b'9 5 2-20 2 Nobuhiro Yoshida1 2A General Manager, Sumitomo Corporation South America, N DDB N President of Sumitomo Corporation Brazil OYEWhere has SCSA grown most in the last 70 years?In South America, the first office was opened in Argentina in 1953, followed by Brazil in 1955, Chile in 1958, Colombia in 1968, Ecuador in 1969, and Peru in 1973. Many great leaders and colleagues have built our business base in South America, by repeating trial and error and tackling many difficult challenges along the way. In addition to the strong base and wide range of trading businesses, we now have 14 group companies which are operating in this region; Agro Amazonia, BRK Ambiental, Candelaria, Cerro Belde, Cosmotec, Fyffes, Gerdau-Summit, Iharabras, Interacid, Minera San Cristobal, MUSA, Raizen Biomassa, Summit Agro South America, and QB2. As you may notice, remarkable growth has been led by agro-related businesses and mining operations. These successes are attributed to the great efforts by all concerned people throughout its history. And, the feature of South America coupled with our expertise are a match especially in this field.How has sustainability become a measuring stick in all business endeavors?Our vision at Sumitomo Corporation South America (SCSA) is Building an unwavering operational base in South America, which equate to sustainable growth. But, how do we realize our vision? Two years ago, we set our own strategy MaPPS, which stands for Market-in, Partners, Platform (& Presence), Sup-porters, as a tool to realize our vision. Namely, it expresses that we shall create our own Presence in South America by a Market-in approach in addition to our traditional Product-out approach, utilizing our valuable intangible assets of Partners and Platforms which we have been building, and involving all Supporters of the SC Group.Among these elements, the most important word is Market-in for me. The typical example of Product-out is to export Japanese products to other countries. Product is the first priority, followed by looking for the customer. How-ever, Market-in is a different approach. It requires first to understand the market needs, customers expectations, social needs, and requirements from the future. We look for the business opportunities, starting from the market, customers, and future. So, as an example, the de-carbonization and renewable energy market are very important, as its a demand from the society and future.As a summary, we are aiming to realize both sustainability of the world and our organizational sustainability through the execution of our MaPPS strategyAgro Chemical has been a big contributing success to SCSA, do you see it expanding further?Its needless to say, all businesses which we operate have been contributing to our growth, and we have chances to develop and expand our businesses in all areas. Therefore, we will continuously generate meaningful businesses (continued)What is the MaPPS strategy? Mr. Yoshida outlines as SCSAs four-point plan for growth through collaboration. Ma is for Market-In, which means embracing the market requirements and customers needs to develop or expand businesses.P is for Partners, which means collaborating with our partners which can share common vision and contribute to the development or expansion of businesses.P is for Platforms, which means highlighting our strengths through maximum use of business platforms that we have, (& Presence, which means strengthening our presence in South America through execution of MaPPS).S is for Supporters, which means taking advantage of the full potential of our resources.Sumitomo Corporation of Americas 11'