Corporate Governance

 

 

Mr. Charoen Sirivadhanabhakdi, Chairman of the Board of Directors/Chairman of the Executive Board

 

Berli Jucker Public Company Limited (BJC") is dedicated to conduct business operations in a transparent, accountable, and secured manner, ensuring that BJC operate in accordance with good business ethics and moral standards, making ethical decisions, to align the interests of all relevant stakeholders to the companies. This commitment derived from a strong believes that good corporate governance and business ethics is the foundation to a strong and successful business operations, integrating the principles of fairness, accountability, responsibility, transparency, which reflect the respect of stakeholders' rights. Together with sustainability throughout day-to-day operations, allowing for an effective identification, mitigation andmanagement of potential corruption, fraud, briberies, and other business violations, safeguarding corporate trusts, credibility, fostered through a corporate wide good corporate governance culture and effective monitoring and reporting channels. On the other hand, it helps avoid financial loss from fines, penalty throughout all operations in the supply chain. In addition, good corporate governance also safeguards against potential environmental and social violations (such as human rights), ensuring that all operations uphold the same high standards of operations, free from sustainability violations. 

 

The Board of Directors (BOD) is responsible to uphold good corporate governance and ethical standards throughout all operational management, achieved through making independent decisions, with the objective to attain the most beneficial outcome for BJC and all relevant stakeholders. The Board of Directors is accountable for determining and overseeing the creation and implementation of strategies, policies, procedures, objectives, missions, and company direction, to ensure that all employees are working towards a common objective as the company, to drive the business forward.

 

Furthermore, the Board of Directors have long recognized the importance of good corporate governance and its relationship to sustainability, and have always strived to operate on an excellent level, evident through the corporate values, principles, and standards, fostered through various established corporate wide policies and guidelines, such as, Codes of Business Conducts, Anti-Corruption Policy, and Supplier Code of Conduct. These policies are continuously enforced upon all employees from day one, integrated into the training they received during orientation. Training of such policies also extends to all employees under BJC’s controls, including part-time workers and contractors. These policies are also continuously reviewed and updated to align with changing market environments. To ensure that all suppliers and business partners understand BJC’s values, principles and standards, BJC offer values in both Thai and English language.

 

 

 

 

 

Board of Directors Structure

 

Berli Jucker Public Company Limited: Management Structure 

 

Chaired by Mr. Charoen Sirivadhanabhakdi, the Board of Directors consists of 15 members, comprising of 11 Independent Directors*, 2 Executive Directors, and 2 Other Non-Executive Directors.

 

*The number of independent directors is 11, which is counted accordingly to DJSI's criteria.

 

To effectively integrate good corporate governance and sustainability consideration throughout the value chain, members of the Board of Directors are selected by the Nomination and Remuneration Committee, in compliance with the Charter of Nomination and Remuneration Committee, selecting members based on individual’s ability to conduct their respective roles and responsibilities, which does not discriminate against an individual board member’s gender, race or ethnicity, or nationality, country of origin or cultural background. BJC also supports women serving on the board of directors, evident from the number of 3 members, including, Miss Potjanee Thanavaranit, Mrs. Thapanee Techajareonvikul and Associate Prof. Pimpana Srisawadi.

 

The average tenure of board members is 9.80 years, based on 15 members of the Board of Directors

 

The board comprises of both independent and executive members from various committees, including members of the Sustainable Development Committee (SDC), responsible to oversee all sustainability management, including corporate governance and BJC business ethics. To assist the board of directions, it established the Management Board, chaired by the Chief Executive Officer (CEO) and President, Mrs. Thapanee Techajareonvikul, along with nine other senior management, presidents and top executives, representing all of BJC’s business units to oversee its integration, ensuring that good corporate governance, transparency and sustainability considerations are accurately integrated into all of BJC’s activities and decision-making. Additionally, the BJC Board of Directors Meeting 4/2022 appointed Prof. Pirom Kamolratanakul, M.D., M.SC. as an Independent Lead Director for BJC Group, whom is responsible to provide an independent opinion to the decision of the Board. Members of the management board are also considered by the Nomination and Remuneration Committee, in compliance with the charter of nomination and remuneration committee, prior to appointed by the Board of Directors through a transparent process, under the condition that the Chairman of the Board of Director and the CEO and president must be independent from each other, prohibiting an individual to serve both positions, ensuring that no particular individual holds a monopoly of overpowering within BJC. Under the independent director criteria by the Stock Exchange of Thailand (SET), BJC currently has a total of 8 independent directors, more than one third of the total number of directors or 53 percent of the total number of directors, and 11 independent directors following DJSI criterias. BJC has set the specific qualifications of independent directors in accordance with those specified in the Notification of the Capital Market Supervisory Board No. Tor Jor 39/2559 Re; Application and authorization to offer for sales of newly issued shares. In addition, to ensure transparency and independent decision, BJC has an internal target share of independent directors on the board, which indicates that one third of the board size shall be independent directors, and in any case, the number shall not be fewer than three.  

