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P~~©r~~neor~ j. agee and~ ~'1lC00F~~1ffi )~~~ ~TQ11~~ICen~nt~oE C~gat~ ba~ed~nteinatlOnal.> ~ oIBIf' ~"-- :'--: Tlie-cotgoratiot~ aeqtt~red:fi¢I>; conthe Mili~er Brewing Com "_ pang fuE I9~~~ ~f tfia~_tim~, Milter~ tl~ seventti-largest brewec ; i~a the~ IJnited ~tates~_=~o+~P~b~ill+er ~tlte seeotrd-largest.- ` . £ TheSevem ~lp~Compan~ acq%ti~~_ I&7~; is tho tIiird largest soft e. drn~ ~nattuf`scttireriz~ thewort . Philig Moiris has alsadiQersifierl intci thermariufacture of spe--: ciattg Paper~~tissueer aAdpackagin~ materiatsr.as well.as into com- _ • ... . - - : munity. deeelopmenfr : a These_husinessea at*condueted Itysix operating companies: PhiliprNlorris LT S A:, Pliilip Morris International, Miller Brewing. (iompuoy, The Seven-Up' Company, Philip Morris Industrial, and Mission-Vieio Realtg Group Inc.- '. Philip Morris Credit Corporation completed its first full year of operations:°iu 1983. PMCcprovidea financing for customers of Philip Morris Incorporated's operating companies and invests in third-party leveraged leasing activities and other financial services. are -tvPo vieWs of the company's cigarette manufacturing facility, _ the world's most technologically advanced; in-Cabarrus County, North.Caroiina: The-company commenced production there-in- Januaryr 1983, 1- Financial Highiights. 3 '-Review of=the Year 12_ Philip: Morris tT.S.A. 14 PItft111orris:International- - 16 Miller Brewing Company 18 - The Seven-Up Company . . ' 20 Philip Morris Industriat=, a1 Mission Viejo Realty Group Inc. 22 Financial Review 24 Selected Financial Data = 25 14lanagement's Discussion and AnaIysis of Financial Condition and - ltesuIWof Operations 28 Fifteen Year Finahcial Seview° - 30 Consolidated Financial Statements " -. 48= Board of_Directors =: _ . 50, Officers 52= General Corporate Information

Financial Highlights (in millions of dollars, except per share amounts) 1984 1983 1982 1981 1980 OperatingRevenues $13,813.7 $12,975.9 $11,586.0 $10,722.3 $9,649.5 Net Earnings 888.5 903.5 781.8 659.7 z - 549 1 Earnings Per Common Share 7.24 7.17 _ 6.23 5.28 4.41 Dividends Declared Per Common Share 3.40 2.90 2.40 2.00 1.60 Funds From Operations Per Common Share 12.61 10.70 9.24 7.81 6.29 Percent Increase Over Prior Year Operating Revenues 6.5% 12.0 % 8.1 % 11.1 % 18.4% Net Earnings (1.7%) 15. 6% 18.5 % 20.1 % 8.1 % Earnings Per Common Share 1.0m/o 15.1% 18.0% 19.7% 8.1% Dividends Declared Per Common Share 17.2% 20.8% 20.0% 25.0% 28.0% Operating Revenues Philip Morris U.S.A. $ 6,133.3 $ 5,519.9 $ 4,330.1 $ 3,761.6 $3,272.1 Philip Morris International 3,741.0 3,646.7 3,563.7 3,400.3 3,205.4 Miller Brewing Company 2,928.2 2,922.1 2,928.7 2,837.2 2,542.3 The Seven-Up Company 734.0 649.9 530.6 432.1 353.2 Philip Morris Industrial 277.2 237.3 232.9 291.1 276.5 Consolidated Operating Revenues $13,813.7 $12,975.9 $11,586.0 $10,722.3 $9,649.5 Operating Income Philip Morris U.S.A. $ 1,745.2 $ 1,337.8 $ 1,101.6 $ 905.7 $ 786.1 Philip Morris International 42®.9 366.0 446.0 396.6 318.0 Miller Brewing Company . 116.2 227.3 - 158.8 115.6 144.8 The Seven-Up Company 5.3 .(10.8) (1.2) (1.7) (7.1) Philip Morris Industrial 29.5 13.6 7.6 18.9 16.9 Mission Viejo Realty Group Inc. * 17.2 19.6 2.0 11.1 14.7 P.M. Credit Corporation* 11.3 4.5 0.9 Consolidated Operating Income $ 2,345.6 $ 1,958.0 $ 1,715.7 ffi 1,446.2 $1,273.4 Compounded Average Annual Growth Rate 1984-1979 1984-1974 1984-1969 1984-1959 Operating Revenues 11.1 % 16.5 % 18.1 % 14.2 % Net Earnings -- 11.8 % 17.6 % 19.9 % 16.5 % Primary Earnings Per Share 12.2 % 16.4 % 17. 6% 15.2 % Operating companies' income is income before corporate expense, interest, and Trenton, Ohio, reduced 1984 net earnings and earnings per share by $145.6 million other non-operating income and deductions. The amortization of previously capital- and $1.19, respectively. ized interest is included in operating companies' income. A write-down of the completed but inactive Miller Brewing Company facility in *Represents equity in net earnings of these unconsolidated subsidiaries.

