with this dramatic change, how can SoftBank survive in this world? Not only surviving, but how can we even grow from here? I made a big thinking and study, and came up with this strategy, which is the cluster of number one strategy.
This is the way of organization. With this strategy, I believe SoftBank Group will be able to keep growing for 300 years. That's the organization that I would like to create in SoftBank. Like I mentioned earlier, the function of life, which includes self-multiplications, also we would like to make a self-evolution. With those two functions, we would like to bring them into the organizations of management itself we can keep growing. Not only multiplication, but also evolution, we automatically expand ourselves and grow. I would say almost creating, or almost evolutions, that's the kind of a strategy I am aiming for. With the big picture, we'll see which direction that we are going. That's very important. There are two big characteristics of the cluster of number one strategy.
We always like to promote the number 1 strategy. One person that I respect most, two of them are there. Sun Tzu is in Chinese history, and Mr. Lanchester is mathematics. They were talking about win four without [inaudible], or strategy for the strong. Those are the two big concepts that we would like to keep as our pillar of our strategy. There are many battles, even everyday basis, but rather not to bleeding and fighting, but if we can win without fighting, that would be the most ideal way from the concept of Sun Tzu. In many cases, you do a lot of business in the group, but you're only ranked at number 2, or number 8, or number 10 in the market, and your competitive edge cannot be kept.
Not with those companies' structure, but within a group, everybody, all the companies that I want them to be number 1 in each segment, we would like to structure the number 1 company, we are always very competitive and strong. Creating the organization of number 1, the cluster of number 1, that's the strategy that I am having here. We don't have to save those companies that became weak because they are already strong, we don't have to help them, because without fighting, they can win the game anyway.
Also another important concept is that when we structure these number 1 companies, usually many people think that we would like to keep the control ownership we can manage the company, try to make the company 100% wholly owned subsidiary, or more than 51% of the ownership, we can consolidate the company we will be able to manage this operation as our group companies. That's one of the ways the traditional business was thinking as a better solution, a better strategy, many traditional people try to get more than 50% of voting rights, we'll be able to manage the company, and we can structure the good group company structure. That was the traditional idea of way. However, actually, I doubt whether this is the really right concept.
Actually, I rather think that we believe around 20%-30% of the ownership should be the way that we can be more flexible and more appropriate for our organization. For example, here, Jack. About year 2000, I believe that we start discussing, back then, Jack was back then about the employee of 20s or 30s, the ambition was already taking the world, and he was really making shiny eyes and talking about the big dreams and ambitions and visions. Also have a big concept there as well. The company was small back then, and the revenue was almost zero and no profit.
Back then, I was speaking to Jack and say, "Jack, I would like to make an investment in your company, but the condition is that if I said that I would like to take a 51% control and not having Alibaba company name, but I would like to change the company name to SB Baba or something like that." If I said that to him, I believe that he has rejected right away, immediately. Each individual has a pride as an entrepreneur, and you have a big vision of yours and big ambitions as well. With those high-ambition entrepreneurs, asking to come to our group and asking for the more than 51% of the ownership, and you have to take my orders.
If I said that, if I have said that, I would definitely think that Alibaba wouldn't be our group companies, and they never take away monies, capitals. When it comes to 20% or 30%, they could consider. Jack was consider and accept that idea. There was such a discussion. With that, we were able to have partners with great concept or great entrepreneurs such as Uber, DiDi, WeWork recently. There are many companies has been invested by SoftBank Vision Fund recently. If we had said, "Please let us invest in more than 50%," I would say anybody would say no. Because it was 20% or 30%, it was easier to consider and accept the idea. It's not always at good days. Sometimes that the company could go matured, then they need to graduate, of course.
At the time of graduation, if they have already the company name SB something or SoftBank something, and if we keep more than 50% ownership, that would be another issue as well. Divesting will not be easy as well. If we fail, we don't have to get too big damage from there, too. That's why I believe 20%-30% of ownership is easy to bring in and easy to divest as well. Also as a cluster of number one strategy, we always like to keep the shining stars and number one stars in the group. That's the organization that we would like to create. That's the SoftBank way of cluster of number one strategy. This style, I haven't seen anywhere in the world, especially in this information revolution era, intentionally making such an organization.
I believe that we are the first one, I never seen the similar one or the same one in the other place. That's why I said this is my invention. That is why I said this is unique. New things or unique things, it's really difficult to get the understandings by the market or by the people, it may take longer time to be digested. It's not that I am doing this to get their understanding, but I am doing this to win the game. I am doing this to succeed. I believe understanding will follow anyway. It's not that I am doing this because it's easy for you to understand, but I am doing this to succeed. I am doing this to win. Also, I'm doing this to keep the growth for 300 years.
I believe that the people will understand, I'm optimistic that you understand in a way. That's how I think about this strategy. This strategy, for the concept of strategy, we made some examples. One is that domestic telecom operation, SoftBank Corp, mainly from SoftBank Mobile, is now preparing for the independence and to make even further growth going forward. Of course, they are one of our core company, but we are preparations for IPO of this company. Decision-making will be done by them. Ken Miyauchi, that attendance here, he's been with me for about 30 more years and has been playing as a number 2 of this company, and he will be the CEO of this company. He is the CEO of this company, and he will lead even further growth of this company.