 

Furthermore, the Management Board is accountable to ensure a seamless business operation, in line with established policies, targets and long-term strategies approved by the Board of Directors. The Management Board is responsible for the overall performance, cost control, and investment budgeting as approved in BJC’s annual plans. The performance of the board of directors is assessed through both self-assessment and independent external party verification, conducted annually in compliance with assessment criteria of the Stock Exchange of Thailand (SET). The self-assessment covers three key criterias, (1) The appropriation of structure of the Board of Directors to operate efficiently, such as ensuring that board members consists of members with relevant industry experiences, have appropriate number of members, and have appropriate number of independent members per applicable requirements. (2) Board of Directors Meeting, such as meeting attendance, and avoid conflict of interest, and (3) Roles and Responsibilities of the Board of Directors, such as  Internal management, Risk Management, and Financial management. In 2022, the independent external party verification was conducted by Lloyd's register Thailand. A similar performance assessment approach is conducted for the Management Board, where the performance is assessed against nine key criteria's, such as, effective management, implementation of corporate strategy and plans, performance of implementation, relationship building and corporate image improvement, and sustainable management.

 

To achieve this, the Board of Diretors appointed five sub-committees to work under the Board of Directors to achieve a coherent collaboration with multiple parties to achieve sustaianble business growth. The subcommittees comprise of, 

 

1) Nomination and Remuneration Committee 

2) Audit Committee 

3) Sustainable Development Committee 

4) Risk Management Committee, and 

5) The Executive Board

 

 

Significant Changes of Board of Directors 

 

In 2023, in compliance with DJSI CSA requirements to report on the current composition of the Board of Directors (BOD), please see the following documents for significant changes to the BOD. 

•  The Notification to the Stock Exchange of Thailand (SET) by BJC to officially inform SET of Khunying Wanna Sirivadhanabhakdi: Khunying Wanna Sirivadhanabhakdi 
•  The Notification to the Stock Exchange of Thailand (SET) by BJC to officially inform SET of the Director's Resignation: Mr. Weerawong Chittmittrapap 

 

Board Diversity

 

BJC recognizes the importance of diversity amongst employees of all levels, valuing, and accepting all individual differences such as age, gender, race, ethnicity, and nationality, country of origin or cultural background. This priority is reflected in both the ‘WINNING’ corporate culture, and the ‘CDSH’ corporate values, where diversity is celebrated, encouraged and respected throughout the organization, achieved through the provision of equal opportunities throughout the human resource management process, through to safeguarding good and fair welfares based on performance. This fair treatment and selection of individuals is also reflected in the selection of board members, where board members are selected based on diverse qualifications, including knowledge, capabilities, skills, expertise, and expertise useful for the company, ensuring the capability and diversity of the board of directors to effectively govern the company.

 

CEO Salary & Benefits: Assessment Criteria

 

Berli Jucker Chief Executive Officers and President Performance Assessment:

 

 

BJC firmly believes that the Chief Executive Officer (CEO) and president holds a critical role in driving business operait BJC firmly believes that the Chief Executive Officer (CEO) and president holds a critical role in driving business operaitons forwards towards achieving the vision “to be a provider of integrated supply chain solution in the region, providing top quality products and services that are involved in the everyday life of people”, creating value for all stakeholders, while achieving long-term and sustainable organizational success.

