ONO PHARMACEUTICAL CO., LTD.
ESG Presentation Meeting
March 28, 2023

[Number of Speakers]

3
Gyo Sagara
Toshihiro Tsujinaka
Yukio Tani

Representative Director, President and CEO
Senior Executive Officer, Executive Director,
Corporate Strategy & Planning
Corporate Executive Officer, Head ofCorporate Communications

Presentation

Sagara: I will explain sustainable management and corporate governance.

1First of all, I would like to talk about our sustainable management policy.
ONO's main business as a pharmaceutical company has been to develop new drugs to overcome unmet needs.
Ten years or twenty years ago, for example, we did not set out such a management policy in a big way, but
proceeded as far as we could.
It was the successful development and launch of Opdivo in 2014 that led to the decision to pursue this kindof management policy alongside our core business. Then came the 300th anniversary of the Company's
founding, in 2017. Around that time, we thought that we should become a company that could bear areasonable burden to benefit the world and society, and that is when we began to focus our efforts on EGS,etc.
The development of new drugs to address unmet needs, and the ESG and SDGs activities related to theenvironment and other issues in our core business, and we are committed to both our core business and ESG
activities. We do not separate our core business from ESG issues, and we are working to solve these issues
that will become long-term challenges for humankind.
What I have just described is ONO's basic concept to sustainable management.

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Last year, we have defined materiality and addressed it as a management issue.
As I explained last year, our materiality focused on ESG and SDGs, but the new materiality that we redefineda year ago includes our core business and ESG.
Today, I would like to explain the five themes, or issues 1, 2, 8, 14, and 18, which are framed in red.

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Let's move on to materiality number one, the creation of innovative drugs.
Naturally, this is our main line of work. As stated in our corporate philosophy and described in our mission
statement, we are committed to the challenge of solving unmet medical needs.
As for the main method, I think it is fair to say that it is drug discovery through open innovation, which isvirtually a complete expression of this approach.
What we can do by ourselves is extremely limited, and we cannot get to where we are trying to go simply byworking in that limited world. Naturally, collaboration with very high-level academia or bio-ventures, etc., isa prerequisite.
In addition, the level of collaboration must be at the world's top level, the top management must be
supportive, and the people who are actually involved must work hard to advance their efforts. We are also
working on the creation of innovative drugs recently by adding the use of new digital technology and AI, etc.

4Then there is materiality number two, the expansion of development pipeline.
In order for pharmaceutical companies to continuously release new drugs over the long term, grow andcontribute to society, all companies are aiming to expand their pipelines.
Our basic approach is to achieve innovation through collaboration between our own laboratories and ourpartners, but this alone is naturally not enough, so we need to add to the mix newly in-licensed compounds
and technologies, as well as pharmaceutical products that have already been commercialized. Also, dependingon the situation, we may need to acquire some bio-ventures.
As you are aware, we are currently conducting Phase 1 or some Phase 2 clinical studies of nearly 10 new drugs
in the US and Europe, and we plan to add several new compounds to that list this fiscal year.
This is the explanation regarding the discovery of innovative drugs and the expansion of our pipeline.

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Next, I will now turn to corporate governance.
This slide was introduced a year ago, and as highlighted in red background, we have reviewed various aspectsof the executive compensation plan. The item I would like to introduce today is the addition of the ESG
initiatives item to the performance-linked stock compensation plan.
Several companies are already implementing such initiatives, and Ono Pharmaceutical is also starting to adopt
them in FY2022.

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Currently, we have three outside directors.
Since we have five internal directors, we meet the requirement of having at least 30% outside directors. For
those who are looking for a higher hurdle, the rate is currently over 30%, although there are those who arelooking for a 50% rate. One female director is also in the company.

7In order for outside directors to fully demonstrate their careers and abilities to the management of Ono
Pharmaceutical, they have been exchanging opinions with various internal departments, holding dialogues,
training sessions and study groups, and collaborative meetings with the corporate auditors in addition to theirusual activities. We have been quite proactive in these activities.
Including the visits to our bases, we have held more than 10 such events a year.

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A meeting is being set up to review proposed executive appointments or executive compensation.
We are pleased to present its members in an easy-to-understand manner. The chairperson of the meeting is
Director Nomura, who is an outside director.

