BEST PRACTICES IN LANGUAGE SKILL DEVELOPMENT PROCESSES FOR PROFESSIONAL PURPOSES IN ENTERPRISES

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1 BEST PRACTICES IN LANGUAGE SKILL DEVELOPMENT PROCESSES FOR PROFESSIONAL PURPOSES IN ENTERPRISES FOR PUBLIC ADMINISTRATIONS, ENTERPRISES AND LANGUAGE SERVICE PROVIDERS

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3 BEST PRACTICES IN LANGUAGE SKILL DEVELOPMENT PROCESSES FOR PROFESSIONAL PURPOSES IN ENTERPRISES FOR PUBLIC ADMINISTRATIONS, ENTERPRISES AND LANGUAGE SERVICE PROVIDERS -3-

4 Edited, coordinated and elaborated by: SNE Servicio Navarro de Empleo (Employment Service of Navarre) CNAI - Centro Navarro de Autoaprendizaje de Idiomas (Autonomous Learning Language Centre of Navarre ) Date of production: February2009 Date of issue: March 2009 Desktop publishing by: Medinaestudio Legal Deposit No. NA-888 /

5 Table of Contents 1. Introduction Introduction Objectives of the study Contextualization Methodological description General trends in language skills development processes Directions for development Best Practices In-Depth Studies (only available in Spanish) Descripción del estudio Estudio pormenorizado Administración Estudio pormenorizado empresas Estudio pormenorizado proveedores Best Practices Case Studies (only available in Spanish) Descripción del estudio Estudio de caso Administración Estudio de caso empresas Estudio de caso proveedores Best Practices in language skill development processes Description of the study Best Practices Administration Best Practices Enterprises Best Practices Providers Bibliographic / Documentary References Indexes Index by Best Practice Index by Body Index by Code Annexes List of Participants Interview Guide for Case Studies Interview Guide for In-Depth Studies

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7 The following symbols have been used to help identify the different sections of this report regarding the different agents involved. Administration Enterprises Providers Best Practice sheet Best Practice case study Best Practice in-depth study -7-

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9 -9- Introduction

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11 1.1 Introduction The BPE Lingua report seeks to approach different success stories regarding in-company language skill development processes for professional purposes at European and world level. This work has been conducted within the framework of the Lingua Empresa Programme, a pilot programme implemented by the Employment Service of Navarre (hereinafter SNE ) aiming at encouraging change in the language training strategies of enterprises in Navarre to help improve the competitiveness of the region s economy Lingua Empresa Programme The Lingua Empresa Programme is a project conceived and led by SNE with an approximate implementing budget of EUR 5M that will run for a period of four years ( ). Lingua Empresa is being implemented in the Autonomous Community of Navarre, although it is intended to be transferable at national and international level. The objective of Lingua Empresa is to enhance the language skills of workers in Navarre to improve their professional performance, to reinforce competitiveness and to foster the internationalisation of enterprises by implementing a language skill development model for professional purposes that may be transferable to the training-for-employment subsystem. The aims of the programme are therefore in line with the objectives of further regional plans, such as the International Plan of Navarre ( Plan Internacional de Navarra, or PIN ) and the 3 rd Technological Plan of Navarre ( Tercer Plan Tecnológico de Navarra, or PTN ), as well as with those of recent papers on this theme, such as the European Commission s communication Multilingualism: an asset for Europe and a shared commitment (2008) and particularly Companies work better with languages from the Business Forum for Multilingualism (2008). likewise, As is stated in PIN (2008:7), lack of knowledge of foreign languages is one of the main barriers that any society willing to look abroad from a social, economic or cultural viewpoint needs to overcome; although much progress has been made by the society of Navarre in the development of foreign languages, and most especially English, skills, the future economic development of Navarre demands that further efforts be made. More specifically, the PIN states that nowadays, there are enterprises in Navarre that are not exporting their products, not because they are not competitive but because their directors face barriers that are difficult for them to overcome (PIN 2008:8). As Lingua Empresa has identified, and the plan has subsequently verified, one of the major barriers is the lack of language skills required to project the enterprise and its products onto an international scale. Foreign language skills need to be understood as an essential part of a community s knowledge which needs to be catered for if, as stated in the PTN (2008:25), a knowledge-based society is to be attained in line with the objectives of the European Union. In order to get professionals in Navarre to make advances in terms of knowledge of foreign languages, joint efforts need to be made to implement actions aimed to improve in-company language skill development processes. The Lingua Empresa Programme seeks to implement a new training model comprising the tools, methodologies, services and resources required to improve the language skills of workers, their professional performance and, consequently, to strengthen competitiveness and to foster the internationalisation of enterprises. These tools, methodologies, services and resources shall be made available to enterprises and professionals in order to secure a more effective and efficient training. For implementation purposes, Lingua Empresa has relied on the Common European Framework of Reference for Languages (CEFR) and on the European Language Portfolio (ELP), which propose methodological principles based on plurilingualism, pluriculturalism and on an autonomous, action- -11-

