Over the last three decades, despite the headwinds, the global aviation industry has experienced a golden age: a phase of relative surge in new airline chains, and exponential growth driven by commercial passenger airlines in the global market.
Having said that, even though we witness newer airline companies there are not many profitable chains of airline companies in the world. The reason being simple, with high operational costs, low pricing points and high entry barriers, generating significant net profits still remains a challenging endeavor for most airline companies.
Sustaining Profitable Aviation Operators
Operators continue to come and go, but the scaling of the few profitable airline chains has sustained longer than many would have predicted. Likewise, aviation finance has grown with fleet scale, with dozens of specialist lessors now serving a distinct global need.
In this paper, our focus would be more inclined towards the selected issues of traditional aviation. Particularly, the long-term potential related to development in:
Maintenance Robotics
Supersonic Engineering
Delving deeper into the above long-sighted opportunities in the aviation industry, robotics has played a vital role in shaping the industry. Accounting for around 20% of a plane’s operating cost and a tedious prolonged servicing period multiple technology companies have hereby observed the gap and plunged promising to bring down the cost.
Focus on Maintenance Robotics and Supersonic Aviation Engineering
Advances in drone technology, robotics, machine learning, and AI, have huge potential to streamline maintenance schedules and processes. Examples abound: Lufthansa Technik, has deployed a robot capable of analyzing and carrying out crack inspections on engine components.
Skywise, an open data platform developed by Airbus helps operators to optimize decision-making in maintenance, engineering and flight operations, in turn solving the focal problem faced in the aviation industry, operational costs.
Many more examples could be sighted as AIRVOLUTION, a cloud-based solutions company for airline component repairs, or SIA partnering with Safran to collaborate in the field of aviation data analytics.
Supersonic Engineering
Further moving to the other prospect, we consider as a long-term potential in this industry, Supersonic Engineering. The demand for supersonic jets has observed renewed enthusiasm, being a very niche and concentrated market in itself proponents of supersonic cite several reasons to be optimistic about: more efficient engines; advances in engine cooling technology facilitating ever-higher speeds (including hypersonic); advances in material science and biofuels; improved understanding of sonic booms and how to manage them, and a perceived willingness of passengers in the higher end of the market to pay a premium for lower journey times.
Conclusion
In conclusion, we believe with new technological advancements, improved robotics, pressure to digitize and reduce emissions, and companies eyeing to turn their aviation businesses profitable, the industry hereby will continue to witness its relative golden age in the coming years.
The elongated tussle between the US federal authorities and JetBlue’s recent merger plans for expansion with Spirit Airlines does not seem to take a halt.
As the dynamics displayed by the acquiring airlines with an intent to persuade the judge to let the entity enter into a merger contract, the federal official seemed to be not getting along on the same page as the aviation giant.
Implications of JetBlue-Spirit Merger
The outcome of the $3.8 Billion dollar deal would transcend the US airline industry, creating a pivotal shift for the four eminent industry leaders accounting for a controlling interest of more than two-thirds of the national market and exert dominance over big airports in places like Atlanta, Dallas-Fort Worth and Newark.
The federal authorities were observed to counter the entity’s demand of the billion-dollar merger on the grounds of being unfair to the travelers, as the merger would result a sore in prices in JetBlue’s ticketing arena.
Competition Elimination and Higher Fares
The Justice Department’s lawyer, Edward Duffy, countered that the sale would eliminate a small but important source of competition. He contended that more than 135 million airline passengers a year would suffer if Spirit was no longer helping to push down fares on the routes that those travelers fly.
The Justice Department also argued that Spirit is unusually disruptive, accounting for about half of all service offered by the nation’s lowest-cost airlines. The merger-seeking entity is more inclined on copying the business model of the big four airlines by charging relatively high fares, the department roughly estimates that the deal would ultimately cost consumers $1 billion to $2 billion annually in higher fares.
Additionally, it has been observed by both the aforesaid parties that the aviation market has hereby become very concentrated and dominated by few players with majority share holdings. This isn’t the first time the government has curbed, challenging an airline merger. In 2013, the detail between American and US Airways created the world’s largest airline company American Airlines Group Inc, was challenged but then settled by law authorities in the courtroom.
