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'USTAV(UMBERT

President & CEO


!LAN-ULALLY
President & CEO
Commercial Airplanes
!LEXANDERTER+UILE
Secretary General CANSO
2OBERT*!ARONSON
Director General
3TUART-ATTHEWS
President & CEO
#APT$ENNIS$OLAN
President
'IOVANNI"ISIGNANI
Director General & CEO
Prelace: A Global Strategy lor Aviation Salety 2
The Need lor a Global Aviation Salety Poadmap 2

Goals and Objectives 3

Stakeholders 3
Metrics 4
Pisk Measurement 5
Global Aviation Salety Poadmap (Centrelold) 6
The Pegional Dimension 8
Enablers lor Success 9
Focus Areas 10
Communications 10
Next Steps 11
Pecommendation 11
List ol Acronyms 12
Global Aviation Salety Poadmap (Poster) Appendix A
#/.4%.43
!)-!REDUCTIONOF
THEGLOBALACCIDENTRISK
INCOMMERCIALAVIATION
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Leadership in salety requires an understanding
ol the situation, an acceptance ol responsibility,
a commitment to action and clear strategies and
targets. For Governments and States, salety
leadership must involve taking the issue lrom the
margins to the mainstream to help guide policy
and action. For industry, it must reach beyond
the design and technology and penetrate
the management and culture ol aviation. The
attainment ol a sale system is the highest priority
in aviation. The moral imperative lor action to
reduce the accident rate still lurther is sell-
evident, the operational benelit is immense, and
the business case highly compelling.
ltimately, however, the acceptable or tolerable
accident rate is determined by the perception
ol salety needs by society and the international
community. Acceptable salety risk is related to
the trust attributed to the aviation salety system,
which is undermined every time an accident
occurs. Therelore, the challenge is to drive an
already low accident rate even lower. To achieve
the next major breakthrough in that rate, there is a
need to move beyond the traditional government/
industry model, with its adversarial role-playing
ol regulator versus the regulated. An action plan
ol global dimension is required, one that clearly
identilies the roles played by the regulatory
and industry elements, while emphasising their
complementary nature. The plan should also
enable global leadership and coordination that is
currently lacking in aviation salety.
The lndustry Salety Strategy Group (lSSG),
inspired by the lnternational Civil Aviation
Organisation (lCAO) at the Seventh Air Navigation
Commission (ANC) lndustry Meeting (May 2005),
was lormed to address this need. lCAO called
upon those industry partners who were in a position
to do so to work together to develop a common
roadmap lor aviation salety. This Global Aviation
Salety Poadmap Part 1 - A Strategic Action Plan
lor Future Aviation Salety, has been developed by
the lSSG under the coordination ol lATA with the
participation ol Airbus, Boeing, Airports Council
lnternational (ACl), Civil Air Navigation Services
Organisation (CANSO), lnternational Federation
ol Air Line Pilots' Associations (lFALPA) and Flight
Salety Foundation (FSF).
The Poadmap seeks to attain salety benelits
in the near to medium-term through a phased
approach. lt is a high level, conceptual analysis
using "broad strokes", which invites early
involvement by lCAO to help pave the way
lor a Part 2 document that will locus on more
specilic action. All this is aimed at achieving a
partnership that will result in a reduction ol the
global accident risk in commercial aviation.
The aviation industry currently adopts a somewhat
reactive approach to managing salety. Ellort
olten appears to be inconsistently applied and
uncoordinated. The Global Aviation Salety Poadmap
(herealter relerred to as "the Poadmap") is an
action plan lor the luture ol the aviation industry that
adopts a proactive, rather than reactive, approach
to managing salety. The Poadmap lound both in the
centrelold and at Appendix A, provides a means
to ensure that salety initiatives throughout the world