12 and task-oriented lifelong learning. Lingua Empresa is divided into 5 main areas of action: Area 1: Specialisation in in-company language skill development. Area 2: Stimulation of workers leadership regarding their language skills development pathway. Area 3: Specialisation of language trainers. Area 4: Strengthening competitiveness and encouraging specialisation in the sector of language training service providers. Area 5: Reinforcing language skill development from within the training-for-employment subsystem The study The study on Best Practices in in-company language skill development processes for professional purposes collects and analyses experiences and initiatives deemed most interesting at international level. Additionally, it proposes how to apply or transfer some of these experiences and initiatives to the context of Navarre. It needs to be highlighted that this study is a pioneering study in this field that shall prove most useful, on the grounds that not only is it a most valuable reference paper for the Lingua Empresa Programme, which is fuelled by it, but for any further programme in the field of language training in general and for language training with professional purposes in particular as well. The main value of this study lies in that it seeks to offer different recommendations to improve and implement actions and services in the field of in-company language skill development for professional purposes by presenting a selection and description of Best Practices and a series of case studies and in-depth studies of most relevant ones. These recommendations are addressed to the different agents involved in language skill development processes for professional purposes: the public administrations, applicant enterprises i.e. enterprises requesting language skill development services to strengthen their competitiveness and to foster their internationalisation, and language training service providers. Hence, Public Administrations will find here information on how to improve and foster in-company language skill development processes for professional purposes in their regions; enterprises will observe how to conduct language skill development initiatives for workers leading to an increased competitiveness and international profile of the company; and language service providers will obtain useful information to offer innovative and top-quality services ultimately meeting the demands of their clients. The study comprises a total of 76 Best Practices 69 from European countries (Spain, United Kingdom, the Netherlands, Germany, France, Switzerland and Belgium) and 7 from other countries (Canada, China and New Zealand). It should be stressed that this selection of Best Practices have been made by way of publications and web sites; the study is not to be construed as a thorough compilation of all existing Best Practices around the world but rather as a selection of Best Practices pursuant to certain specific criteria (see section 1.4.). These Best Practices have been subject to three different levels of study depending on their importance: some have been studied at an initial level to draw a basic data sheet; others have been analysed to draw case studies; the remaining Best Practices have been further analysed to produce in-depth studies. As it is later explained in the introduction to Chapter 2, the study comprises 76 sheets, plus 8 case studies and 4 in-depth studies. -12-