9This is an assessment of the effectiveness of the Board of Directors Meeting, which we conduct every year.
The internal secretariat currently conducts this program for all board members and auditors. The
questionnaire and the interview are conducted internally, so it is a self-evaluation.
There is naturally the notion that external evaluations should also be received. The reason why we have been
doing this internally is that when we look at external interviews, there is a questionnaire that contains astandard set of items, which the board members and auditors fill out, and then they are evaluated according
to a certain system. We have been doing this internally for a number of years, with the idea that it would bebetter to evaluate the effectiveness of the system by conducting in-depth interviews internally.
However, there is a risk of being self-indulgent, so we would like to have an external evaluation next time andproceed with an assessment of effectiveness.

10Tsujinaka: This is the flow of today's discussion regarding our efforts to strengthen our compliancemanagement system.

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The first slide I am showing you is the operation of the Review Board for the academic societies, general
donations, supporting membership fees, etc.
We have already announced that we withdrew all scholarship donations. In addition, we have not made any
new donations to endowed lectureship at universities or other institutions since 2nd Half of FY2021. The last
two remaining projects will be completed in 2023, and we have announced that this will be the final project.
We also announced that we have established the “Ono Pharma Oncology, Immunology, Neurology Research
Foundation” on January 31, 2023, and that we will make our contribution to academia through this foundation.
This does not mean that all donation relationships have been cleared up, and there is still the handling ofmoney by pharmaceutical companies with medical professionals. Such examples are donations to academic
societies, general donations for anniversary projects, and supporting membership dues, etc. and there arestill many opportunities for employees to be involved in money matters with medical professionals. We
believe this should also be eliminated.
Therefore, we have established a Donation Review Board chaired by the Senior Director of the Legal
Department. We formed this committee, which included the Senior Director of the Legal Department, theGeneral Affairs Department, the Compliance Management Department, and the outside attorney, as well as
the Senior Director of the Operational Audit Department as an observer. This review board will handle all
donations. And as for the application, each medical professional can access our internal website and apply,and only the members of this donation review board can handle who submitted what kind of donation
application and what the results of that review are. In other words, we have adopted a system that eliminates

12any opportunity for our employees to handle all money-related transactions with medical professionals, sothat we will never again make a major mistake.

We have had the unfortunate misconduct of two employees being arrested for bribery in 2021. We
fundamentally reviewed our compliance management system from the viewpoint that such a thing mustnever happen again.
First, in order to strengthen the reporting system to outside directors, we regularly report to the Board of
Directors Meeting on our efforts to strengthen this compliance management system. In 2022, we reported
four times in January, March, April, and August. On this basis, the following initiatives are being implemented.
First, we appointed nine executive directors and department heads of each division as compliance officers.
We also appointed 85 compliance managers at each of the 85 workplaces in the Company. In addition, 158
assistants have been appointed to support the large sales department.
With this, what we will do is to conduct frequent workplace roundtables. Our intention in holding theseworkplace roundtables is not only to correct violations of compliance that have occurred, but also to identify
behavior and actions that, if left unchecked, could develop into violations of compliance, even if they areminor, and to reflect them in our management to thoroughly implement measures that will contribute topreventing such violations from occurring in the first place.

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Since October 2021, we have held 183 workplace roundtables and collected 605 consultation items
including minor details. Among them, 48 cases were related to suspected harassment by immediate superiors,
while others were related to the workplace environment. The efforts to reflect such comments in the
management of each function and to contribute to the prevention of problems have gradually taken root.

This is an effort to keep the Mie University misconduct from fading away. After the misconduct, we received
a lot of advice from people outside the Company, who said that we should not keep this misconduct to the
managements alone, that we should let all employees in the office know what happened, and that we shouldmake efforts to ensure that this misconduct would never be forgotten. We immediately started working on
this issue.
The contents of the lecture began with a video message from President Sagara, followed by a lecture by Mr.
Awata, former Executive Vice President, and Mr. Sano, former Senior Executive Officer, who gave an overview
of the Mie University misconduct, the impact of the Mie University misconduct on Ono Pharmaceutical, thedisciplinary measures we received from the industry, and the fact that we were asked to refrain from visiting
many medical institutions. We have disclosed all such matters to our employees.
The leaders of each workplace took the role of chairpersons and asked employees to discuss what measures
were necessary when extrapolating these issues to their own departments and summarize their impressions.
This was implemented for all employees from January to March 2022.
We also made every effort to provide make -up classes to all employees who were absent during that period.