Striving for Balance
The cases still battling its way out in the courtroom, but if the merger is approved, JetBlue has agreed to transfer Spirit’s gates and some of its own to other low-cost airlines at airports in Florida, Boston and New York. On the contrary, the justice department lawyers argue those concessions aren’t enough to ease antitrust concerns and a larger JetBlue isn’t feasible and necessarily better for the consumers.
While combining JetBlue and Spirit’s operations could allow JetBlue to expand its route network and services to better meet customer needs across different travel budgets, it is important that any merger agreement preserve an affordable travel option for consumers. An integrated carrier should strive to maintain competitive low-cost flight offerings alongside JetBlue’s existing products and services. With careful planning and execution, a merged JetBlue-Spirit could potentially realize efficiencies to benefit both shareholders and travelers through lower average airfare and an expanded choice of travel options.
Of course, regulators would need to ensure any combination of the two airlines still promotes meaningful competition in the industry. Overall, a merger could be mutually beneficial for the companies and consumers alike if it is structured to prioritize accessibility and affordability as highly as operational growth.
The aviation industry is under increasing pressure to reduce its environmental impact and carbon emissions. Sustainable aviation fuel (SAF) has emerged as one of the most promising solutions to help decarbonize air travel. SAF is a biofuel used for aircraft that is derived from sustainable, non-petroleum resources and has the potential for significantly lower carbon emissions over its lifecycle compared to conventional jet fuel.
With this report– we will explore what SAF is, the benefits it provides, current production and usage levels– as well as barriers to wider adoption.
The successful completion of India’s first commercial passenger flight with a blend of Sustainable Aviation Fuel (SAF) manufactured domestically, was a significant step towards the decarbonization of the aviation industry. Air Asia flight I5 767 – which was powered by SAF mixed aviation turbine fuel (ATF) made by Praj Industries Ltd. utilising local feedstock provided by Indian Oil Corporation Ltd. – took off from Pune and arrived in Delhi.
What is SAF?
SAF or Sustainable Aviation Fuel is a biofuel used for aircraft that is derived from sustainable, non-petroleum resources such as used cooking oil, plant oils, animal fats, municipal waste or agricultural residues. The chemical and physical properties of SAF are very similar to conventional jet fuel. As a “drop-in” fuel, SAF can be blended with petroleum-based jet fuel up to a 50% blend level without requiring any modifications to aircraft, engines or fueling infrastructure.
SAF has already been approved and certified by ASTM International for commercial use. Over 225,000 flights have been conducted using SAF blends to date. Major aircraft manufacturers like Boeing and Airbus have also conducted extensive test flights using SAF and confirmed there are no impacts to aircraft performance or emissions.
Is It Safe to Use?
SAF or Sustainable Aviation Fuel can be mixed at up to 50% with traditional jet fuel and all quality tests are completed as per a traditional jet fuel. The blend is then re-certified as Jet A or Jet A-1. It can be treated in the same way as a traditional jet fuel– so no changes are required in the fuelling infrastructure or for an aircraft wanting to use SAF.
Benefits of SAF
The primary benefit of SAF (Sustainable Aviation Fuel) is its significantly lower carbon emissions over its lifecycle compared to conventional jet fuel. Studies have shown SAF can reduce lifecycle carbon emissions by over 80% depending on the feedstock and production process used. Some sources like municipal waste may even achieve carbon negative emissions.
SAF (Sustainable Aviation Fuel) also provides an opportunity to decarbonize existing aircraft and operations without the need for new aircraft designs or infrastructure changes. It serves as a “drop-in” solution allowing for gradual introduction into the current aviation system. Over time, wider SAF adoption and production improvements could even enable some sectors like short-haul to achieve net-zero carbon emissions using current aircraft technology.
From an economic perspective, developing a competitive SAF industry would also help insulate airlines from volatile oil prices over the long run while stimulating new jobs and business opportunities in both traditional and emerging energy markets.
Current Production and Usage
Despite the benefits– SAF (Sustainable Aviation Fuel) currently only accounts for a tiny fraction of total jet fuel demand due to limited commercial production volumes. Most current SAF supply is produced via small demonstration facilities or niche producers. Total global SAF production capacity is estimated at 100 million liters per year, less than 0.1% of annual jet fuel demand.