13 This report is structured in 6 chapters. The first one is an introductory chapter where the objectives, the context and the methodology used in the study are described. Chapter 2, entitled General Trends in Language Skill Development Processes offers an overview of identified trends in the field of language skill development at international level. Chapter 3 proposes a set of recommendations or development guidelines for the future based on the results of the study. Chapter 4 comprises a description of Best Practices that have been subject to a detailed analysis. Chapter 5 presents the Best Practices further analysed as case studies and, finally, Chapter 6 contains a summary of the remaining Best Practices, which have been studied in a more general manner. For identification purposes, a code has been assigned to each Best Practice. The code contains a set of letters to indicate the potential agent of the Best Practice and the type of analysis conducted according to its relevance for the study, and a set of numbers indicating its ranking. Codes work as follows: AAA: Top-ranking Best Practice subject to an in-depth and case study and whose potential agent is the Administration. AA: Best Practice subject to a case study and whose potential agent is the Administration. A: Best Practice subject to a general study and whose potential agent is the Administration. EEE: Top-ranking Best Practice subject to an in-depth and case study and whose potential agents are applicant enterprises. EE: Best Practice subject to a case study and whose potential agents are applicant enterprises. E: Best Practice subject to a general study and whose potential agents are applicant enterprises. PPP: Top-ranking Best Practice subject to an in-depth and case study and whose potential agents are language service providers. PP: Best Practice subject to a case study and whose potential agents are language service providers. P: Best Practice subject to a general study and whose potential agents are language service providers. The main objective of the study of Best Practices is to identify those practices that in our opinion are worth repeating in other places in Europe, and especially in the Autonomous Community of Navarre. This objective is part of the general objective of the Lingua Empresa Programme, i.e. to develop a language skill development model for professional purposes enhancing the language skills of workers in Navarre so as to improve their professional performance, reinforce competitiveness and foster the internationalisation of enterprises. This work therefore contributes to the objectives that Lingua Empresa, being a project led by the Administration of the Autonomous Community of Navarre, has set to meet the needs of the agent involved in language skill development processes for professional purposes: Offering enterprises an integral methodological model consisting of several tools allowing them to efficiently manage, plan and assess skill development processes. Helping providers plan a supply of language skill development services based on the Common European Framework of Reference for Languages (hereinafter, CEFR), introduce innovative management techniques, integrate Information and Communication Technologies (hereinafter, ICTs) and create specific cooperation and meeting points for providers. -13-

14 1.2 Objectives of the study Promoting further professional training actions for trainers and teaching support resources. It is worth mentioning here that the objectives of the Lingua Empresa Programme are in line with those of the 3 rd Technological Plan of Navarre (PTN 2008) and in the International Plan of Navarre (PIN 2008) for the coming years. We therefore believe that among others, one of the objectives of the study is to contribute to the progress of Navarre as laid down in both plans. The objectives are as follows: Training and raising the awareness of the region s society so that it may as a whole exploit the opportunities for personal and professional development in a global environment, and helping the enterprises of Navarre to compete in a globalised world (PIN 2008: 5). Supporting enterprises in the development of their international dimension, as a means not only to guarantee their survival, but also to maintain employment rates, to guarantee economic growth and, ultimately, to secure improve welfare standards for society as a whole (PIN, 8). Giving the region a competitive edge based on knowledge (PTN 2008: 17) and making Navarre a knowledge-based society (PTN 2008: 25). Favouring competitiveness in a global environment by promoting permanent innovation (PTN 2008: 17) and promoting a business culture where innovation is incorporated into the strategic planning of enterprises (PTN 2008: 25). Therefore, keeping in mind the general objective of the Lingua Empresa Programme i.e. to foster in-company language skill development for professional purposes in Navarre, these Best Practices studied here are intended to be applied to our context to a greater or lesser extent and to contribute to an increased internationalisation and globalisation of regional enterprises. The Best Practices contained in this study are initiatives related to language skill development for professional purposes deemed advisable in terms of their quality, interest, viability and effectiveness. To better understand their background, it needs to be mentioned here that they have been selected due to their relation with the scope of the Lingua Empresa Programme i.e. in-company language skill development for professional purposes or, in other words, an activity that is originated by the demands of the company and that seeks to foster the language skills of workers in order to improve their professional performance and consequently to strengthen the competitiveness and to encourage the internationalisation of enterprises. Using this framework as a point of departure, the Best Practices studied here have been defined in terms of two crucial aspects: their potential agents, i.e. the entities and bodies who are advised to apply these practices, and the areas that language skill development processes for employment belong to. Potential agents of these Best Practices are: Administration: the Public Administration will be a potential agent for Best Practices falling within the scope of government initiatives and active policies, such as the use of tax incentives, subsidies, language skill development programmes (analogous to Lingua Empresa or not) to improve language skill development processes for professional purposes, as well as accreditation models and sources of financing for analogous projects. Enterprises: enterprises interested in language services will be the potential agents of Best Practices focusing on the following aspects: assessing the language needs of enterprises, the use of referential frameworks as occupational standards, language policies seeking to streamline language skill development processes, skills development policies, implementation plans of the Common European Framework of Reference for Languages (hereinafter, CEFR), as well as evaluation, motivation and business accreditation plans. Further Best Practices, such as assessing the language skills -14-