deliver improved salety by the coordination ol ellort,
thus reducing inconsistency and duplication. The
Poadmap should incorporate a process to analyse
risks so as to best prioritise initiatives.
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4HE.EEDFORA'LOBAL
!VIATION3AFETY2OADMAP
!'LOBAL3TRATEGY
FOR!VIATION3AFETY
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The primary objective ol the Poadmap is to
provide a common lrame ol relerence lor all
stakeholders, including States, Pegulators, airline
operators, airports, aircralt manulacturers, pilot
associations, salety organisations and air trallic
service providers. The Poadmap will coordinate
and guide salety policies and initiatives globally,
thus reducing the accident risk lor commercial
aviation. Such a lrame ol relerence is critically
important to ensure oversight ol the progress
towards aviation salety standards, avoiding
both duplication ol ellort and uncoordinated
strategies. lt is an action plan lor a proactive
luture lor world air transport salety.
The Poadmap is based upon high-level principles
that have been accepted by industry as vital to
the enhancement ol salety levels within global
commercial aviation. lt was not developed to
replace data-driven regional initiatives such as
the nited States Commercial Aviation Salety
Team (CAST), Europe's 1SSl (1AA 1oint Salety
Strategy lnitiative) or the Pan-American Aviation
Salety Team lnitiative (PAAST). Pather, it is
intended to build on these immensely valuable
programmes, highlighting key areas that
governments and industry must act on. Above
all, it must tackle those areas that currently are
not ellectively addressed. Therelore, the
Poadmap requires the acceptance and
commitment ol both governments and industry
to be ellective. ln addition, the Poadmap requires
ongoing leadership, oversight and assessment
ol its implementation and subsequent ellects. lt
is intended to be a living document, subject to
periodic review and revision.
The Poadmap aims to assist with the
implementation ol harmonised, consistent
and coherent salety oversight regulations and
processes, which properly rellect the global
nature ol modern air transportation. lt highlights
the need lor State commitment to provide truly
independent, adequately lunded and ellective
civil aviation regulators. Moreover, the Poadmap
looks to structured programmes, which are
ellectively implemented in an "open reporting"
environment and a "just culture" lor the systematic
collection, analysis and dissemination ol salety
reports and inlormation that will be used solely
lor the prevention ol accidents.
This strategic salety initiative is intended to add
impetus to an already improving state ol aviation
salety. lt identilies a continuum along which
progress can be measured. The Poadmap
recognises that there will always be reactive
elements in salety management but emphasizes
near and mid-term mileposts against which
stakeholders must plan lor the luture and gauge
their progress.
At this stage, the Poadmap is not designed
to provide detailed guidance to achieve the
desired endpoints. Depending upon specilic
developments and circumstances, there may
be multiple routes to gain the same objective.
The importance and utility ol the Poadmap is
to ensure that stakeholders' collective ellorts
converge upon common objectives. lt is a
map, and does not provide detailed directions.
lndustry stakeholders, together with lCAO, must
develop those separately, as appropriate.
The chiel stakeholders in the civil aviation sector
are States, lCAO, airlines/operators, airports,
air navigation service providers, aircralt and
equipment manulacturers, maintenance and
repair organisations, regional organisations,
international organisations, and industry
representatives. Fundamental lor the success
ol a Poadmap lor salety is to ensure the
commitment ol all stakeholders in the aviation
sector to improving salety. This should be the
starting point ol the journey.
'OALSAND/BJECTIVES
3TAKEHOLDERS
