Issuu

december 2023

Making our future work

Production credits Editor: Head Office of People and Communication Cover photo: Joana Soares, Talent, Training and Development Manager, Nors and Ricardo Lavado, Operations Manager, Aftermarket Portugal Print run: 3 500 copies Legal deposit: 378317/14 Nors: Rua Manuel Pinto de Azevedo, 711, 1º, 4149-010 Porto, Portugal Contact: +351 226 150 320 | dgpc@nors.com This edition is written in British English.

we are ambitious

we are transparent

08.

Editorial

28.

Making our future work

10.

Back to the future

36.

18.

A day in the life of... Etienne Vincent

Leadership stories: Pedro Ferreira Monteiro

22.

We deliver: TJA Transportes

40.

Nors News

48.

Nors Corporate Events

06. 26.

we are personal

we are charming

58.

Agrofito: one step further in Brazil

78.

Nors GO: A place for young talent

62.

Press Review : Ana Peneda

84.

#WeCare

70.

Workshop talkshops: Zenaida Rodrigues

90.

Cultural Stop

94.

Nors Kids

72.

Nors in first person

56. 76.

we are ambitious

90 years of a "making it work" spirit

This year, we've embarked on a journey of ambition in which we celebrated our 90-year legacy with great enthusiasm - "A legacy of the future" - which has been reflected in the businesses, the projects, the new challenges and the people who contribute to achieving our goals. This has been a decisive year in building Nors' horizon for the coming years: we know where we want to go and how to get there. In this 2023 final edition of the Nors Magazine, we wanted to highlight our vision, which is anchored to the new Nors strategy 2030 programme, under the motto "Making our future work". This is the driving force behind our ambition for the coming years: with a structural focus on growth, efficiency, transformation, people and sustainability, we are building a path that is expected to be ambitious, innovative and prosperous. Here you will also find a report of the corporate events we held in 2023, a moment of great unity and energy experienced by the Group's leaders, interviews with several employees from all the businesses and geographies in which we operate, success stories told by our clients and the most relevant news that marked this second half of the year. Next year awaits us with good news and, above all, with one great certainty: we will be more united, closer, and more Nors. I hope you enjoy it!

Tomás Jervell Group CEO

we are ambitious

back to the future

A generation driven to make things happen

In this edition of "Back to the Future" we've met two members of a generation that will undoubtedly play a very important role in shaping the future of Nors over the coming decades: after all, the 30s are the new 20s! Jessica Santos is a Tax Analyst at Norshare Brazil and commits herself every day to finding opportunities for improvement and actively supporting her colleagues in order for them to overcome their challenges. Stelio Mafumo, a courier at Auto Sueco Moçambique, faces difficulties with the potential to overcoming them and doesn't hesitate to deal with any task or field of work. What do they have in common? The will to do more and better, the ambition to build a promising future and the undeniable desire to leave a positive mark wherever they go. Let yourself be motivated by the ambition and optimism of these two collaborators! 10

In a few words, how would you define the Nors Group's mission? Jéssica Santos (JS): It is a group with a great deal of experience and consolidated market expertise, which is constantly seeking to improve its operations and innovate in the different business areas, through technological investments, expansion of brands and teams. The Group develops innovative projects, efficient processes, automation and ESG (environmental, social and corporate governance practices) and encourages employees to identify opportunities for improvement. This also motivates me on a personal level. Stelio Mafumo (SM): I would define the Nors Group's mission as being committed to staying at the forefront of the global transport and equipment market, ensuring the best solutions in this area, always with an eye on the future.

How did you become a Nors employee? How long ago? JS: I became an employee through an external selection process and started my career at this company just over half a year ago, on 2 May 2023 to be precise. SM: I became an employee of this Group through a competition for the position of Courier. I've been an employee for 2 years.

Every day I try to understand how I can contribute in improving and perfecting processes. Jéssica Santos

What attracted you to work in this sector and, in particular, in the company you're in?

Jéssica Mendonça dos Santos Tax Analyst, Norshare Brasil

JS: I felt attracted and motivated to take on a new challenge in this sector because it was an area I had been completely unfamiliar with until six months ago.

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I've been working in accounting and taxation for around 11 years, where I've been able to experience, contribute and improve my technical and practical knowledge in the fields of consultancy, industry and now mobility. In my day-to-day work at the Nors Group, I feel that I can contribute a lot with all my practical and theoretical knowledge and I try every day to better understand the existing processes and the points where I can contribute in improving and perfecting processes.

Stelio Arrome Mafumo Courier, Auto Sueco Moçambique

SM: The strength of the sector and its large presence in Maputo and Matola was what attracted me the most. At Auto Sueco Moçambique, in particular, I was attracted by the image it conveys of a solid company in the market, from its facilities to its team.

There's a very special and inspiring spirit of unity in the team. I feel that I'm in the right place. Stelio Mafumo

How would you describe your journey with us? JS: Although it's still quite short, it's been a period of hard work, challenges, learning and sharing. Together with my coordinator Tarcísio, I had the opportunity to train the sales team at Auto Sueco Centro Oeste, in tax practices, in which I received very positive feedback. These last few months have proved to be a challenging period, which has encouraged me to deepen my knowledge of the fiscal and tax operations of the Nors Group companies in general. SM: It's been a challenging journey, with lots of learning and new experiences, because there's a very special and inspiring spirit of unity within the team. I feel that I'm in the right place.

The biggest impact of belonging to a group with the size of Nors is being open to learning and contributing. Jéssica Santos

How do you feel you've made a difference to the team and the company? JS: I feel that, with my background and knowledge acquired throughout my professional career, I can contribute with some insights to my colleagues that are applicable to the market in general. I like to learn new things and whenever I realise that I can help my colleagues improve their work, I do so. For instance, I felt the need to train the sales team at Auto Sueco Centro Oeste,

where we had a lot of questions due to a lack of basic tax knowledge. So, I prepared the training using clear, objective language that would be enlightening and understandable for the entire sales team. SM: I feel that I have made a difference and that I am still making a difference, as this has been my main objective since I joined this organisation: to create a positive impact from a creative and proactive point of view. 13

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What has been the biggest challenge you've faced since joining the Nors Group?

carried out and identifying possible divergences, fiscal and tax risks, as well as credit opportunities.

JS: The biggest challenge has been mapping out all the fiscal processes and tax rules of the AgroNew company. I consider this work to be very enriching for my professional profile, in which I am acquiring a lot of knowledge, both on the company and the tax operational side. This challenge, which is still ongoing, involves improving the way in which tax assessments are currently

SM: Since joining the Group, the biggest challenge I've faced has been having to be able to manage various tasks from different internal sectors, since I don't just dispatch and collect files from the institutions that have worked with us, but also provide support in general operational administrative matters, particularly in human resources and the commercial area.

I would like to grow with the company and leave a mark that can be followed by future employees. Stelio Mafumo

A legacy for the future is to do more and better - to learn from mistakes and achievements. Jéssica Santos

How would you define your dayto-day life in a word? JS: Time. The day-to-day life in Norshare's tax department in Brazil requires efficient time management in order to fulfill all the proposed tasks. SM: Overcoming. I come across new situations on a daily basis, and I'm not surprised, nor do I face them with a certain shyness: rather, I'm increasingly motivated and keen to surpass myself.

And in your career, what has been the impact of belonging to a group the size of Nors? JS: I feel challenged on a daily basis, trying to understand all the operations, solve problems, manage quality time... I think the biggest impact of belonging to a group the size of Nors is being open to learning and contributing. 15

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Jéssica Santos Age 30 years Nationality Brazilian Education Accounting Hobbies Swimming, Reading and Theatre Childhood dream Going to Venice, Italy Greater ambition Being a reference and inspiration for others A word that defines you Resilience Life motto To live your purpose, you have to overcome the process SM: With joy and satisfaction, because to be part of the Nors Group is to continually plan a better tomorrow for our customers and partners.

SM: For me, "a legacy for the future" means the non-negotiable responsibility of every employee to "pass the torch" with the burning flame of principles and values to the next generations.

The Nors Group is celebrating its 90th anniversary this year under the motto "a legacy for the future". What does this mean to you?

What do you currently aspire the most in your personal life?

JS:A legacy for the future is to do more and better. Taking lessons from all the adjustments and mistakes to grow even more in the future. Making sure that all the legacy and achievements so far are reflected and allow us to face all the challenges that arise in the future. 16

JS: My biggest ambition is to complete my postgraduate qualification in Tax Law and achieve the personal goals I've set for myself for 2024. SM: In my personal life, I want to be a better person and ensure quality of life.

How do you imagine your future? JS: I imagine myself with a family, material possessions and great opportunities in my professional career. SM: I imagine my future like this: building a professional potential that is accepted internationally. I'd like to grow with the company and leave a mark that can be followed by other present and future employees. And that the economic capacity also grows, living up to the professional brilliance.

My main goal since becoming an employee of this organisation has been to create a positive impact. Stelio Mafumo

Stelio Mafumo Age 35 years Nationality Mozambican Education Secondary school Hobbies Listening to music and playing football Childhood dream Being a great professional and guiding the young people of the neighbourhood from their education to entering the job market. Greater ambition To provide quality of life for my family A word that defines you Focussed Life motto Get to know yourself, accept yourself and excel! 17

we are ambitious

a day in the life...

Etienne Vincent: a childhood dream come true

Etienne Vincent joined Strongco as a trainee while finalising his technical degree as a heavy goods mechanic. After his internship, the Boucherville crane division offered him the position of apprentice workshop mechanic and the rest is history! Today, eleven years later, he remains with the division as a Maintenance Technician and knows the crane equipment like the palm of his hand. In this edition we travelled to Canada to find out what a day in the field is like.

