TIDMCIU
RNS Number : 6925U
Cape plc
08 April 2016
Cape plc
8 April 2016
8 April 2016
Cape plc ('Cape' or the 'Company')
Annual Financial Report
Cape announces that its Annual Financial Report for the year
ended 31 December 2015 (the "2015 Annual Report"), the Notice of
Annual General Meeting ("Notice of AGM"), form of proxy ("Form of
Proxy") and a letter requesting the sending of documents and
information by electronic means ("Electronic Documents and
Information Letter") have today been mailed to Ordinary
Shareholders and the Scheme Shareholder (as defined in the
Company's Articles of Association).
Pursuant to Listing Rule 9.6.1, the 2015 Annual Report, Notice
of AGM, Form of Proxy and Electronic Documents and Information
Letter have been submitted to the National Storage Mechanism and
will shortly be available for inspection at:
www.Hemscott.com/nsm.do and can also be viewed on the Company's
website at www.capeplc.com.
AGM Location
The Company's AGM will be held at 11.00am (BST) on Wednesday, 11
May 2016 at the offices of Cape at Drayton Hall, Church Road, West
Drayton, Middlesex UB7 7PS, United Kingdom.
Additional Information
In accordance with Disclosure and Transparency Rule 6.3.5(2)(b),
additional information is set out in the appendices to this
announcement. This information is extracted in full unedited text
from the Annual Report. References to page numbers are the
respective page numbers in the Annual Report. This information is
not a substitute for reading the full Annual Report.
Cape plc
Richard Allan
Company Secretary
Appendices:
Appendix 1: Directors' Responsibility Statement
The following directors' responsibility statement is extracted
from the 2015 Annual Report (page 81).
Directors' responsibilities
The directors are responsible for preparing the Annual Report
and the financial statements in accordance with applicable laws and
regulations. The directors are also responsible for the preparation
of the directors' remuneration report, which they have chosen to
prepare, being under no obligation to do so under Jersey law. The
directors are also responsible for the preparation of the
directors' governance report under the Listing Rules.
Jersey company law requires the directors to prepare financial
statements for each financial period in accordance with generally
accepted accounting principles prescribed for the purposes of the
law. Pursuant to that law, the directors have prepared the
consolidated financial statements and the parent company financial
statements in accordance with International Financial Reporting
Standards (IFRSs) as adopted by the European Union.
The financial statements are required by law to give a true and
fair view of the state of affairs of the Company at the period's
end and also the profit or loss of the Company for the period then
ended. In preparing those financial statements, the directors
should:
- select suitable accounting policies and then apply them consistently;
- make judgements and estimates that are reasonable;
- state that the financial statements comply with IFRSs as
adopted by the European Union, subject to any material departures
disclosed and explained in the financial statements; and
- prepare the financial statements on the 'going concern' basis
unless it is inappropriate to presume that the Company will
continue in business, in which case there should be supporting
assumptions or qualifications as necessary.
The directors are responsible for keeping proper accounting
records which are sufficient to show and explain the Company's
transactions and as such to disclose with reasonable accuracy at
any time the financial position of the Company and to enable them
to ensure that the financial statements comply with the law. They
are also responsible for safeguarding the assets of the Company and
the Group and hence for taking reasonable steps for the prevention
and detection of fraud and other irregularities.
The directors are responsible for the maintenance and integrity
of the corporate and financial information included on the
Company's website. Legislation in Jersey governing the preparation
and dissemination of financial statements may differ from
legislation in other jurisdictions.
Responsibility statement under the Disclosure and Transparency
Rules
Each of the current directors, whose names and functions are
listed on page 54 confirms that, to the best of his/her
knowledge:
- the consolidated financial statements, prepared in accordance
with IFRS as adopted by the EU, give a true and fair view of the
assets, liabilities, financial position and profit of the Group and
the undertakings included in the consolidation taken as a whole;
and
- the directors' governance report (including the corporate
governance report and the Audit Committee report) on pages 52 to 81
and the regional and Chief Financial Officer's reviews on pages 30
to 39 include a fair review of the development and performance of
the business and the position of the Group and the undertakings
included in the consolidation taken as a whole, together with a
description of the principal risks and uncertainties that they face
as set out in the risks and uncertainties review on pages 18 to
25.