 

To uphold a high operational standards, conducted in acordance with good corporate governance, business ethics and anti-corruptions principles, and to ensure that the accountability of the Board of Director's are aligned with that of shareholder's, BJC has established an evaluation process to measure and analyze the performance of the Chief Executive Officers (CEO) and President on an annual basis. This permits company Directors to review and evaluate the performance outputs and achievements of the CEO and President to against identified material issues in conducting their responsibilities during the reporting year. This enables the CEO and President to identify improvement opportunities to increase effectiveness and efficiency to member of the Board of Directors. CEO and President performance are evaluated based on nine key assessment criteria’s which such as, policy and strategy management and strategy implementation, financial performance, sustainability management, and personal attributes, etc., encompassing all requirements to good corporate governance. Furthermore, in alignment with BJC’s commitment to transition towards sustainability, BJC has also integrated sustainability considerations into the CEO and president’s performance assessment such as promoting environmental friendliness, including minimizing global warming, ensuring that sustainability considerations are included in all strategic decisions.

 

In addition, when assessing financial performance, indicators related to BJC's business performance, such as Return on Equity (ROE) and business growth are taken into account. ROE determines the CEO and president's efficiency in allocating shareholder capital to work and generating value for shareholders, as BJC holds the responsibility to all relevant stakeholders. Business growth rate are evaluated by comparing the annual growth rate to other peers in the retail industry from professional and reliable sources such as a research center or a financial institute, provides a benchmark for retail growth rate for the current period which BJC also uses through its comparisons.

 

BJC strives to be the market leader in order to obtain a sustainable return by creating a self-reinforcing cost advantage that competitors find difficult to replicate. When developing the company's long-term strategy, BJC takes into account the aforementioned metrics such as ROE, business growth rate, and etc. Additionally, the CEO and president will play a critical role in promoting the company's goal by driving an effective management ahead.

 

In 2022, the mean and median annual remuneration, including bonuses and fringe benefits, of employees in the core supply chains of the Company and its subsidiaries (i.e. packing supply chain, consumer supply chain, modern retail and its business partner group) range from Baht 230,300-427,700 per person whereby the CEO annual compensation is approximately 60-100 times higher. the mean and mediam annual remuneration has increasd from the previous years in accordance with better business performance of the company in the past year. ons forwards towards achieving the vision “to be a provider of integrated supply chain solution in the region, providing top quality products and services that are involved in the everyday life of people”, creating value for all stakeholders, while achieving long-term and sustainable organizational success.

 

To uphold a high operational standards, conducted in accordance with good corporate governance, business ethics and anti-corruptions principles, and to ensure that the accountability of the Board of Director's are aligned with that of shareholder's, BJC has established an evaluation process to measure and analyze the performance of the Chief Executive Officers (CEO) and President on an annual basis. This permits company Directors to review and evaluate the performance outputs and achievements of the CEO and President to against identified material issues in conducting their responsibilities during the reporting year. This enables the CEO and President to identify improvement opportunities to increase effectiveness and efficiency to member of the Board of Directors. CEO and President performance are evaluated based on nine key assessment criteria’s which such as, policy and strategy management and strategy implementation, financial performance, sustainability management, and personal attributes, etc., encompassing all requirements to good corporate governance. Furthermore, in alignment with BJC’s commitment to transition towards sustainability, BJC has also integrated sustainability considerations into the CEO and president’s performance assessment such as promoting environmental friendliness, including minimizing global warming, ensuring that sustainability considerations are included in all strategic decisions.

 

In addition, when assessing financial performance, indicators related to BJC's business performance, such as Return on Equity (ROE) and business growth are taken into account. ROE determines the CEO and president's efficiency in allocating shareholder capital to work and generating value for shareholders, as BJC holds the responsibility to all relevant stakeholders. Business growth rate are evaluated by comparing the annual growth rate to other peers in the retail industry from professional and reliable sources such as a research center or a financial institute, provides a benchmark for retail growth rate for the current period which BJC also uses through its comparisons.

 

BJC strives to be the market leader in order to obtain a sustainable return by creating a self-reinforcing cost advantage that competitors find difficult to replicate. When developing the company's long-term strategy, BJC takes into account the aforementioned metrics such as ROE, business growth rate, and etc. Additionally, the CEO and president will play a critical role in promoting the company's goal by driving an effective management ahead.

 

In 2022, the mean and median annual remuneration, including bonuses and fringe benefits, of employees in the core supply chains of the Company and its subsidiaries (i.e. packing supply chain, consumer supply chain, modern retail and its business partner group) range from Baht 230,300-427,700 per person whereby the CEO annual compensation is approximately 60-100 times higher. the mean and medium annual remuneration has increased from the previous years in accordance with better business performance of the company in the past year. 