Sprint, of course, we suffered a lot in U.S., we made lots of challenges. Originally, it was almost bankrupt, but with Marcelo's leadership, we were able to make a big turnaround of this business. Even with a standalone basis, Sprint can become the stronger companies to even survive. Actually, as a next step that they are now agreed, reached an agreement for the merger with T-Mobile US and waiting for the regulatory approval in U.S. These two companies, new stage, new direction announcement was made so that SoftBank is now no longer a telecom business company. It's not really our core business. Many people thought that our company's main business or the core business is telecom business, but actually, in the past history of 35 years of SoftBank Group, telecom business was only about 10 or some years.
Rest of two-thirds of our time, we had nothing to do with telecom business, as a matter of fact, because SoftBank's business style has been changing. Here, once again, in this information revolution era, I would like to make these transformations of this cluster of number 1 strategy, which I have been thinking about it about 30 years. Right after the launch of the business of SoftBank, actually, I've been having this concept, now that I would like to come to this idea and make this happen. In the past 10 some years, I've been focusing on this telecom business so that almost all the time allocated and all the brain, time allocation of my brain and my body and everything, and heart, about 97% of me has been devoted into the operations of telecom business.
Only about 3% of time in my brain has been used for the investment business. Only with 3% of time and brain, we made about JPY 30 trillion of the results, as a matter of fact. With only 3%, I was able to make such an result. Why don't we switch the gear and 97% of my time and brain using for investment, then that we will be coming back to the original ideas of SoftBank, which is the cluster of number 1 strategy. Also, we will be able to accelerate the growth of the business itself. With that, we came to this SoftBank Vision Fund, which is the most biggest fund in the world. It's like a JPY 6 trillion if you combine all the venture capitals in the world.
The SoftBank Vision Fund, only one fund, actually the JPY 10 trillion size, that even combining all the venture capital in the world, actually we are bigger than that. Not the startup companies that we are investing, but we are investing in unicorns, and they have the big potentials of already the number one players in the market, and we making investments from there, and we set up one year ago.
About 30 companies have become our investees. Speaking of venture capital, on average, I think JPY 1 billion or up to JPY 2 billion, that is the amount of investment. In our case, on average, JPY 100 billion for one company, one investee. The size itself is completely different, only targeting unicorn companies. We are a unicorn hunter. For instance, WeWork. I think several years after its launch, already in the market last year, JPY 100 billion revenue. This year, I think it is going to double in terms of revenue. It is growing so rapidly. Next year, another double. This company is ready to become next Alibaba, and this is such an expectation I place on it. It was captured in the video presentation. In India, number one payment company. This company is ahead of us.
For example, Alibaba made a huge investment, it is supported by Alibaba already. Then in several years' time, through a Vision Fund, SoftBank decided then to participate in the equity of Paytm. Alipay, in the case of Alibaba, made a leading role in the world in the area of payment business. Paytm is going to follow this trend. It is experiencing a rapid growth. Now, Oyo is another case. It is another wonderful company. I really would like to introduce this company to all of you. The founder, as of today, is only 23 years old. It is amazing. He is so powerful. Only as young as 23 years old. When he was 19 years old, he founded this company, only four years have passed, but it is exponentially growing. Per month, the booked rooms nights on average, about 10,000 rooms increase every month.
It is the biggest player in hotel business. It owns about 100,000 rooms, in addition to that, Oyo is being supported by us in a form of a joint venture. OYO China, it is also exponentially growing. I think per month, the number of rooms net growth is going to continue at the pace of more than 10,000. It is not a travel agent business. It is a hotel chain operator, next generation hotel chain using the internet service. That's how this business is. European number one used car wholesaler and platform auction business, it is also growing rapidly and turning to the U.S. real estate business. Residential real estate sales platform, it is also growing so rapidly I think soon this is going to be listed. Another one, I think this is something you rarely know about, Full Truck Alliance.
In fact, this business is a truck business Uber. Truck drivers are invited into the trucking, a truck business platform. Any business request or shipping request can be made over the platform. The truck driver is connected with the order placement person. Those two parties can be combined together on the same platform. In a new era, this serves as a Uber or DiDi of a truck business. This has gained now over 90% market share in China. Close to 3 million truck drivers are already captured in this network of platform. This is a wonderful company. I do believe this is going to be a big company to grow. It was also touched upon in the video presentation, rideshare business.
It was frequently referred to Uber, DiDi, Ola, and Grab. All those players are the top rideshare business operators in the world. SoftBank, in fact, is the largest shareholder of those companies. There is a global network of those players with SoftBank as the leading investor. The revenue on the annual basis of those companies is over JPY 7 trillion, and it is growing twofold every year. The volume itself is going to get closer to that of Amazon. Amazon and Alibaba have the market capitalization at the amount of JPY 50 trillion. In the area of rideshare business, I think the market size of those companies is going to grow equal to that. We are all the largest shareholders of those companies. The 35 million rides on a daily basis.
What is important in this business is that you own a car, but instead of owning a car, it would be convenient for you to use the rideshare service, and it is cheaper to do so. In fact, if you rent a taxi, you may pay more than just owning a car. Compared to a taxi service, it is more convenient, it is less expensive, and AI is used in order to predict where the car should be sent. In New York, Washington, D.C., and Chicago, it is cheaper than owning a car. This is the result that is already been demonstrated, and the situation is the same in China. Going forward, those rideshare operators are going to advance into the autonomous and driving world.
Autonomous and driving business, General Motors, which is the largest OEM in the U.S., we are partnering with GM. GM's subsidiary, Cruise, we are a shareholder of this company. Allow me to show you the video footage of this Cruise. Without a driver, as you can see in the video footage. This is a vehicle which is self-driving, and you are in that car, and this is an actual demonstration. This video footage is captured from the driver's seat, but it is driverless. If this car sees spots a pedestrian, it stops, looking around, it is going to overpass the preceding car. At the crossings, being careful, even the construction site, there will be a judgment made by the AI.
