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Network News

July, 2015

Summer Move


Make it simple

Moving locally or internationally can be an exciting process, but when you are in hot & humid summer weather, the move can become stressful, uncomfortable & frustrating. Summer poses its own challenges and most people know how daunting it can be, but if you plan ahead and create a blue print for your move, the transition will go smoothly.

CHOOSE THE RIGHT MOVING PARTNER

Make sure you choose a licensed mover with accreditation and experience in summer moving. To avoid mishaps, book the movers early, as you may have a hard time finding any that are available, this is especially true if you need the move to take place on a weekend on the 1st or end of the month.

SCHEDULE YOUR MOVE DURING WEEKDAYS

Ideally, try to schedule on a weekday. It might be good idea to move in the middle of the month – as the beginning and the end of summer month are undoubtedly the busiest time to move. So as you won’t have as hard of a time renting moving trucks or dealing with crowded elevators.

CHOOSE EARLY MORNING OR LATE EVENING

Ensure you make your move during the early mornings of late evening to avoid harsh weather. While contracting the movers itself this needs to be confirmed. Overnight packing makes it easier to move during the early hours of the day.

PRECAUTIONS TO BEAT THE HEAT

Try to beat the heat during this process, Even if you hire movers you will still be doing some walking and standing in the heat, so keep yourself hydrated. Stock plenty of water, freeze towels to put around your neck, and wear lightweight, moisture materials.

ENSURE DESTINATION IS READY TO OCCUPY

Crack the air-conditioning, there’s nothing more relieving than stepping into a cool apartment and out of hot weather. Make your summer move much more bearable by turning on the air-conditioning as soon as you get there, this way you don’t have to sweat while you’re unpacking.


September, 2014

DP World – Most Outstanding Performance 2013


At the end of last year it was with great pride that DP World received the country’s highest business accolade, the prestigious Mohammed Bin Rashid Al Maktoum Business Award for Most Outstanding Performance for 2013.

The award was presented by His Highness Sheikh Maktoum bin Mohammed Bin Rashid Al Maktoum, Deputy Ruler of Dubai, to His Excellency Sultan Ahmed Bin Sulayem, Chairman, DP World.

The UAE has succeeded in becoming a role model of excellence for the world. Clear policies of innovation in all fields have strengthened the UAE’s position as a role model and leader. Based on this the Mohammed Bin Rashid Al Maktoum Business Awards were devised to provide additional support to the private sector and to stimulate outstanding performance across the UAE. The path to economic growth and prosperity requires creativity, innovation and excellence across all sectors.

The Award not only recognises organisations with exceptional performance strategies but also aims to increase the understanding and implementation of business excellence.

DP World has always been guided and inspired by the vision of His Highness; therefore the award serves as a reminder that we are headed in the right direction as a company and as a contributor to the economic development of the region. DP World’s Vision, Mission and Values played a key role in winning the award, which have been created in line with strategic vision for Dubai and the UAE.

Vision

Sustainable value through global growth, service and excellence

Mission

A global approach to a local business environment where excellence, innovation and profitability drive our core business philosophy of exceptional customer service

Our Values

  • Commitment to our people and our customers
  • Profitable global growth
  • Responsible corporate and personal behavior
  • Excellence and innovation


Our Mission of a global approach to a local business environment where excellence, innovation and profitability drive our core business philosophy of exceptional customer service correlates directly with the framework of MRMBA. For this reason, the award carries an extra significance as it is a reflection of our core Vision, Mission and Values.

One of the primary reasons to apply for the award was to measure ourselves against peers in the region. Part of this is to ascertain how we are progressing as a company and in what areas we can improve, to better serve our customers.  Participation in MRMBA allows us to evaluate aspects and functions of our business, which in turn continues to foster new innovations and better ways of serving our customers.

For us, innovation and implementation of new technology is important in the way we serve our customers and offer efficiencies that allow us to be port of choice for the region. Innovations can only come to fruition through collaboration with all our stakeholders at various levels. Recently we have made DP World services accessible on Dubai Trade’s mobile website in order to better increase efficiencies for our customers. The mobile friendly website will allow customers to have access to DP World UAE Region services round the clock at their convenience. It is challenges faced by our stakeholders that breed new innovations and in turn help DP World offer new ways of doing business.