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What I am showing you here is the actual status of our company's compliance training.
We are constantly conducting compliance training three times a year, in April-May, June-July, and OctoberDecember, over a period of about six months.
In particular, during the October-December training sessions highlighted in red, we hold training sessions on
the subject of Mie University, which I mentioned earlier, and we are determined not to let what happened in
the misconduct fade away.

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This is the last slide related to compliance. We have taken this opportunity to significantly revise ourWhistlebling Policy.
At the time, the Whistleblower Protection Act was being revised, and outside attorneys pointed out to us that
Ono had a whistleblowing system similar to other companies, and asked if it was really functioning. In mostwhistleblowing systems, majority of the whistleblowers' reports, if they are anonymous, are biased orinadequate and cannot be easily reflected in subsequent investigations, they explained. They said that if wereally want the whistleblowing system to work well, we should make it a principle that reports should be madeunder real and known names.
When we received this advice, we wondered if it would really work, and we were concerned that it might not
be easily accepted after it was introduced.
However, they said that if we are really willing to do this, we need to make the Company's whistleblowing
system in such a way that the whistleblower's confidentiality is properly guaranteed, and that they can reportand discuss anything in confidence. We were so impressed by these words that we decided to adopt thissystem.
In principle, reports should be made under real names. Anonymity is also acceptable. Investigations are always
led by the compliance management department. Disciplinary action may be taken against those who do notrespond to interviews or who make false statements. We will protect the confidentiality of the content down
to the specifics. Any action that may lead to a search for the whistleblower is strictly prohibited.

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In fact, when we introduced this system following fall of 2021, the initial reports were all anonymous. Some,
unfortunately, were also found to be searching for the whistleblower. We promptly investigated such conduct,and if it came to light, we punished the person and made public the details of such conduct.
Through such repeated efforts, we have gradually gained a wider acceptance, and in 1st Half of this fiscal year,
from April to September, we received about 25 reports, including some about minor details, of which eight
were submitted under real names.
Gradually, the internal reporting system, which was initially thought to be difficult, is now functioning. We willcontinue to take appropriate measures to strengthen compliance through this and other ways.

We continue to report on the expansion of human capital.
In our corporate report and other documents, we have stated our four growth strategies, corporatetransformation through digital and IT, and the expansion of intangible assets as the management
infrastructures to support these growth strategies. One of these is the expansion of human capital.

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As for the expansion of human capital, the direction of its disclosure is still under consideration. Therefore,
today I will introduce something that is still under consideration, but it will consist of four main components.
One is the cross-functional talent development. We would like to nurture next-generation management talent,
global talent, digital talent, innovative human talent.
In addition, we would also like to nurture the specialized talent necessary to make the four growth strategies
work.
In order to further accelerate the development of these talents, we believe it will be necessary to further
foster a corporate culture that is suited for this purpose.
We believe that one of the areas in which our corporate culture is lacking is the promotion of diversity andthe realization of diverse work styles. To further address this issue efficiently, ambitiously, and sometimes
passionately, we have established initiatives that contribute to the improvement of engagement, and wewould like to add Ono's uniqueness to these efforts, expressing our human capital and disclosing it to all of
you.

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For example, in the area of management talent development, we would like to continue to develop talent bydividing them into four generations.
All training will be selective, and a system of replacement training is envisioned. First, for young trainees
around 30 years old, for those around 35 years old who are one step away from management, for those in
their 40s for young managers who are finally starting to see their managerial positions, and finally for those
who have done such senior management positions before as executive candidate human resources, we have
implemented this 1,000-day program over a four-year period.
We will train approximately 20 young people a year, 100 people in five years. The next-generation 20 people
a year, 100 people in five years, 20 people in the next generation, 100 people in five years, almost on a rotatingbasis. We would like to create a situation where there are always about 250 next-generation candidates in
the pool.

19In addition, we need to develop professional specialized talent who can promote the four growth strategies,
and for this, we need to ask each one what functions they need to perform and what kind of talent they needin order to realize these growth strategies. In order to visualize the situation, we are now envisioning about
700 candidates for talent development in all divisions.
We are planning to train 80% to 90% of them within three years over the next five years, and we intend toinvest in the development of specialized talent in the future.