However– interest and offtake agreements from major airlines are growing rapidly. Airlines like United, JetBlue, Lufthansa and others have committed to purchase hundreds of millions of gallons of SAF (Sustainable Aviation Fuel) over the next decade via long-term supply contracts. Airports in cities like Los Angeles, San Francisco and Amsterdam also have regular SAF supply available.
Over 225,000 commercial flights have used SAF (Sustainable Aviation Fuel) blends to date according to industry groups. In 2021, an estimated 32 million gallons of SAF were consumed globally, more than doubling from 2020 levels. While modest on an absolute basis currently, this represents important early progress and learning for the industry.
Barriers to Wider Adoption
The key barriers preventing SAF (Sustainable Aviation Fuel) from being adopted on a much larger commercial scale include:
High production costs – SAF is currently 2-5 times more expensive to produce than conventional jet fuel due to lack of economies of scale in production.
Limited feedstock availability – Suitable low-carbon feedstocks like waste oils are geographically constrained and production requires vast acreage if relying on energy crops.
Financing challenges – Large capital investments required and long payback periods deter investment without public funding or offtake commitments.
Policy and mandate uncertainty – Unclear long-term policy outlook in most countries for incentives, mandates or carbon pricing needed to drive investment.
Technology risks – Alternative production pathways beyond waste oils and fats have yet to be proven at commercial scale.
Conclusion
SAF represents an important pathway for the aviation industry to reduce its carbon emissions over the coming decades. While challenges around cost, scale and policy support remain, continued progress in all areas will be needed to realize SAF’s full decarbonization potential.
With a concerted effort from industry, governments and investors, many experts believe SAF could supply at least 30% of global aviation fuel demand by 2050. This would put the sector on track to achieving its climate goals. We hope this overview provides useful context and insights into why SAF is so important for the future sustainability of the aviation industry.
India’s national carrier Air India has partnered with global edutainment brand KidZania to launch an innovative aviation-focused learning program. Through this collaborative initiative, the organizations aim to cultivate interest in aerospace careers among young Indians and elevate aviation education nationwide.
KidZania’s Values
The program will debut at KidZania Delhi, allowing children to experience hands-on activities simulating airport operations and pilot training. Miniature aircraft, control towers and other interactive exhibits will bring the world of commercial flying to life. Kids will learn fundamental principles of aerodynamics, air traffic management and more while role-playing various aviation jobs.
Air India will also host field trips for school groups, giving students a behind-the-scenes look at aircraft maintenance facilities. Experts will give presentations on engineering disciplines crucial to the industry. By exposing children to diverse pathways within aviation, the partners hope to spark passion that drives future talent pipelines.
Air India and its Importance
Commenting on the partnership, Air India Chairman and Managing Director Campbell Wilson said “We are delighted to join forces with KidZania to launch this innovative program. By making learning aviation fun and experiential, we aim to cultivate early interest that lasts through school and career choices. Our field will greatly benefit from inspiring more young Indians to consider jobs shaping the future of flight.”
KidZania India CEO Praveen Nijhara added “Our city is designed to spark curiosity through real-world simulations. Partnering with an iconic brand like Air India allows us to showcase the thrill and importance of aviation while nurturing skills like problem-solving. We look forward to welcoming many future pilots, engineers and more through this one-of-a-kind educational experience.”
The program underscores both organizations’ commitment to inspiring the next generation. By bringing industry and education together, they hope to open minds and elevate India’s standing in global aerospace through a thriving talent pipeline for decades to come.
Aviation Education Takes Flight
By introducing young children to concepts like aircraft parts, air traffic control etc through interactive exhibits and role-play simulations, the partners hope to:
Spark curiosity and fascination for aviation from a young age. Experiential learning helps capture kids’ imagination and can influence their future career choices.
Nurture STEM skills implicitly as students explore principles of physics and mechanics involved in flight. This hands-on approach makes learning seamless and enjoyable.
Open their minds to diverse pathways within the industry beyond just pilots. Exposing children to roles like engineers, airport staff etc can help address gender imbalances.
Identify potential talent early and guide their learning trajectory with access to internships, tours and mentorship from industry professionals. This helps optimize skill development over time.
Strengthen the talent pipeline for Air India and broader Indian aviation by inspiring more local youth to consider these careers. A skilled domestic workforce is crucial as the sector expands.
By sowing seeds of interest at a formative age and maintaining long-term engagement, the partners hope this program will bear fruit for years in shaping the future of Indian aviation through the students it is able to reach and guide today.