These double lines, this is the area you should not overpass. You can see a fire engine parking in the front. You have to ignore some of the traffic rules, otherwise, you can't overpass the fire engine. That means the human brain makes a judgment instead of just complying with the traffic rules. There should be a kind of a judgment, otherwise, you will keep stopping behind the fire engine. The AI is used in order to make such judgment. It is already available. Going forward, in the near future, it is going to be commercialized, then you will see those autonomous driving cars and vehicles on the street. Progress is unstoppable, and it will come to you. In every area, we have those number one companies, and we are 30%-20% shareholder of those companies.
Those companies are helping each other in order to have more organic growth. That is what the cluster of number one strategy is. I may be repeating the same message, and sorry about that. I hope that you have understood what I'm trying to say. Now, for shareholders, you may be somewhat tired of this kind of a talk. Probably, they are more interested in the share price of the company. There were some questions that I received in advance, and there are many of them. I have categorized them into such groups. For example, 50% of them are concerned about the stock price trend. About 50% of the responses were related to the share price. Well, 300-year business, that would be okay, but most of the shareholders are more concerned about the immediate two years.
Let me touch upon share prices now. Talking about stock price, which is very, very realistic. I'll try to talk about share price, which is probably most relevant to you. Take a look at the picture of the wallet. This is a wallet, obviously. How much would you pay for this wallet? This wallet, of course, has a worth of this wallet. Whether it be plastic or leather, the wallet itself has a certain value and worth. More than that, the money inside the wallet might be more important than the wallet itself. If the wallet is plastic made, but maybe what's inside of this plastic wallet might be more and more important than the wallet itself. Like how much of money inside. Let's say this wallet has JPY 100,000. You know the wallet has JPY 100,000 inside.
If we were able to pay this wallet at the cost of JPY 10,000, knowing that JPY 100,000 bills are inside a wallet, because you know the JPY 100,000 bills are inside a wallet at the cost of JPY 10,000. If you don't know how much money is inside of the wallet, how much would you pay for this wallet without knowing how many bills are inside? The stock price of SoftBank is a kind of wallet that you don't know how much money is inside the wallet. Let me talk about what's inside of the wallet. Let's say now, you don't know how much inside the wallet. Let's say that a wallet costs at JPY 8,070, 8070, JPY 8,070. Well, actually, that's the closing price of our stock yesterday per share. SoftBank per share at the closing last night was JPY 8,070.
You all have our shares. Per share, the stock price was JPY 8,070 as of yesterday. JPY 8,070. How much money is inside of the wallet worth JPY 8,070? In fact, only Alibaba share has a worth of JPY 13,999. Jack Ma is here, so you should appreciate Jack. You have about JPY 14,000 worth in the wallet that you paid for at JPY 8,070. But inside the wallet, you have JPY 14,000 worth of Alibaba share. On top of that, Sprint. It's worth about JPY 2,166. Likewise, Yahoo! Japan, JPY 922. Arm, JPY 2,471. And others, JPY 700. On top of that, SoftBank Vision Fund and Uber, DiDi. All in all, you can add JPY 3,000. That means per share, you have cash equivalent or listed shares or cash equivalent worth to JPY 23,000. Per share. That's how much worth a share has.
Wait a minute, Mr. Son, you have a huge debt. Well, you have asset JPY 23,000 worth, but you have to deduct debt. Of course, you have to deduct debt. How much you have to take out? Per share JPY 8,954, you have debt. You may say, "Wait a minute, JPY 23,000 minus JPY 8,900. How much left?" That's real shareholder value, which is about JPY 14,000. Of JPY 23,000 minus debt, you have a share value, net share value at JPY 14,000. Net shareholder value is JPY 14,000. Okay. JPY 14,000 is bigger than JPY 8,070 or smaller. That's simple math. You don't know how much inside a wallet, but the wallet costs JPY 8,070. What if JPY 100,000 was inside a wallet? You would definitely buy. If you're not sure, you are not sure if you were to buy the wallet.
If you know that you have a net value of JPY 14,000, you don't have to worry anymore. No worry at all. Okay, you have a shareholder value, JPY 14,000. If you compare simply, the light blue is bigger than green. The light blue, again, is shareholder value. By the way, of the shares you have, one is missing. What is that? SoftBank Mobile, Ken Miyauchi's company. SoftBank Mobile will be listed soon. After SoftBank Mobile is listed, you will know how much is SoftBank Mobile worth. At the moment, it's private, so you don't know how much it's worth. That's why we call it alpha. Whether it's JPY 5,000 or JPY 100,000, we don't know until it's listed. Light blue has to be added with plus alpha. If plus alpha is JPY 5,000, it will be JPY 19,000.
If alpha is JPY 10,000, it will be JPY 24,000 as a shareholder value. You don't know whether JPY 5,000 or JPY 10,000, but even without alpha, light blue is much bigger than green. You should be aware of that. If that's the case, you don't have to wait for alpha. Even before Ken goes to public, SoftBank's stock value is smaller than the shareholder value that you already have. I begin to see your smile now. By the way, you may ask, Mr. Son, in 2000, it was JPY 20 trillion, but SoftBank's market cap is less than JPY 10 trillion. Back then in 2000, it was JPY 20 trillion. Now it's half. Inside a SoftBank wallet, if you will, how much was the shareholder value or cash equivalent? Back then, Yahoo America, Yahoo! Japan, and others, that was it.