DP World, since its inception has embarked on a journey to innovate and offer services that are in the best interest of the customers and are anchored by Dubai’s true place as a trading hub. Winning the award in 2013 is a great achievement for everyone associated at DP World, but it’s just part of a continuous process in increasing excellence, innovation and profitability that drive our core business philosophy of exceptional customer service. This award inspires us to aim for even higher standards of service thereby keeping us at the forefront of progress.

Courtesy of
DP World UAE Region


January, 2014

CSS Attends FPS AGM – Colombo


FAMOUS PACIFIC SHIPPING (FPS) GROUP – HAS CELEBRATED ITS 15TH ANNIVERSARY WITH ONE OF ITS BEST-ATTENDED ANNUAL CONFERENCES

Over 101 delegates, including 2 new members and 5 candidates, attended the 4 day event held at the Cinnamon Lakeside Hotel in Colombo, Sri Lanka. The programme included the Annual General Meeting, workshops on IT, network development and marketing, and two days of intensive one to one meetings between members.

At the gala dinner, 28 founder members who had attended every past Annual Conference were publicly recognized with awards. Commenting on the event, Chairman Gihan Nanayakkara said: “This was one of the best annual conferences in our history, demonstrating the strong commitment of our members to support FPS and take it forward. We discussed new products, shared ideas and went away with many new initiatives to work on. I am delighted to be continuing in my role, and look forward to helping steer FPS Group through an exciting period over the next two years. We have achieved a great deal in the past 15 years, but much greater potential still lies ahead of us.”

During the AGM, conference host and outgoing Chairman of the FPS Group Advisory Board, Gihan Nanayakkara, was re-elected for a further two year term. Sam Aparo of Famous Pacific Shipping in Melbourne was appointed to the Board, replacing Michele Dougal (Brisbane, Australia), and Iskandar Zulkarnain of FPS Indonesia replaced his colleague Hendratmoko Walujo. Kettivit Sittisoontornwong (Thailand) was also re-elected.

“The FPS AGM is a platform for its members around the world to participate in networking sessions with other freight forwarders from across the globe whilst discussing new trends and opportunities amongst the freight forwarding fraternity,” added Siby C. Kurian, Senior General Manager, Sales & Marketing  – CSS Dubai.

CSS Group was well represented during the FPS AGM 2013 with active participation from its network offices; in attendance was Dean Landers, General Manager CSS Kuwait, Narayan R T, General Manager – CSS Bahrain, Jairam KR, Director – CSS India, Rahat Talreja, Vice President – CSS India, Rajesh Arora, Vice President, North India – CSS India, Eugene A. Raj, Branch Manager – CSS Chennai, Asghar Malik, Country Manager – CSS Pakistan, Tariq M. Chaudhry, Chief Executive Officer – CSS Pakistan and Siby C. Kurian, Senior General Manager, Sales & Marketing  – CSS Dubai.


November, 2013

History of Containerisation


The history of trade dates back thousands of years before containerisation. People traded across oceans and lands, sailing the world in search of various goods and commodities that their countries did not have, everything from traded food, jewels and materials to new treasures.

Shipping before 1850 was difficult, expensive, and irregular, dominated by wooden ships using sails propelled only by wind. Later, the development of steamships made transportation cheaper and less risky. Getting goods on and off ships has historically been a bottleneck. A large part of the cost of international trade was taking the cargo off the ship, sorting it out, and dealing with the pilferage that took place along the way. Therefore the advent of containerisation brought about a massive transformation.

Containerisation has its origins in early coal mining regions in England from the late 18th century onwards. By the 1830s, railroads on several continents were carrying containers that could be transferred to other modes of transport. Before World War II, US, British and French railway companies experimented with methods of sealing goods in different sizes and shapes of boxes before transporting them. However, lack of specialised equipment like cranes for loading and unloading cargo combined with resistance from unions made it difficult for the development of container shipping till 50’s.

During World War II, the United States used specialised containers to speed the loading and unloading of transport ships. These reusable containers were used for shipping household goods of officers.