This continuous desire to learn and the thirst for knowledge that characterise him have made his career very enriching and increasingly evolving, after all passion is his driving force - "I like cranes. They make me proud of the work I do. There are always new things to learn on this very complex equipment and continuous learning is important to me. I like doing technical training, as it helps me to be more efficient and confident in solving problems."

Ever since he was a child, Etienne had dreamed of working with construction equipment and heavy machinery, so when it came to deciding his career path, the choice was obvious. However, when he joined Strongco, he encountered a whole new world: cranes - "When I started working in the crane division, I knew nothing about this type of equipment. To be honest, I'd never seen one around me. From then on I saw cranes everywhere: on the road, on construction sites, they were everywhere. I began to love this world and wanted to know more and more."

When I started working in the crane division, I knew nothing about this type of equipment. I began to love this world and wanted to know more and more.

Therefore, it's not surprising that the greatest ambition in life for this ski and road cycling enthusiast is to succeed at what he loves the most. To achieve this, Etienne does his utmost, always endeavouring to give his best, whether it's with good customer relations or repairing their equipment so that they can get back to work safely and as quickly as possible. In addition, whenever he can, he helps other departments, such as sales and parts, to find the technical information they need - "I think that, in the end, it makes a difference to customers."

Etienne Vincent Maintenance Technician, Strongco

There are always new things to learn on this very complex equipment and continuous learning is important to me.

we are ambitious

These are very different days, as I'm not always working on the same type of crane, for the same client, in the same place, or even in the same weather. The diversity imposed by his job means that he doesn't believe his days are the same - "I'd say they're very different, since I'm not always working on the same type of crane, for the same client, in the same place, or even in the same weather." It's the diversity of the work that makes him passionate about working in the field and the equipment he repairs, which means he's not intimidated by the adversity he sometimes experiences. After all these years, he's still amazed: it really is a question of consistency. 20

What's a day in your life like?

What's your favourite part of everything you do?

As a Maintenance Technician in the field, I would say that there is no such thing as a "typical" working day, as it varies a lot. Most of the time, I leave the house in the morning and take my service van directly to the customer I'm going to service, or to the construction site - some journeys to remote areas can be quite long.

I love learning new things. Cranes are complex pieces of machinery and the bigger they are, the more complex they are. I like it when I use my knowledge to solve problems on the crane, especially electrical ones. I like to read and understand the circuits and then go back to the crane to do some tests and find the problem. Something I also really enjoy about my job is that I often go to work sites or remote areas that other people can't go to or see.

When I get to the job site, I talk to the customer or the crane operator to understand the problem they are facing. Usually I have to carry out tests to identify what is causing the anomaly. These tests can be very simple or very extensive, involving electrical, mechanical and hydraulic components and, on larger cranes, can even involve the assembly or removal of accessories from the crane. In addition, some of the work we carry out on the crane includes explaining the machine to the customer or operator, which means having in-depth knowledge of the machine. Once I've found the problem, I repair it if possible or order the necessary parts through our parts department and return later to repair the machine. Sometimes, during the same day, I can go to different job sites or different customers to repair other cranes. The end of the day isn't always at the same time, as it varies depending on the type of work and also where I'm returning from. When I go to a remote area, I usually need to stay in a hotel for a few nights.

And the most challenging part? There are a few things that come to mind, but one of them is undoubtedly working outside when it's very cold during the winter months.* Testing cabling and connectors can be very difficult when it's cold, because everything becomes more rigid and, in addition, with winter gloves, my manual dexterity isn't the best. This makes some simple tasks much more difficult and time-consuming.

Can you tell us a bit about what it's like to work in the mines? Working in a remote mining area is very particular when you're not used to it - it can mean taking a flight to the mine site and staying there for one to two weeks. The typical working day is around 12 hours, but the biggest challenge, in my opinion, is the distance, which means that all the parts and tools take a long time to be sent there and you often have to find a solution to get the machine working again without the new parts.

*In Canada, during winter, minimum temperatures can reach minus 35ºC (-31ºF).

we are ambitious

we deliver

TJA Transportes: a long-lasting partnership based on the latest technology

Founded in 1947, TJA Transportes specialises in freight transport in the European Union and over the last four decades has increased its fleet with Renault Trucks. Today, with more than 1,400 employees and a fleet of more than 1,000 vehicles, TJA has endeavoured to progressively expand its routes throughout Europe over the last 76 years. To do this, it has relied on Galius to renew its fleet of lorries, guaranteeing the most advanced technology and the least harmful to the environment through the use of alternative energy sources. The longevity of this solid relationship is based on sharing structural cultural values such as trust, co-operation, responsibility and sustainability. The figures don't lie: from 2015 to 2023, TJA purchased 699 new and used vehicles from Galius, each having travelled an average of 140,000 km per year. But who better to tell us all about this partnership of countless kilometres than TJA's own Director, João Manuel Amaral? Find out what he has shared with us!

What has your career been like at TJA Transportes? TJA began with my grandfather in 1947, when he bought a coal truck to transport wood. The company's head office was opposite to the house where I spent all my childhood and youth, and TJA was the place where I spent my free time after school. Joining TJA as a worker was a natural way to continue the work started by my grandfather, continued by my father and then taken over by me and now my son, the fourth generation. TJA started out as a family business where everyone knew each other in a close-knit environment. Today, despite the size of the company, we continue to preserve this closeness with our employees, the basis of a healthy working environment that favours each person's professional development and allows the company to achieve its goals.

What has been the biggest challenge you've faced in this company? And the greatest achievement? With such longevity, it's only natural that TJA has faced many challenges along the way. Each obstacle - and there have been several that we have had to face - has become an achievement. I would highlight the financial crises we have been through, which have shaken the foundations of many companies, the rising cost of oil (an essential raw material for our business) and, more recently, the Covid-19 pandemic, which has had an impact on all sectors of society and we have been no exception. Facing these obstacles and emerging from them without major collateral damage were achievements that helped TJA emerge stronger and more confident in the strength of its employees.

João Manuel Amaral with his son, João Miguel Amaral

But when we talk about achievements, we can't forget the decisive milestones that made our path, such as the construction of the first facilities outside Estarreja (Maia and Aveiras), the construction of the new base in Laúndos and outside Portugal in León, the milestone of 1,000 lorries and more than 1,500 employees, the logistics platform and, more recently, the migration to the company's new premises.

we are ambitious

Galius is a transversal partner, not only in sales, but also in after-sales Its follow-up is like no other brand. What is the main purpose of TJA Transportes? TJA's main purpose is to develop its business in a sustainable way, guaranteeing the quality of the services it provides and never neglecting its concern for all its stakeholders, as well as its social responsibility. We realise that we can always do more and better: continuous improvement is a great challenge!

Why did your company choose Galius? How and when did that happen?

We have been working with Renault Trucks since 1982. Our proximity to the Cacia plant and the fact that we had established commercial transport relationships with the group's various plants in Europe were decisive in later extending our commercial relationship with the purchase of Renault Trucks vehicles. Choosing Galius was choosing a partner who shares our values of conduct and provides us with the best trucks to guarantee the application of good practices and good performance in the transport activity, which results in added value for all those involved and for the environment. The longevity of this relationship is only possible because it is based on a foundation of trust, mutual co-operation, respect and responsibility that has been nurtured over the years.

Do you feel that Galius has contributed to your mission to "evolve and go further"? In what way? Yes, Galius is a transversal partner, and not just in sales, but also in after-sales. It does follow-up like no other brand. We want to serve our customers in a safe, sustainable and responsible way. To this end, we have a renewed fleet with advanced technology and we have relied on Galius as a trustworthy partner for many years.

What factors set Galius apart as a partner? How do you see the future of this partnership? We look to the future with optimism. The long duration of the relationship, the guarantee based on years of business experience, the use of more technologically advanced vehicles, innovation and the use of new energy sources in the service of transport and more environmentally efficient vehicles, make us believe in the continuity and solidity of this partnership.

The long duration the relationship, the use of more technologically advanced vehicles, innovation and the use of new energy sources in the service of transport, make us believe in the continuity and solidity of this partnership.

In one sentence, how would you describe the relationship between the two companies? A relationship of trust based on the effectiveness and efficiency of the service provided.

The Nors Group, to which Galius belongs, is celebrating its 90th anniversary this year. How do you feel this milestone contributes to strengthening the relationship of trust and partnership with TJA Transportes? The Group's longevity has allowed it to acquire experience and knowledge over generations that provides its customers with the guarantee of quality and good performance of their lorries. 25

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Making our future work: our new strategy for 2030

We recently presented the Nors 2030 strategy, under the motto "Making our future work". We are shaping our future together and we want everyone to be involved and to be an integral part of this journey right from the start.

We wanted to reflect our ambition to develop a company that everyone can be proud of, perpetuating the lasting legacy that already exists. In order to achieve this goal, we aim to bring a cultural change, guaranteeing an even bolder, stronger and more inspiring Nors in 2030.

This new strategic cycle was the result of a collaborative exercise, carried out over 18 months, which involved the participation of people from different areas, sectors and cultures.

Therefore, we have structured our actions into 5 pillars that categorise the Group's organisational commitment for the future: Growth, Efficiency, Transformation, People, Sustainability. Each pillar reflects ambitions and objectives that will determine the future of Nors.

The aim was clear: to build an inspiring vision of the future that had the capacity to mobilise all the people who are part of Nors' universe.

Get to know each of them in detail. 29

we are transparent

Our vision based on five pillars Growth

Efficiency

We want to grow, to build a stronger Nors ready to embrace the future. We know where we want to go and we want to do it in a balanced, profitable and safe way, with an emphasis on portfolio diversification, strategic geographical expansion and innovation.

We need to ensure a daily focus on our efficiency and optimisation of results, guaranteeing that the client is always at the centre of our decisions and prioritising the value of their time.