In 1984: ~ Operating revenUes .il:-CreLlUzci tu ~3 13.8_ billion. * Operating income increased 19. 8% to $2 . 3 billion.  Net income decreased 1.7% to 8888.5 million _ due to a write-down of Miller Brewing's facility in Trenton, Ohio.  Earnings per share increased 1. 0% to $7.24.  Declared dividends increased 17.2 % to $3.=10 a share.  Funds from operations per share increased 17.9%.  Our debt to equity ratio at 0.63 to 1 reache.d its lowest level in 22 years.  Our worldwide cigarette unit volume increased by more than 20 billion units. Operating Revenues Billions of Dollars 80 81 82 83 84 Operating Profit Billions of Dollars 80 81 82 83 84

Review of the Year In 1984, Philip Mlorri,s' cioarerte =aie5 v.gain increased in_ _ volume and market sli are, both in ti:e t: nite{.l States and internationally. Our cigarette operations continue to_gen- erate most of the corporation's earnings and growth. The overall results of our non-tobacco businesses _ have not yet matched our ambitions for them,__but they showed progress in 1984. Miller Brewing Company's bar- rel sales were up slightly over 1983, the first increase in three years. Seven-Up volume also improved, and the company had an operating profit for the first time since 1979. Philip Morris Industrial and the Mission Viejo Realty Group Inc. had good years. Over the last two years, programs have been under- taken to simplify and restructure management functions in the operating companies and in the corporate staff, in order to improve productivity. These programs, which were completed in 1984, reduced a significant number of management and staff positions and are contributing to management effectiveness as well as lowering overhead expenses. The corporation's operating income increased 19.8 % over 1983 but net income was down as a result of the decision reached in November to write-down Miller's completed but inactive Trenton, Ohio, brewery to net realizable value; this resulted in a charge of $280.4 mil- lion to pre-tax income and $145.6 million to the net income of the corporation. A strong increase in cash flow in 1984 enabled us to reduce total outstanding debt by $486.3 million and to complete the repurchase, authorized by the Board of Directors in late 1983, of 4 million common shares. In May, 1984, a further purchase of 4 million common shares was authorized, and at year-end 1.5 million had been purchased. Capital expenditures in 1984 amounted to $298 million. In 1984, Philip Morris raised the divi- dend declared on its common stock by 17.2 % to an annual rate of $3.40 per s_hare. N.t Earnings 80 81 82 83 84 Earnings Per Share 80 81 82 83 84 In nlid-year, a new Mit)i_",ement team a,~sitmed responsibility for the company anri for the commitments that have characterized Philip Morris' ~uccess over the past generation: -A"e are conimitted -.,j ma',<z Ls:it at<trket hroducts of the highest +iuality and h, develop new products that satisfy consumers' present demands and anticipate their needs. To do that, we will continue to invest in the best and most productive facilities, machinery, and equipment as well as in research and develop- ment activities oriented to the marketplace; - We are committed to profitable growth. We intend to continue to gain sales and market share through innovative marketing, and to broaden the base of our business through investment or acquisition in fields compatible with our experience. We will use our growing financial strengths and resources to improve the value of our stockholders' investment; -- We are committed to defending the legitimate inter- ests of our businesses against discriminatory taxation and critics' proposals to impose unreasonable restric- tions on the use of our products and on some of our competitive marketing tools; - We are committed to continue our programs in the public interest and to recognize our obligations to the society that supports us, in particular, to the com- munities where we work and invest. These commitments require another-that of a dedi- cated and superior team of management and employees. We intend to preserve and enhance the quality of our people's performance by making sure Philip Morris remains a lively, friendly, and stimulating company for which to work. We are committed to encouraging sensi- ble and confident risk-taking, to rewarding merit and achievement, and to seeing that occasional mistakes are treated as learning experiences. Dlvidsnds Declared Psr Share Dollars Capital Expenditures Millions of Dollars ~".~