About 4,600 or 4,700 was inside the wallet. You have to deduct debt. That was small. Net shareholder value back then was JPY 4,472. It was in 2000. To summarize, what matters is what's inside of a wallet, which is outside. What's inside is more important than outside. What constitutes inside is more important than what's outside. Back then, it was peak in 2000. In fact, every day I was nervous because what's inside of the wallet was JPY 5 trillion. I had only JPY 5 trillion inside my wallet. The market sort of overestimated us, and they said they'd estimate we were worth JPY 20 trillion. The goose, not the golden egg. They value golden egg that will be delivered by the goose. The market cap back then was JPY 20 trillion, and overestimation didn't last long.
It went down sharply. Luckily, we were able to survive. We didn't go bankrupt. We were able to survive. Compared to the peak back then, we are still half in terms of market cap. Remember, the light blue is shareholder value, and at least what's inside of the wallet already four years ago was over the peak, which was 2000. What's inside is bigger than what it was back then in 2000. Now it has grown triple in the last four years. Compared to 2000, what's inside was four times more. Still stock price was half of what it was in 2000.
This light blue is what is inside, and the green is the outside. The green is much lower than the blue. If you would think whether you buy or sell the SoftBank stock, I think you have to buy, because inside is much larger than the outside. If you compare those two colors, they are intermingled. You can see some line goes up and the other line comes down. Looking back the 20-year history, the blue and the green are intermingled, and that is the history, as you can see. This wallet example, you can see there how many bills inside the wallet. It is difficult to appreciate or think of the price. The price is JPY 8,070. In fact, inside you can find about JPY 20,000. That's how I try to explain to you.
Going forward, in the website of SoftBank, this portion, plus alpha, Mr. Miyauchi's company, that is about alpha portion. The rest is going to be disclosed on our website. Alibaba's value, for instance, and other companies as well, such information is going to be disclosed so that people will be able to understand easily how much inside our company, so that every shareholder will be able to have a good and sound sleep every night. What I would like to say here is that when it comes to the shareholder value, that is about the inside of the wallet. You can see those, the green leaves are intermingled with this blue line. You may be worried that the share price, excuse me, this line is going to deviate from this shareholder's value.
Mr. Son, you were talking about Vision Fund, but the share price doesn't go up. This is a Son's discount world, and some people may think in that way. Wait a moment. Those trees and leaves out in the garden will be able to tell you the truth, that they will keep being mingled with the shareholder value line. I think the reality will tell you the truth. Look at the trees and leaves out in the garden, and you will be relieved. What is invented? Coming back into the conclusion, I did not invent those trees and leaves. What I invented is a cluster of number one strategy, the organization that will last another 300 years. That's what we are going to focus on, so that the blue line, the shareholder value, is going to continue to rise, Yahoo!, Alibaba, and many others.
They are going to self-multiplicate. With more companies coming into a group, the shining star as a result is going to have planets and stars and just to form another constellation, just like our galaxy, so that our group is going to continue to shine for another hundreds of years. In 300 years' time, we would like to become that company that makes most contribution to human evolution, the company that has greatest impact on humanity. SoftBank needs to become a company that makes most contribution to human evolution.
Information revolution happens for everyone. I want everyone to be happy. My management policy is only for that purpose. At the end of the day, every shareholder will be able to get a little bit happier. With that, I would like to conclude my presentation. I'd like to take your questions, motions, or comments on the matters for reporting and approval, or any statement you want to make on the deliberations. If you have any questions or comments, please hold up either sheet of paper, blue or pink, that we handed out at the entrance so I can see it. Maybe instead of blue and pink, next time blue and green. If I call upon you, please state your admission card number only, not your name. Please be concise in making your statement by keeping to the point.
You are kindly requested to ask only one question at a time so we can give a chance to as many shareholders as possible. We appreciate your cooperation. Are there any questions or comments? The person with pink card. My number is 0250. I don't think you are good at supporting development at universities or education area, and I wonder if you have intention to support research and development at universities financially or even making it into a business. SoftBank Group will be preferentially take advantage of the result of research and development done by some universities, because by leveraging AI, you can easily and efficiently connect research and development results with companies around the world. I wonder or I hope that you will support research and development being done by universities. Yes, let's do that.
In fact, already, some Masason Foundation for education scholarship is already in place to support younger students. Cyber University is already there. In fact, now they're making money as opposed to losing money. They have about 2,100 students in Cyber University studying. It's been 10 years since Cyber University was established. It was struggling at the beginning, but we have over 2,000 students. The Ministry of Education finds it valuable, and it's completely internet-based education and instruction. We also have a partnership with The University of Tokyo in area, specifically in AI, so that we can jointly do research and development. Around the world, especially in area of AI, we are trying to strike a partnership with top universities around the world. The businesses that we are interested in investing into are already cooperating with universities and some professors of universities.
We are soon going to invest in those businesses that already have partnership with universities. We know that we have talent and intelligence in universities, in education area, so we definitely want to support that. Any other question? With the pink card, in the front.
Card number is 1083. Thank you, Mr. Son. Encrypted currency is a big issue here. Currently, when it comes to SoftBank and into the future of the company, how are you going to deal with this encrypted currency business? Blockchain is being used for the purpose of different kinds of cryptocurrencies or enhanced security transaction of information. I think this area is supposed to use very important technologies. Our group companies are trying to launch such business and preparing for the launch of such business. Currency using blockchain, the existing currencies, I think instead of real value, a speculation value is taking prominence, and that is the reality. When I look into specific encrypted currencies, it is difficult for me to make any judgment at this point in time.