Transformation

People

We want to be an engine of transformation and always remain relevant and adapted to the context in which we live, which itself is constantly evolving. To this end, digitalisation and investment in innovation will be crucial in order for us to be prepared to face future challenges.

Because we wouldn't exist without people, we put ours at the centre of our strategy. We want to inspire, empower and energise all our employees, promoting a more united Nors with a transversal sense of belonging, through a strong and unique organisational culture.

Sustainability

And finally, we want to be more sustainable, committing ourselves to leaving a better world for new generations by investing significantly in sustainability and social actions in our communities. This is, in fact, the basis of all the other pillars.

It would be impossible to reduce the vastness of our ambition for the future to these pages. That's why we're letting you know in detail about Nors' new strategy and how you can start building this journey with us right now. Find out more on your Nors[in]tranet.

To find out more about the strategy that will shape our path over the next few years, we spoke to Luís Diogo Jervell, Group Strategic Planning Director. It was an exciting interview that conveyed the challenges he has encountered during this journey. Curious to know what he shared with us?

How was the vision for the future of Nors outlined until 2030? Building this new strategic cycle has been an unforgettable journey, which I believe will have a significant impact on Nors in the long term. This new direction addresses what we see as Nors' main future needs, a company whose complexity (multi-geographies and multi-sectors) has grown significantly and which has made this exercise particularly challenging!

Luís Diogo Jervell Group Strategic Planning Director

During this period of reflection we set out to discover what our real priorities are and will be, which had to be chosen from a huge pool of possibilities and needs. Among many other things, we discussed the current role of Nors and our position (mostly) as distributors, our relationship with our main suppliers, the active role that the different corporate areas should have, the difficulties and needs within our position in the value chain and also the growth prospects that we foresee and are looking for, always with a view to improving our portfolio of businesses and operations. 31

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We have always wanted to analyse the different topics for reflection from "fresh" perspectives, and to this end we have invited important people who we felt could enrich the discussions. At the same time, we endeavoured to base these in-depth (and lengthy!) discussions on opinions gathered from Nors' clients, employees and different stakeholders. It was particularly exciting to do this (in part) during the year in which we celebrated 90 years of history and legacy, the result of which is the dynamic, lively and healthy company we have the pleasure of working for today.

What was the impact of the consultation on our employees? From day one, I tried to listen carefully to the different visions of Nors that existed. I remember putting several post-its on the wall in an improvised room because there was no space on the Holding company's floor at the time, with different adjectives that could characterise Nors and inviting various people to answer simple questions characterising Nors today, as well as imagining the Nors of the future. I extended this exercise by Teams to people from different organisational categories, regions and sectors to better understand what people's vision of Nors was. 32

This exercise was fundamental in understanding the current Nors and the Nors we want to be in the future.

Let's explore each pillar, so that everyone can easily understand what each one comprises. Starting with Growth, how does Nors plan to expand in the coming years? I think it's palpable in the environment we're experiencing at Nors today, that we're at a very positive moment of growth. It's interesting to note this determination in the organisation and in the management bodies, which are constantly faced with the need to balance this determination in the face of all the different and complex circumstances of the business. I believe that this determination has always been present, but today it is especially evident and is undoubtedly one of the keys to our future success. We can summarize (I find this analogy useful) our vision of future growth in four key points: focus (our firm commitment to the future of the agricultural equipment sector), balance (promoting a portfolio of companies and regions that guarantees stability and mitigates external risks), profitability (a continuous search for efficiency in the financial management of our operations) and security (promoting all our growth plans based on financial discipline that safeguards Nors' balance sheet).

Efficiency is another of our pillars of action: why have you set this as one of our priorities for the future? Efficiency has undoubtedly been one of the most discussed pillars. If you ask someone what their understanding of efficiency is, you'll get different answers from everyone else! The way I see this pillar is simple: nowadays every detail counts. And if we can't be efficient in everything we do, we'll have an open door to losing ground to the competition and losing

relevance. In the field of efficiency, I would like to highlight the value proposition that we have implemented as absolutely strategic for the future: making customers' time our priority. Time is an absolutely critical variable in our sectors and with this simple but very challenging ambition we are going to work with the entire organisation on a cultural change that will allow us to reduce the time our different products are immobilized. The quality of after-sales service is also crucial: we aim to make after-sales operations the most efficient on the market by implementing projects such as Core and Flow. In fact, we want to be a high-performance organisation in every aspect.

Which brings us to Transformation: how do we ensure that we remain relevant in a constantly evolving business environment? Nowadays, all of our lives are constantly being disrupted and the same applies to our businesses. In this context, we aim to ensure the agility to adapt to the different contexts in which we find ourselves and safeguard the relevance of our operations, today and in the future. Our focus in this field will be on digitalisation and innovation. We want to enter a new technological level, becoming a benchmark for technological maturity in the sectors in which we operate. This involves implementing the Core project, investing in digital sales channels, greater investment in cybersecurity and improving real-time interaction with our customers. In addition, we want to take important steps forward in the field of innovation, with a commitment to invest in this area by more than 10 million euros by 2030. We're going to do this by investing in projects that we consider strategic and through partnerships with entities that bring us cutting-edge technologies in our sectors. Finally, we want to make the customer experience unique! To this end, we are going to implement the Follow project in all regions, promoting substantial improvements in our perception of customer needs. 33

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Let's talk about people: How will Nors, an increasingly large and multicultural company, continue to inspire and motivate its people? People are undoubtedly our most important asset. And today we are more than 4,000 employees of over 30 nationalities working in countries with absolutely different cultures. This complexity and diversity is very powerful and we must find ways to mobilize and inspire our current and future employees to achieve our ambitious goals. To this end, we will be investing heavily in a number of areas: in strengthening our employer branding, where we believe there is room for improvement; in retaining our talents, namely by investing more heavily in training, which we know is a cornerstone of team preparation; in continuing to invest in the competitiveness of our offer in terms of conditions, which we have been strengthening over the last few years and which we will reinforce further in the future, and in Nors' culture, creating the path towards a closer and more united Nors.

That leaves sustainability. How are we planning to incorporate sustainable practices into our strategy and what is the expected impact on the communities in which we operate? I would say that sustainability has undoubtedly been one of the most debated topics throughout this process. While this issue was already important in the past, the growth of recent years has been a catalyst for us to make it a priority for the future. In this field, we undertook an initial project with E&Y, which worked with us to take the first steps towards a coordinated strategy covering issues related to decarbonization, our environmental footprint, our social impact and our governance policies.

We've already taken some important steps in this field, such as calculating Scope 1&2 GHG emissions, and we'll be taking many more in the future. I believe we have a very clear vision, very well-defined objectives and with the determination I see in the organisation I'm sure we'll be on a path we'll be proud of in the future.

The truth is that after this immersion and the (long!) work we've done over the last few months, I feel that we've responded objectively to the vast majority of these challenges and that we're better prepared to achieve what sums up our vision and our new strategic cycle: our great desire to develop a more inspiring company, a better company.

How do you see the future of Nors? When I started on this path at the beginning of 2022, I remember thinking that the complexity of the challenge came from the difficulty of combining the current moment we are living in (of growth and enthusiasm) with all the threats and challenges we face at all levels.

And it is on this premise that we will work, knowing that dreams command life!

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leadership stories

Pedro Ferreira Monteiro: the personification of empathy

Born in Porto, Pedro Ferreira Monteiro joined Nors Group in 2010, where he has led Auto Sueco Botswana, Auto Sueco Mozambique and Auto Sueco Namibia since 2021. This "cubed" leadership allows him to have contact with something he is truly passionate about - getting to know new cultures and fulfilling his life's mission: to create a genuine impact on people. Pedro is, in fact, "a people person": the energy with which he leads his teams and the care he devotes to them individually is palpable, as he seeks to lead by example and motivate them on a daily basis. Winning the We Lead category of the We Nors Awards in 2022 is proof of his objective, transparent and thoughtful leadership, as well as recognition from those around him. His attention to detail and good humor mean that he can lead a dance pair as well as the companies he leads.

With an innate sense of humor, his hobbies include music and reading. At the weekend, he joins in with jogging and his children's sporting activities, which don't allow him to lose his rhythm. Despite the frenzy and the constant traveling, Pedro values, and doesn't give up, the moments spent with family and friends. In this interview, we get to know a little better the charisma of this CEO from Porto.

How would you describe your career? What led you to pursue this area? My career, although not very planned, has been very enriching and diverse. I've had constant contact with different cultures and experiences by living in various countries (Spain, Botswana and Mozambique), bringing about a natural process of growth with new responsibilities and knowledge.

What motivated you to work for Nors Group and how did it happen? My professional experience began in accounting and management consultancy and, after 5 years in the role/company, I decided to look for a new professional challenge and that's when I applied to Nors Group for a Controller/Customer Service role in Auto Sueco's Shared Services, to be carried out in Spain (at Civiparts España). After that, my dedication and willingness to learn brought me new challenges (Africa) that motivate me every day to keep going and do better.

What impact does being CEO of Auto Sueco Botswana, Auto Sueco Moçambique and Auto Sueco Namíbia have on your life?

Pedro Ferreira Monteiro CEO Auto Sueco Botswana, Auto Sueco Moçambique and Auto Sueco Namíbia

Firstly, I am proud to be the CEO of these three companies, including all the people who are part of them, as well as the multidisciplinary team based in Porto and Angola, the Southern Africa Central Structure, which provides important daily support to our companies. Secondly, my purpose as a leader lies in the positive impact I create on the people around me and with whom I work on a daily basis. Finally, a word of thanks to the leaders I have had and still have, who have inspired me throughout this journey.

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Do you have any funny stories you can share with us from your journey?

