TIDMGFRD
RNS Number : 0278P
Galliford Try Holdings PLC
06 October 2023
GALLIFORD TRY HOLDINGS PLC
PUBLICATION OF ANNUAL REPORT AND FINANCIAL STATEMENTS 2023 AND
NOTICE OF
2023 ANNUAL GENERAL MEETING
Galliford Try Holdings plc has today, in accordance with LR
9.6.1 R of the Listing Rules, submitted to the Financial Conduct
Authority's National Storage Mechanism copies of the following:
-- The Annual Report and Financial Statements 2023 - prepared
using the single electronic reporting format, specified in the TD
ESEF Regulation.
-- Notice of 2023 Annual General Meeting.
-- Form of Proxy for the 2023 Annual General Meeting.
The documents will shortly be available for inspection at
https://data.fca.org.uk/#/nsm/nationalstoragemechanism
The Annual Report and Financial Statements and Notice of Annual
General Meeting are also available on the Galliford Try website at
www.gallifordtry.co.uk/investors/reports-presentations/ .
A condensed set of the Group's financial statements and
information on important events that have occurred during the
financial year and their impact on the financial statements were
included in Galliford Try Holdings plc's Final Results Announcement
on
20 September 2023. That information, together with the
information set out below which is extracted from the Annual Report
and Financial Statements 2023 constitute the material required by
DTR 6.3.5 of the Disclosure Guidance and Transparency Rules which
is required to be communicated to the media in full unedited text
through a Regulatory Information Service. This announcement is not
a substitute for reading the full Annual Report and Financial
Statements 2023. Page and note references in the text below refer
to page numbers and note references in the Annual Report and
Financial Statements 2023. To view the results announcement, slides
of the results presentation and the results webcast please visit
www.gallifordtry.co.uk/investors/reports-presentations/.
Principal risks
At a Group level, the Board monitors risk using the following
four principal risks, a detailed analysis of which is provided
below:
1 Work winning
2 Project delivery
3 Resources
4 Regulatory compliance
This approach facilitates a targeted focus on the most
significant risks and the actions being taken to manage them.
At an individual Business Unit level, our risk management
process captures and monitors risks and mitigations using more
detailed risk themes aligned to the four principal risks so that we
can take more targeted actions to address issues that are specific
to the regions and sectors in which they operate.
1 Work winning
Risk description
We fail to secure an appropriate pipeline of projects to achieve
our revenue and profitability targets.
Key risk indicators
-- Percentage of planned revenue secured.
-- Percentage of order book in frameworks.
-- Order book by client type.
-- Percentage of repeat business with existing clients.
--
Link to our strategic priorities
Quality and innovation.
Sustainable financial returns.
Risk appetite
We aim to secure a forward order book that provides a high
degree of certainty of current year and following year revenue,
while reflecting appropriate margin, cash and risk attributes.
Maintaining discipline in the projects that we take on is a
fundamental element of our internal control framework. We will only
accept projects where we are confident that we have the experience,
knowledge and supply chain to deliver effectively and where the
client relationships and commercial terms support a collaborative
approach to managing risk.
Potential causes of risk
-- A significant and sustained reduction in Government
investment in building and infrastructure projects reduces the
opportunity pipeline.
-- Increased costs make some schemes economically unviable
leading to delays or cancellation of projects.
-- Delays to and/or reduced levels of private sector investment
due to macro-economic conditions.
-- Failure to secure positions on key procurement
frameworks.
-- Failure to meet the increasing sustainability expectations of
our clients.
-- Poor quality bid submissions.
-- Failure to maintain discipline in project selection.
-- Insufficient resources to support bid preparation.
Current risk environment
-- Pipeline in our chosen markets remains strong, supported by
Government policy on infrastructure spending.
-- Inflation and higher interest rates mean that some client
budgets need to be increased which makes it more challenging to
move from preferred bidder to agreeing contract values, which in
turn results in delays to project starts.
-- The long-term transition to low carbon buildings and
infrastructure is creating market opportunity - net zero new builds
and energy-efficient refurbishments and retrofits.
-- The Building Safety Act introduces additional regulatory
requirements which increases compliance risk and therefore may
deter some private sector developers and investors.