 

Long-term Incentive

 

As an incentive and compensation for CEO, executive officers and employees of the company and/or relevant subsidiaries to motivate all employees to work to their fullest potential for the benefit of the company and shareholders, BJC offers and issues the warrants to purchase the ordinary shares of the Company (“Warrant”) under the BJC Employee Stock Option Scheme 2018 (BJC ESOP 2018 Scheme), which is still offered throughout 2022. The incentive also aims to retain executives who exhibited outstanding performance to continue working for the company in the long run to achieve the set business goals. Details of the ESOP 2018 Scheme is available in the Form One Report 56-1 2022, Part 2 Page 48/181 (PDF Page 230). In regards to CEO and other executive officers, they are also eligible to the ESOP, where by 2032, BJC requires CEO and top executives to hold stock ownership in the company of not less than 6 and 15 times respectively of their annual base salary. Furthermore, BJC also have a 5 year performance period applied to evaluate variable compensation (based on predefined targets, either relative or absolute), covered in executive compensation plan, while the CEO holds a 5 year time vesting period for variable compensations, incentivising them to drive operational growth accordingly. Finally, 0 percent of the CEO's short-term incentive are deferred in the form of shares or stock options. 

 

In 2022, CEO and other executive officers hold company shares as per following;

 

Position	Number of Shares	Multiple of base salary
CEO	27,000	Confidential
Executive officers	27,000	2.36

Remark: See BJC Form 56-1 (One Report) 2022, PDF page 219 

 

Moreover, BJC established the clawback policy as a guideline for directors, executives, and employees to perform their respective duties with responsibilities, prudence and honesty, in compliance with applicable laws, company regulations, and the resolutions of the board of directors and stakeholders. The clawback policy was established in conformance to the Public Limited Companies Act B.E. 2535 (1992), Section 85, and the Securities and Exchange Act B.E. 2551 (2008), Section 89/7, 89/18, 89/19 and 281/2.

 

The policy states that BJC holds the right to reclaim return which executives have received or reduce future returns in the event a director or executive is found to perform misconduct, caused damage to BJC, or cause benefits to themselves or to those involved.

 

In the event that an executive is fired, terminated or discharged with fault, BJC can reclaim any returns or benefits that have not been exercised. The clawback of an executive is subject to review and approval by the Management Board, unless the executive is a member of the Management Board, the Executive Board will be in charge of the review and approval.

 

Climate Related Management Incentives

 

In addition, to support BJC’s continued transition towards sustainability and to foster the corporatewide 1+5 Strategy, and Net Zero by 2050 target, BJC has integrated Climate-Related incentives as part of the KPI’s, which starts from the highest management level and are cascaded down to each relevant subsidiaries, departments, working teams, and individuals. Details are as follow,

 

Management Level		Type of Incentive		Incentivized KPIs		Details
Chief Executive Officer (CEO)		Monetary		Emissions reduction		BJC has established key performance indicator or achievement index (KPI) for CEO to manage sustainability by promoting environmental friendliness, including reducing direct and indirect Greenhouse Gas Emission (GHG), under the sustainability management and succession planning criteria.  This incentive drives BJC to achieve the corporatewide target to be Net Zero by 2050.
Executives Officers		Monetary		Emissions reduction		BJC had established key performance indicator or achievement index (KPI) for the management board member, and the president of business unit. The company has set KPIs for executives based on the nature of the business that executives oversee in order to set KPIs accordingly. For example, KPIs for senior executives in charge of the packaging business has a goal to reduce GHG Scope 1&2 per unit of product produced in order to reduce the carbon footprint product.
Manager		Monetary		Energy reduction		BJC had established key performance indicator or achievement index (KPI) for business unit managers to take responsibility for the performance that drove the reduction of energy consumption to lessen the impact of higher electricity bills in 2022, hence; reducing the cost of doing business and GHG scope 2 production

 

 

 

 

Code of Conduct

 

 

BJC established code of business conduct for executives, directors and all employees to understand the ethical standards that the company uses in its business operations as the company believes that the ethical guidelines are an important tool in enhancing the transparency of the company's operations. This will lead to confidence in investors or all relevant parties, including the better performance of executives, directors and employees. Key issue in the code of business conduct as follows:

 

- Conflicts of Interest	- Anti-Competitive Practice and Antitrust
- Anti-Corruption and Bribery	- Whistleblowing
- Human Rights, Equality and Discrimination	- Information Security& Cybersecurity
- Trading Security and Insider Trading	- Internal Control and Audit, and Accounting and Financial Report
- Responsibility to Stakeholders	- Employee Treatment
- Social Responsibility	- Safety, Occupational Health and Environment

 

Additionally, the code of conduct also extends to joint ventures. In 2022, the code of conduct covers 100% of joint ventures, 100% of joint ventures has provided written/digital acknowledgement of the code of conduct, and 100% of joint ventures has been provided with training of the code of conduct. 

 

Anti-corruption and Whistleblowing

 

As part of BJC’s commitment to conduct business under Good Corporate Governance practices, BJC developed a corporate-wide Anti-Corruption Policy, evidencing BJC's commitment to controlling and managing risks against all illegal activities such as corruption within the organization. The policy was developed in accordance with applicable policies, and the Thai Anti-corruption laws which is overseen by the group Human Resource Department and all Business units, requiring that all senior management, directors and employees, strictly adhere to the policy, which clearly states that employees shall not engage with any form of fraud or bribery, and follow protocols instructed regarding the actions of giving or accepting gifts and entertainment. Furthermore, the policy is governed by the legal and HR department, whom routinely consolidates data for further development. To ensure accurate compliance to the policy and business ethics, BJC provide all essential information and training to all employees, assessing employees understanding, with emphasis on new employees to ensure that they understand the significance of the policy as outlined. Moreover, BJC continues to communicate with business partners and relevant stakeholders to encourage and foster awareness regarding this issue, contributing to BJC’s intention to create a culture of integrity, absent from any forms of frauds and corruption, fostering a successful and sustainable growth of this business

 

To protect the privacy and confidentiality of whistleblower and reported information. Whistleblowers are protected in conformity with the Organic Act on Anti-Corruption 2018*, ensuring the complete and lawful protection of whistleblowers, which is adapted by BJC to develop appropriate internal process, as disclosed in the Anti-corruption and Bribery Policy, clause 4 of the Anti-Corruption and Bribery measures, ensuring complete protection of whistleblowers. In addition, access to reported information is strictly restricted to authorized individuals and departments, including relevant business unit heads and the centralized independent audit committee. Incident information is reported to the management for review and managed accordingly. Should the information be classified as a higher case, e.g., involved the management themselves, the incidents will be escalated to the centralized independent audit committee for process.

 

Appropriate disciplinary actions and training are implemented accordingly to prevent any reoccurrence of violations within BJC. In 2021, BJC initiated an investigation training workshop for all business unit executives, to improve working process and audit guidelines to prevent frauds, emphasizing on wholesale business-to-business (B2B). The Lost and Prevention (LP) department is responsible for conducting the workshop, providing knowledge sharing of various cases, communicated to each branch’s month, and conducts training twice a month. For cases that violate applicable laws, BJC will take necessary legal actions accordingly to discipline the individual, including termination of employment.

 

 

Breach Case

 

Breaches and violations against the Corporate-wide Code of Conduct are regarded as serious compromise against BJC business practice. For this reason, all breaches are treated promptly, in accordance with applicable laws, regulations and standards, which may result in corrective action plans in the form of disciplinary actions such as legal actions and termination of employment to discipline the individuals, and solve cases within the reporting year. Compliance with the Code of Conduct amongst employees are closely monitored by the Human Resource Department, while Loss and Prevention Department monitors compliance for the retail business. All employees are encouraged to actively report breaches and suspicious breaches of the Code of Conduct through the established channels, such as whistleblower, to the investigation team, which includes representatives from Human Resource, Group Audit Department, Legal, and relevant Head of Business Unit where incident occurred.

 

In 2022, subsequent to the restoration of normal business operations from the disruption caused by the COVID-19 pandemic over the past two years, BJC reevaluated the criteria of corruption and bribery cases to meet the updated market environment. In 2022, the reevaluation considers cases which meets the following criteria a corruption and bribery. 

- Cases caused internally, by BJC employees under BJC's control, which includes all BJC Big C employees, extending to all maids and security personnels, where BJC has operation control to remediate the cases accordingly. 