The partners expect the program’s impact will be felt for years to come through the students it inspires today. By sowing early seeds of passion, the initiative supports India’s aviation rise while cultivating the sector’s future workforce. Its innovative approach uniting industry, education and communities holds potential for replication across other fields.
The aviation industry is one of the most dynamic and competitive sectors in the world. It connects people, cultures, and economies across the globe. India, as the world’s third-largest civil aviation market, has a rich and fascinating history of aviation development. In this article, we will explore how India’s aviation industry has evolved over the decades, what are the current challenges and opportunities it faces, and what are the recent news and developments in this sector.
In 1946, Air India was originally established by JRD Tata as Tata Airlines and in 1953, the government nationalized the aviation industry and merged eight major airlines into two state-run airlines: Air India for international routes and Indian Airlines for domestic routes. These two airlines dominated the market for decades, facing challenges such as high costs, wars, and competition from foreign carriers. In 1994, the government liberalized the sector and allowed private players to enter. This led to the emergence of new airlines such as Jet Airways, SpiceJet, IndiGo, GoAir, and others. Air India remained a government-owned airline until 2021 when Tata Group acquired it again through privatization, returning the airline to its roots.
Current Indian Aviation Market
The current situation of the Indian aviation industry is a result of various factors such as market demand, policy reforms, infrastructure development, technological innovation, and competition. India has witnessed a rapid growth in air passenger traffic over the years, driven by rising income levels, urbanization, tourism, and low-cost carriers. According to the International Air Transport Association (IATA), India is expected to become the world’s largest domestic aviation market by 2024.
However, the growth of the industry has also brought challenges such as high operating costs, regulatory hurdles, infrastructure constraints, environmental concerns, and safety issues. The industry has also faced shocks such as the global financial crisis in 2008-09, the grounding of Kingfisher Airlines in 2012-13, the collapse of Jet Airways in 2019-20, and the Covid-19 pandemic in 2020-21. These events have impacted the profitability and sustainability of many airlines and have led to consolidation and restructuring in the sector.
India’s domestic passenger traffic growth is estimated to grow between 8 and 13 percent in the current fiscal to reach 150 million, while international passenger traffic for Indian carriers is likely to grow between 10 and 15 percent, according to credit rating agency, ICRA. Yet, losses continue to haunt the industry, which was hit hard by the Covid-19 pandemic. In the ongoing fiscal, losses of India’s airlines are expected between Rs 5,000 crore and Rs 7,000 crore, according to ICRA.
Much of this is also because India’s airlines continue to grapple with structural issues, including the taxation on aviation turbine fuel (ATF), high airport charges, lack of secondary airports, and currency fluctuations. This is also why, India often sees airlines folding up after accumulating colossal debt. Between 2018 and 2023, one airline has shut down operations while another has announced voluntary insolvency.
Brace for Impact of Duopoly
One of the outcomes of the consolidation and restructuring in the Indian aviation industry is the emergence of a duopoly between IndiGo and Air India. These two airlines together account for 89% of the domestic market share and have significant presence on international routes as well. IndiGo is the country’s largest airline with a low-cost business model. Air India is the national carrier with a full-service business model.
According to the Airports Council International, India saw the highest increase?41 per cent?in airfares in the Asia-Pacific region in the first three months of 2023 over pre-Covid times. One reason is the impressive passenger growth. Domestic flyers increased by 43 per cent during January-March 2023, compared with the same period a year ago. Nine crore people flew till June from the beginning of the year. But there is another major reason?all other airline companies have become marginal or are facing existential challenges because of the market clout of Indigo and Air India.
Indigo carried 6.69 crore of about 9 crore domestic flyers in the first six months of 2023?a market share of 63.3 per cent, which is unheard of in any open aviation market. Air India came second with a market share of 9.8 per cent. Together, they accounted for 73.1 per cent of domestic passengers . The next three players? Vistara, Air India Express and SpiceJet?had market shares of 9.8 per cent, 7.1 per cent and 4.4 per cent respectively.
Indigo and Air India also have the largest fleets in the country, with 286 and 173 aircraft respectively as of June 2023. SpiceJet has 82 aircraft, GoAir has 55 and Vistara has 48. The fleet size determines the network coverage and frequency of flights, which are crucial factors for attracting customers.
