b'C E L E B R A T I N G 7 0 Y E A R SNobuhiro Yoshida (continued) freely without limiting the business fields. On top of that, our focused areas are yet to be set, taking the features of South America and our strong expertise and experience into account. In this sense, we are thinking that the areas of de-carbon-ization, renewable energy and agri-food are to be focused on as well as mining operations, which are historically strong. Therefore, Agro Chemical businesses are to be expanded with high speed in both scale and operational quality. Do you see SCSA getting more involved in community outreach?Yes, of course, because our vision is to build sustainable growth. Naturally, we want to be a good member of the community, and we wish to contribute something valuable to society. We would like to build meaningful presence in South America. In this regard, each SCSA office and each SC group companies is promoting 100SEED activities in its own way. For example, SCBR has been involved with environmental education through a home garden along with various book and food donations providing for children in need in partnership with different education providers. Recently, SCAR mentored students in the job application process along with vocational guidance talks. SCCH also gave a generous donation to a public school for a multimedia classroom. What do you appreciate most about the diversity and culture in South America?I love South America. I personally think that there are more similarities than differences throughout the continent and it is important to find common ground and get to know each other. I believe the foundational steps in D&I are to first get to know your neighbor followed by respect of each individual for their uniqueness and differences. In Brazil we have implemented Friday Caf from 2-4pm where we take a coffee break and mingle to get to know each other better over a cup of Starbucks and snacks provided. Only one rule is to get to know colleagues whom you do not have regular contacts. In order to execute the MaPPS strategy, we have been promoting Project-Based Working Styles across South America. Beyond countries and beyond Business Units, it requires personnel, joint projects and proactive collaboration to realize busi-ness development. We are using all available precious and efficient human resources which are each other effectively across South America. A good example of this is CANOSA (Carbon Neutral Office of South America).Today, CANOSA consists of 15 personnel as core members from Andes, Argentina, Chile, Mexico, and Brazil, and 12 local personnel (out of the 15) leads the collaboration on all carbon neutral issues in LATAM. Today, everyone belongs to a specific department, but everyone can gather and execute projects beyond traditional roles, dedicated to these special projects in addition to their regular tasks in each business line. What is good about it? We can increase the success rate, promote regional office driven business development, motivate personal development, make our talent more visible widely, and consequently a natural new D&I world will be created.We have to take note that its difficult to promote D&I in a bureaucratic environment. But, on traditional product-out busi-nesses, the bureaucratic business style works efficiently, because deeper experience and traditional networks are required. However, the world is changing so quickly. Now we need to add the Market-in approach, which requires flexible and agile ways, namely open discussion, non-bureaucratic approach, and brainstorming style of communication, regardless of rotation/non-rotation staffs, gender, nationality, etc. Project-based working styles promotes such an open culture, which leads toD&I as a result, I believe.Above: SCSA and SC Argentina managements working togetherAbove: Mr. Yoshida celebrating Harvest Day with the Sumitomo Corporation Brazil staff12 visions Fall 2022'