Philip Morris U.S.A. V. VIRGINu SLIh1S -_ ./y/iG- Marloro LIGHTS 258 0 MERIT ,Ultra Ughts-,, EN50N5HEDG65 iuov wa-4195r In 1984, cigarette sales in the United States increased to approximately 600 billion units, showing some recovery from 1983 when sales levels were depressed by the effects of greatly increased taxation. Philip Morris U.S.A. unit volume increased 3.4% to 211.6 billion units, and market share improved to 35. 3%. The Marlboro brand enjoyed a particularly good year as volume increased 7.4%. Marlboro Red remains by far the largest-selling brand in the market; Marlboro Lights consolidated its position as the leading low-tar cigarette. During the year, 25's packs of King Size Marlboro Red and Lights were successfully test marketed, and this convenience package became available nationally early in 1985. Merit low-tar king size in a box was also intro- duced nationally in 1984; among our other brands, Benson & Hedges 100's and Virginia Slims held their leading positions in their categories. Philip Morris U.S.A.'s strong brand performance was enhanced by a sales force redeployment that resulted in a significant improvement in both product and package distribution. The increase in distribution was partially a result of the introduction of a new 3ene-ration of carton and pack- age display units, which heightened Philip Morris L'.S. A.'s share of in-store merchandising space. Special promo- tions such as the `rlarlboro t'OUntr`- Music Concerts and ,he Vir,;inia Slims women's professionai t,~nnis tourna- ments, aiong with a variety of consumer promotions. contributed to brand voiume and share increases. In 1984, lower-priced brands, principally generic and private-label products, achieved a share of about 5.5 % of the U.S. market. Philip Morris U.S.A. did not compete in this segment in 1984. However, we have broad and suc- cessful experience in price segmentation marketing in other countries and are prepared to enter the segment in the United States, if appropriate. The quality of our products remains our great com- petitive strength. That quality is based on exacting manufacturing standards and high-quality tobacco. Our overall facility improvement and modernization program is continuing. Production increased in our new plant in Cabarrus County, North Carolina, the world's most mod- ern and technologically advanced cigarette factory, and we have realized significant productivity gains there. By the end of 1984, our new primary tobacco processing plant forr our Louisville factory, which represents a sub- stantial investmerit, was almost complete. We made large purchases of the 1984 U.S. flue-cured and burley tobacco crops, and quality American tobacco leaf remains the mainstay of our products. In recent years, U.S. leaf has lost its price competitiveness in the world market, surpluses have accumulated, and uncer- tainties have arisen about the future of the tobacco pro- gram. Philip Morris is the largest buyer of U.S. tobacco, both for its U. S. and internationally manufactured brands, and we intend to continue to depend principally on U.S.-grown tobacco. We will support programs to in- sure adequate supplies of quality tobacco at prices which, while competitive, allow a fair return to U.S. growers.  U.S. Cigarette Industry Unit Sales - Philip Morris Share of U.S. Industry (%) Philip Morris U.S.A. Operating Revenues Millions of Dollars Philip Morris U.S.A. Operating Income Millions of Dollars 5100 - / 1 1500 4250 1250 75 767778798081828384 0 Marlboro 0 75767778 798081828384 Philip Morris U.S.A. Cigarette Unit Sales Billion Units 180 150 120 90 60 30 0 75 76 77 78 79 80 81828384 - N (I1 O 0 a ~ O ~ CA) W U.S. Cigarette Industry Unit Sales Billion Units 540 . 450 360 270 180 90 0 75 76 7778 7980 81828384 42% 35 28 21 14 7 0