In 1955, former trucking company owner Malcom McLean worked with engineer Keith Tantlinger to develop the modern intermodal container. The challenge was to design a shipping container that could efficiently be loaded onto ships and held securely on long sea voyages. The result was an 8 ft. tall by 8 ft. wide box in 10 ft. long units constructed from 2.5 mm of thick corrugated steel. The design incorporated a twist lock mechanism atop each of the four corners, allowing the container to be easily secured and lifted using cranes. On April 26th 1956, McLean put 58 containers on board a refitted tanker ship, SS Ideal X and sailed them from Newark to Houston.

The immediate result of the first US container journey was a substantial saving in the cost associated with moving cargo piece by piece from truck or railcar from the warehouse, onto the ship, and then unloading at the destination port, to the warehouse and then again on the truck or railcar. Containerisation revolutionised this multiple handling of cargo by increasing port labor productivity through mechanised loading and unloading of containerised cargos.

The 1956 container operation by the Ideal X involved a ship and cranes that were designed for other purposes. Three years later the industry saw additional savings through the building of purpose-built container cranes followed by the large purpose-built containerships.

From a transportation technology perspective, containerisation resulted in the introduction of intermodal freight transport, since the shipment of a container can use multiple modes of transportation -ship, rail or truck- without any handling of the freight when changing modes.

It was a logical next step that container sizes could be standardised so that they could be most efficiently stacked and so that ships, trains, trucks and cranes at the port could be specially fitted or built to a single size specification. This standardisation eventually spread across the global industry.

To realise intermodal cargo transport, all areas of the transport chain had to been integrated. It was not simply a question of putting cargo in containers. The ships, port terminals, trucks and trains had to been organised and adapted to handle the containers.

In 1956, the UN Economical Commission for Europe defined a container transport unit with characteristics later reformulated by ISO – as a transport equipment of permanent character suitable for repeated use, designed to suit multiple modes of car without having to restuff, fitted with devices permitting its ready handling, particularly its transfer from one mode of transport to another, designed to be easy to fill and empty, having an internal volume of 1m3 (35.3 ft.3) or more’.

These containers were only a box of different sizes. It was only in 1970 that the sizes were standardised. The 20-foot container, referred to as a twenty-foot commodities equivalent unit (TEU) became the industry standard reference with cargo volume and vessel capacity now measured in TEU. The 40-foot length container – literally 2 TEU – became known as the Forty-foot Equivalent Unit (FEU) and is the most frequently used container today even though the industry primarily refers to handling and capacity by TEU.

Various types of specialised container types also emerged over time, notably the ‘reefer’ for temperature controlled cargoes and various types of equipment capable of unitising odd sized (OOG), heavy cargoes, as well as liquefied commodities.

Containerisation gave birth to a new era of improved efficiencies – meaning that the ships spent less time in ports, had shorter transit times, used less labour and increased customer efficiencies since they could meet stock requirements on time. The containers also reduced damage and pilfering and also made documentation easier.

Since the 1950’s, containerships have evolved tremendous , from the Ideal X’s to 3000 TEU capacity vessels in 70’s, 4,000 in 80’s, 7,000 in 90’s, 16000 TEU vessels currently sailing.

The need for even greater efficiency and capacity has led to the next generation of mega ships – the Triple E’s; which will come into service this month capable of carrying 18,000 TEU – three times as many as the biggest container ships 15 years ago.


September, 2012

CaroTrans and Middle East NVO, The CSS Group, Mark One Year Anniversary with 40% Volume Growth


– Comprehensive network and best in class services provide basis for continued growth –

Clark, New Jersey / Dubai, UAE August 22, 2012 – CaroTrans, a leading global NVOCC (Non vessel operating common carrier) and ocean freight consolidator, and alliance partner The CSS Group, (Consolidated Shipping Services Group), today announced a successful first year marked by significant volume growth of 40%. The CSS Group is a full service logistics company and NVOCC headquartered in Dubai, UAE.

CaroTrans and CSS Group’s scope of services include: comprehensive FCL (full container load) and LCL (less than container load) services, breakbulk, out of gauge and ro-ro cargo handling to and from North America, Middle East, and Africa.

This partnership has expanded and strengthened CaroTrans’ footprint in the Middle East to now include trade with Iraq, Pakistan, and Jordan. CaroTrans offers weekly, direct consolidation services from multiple CFS (consolidation freight systems), 24 in total, offering secure, efficient transits throughout the U.S. Cargo moves to the Middle East and Africa from the primary gateways of Los Angeles, Houston, Charleston and New York.