Do you think you can keep the team motivated and united? Can you tell us what your "secret" is?

Instead of a funny story, I'd like to tell you about an enriching experience that happened to me and my family (wife and 18-month-old son) in the first week of our arrival in Botswana and as our first experience in Africa.

In my case, there is no single "secret", but rather the need to create conditions where people feel part of the company's mission and know that they add value to it through their work. On the other hand, constant feedback is an important element in managing expectations and creating a transparent and trusting environment.

At the time, Botswana was going through a brutal drought and the government had implemented restrictions on water use, so that three times a week we had no drinking water for our basic needs - this situation, as you can imagine, was something we had never been exposed to in Portugal and it forced us to adapt the routines we were used to and, in the end, made us value water as an essential good and learn to preserve it from that experience.

In your opinion, what characterizes a good leader? And what was the biggest challenge you had to overcome? In my opinion, the biggest challenges are linked to people and, in this case, I had a moment that was particularly difficult to overcome as it involved restructuring/downsizing an operation in Botswana and, with that, terminating the employment of some employees - it was a difficult and striking process. 38

A good leader will always have to invest in relationships (empathy, communication and being a good listener), involving and developing people in order to promote autonomy and creativity. In personal terms, humility and integrity will be fundamental pillars and, on the other hand, I believe that having a sense of humor is also an important asset.

What are your current goals and ambitions within the Nors Group? My goal, and that of my teams, is to continue working so that our businesses thrive and we are seen as a benchmark and an example to follow in the countries where we operate.

My purpose as a leader lies in the positive impact I create on the people around me and with whom I work on a daily basis.

We will continue to work so that our businesses prosper and consider ourselves a reference and an example to follow. How do you see the 90th anniversary of the Nors Group? What does a "legacy of future" mean to you?

Biggest quality: Empathy Main vulnerability: Very concerned with the detail in some cases A day to remember: The birth of my children

Music style: Different styles, depending on the time of day and mood Favorite food: Traditional Portuguese food - "tripas", "arroz de cabidela" and a good Sunday roast Dessert: Tiramisu

Hobbies: Reading and running Dream destination: South America Favorite book: Various management and performance areas The movie of your life: The Gladiator - it won't be the movie of my life, but it's one that will stay in my memory

Pets: A dog called "Spring" when I lived in Botswana. Life motto: Being happy and making the most of being with family and friends

90 years is a huge milestone in the life of a company and I don't think many companies have reached it. In my opinion, our "legacy of future" is to honour the history of our past, but at the same time to have the courage and creativity to create a better future without losing Nors DNA.

And how do you see the future of the Group in 10 years' time, on its 100th anniversary? Turning 100 will also be a very important milestone and at that point I believe we will be stronger and more agile to respond to the needs of our people, partners, clients and society. We will also be adapting to new realities and reaping the rewards of the recently outlined 2030 strategy, "Making Our Future Work". 39

Nors news

Now our news are closer. In July 2023, we launched Nors [in]tranet: the Group's new communication platform where you can find all the information you need to stay 100% up to date with the news, initiatives and features that impact Nors. With this channel, we have facilitated communication between our different companies, structures and geographies, allowing employees to access all the information they need quickly and centrally. So today, it's easier to stay up to date with everything that's happening in the Group, all over the world, with news from your favorite companies being updated on a permanent basis.

Still not familiar with Nors [in]tranet? Access it via this QR code and don't miss out on the latest news!

Auto Sueco Portugal Auto Sueco Portugal delivered the first ISUZU bus to the Municipality of Évora

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Auto Sueco Portugal, representative of the ISUZU BUSES brand on a national level, has delivered the first ISUZU bus in the south of the country to the Municipality of Évora.

Auto Sueco Angola Auto Sueco delivers a fire truck to the Angolan market

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Auto Sueco Angola has delivered a fire-fighting truck to one of its main partners in Angola.

Auto Sueco Botswana Auto Sueco Botswana at the country's main agricultural fairs Auto Sueco Botswana has been present at the main fairs and events in the agricultural sector throughout the country.

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Auto Sueco Moçambique Auto Sueco Moçambique represents Dongfeng Trucks

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Auto Sueco Moçambique has been appointed as official distributor in Mozambique for Dongfeng Trucks, the Chinese brand of high-end trucks.

Auto Sueco Namíbia Auto Sueco Namíbia delivers Africa's largest knuckle boom crane

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Delivered to AWH Africa, this was the first piece of equipment with these characteristics to operate in Namibia.

Auto Sueco São Paulo Euro 6 truck launch at Auto Sueco São Paulo

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Over the course of four events at Auto Sueco São Paulo's headquarters, the launch of Volvo's latest Euro 6 truck was marked.

Auto Sueco Centro Oeste Auto Sueco Centro Oeste introduces a Strategic Innovation Committee

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In response to the Power2Grow project, Auto Sueco Centro Oeste created a Strategic Innovation Committee, reiterating its commitment to the Group's evolution.

Galius Galius debuts Renault Trucks Induction Programme in Lyon

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In May 2023, the Galius sales team, made up of more than 10 members, headed to Lyon, France, to take part for the first time in the Induction Programme, an integration programme for sales representatives.

Auto Sueco Automóveis Auto Sueco Automóveis opens new Volvo Selekt space In May, Auto Sueco Automóveis in Vila Nova de Gaia opened the new Volvo Selekt space, with a wide range of used Volvo vehicles up to 5 years old.

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KinLai KinLai bets on the construction segment with Dongfeng KC

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Since its arrival in Angola, the Dongfeng KC has established itself as a reliable bet among various operators in the country's construction sector.

AgroNew AgroNew and Case IH make first sale of new two-row harvester

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As a result of the partnership with Colombo Agroindustrial, as well as the trust Case IH has placed in the work carried out by AgroNew, two units of the new 2-row harvester were sold.

Agrofito Agrofito organised a welcome dinner for the Nors Group for strategic clients

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To mark the arrival of the Nors Group in the agricultural machinery segment in the state of Mato Grosso, Agrofito organised a welcome dinner for strategic customers, Case IH guests and the Group's Executive Committee. 45

Strongco Volvo Strongco Cross-Canada Demo Days

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Strongco presented Volvo's latest compact electric equipment technology at the Test-Drive the Future with Volvo Demo Days events.

Aftermarket Portugal 20th Europremium Gala honours the three best TOPCAR workshops of the year

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The Europremium Gala was held in Madrid, an event that brings together the winning workshops from Groupauto's Iberian member networks: TOPCAR in Portugal and EuroTaller in Spain.

Aftermarket Angola Civiparts and Onedrive Angola open new store in Luanda In September 2023, Civiparts and Onedrive opened a new store in Angola, located on Estrada Lar do Patriota, in the municipality of Belas, in Luanda.

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Sotkon Sotkon wins €1M project in Tbilisi, Georgia

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In May this year, through its local distributor, Sotkon was awarded a contract for the supply of 270 new underground containers for the city of Tbilisi, Georgia, worth more than €1M.

Nors Centro Oeste Nors Centro Oeste starts operating as a distributor of VCE and SDLG machines in Mato Grosso and Mato Grosso do Sul

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Nors Centro Oeste has started distributing Volvo Construction Equipment in the states of Mato Grosso and Mato Grosso do Sul in Brazil.

Nors Tomás Jervell elected "Person of the Year 2023" by the Portuguese Chamber of Commerce in Brazil, in São Paulo

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Our Group CEO, Tomás Jervell, was honored by the Portuguese Chamber of São Paulo for his role in the leadership and development of Nors. 47

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nors corporate events

Leadership and unity in one voice

Unity, leadership, strategy and emotion were the words that marked Nors' corporate events in 2023. Now held in the last quarter of the year, preceding the planning and budgeting exercises of the Group's different companies, this moment of strategic alignment, convergence and exchange of experiences is undoubtedly one of the highlights of Nors' year. Nors closed the month of September with the two usual events that are part of its annual calendar: the We Nors Awards 2023, which in addition to their physical component were broadcast through live streaming to all Nors employees

in the several geographies and, the following day, the Annual Meeting 2023, which brought together more than 130 Nors leaders around the ambitions and strategic challenges that lie ahead in the coming years. Between the 28th and 29th of September, we swapped meeting rooms for the iconic setting of the World of Wine in Vila Nova de Gaia and, in a more relaxed and informal atmosphere, we brought together employees who, throughout the year, only meet via Teams or e-mail, bringing together the faces that lead our operations in a moment that also stands out for its conviviality and closeness to our people.

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Rewarding Nors' talent and ambition We Nors Awards couldn't be more in line with the culture of appreciation and recognition that Nors defends, in a year in which we once again gave a voice to all those whose spirit of commitment and dedication stand out in the organisation. It was, as always, a great moment of pride to see our teams, projects and people recognised - if only this event wasn't one of the Group's great moments, experienced in all markets and companies with great enthusiasm. As in previous years, we awarded 6 categories: We Deliver - Customer Orientation, We Innovate - Innovation, We Unite - Team Spirit, We Lead - Leadership, We Perform Business Performance and We Are - Being Nors. This year, to reinforce the 90 years of history that we are celebrating in 2023, we decided to give a special award to a project that has the enormous involvement of the Nors teams in Angola - the "Mãos à Obra" project.

In what was the 11th edition of the event, we received 381 applications, with Canada leading the number of nominations with a total of 103 submissions. As far as the different categories are concerned, we highlight the Team Spirit of our People, with the We Unite category garnering 97 nominations. The event was broadcast via live streaming, with simultaneous interpretation into Portuguese, English and French. As usual with this format, the digital transmission of the event meant that, during the ceremony, the Group's various employees and even the families of the nominees and winners could watch remotely! Shall we meet the winners?