philip Morris International Marlboro LIGHTS „X,;,M"ryns, Mar oro Philip Morris International had a good year, with operat- ing income increasing 15.0% to S420.9 million. Even more encouraging, total unit volume increased 5.5 % to 258.2 billion, showing that excellent growth potential for Philip Morris remains in our international markets. _ Results were particularly strong in the developed markets of Western Europe and in the Middle East. In West Germany, where a punitive tax increase in 1982 had depressed total market demand and encouraged price cut- ::, aCionai -intl international proi"iucts, in the i:nited king- r,,,m, ;i,e Rai'fles brand ;vas launched nationaliv in Asu;;?l~t, ~f)llowino a -~uC'cesAful : Est in Che south. iill> :?CriOn has t'C'tlvelv tii.r11o1e,1 uLlr !?iarket share in i . ~. `? 1~)Ifi1t j ,: ts t;i `t1Y 'tiCi(,).le C,a,_A l'?intintle to reore:;ellt a1T :.:"pwr._tnt ~~ource of income, in the Gulf, Marlboro Red, Marlboro Lights, and Merit are three of the top six brands. In Egypt, Marlboro sales were well up over last year. In the Turkish domestic market, a new source of export business in 1984, JMarlboro became the top- selling imported brand. The international segment still only accounts for approximately 2°o of the large Japanese market, due in part to restrictions on distribution as well as high tariff and tax barriers. The restrictions have been modified as a result of negotiations between the Japanese govern- ment and the Japan tobacco monopoly on the one hand and the U.S. government, especially the Office of the Special Trade Representative, on the other. These conces- sions, together with our intensified marketing efforts in Japan, helped to increase our sales in 1984 while our Lark and Parliament brands remained the two lead- ing imports. We continue to work for elimination of the remaining barriers to free and fair trade with Japan and the further development of the import segment. In Hong Kong, the market stabilized after a large duty increase and consequent price cutting. Marlboro again strengthened its position and is the leading brand ting, consumers began to turn back to mainstream __ - in the market, with a share of 26 %. Iri Malaysia, sales of -- - - = - brands. Marlboro did especially well, growing 32.3% in Marlboro by our licensee increased strongly during the volume, helped by the successful introduction of year, which also saw the beginning of licensed manufac- Marlboro 100's early in the year. ture of Marlboro in Indonesia. In spite of economic diffi- In Italy, we had good growth for our leading brand, culties in the Philippines, we experienced only a modest Marlboro, and especially strong performances by Merit decline in our licensed sales volume. and Multifilter. In France, our unit volume grew by 16 %, and our market share increased to 15.8 %. Profitability in this market remains depressed due to government price controls and a tax system that discriminates between ei Unconsolidated  Consolidated Philip Morris International Operating Revenues Millions of Dollars 9000 7500 6000 4500 2000 1500 0 757677787980 818283 84 Philip Morris International Operating Income Philip Morris International 1bta1 Cigarette Unit Sales Millions of Dollars Billion Units 390 325 260 195 130 65 75767778 79 8081828384 210 175 140 105 70 35 0 75 767778 79 8081828384  World Cigarette Industry Unit Sales (Excluding U.S.A.) ~ Philip Morris Share of World Market (%) World Cigarette Industry Unit Sales Excluding U.S.A. Billion Units 75 76 77 78 79 80 81 82 83 84

The economy in Latin America has placed our busi- nesses there under pressure. Consumers have switched virtually everywhere to lower-priced brands. This trend has reduced margins, as have price controls, which con- tinues to make it difficult to recover cost incr-eases. To counteract this situation, our policy has been to concentrate on volume and market share gains. We have launched new, free-standing brands into growing seg- ments. Among the many launches made, L&M Lights in Argentina, Lider in Ecuador, and Casino in Uruguay were particularly successful. Marlboro is gaining market share almost everywhere in the region, and this despite its relatively high price. It has performed notably well in Brazil, where the market as a whole shows signs of recovery, and in Mexico and the Dominican Republic where our affiliates achieved record sales volumes in 1984. Philip Morris (Australia) Limited had a good year, led by the success of Peter Jackson 30's. Packaged in a four- row hinge-lid box, the brand increased its share of market from 7.5 % to 13.1 %, and contributed to the com- pany's overall improvement, which brought it to 29.4 % of market, up from 27.0 % in 1983. Philip Morris (Austra- lia) Limited's wine company, Lindeman (Holdings) Lim- ited, achieved a 14% increase in sales and remains a leader in its industry. The strength of the U.S. dollar continued to reduce the value of foreign sales and income when expressed in dollars. It also makes U.S. exports less price competi- tive in foreign markets. In 