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This Poadmap is about the continuous
improvement ol our aviation salety system.
lnlormation derived lrom accurate data is the
basis lor improvement ol any system. Without
such inlormation, ellective progress is stymied.
Development ol a comprehensive data collection
and analysis programme that involves all system
stakeholders is critical. To ensure the availability
ol accurate inlormation, the data gathering
system must be threat-lree to the data supplier.
Protection ol the sources ol salety-related
inlormation must be guaranteed lor an ellective
collection system, and such inlormation must not
be used in a criminal prosecution. This does not
preclude the use ol salety-related inlormation
gathered lrom other sources being used in a
judicial proceeding.
Data are available lrom numerous sources within
the aviation community. To be uselul the data
must be translormed into inlormation that can
be used by system managers to make inlormed
decisions. lt is critical that data be collected
based upon a systematic plan that has a well
thought out objective. Data collected in other
ways will increase liabilities ol the collection
agencies and will not enhance aviation salety.
The salety plan must provide lor appropriate
use ol salety inlormation at the local, State
and regional level. Additionally, inlormation
acquired lrom dillerent parts ol the world must
be analysed to glean best practices lor potential
local adoption to mitigate potential hazards.
The Poadmap describes specilic steps and
milestones that must be coordinated by industry
and lCAO to achieve this level ol international
salety metrics.
Data permits the continuous monitoring ol the
salety status ol the system. The Poadmap will
deline the metrics-establishment programme
recommended to the stakeholders, both to
identily current status and show progress in salety
programme implementation. To be ellective,
metrics must be collectable and measurable,
and must rellect the current situation accurately.
Metrics must be established to measure the
level ol implementation and ellectiveness ol
improvement projects. They must also be able
to identily changing and emerging risks in the
system.
As a starting point, it is necessary to understand
the status ol the States with respect to compliance
with international standards. Pesults ol the
niversal Salety Oversight Audit Programme
(SOAP) audits (or other equivalent means
ol assessment), and progress in correcting
discrepancies are baseline metrics. Progress in
implementing salety management principles and
processes can be measured in a number ol ways,
including collecting such metrics as the status ol
lATA lOSA audits at operators, and other similar
mechanisms.
All salety improvement programmes must be
based on data and lollow a "Plan, Do, Check, Act"
cycle, which is outlined in the Poadmap. Once data
illustrates the need lor action, the plan ol action is
developed. The plan is then implemented and the
progress to the plan is measured. Ellectiveness ol
the plan must be measured, and the plan revised
il the desired results have not been achieved. This
continuing cycle ol analysis, identilication, action,
measurement and revision is a core leature ol any
salety improvement programme and will be lully
outlined in the Poadmap.
-ETRICS
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Salety is essentially a perlormance expectation.
For the Poadmap to lead to a reduction ol the
global accident risk in commercial aviation,
it is important to develop it in such a way that
perlormance can be measured and used to track
the delinable reduction in risk expected in the
near and mid-term.
The aircralt lleets which lCAO would like the
Poadmap to address consist ol 1et and Turboprop
aircralt with take-oll weights ol greater than 5?00
kg, embracing Western and Eastern-built lleets.
As part ol the implementation ol the Poadmap,
metrics should be developed to help measure
the risk reduction in these lleets.