Directors' statement under the Corporate Governance Code
The strategic report and this directors' governance report
(including the remuneration report) were reviewed and approved by
the Board on 15 March 2016. The Board confirms that, taken as a
whole, these reports represent a fair, balanced and understandable
report on the Group's performance, business model and strategy.
By order of the Board
Michael Speakman
Chief Financial Officer
15 March 2016
Appendix 2: Principal Risks & Uncertainties
The following description of the principal risks and
uncertainties that the Company faces is extracted from the 2015
Annual Report (pages 18 to 25).
Cape recognises that in a complex operational environment, it is
essential that we actively manage our risks and opportunities to
allow us to deliver the Group's strategic objectives. Our risk
management procedures allow the Group to identify, assess and
manage risk to an acceptable level whilst in pursuit of our
strategic objectives.
How we manage risk
Following Cape's values in everything we do
Whilst Cape is focussed on seeking opportunities and delivering
our objectives, we are passionate that we will do this by working
in line with our values. We firmly believe that adopting
responsible behaviour
at every level and in every aspect of the business is key to our
success and is our first line of defence in risk management. Our
values, visible adherence to our values and the reinforcement of
them has created a strong culture of risk awareness within the
business.
For more information go to page 41
Operations are accountable and maintain an effective risk
framework
Our employees work across many different geographies and provide
a wide range of services, carrying a range of risk types. Our
employees take accountability for effectively managing risks, using
the Group's thorough system of policies and procedures to do so.
Internal control procedures are maintained on a day-to-day basis,
risk registers are in place and training needs are assessed, to
ensure the appropriate knowledge and skills are everywhere that
they are needed.
Our independent risk management and compliance functions
determine appropriate frameworks for managing risk Independent
functions determine the appropriate frameworks, set standards for
managing risk, provide oversight for specific risk areas and ensure
standards are implemented by process owners consistently across
Cape. Independent functions such as health and safety, finance,
legal, commercial and Operational Excellence operate as centres of
quality and collaborate with process owners on controls to mitigate
identified risks.
Internal audit provides independent challenge
Our internal audit department reviews financial controls and
risk management procedures throughout Cape, identifying risks,
issues and opportunities for improvement and then reporting to the
executive management and Audit Committee on these matters including
updates on progress made against open items.
The Board and Executive Management are our final line of
defence
The Board and Executive Management are actively engaged in
assessing strategic risk and providing oversight. The Audit
Committee formally reviews the results of the risk management
process twice a year and reviews internal audit assurance work
throughout the year. We are looking to strengthen this by
formalising executive management's role in risk management. We have
commenced this in 2015 with further development planned for
2016.
For more information go to page 61
Our risk monitoring process
Analysing risks
- Risks are evaluated to establish potential financial and
non-financial impacts, the likelihood of occurrence and the root
cause. A bottom-up risk assessment is undertaken by all business
units every six months which results in a prioritised register of
risks. A top-down assessment of operational and strategic risk is
undertaken by the Board and Executive Committee at least annually.
The two processes are compared for profile and gaps and are
factored into Cape's final risk analysis.
Risk mitigation
- We review the nature, adequacy and appropriateness of our
current controls to mitigate these risks. If new, different or
additional risks are identified or if additional controls are
required, these are developed and appropriate responsibilities to
discharge are assigned. Acquisition and other investment-related
risks are identified and assessed before key investment decisions
are made.
Reporting and monitoring
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- Risks are monitored throughout the year by the executive
management and summarised to the Board. Emerging risks are
identified, reported and reviewed on an ongoing basis, with
particular focus on capturing emerging risk and monitoring all
changing risk during monthly business reviews. Management is
responsible for monitoring weakness in controls and progress of
actions taken by business units to mitigate the key risks; this is
supported through the Group's internal audit programme. The results
of the risk management process are reported to the Audit Committee
every six months.
For more information go to page 61 to 64
Risk appetite
The Group's risk appetite drives strong commercial risk
controls, high standard of health, safety and environmental
compliance and financial management that collectively allow growth
whilst limiting the Group's risk exposure to an acceptable level.