Emerging risks
-- With a UK General Election due in 2024, there is a risk of a
short-term hiatus in decision-making in central Government
departments which could result in delays to project starts or new
projects not coming the market.
-- We innovate or adopt new technologies too early, incurring
costs associated with being an early adopter, or too late, losing
market share.
-- Client attitudes to sustainability shift at differing rates,
leaving some clients focused on construction cost and others on
whole-life cost and carbon performance.
-- Changes to planning policy and regulations to deliver the
UK's net zero ambition limit the ability of our clients to pursue
new build construction schemes.
Mitigations
-- We manage the potential impact of an economic downturn by
building a high-quality order book with projects that meet our
strict risk profile.
-- We concentrate on sectors where we have core strengths and
clients with long-term growth and profitability potential.
-- We focus on securing positions on key procurement frameworks
(page 38) and repeat business with key clients through a
centralised, dedicated pre-construction team. This allows for
strategic planning, better collaboration and reduced risk of
project failure.
-- Each time we bid for a contract, we follow our internal "heat
map" process, identifying risks across a range of criteria
including the client and their advisors, project location and our
local supply chain, our technical experience, our internal
resources and capacity, the procurement method, contractual terms
and conditions, and price.
-- All contracts over GBP25m in value, or which have a
heightened risk indicator on any other measure, are reviewed by the
Executive Board prior to approval to bid. We typically target
lower-risk contract types.
-- We carry out peer reviews of bids where relevant to ensure
robust review and challenge of risks and assumptions and to promote
knowledge sharing across the business.
-- Adjacent markets strategy, including PRS and the recent
acquisitions in our Environment business, expand our target markets
in a risk-managed way.
2 Project delivery
Risk description
We fail to deliver projects safely, on time, in agreement with
contractual terms, or to a high quality for our clients.
Key risk indicators
-- RIDDOR and AFR scores.
-- Safety leading indicators (eg Director Safety Tours, Safe
Behaviour Discussions).
-- Forecast project margins.
Link to our strategic priorities
Progressive culture.
Socially responsible delivery.
Quality and innovation.
Sustainable financial returns.
Risk appetite
We prioritise health and safety above everything else and
believe that nothing is so important that we cannot take the time
to do it safely.
We will not tolerate poor quality and strive to deliver
high-quality buildings and infrastructure for our clients that
provide safe environments for the occupiers and users of the
assets.
We aim to provide realistic and transparent forecasts of project
performance with potential risks to programme and margins
identified and addressed before they materialise.
Potential causes of risk
-- Changing regulations.
-- Non-compliance with health and safety regulations and/or poor
safety behaviours.
-- Programme delays and cost escalation.
-- Poor control of client and subcontractor variations and
claims processes.
-- Contractual notices not given as per contract
requirements.
-- Poor record-keeping and document management.
-- Poor design quality and/or co-ordination.
-- Failure to comply with quality control procedures.
-- Extended periods of adverse weather conditions.
-- Poor subcontractor performance and/or insolvency.
-- Unrealistic estimates, including cost to complete, inflation
estimates, outcomes of disputes and final value included in project
forecasts.
-- Material unavailability and extended lead times.
-- Interest rate rises causing investment and cashflow issues
within the supply chain.
Current risk environment
-- Health and safety remains our first priority and our Lead
Indicators approach is now established in the business.
-- Staff shortages and cost of living pressures increase the
sense of workers feeling stretched which could impact on safety and
wellbeing.
-- High levels of recruitment to support strategic growth plans
require a greater focus on employee onboarding and training.
-- Although we have experienced periods of extreme heat and
intense rainfall, they have not resulted in a significant or
widespread impact on our operations.
-- There continues to be the potential for external factors,
such as the war in Ukraine, to have an indirect and unpredictable
impact on our supply chain in the future.
Emerging risks
-- We fail to adapt our processes to meet the requirements of
our clients to have better and more reliable data about the assets
we design and build for them.
-- The country fails to learn from the Covid-19 pandemic and any
potential future global pandemic, or indeed other supply-side
shocks, have a significant impact on the construction industry.
-- Building designs and construction methodologies fail to adapt
to the physical effects of climate change, including more regular
and more extreme weather events, leading to reduced productivity,
programme delays and cost overruns.
-- Materials availability will become more challenging when
demand from the housebuilding sector returns to normal levels.