The duopoly situation poses several risks for the Indian aviation sector. In a duopoly, there is a strong likelihood of relatively higher prices and fewer choices for consumers, and suboptimal innovation and market growth. If allowed to consolidate and strengthen, duopolies can also act as huge impediments for new entrants, which again means lower competition and choices for consumers on a sustained basis.
The Indian aviation sector needs more players to ensure a healthy and competitive environment that benefits all stakeholders. The government should create a level playing field for all airlines by rationalising taxes, reducing costs and easing regulations. The existing players should also diversify their product offerings and cater to different segments of customers, such as full-service carriers (FSCs) and low-cost carriers (LCCs).
The duopoly reduces competition, limits consumer choice, increases market power, and creates entry barriers for new entrants. The duopoly also poses regulatory challenges for ensuring fair play, consumer protection, and public interest.
Recent News and Developments
The Indian aviation industry is experiencing significant growth recently. Passenger traffic has been rebounding strongly since the easing of pandemic restrictions. Several airlines have placed large aircraft orders to support their expansion plans.
The Indian aviation market has witnessed a lot of changes in the first half of 2023, with IndiGo and Akasa Air emerging as the dominant players. While IndiGo has consolidated its position with record-breaking orders and a high market share, Akasa Air has surprised many with its rapid growth and innovation. However, not all airlines have been successful, as some have struggled with financial and operational issues. The future of the market will depend on how the airlines cope with the increasing competition, both domestic and international, and how the government and the industry ensure the safety and benefits of aviation.
305 Aero Supplies partnered with Ruskin Felix Consulting LLC where in RFC consulted them to be prepared on how to position them in the current landscape of the US markets. They are a small and growing business providing all sorts of solutions for engineering and IT projects, especially when it comes to aviation and electronics systems. Basically, 305 Aero Supplies offer products and services to help out the US defense industry – things like aircraft maintenance support, communications system support and project management.
305 Aero Supplies catered primarily to government agencies working in aerospace and defence industries which included the U.S. Department of Defence (DoD), U.S. Air Force (USAF), U.S. Navy (USN), U.S. Army (USA), and other federal agencies. RFC formulated their business model and strategy tailored to cater the needs of these agencies in form of sub-contracting agencies for tenders released by them. 305 Aero Supplies came under the special category of being a Service-Disabled & Veteran Owned Small Business which allowed them greater access to government contracts and tenders.
Leveraging the special status that 305 Aero Supplies holds we gave measures to optimize financing and tender opportunities through SBA (small business administration) programs. Through diligent market research and capability building mechanisms which will lead them to sustain their operations while being in competition with local players who operate in similar jurisdiction.
RFC recognized the unique expertise of 305 Aero Supplies in delivering highly complex services like aircraft services support, communication systems support services, electronic systems support services, field service representative (FSR) support, logistics support services, procurement services, project management, and quality assurance support to federal agencies and departments. We formulated the business strategy to build upon their expertise to cater the commercial sector with an objective to diversify and expand their customer base such that they do not become dependent on a restricted source of revenue.
To initiate the expansion into the corporate sector and B2C opportunities, we designed an effective marketing strategy with an optimized sale funnel to generate leads, conversion and their retention. As a small and growing enterprise, developing strong connections in the B2B space is super important for 305 Aero Supplies. RFC helped in creating valuable strategies which led to upscale their functionability in the domain they wanted to cater in. RFC also helped them understand key account management strategies for longer retention policies which helped 305 aerospace focus on and establish important partnerships.
In conclusion, 305 Aero Supplies is an ideal partner for the aerospace and defence industries because to our extensive background in avionics and electronics and our many relevant certifications. Furthermore, as they expand, they will be able to take on increasingly difficult tasks.
Ruskin Felix Consulting (RFC) collaborated with Wizz Air Holdings, a prominent low-cost airline operating across Central and Eastern Europe, to provide strategic leadership consulting. The comprehensive report prepared by RFC included a thorough analysis of the company’s financial health and risk assessment, aimed at identifying opportunities for growth and risk mitigation.