15 1.3 Contextualization of workers by way of incentive policies, may also involve enterprises as potential agents. Providers: language service providers will be the potential agents of business or management Best Practices (such as clusters, franchises, etc.) likely to be applied in their sector of activity. Likewise, practices such as training plans for trainers and incentive policies contributing to an improved provision of services by trainers and to a higher quality of the sector will be most recommendable practices for providers. Other practices, such as designing techniques and methods for assessment and diagnosis purposes, curricula, language skill descriptors, materials and resources based or not based on the CEFR or PEL, or an efficient use of ICTs, are also considered advisable for these potential agents. Additionally, it has been observed that the areas that these Best Practices belong to are namely seven: 1. Language policies: This area includes Best Practices focusing on strategic decision-making by bodies and entities regarding language skill development processes. 2. Business and management aspects: This area includes Best Practices regarding human resources management and economic management. 3. Implementation plans: This area includes Best Practices regarding actions resulting from different language policies. 4. Diagnosis: This area includes Best Practices regarding the definition and identification of language skill needs in enterprises. 5. Standards: This area includes Best Practices regarding the description of language skills required for an improved professional performance. 6. Accreditation: This area includes Best Practices focusing on officially recognised reference models for accrediting language skills for professional purposes. 7. Training of trainers: This area includes Best Practices regarding the training of trainers with the purpose of improving their skills and adapting them to the specific needs of language skill development for professional purposes. -15-

16 This study of Best Practices has comprised seven stages as shown in the following diagram: 1. Drawing up a conceptual map of language skill development processes 2. Documenting BPs - describing BPs in BP Data Sheets 3. Assessing BPs by members of Consortium - meetings with representatives from SNE, CEIN and CNAI - first filter by agents 4. Selection of BPs by CNAI 5. Assessment Session of Best Practices by experts - assessment by Consortium Groups - technical assessments - experts session to select most interesting BPs 6. Case Study Analysis - telephone interviews with centres 6. In-depth study of Best Practices ready for - visits to centres - supplementary documentation Source: own research -16-

17 1.4 Methodological description 1. Drawing up a conceptual map of language skill development processes To start with, a conceptual map was elaborated of in-company language skill development processes for professional purposes. The map included all the active agents as well as the areas and sub-areas under study and was the point of departure for finding Best Practices. Administrations Active policies Government policies Standards Accreditation Business issues Initial training In-service training Training of trainers Incentive policies Adaptation to CEFR & ELP Resources & Materials Diagnosis CEFR (autonomous / lifelong learning, etc. Methodologies Curriculum - Descriptors ICTs Evaluation Trainers Training process Providers In-house Language Skills Development Process Enterprises Diagnosis Language policies T r a i n i n g policies Trainees Implementation plans Incentive policies Assessment policies Autonomy CEFR & PEL Lifelong learning Pluricultural skills Motivation plans Evaluation plans Inter-company accreditation Source: own research -17-