The level of risk is considered appropriate for Cape to accept in
achieving our strategic objectives and is determined in accordance
with the Board's strategic reviews and risk assessments during the
year.
2015 assessment of principal risks
The risk assessment exercise is undertaken by each region and
Group function to conduct a formal review of risk that could impact
the Group. The assessment includes the perceived level of risk and
likelihood of occurrence, both before and after mitigating
controls.
The impact of risks are quantified across a range of factors
including: financial, health and safety, environmental, enforcement
and reputational. The Executive Committee separately discussed the
Group's principal risks in December 2015 to form a top-down
assessment and oversight from a Group-wide view. The Board
performed a top-down review in August 2015 and again in January
2016 and subsequently reviewed and challenged both bottom-up and
top-down assessments to arrive at the agreed principal risks.
Subsequent to the risk management process, the Board identified
eleven principal risks which are set out in the table below:
[Please see table set out on page 19 of the 2015 Annual
Report.]
A Global political, security G Investment and asset
and economic conditions integrity
B Key client and market H Compliance and business
dependency conduct risk
C Health, safety and I Industrial Disease
environmental risks Claims -
provision adequacy risks
on existing scope of
liability provision
D Recruitment and retention J Industrial Disease
of key executives and Claims (IDC) -
skilled employees widening of the scope
and liability
E Contract acceptance K Taxation
risk
F Operational and project
performance risk
Principal risks and viability
Risk Risk description Link to Mitigation Change More information
strategy in risk
during
2015
---------------- -------------------- ---------------- --------------------- ---------- -------------------------
A. Global There -- Geographic -- A diverse [Please Corporate
political, is a potential expansion portfolio see page and social
security impact -- Balanced reduces 21 of responsibility
and economic on the business exposure the 2015 section
conditions Group -- Operational to each Annual (security)
from political, excellence specific Report] page 43
security location. Our markets
and -- Monitor page 8
economic travel
conditions by Cape
globally. employees
We operate and restrict
across travel
the globe to countries
and deemed
therefore unsafe
may be or too
exposed high risk.
to adverse -- Dedicated
situations Group
with potential Head of
risk to Security
our people, in place.
property -- Regular
and business security
operations. and risk
Examples assessments
of such and monitoring.
risks -- Contingency
would plans
be geo-political and exit
events, strategy
sanctions, in place.
terrorist -- Monitor
events, any changes
disease in sanctions
outbreaks by legal
or environmental counsel.
hazards. -- Senior
Deterioration management
in commodity presence
prices in all
affecting regions.
customer -- Insurance
capital policies
and operational taken
expenditure as appropriate.
is a key -- Wide
risk. range
Although of geographies
we operate and sectors
over a provide
number diverse
of sectors, revenue
we are streams.
at risk -- Reviews
of of Group's
declining forecast
revenue and market
streams, trends
contract are completed
renegotiation quarterly
and incurring along
costs with the
not supported Group's
by revenue strategic
during annual
economic planning
downturns. process
to ensure
impacts
from the
economic
environment
are managed.
-- Contract
performance
reviewed
monthly
by finance
and
commercial
management,
with those
deemed
high risk
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escalated
to the
Audit
Committee.
This allows
any changes
to expected
performance
or impact
of economic
downturns
to be
identified
early
and any
necessary
action
taken.
-- Operational
Excellence
initiatives
seek to
increase
efficiencies
and improve
customer
relations
and satisfaction.
---------------- -------------------- ---------------- --------------------- ---------- -------------------------
B. Key Loss of -- Customer -- Client [Please Our markets
client key clients intimacy relationships see page page 8
and market or decline -- Balanced are built 21 of
dependency in a key business at multiple the 2015
market levels Annual
could from site Report]
adversely supervisors
affect to senior
Cape's management.
revenues. -- Multi-year
The Group's contracts
top ten in place.
clients -- Group
represented strategy
45% of focussed
revenue on creating
(2014: a broad
42%) and portfolio
if we of clients
are unable and markets.
to continue -- Acquisitions
working brought
for one new client
or more relationships
of our and wider
key clients opportunities.
then the -- Revenue
Group's generated
future across
prospects numerous
may be markets,
impacted. across
There different
is the geographies
risk of providing
revenues greater
being stability
too concentrated and robustness
on a of revenue
particular streams.
market. -- Work
Working performed
capital throughout
may be asset
impacted life cycles
if key providing
customers opportunities
look to at each
extend stage.
payment -- Monthly
terms contract
or reject performance
claims. reviews
by finance
and commercial
management
to identify
and escalate
high risk
areas.