Now and looking forward, emerging markets are the long term drivers behind global trade growth. Developed countries, such as the U.S., will see import growth slow and export trade increase. Saudi Arabia is projected to have import growth globally, over the next five years, at 6.4% and the UAE at 5.5% based on the 2012 HSBC Global Connections Report.

“We are pleased our first year teaming up with The CSS Group delivered strong growth and market expansion. CaroTrans strategically partners with premiere, neutral NVOs, regional leaders with strong brand recognition to ensure our global freight forwarder customers receive exceptional service and support throughout the world,” said Greg Howard, CaroTrans, Global CEO.

The Chairman of CSS, Mr. T.S. Kaladharan, commented, “By joining forces with CaroTrans, we have created a winning team of like-minded professionals committed to industry-leading service, resources and support. We are gratified that this alliance brings together an experienced group of ocean freight professionals that provide superior service and logistics support for our customers.”

In 2012, CaroTrans opened new offices in Seattle, Washington and Le Havre, France. CaroTrans will continue to expand its global network of direct LCL and FCL import and export services to provide simple, efficient and high value services to the global freight forwarding community.

About CaroTrans

Established in 1979, Carotrans International is one of the world’s leading NVOCCs providing global LCL, less than container load, and FCL, full container load services. Through our network of offices in Asia, South America, Oceania, and the United States, along with our strong local partners, we offer a global reach that is truly unique.

Carotrans is a people driven company with dedicated, experienced and knowledgeable team members who engage customers with passion and experience on a local level.

For additional information, visit www.carotrans.com

About The CSS Group

Consolidated Shipping Group is one of the fastest growing NVOCC in the region it operates. Headquartered in Dubai, United Arab Emirates. With a team consisting of over 750 experienced and dedicated professionals, across 20 offices, CSS has what it takes to meet your freight forwarding requirements, be it by sea, land or air. CSS has always adapted itself to the latest trends in the industry to offer efficient and most feasible solutions to its clients’ and associates.

For additional information, visit www.cssgroupsite.com

Contact:

CaroTrans, Greg Howard,
Tel: 732-540-8121
gregh@carotrans.com

CSS Group, Ken Dinnadge,
Tel: 97 150 456 4390
ken@cssdubai.com

CKL Communications, Carol Lerner,
Tel: 973.635.6923
ckl.communications@gmail.com

CSS Group Marketing, Amith Horra,
Tel: 97 150 456 7536
amith@cssdubai.com


July, 2012

New Face For CSS Homeward Bound Website


CSS Homeward Bound is pleased to announce the launch of our new and improved website. Designed with a fresh innovative appearance the website has a plethora of features to assist our users in product/service selections in a user-friendly format along with information about our latest products and services.  The new website is designed to allow users to quickly find the content they are looking for.
From a marketing perspective the new website enables CSS Homeward Bound to lead the way in how we communicate with our customers, through regular updates and innovative technology that we are embracing including Facebook and Twitter.
With a growing focus on digital and social media, CSS Homeward Bound has also set up Facebook and Twitter accounts, as a form of communicating with our clientele.


May, 2012

CSS Group Recent Visit To Naouri Group


Continuing to build upon its business relationship with the Naouri Group, CSS Group recently visited their offices in Jordan as part of its initiative to create and sustain a strong alliance as well as strategically position themselves to service the global market.

Raj George, Senior Vice President-Ocean Freight, Ken Dinnadge, Vice President-Business Development and Ahmad Fuad, Branch Manager- CSS Abu Dhabi led the CSS Group delegation during the course of their official trip, where they met with all of the major business heads- Senior Managements of the Naouri Group whereby everyone involved was able to network and determine key sectors of business for both parties to heavily target and develop.

A focus in developing consolidation services to Iraqi clients through utilizing CSS assets and services to establish continuous services from Dubai and other global locations were discussed along with operational aspects and commercial sales/business development were discussed in detail.

“Our trip to Jordan to meet the Senior Management of Naouri Group was an excellent opportunity for both companies to meet and discuss ways in which we can grow our business together. The hospitality extended to us by Naouri Group was exceptional and I would like to take this opportunity to thank everyone involved,” added Raj George, Senior Vice President-Ocean Freight.