The technology that is employed itself has been just launched recently, so going forward, it is going to further develop, and the technologies related into it should be fully employed by our group companies. Person over there with blue card. It'll be followed by lady behind. Number 1,202.
Thank you very much for clarification today in your presentation. I have one question, talking about stock price. Maybe MBO is better now because stock price is deviating from the real shareholder value or market cap. What's significance to you by keeping SoftBank Group on market in public?
To be very honest with you, in the past, every time stock price went down, why don't I buy it altogether? Which is called MBO, management buyout. Instead of keeping it in the market, why wouldn't I own the company? In fact, I thought about that several times in the past. What would happen then? Because as a listed company, you have to go through a lot of complications and procedures, and without them, you were able to focus on business purely. I thought about that. However, as a public service entity, if you will, we would need a lot of support from the public.
Again, we were at peak 22 in the end of market cap in 2000, and if some shareholders have kept our stocks since then, I feel bad, and I definitely want to pay back to those shareholders who have been with us for a long time. Management buyout or buying it on myself, is it going to happen? If or when? To be honest, I don't know. However, like I kept saying, I talk about stock prices in detail, so maybe you may now think that, "Why don't you buy your stocks altogether on your own?" My personal wealth is less important than my passion to contribute to as many people as possible. In order to grow faster and bigger and keeping it as a public company might be better. That's another thought as well.
In the back, the lady.
Thank you for your presentation. 1218 is my number. Information revolution happens for everyone, and that is your message. What kind of world do you have, and do you have an image and to achieve? The 30-year program or the plan about five or six years ago, I think at this place, I was talking about the vision for the next 30 years, and the video footage was also shown. I think this is something you still remember if you were there. For those who were not there, probably, I think if you access the website of SoftBank, you may be able to see it. I think it's still there. If not, I'm sorry about that. We are going to upload that video footage. If not, it is there.
It is not going to be immediately changed in 5 years' time because of the 30-year program, so I hope that you will be able to see it I think at the end of the shareholders' meeting, there will be a 3-minute video footage, and you will be able to see the message, AI world is going to expand, and the smart robots and IoT. The video footage expects this kind of thing will dominate the world.
The shareholder over there with the pink card. Followed by a person back there.
Number 1529, WeWork. It seems you are really focusing on WeWork with investment. That means SoftBank expects a lot from WeWork's core business, or just want to seed, if you will, startups. In order to find next startups potentials, you invest in WeWork, or you invest in WeWork because you focus on WeWork's core business. If you have already found the next potential good companies that you want to invest going forward, could you share some with us? SoftBank Vision Fund may be a vehicle that you may want to use to invest in those next potential startups. Thanks for your question. WeWork core business itself, we expect to grow further. That's why we invested in WeWork.
The answer to your question is, we invested in WeWork because we were interested in WeWork's core business. After we made the investment, instead of just sharing desks, but sharing dreams. I suggested WeWork to, instead of saying that sharing desks, but we want to share dreams. In that sense, after we made an investment, I talked with Adam of WeWork, and jointly between SoftBank and WeWork, maybe once a month or once in 3 months, we have presentation events. After the presentation event, winners of the event or competition, we make investment in those winners.
In WeWork, we've set up two vehicles. One is a Creator Awards, which as Son said, every month or two months in buildings around the world, we have competition for people to talk about their companies.
Yes. At the end of the presentations, the best companies are given an award, which can range on a monthly basis between $10,000, and at the end of the year, $1 million. In addition to that, we, together with WeWork, have created a Creator Fund to invest in the best companies to get them to the next stage of creating where they can raise external funds.
Yes. Again, to answer to your question, we invested in WeWork because we wanted to have a core business investment.
H in the back with the pink card in the H column or section.
0328. There was a presentation about the stock price. I think it is a good news for you, Mr. Son. Our fund, about three years ago, set up a portfolio about the 10 share issues, and the biggest portion is SoftBank. Within five years, the market capitalization of SoftBank will grow into JPY 18-20 trillion, stock price JPY 20,000. That is their expectation, and exactly which resonates with your presentation.
Actual value is around JPY 20 trillion. It is not recognized in the market. On top of it, Arm and Vision Fund, they are excluded in their argument. If that is added, Vision Fund and Arm, if they are added, it is going to be a huge amount. I'm confident of saying this after listening to your presentation. The share price of SoftBank is going into the bottom price, will be around JPY 20,000 going forward. Arm profit and revenue in 10 years or 20, 30 years' time, how is it going to develop in terms of numbers? Would you please share that information with us? We have Simon from Arm. Simon, over to you.
Thank you. Within Arm, since the acquisition by SoftBank, we've been investing into our long-term future. As you saw from the presentation, last year, our partners shipped over 21 billion different chips containing Arm technology. We think that really is the start of a journey, and in the future, more and more silicon chips will contain more and more intelligence, and we are developing a roadmap to enable that intelligence. On top of that, we are developing technologies to enable the Internet of Things. The Internet of Things, which again is reliant on embedded intelligence, will generate the data that drives the world of artificial intelligence. We are developing these core technologies, which will enable the vision that Masayoshi Son speaks about, and that will enable our long-term growth. I hope that explains what we're doing.