Mitigations
-- We continued to reinforce our behavioural safety programme
Challenging Beliefs, Affecting Behaviour, and use Lead Indicators
which target no harm.
-- We take a values-driven approach to project delivery focusing
on close collaboration and client satisfaction to achieve end goals
for both parties.
-- We undertake robust review and approval of contractual terms,
pre-contract to ensure we do not sign up to contracts with onerous
terms. This includes the employment of margin thresholds and
escalation to the Board of any contracts that do not meet our
criteria.
-- We apply rigorous quality control in our BMS policies and
procedures and adopt digitalisation to improve data, quality and
efficiency.
-- We carry out due diligence to select competent designers and
subcontractors and use specialist consultants at key review
stages.
-- We provide comprehensive commercial training.
-- We have introduced standardised formats for monitoring and
reporting project performance and forecasts.
-- We undertake monthly cross-disciplinary contract review
meetings on all projects to enable a robust assessment of programme
status, risks and commercial forecasts and are investing in
upgrading our existing ERP systems.
-- We carry out a programme of commercial 'health checks' to
provide an independent assessment of the project team's reported
project performance and forecast outturn.
-- Operational controls including health and safety site risk
assessments are monitored through a regular audit process.
-- Our Technical and Business Support Forums drive process
improvements across health and safety, digitalisation, carbon
reduction, procurement, design management, mechanical and
electrical, and commercial activities.
-- Escalation processes respond promptly and appropriately to
incidents.
3 Resources
Risk description
We fail to secure the right people and other resources necessary
to deliver our projects and manage our business.
Key risk indicators
-- Material and trade shortages.
-- Voluntary staff churn rate.
-- Time to hire.
-- Prompt Payment Code performance statistics.
-- Average month-end cash.
-- Subcontractors not paying staff and suppliers promptly.
Link to our strategic priorities
Progressive culture.
Socially responsible delivery.
Quality and innovation.
Sustainable financial returns.
Risk appetite
We aim to recruit employees from a diverse talent pool who are
aligned to our values and behaviours.
We seek to work with financially resilient subcontractors,
suppliers and joint venture partners who share our values in
relation to safety, quality and sustainability.
Potential causes of risk
-- We are unable to attract, retain and/or develop the right
staff to meet our future needs, or we mismatch our staffing levels
to peaks and troughs in activity or lack diversity.
-- Lack of capacity in the supply chain due to high levels of
activity in the construction sector.
-- Subcontractor and/or client insolvency.
-- Failure to comply with fair payment practices.
-- Lack of geographical coverage.
Current risk environment
-- Material cost inflation reduced over the year as
demand/supply imbalances and energy prices have fallen. However we
continue to take sensible measures to manage material cost
inflation (early procurement, supply chain engagement, risk
allowances in tenders etc).
-- Lead times for bulk items like steel and bricks are now more
predictable and shorter than in 2022 and are factored into our
programmes and procurement planning. However, we are still
experiencing occasional short-notice delays, cancellations or
incomplete deliveries which can cause some disruption to
programmes.
-- Subcontractor insolvency is an increasing risk. We manage
this by being selective in who we work with, monitoring our
exposure and ensuring we pay our suppliers promptly.
-- It remains a competitive market for talent. Large
infrastructure schemes and a mismatch between skilled worker supply
and demand continues to drive up salaries and increases the risk of
employees leaving for higher reward packages. We have developed our
'Grow Together' campaign to outline our employee value proposition
as part of the broader 'retain and gain' people strategy.
-- We continue to support our people to achieve their career
objectives and ambitions and provide them with opportunities for
progression. We actively promote opportunities for internal
mobility through our Explore programme.
-- The results of our employee survey indicate that we have high
levels of engagement and satisfaction within our employees and we
continue to improve the way we promote the business and develop our
employee offering.
-- We continue our focus on health, safety and wellbeing.
-- Strong balance sheet and net cash position gives confidence
to clients and allows us to continually improve our prompt payment
performance.
Emerging risks
-- There is a generational shortage of skills as more
experienced staff retire and are not replaced in sufficient numbers
because the construction sector cannot compete with other sectors
in attracting talent.
-- Innovations in the use of technology will require us to
attract a workforce with a different set of skills.