RFC conducted a detailed computation of the gearing ratio for Wizz Air over the years, highlighting a notable increase in debt levels in 2021, mainly attributed to increased leverage and leasing costs, fleet expansion, working capital requirements, and the impact of COVID-19 on revenue generation. The report delved into the debt analysis, revealing an alarming negative Interest Coverage Ratio and an exceptionally high Debt-to-Equity ratio, raising concerns about the company’s financial stability and going concern aspect.
To address these risks, RFC presented risk mitigation strategies for Wizz Air. The company can optimize its gearing ratio by paying off debts through various means, including increasing shareholder equity, converting loans into stock, minimizing operating costs, and maximizing revenue through profit-maximizing plans. The report recommended attaining full normalcy of operations once COVID restrictions are lifted and seeking strategic partners for funding and investment partnerships.
Additionally, RFC formulated a fleet plan strategy for Wizz Air aimed at reducing unit costs to compete with main rival Ryanair in the Central/Eastern Europe market. The fleet plan involved rapid capacity growth over several years, which may also exert downward pressure on unit revenue. However, the strategy’s underlying premise was that the fleet plan would result in lower unit costs, surpassing any potential decline in unit revenue in the long run.
Furthermore, the report emphasized the importance of deleveraging, which would be dependent on market recovery and fleet growth. RFC’s assessment indicated that Wizz Air’s funds from operations adjusted net leverage would remain weak in the near future but could improve beyond the negative sensitivity threshold by FYE24. To safeguard the company’s position as a market leader, Wizz Air implemented cost-reduction measures and focused on growth, postponing dividends in FY22-FY24. RFC’s leadership consulting services empowered Wizz Air to address financial challenges, optimize growth opportunities, and enhance its competitive position in the dynamic aviation industry. With a clear roadmap for risk mitigation and growth, Wizz Air remains poised for success and continued market leadership under the guidance of RFC.
Ruskin Felix Consulting LLC prepared a strategic plan for COVID-19 response by European Space Agency (ESA), while also assessing the strategies and the current scenario. The report lays emphasis on the current COVID-19 issue and assesses the duration of impact in the long-term and short-term. A clear understanding of the behavioral aspects and the global measures taken by other agencies is highlighted in the report. The response to the current COVID-19 situation and strategies post COVID-19 is highlighted in the report.
During the COVID-19 pandemic, all industries, worldwide, were striving to ameliorate the impact of the coronavirus pandemic. That was a particularly sensitive issue for the space activity industry, which must be proactive to safeguard the high value and influence it has on the world economy. The sector will continue to bear some significant consequences from this global crisis. Space science, its operations, missions, research practices, and so on are mostly conceived for face-to-face work. As an immediate consequence, confinement impedes efficient collaboration and forces engineers, scientists, and other personnel to work remotely. It is unprecedented for space agencies or sophisticated engineering organizations to work this way. There are security and privacy risks, as well as an ongoing process of troubleshooting that arises from a culture of face-to-face employment.
Given the COVID-19 situation, European Space Agency was forced to temporarily scale down and even stop some of its key operations and missions, the recent four-spacecraft Cluster mission, for example. This led to a real, pressing dilemma for the upper management of the ESA and other agencies. They have taken concrete measures to minimize risks to employees, but the question is whether the measures should continue as they are or if there are ways to improve the productivity of the agency. Under the unprecedented conditions, a research-based road map that outlines potential solutions and best practices could be especially helpful. The goal of this report is to highlight and address this issue for bringing efficiency and effectiveness into existing systems and procedures.
The aim of the whole strategy is not just to prevent damage to the operations of the agency in the present and from similar epidemics in the future, but also to create an environment to sustain growth, bring in innovation and designing and assembling machines and technology. Innovation should be at the forefront of the agency and should hold the main responsibility for taking ESA to the next level. A special cell should be created for design innovation, its strategic implementation, creating technologies to monitor them.
ESA should aim to become the agency of the future by bringing a higher sense of conviction in its operations and efficiency. The Digital etiquette of all stakeholders must be bettered to introduce more reliance and sustenance of operations during any collapse. A disaster management unit should be made to set up policies and procedures taking all aspects into account – Biohazard, Epidemics, Natural Disasters, etc. ESA should be the most prepared when it comes to its response against any odds and should have contingencies to guide itself through each storm.
By 2025, in a short span of 5 years, ESA should demonstrate successful project completions with proper integration of technology, additive manufacturing, A controlled use of AI, and partial virtual co-working.
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