---------------- -------------------- ---------------- --------------------- ---------- -------------------------
C. Health, The Group -- Operational -- High [Please Corporate
safety may suffer excellence number see page and social
and commercial of HSE 21 of responsibility
environmental and reputational personnel the 2015 section
(HSE) damage in all Annual (health
risks as a regions. Report] and safety)
result -- Investment page 43
of a safety in training to 47
or environmental to improve
incident staff
involving skills
our employees, and ensure
members qualifications
of the are up
public to date.
or third-party -- HSE
partners. initiatives
Failure rolled
to maintain out throughout
high the year
HSE standards to raise
could awareness.
result -- HSE
in injury policies
or loss and procedures
of personnel, in place
breach and monitored
of throughout
regulations, all regions.
financial
loss and
reputational
damage.
Financial
penalties
may be
incurred
for HSE
incidents
which
in the
UK are
significantly
increasing.
---------------- -------------------- ---------------- --------------------- ---------- -------------------------
D. Recruitment The inability -- Geographic -- Monitor [Please Directors'
and retention to recruit expansion employee see page remuneration
of or retain -- Broaden turnover 21 of report
key executives both key portfolio and conduct the 2015 page 65
and skilled executives -- Operational exit interviews. Annual to 77
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employees and skilled excellence -- Training Report] Corporate
employees programmes and social
could implemented responsibility
adversely at all section
impact levels (People)
the Group of Cape page 42
both operationally including
and programmes
financially. aimed
Key executives, at executives,
senior senior
management leaders,
and skilled future
employees leaders
possess and supervisors.
the industry Skilled
knowledge employees'
and experience training
without is monitored
which and
the refreshed
strategic as required.
objectives -- Executive
may not remuneration
be advanced. is reviewed
against
market
data to
ensure
awards
are competitive.
Long-term
incentive
plans
are in
place
to
encourage
the retention
of the
key management
group.
-- Availability
of skilled
employees
has improved
in some
geographies
as projects
complete
and some
projects
become
impacted
by the
economic
conditions.
-- Software
to track
status
of applicants
introduced
across
all regions.
---------------- -------------------- ---------------- --------------------- ---------- -------------------------
E. Contract There -- Operational -- Policies [Please Audit
acceptance is a risk excellence and procedures see page Committee
risk that Cape -- Broaden in place 23 of report
may fail portfolio for contract the 2015 page 62
to manage approval Annual to 64
contract include Report]
risk and bid approval
commit models,
to contractual peer review
terms and Board
and conditions approval
that expose of key
the Group contracts.
to excessive -- Dedicated
financial commercial
risks teams
and potential are in
cost overruns. place
in all
regions.
-- Experienced
management
teams
in place
for all
service
offerings
with the
relevant
technical
and industry
knowledge.
-- Large
majority
of contracts
being
cost reimbursable
and
preference
of management
for this
basis.
-- Commercial
management
report
on high
risk contracts
to senior
executives
and the
Audit
Committee.
---------------- -------------------- ---------------- --------------------- ---------- -------------------------
F. Operational Inefficient -- Operational -- Operational [Please Audit
and project project excellence Excellence see page Committee
performance execution -- Customer initiatives 23 of report
risk and management intimacy have been the 2015 page 62
could -- Broaden implemented Annual to 64
lead to portfolio and Report]
additional subsequently
costs further
being developed
incurred, each year
affecting as part
overall of continuous
project improvement
performance programmes;
and the implementing
Group's a global
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financial project
performance. management
As our toolkit
range and standardised
of services project
and delivery
geographies system
broaden, framework;
the number continuing
of project to develop
types and formalise
and styles best practice;
expand, and knowledge
increasing sharing
this risk. across
the Group.
-- Cape
Management
Development
Programme
provides
training
to
all levels
of employees
and includes
project
management
and
financial
management
skills.