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The next step is to further foster an organizational culture for this purpose.

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I believe that as to diversity, a typical example of which is the promotion of female employees, we have beenvery behind in this regard.
In the last two years, we tried to train such female employees in the assistant manager class, one step awayfrom managers. We have been working toward our goal of having women account for at least 15% of
employees at this level. We were able to achieve this goal finally.

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This time, we will increase the number of female managers to at least 20% of the total by 2031. We would
like to set a specific goal of 10% or more by 2026.
Of course, I don't think it should be just about numbers. Looking at the current status of our female employees,
we have a certain number of female employees when they join the Company. Until about 10 years after joining
the Company, there is almost no difference in the number of women and men in the top 25% of positive
evaluations.
However, the next decade will make a difference. In short, there is a gap in the timing of life events, and wewould like to introduce new measures to solve this problem and work toward our goal of achieving 10% or
20% ratio of women in management positions.

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Next, I would like to make a few introductions from the perspective of diverse work styles.
We believe that all companies have advanced remote work due to the COVID-19 pandemic. Remote work
style post-COVID-19 must be well defined for us in the future.
Our goal is to increase efficiency in remote work while at the same time achieving team building, two
outwardly contradictory outcomes that are firmly in place.
As for ONO's approach, even if we uniformly adopt remote work, there are places where it is possible andplaces where it is not. It is assumed that the level of involvement will differ depending on the department,such as those working in manufacturing plants, those in research departments, those in digital-related fields,
and those in sales departments.
Therefore, face-to-face meetings that contribute to team building should be held at least twice a month, andthis is a mandatory. We will then set other rules by department, and try to achieve both efficiency and teambuilding, and we will implement these efforts.
We would like to further study the future operation of the program while evaluating its effectiveness.

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Next, we are expanding one of our open recruitment programs called the Individual Diversity Development
Program.
Since joining the Company, once our employees have continued to grow in the department of Sales, Research,
Development or other fields, they tend to be optimal in each department with their established values.
Therefore, we would like to challenge personnel affairs that straddle departments as much as possible.
As one of the attempts, we have been actively enlightening and educating our employees, saying, "Let's raise
hand boldly and take on the challenge to work in other departments through open recruitment system."
In FY2022, we had 34 departments recruiting, 134 people raised their hands, and as a result of the matchingprocess, 25 people took on the challenge to work in new departments. We intend to further expand thisprogram in the future.

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As a unique system, we have the second programs to develop individual diversity, the Challenge Job System.
It means that if you have a five-day per week and actual five working-days, you will challenge to work at
another department for one of those days, namely for 20% of the week. We have started this program firstfor our MRs at the Sales and Marketing division, to encourage this challenge by raising their hand, who may
consider what kind of work is done and whether there may be work that might be suitable for them, although
they may hesitate to raise their hand in an open recruitment process.
Eighty-seven people raised their hands, and twenty people actually took on challenge jobs. This has led to thediscovery of new talents beyond our expectations, and we are in the process of verifying this. If possible, wewould like to expand this to all divisions to discover diverse talents and develop individual diversity.

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Lastly, to improve employee engagement.
Although we have not yet reached the point where we can provide specific details, we would like to improve
employee engagement by expanding the existing award system and introducing a system to motivate
employees through the revision of the personnel system that we are currently working on. We would like topresent these things as an integrated package, as a new human capital expansion soon in front of all of you.
That is all.

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Tani: I would like to explain our efforts to protect the global environment and improve access to healthcare.
First of all, we have established this environmental promotion structure for the protection of the global
environment. We have established and are proceeding with a company-wide promotion system tied to the
President.

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In 2019, we formulated our medium- to long-term environment vision, ECO VISION 2050, with a view to the
future in 2050.
We have been promoting our activities by setting up the medium- to long-term goals and annual targets withthree priority issues of “Realization of a decarbonized society,” “Realization of a water recycling society,” and“Realization of a resource recycling society.”
However, with the aim of further accelerating these efforts, we have reviewed and set up the new mediumand long-term targets, which we released yesterday. Today, I would like to briefly explain our new mediumto long-term environmental targets.