“We want to convey the message that Iraq is now starting to open up for business which we believe is a unique opportunity for our global partners to participate in”, said Ken Dinnadge, Vice President-Business Development.

ABOUT NAOURI GROUP

Year of Establishment

Naouri Group was established in 1994  and today is a leading group of companies with its core businesses being in the fields of shipping and logistics, and travel & tourism.

HEAD OFFICE

Amman –Jordan

Number of companies

17 company

Network of offices

51 offices in Jordan, Iraq and Syria

Number of Employees

+ 650 employees

SERVICES OFFERED:

Shipping and Logistics

  • Shipping
  • Projects
  • Customs Clearance
  • Freight Forwarding
  • Land Transport
  • Cargo Inspection and Testing
  • Packing and Removals
  • Warehousing

September, 2011

FPS AGM heads to Indonesia in 2011


FPS Group announces that their annual AGM (Annual General Meeting) will be held at the Intercontinental Bali Resort in Indonesia, from October 18th to 21st 2011. The FPS Group AGM sets the stage for members around the globe to take part in discussions and network with their fellow freight forwarders from across the globe. The AGM allows for members to have the opportunity to discuss and develop the networks direction and development and also gain a deep insight into the group’s future developments.


The FPS AGM will be filled with one-to-one meetings, group meetings, networking sessions, gala dinners and social gatherings for all of its members.


Commenting on the theme “Together We are Strong”, FPS Chairman Kettivit Sittisoontornwong says: “Our forthcoming annual general meeting and conference continues to be an excellent opportunity to examine where the group is going and discover what the priorities are for developing our operations in the future.


“There can be no question that we have experienced some tough business conditions in the last couple of years. Members will have plenty of experiences to share about how they have come through and opportunities to share strategies about how they intend to expand in the future.”


CSS Group will be well represented during the AGM with active participation from its network offices. Dean Landers, General Manager CSS Kuwait, Jairam KR, Director CSS India, Rajesh Arora, Asst.GM Import CSS India, Narayan R T, General Manager CSS Bahrain, Siby C Kurian, General Manager CSS Dubai, & Rajagopal, Sr. General Manager CSS Dubai will be representing CSS Group for the FPS AGM 2011.


ABOUT FPS:



YOUR VISION IS OUR MISSION


The journey of a global network under a unified brand started in 1994 with the establishment of Famous Pacific Shipping Australia and was soon followed by Famous Pacific Shipping offices in Korea, Philippines, South Africa, Sri Lanka, Japan, Malaysia, New Zealand, Fiji, USA, Thailand, China, Netherlands and France. Many locations worldwide now operate under the FPS brand, as well as exclusive partners in most of the key trading nations.


The collective experience of the FPS group is huge; its members boast unrivalled financial stability and continuing commitment to investment in services and people.


The pursuit of excellence and the investment in the quality of staff is helping to develop into one of the world’s leading privately-owned exponents of freight forwarding and NVOCC services.

SPECIALISATION



The team specializes in ocean and airfreight forwarding, supported by overland operations, warehousing and supply chain management. With years of collective experience within the group, we’ve built businesses from a string of world-class companies.


OUR MISSION


“Through technology, professionalism and committed, highly qualified personnel we will provide clients with service excellence in our global operations. We strive to ensure that the FPS Group and its Network members are recognised as leaders and specialists in the provision of efficient and affordable International Freight Forwarding, Cargo Logistics Management and NVOCC solutions.”


For more information and news about FPS Group please log onto www.fps-group.net


January, 2011

TO TWEET OR NOT TO TWEET ?


“To tweet or not to tweet?” – This is the question. Is it better to tweet and risk inadvertently undermining your companies potential and prospects or better not to tweet and lose an easy opportunity to build up social relationships with an ever expanding network of friends, clients and potential opportunities? This dilemma, especially in the workplace, is exercising the minds of many executives.

“Tweeting” is the faster example of Internet social networks but other favourites from amongst many; include “Face book”, “MySpace”, “BlogSpot” “LinkedIn” and “YouTube”. Their growth has developed so quickly that it has taken many businesses by surprise. The “X” generation (born between 1960 – 1980) are statistically not as Internet active as the “Y” generation (born between 1980 – 2000) but both are somewhat put into the social networking shade by the “ADD” generation (born since 2000). In this younger group “ADD” is used to associate them, rather unkindly, with “attention deficit disorder”. However this comparison highlights a view that they are use to instant updates, responses and interaction. It also means that if stuck for information they readily use the Internet as a workplace tool to find resources for information.