The SoftBank acquired Arm, I think two years have passed since then. Since then, already about, in terms of annual shipment of chips, 40% growth. We are still standing at the entry point of IoT. IoT is expected to go exponentially, not 20 times, but 100 times and 200 times, and that is the level of growth that we can expect. Therefore, there's a huge opportunity that we can capture in Arm. Arm was listed, but in five years' time, we would like to see the company being listed once again. We are making investment in new technologies for the midterm, and they are going to be materialized and realized, and with that achievement, we would like to see the company being listed once again. It is a company that I place high expectation on.
The shareholder over there, with blue card. Wearing yellow.
Number 2703. I am a big fan of you, Mr. Son. When you buy stock, it's very difficult to see the company's management, but I try to study the company that I invest in as much as possible. Four or five years ago, I remember that Mr. Son was on the stage with a robot, and I became a huge fan of you. I am not living in a city. It's difficult to see you in person. It's been a long time since I saw you last, but I think you grew, I mean, you get aged. I know. In fact, I wish to have your autograph. Anyway, I've been interested in investment, and I have been studying economy and politics for the long time, but I'm not a big investor.
Making money out of investment. It's not politics. Seeing chairman or president of a company, if you believe in a company, you want to just invest in the company. Mr. Yanai, president of Uniqlo, I know you very well. I'm sure you don't know me, but I know you very well. You are very famous. Hearing your presentation. Well, to be very honest with you, investor, I am pretty old. IoT, AI, you have been talking about them a lot, I try to understand them very well. I always think that humans are different from animals and plants. Humans have philosophy, I hope that you will strive for the future from a human perspective. I have a lot of businesses. Well, try to be concise as much as possible, please.
I just want to say that you don't have to work that hard. That's my message. You have a life, you don't have to let others make a lot of money. I just wanted to say that. I just wanted to say, yes. My hairs are gray and thin, I'm young, I'll do my best. Thank you.
I have a rest. Thank you. D column with orange, excuse me, with the pink color card and orange shirt. 277 is my card number. T-Mobile and the Sprint merger, my question is on this. Recently, AT&T acquired Comcast, it was approved by the authorities. That would mean the Sprint and T-Mobile merger will also have positive effect from this kind of approval. On the other hand, vertical integration versus horizontal integration. Something is different between the two. I think this is going to be another important round. I truly hope that this merger is going to be materialized. As a result, I am looking forward to a sharp reduction of the net borrowing as a result. I wonder if the final conclusion is expected, what will be the prospect of the success?
As far as we are concerned, well, it is supposed to be in the U.S. government to make a final judgment. At least between the two companies and the top management, agreed into the merger agreement. I think I would like to invite Mr. Marcelo to say a few words on this topic.
Before we decided to do the merger, we studied what would it take to have a successful merger that the U.S. government will approve. In order for a merger to be approved, the most important entity is the Department of Justice, the message is that a merger needs to be pro-consumer and pro-competition. As part of the merger, we have made a commitment to the American people that the new company will build the most advanced 5G network, that it will keep prices even lower to consumers, that it will create jobs. Those are the three most important factors in determining a merger. Based on that, we feel very good that we have checked everything that will be needed in order for the U.S. government to approve this merger.
Thank you. I'm also looking forward into the merger agreement being accepted by the U.S. authorities.
Shareholder over there with the pink card in the section H.
Number 0349, thank you very much for your presentation today. Every morning, I see a video clip of your financial results. I see the video clip every morning. Thank you very much for your instruction. I have a question about WeWork. At the last earnings call, you mentioned that WeWork will be one of the core portfolio of SoftBank Vision Fund. What do you mean by that? In what area WeWork will be playing a key role in SoftBank Vision Fund portfolio? I believe that WeWork Japan is going well, but in specific area, what's going well with WeWork? Or what kind of issues or challenges, if they may have? With regards to WeWork Japan, in fact, Ken Miyauchi helped growing WeWork Japan. Yes.
WeWork Japan have six offices started up. At the moment, 90% occupancy. Let's say, Roppongi, Tokyo, there are six offices. Toward the end of this year, we want to add more in Yokohama, Osaka, Fukuoka. It's going well. It's been only six months since it was launched, but WeWork Japan has been going pretty well. WeWork Japan, I believe, is going to achieve the number of desks faster than anybody else. In fact, in London, it took three, four years to have 12,000 desks. In New York, four, five years. WeWork Japan wanted to achieve that goal in one year. That growth is pretty much well. WeWork Japan is, yes, going well, growing well.
Adam, CEO of WeWork, said that, "If Ken retires, give Ken to me." I said, "No, no." Seriously, Ken and WeWork Japan are working hard to grow faster. In America, actually, yesterday, I had a discussion with WeWork guys and I'm going to go to New York next week to have a discussion with WeWork guys. Ron have a regular discussion with WeWork guys, aye?
The core business continues to do extremely well. In the first quarter of this year, the company opened 35 different buildings around the world. We ended last year with over 200,000 members, and this year, that will more than double. The reason that we are most excited is commercial real estate is one of the largest economic sectors around the world. We think WeWork can create the best global platform to service commercial real estate.
Now, when you say commercial real estate, it still means the corporate enterprise and startup business, right? Not retail.
Not retail. This is offices.
Offices.
Offices for-
I just wanted to clarify.
Yes.
Yes. We are talking about office building when he said commercial real estate. Office expenses are around 10% of the corporate expenses, which is very big. Usually, traditionally, you may own offices or you may rent offices. With technology and with the community concept, WeWork have to create a community which is different from traditional real estate business or real estate agency business. In fact, Uber in taxi industry, similar but completely different network from traditional network is something that they created, and that's happening in WeWork or real estate area as well, and I believe that that will grow dramatically. That's why we think that WeWork will be one of our core businesses going forward.