The stars who really stood out We Nors Awards winners 2023 We Deliver Customer-orientation

We Innovate Innovation

We Unite Team spirit

Dayane Santos Souza

Ricardo Santos and Marina Pereira

Josiel Lima, Fabio Monteleone and Adriano Cunha

Digital Transformation Manager and Digital Transformation Technician

Workshop Managers and After-Sales Consultant

Norshare Portugal

AgroNew

"Receiving this award is a source of pride for us. It recognises our work over the last 2/3 years. It's very important for us to have received the nomination and now the award. It means we're on the right track to transform the Group, to be part of this legacy."

"This award means a lot to the AgroNew team.We've been fighting hard to win customers, especially since the pandemic, when all areas of the business were affected, and fortunately we're coming out victorious in all of them.This is yet another participation by everyone, which we managed to win today.Thank you for the nomination and the votes: the AgroNew team deserves it!"

Sales Coordinator Auto Sueco São Paulo

"This is an achievement, a professional and personal recognition. It has been an honour to work for this Group for 13 years and to be here representing the entire After Sales team, which has done an excellent job and helped me win this award. Seeing this team grow as professionals, one by one, and knowing that, in some way, I have added the knowledge and experience that allows us to evolve and grow is truly an honour."

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We Lead Leadership

We Perform Business Performance

We Are Being Nors

Eliezer de Oliveira Nogueira

Auto Maquinaria

Tebo Chepete

Branch Manager

Represented by Ricardo Navarro CEO

Electrician

"This victory is a huge responsibility and is the result of last year's results and performance. It's a credit to the whole team, all the employees, all 86 colleagues who are part of Auto Maquinaria - I'm the least important part, not least because I only started at the end of last year, so the merit and the award go to all of them. Now the responsibility is high and we obviously want to be here next year too, at least nominated and if possible win again."To grow is indeed an honour."

"It's very important for me to win this award! It shows that I have to work even harder at what I've been doing, which gives me even more motivation.Thank you so much to Auto Sueco Botswana: you're the best team of people I've ever worked with! I'd also like to thank my family for being here. Thank you all!"

Auto Sueco São Paulo

"This category is about people. I often say that the company is made up of people, that we can't achieve anything without our team. I'm very happy to represent the people of Auto Sueco São Paulo: this is a collective achievement of work that has everyone's collaboration. I often say that everyone has to have a place in the business, that they have to be participative; and we have to give people space to collaborate and participate, ensuring that we can complete a project and achieve our goals."

Auto Sueco Botswana

90 years of Nors: a legacy for the future

A legacy of future Special 90th anniversary award

Vanessa Castro HR Director Angola & Southern Africa Representing the "Mãos à obra" project (Angolan companies)

Watch the video presentation of this project and let yourself be inspired by the "hands-on" spirit of our people!

"I'm just the representative of a great team. I think the main mark we leave on society and the people who take part in this project is that we can always do a little more and better for those around us. What I'm really passionate about is seeing someone from a starting point reach a completely different point. These children would never have been able to read and write if it hadn't been for this initiative and this project. They were unfortunate enough to be born into that situation, but this project gives them the opportunity to have a normal life and to have a chance in life, to leave there and be able to study at another school, later go to university and one day, who knows, work at Nors. We still have a long way to go, the work doesn't end here, we have to keep going and that's why we're sticking together!"

The motto that the party couldn't miss In 2023, we celebrate 90 years of great stories to tell, share and live. This is what drives us: telling stories while making history with all those who accompany us on this journey. At the We Nors Awards there was no shortage of moments to celebrate the Group's 90th anniversary and, to this end, we had a video compiling various testimonies from people who, in one way or another, have marked our journey. And how proud we are to be part of this journey!

See the Nors 90th anniversary testimonial video and be inspired by these testimonials.

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Strategy, transformation and, above all, unity Once again, the 2023 Annual Meeting was the forum in which more than a hundred invited employees gathered, representing the leadership of Nors in the different geographies where we operate. We began the day with a wrap-up of the year 2023 by our Group CEO, Tomás Jervell, who presented the main results of the year so far, talked about the most recent and future acquisitions and made a prognosis for the end of the year, which is now upon us. Taking a trip into the future, the obligatory stops focused on some ambitions for the organisation's next steps, with a view to strengthening our global presence. After Tomás Jervell's opening remarks, the event continued with a presentation of the organisation's main cross-cutting projects, which was called " Medley Nors" - a quick presentation format, lasting around 10 minutes per project, with the aim of focusing on the main key points and objectives relating to the major programmes and initiatives that mark Nors' day-to-day life. This edition featured the projects Follow (by Miléna Santos), Nors Business Academy (by Joana Soares), Flow (by Andreia Barros), Core (by Sónia Monteiro) and Nors [in]tranet (by Rute Cecílio). The morning ended with a presentation of Nors' new strategic cycle until 2030 by Luís Diogo Jervell (a key theme that we share with you in this edition of the magazine). "Making our future work" is the motto of the Group's strategic vision for the next 7 years, whose construction process, ambitions and main challenges we had the opportunity to share with the leaders present at the event.

In the afternoon, our Group CEO Tomás Jervell, our CPO, Ana Peneda and Duarte Vilaça, guest speaker and CEO from the agency BORN, spoke about the future of the Nors brand, which culminated in a round table discussion about the organisation's values and positioning, with the participation of our entire Executive Board: Tomás Jervell, Ana Peneda, Francisco Ramos, Jorge Guimarães, José Leite Faria, Júlio Rodrigues and Rui Miranda. To end the day, we challenged our leaders to take part in a group dynamic where good humor, ambition and the desire to transform the future of Nors spoke the loudest. The results were fantastic - it's always a great opportunity to see our people working together: we're sure we got a lot of good ideas and contributions out of this moment. After a full day where we converged ideas, worked together and experienced Nors' future ambitions with great emotion, we ended this Annual Meeting with a lively and relaxed afterparty: 90 years of hard work deserve a tailor-made celebration! At Nors we continue to believe that these events are extremely relevant for recognising and celebrating Nors' current achievements, but also for charting a clear and determined path for the bright future we intend to continue pursueing. May this have been just the warm up for an extremely challenging, ambitious and transformative year ahead: in 2024, you can expect many new things that, together, we will experience with great excitement!

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Agrofito: another step towards strengthening Brazil's agricultural sector 2023 was an extremely ambitious year for the Group, especially if we keep one word in mind: growth.

With our sights set on the agricultural equipment sector - a segment identified as strategic for the Group's future we expanded our family in Brazil and welcomed another company full of drive and desire to help us grow: we welcomed Agrofito!

We spoke to some of the employees about these first few months of integration, future prospects and ambitions and we share with you the DNA of one of the newest members of the Nors clan.

The company currently has four branches in Rondonópolis, Primavera do Leste, Campo Verde and Paranatinga, where it also provides technical assistance services for agricultural equipment. In addition, Agrofito differentiates itself from other players in this geography, as it covers the largest producers in the agricultural sector in Brazil, of grain, fiber and livestock. This acquisition continues the Group's strategy of diversifying its business sectors, solidifying its commitment to the agricultural equipment sector, alongside heavy mobility and construction equipment.

The acquisition process In the first quarter of the year, Nors completed the acquisition of Agrofito Case Máquinas Agrícolas Ltda., an agricultural machinery dealer in Mato Grosso. This was an extremely important step in strengthening the Group's strategic positioning in the agricultural sector and expanding its presence in Brazil, a key market for the Group's activity. Agrofito Case Máquinas Agrícolas is a dealer in grain harvesters, tractors, planters and sprayers, as well as other products in the Case IH portfolio, and has represented Case IH for 20 years in Mato Grosso, Brazil's leading grainproducing state.

This step will enable the company to improve its performance and future growth, benefiting from the experience, structure and know-how of the Nors team. Tomás Jervell Group CEO

At the time of the acquisition, Tomás Jervell, President and Group CEO, said that this is a step that confirms the organisation's growth strategy and ambition for the coming years: "We are very pleased with the integration of Agrofito Case into the Nors universe, believing that this step will allow the company to improve its performance and future growth, benefiting from the experience, structure and know-how of the Nors team. From the Group's point of view, this is also an important milestone for strengthening our footprint in Brazil and, in particular, in the agricultural sector, which represents a strategic vector for the organisation in the coming years."

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Jorge Guimarães, the Group's COO, said: "The acquisition of Agrofito and its integration into the Nors universe is a very important step in our strategy of investing in the agricultural equipment business, reinforcing the truck/bus and construction equipment businesses.

The people at Agrofito

In 2013 we took the first step with the acquisition of AgroNew and over the last 9 years we've gotten to know the sector and learned a lot. We strengthened the team dedicated to the agro business with experienced professionals and also developed a set of internal skills. This 2nd step in the agro business, with a brand we already know well and in a territory where we have been established with the truck and bus business since 2007, is confirmation of our ambition to grow in this business."

Alessandra Moreira has been part of the team for over 30 years and is currently Administrative Manager. In her opinion, the acquisition of Agrofito represented a moment of great pride for everyone - "we aroused the interest of a multinational group which, despite being present in several countries, looked at our Mato Grosso and recognized in Agrofito an investment opportunity". Alessandra adds that belonging to the Nors Group is challenging and, at the same time, very rewarding - "it's a group with a 90-year history, whose strategy is to grow with a focus on efficiency and technology, but always valuing its people. This demonstrates the solidity and responsibility of Nors and its commitment to building a legacy for the future".

The acquisition of Agrofito is a very important step in our commitment to the agricultural equipment business. Jorge Guimarães Chief Operating Officer Nors Group 60

Today, 10 months after welcoming the company into the Group, we asked two employees - identified as "cornerstones" in Agrofito's history - to share with us their vision of this integration process.