A progressive company therefore needs to assess the potential risks and advantages of social networking because it is with us now and growing exponentially. On the downside, there is a real risk that access to the web might enable malware, spyware and other virus style programmes to enter a company’s network as well as postings inadvertently disclosing information of value to competitors. These threats cannot be ignored. Another downside, if you add up the potential hours an employee might spend checking their “facebook”, “myspace” or “LinkedIn” postings and profiles etc., is the time spent on such activities rather than actually working.

Equally though the upside is that workplace social networking, when used responsibly, provides an inexpensive way of keeping in touch and developing business relationships and spotting new opportunities. However many choose to be members of social networks by choosing a name which expresses their personalities. Whilst “Crazy Jane” and “Raving Robbo” might be good for normal “twitter” chat it will not be appropriate to use it within the workplace as it may well detract from the required corporate image. “Crazy Jane” and “Raving Robbo” must be careful not to forget that their bosses may also be reading their postings!

Whilst my personal view is that workplace social networking provides a challenging opportunity, it is fairly easy to find experts queuing up to disagree.  More recent research is beginning to support the view that employees who are allowed to use the Internet, to contact family and friends especially during breaks, usually return to their workspaces more refreshed. Furthermore current information indicates that companies who deploy the best and most effective means of communication succeed better. Indeed there are now numerous Human Resources departments who use social networking to keep employees up to date. Information, contact, meetings and other activities within a company are communicated through social networking. Companies may effectively save on training by utilising the fact that so many “X”, “Y” and “ADD” generation employees know how to use social networking.

However an acceptance of such an approach means that there has to be clear policies as to how workplace social networking may or may not be used. Naturally there have been problems, as with any new technology, but there is no question in my mind that where companies have embraced the newest Internet opportunities they have benefited over those who have not. The challenge for a company is to find a way to defend against adverse intrusions whilst at the same time fostering employee responsibility and productivity. So whilst “Crazy Jane” and “Raving Robbo” should not be used, given appropriate names and a responsible approach then you may reach the same conclusion as I do and “tweet”. Ultimately, success in this challenge rests with YOU.


September, 2010

An optimistic CSS Kolkata


If you ask about recession or economic crack down to a common man, roaming through the streets of Kolkata, he may ask you back, “What is that?” The entire world has been talking about recession, but many are reluctant to admit that it has hit India. Console Shipping Services, Kolkata may unfold some facts and figures to convince you that business has not become stagnant. CSS Kolkata management and staff takes pride for being considered as one amongst the first three players, in terms of business by the shipping fraternity in their region. A result they achieved only because of hard work and commitment.

Arup Ray, Director- CSS India says that they give priority to start their own warehousing facility in the near future to bring in total solution for servicing their clients. Kolkata is a region where the CSS Management eagerly looks at in this regard. Presently CSS India from its operational base in Kolkata caters to the need of the entire West Bengal region, Orissa, Tripura and Assam. They extend their servicing to the neighboring countries of Nepal and Bhutan as well. “The only way to penetrate the interiors and some remote locations in the North Eastern region is to have a strong and efficient transportation network. Concur service is available in some parts but it only depends upon the load factor and it cannot guarantee timely service” Arup Ray adds. There is a rise of 5 to 7 % in the cargo movement in Kolkata. The timely intervention by the government authorities and the port ensures a steady growth of cargo movement.

For the Kolkata Port management, tariff flexibility was not the only strategy. It worked towards attracting new types of cargo that would also give a boost to the economy of its hinterland. For instance, it found out that West Bengal had an annual surplus of 2.5 million tons of vegetables and flowers, and they were routed for export to Singapore, Far East, Middle East and European markets which would otherwise had gone to waste or be sold in the domestic market at a negligible price. Another such move was to create special linkages with ports in Chittagong and Narayanganj in Bangladesh. Those were all aggressive measures to attract more cargo for the Kolkata port system and are certain to improve its performance. CSS Kolkata is optimistic and has taken a strong measure to tackle the greater opportunities lying ahead. They have well trained professionals to fulfill this. Hence there is nothing called looking back for Arup and his team in Kolkata.


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