-- Centres
of excellence
share
knowledge
across
the Group.
-- Monthly
project
performance
reviews
are undertaken
involving
finance,
commercial
and operational
personnel.
-- Audit
Committee
regularly
review
commercial
contract
risks
with
the Group
Commercial
Director
and Chief
Executive.
---------------- -------------------- ---------------- --------------------- ---------- -------------------------
G. Investment Return -- Operational -- Due [Please Note 34,
and asset on invested excellence diligence see page 'Business
integrity capital -- Geographic and assessments 23 of acquisitions'
may decrease expansion made prior the 2015 Audit
if there to acquisitions. Annual Committee
is a failure -- Detailed Report] report
to achieve assessments page 62
satisfactory of joint to 64
returns venture
on assets, arrangements
acquisitions, and other
joint investments,
ventures including
or other legal
investments. and financial
Cape holds due diligence
GBP80.2 where
million appropriate.
of property, -- Asset
plant counts
and equipment performed
assets annually
around including
the globe impairment
and the assessments.
inadequate -- Group
management Head of
and financial Assets
control responsible
of these for the
assets co-ordination
may expose and
the Group supply
to loss of assets
of operational worldwide.
control, -- Asset
assets, control
financial policies
data or and procedures
data integrity. in place
Implementation globally.
of new -- Standardised
ERP systems asset
could management
pose a systems
transitional being
risk to rolled
the financial out.
management New ERP
of these systems
assets being
and the evaluated
business. for staged
implementation.
---------------- -------------------- ---------------- --------------------- ---------- -------------------------
H. Compliance Cape is -- Geographic -- Anti-bribery [Please For further
and business exposed expansion and anti-corruption see page information
conduct to the -- Operational policies 23 of of Cape's
risk risk of excellence and training the 2015 corporate
non-compliance is provided Annual responsibility
and breach globally. Report] please
of -- HSE refer
applicable specialists to our
laws and are based website
regulations in each www.capeplc.com/
including region corporate-responsibility
anti-bribery we operate
and anticorruption, in to
sanctions, ensure
health knowledge
and safety of local
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regulations HSE regulations
and tax. is in
A lack place
of and monitored
knowledge frequently.
of relevant -- Whistle-blowing
legislation procedures
across are in
the countries place
we operate globally.
in -- Compliance
could is monitored
result by the
in a breach relevant
of law Group
or regulation. functions
including
tax and
treasury,
legal,
financial,
and HSE.
-- Cape's
values
drive
a culture
where
integrity,
honesty
and
compliance
are an
integral
part of
day-to-day
business
at all
levels.
---------------- -------------------- ---------------- --------------------- ---------- -------------------------
I. Industrial Cape receives -- Operational -- The [Please Note 2
Disease claims excellence court-approved see page 'Summary
Claims from individuals 2006 Scheme 25 of of significant
(IDC) and insurance of Arrangement the 2015 accounting
- provision companies protects Annual policies'
adequacy in the Report] Note 4
risks relation interests 'Significant
on existing to the of future judgements
scope historical IDC claimants and estimates'
of liability alleged whilst Note 28
provision exposure at the 'Provisions'
to asbestos. same time Note 35
There protecting 'Industrial
is a risk the Group disease
that Cape from the claim
materially impact provision
underestimates of extreme and
IDC funding adverse contingent
requirement change liabilities'
due to in the
inherent claims
uncertainty environment.
associated -- Triennial
with the scheme
future valuation
level carried
of asbestos out by
related external
IDC and actuaries
of the using
costs the Group's
arising cumulative
from such claims
claims. history
and updated
economic
assumptions.
-- Annual
review
carried
out by
external
actuaries
and external
auditors
of Cape's
accounting
note on
valuation
of IDC.
-- Half
yearly
review
of economic
assumptions
reviewed
by the
Board.
-- Regular
Board
review
of IDC
litigation.
-- Dedicated
internal
legal
function
and external
claims
handlers
to proactively
manage
cases
and monitor
changes
in the
legal
environment.
-- Specialist
external
legal
advisors
and claims
handlers
engaged.