To measure its perlormance in salety the industry
has typically locused on accident rates expressed
in various ways, such as accidents or hull losses
per million sectors or llight hours. The latal
accident rate has become the most compelling
metric, but when applied regionally this metric
is volatile, emotive in its application and is not
particularly helplul.
Currently the most prominent salety programmes
ol the world tend to be reactive in nature. They
point to general threats in aviation, including those
associated with regions having high accident
rates, those involving cargo lleets, or those
targeting particular accident categories, such as
approach and landing, loss ol control, runway
incursion, turbulence-related and ramp accidents
and incidents. lt is essential lor the Poadmap to
take these salety programmes and their measuring
systems into account and build on their experience.
Most importantly, the Poadmap must call lor salety
intelligence already gained by those programmes
to be shared between State and industry, lully
optimising existing mechanisms and governance
structures. lt must aim lor the maximum return in
terms ol intervention strategies and locus, and
above all, drill lor the gems that will help to prevent
similar accidents lrom recurring.

Analysis ol accidents, though valuable, is taking
the lorensic (historical) view. Today, proactive
programmes such lATA's Salety Trend Evaluation
Analysis and Data Exchange System (STEADES)
take a more prognostic (predictive) approach to
threat assessment and risk measurement through
the use ol incident and "normal event" llight data
analysis/FOOA data programmes. Moreover,
the salety intelligence that yields lrom proactive
auditing programmes such as SOAP and the
lATA Operational Salety Audit (lOSA) must also
be shared between stakeholders in an endeavour
to become more diagnostic on a global scale.
There are numerous other salety data sources
around the world, all with the potential to be
integrated in a global system lor determining risk
more proactively.
The Poadmap should look to these sources in an
ellort to develop the capability ol establishing data/
inlormation analysis and sharing programmes that
enable more ellective ways ol measuring salety
levels and determining risk. Most importantly, the
industry must develop analytic resources that will
enable more ellective intervention in accident
prevention to be achieved. Further beyond the
medium-term horizon, this global analysis capability
should identily changing and emerging risks such
as those that may arise lrom changes in aviation
systems and even demographics.
2ISK-EASUREMENT
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Because the aviation system is complex, all parts
ol the industry must work together. Experience has
shown that the most successlul aviation salety
initiatives have resulted lrom industry, Pegulators,
manulacturers and other involved organisations
working together to address common salety
issues.
There is no better example ol this than the North
American CAST programme, which was lormed in
199? to bring all the players, including Pegulators,
to the table in response to the challenge lrom the
Gore Commission in the nited Sates to reduce
the latal accident rate by 80% by 200?. This
regional plan projects a ?3% latality risk reduction
by 200? through a programme ol prioritised salety
enhancements. ll a business case lor salety is
necessary, the CAST programme case is quite
compelling. The cost breakdown ol the current
.S. accident rate amounts to S?6 lor every llight.
lmplementation ol the enhancements will reduce
these costs by S56 per llight, resulting in a savings
ol approximately S620 million every year.
ln Europe, the 1oint Airworthiness Authorities (1AA)
is sponsoring the 1AA Salety Strategy lnitiative
(1SSl). 1AA's Future Aviation Salety Team (FAST)
is analysing luture hazards based on studying
areas ol change in the industry, particularly in
relation to technology. The FAST initiative has
developed action plans lor salety improvements,
some ol which are now being implemented by the
European Aviation Salety Agency (EASA). The
CAST and 1SSl/FAST programmes are already
highly integrated and playing a leading role globally
in aviation salety.
The Pan American Aviation Salety Team (PAAST)
comprises aviation organisations represented
in the region, including government, airlines,
lCAO and lATA Pegional ollices and related
organisations. PAAST has established action team
leaders who understand the local conditions, legal
systems, culture, etc., to work on the various salety
enhancements in their local regions.
Similarly structured to PAAST, the Alrican Salety
Enhancement Team (ASET) has been driving
hard to improve the accident rate in the region.
Alrica is urgently in need ol a salety roadmap lor
the near and medium-term. To this end, lATA and
lCAO have already met to determine locus areas,
primarily in the realms ol ATC and aerodrome
inlrastructure salety. However, salety regulation
and oversight are also very high priorities in this
regional programme. lt is expected that this
lCAO/lATA work would combine with the Global
Aviation Salety Poadmap activity.
The Poadmap should also endeavour to reinlorce
the work ol the Cooperative Development ol
Operational Salety and Continuing Airworthiness
(COSCAP). Sponsored under the lCAO
Technical Cooperation Programme, COSCAPs
are established in South Asia, Southeast Asia,
and North Asia, all ol which have established
salety teams and locused on CAST-like salety
enhancements. ln addition, COSCAPS have
been lormed in Commonwealth ol lndependent
States (ClS), Latin America, West Alrica,
Central Alrica, Southern Alrica, and the Banjul
Accord Group (BAG).
With the regional salety teams and COSCAP
activity in mind, the Poadmap must proceed
with caution in advocating more sophisticated
salety initiatives which may detract lrom some
ol the basic obligations ol States to correct
inlrastructure and other deliciencies already
identilied.
The message coming lrom the regional
programmes described above is that locused
action combined with the introduction ol new
capabilities can lead to signilicant reduction in
the accident rate.
4HE2EGIONAL$IMENSION
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The Poadmap would therelore need to rellect
measures already in progress. ln applying a data-
driven approach to the regions it is important
not to lose sight ol those salety concerns
already on the horizon, such as the issue ol
llags ol convenience. The regional perspective
on salety is likely to be dillerent lrom region to
region, and even lrom country to country within
those regions. There is likely to be a need to
break the strategies down into sub-regions or
even individual countries. Most importantly, the
Poadmap should not just locus on past records
but also luture risk and growth in the regions.