1984, our cigarette export vol- ume declined slightly from 19831evels, but our share of the total U.S. cigarette export trade again improved, to about 60 % . Rothmans International p.l.c. (London), in which your company has an investment, had another good year in 1984. During the year, we restructured our investment, bringing our equity in Rothmans International to slightly over 30 % and our voting rights to just under 25 %. The restructuring settled objections raised to the original transaction by the Commission of the European Commu- nities but complainants are appealing. The matter also continues to be the subjectof litigation in Germany. . Miller Brewing Company Although the U.S. beer industry showed an estimated 0.7 % decline in volume in 1984, Miller Brewing Company was able to achieve a slight gain in volume and in share of market. However, the changing mix of Miller's prod- ucts reduced its operating income. We are planning for future sales volume and income improvement by devel- oping new products and by creating new programs to revitalize Miller High Life. Meister Brau and Milwaukee's Best were successfully introduced nationally into the popular-priced segment within the past 15 months. As a result, we have been able to maintain brewery utilization, to satisfy the vol- ume requirements of our distributors, and to safeguard shelf and cooler space within retail outlets. Although the Mllisr ®rswinp Company Op.ratins Rw.nu.s Miller Brewing Company Op.ratiny Income

margins on these brands are relatively low, we have two premium-price biands ir+ test niarkets and oth.ers under development. Lite is che secontl-be~t--.eil.in~g brand of beer in,the C.S. market, t " I ,r dt,i?Ilhwta_ pr)sIt1oC1 iI1__1_he__ gI'oLb"1lla (1o'i1T w`,i;~' '.si,1?l <<_1t1~ a .imall ° V"olUnle increase. The super-prelnium segment of the market in which Lowenbrau competes has been adversely affected by imports, made relatively cheaper by the strength of the U.S. dollar, This, together with the general consumer movement to popular-priced beers, resulted in a decline in Lowenbrau sales in 1984. Miller High Life is the third-best-selling brand in the U.S. market, but its sales decline, which continued in 1984, remains a major concern. Rectification of High Life's sales trend is a top priority. Our product testing program indicates that High Life beer is preferred or at least equal to any competitive pre- mium beer when compared on taste. Unlike most other beers on the market, it is made without additives or pre- servatives. We have undertaken several marketing initia- tives to correct the sales problems of High Life. Among .them is a new advertising campaign (begun in February, 1985) which will improve the brand's presentation.and image. High Life sales responded well in 1984 to the introduction of the new 32-ounce King Kan. The brand has also continued to do well in the Canadian market where it is made. under license. We are optimistic that the corrective steps that are being taken will result in an improvement in its sales performance. The slowdown in industry beer sales over recent years, together with the decline in Miller High Life vol- ume and improved productivity in our other breweries, resulted in a recognition that we could not set a date_for the opening of our completed but inactive brewery in Trenton, Ohio. Since we could not forecast the time when this brewery's capacity will be needed, a decision to write the _asset down to its net realizable value was made in November. a U.S. Beer Industry Barrel Shipments - Miller Share of U.S. Industry (%) Miller Brewing Company Barrel Shipmsnts Millions of Barrels 75 76 77 78 79 80 81 82 83 84 U.3. Beer Industry Barrel Shipments Including Imports 7576 7778798081828384 The Seven-Up Company In 1984, The Seven-Up Company again achieved year-to- year revenue and unit volume growth and was profitable for the first time in five years. The increase in our soft drink revenues for 1984 brought Seven-Up's compound average annual increase to 20,0% over the past five years. Our brands 7UP and Diet 7UP again had record sales performances. We moved to a 100 % NutraSweet for- mulation for Diet 7UP and Sugar Free Like in response to consumer preferences. The Sswn•Up Company Tha Ssvsn•Up Company Operating Revenues Oporattng Income Millions of Dollars 600 500 400 300 200 100 0 Millions of Dollars 36 27 18 9 0 -9 -18 I 75 76 7778 79808182 75767778798081828384 ?!~~m!