---------------- -------------------- ---------------- --------------------- ---------- -------------------------
J. Industrial Legal -- Operational -- Regular [Please Note 2
Disease precedent excellence Board see page 'Summary
Claims in this review 25 of of
(IDC) area is of IDC the 2015 significant
- widening constantly litigation. Annual accounting
of the evolving -- Dedicated Report] policies'
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scope and the internal Note 4
and Group legal 'Significant
liability is function judgements
subjected monitors and estimates'
to new changes Note 28
claim in the 'Provisions'
types legal Note 35
over time. environment. 'Industrial
These -- Specialist disease
may give external claim
rise to legal provision
uncertainty and other and
in both advisors contingent
the future engaged. liabilities'
level
of asbestos-related
IDC and
of the
legal
and other
costs
arising
from such
claims.
One such
example
of this
are the
speculative
product
liability
claims
being
brought
by certain
insurers
which
are described
more fully
in
note 35
'Industrial
disease
claim
provision
and contingent
liabilities'
---------------- -------------------- ---------------- --------------------- ---------- -------------------------
K. Taxation We operate -- Broaden -- Communication [Please Note 2
across portfolio and strong see page 'Summary
a number -- Geographic tone from 25 of of significant
of economies expansion top concerning the 2015 accounting
and jurisdictions compliance Annual policies'
which with local Report] Note 12
therefore tax laws. 'Income
exposes -- Formal tax'
the Group policies Note 20
to a range and procedures 'Deferred
of tax regularly income
laws that updated. tax'
vary -- Embedded Note 27
significantly tax expertise 'Current
and are in all income
rapidly major tax liabilities'
evolving businesses
toward along
global with central
transparency Group
and tax team
harmonisation. support.
The Group -- Ongoing
is required reviews
to interpret conducted
laws and by the
treaties Group
and tax and
must manage legal
its tax team to
affairs monitor
within compliance.
these -- External
laws or advisors
else risk used to
incurring support
fines local
and/or teams
charges on specific
from the tax
tax authorities. matters.
In some -- Legal
cases, opinion
it is sought
not clear requiring
where interpretation
lines of tax
should legislation
be drawn and
and the principals
Group when needed.
may disagree -- Active
with the engagement
tax with relevant
authorities. tax and
If this government
is the authorities.
case,
then it
may be
necessary
to get
the
courts
involved
to interpret
the laws.
---------------- -------------------- ---------------- --------------------- ---------- -------------------------
Viability statement
In accordance with the revised UK Corporate Governance Code, the
directors have assessed the prospect for the Group over a longer
period than the twelve-month going concern provision.
The directors' assessment of the Group's prospects for the
three--year period is based on the review and analysis described
below. The directors consider this to be a reasonable process which
therefore allows them to form a reasonable expectation of the
Group's prospects in the circumstances of the inherent uncertainty
of a three--year period. The time period was selected to represent
the duration of the Group's contract base with construction
contracts having a typical duration of two to three years with a
change in provider for maintenance contracts taking around one to
two years. Additionally the revaluation of both the IDC and pension
liabilities takes place on a three--year cycle.
The Group performs a strategic review each year, in which the
Board reviews Cape's current position, strategy and risks and
opportunities alongside current and expected market conditions and
trends. Our viability assessment was based upon the Group's
strategy and planning information and assessed the selected
principal risks, individually and on a combined basis. This
analysis considers cash flows, covenant projections and liquidity
and other key financial measures over the period. The strategy
model has been stress tested against selected key risks that could
affect the future viability of the Group. These risks are
highlighted on pages 20 to 25 and include the following key
downside risks: political and security instability in one region;
acceptance of a new contract with unfavourable terms; poor
operational performance on an existing contract; new scope of
liability and new claims emergence relating to IDC; loss of a key
client and increase in interest rates and tax liabilities.
Based upon the robust assessment of the principal risks to the
Group's prospects, the directors have a reasonable expectation that
the Group will be able to continue in operation and meet its
liabilities as they fall due over the three--year period of their
assessment.
Appendix 3: Related party transactions
Details of directors' emoluments are shown in note 37 'Related
party transactions' to the consolidated financial statements and in
the Directors' Remuneration Report on pages 65 to 77.
There have been no material transactions with the Company and
other related parties during the year.
This information is provided by RNS
The company news service from the London Stock Exchange
END
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