With the pink card in the front.
Thank you. 1,457 is my number. Now, supporting startup of business, this is something I am interested in, so allow me to take time and to give you a presentation on this. Well, I'm fairly busy, so maybe you have to contact someone of my company, and if the idea is interesting and attractive, and then on the stage 2, I will be ready to listen to your proposal.
Okay, shareholder over there with pink card. Number 329, about cluster of number one strategy, which was clarified very well by you. Thank you very much. Alibaba, specifically, I'm sure is very important and plays a very important role. Now that we have Jack Ma with us today, may I ask you a question? Alibaba has been successful, and Alibaba plays a key role in SoftBank Group's strategy. Mr. Ma, what do you expect from SoftBank Vision Fund or SoftBank Group's strategy from Alibaba's perspective or from Jack's perspective? What would you expect from Mr. Son personally? Because, for example, Alipay, it may have some struggle to go into Japanese market. When you want to grow business in Japan or globally, from the perspective of SoftBank cluster of number one strategy, do you have any expectation specifically?
Thank you very much for the question. I have a great relationship with Masa. Every time, every month or so, we chat either on the Teams, TikTok, on the phone, or we come here to meet. This is the most important thing. We two people share a lot of things together. Yeah, I respect Masa's courage and vision. Most people think we're crazy, but we don't think we are crazy. We believe the future. As a director of SoftBank, I don't think I have expectation from Vision Fund or SoftBank. The thing I have is how I can enable, give proper advice, and do better job for Alibaba. Yeah, definitely that we will help each other for the company side. I think personal contact and communication, exchange ideas are critical and important. By the way, doing business anywhere is not easy. Japan is not that difficult.
We believe we have to do things for the future. Any problem today is not a problem for the future. Thank you.
Thank you. Thank you, Jack. He has made a great success still, while their market cap is over JPY 50 trillion. Still, both profit and revenue, it's growing like 50% year-on-year or 60% year-on-year. Pretty soon, Ant Financial, which is doing Alipay is going to be listed, I believe. Dramatic innovation is happening over there, and I have a huge expectation and respect from him as a leader and from his company. I appreciate him very well. I'm lucky, actually. We were lucky to meet him, and we were able to make an investment in him and his company. We were lucky. I believe that my predecessors did a great job to allow me to have this luck.
E column with the pink card. The lady.
164 is my number. I have 5,000 in stocks of your company. I purchased them a long time ago. I think my question may not be the special one. I hope that a lottery or something kind of thing, I should like to have the right to shake hands with you and Mr. Ma. Dividends can be returned to you in exchange of this opportunity to shake hands with you. How should I say? Give me time to think about it.
Any other question? Shareholder over there with pink card in H section. Number 0704. I have a question about future investment. In aerospace industry, do you have any plan to invest in that industry? Well, aerospace, I don't have any thought, but satellite communications. In fact, we have invested in OneWeb. We want to grow it further. Did I answer to your question? Yes.
Next, in the front with the pink card.
1,001 is my number. Well, the tax revenue is being accumulated in the Tokyo Metropolitan Government, unicorn companies are going to be invited and to be located in Tokyo, I think that is one of your ideas. The governorship has changed, though, for Tokyo, they have a huge amount of tax revenue, as a result, they are reluctant to take drastic reform measures. I think Arm has a business office in Yokohama. In Kawasaki area, there is accumulation of solar-related companies, to my knowledge. The SoftBank Group, not only the concentration of business in Tokyo, but in terms of human resources and effective tax rates. In light of those things, I think SoftBank Group will be able to operate anywhere, even outside Japan or Tokyo.
the Tokyo metropolitan government then should be reformed by leveraging on external pressure. I would also like then to ask a question of Mr. Yanai, one of the three big dreamers. Our company is always trying to make profits so that we can pay taxes into the Tokyo metropolitan government, not only in Tokyo, but also anywhere else. We would like to nurture unicorn companies. Mr. Yanai, the floor is over to you, one of the three big dreamers. I do not talk too big, different from Mr. Son. I think tax payment is very important when it comes to my company and myself. I think I'm a very good person that pays a lot of tax. When it comes into the how to spend the tax money, I think it is not wise enough.
I think it is important for the tax revenue office to use the tax money wisely. Mr. Yanai, not only the tax, but also anything on the business itself? Well, I'm always looking at what Mr. Son's doing with some kind of a caution. I'm somewhat worried after listening to his presentation. Yeah, somewhat nervous, just like you are. Don't get assured even after you have listened to his presentation. That's my message. Well, I think this is the happiness that you will be only enjoy in when you are young. Time has passed, I would like to accept three more questions.
Person with a blue in the section D, please. Followed by two more questions. Number 428.
Thank you very much for this opportunity. Talking about cluster of number one strategy 98% of your time shared is based upon cluster of number one strategy. When you're selecting potential investees, what kind of criteria? You mentioned that that business has to be number one in a specific area, but any other criteria? In specific area of a business, that area should have a huge potential for growth, market growth, and also business model has to be excellent. Plus execution. The management should have strong leadership and gives me confidence that the business should grow. Instead of investing in a mature company. Well, when you invest in mature company, you look at cash flow and past track record of performance.
