b'they share and we have been working very hard to align with each SBUs strategy and play its function as a region to promote the strategy, leading to results. On the other hand, I think we are missing an opportunity to create new core businesses and functions for the future here within SCOA to optimize efficiency and capitalize on our local market expertise. From a global perspective, I think about how innovative the U.S. market is, and I believe theres a lot of possibilities and a lot of competitors, but also theres a lot of opportunities. To effectively grow our global operations, theres a lot of things that we can create right here in the U.S. That is the role we will play. Sustainability has become a larger priority for all companies in keeping with enriching lives in the world. How are we fulfilling our responsibility in sustainability and aligning that with the long-standing Sumitomo values?From the perspective of Sumitomo, theres our longstanding tradition. I mean, going all the way back to the reforestation projects in the Besshi copper mine. Today, it is important that we clearly define the actual programs and policies within the organization designed to support our sustainability in all aspects. Of course, we know the history of Sumitomo, which is an incredibly compelling example of sustainability, being able to survive for hundreds and hundreds of years. Theres a lot to learn from that story, but also you have to translate those lessons into what it means for us today. By clearly identifying the sustainabil-ity needs of our businesses, of the societies and environments in which we work, and of the people who make up our company, we will be able to sustain operations for centuries to comeonly with a clear understanding of the impact we are making around us. How has technology become an increasing focus for investment, and how does our current state of business success benefit from that?We have seen a lot of success recently in this space, and while we are improving our focus and strate-gic partnerships in innovation, we have also benefitted from favorable market conditions. So, we need to ask ourselves, what if the wind goes the other waywhat will happen? I think that we really have to enhance looking into the performance of the operation and how resistance it is under a downside environment. Theres a lot of technology that we can use to mine the data that we have. By doing this, we can understand our customers needs and pain points, and through that, we can create value.As a strategic investor, we arent just finding a technology to sell. We are looking at it holistically as a tool to not only improve our own operations, but to create solutions for our partners and customers and ways to strengthen our business overall.The acquisition and analysis of this data will inevitably lead to changes. Because change is always difficult, what level is our adaptability as far as really taking the data seriously and making some real changes?Thats a good question. I think it varies from what the stage of each company is. So, its very important to have, first of all, representatives who can articulate what the stage the company is right now and what is needed. That data analysis may need to come from outside of that operation, because when youre in that operation, sometimes you lose the perspective on what you have to do. And throughthat, I think that we will be able to really articulate what kind of technology or what kind of solutions are needed. The important thing is that theres not one solution that works for all companies. (continued)Sumitomo Corporation of Americas 5'