The development ol this Poadmap takes into
account the conditions and lorces known as
enablers that must exist and be utilised to
improve salety management. Enablers can serve
as roadblock removers or system accelerators
that can hasten progress. Therelore, successlul
implementation ol the Poadmap will depend
upon recognising and lostering the enablers that
are critical lor getting various regional groups
to adopt proactive salety measures. Some
enablers are universal in nature, while others are
more tailored to the needs ol a particular region
or stakeholder. nderstanding how to leverage
and coordinate these enablers ellectively will
be one ol the lirst tasks in constructing a more
detailed Poadmap that delines various routes
lor achieving objectives in dillerent regions.
The Poadmap identilies these enablers and
describes the prelerred timing or conditions lor
deploying those that are needed.
Some enablers are universal, but their level ol
maturity varies considerably among dillerent
regions, particularly where the salety challenge
is the greatest. Such enablers also apply to
dillerent aviation domains. For instance, having
a basic aviation law that establishes a national
aviation authority is a lundamental enabler that
applies to the legal and governance domain.
A corollary universal enabler is having societal
expectations that demand an honest, transparent
authority that establishes and oversees salety
regulations based on international standards.
Similarly, learning salety lessons lrom salety-
related accidents and incidents requires a
legal basis that enables independent, impartial
accident and incident investigations and
protects salety data lrom use in prosecutions.
Other universal enablers describe lactors that
are equally important lor assuring a sale aviation
system, but which may depend upon industry
stakeholders lor their existence. Such enablers
would include an airworthy lleet, a competent
and skilled technical worklorce, a reliable air
trallic management system, and a sound and
dependable aviation inlrastructure.
All these enablers are major lactors that must
be considered in the Poadmap. Due to their
scope and complexity, some may present a
greater challenge lor the industry than others
that are more limited in scope and therelore
more tractable. Examples ol tangible enablers
include understanding salety as a key element
ol a successlul business plan, delining targeted
salety enhancements that can be accomplished
through specilic training or technology, and the
development ol key regional salety advocates or
mentors with unique local knowledge needed
to implement best industry salety practices.
ltimately, the key enabler on a global scale is
the commitment ol States to achieving worldwide
consistency in the application and enlorcement
ol international standards ol salety regulation.
By delining various levels ol enablers and
identilying appropriate opportunities lor their
promotion, the Poadmap can make a signilicant
contribution in guiding stakeholders toward
ellective coordinated ellorts throughout the
world. The Poadmap can pinpoint where explicitly
sharing expertise and promoting international
salety management system principles could
yield major progress toward salety improvement
goals in developing regions.
%NABLERS&OR3UCCESS
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ln developing this Poadmap, the key locus areas
have been identilied that should be addressed
by stakeholders lor successlul implementation
ol the plan. Stakeholders have been divided into
three basic groups: States, industry and regions,
with locus areas developed lor each group.
For States, the key locus areas are:
lnconsistent implementation ol international
standards
lnconsistent regulatory oversight
lmpediments to reporting ol errors and incidents
lnellective incident and accident investigation
For regions, the key locus area is established as:
l nconsi st ent coordi nat i on ol regi onal
programmes
For industry, the key locus areas are:
lmpediments to reporting and analysing errors
and incidents
lnconsistent use ol salety management
systems
lnconsistent compliance with regulatory
requirements
lnconsistent adoption ol industry best
practice
Non-alignment ol industry salety strategies
lnsullicient numbers ol qualilied personnel
Gaps in use ol technology to enhance salety
These locus areas, with specilic objectives and
timelines lor implementation, are lound in the
Global Aviation Salety Poadmap lound both in
the centrelold and at Appendix A.
The Poadmap that has been presented is a
common lrame ol relerence lor all stakeholders.
Even in the course ol this early development
ol the Poadmap it has become a uselul
communications tool amongst the stakeholders.
Ellective communication systems are an essential
element to improving salety across the aviation
industry. They will enable salety improvements