-- Depletion or increased scarcity of non-renewable materials
may lead to greater volatility in prices and more regular
disruption to supply.
-- The drive towards net zero construction may lead to an
increased risk of defects and quality issues as we start to use
new, low carbon materials whose long-term performance is
unproven.
-- Availability of lower carbon materials will become more
challenging as more main contractors look to secure the same
resources.
Mitigations
-- The Group has an established HR strategy based on best
practice principles and relevant legislation which, among other
things, includes the regular review of remuneration and benefits
packages to ensure we remain competitive.
-- Our succession planning and talent management processes,
together with our internal mobility programme, enable continuity
and identification of future leaders.
-- We operate graduate, trainee and apprenticeship programmes to
develop our own pipeline of talent.
-- We develop long-term relationships with key suppliers and
subcontractors to ensure that we remain a priority customer when
resources and materials are in short supply.
-- Our Advantage through Alignment programme facilitates greater
engagement with our key supply chain members and provides them with
greater visibility of our pipeline of projects.
-- We are committed to paying 95% of supply chain invoices
within 60 days, and achieving the new standards of the Prompt
Payment Code.
-- We carry out enhanced supply chain checks and monitor
subcontractor financial performance and reputational risks.
-- Each Business Unit reviews its cash forecast weekly and
monthly, and the Group prepares a detailed daily cash book forecast
for the following eight-week period to highlight any risk of
intra-month fluctuations. These forecasts are reviewed at Business
Unit, division and Group level.
4 Regulatory compliance
Risk description
We fail to comply with requirements of the various legal and
regulatory regimes in which we operate, resulting in a high-profile
breach and regulatory censure.
Key risk indicators
-- Number of external enforcement cases.
Link to our strategic priorities
Socially responsible delivery.
Quality and innovation.
Sustainable financial returns.
Risk appetite
We have zero tolerance for non-compliance with regulations. We
expect all employees and subcontractors to be aware of all
regulations relevant to their role and to comply at all times. We
also expect our people to speak up if they observe or suspect
non-compliance.
Potential causes of risk
-- Failure to update our procedures to reflect changes to key
legislation and regulations.
-- Failure to provide sufficient and effective training to all
staff.
Failure to implement effective compliance monitoring
processes.
Current risk environment
-- The Building Safety Act is new legislation that provides
greater clarity on the requirements and responsibilities in
relation to building safety and should drive greater quality in
construction.
-- However, the Act also has the potential for adverse
consequences in relation to the extended period in which certain
defect claims can be made, which increases the risk of
opportunistic claims being brought forward.
-- We continue to invest in cyber security surveillance tools,
recognising the potential risk of cyber-attacks, especially linked
to the conflict in Ukraine, and the wider geo-political
environment.
-- The regulatory landscape in relation to ESG reporting is
evolving quickly and will require us to monitor and publish more
information and comply with new standards (ie ISSB).
Emerging risks
-- Greater devolution or even full independence may lead to very
different regulatory regimes in Scotland and the rest of the
UK.
-- New legislation to combat climate change, such as carbon
taxes or a ban on the use of diesel could have a significant impact
on our operations.
-- Biodiversity and water use regulations may become more
stringent and result in increased compliance costs.
The new Corporate Governance regime will introduce greater
responsibility for directors, and the requirement for enhanced
disclosures in relation to internal controls, fraud, resilience and
audit and assurance arrangements, with increased costs of
compliance.
Mitigations
-- Galliford Try has comprehensive policies and guidance at
every level including our Code of Conduct, mandatory regulatory and
cyber security e-learning for all employees, an anonymous and
independent whistleblowing helpline, regular legal updates and
briefings, six-monthly compliance declarations, and conflict of
interest registers and authorisations.
-- The Ethics and Compliance Committee, provides ongoing
monitoring and oversight of policy and compliance activity in
relation to key areas of legislation.
-- We continue to review the detail of the Building Safety Act
and are preparing through training, continued investment in digital
tools to support quality.
-- Our information security standards and procedures are
accredited to the ISO 27001 standard.