18 2. Documenting Best Practices Using the areas and sub-areas defined in the conceptual map, a search was launched to find Best Practices on the Internet. A total of 76 practices were collected and analysed in terms of their being interesting for the purposes of the Lingua Empresa Programme. These Best Practices were further documented using alternative sources such as specialised publications from the Council of Europe and other bodies. Each Best Practice was recorded in a database comprising all key data for the study (body, potential agent, area and sub-area, summary, strengths and weaknesses, key words, etc.). The model form for collecting the data is included in Chapter Assessing Best Practices with representatives from potential agents After documenting the Best Practices, representatives from each group of agents were contacted to filter the 76 Best Practices recorded in the database. Since Best Practices had already been classified according to the potential agents to whom they were recommended, representatives from each group of agents were given a list of Best Practices whose potential agents matched their profile. This allowed to get people being sufficiently aware of the context of applicability of the practices to make the first selection. The SNE (two representatives), as public administration body, was the group in charge of conducting the first selection process of Best Practices whose application would fall within the scope of Administration bodies; two representatives from the Business Innovation Centre of Navarre (hereinafter, CEIN), as business organization, was in charge of filtering Best Practices whose potential agents were enterprises interested in language services; and finally, one representative from the Language Self-Learning Centre of Navarre (hereinafter, CNAI), as language consultant experienced in language training, was in charge of selecting Best Practices addressed to both providers and trainers. The resulting selection of Best Practices led to a smaller set of practices we called ranking by agents. To achieve this ranking by agents the following steps were taken: classification by agents, meeting with representatives from each agent group to assess pertinent Best Practices, quantification of numeric values assigned to each practice by each representative, and elaboration of the ranking. The numeric value assigned to each practice was rated using a 1-10 scale, based on two indicators: interest and viability. The interest or impact indictor was used to rate the level of usefulness and the eventual benefits of the practice for Navarre. The viability indicator allowed to assess the extent to which the Best Practice is deemed viable or feasible in the context of Navarre. The practices listed in the final ranking by agents were assigned a minimum interest value of 8 points and a minimum viability value of 5 points. (i) Ranking by Administration Regional Language Network Language skills resources website (Solvit) Directory of language consultancy firms Consolidated catalogue of services and resources Language-specific description of professional profiles (OLA) Professional Profile Language Descriptors Website Profession-specific language evaluation and accreditation (CELBAN) National Centre for Languages (CILT) Language management quality certificate (Bikain) -18-

19 ii) Ranking by Applicant Enterprises International Communication Planning Checklist to Measure Effectiveness and Return on Investment Standard Reference Framework (EME) for an enhanced linguistic situation of enterprises Language technologies Encouraging the international mobility of staff Continuous assessment of language abilities Target language in specific professional contexts Integration of language policies into the company s HR policy (iii) Ranking by Service Providers Professional conversation Language skills assessment tool (Dialang) Vocational training digital Portfolio Practical meeting Training Materials Site on CEFT (CEFTrain) Design of intercultural coursework Competitive commercial provision of services Language audit services 4. Assessment Session of Best Practices by experts The 25 Best Practices screened in the first stage were subject to an assessment session by experts. In addition to the members of the Lingua Empresa consortium (SNE, CEIN and CNAI), the session was attended by external experts a HR manager from an enterprise, acting as representative of applicant enterprises, and the director of a language services firm, acting as representative of language services providers. Hence the full list of participants to the session was as follows: two members of SNE, two members of CEIN, a technical assistant of Lingua Empresa, two members of CNAI and two external experts the two members of CNAI acting as moderators of the session. The methodology used for assessment purposes was the same as that used to elaborate the ranking by agents. Best Practices were rated by experts using numeric values and this led to a new ranking which included three further Best Practices that participants decided should be looked at more closely, the new ranking thus amounting to 12 Best Practices: Profession-specific language evaluation and accreditation (CELBAN) Language-specific description of professional profiles (OLA) (Regional Language Network National Centre for Languages (CILT) Encouraging the international mobility of staff(training Bridge) Standard Reference Framework (EME) for an enhanced linguistic situation of enterprises Practical meeting -19-

20 Language management quality certificate (Bikain) Design of intercultural coursework The Language Industry Association (AILIA) Language Skills Resources Website (Solvit) Business Forum for Multilingualism Since the purpose of the second ranking was to pave the way for case studies, it needs to be mentioned here that some Best Practices with a high interest and viability rate were excluded on the grounds that no further study needed to be made for there was already enough information available on them for the purposes of the study: Directory of language consultancy firms Consolidated catalogue of services and resources Professional Profile Language Descriptors Website Language technologies Integration of language policies into the company s HR policy Professional conversation Training Materials Site on CEFT (CEFTrain) Vocational training digital Portfolio Language skills assessment tool (Dialang) Competitive commercial provision of services 5. Case study analysis The set of 12 Best Practices resulting from the assessment session by experts were further studied by holding interviews with either the bodies or centres that had devised them or with those bodies or centres that actually applied them or were using them with a reasonable level of success. Interviews were therefore designed to conduct the case studies of these Best Practices, including a SWOT-type analysis (Strengths, Weaknesses, Opportunities, and Threats). the information obtained from the case studies After analysing, guides were then elaborated to transfer the Best Practices to the Autonomous Community of Navarre. These guides comprise a set of recommendations for the eventual application in the context of Navarre of the Best Practices analysed in the case studies (see sections The Do s of applying a Best Practice and The Don ts of applying a Best Practice in Chapters 4 and 5). On the basis of the transfer guides it was decided which of these practices could be implemented in the short term and which ones in the long term. The Best Practices to be implemented in Navarre was agreed by a group of experts who held several meetings for this purpose. A further choice of Best Practices to be implemented in the short term was drawn and these practices were ultimately subject to an in-depth study. 6. In-depth study of Best Practices ready for short-term implementation The transfer guides helped identify which practices could be implemented in Navarre in the short, medium or long term. During this stage work has focused on 4 practices likely to be implemented in the short term in Navarre. -20-