We also spoke to Fagner Henrique, Corporate Commercial Manager, who has been with the company for over 20 years and recognizes this acquisition as an excellent opportunity for the personal and professional growth of its employees - "An acquisition of this size shows the importance of the business and projects a positive, aggregating and consolidating impact.

We have aligned our expectations with the aim of meeting the objectives, achieving the expected results and gaining professional recognition."

An acquisition of this size shows the importance of the business and projects a positive, aggregating and consolidating impact. Fagner Henrique Corporate Sales Manager Agrofito

Agrofito in the words of the CEO With the acquisition of Agrofito, Rodrigo Delazari combined the role of CEO of AgroNew, which he had held for over 4 years, with that of CEO of the Group's new company. We went to hear his perspective on these first few months of integration, always with a focus on leadership and strategic business vision

How do you see the acquisition of Agrofito by the Nors Group? What opportunities do you recognise in this acquisition? The acquisition of Agrofito is another solid step along the path of growth and consolidation of agricultural machinery within the Group, directly related to our 2030 strategy. In addition, the area chosen is one of the most important agricultural regions in Brazil, and one could even say the world, since the production of the state of Mato Grosso is equivalent to that of a major agricultural country, such as Argentina. This will generate opportunities in the medium and long term, further strengthening the segment and contributing to the Group's other operations in the heavy mobility and construction sectors.

How has the transition process been going? From the people's point of view, the transition has taken place adequately within the challenges that a change of this size entails, the main ones being the change of culture from a local company to a multinational and the adaptation of management processes and methods. The advantage is that we have taken over a well-organised company with a competent team, willing to continue the fine history of more than 20 years. On the client's side, there is also the expectation of change and we are working on this day by day, getting even closer to strengthening relationships and prolonging the long and solid relationships.

Rodrigo Delazari CEO Agrofito

In terms of strategy and growth, in your opinion, what impact does belonging to a group the size of Nors have on Agrofito? Belonging to a group like Nors provides strength and robustness in all aspects and creates the conditions for us to move forward with solid growth in our area of activity.

And for the Nors Group? It's an excellent opportunity to consolidate in the agricultural machinery segment in a very important agribusiness region and, together with the Agro New operation, it's a great opportunity for the company, to position itself as one of the main Case IH dealers in Brazil. 61

press review

A closer look at the world's news. In this latest edition of the Press Review, Ana Peneda, Executive Director and CPO of Nors, has accepted the challenge of sharing with us some of the most pressing issues of the day, all over the world. In this case, the concepts of "culture", "organisational change" and "leadership" could not be missing: after all, when we talk about People and their impact on organisations, the current panorama gives us an endless number of topics that we can scrutinize from the point of view of the evolution, talent and skills of today's professionals. Curious?

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Promoting a culture oriented towards a common purpose Source: Online publication, Forbes, by Christina Schmit, March 2023

A culture oriented towards a common purpose and the achievement of specific objectives is inseparable from a culture that is structurally oriented towards people. It is essential that we know and understand our people when we build programmes and processes, given the context of constant change and transformation in which we all live. Just as we would do when outlining quantitative performance results, in order to foster a culture based on values, traditions and trust, we also need to come up with a strategy and outline the path to be taken. A successful culture is based on authenticity and genuineness and has empathy at its core. This is our basic tool for retaining, attracting and giving purpose to our people and should be the motto that drives us every day in our routines. For the Harvard Business Review, an organisation's culture is made up not only of the behaviours, attitudes and beliefs of its employees, but also of the rules in place and the way people interact and work.

In many organisations, there is a gap between the existing culture and the one needed to ensure the objectives and goals set for the company. It is therefore easy to understand why, in the new paradigm of building a solid and effective culture, everyone is responsible for nurturing the "desired culture", i.e. the culture that will enable us to achieve the objectives we set ourselves. This article explores some of the simplest strategies, most frequently applied within organisations, to achieve this. These are: onboarding, benefits programmes, constant and substantial feedback, promoting a culture of appreciation, inclusion and a spirit of safety. In short, it is vital to ensure that our people feel in a safe environment and that they are cared for and recognised. This requires good planning and thought. Focusing on the collective well-being of our employees inherently contributes to growth and promotes team productivity.

Read the article here:

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The state of organisations in 2023: 10 significant changes Source: Report, McKinsey & Company, April 2023

According to this McKinsey report, business leaders around the world are currently being confronted with ten significant changes to the paradigm of organisations. In addition to economic volatility, geopolitical instability and the effects still being felt from the COVID-19 pandemic, there is a panoply of organisational changes, with a significant impact on structures, processes and people. The changes include some complex questions about how to balance the speed of business with strengthening resilience, finding the right balance between face-to-face and remote working models, knowing how to respond appropriately to the state of employees' mental health and empowering organisations at a time of rapid technological change. The organisational changes identified by McKinsey are challenging, but they also represent opportunities for improvement and development, depending on how organisations approach them. The first change concerns the ability to respond to unforeseen events. While the speed with which we react is important, we must not neglect our resistance to them. Half of the respondents in the study said that their organisation was not prepared to react to future shocks. Those who are able to anticipate - and quickly respond to - serial crises can gain significant advantages over others. 66

Next, the new balance needed between face-to-face and remote working is identified. Most organisations have adopted a hybrid working model that allows employees to work from remote locations part of the time. It is essential to ensure that the structure is prepared for this and that there is support for the performance of activities, and flexibility on both sides, depending on whether they can be carried out more easily in person or remotely. The third change has to do with Artificial Intelligence, which, rather than being an opportunity with enormous potential for boosting a company's operations and efficiency, can also be used to create better organisations, through faster and more structured decision-making based on data obtained immediately and new ways of working. Another of the evolving paradigms concerns the new rules for attracting and retaining talent. People are changing the way they relate to work and organisations need to adapt to meet the needs of employees and what they are looking for in a company. In addition, it is extremely crucial to bridge the gap between the skills that companies need to be competitive and those that their employees have.

To do this, people need to be empowered, equipped with the tools and knowledge they need to do their jobs and guarantee the success of companies, through an integrated set of people, processes and technology, so that they can consistently do better than their competitors. Still related to talent, one of the most pressing challenges in recent years has been balancing the budget and retaining key people in the company. The current uncertain economic context is exacerbating this dilemma and organisations need to focus on matching the best talent with the highest value functions. According to the report, between 20 and 30% of critical roles are not filled by the most suitable people. Talent responds positively when it recognises human qualities in its leadership, which is expected to be inspiring. Today's leaders must be able to lead themselves, lead a team of peers and demonstrate the leadership skills and ambition needed to lead on a large scale, coordinating and inspiring networks of teams. To do this, they must have a deep awareness of themselves and the operating environments around them. Allied to this human aspect, the need to ensure a culture of diversity, equity and inclusion is becoming more and more pressing. Many organisations are prioritising these issues, but in many cases, the initiatives are not translating into significant progress. Leaders will have to identify opportunities to make progress both in their organisations and in their communities and society in general. Near the end comes the priority of mental health: global health and well-being scores remain low. Organisations need to refocus their efforts on systematically addressing the causes of mental health and well-being challenges, as one-off, incremental solutions will not suffice. Finally, more than a third of the leaders surveyed consider efficiency to be one of their top three organisational priorities.

Read the article here:

Increasing efficiency is more than managing immediate crises or doing the same job with fewer resources, it means using resources more effectively where they matter most. In short, an integrated approach is needed to respond to these ten organisational changes and companies must adapt to the adversities of the socio-economic context. First of all, they need to define the path they want to take in order to be able to calibrate their ambition, i.e. develop a clear strategy that suits the organisation. Regardless of the type of transformation undertaken, one thing is certain: organisations need to focus hard on promoting culture, investing in talent and investing in the leadership that will move the organisation forward. Finally, all these aspects must be integrated, in other words, they must ensure that the change is implemented on a company-wide scale and can take place within an organisation that is prepared to adapt to new situations, new challenges and new opportunities. 67

we are personal

Live to Lead Source: Documentary in miniseries format, Netflix, 2022

The Netflix miniseries "Live to Lead" portrays, over seven episodes, inspiring life stories of leaders determined to make a difference in the world. Launched in 2022 and co-produced by the Nelson Mandela Foundation, this series presents, in each episode, the story of people who were absolutely extraordinary and remarkable at a certain point in their lives or careers and who, in most cases, broke down prejudices, barriers and made history. The episodes focus on Ruth Bader Ginsburg (US Supreme Court Justice, who fought tirelessly for gender equality), Greta Thunberg (young activist who called for action against climate change and inspired a global movement), Jacinda Ardern (former 1st Minister of New Zealand, revolutionized politics and leadership), Siya Kolisi (was the first black captain of the South African rugby team, leading them to victory in the World Cup, coming from an extremely poor background), Gloria Steinem (pioneering writer and feminist, originated one of the main and current movements for gender equality) or Albie Sachs (activist who fought to end apartheid in South Africa and almost lost his life). The figures portrayed were, in fact, "normal people" who are fighting, or have fought, for a principle, who have set out on a path of change and, along the way, have become inspirational, having created movements, originated paradigm shifts and set excellent examples in life. In this way, the premise is that we too, in our daily lives, in our teams and in our organisations, can make a difference and have the potential to contribute to the common good, leaving our mark on our own reality.

Watch the miniseries here:

we are personal

workshop talkshops

Zenaida Rodrigues: sales run in her blood Communicative and objective, Zenaida Rodrigues is a Parts Saleswoman at Aftermarket Angola. On the verge of completing a year within the Nors Group, we went to find out how this adventure is going and to get to know a little better this employee who is passionate about sports cars. With a degree in Social Ethics, Zenaida realised early on that her true passion laid in sales: first as a teller and then as a sales assistant at a bank. This love of sales then led her to one of the biggest changes in her career: switching from banking to real estate, where she stayed for 8 years until finally joining the Aftermarket team in December 2022 - "what led me to embark on this challenge was the organisational culture and the way employees are treated" - Zenaida told us. We're suspicious, but we're very happy about this change!