Viability Statement
As required by provision 31 of the UK Corporate Governance Code,
the Board has assessed the prospects and financial viability of the
Group, taking account of the Group's current position and the
potential impact of the principal risks to the Group's ability to
deliver its business plan. The assessment of prospects has been
made using a period of five years. The assessment of viability has
been made using a period of three years, which aligns with our
budget period and provides reasonable visibility of future revenue
from the existing order book. Since the sale of the housebuilding
businesses and the recapitalisation of the business in January
2020, the Group no longer has any debt facilities and associated
covenants, therefore viability has been assessed in terms of the
headroom against available cash reserves.
Assessment of prospects
As outlined in our Strategic report, the long-term prospects of
the business are supported by a strategy which builds on our
existing strengths and the growth opportunities in our target
markets.
Our alignment to the UK's continued investment in social and
economic infrastructure is a fundamental driver of demand for our
services and plays to our strengths in the health, education,
defence, highways and environment markets. Our ability to achieve
sustainable growth within these markets is underpinned by our
position on the most significant procurement frameworks, our
commitment to supporting the decarbonisation of the built
environment and our investment in digital technologies to drive
continuous improvement in quality and productivity.
Our people remain the key to our success and our focus on
attracting and retaining a more diverse workforce as well as
increasing the proportion of apprentices and graduates help us
access the skills and expertise required to deliver on our
sustainable growth strategy.
Assessment of viability
The base case for the cash flow projections modelled in our
assessment of viability is the budget for the three years from 1
July 2023 which incorporates appropriate contingencies against
plausible day-to-day downside risks, primarily the Group's
principal risks as disclosed previously. The base case shows strong
levels of average month-end net cash and assumes that the Group
continues to operate without debt facilities.
Against this base case, we have stress-tested the forecasts and
modelled the impact on cash flow and liquidity of a number of
downside scenarios related to our principal risks, including a
combined downside scenario that includes a number of these
sensitivities occurring together. The scenarios modelled, and their
link to the underlying principal risks, are described in the
below.
Scenario 1 - Reduction in construction volumes (Link to
principal risks: Work winning)
Our cash performance is correlated with earnings growth and
therefore reliant on construction activity being in line with our
assumptions.
We have modelled a reduction in construction volumes that would
equate to a 10% reduction in monthly cash receipts offset by a
proportionate reduction in payments, relative to our base case
forecast.
Scenario 2 - Deterioration in working capital (Link to principal
risks: Resources)
We have modelled the impact of a deterioration in our working
capital, which could be caused by delays in receiving payments from
clients and/or earlier payments to our supply chain.
Scenario 3 - Irrecoverable cost increases (Link to principal
risks: Project Delivery, Resources)
There is a risk of a prolonged period of materials cost
inflation and therefore we have modelled the impact of failing to
fully mitigate these cost increases on our projects.
Scenario 4 - 'Perfect storm' (Link to principal risks: Work
winning, Resources, Project Delivery)
We also tested the unlikely but plausible scenario where all of
scenarios 1-3 combine at the same time.
As part of the viability assessment, the Board also considered
the mitigations and interventions available to manage the impact of
one or more of the downside scenarios occurring. The base case
already includes significant cash contingencies and the Board has
considered further mitigating actions that are available to it.
The directors do not expect the emerging climate change risks to
have a significant impact in the short and medium term,
particularly given the nature of the contractual arrangements in
place, although continue to monitor this, as the Group adapts to
the changing environmental requirements and demands to deliver
innovative solutions through new technologies and methods of
construction.
Based on the results of this analysis, the Board has concluded
that it has 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 its assessment.
29 Related party transactions
Transactions between the Group and its related parties are
disclosed as follows:
Group
Amounts owed
Sales to by
related parties related parties
------------------ ------------------
2023 2022 2023 2022
GBPm GBPm GBPm GBPm
--------------------- -------- -------- -------- --------
Trading transactions
--------------------- -------- -------- -------- --------
Related parties 71.2 97.3 36.8 38.4
--------------------- -------- -------- -------- --------
Interest and
dividend income
from related
parties
------------------
2023 2022
GBPm GBPm
------------------------- -------- --------
Non-trading transactions
------------------------- -------- --------
Related parties 4.1 4.6
------------------------- -------- --------
Sales to related parties (all of which are to joint ventures and
associates) are based on terms that would be available to unrelated
third parties. Amounts owed by related parties consist
predominantly of subordinated debt within the PPP and Other
Investments portfolio, that if held to maturity would be due over
the next 25 years (2022: 26 years). These receivables are
unsecured, with interest rates varying between a range of 9% and
12%. Payables are due within one year (2022: one year) and are
interest free.