21 The following actions have been conducted for the in-depth study of the final set of Best Practices: Study visits: to observe in situ how the Best Practice is applied (in the case of most relevant Best Practices). b) In-depth telephone interviews: to collect useful information to apply the Best Practice in the context of Navarre (in those cases where the study visit was not an option). This description of the qualitative methodology used to complete the study mainly seeks to show how the process for identifying and analysing Best Practices worth implementing in Navarre has taken place. -21-

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23 General trends in language skills development processes -23-

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25 2. General trends in language training 2.1 General This study of in-company language skills development processes for professional purposes has allowed to check, as stated in Chapters 4, 5 and 6, that a series of initiatives and measures are being conducted and taken in different countries, both inside and outside the EU, with the purpose of improving the situation of enterprises and workers as regards knowledge of languages. The study has resulted in the identification of a set of Best Practices whose implementation is deemed advisable for the Administration, applicant enterprises and language services providers in Navarre in order to meet the needs of our region as regards language skills in enterprises. First of all, some Best Practices have arisen from the interest of Public Administrations to help make improvements in this field as part of an internationalisation strategy seeking to enhance the competitiveness of enterprises from their region. The Best Practices in the section on Administration attest to the commitment of many government bodies and organizations regarding language skills in the business sector and to the support they are providing enterprises for this purpose. These Best Practices are in line with the objectives set in the Lingua Empresa Programme led by the Employment Service of Navarre and, what is more, they are also in line with the guidelines of the Council of Europe, who recently revealed its belief that multilingualism and prosperity go hand in hand. As stated in the communication Multilingualism: an asset for Europe and a shared commitment : Multilingual companies prove how linguistic diversity and investing in language and intercultural skills can be turned into a real asset for prosperity and a benefit for all. Some European languages are widely spoken. (2008:8) Secondly, some of the Best Practices identified in the study are being led by enterprises with the purpose of enhancing their competitiveness and international dimension, aiming at solving problems and at meeting the needs identified as regards language skill development as well at promoting new policies and actions for improvement. The Best Practices in the section on Applicant enterprises prove how the business sector is becoming aware of the importance of language skills of workers in today s world. As stated by the EC s Business Forum for Multilingualism (hereinafter, FEM) in its paper entitled Companies work better with languages (2008: 6), it is necessary that language strategies are endorsed at the highest management level in companies. Recognising the importance of elaborating a language strategy by enterprises is the first step, as recently stated by the European Commissioner for Multilingualism (Orban 2009:4), that may contribute to the European strategy for growth and to building a more successful society by making investments in its main resource: human capital. Thirdly, a set of Best Practices have been collected in the study regarding the sector of language services providers. These practices are an example of how interested this sector is in providing quality services that meet the needs of companies and workers requesting them. The Best Practices in the section on Providers are initiatives aiming at improving the competitiveness of the sector by means of providing quality language services to enterprises and by offering new business lines. The main conclusion yielded by this study (see Chapters 4, 5 and 6) is that, for languages skills development processes to succeed, language skills need to be approached as the base knowledge upon which to build the region s competitiveness, as the added value that the economy needs to care for if it wants and needs to evolve. The coming pages present in more detail the trends observed in the Best Practices covered by the study. These trends are used in the next chapter to map the road for the Administration, enterprises and providers in Navarre to meet the language skills needs of the business sector in our region. -25-

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