- Cases caused by employees whom have passed the probational employment period as set by BJC Big C Group. 

- Cases are considered as significant when incurred at least 5,000 baht of finanial damage, through a view that anything below 5,000 baht can be efficiently managed with existing corruption and bribery control mechanisms, and therefore no longer considered as significant. 

- Finally, BJC will only include cases which are fradulent in nature, such as theft, fraud, and embezzlements. In 2022, under these considerations, BJC's total corruption and bribery cases against the BJC's code of conduct can be broken down into the following categories, as follow.  

 

Total Number of Substantiated Breach against the Code of Conduct 2022

 

Reporting Areas	Number of Breaches in FY2022
Corruption or Bribery	134
Discrimination or Harassment	0
Customer Privacy Data	0
Conflicts of Interest	0
Money Laundering or Insider Trading	0

 

BJC remains committed to solving all breach of code of conduct promptly after identification. For this reason, as at 31st December, BJC do not have any legal actions pending or completed during the reporting period regarding anti-competitive behavior and violations of anti-trust and monopoly legislation in which the organization has been identified as a participant. Since 2018, BJC collected data of fraudulent and corruption incident through the Fraud Case Management System (FCS). The system is used to maintain details of fraudulent and corruption incidents on a centralized database, in a way that information can be easily utilized for investigating incidents as well as assessing historical background of potential candidates. The system records each case to an individual, then segregate the case as one of two types: “Prosecuted” or “No legal action required”. The number of reported cases is equal to the number of fraudulent persons. As evident from the table above, the total number of substantiated corruption & bribery cases at BJC has steadily decreased, evidencing the success of implemented corporate governance measures throughout the organization.

Beyond the continued utilization of the knowledge video, shared on the company website to foster an anti-corruption culture, enabling the identification, prevention, and report of corruption incidents by all employees and relevant stakeholders. BJC also initiated various appropriate disciplinary actions and training accordingly to safeguard future reoccurrence of violations cases within BJC listed below.

 

• Reduce the maximum amount of financial assets retained at each stores to minimize financial damage.
• Actively conduct training and knowledge sharing for all employees about fraudulent, theft and embezzlement activities and approaches utilized by scammers to increase awareness and identification, prior to falling victim.
• Foster and encourage a reporting culture to increase identification and reporting of potential corruption activities.
• Added a provision clause within the employment contract “is an employee violates the company policy, which resulted in damage, the employee must be responsible for such damage” to prevent and deter such actions by employees.
• Increase advertisement on message boards “Theft of goods will incur a fine of…..times as much as, and will be prosecuted according to the laws” in order to deter such actions by employees.
• Create an information board to communicate and create a campaign to educate people about the dangers of online gambling and its effects to themselves and their families, which may also result in their employment dismissal and prosecution
• Review and revise policy which governs use of mobile phone for cashiers, PC, and general staff, including terms of use, and term to carry such devices on the premises to minimize potential gambling channels.
• Emphasize the 10 iron rules to appropriate behavior and expectations to customer services for all cashiers to strictly comply with.
• The internal Management Information System (MIS) department developed a system to control and monitor users log into the POS system, linked to Time attendance system. The system requires employees to scan fingerprint for every entry and exit of the branch, preventing theft of other users’ identification.
• Develop a POS system which sends a notification to relevant managers in case of unusual sales transactions, or other specified unusual conditions, enabling a more accurate real time check.
• Conduct trains the trainer for security companies to educate and share knowledge to security personal, prior to employment at Big C. Reiterating measures to check the receiving-delivery point inspections of goods, documents used, signal pole points, areas behind cashier’s lane, CCTV, and camera control systems.

 

Finally, to ensure a corruption free operation throughout the value chain, BJC strives to uphold an anti-corruption culture with suppliers, emphasizing on critical suppliers, achieved through integration of anti-corruption commitment into supplier agreements, through annual supplier training (online and in-person) and through regular communications, ensuring the accuracy of compliance to the policy. In 2022, BJC assessed and trained 100% of all critical suppliers on their compliance with the anti-corruption policy, and found no breach of the supplier code of conduct from suppliers assessed. BJC also encourages all suppliers to develop and comply with their respective anti-corruption policy, to further enforce a corruption free operation.

 

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