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Here are new medium- and long-term targets.
As for the targets for the realization of a decarbonized society, we have moved up the target year for achieving
zero greenhouse gas emissions in Scope 1 and 2 to 2035, which was originally set for 2050 in the original plan.
As a precondition for this, we have added the goal of achieving our own carbon neutrality by FY2025.
We have also reviewed our goals for the realization of a water recycling society. Until now, we have simply
focused on the amount of water resources used and have been working toward the goal of reducing theamount of water intake per production volume unit by 15% by FY2030, compared to FY2017. Our revised
goals are to keep the rate of increase in water consumption below the sales growth rate and to strengthenwater pollution risk management and risk management of our business partners.
We have also reviewed our targets for the realization of a resource recycling society. The new goal is toachieve a recycling rate of 80% or more for all unneeded materials by 2030. The target will be our own
factories, research institutes, and logistic centers. In addition, we aim to change 100% of the paper used forindividual packaging boxes for our marketed products to be made from eco-friendly materials by 2030.

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This shows our roadmap for achieving a decarbonized society.
In our previous plan, we aimed to achieve zero greenhouse gas emissions in Scope 1 and 2 by reducing energy
due to streamlining processes such as investments in energy-saving equipment, introducing solar power
generation, switching to a renewable energy power menu, and introducing, although not currently available,
new technologies.
As a result of this revision of our target, we intend to switch to a renewable energy electricity menu to achieve
100% renewable electricity for power purchased at our factories and research institutes by 2025. For gas, we
intend to utilize carbon-neutral city gas and other credits as well.

31This is the priority level for specific greenhouse gas reduction measures.
A high priority is avoidance, so-called creation of a system that does not use energy, and then reduction bypromoting energy-saving activities, as well as introduction of renewable energy equipment as an alternative,
etc. which is one of measures for introduction of solar power generation. Lastly, the credit will be utilized tooffset emissions.
Currently, we would like to invest approximately JPY5.2 billion by 2030 in equipment costs for solar power
generation installation sites and electrification facilities at the Fujiyama Factory.

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As shown in the Corporate Report, we disclose risks and opportunities in terms of disclosure of climatechange-related financial information.
Here are the four risks extracted from the analysis. We anticipate a financial impact of JPY1.9 billion for therisk of increasing decarbonization burdens, JPY600 million for the conversion of carbon taxes to procurement
prices, and JPY2 billion for flood risk.

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On the other hand, as opportunities, we anticipate opportunities, including JPY2.3 billion due to theestablishment of indicators and the system development related to resource efficiency, and JPY500 million
due to the expansion of business opportunities through the addition of indications of existing drugs and theenhancement of the library of new compounds.
Changes in the impact of this modification in product mix are reviewed annually based on a risk analysis.

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From here on, I would like to explain our efforts to improve access to health care.
We are committed to improving access to health care as one of our materialities, which is respect for humanrights.
One of our efforts to improve access to health care is to deliver innovative new drugs, including those for rarediseases and pediatric indications, to address the issue of drug shortages.
In addition, to address the issues of insufficient medical infrastructure and lack of economic strength, we areworking in partnership with NPOs to build medical infrastructure.

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This is an initiative to improve access to health care. Each product approved for the treatment of rare diseases
and pediatric diseases are listed here.
In this fiscal year, ONOACT was approved for the treatment of tachyarrhythmia in pediatric patients with low
cardiac function.

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As part of our efforts to improve access to health care, we are currently working with a non-profit organization(NPO) under the ONO Bridge Project to address the lack of medical infrastructure and economic strength.
Specifically, we are working with Japan Heart on a program to improve access to medical care for pediatricpatients in Cambodia by training skilled medical personnel, setting up medical equipment necessary foradvanced medical care, and providing free traveling clinic services in the region.
We are also working with People's Hope Japan on human resource development and community protection
activities to improve maternal and child healthcare in Myanmar in cooperation with the program to improveaccess to maternal health care.

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Through these efforts, we are currently receiving high ratings from external ESG evaluations.
Lastly, since FY2018, external evaluations on ESG have been gradually increasing. In FY2022, CDP selected us
for the A-list in climate change for the fifth consecutive year, in recognition of our measures against climatechange.
We have also been selected for the A-list in water for two consecutive years.
We believe that we are one of only four pharmaceutical companies in the world to have received this doubleA certification for climate change and water, and we are highly commended for this.
In addition, the DJSI, the world's leading ESG investment index, has selected the Company as a component of
the DJSI World Index and the DJSI Asia/Pacific Index for three consecutive years. This has also positioned us
as the sixth ranking in pharmaceutical domain in the world.