to be discussed in a structured way, and will
lacilitate the creation and maintenance ol a
salety culture in all parts ol the aviation industry,
while at the same time allowing each stakeholder
to understand the business and constraints
among them.
While each stakeholder has a strong commitment
to aviation salety, there is the potential lor gaps
in the communication among them in the aviation
sector. At all levels there are "disconnects"
between the stakeholders who, perhaps, do not
sulliciently understand each other's business
and constraints, and do not communicate about
salety improvements in a regular structured way.
This inevitably leads to uncoordinated salety
strategies and initiatives. Therelore, an ellective
communication plan, which should lorm an integral
part ol the Poadmap implementation, is required
to support the Poadmap in the luture.
Coordination among stakeholders can be achieved
in various ways. At the international level, lCAO and
the organisations representing each area should
continue to work together to ensure the continuing
relevance ol the salety Poadmap. However, there
is also a need lor appropriate national and local
structures to ensure that all stakeholders can
communicate ellectively with each other at these
levels. The lormation ol the lSSG provides a natural
opportunity to lacilitate such communication,
ensuring that it remains connected to the various
sectors ol the aviation community.
By encouraging close communication between
and among State and industry within a structure
ol sound regulation and oversight, this Poadmap
should bring about a more ellective global salety
management system that is driven by data, risk
and shared salety inlormation in a culture ol
open reporting and trust. The benelits in terms ol
reducing the accident rate are an opportunity we
cannot lorego.
#OMMUNICATIONS &OCUS!REAS
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This Poadmap contains elements that are
directed at lCAO and States, and others that are
directed at industry. There is a necessity lor the
Air Navigation Commission ol lCAO to review
the Poadmap and assess the need to incorporate
elements ol the Poadmap within lCAO Strategic
Objective A - Salety. Some elements ol the
Poadmap directed at industry are not under
the direct purview ol lCAO, thus the lSSG is
determined to lollow up on their implementation.
There is therelore a need to coordinate luture
development with lCAO.
1) At the meeting held on 3 February 2006, the
ANC agreed to: (1) review the Poadmap
(2) assess how appropriate components
ol the Poadmap can be integrated with
lCAO's Strategic Objective on Salety (3)
develop ways ol luture lCAO action on
the Poadmap with the continuing work ol
the lSSG
2) The Poadmap will be presented to
the Directors General ol Civil Aviation
Conlerence (DGCA/2006) on a Global
Strategy lor Aviation Salety.
3) As a priority, the lSSG will develop regional
action plans with the emphasis on those
regions where assistance will clearly be
needed. Pegional implementation shall make
use ol lunding, expertise and resources lrom
other States or lrom sources such as the
World Bank.
4) The lSSG will prepare Part 2 ol the Global
Aviation Salety Poadmap by 31 October 2006
providing an action plan lor implementation.
5) The lSSG will continue to work with lCAO
and other stakeholders to encourage
States and industry to accept responsibility
lor the implementation ol all elements
ol the Poadmap in order to achieve a
reduction in the global accident risk within
commercial aviation.
4HE.EXT3TEPS
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ACl Airports Council lnternational
ASET Alrican Salety Enhancement Team
BAG Banjul Accord Group
CANSO Civil Air Navigation Services Organisation
CAST Commercial Aviation Salety Team
ClS Commonwealth ol lndependent States
COSCAP Cooperative Development ol Operational Salety and Continuing Airworthiness
EASA European Aviation Salety Agency
FAST Future Aviation Salety Team
FOOA Flight Operational Ouality Assurance
FSF Flight Salety Foundation
lATA lnternational Air Transport Association
lCAO lnternational Civil Aviation Organization
lFALPA lnternational Federation ol Air Line Pilots' Associations
lFFAS lnternational Financial Facility lor Aviation Salety
lOSA lATA Operational Salety Audit
lSSG lndustry Salety Strategy Group
1AA 1oint Airworthiness Authorities
1SSl 1oint Salety Strategy lnitiative
MPO Maintenance and Pepair Organisations
PAAST Pan-American Aviation Salety Team lnitiative
SMS Salety Management Systems
STEADES Salety Trend Evaluation Analysis and Data Exchange System
SOAP niversal Salety Oversight Audit Programme
,ISTOF!CRONYMS
&URTHER)NFORM
ATION
Duv|o M
uwos|oy, CEng, FPAoS

D|roclor Suoly

Suoly, Oporul|ons &

lnruslrucluro D|v|s|on

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uwos|oyo_
|ulu.org

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