Oar cnntinued success Y0"1l ;Jeoend in large part on :aaintaining a strong network of protitable, independent :ottlers. We intend to continue t~> r~perate bottling ~cllltleS and to iTl~linLlin ~{.~uit~" F;'i iCion3 in i)t~ttlina- '~'r~3tit)ns, r1iarions where port ---'t~e; r:~ i;, 4~:r}a rp,,{uire our Philip Morris Industrial 'rect support. _ ~ In 1984- _ :ve_re+_ rganize.d the Seven-[: p Foods Group ;nto two divisions: the Citrus Products Division will c_on- ~inue to produce private-label products but will put ;ieater emphasis on more profitable branded products, lncluding Juice-Up Lemonade and Lemon Juice, which will be marketed nationally in 1985. The Freeze-Dried Division will continue to market its products in the tradi- tional outdoor and specialty segments. It will also intro- duce consumer retail products in 198.5 as well as supply the food service industry. For Seven-Up International, which is under the direction of Philip Morris International, volume sales increased by 5.2 % in 1984. Good progress was made in the Europe/Middle East/Africa Region, including a, successful introduction_ of 7L'P in France during the year. Sales in Latin America recovered from the depressed lev- els of 1983. In Asia, 7UP was introduced successfully in the South Korean market- in_the_middle of the year. - Andreas Gembler, who has successfully led Seven-Up International since.1979, has returned to Philip Morris International's EEC Region as Area Vice President and has been succeeded by Gabriel Bechaalany as President of Seven-Up International. Philip Morris Industrial Philip Morris Industrial Opsntlng Rsvsnu.s Opsntlny Inoom. Millions of Dollars Millions of Dollars 240 24 200 20 160 16 120 12 ~ 80 8 , 40 4 I I 0 0 Philip Morris Industrial operating revenues increased 16.8 % over 1983 to $277.2 million, and operating income increased 100.0+% to $29.5 million. All of Industrial's divisions contributed to 1984's record-setting results. Wisconsin Tissue Mills Inc. increased its share of the tissue and towel markets through its traditional channels of distributiori. In addition, it expanded its share of high- quality, specialty printed and non-printed napkin lines. Nicolet Paper Company continued its leadership sta- tus in glassine and greaseproof papers. It made substan- tial share gains in the release backing market. Plainwell Paper Co., Inc. continued to improve its position in fine printing papers, release backing papers, and technical specialties. It successfully introduced "Solitaire," a premium printing grade. Koch Label Company is the leading U.S. producer of labels for beer. It also produces several other products and is a leader in the technology of printing on metal foil and printing in-mold labels. As this Annual Report goes to press, we are actively considering offers to buy the companies that make up Philip Morris Industrial. While well and profitably man- aged, Industrial's operations do not fit our long-term strategic objectives. 7 75767778798081828384 75 76 77 78 79 80 81 82 83 84

IVlission Viejo Realty Group Inc. Mission Viejo Realty Group's operating revenues of $237.7 million and operating income of $36.1 million were the second highest in the company's history. Our housing sales were strong in the first half of 1984, but slowed in the'second half as mortgage rates rose. Sales-.of land for business properties- remained strong. In 1984, we opened six new housing projects. In Mission Viejo, we opened the Briarwood and Stoneybrook neighborhoods and in neighboring Aliso Viejo, California, we introduced Aspen Creek. Our new, 22,000-acre planned community of Highlands Ranch, Colorado, added Sugarmill, Chalet, and Remington Bluffs, bringing its total product array to 11. Highlands Ranch eventually will supply some 30,000 housing units for the growing Denver market and provide business opportunities to a wide range of enterprises. Our communities are built around schools, parks, re- creational facilities, and retail, commercial, and business parks. On July 29, 1984, much of the world alimpsed those advantages when Mission Viejo played host ro. tlZe first event of the Los Angeles Olympics-the c.ycling ro ad races. Through the course of the games, swimmers and divers trained at Mission Viejo won nine gold medals. During the year, we assigned responsibilit y for -_ ur commercial properties to two wholly-owned entities: Continental Equity Investments Inc. will develop or acquire income-producing properties to be held for the long term; IVO, Inc. will handle short-term sales. Mission Viejo Company continues to operate the community and residential development business. MVRG Operating Revenues MVRO Operating Incoms Millions of Dollars Millions of Dollars 210 36 iti) C.rt 0 175 30 ~ ~ 140 24 ~ 105 18 r/ I Q 10 {t7 70 i 12 ' I Oo 35 0 71, 6 0 A i I 75 767778798081828384 . 75 76 7778798081828384