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Regarding external ESG evaluations, while it is naturally important to obtain a high evaluation, we look atwhat points are evaluated in the external ESG evaluations.
In other words, we believe that the point is what is required by society, and that sharing and working together
with all related departments and divisions to address these issues, along with those in the background, will
ultimately lead to increased corporate value.
We will continue to challenge ourselves to realize a sustainable society and company by sincerely listening toexternal voices.

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Question & Answer

Questioner 1: I have some questions. In the section on human capital, you explained in detail some of yourinitiatives, such as the development of specialized talent, but I feel that these initiatives are focused oninternal talent. I would like to know how you think about the recruitment of external talent.
In the human right section, I thought it was unique that you included access to medical care in a human right,
but I have heard from other companies that it is difficult to select NGO partners and manage the progress ofthe project. Please let me know what you are doing in this area.
Tsujinaka: I would like to start by answering your question about the recruitment of external talent. Our
intention is to develop talent within the Company, but not limited to internal development, as it includes
visualizing the talent we need. If we cannot meet the needs within the Company, we will take on more andmore people from outside the Company.
Questioner 1: I see. So, would it be correct to say that they will be recruited from outside and trained in asimilar system?
Tsujinaka: Yes, I would like to work on both sides.
Questioner 1: Are you saying that there is no distinction between inside and outside the Company?
Tsujinaka: That is correct.
Tani: Regarding the improvement of access to health care, I will answer. We have started our relationshipwith NPOs around 2020. At the time, we were working with these NPOs in the ONO SWITCH project. In
addition to Japan Heart and People's Hope Japan, we have been working with several other NPOs, including
the Japan Committee for Vaccines for the World's Children, which provides support for Bhutan. In the courseof our discussions, we have decided to work in cooperation with these two NPOs, based on our evaluation of
the past activities.
As for management, we have received messages from NPOs which are placed on our intra-site, and are
confirming what kinds of activities have actually been carried out in the field.
If possible, we would like to visit Cambodia by ourselves to get a better grasp of the situation once the COVID19 pandemic has subsided. As for Myanmar, there is political unrest there, and so it is difficult for us to go
there. We have received video messages from people who are there, and are confirming the situation.
Questioner 1: I understand very well. I hope you keep providing feedback on your initiatives.
Questioner 2: It is about updating the medium- to long-term environmental targets. I would like to know how
you are analyzing the progress against the existing goals, and what is the background and reason for the
updates. Is it because the world is more demanding and you have updated accordingly, or is it because you
have made good progress in your previous efforts, or is it because technological innovation has raised the bar
for what you can aim to achieve in the future? I would like to know more specifically about this background.
Sagara: There are several key points. First, the demands of the world and the environment have changed
dramatically.

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The other thing is that we announced the medium- to long- term environment targets in 2019. At that time,
our efforts were highly regarded as pioneering and, in a sense, challenging. As a company, we have beenworking to become the industry's leading environmental company. However, since then, each company has
announced their own plans, and when we looked at the contents of those plans, we saw that we might beable to plan to implement various activities by 2035, or in some cases, by 2030. As a result, we renewed ourplan this time.
We have been working with the plan in stages, where we had set a goal for 2050. Progress has been madeaccording to the plan so far. However, moving up the date from 2050 to 2035 will require further investment,
and we would like to move forward while obtaining consensus on this point as well.
Questioner 3: This may be a bit out of line with ESG, but I would like to ask you a question. Historically, yourcompany has been involved in various initiatives in open innovation through the collaboration with Kyoto
University and has made various efforts since then. In particular, I believe that you are working to seek out
open innovation in the US, including US startups and partnerships with the UC system.
It hasn't been that long yet, but there are still many aspects of the bio-industry that are drying up in the US.
Are there any assets or seeds in this area? Or will prices go up or down? Is there any update on those matters,or the next vein of open innovation, including the most recent developments, or not? Please let me know if
you can comment on anything about that.
Sagara: I think that there are new veins. Although there are various external and environmental factors, we
are working on the basis that we believe we have new business chances in the field of view we are seeing.
As I mentioned earlier, the main points are whether the partners are of the world's top level and whether we,
as a company, can continue to provide support. These are significant points where we have reached thecurrent collaboration with them.
[END]

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