Zenaida Rodrigues Parts sales assistant Aftermarket Angola

This employee's courage is undeniable: she is not afraid to embrace new challenges and sees changes as opportunities for growth and learning. An example of this is her confession: "When I joined the Group, I had no experience in the automotive sector and I've been able to learn that here. I hope I can continue to grow!"

Her days are divided between meetings and visits to clients, and finding solutions to fulfil their needs, but what motivates her most in her job is the challenge to increase sales. At this point, we were already sure of her dedication and perseverance, but if there was any doubt, it would be completely dispelled in the following questions: when asked to choose a "superpower", Zenaida opted for teleportation "to be able to move quickly to various places and instantly"; and if she could ask for a wish, she would choose - "to speak multiple languages to improve my interaction with customers and beyond". But this employee doesn't live on work alone! In her spare time, Zenaida likes to travel, watch movies and cook.

What made me embark on this challenge was the organisational culture and the way employees are treated. Ambitions for the future? She doesn't hesitate to answer - "to continue to grow and reach a management position in the coming years; to be an internationally renowned professional. On a personal level, to build a solid family". We look forward to seeing what the future holds for you! 71

we are personal

nors in the first person

Nors Magazine: the team behind each story Every six months, there is a magazine that connects us to something bigger: belonging to a Group with so much to tell and so much to share. In this 6th edition of Nors Magazine, we opened the door to the team responsible for bringing you, the employees, the achievements, stories and news from our Group in the Nors corporate magazine: come and meet us! Born in 2020 and published every two years, Nors Magazine is the Nors Group's corporate magazine. This in-house publication brings together different interviews, news and articles that focus on the numerous projects, themes and people that make up the organisation. In addition to the digital version, available on internal channels and also on the Group's institutional website, a printed version is produced, distributed and delivered to each of our more than 3,000 employees around the world - all so that we can reach, in a close and accessible way, everyone who contributes to the success of our organisation. 72

Corporate Communication Team

A magazine with an accent on the word dedication This communication instrument is 100% developed by the Group's Corporate Communication team - from the alignment, planning and coordination of interviews to the design, layout and monitoring of the magazine's production - and is published in 4 languages - Portuguese from Portugal, Portuguese from Brazil, English and French.

With Nors Magazine, distance ceases to exist and someone from Brazil, Canada or Botswana seems as close as our colleague at the desk in front of us. Rui Carneiro Rui Carneiro, Designer, and Mariana Gonçalves, Communication Technician at the Group, are the members of the team responsible for making this project happen: this "creative duo" won't rest until they have the best stories, the best ideas and the best framing to close another edition of Nors Magazine: "It's extremely gratifying to have the opportunity to interact with and get to know our people better, from all over the world, and to be able to share their truly inspiring stories," says Mariana Gonçalves. Rui Carneiro, who has been involved in the production of the magazine since its 2nd edition, adds: "With Nors Magazine, distance ceases to exist and someone from Brazil, Canada or Botswana seems as close as our colleague at the desk in front of us. It's a privilege to be able to contribute to this".

There is a great sense of pride in the team - the feeling of knowing that we have managed to bring a touch of empathy, closeness and humanism to the stories that are lived daily at Nors and to eternalize them on paper. Rute Cecílio 73

Empathy, closeness and humanism: 3 ingredients that can't be missing For Rute Cecílio, Communication and Culture Manager, Nors Magazine is one of the most cherished "babies" by the team, since there is a lot of work, dedication and contributions from all over the world to make this magazine exist: "with each new edition, there is a feeling of great pride in the team - the feeling of knowing that we have managed to bring a touch of empathy, closeness and humanism to the stories that are lived daily at Nors and to eternalize them on paper. With a strategy that's increasingly focused on our people, there's nothing better than giving stage to the experiences of the past and the desire for the future that our employees have to share - it enriches us a lot as professionals, as people and, I believe, all of us as an organisation." 74

To those of you who are "on this side" receiving yet another result of a few weeks' work, we would like to thank you for your feedback, suggestions for improvement and, above all, your contributions which, on so many pages, are transformed into articles and interviews full of life and emotion: this is what being Nors is all about!

It's extremely gratifying to have the opportunity to interact and get to know our people better. Mariana Gonçalves

Nors Magazine wins APCE Grand Prix 2023 On the 11th of December, APCE - the Portuguese Association for Corporate Communication - announced the winners of the 27th edition of the APCE Grand Prix. Nors, which was competing with Nors Magazine in the "Internal Publication" category, won this award, for which EDP was also nominated, with its "EDP-On" magazine. The APCE Grand Prix aims to distinguish and recognize the excellence and professionalism of Portuguese communication managers. Fifty-eight entities competed for the awards, including companies, communication agencies, event promoters and national institutions. in addition to Nors, companies such as EDP, Ageas, Mota-Engil, Deloitte, Galp, BPI and many others were also honoured. Elected by an independent jury, the winners were awarded according to the various categories of the competition. At the ceremony, the usual awards were also presented, recognizing people for their invaluable contribution to the Communication and Public Relations sector. A recognition that we celebrate together and that allows us to end the year in which we celebrate 90 years of (great) stories on a high note!

Your feedback is everything: and we take it very seriously In order for this work to be evaluated and continually improved, responding to the expectations of our readers, a Nors Magazine satisfaction questionnaire has been carried out since its 2nd edition, allowing us to gauge the opinion that Nors employees have of this publication. The results give us the certainty that this is indeed an excellent way of reaching our people - from Portugal to Brazil and from Africa to Canada - with the main news from Nors. Continue to be part of this with your contribution and be sure to rate each issue of your Nors Magazine!

Global Assessment - latest issues of Nors Magazine

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the place for young talent

Nors GO: trainee programme Nors GO is the Nors Group's trainee programme, which seeks to attract, retain and prepare future talent. Debuting in 2023, in a pilot edition in Portugal, the programme is aimed at young graduates, or those starting their professional career, with different backgrounds and skills, in the areas of Engineering, Management, Economics, Marketing and so on. These young people have chosen Nors as the starting point for their career path and we are committed to helping them write it with us! More than just an internship programme, Nors GO aims to effectively contribute to the trainees' professional growth, guaranteeing support and mentoring throughout the programme, ongoing training, contact with Nors leadership and the possibility of joining the Group. Over the last 9 months, and until January 2024, the #Goers - as we affectionately call them - have experienced multiple roles in different areas and companies of the Group, allowing them to develop transversal skills and implement challenging projects. We can't wait to follow their journey, which we're sure will be one of great success and achievement! Discover the testimonies of our #Goers.

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António Pires I have a degree in Industrial Engineering and Management and have worked in technical management, initially at Auto Sueco Portugal and, in a second phase, at Galius, where the main focus has been electromobility. What I value the most so far are the people, they have been very welcoming and provide well-being to all of us: from the newcomers to the veterans of the house. My expectation for this journey is to acquire as much knowledge and experience as possible, which will allow me to evolve both personally and professionally, so that I can contribute to the Group's success for many years to come and so that I can offer the same to the next generations of trainees as it was done for me.

Bruna Lourenço As I'm still finishing my Master's degree, I see this opportunity as an excellent way to apply my knowledge, particularly in the areas of operations management and operational efficiency. Nors is proving to be the perfect starting point for this new experience, which got off to the best start with a very thorough integration that made me feel at home from day one. Throughout my time here, I have felt the presence of a great spirit of mutual support that drives us to be better and better, day after day. The sense of responsibility and the opportunity to leave my mark on the Group's companies, combined with constant learning, are some of the factors I value most after joining. If I could go back, I would definitely choose Nors again as my first professional experience!

Catarina Alvarenga During the integration period, I had the excellent opportunity to get a global view of the organisation during the training weeks, and also to develop my soft skills with the other trainees. In the Nors GO programme, it is worth highlighting the opportunity to be assigned to two different areas, which allows me to improve my professional knowledge and achieve a more complete integration within the organisation. The fact that we have continuous support from mentors makes the programme even more enriching! So far, I describe these first few months as a spectacular and enriching journey. I've felt welcomed from day one and I'm developing as a person and as a professional. I truly believe that I will finish this programme as a much better professional and with the skills that will enable me to achieve full success in the future. I think it's the ideal challenge for anyone starting out on their professional career. If I had to choose today, I would join Nors GO again!

Mariana Vieira I'm Mariana and I've been assigned to Controlling at Auto Sueco Portugal and Strategic Planning at the Nors Corporate Center. The Nors GO programme is allowing me to get to know the world of transport solutions, create connections and understand what direction to take. I would certainly join this project again, where I felt at home from the very first moment!

we are charming

Miguel Marques From the first day I joined Nors, I felt a certain comfort and ease, as there was a great concern for people, which immediately made me want to be part of this team. Having a background in Information Systems, and given the circumstances of the Nors GO programme, I felt it was an offer I couldn't refuse. I have no regrets about joining, quite the opposite: I only hope to learn and grow both personally and professionally, as Nors has great potential to meet these conditions.