When it comes to invest in the future, invest in future growth, looking at past numbers can be some sort of reference, but not most critical factor. Instead, feeling is more important than just looking at the numbers. It's like listen to the force. You have to feel the force like Star Wars. I think that is the key sort of criteria for me to make a final decision. Feel. I'll just take two more. The lady over there with the pink color card. The next one is going to be the very last. 226. Straight question. Mr. Son, in the future, are you ready to be the Prime Minister of Japan? I really would like to see you become the Prime Minister. Please. I won't.
When I was young, I just had time to think about it, but now I am at the helm of SoftBank Group, and it is full of fun and highly motivated. I would like to continue to live my life as the manager, the CEO of the company. The last question. 398 is my number. Thank you very much, Mr. Son. You talk about the force and you mention feel or feeling. For future generation, like our kids and grandkids, what kind of education you want to provide so that a younger generation will be more interested in encouraging creating unicorn? Again, like I mentioned, we have created a foundation to support younger generation, sort of scholarship. That's just one example. For unicorns, unicorn businesses, believing is very important, and encouragement is also important.
Not just by encouraging by words, but also financial support, monetary support, and intelligence support. I think that's important as well. Encouragement and support will help younger generation to materialize their dreams and potentials. Especially since we started Vision Fund, when we meet younger leaders of unicorn companies, that gives us excitement, inspiration, and we can provide them support from our experiences. It's very exciting and enjoying doing this, supporting them. We are doing very well, and eventually, I'm sure we have opportunity to share with you some numbers, but incredibly good start we made. Believing in potential, supporting financially through investment, and together with them, we get incentive, not from top-down, but I think in stimulating each other, exciting each other is very important. My father, who is not here today, he's my mentor for my life.
He's been my mentor since I was kid, and he has given me beliefs and confidence, and I truly appreciate him, my father, and I want to be playing his role going forward. Thank you very much. Now I would like to take a vote on matters for approval. Are there any objections?
Thank you. I will take a vote on Proposal One, Appropriation of Surplus for Dividend Payment. All those in favor, please applaud. Thank you very much. The proposal has received the majority of affirmative votes and has been approved in the form proposed. I will take a vote on Proposal Two, Election of the 12 Directors. All those in favor, please applaud. Thank you. The proposal has received the majority of votes and has been approved in the form proposed. I will take a vote on Proposal Three, Revision of Remuneration Paid to Directors. All those in favor, please applaud. Thank you. The proposal has received the majority of votes and has been approved in the form proposed. Number 4, I will take a vote on the proposal, Issuance of the Stock Acquisition Rights as Stock Options. All those in favor, please applaud. Thank you.
The proposal has received more than two-thirds of affirmative votes and has been approved in the form proposed. Ladies and gentlemen, this concludes today's agenda, I accordingly declare the 38th Annual General Meeting of Shareholders of SoftBank Group Corp. closed. I would like to invite the newly elected board members, Katsunori Sago and Masami Iijima, up on the stage so they give you a few words.
I am Katsunori Sago, Director of SoftBank Group Corporation. Up until yesterday, for the 26 years, I was in financial industry, but now I am in technology industry. In this tech industry, SoftBank is leading, not only in Japan, but also in the world, I am so excited to join this group. I have been watching this AGM, unlike traditional AGM, this AGM has been very exciting, I am glad that I have been able to be welcomed by SoftBank Group, I am looking forward to working with you, SoftBank team, going forward. Thank you. Excuse me. I am Masami Iijima, Director of SoftBank Group Corporation. To shareholders, thank you very much for approving my appointment as a director of SoftBank Group Corporation. I met Mr. Son for the first time in July 2011.
Since then, I have been good communication with him, Mr. Son has been leading the industry to develop further globally, I share his view and passion. Mr. Son and other directors and SoftBank's employees, I am looking forward to working with them going forward, I am pleased with that. Last but not least, SoftBank wants to be a company that contributes to the humanity. I was in Mitsui Trading Corporation for over 40 years, in order to further grow corporate value and shareholders value of SoftBank Group, by taking advantage of my experiences, I'd like to contribute to that growth. Thank you very much. Thank you, gentlemen. We just introduced our newly appointed directors. Related to one of the questions that we had earlier, a video that we created when we established a 30-year vision.
Back then, natural energy, solar energy, robot, we didn't do them at all. Of course, Arm was not with us back then, but we had a vision, we came up with this strategy. The dream helps us to get closer to the dream and vision. I believe that keep dreaming, keep having vision is very important to materialize the vision. Again, let me show you a video.
Sorrow is inherent to the human condition. Since the beginning of time, humans have sought to overcome sorrow. Some have turned to religion. Others have sought solace in philosophy or art. Now, we see a different solution, a new means to relieve sorrow, to multiply joy, a solution unique to our time, to our era. We call it the information revolution. A revolution that allows the thoughts of one to be shared by many, and the thoughts of many to be available to all. Connecting people, thoughts, visions, and dreams, one to another, no matter how far apart they may be. When you're all alone in the dark of night, someone, somewhere on the other side of the planet can shed a ray of morning light. A technology developed in one country can solve a problem in another.
A brilliant idea on one side of the globe can turn despair to hope on the other. Information technology generates an attractive force between people, ideas, and thoughts, a force that drives our destiny and that tells us we are not alone. A force that brings people together and sets us free, overcoming barriers of nationality, age, race, language, time, and space. We believe that this new force will help us cure disease, fill education with excitement, eliminate war, and live in peace. Ever-evolving technology and the never-changing value of human love. Together, we'll open the doors to a new century of happiness and joy.
Thank you very much again for joining us at annual general shareholders meeting today. Please return the survey sheet that we delivered to you at the entrance.