Company
Transactions between the Company and its subsidiaries which are
related parties, which are eliminated on consolidation, are
disclosed as follows:
Interest and
dividend income
from related
parties
------------------
2023 2022
GBPm GBPm
------------------------- -------- --------
Non-trading transactions
------------------------- -------- --------
Subsidiary undertakings 25.0 15.0
------------------------- -------- --------
The Company has provided performance guarantees in respect of
certain operational contracts entered into between joint ventures
and a Group undertaking.
Statement of directors' responsibilities
The directors are responsible for preparing the Annual Report
and the financial statements in accordance with applicable law and
regulations.
Company law requires the directors to prepare financial
statements for each financial year. Under company law the directors
have prepared the Group and Parent Company financial statements in
accordance with UK adopted International accounting standards.
Under company law, the directors must not approve the financial
statements, unless they are satisfied that they give a true and
fair view of the state of affairs of the Group and Parent Company
and of the profit or loss of the Group and Parent Company for that
period.
In preparing the financial statements, the directors are
required to:
-- select suitable accounting policies and then apply them
consistently;
-- make judgements and accounting estimates that are reasonable
and prudent;
-- state whether they have been prepared in accordance with
UK-adopted International Accounting Standards and with the
requirements of the Companies Act 2006; and
-- prepare the financial statements on the going concern basis,
unless it is inappropriate to presume that the Group and Parent
Company will continue in business.
The directors are responsible for keeping adequate accounting
records that are sufficient to show and explain the Group and
Parent Company's transactions and disclose with reasonable accuracy
at any time the financial position of the Group and Parent Company
and enable them to ensure that the financial statements and the
Directors' Remuneration Report comply with the Companies Act 2006
and, as regards the Group financial statements, Article 4 of the
IAS Regulation. They are also responsible for safeguarding the
assets of the Group and the Parent Company 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 Group and Parent Company's website. Legislation in the UK
governing the preparation and dissemination of financial statements
may differ from legislation in other jurisdictions.
The directors consider that the Annual Report and Accounts,
taken as a whole, is fair, balanced and understandable and provides
the information necessary for shareholders to assess the Group and
Parent Company's performance, position, business model and
strategy.
Each of the directors, whose names and functions are listed on
pages 76 and 77, confirms that to the best of their knowledge:
-- the Parent Company financial statements, which have been
prepared in accordance with UK adopted International Accounting
Standards, give a true and fair view of the assets, liabilities,
financial position and profit of the Parent Company;
-- the Group financial statements, which have been prepared in
accordance with UK adopted International Accounting Standards, give
a true and fair view of the assets, liabilities, financial position
and profit of the Group; and
-- the Strategic report contained on pages 1 to 73 includes a
fair review of the development and performance of the business and
the position of the Group and Parent Company, together with a
description of the principal risks and uncertainties that it
faces.
In the case of each director in office at the date the
Directors' Report is approved:
-- so far as the director is aware, there is no relevant audit
information of which the Group and Group's auditors are unaware;
and
-- they have taken all the steps that they ought to have taken
as a director in order to make themselves aware of any relevant
audit information and to establish that the Group and Group's
auditors are aware of that information.
This confirmation is given and should be interpreted in
accordance with section 418 of the Companies Act 2006.
For and on behalf of the Board
Bill Hocking
Chief Executive
20 September 2023
Forward-looking statements
Forward-looking statements have been made by the directors in
good faith using information up until the date on which they
approved this Annual Report. Forward-looking statements should be
regarded with caution due to uncertainties in economic trends and
business risks. The Group's businesses are generally not affected
by seasonality.
For further enquiries:
Galliford Try Holdings Kevin Corbett, Company
plc Secretary 01895 855001
Clara Melia, Investor Relations 020 3289 5520
Tulchan Communications James Macey White 0207 353 4200
Ed Cropley
Notes to Editors
Galliford Try Holdings plc is a leading UK construction group
listed on the London Stock Exchange. Operating as Galliford Try and
Morrison Construction, the group carries out building and
infrastructure projects with clients in the public, private and
regulated sectors across the UK.
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