Miguel Porto The integration period was very positive, and I felt extremely welcomed by everyone. I hope to reach the end of the programme feeling that I've learned as much as possible in the time available, and that I've also managed to have a positive impact on the companies I've worked for. The initial training period is undoubtedly something to highlight. It was a huge asset, providing us with unique learning opportunities with many of the most experienced and important figures in the Nors Group. Another added value is the structure of the programme, which encourages multi-faceted learning by taking us through two of the Group's companies. This allows us to learn about their totally different realities, which is fantastic. I would definitely choose to join the Nors GO trainee programme again. It's a unique opportunity to learn from a national group with enormous experience, a commendable size and, above all, in an area that I love, the mobility sector. 82

Nádia Gouveia It has been a challenging learning process, but above all very exciting! I've had the incredible opportunity to visit after-sales units all over the country, which has allowed me to understand the different ways of operating and has given me new perspectives on some of the difficulties and challenges for the future. Being able to have this contact and access to these realities, at such an early stage in my career, is something I really value and it gives me a much broader view. At the end of these nine months, I hope to be a more capable and prepared professional and to have been able to actively help the Nors Group grow. Until then, I want to make the most of the opportunities I'm given, learn more about the business and explore my potential, always trying to meet the proposed objectives.

Vânia Moreira The areas I joined were After-Sales Management at Auto Sueco Automóveis and then Stock Management in the Aftermarket. What I value most about this programme is the Group's concern to integrate us into this team, the great welcome, the fact that they allow us to have training and allow us to fit in. It's a very well planned and developed programme, with guidelines established for the trainee's projection as an apprentice and future professional. As well as being my first professional experience, it's an attractive programme that motivates and excites us. The factor I consider most important is the fact that we are allowed to rotate roles, i.e. for a period of time we gain knowledge in one area and then in another, which allows us to have a greater background and gain a basis for what we really want to do during our career. 83

#wecare: for the future we are building together With each edition, we are delighted to witness the generosity and sense of mutual help of our people, across the various geographies and companies that make up the Nors Group. The premise is one: we are genuinely concerned about the legacy we are building and the positive impact we are creating in the communities in which we operate. It's impossible not to be inspired by each and every one of these initiatives and the pride in their protagonists is absolutely unbridled.. Together, we will continue to build a brighter tomorrow.

we are charming

Helping blind children's dreams come true With the support of Nors, the association Terra dos Sonhos gave 10 children who are blind or severely visually impaired the experience of a trip to Disneyland in Paris. This dream come true was an unforgettable experience for these children who, under the watchful eye of the volunteers, had a day full of joy and magic. This donation will also be used for other initiatives by the association, which promotes the well-being of children, young people and adults in vulnerable situations through close and integrated support.

Porto Solidário: food collection The Nors Group continued its "1 month = 1 good x2" campaign and promoted the collection of food items from employees at some of the Group's companies in Porto. After donating 408 liters of milk in February and 76 kg of cereals in April, in June we delivered 200 units of canned goods to the Porto Solidário association, to support families in need. At the moment, we are counting on the support of our people to collect packets of cookies to make these families' Christmas sweeter.

Nors in Angola: united for the community health As part of their social responsibility project, Nors companies in Angola organised a health fair in the Nossa Terra Community. This initiative, organised in partnership with the Congregation of the Salesian Fathers of Don Bosco and the National Youth Council, aimed to provide health care, considering the main needs of the community (from children to the elderly), in the areas of general practice, paediatrics, physiotherapy and psychology. The need for this fair was due to the growing number of illnesses in the community and the significant health deficits. With the help of the health technicians on site, the aim was to combat the spread and evolution of clinical conditions.

we are charming

#Goers: the circularity of our waste As part of their internship programme, our #Goers were challenged to develop a sustainability project as a group. This challenge originated several actions, some still in development, others already completed, which aimed to make Nors employees aware of the importance of the circular economy. Find out more about two of these initiatives!

A new life for workshop uniforms The Goers realized that workshop uniforms had enormous potential for reuse and didn't rest until they had found a new life for these consumables. Through a partnership with Associação Betel do Porto, which supports people in situations of social exclusion, they came up with the idea of making use of damaged, worn-out or obsolete uniforms, transforming them into reusable bags to be distributed, with the Nors identity, at job fairs and other spaces where Nors is advertised. Through the "Reconstruir com Retalhos" project, the institution occupies users with the manual production of textile products through the reuse of raw materials. To date, 44 pieces of uniform have been collected at Auto Sueco Automóveis and 76 pieces at Galius, giving rise to 40 tote bags!

Turning plastic into decorative elements Still under the premise of combining concern for sustainability and making the most of the waste we produce in our structures, the Goers identified in the workshops that one of the main materials accumulated were damaged bumpers and mudguards, both made of plastic. Taking advantage of the work going on in the DSI - Information Systems Department - infrastructure, the trainees met with the architect responsible for the work and the Real Estate Assets Manager, Joaquim Santiago, to identify what these materials could be transformed into. In this way, they saw the relevance of producing decorative planters to harmonize the space. The prototype has already been approved for final production and will be presented in the coming weeks. Congratulations to the #Goers for their initiative and for making us more sustainable!

cultural stop

The multiplicity that characterises us, transposed to culture In this edition we went back to the roots of this cultural pit stop and wanted to know what our people are consuming in terms of culture: which movie they love, the most inspiring book they've ever read, the concert that most impressed them, or that recipe that warms the soul. We went in search of cultural inspiration and we weren't disappointed!

Do you have any recommendations? We're all ears! Send them to us at dgpc@nors.com. We will regularly publish suggestions on Nors[in]tranet. Stay tuned!

Books that make us travel "My reading suggestion is "When in doubt, choose what makes you happy". This book motivates us to respect our essence - to realize that we lack nothing, because we are already everything we need. As I read, I came across words that made perfect sense and I found myself navigating thoughts and taking new paths. I'll leave you with an excerpt that, given the troubled times we're in, seems to make sense: "Feeling lost can also be good. Despite the discomfort it causes, we should be proud of ourselves. After all, you only feel disoriented if you can question your current situation and have the ambition to evolve. (...) It's time to take off, let go of emotions and take a look at the horizon. It's time to calm down. Accept your essence and trust in the natural order of apparent chaos."

Maria João Happy reading, everyone!"

Administrative, Auto Sueco Portugal

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Music to our ears "As a music fan, from the classics of the 70s to today's indie rock, I've always been very attached to this subject, in every sense. I grew up at family parties full of live music, which led me to play in a small band with some classmates when I was 16. In my teens I followed a lot of bands from the early 90s: Guns n'Roses, Pearl Jam, Alice In Chains and Nirvana. Apart from the Brazilian bands of the 80s, it was Kurt Cobain's guitar and Dave Grohl's drums that I most identified with. 29 years later I realized my dream of seeing a member of Nirvana live, fronting the band Foo Fighters, a group I adopted as my favorite in the second half of the 90s until today. In September this year, they were in São Paulo, at The Town festival - Rock in Rio's little brother. Although I'm not a fan of big festivals, I had to make an exception, as you never know when your idols will be active - witness the early departure of then drummer Taylor Hawkins. It was thanks to music (and the Nors Group) that I had the privilege of getting to know the beautiful country of Portugal, when I played at the We Nors Awards in 2019 alongside my colleague Mainã Ribeiro. Cultural tip: For those who, like me, don't enjoy the crowds of big festivals, I suggest Blue Note São Paulo - an intimate atmosphere similar to American clubs, with a focus on Jazz, Blues and Indie, and Casa de Francisca - a small, cozy space where Brazilian Popular Music, Bossa Nova and Samba Raiz reign - as well as the best of Brazilian food!"

Ademar Junior Tax Analyst, Norshare Brasil 92

Recipes to eat and cry for more "Place 3 banana peels, 3 eggs, 1/2 cup of brown sugar (or 1 cup of honey, alternatively), 1 cup of vegetable oil, 1 pinch of salt in a blender and blend all the ingredients until you have a smooth dough.

Márcio Mendes Sales Coordinator, Auto Maquinaria

Next, place the dough in a bowl and add 3 cups of oat flour, 1 chopped banana, 1 tablespoon of yeast and raisins to taste while mixing. Grease a baking dish with butter and flour and bake for 45 minutes at 180ºC. Ready to eat, bon appetit!"

The 7th art in command "The movie "The Upside" tells the story of Philip, a wealthy man who, due to a horrible accident, has become a quadriplegic and has lost the will to live. Del is a man who has just been released from prison and needs someone to sign his papers for his parole officer. Philip offers him the job of carer. Del has to figure out how to take care of Philip and respond to his daily needs, while Philip has to accept that he needs someone to take care of him. The path is difficult at first: Del learns to look after Philip and Philip to accept help. Over time, they come to know many things about each other and form a lifelong friendship. What I take away from this movie is that life will be full of challenges and difficult moments, but, as my mother always told me: "remember, there's always someone who's dealing with things just as bad as you, or worse!".

Diane Roper Administrative, Strongco

we are charming

Nors Kids In a year in which we are celebrating such an important milestone, our 90-year legacy, we wanted to make something special with those who truly represent the future: our children! So, to introduce the several categories of the We Nors Awards in a different (and very sweet!) way, we challenged the children of our presenters, employees from different geographies, to explain to us what, in their words, themes such as leadership, team spirit, innovation, customer orientation, performance mean and, above all, we asked them what "being Nors" means to them. The result? Testimonies that were as surprising as they were heart-warming and a collective "melting" of the audience, both in person and remotely, that only children know how to provoke.

"For you wh a t m a kes a sa We Deliv tisfied c e r | Cu s t u sto m e r o mer orie ?" A n na ma ntation y a n d Lo ralie Sim ard, Fran cois Sim ard's dau gh

Thank you #NorsKids for sharing. We look forward to seeing what the future holds for you!

Watch their tender words here:

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“What does always doin g more and We Perform better mea | Business p n to you? ”. erformance Matilde Mig uel, Daughte r of Vânia Sil va, Norshare Portugal

” be Nors? m ea n t o it s e o d en , Nor s “ Wh a t rs a's childr o d e N n g e in P e a B n We Are | a Jales, A so Pened n o f A e r Le o n o

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