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Partnership and Sustainability:New Frontier for Construction Business
A Perspective from Japan and Asia
IFWAPCA Tokyo Nov 18, 2015
Hiroshi Ohashi (U. Tokyo)
1
Global Infrastructure Market, 1994-2014
2
Global Infrastructure Market, 1994-2014
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20% in 1994→ 40% in 2014
Global Infrastructure: By Region and By Category By Region By Market
4ENR Top 225 International Contractors (2005), ENR Top 250 International Contractors (2015
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Infrastructure: A Critical for Economic Development and Growth
Private and Public Investment on Infrastructure
• Domestic Saving• Financial Intermediation• International Finance
Financial Costs
Returns to Economic Activities
Micro-Level Risks: Property Rights, Taxes, CorruptionMacro-Level Risks: Financial Instability; Monetary and Fiscal Policies
Social Returns
New TechnologyHuman Capital
EntrepreneurshipQuality of Living
Economic Development & GrowthInformation AsymmetryCoordination Externalities
Government Failures
MarketFailures
Appropriability
Infrastructure as “Social Capital”
1. Disaster Prevention and MitigationConstruction contractors have been playing anrole indispensable to local communities and governments.
2. Contribution to Economic GrowthInfrastructure induces private investment and expands economic activities.
3. Improving Quality of Life (QoL)Wise City planning promotes people’s health andallows easy transition to aging society.
Natural Disaster in Numbers, 1900-2010 (Worldwide)
6
K. Kawada (2014)
National Institute of Population and Social Security Resaerch, 2014
Age Composition in Japan: Past and Future Projection
Need to Re-assess Productivity of Infrastructure
7David Alan Aschauer (1989)
Construction Industry: Core of “PLATFORM”
Construction Industry:hotbed for new technology
Agriculture TransportHousing
Environment Healthcare
ChildcareSchools
Governments Local Communities
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National &International
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Collaborating “Platforms”
PFI and 3P’s Need for Global Network
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Growth in PFI projects, Japan
Private Finance Initiative Promotion Office, Cabinet Office (2015) ENR Top 250 International Contractors
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Example 1
11
Example 2
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Example 3
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Summary• Infrastructure becomes “social capital” --- it prevents and mitigates impacts of natural disorders and improves our daily lives, providing a hotbed for new technology for economic development and growth.
• Infrastructure “connects” a multitude of economic activities and multiple layers of economic agents (including governments and communities).
• Construction may well be a core of “platform” within the country, and across the Asian countries through IFWAPCA.
13
Thank [email protected]
14
Infrastructure Ranking, 2014-15
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Infrastructure: A Critical for Growth
16
Private and Public Investment on Infrastructure
High Returns to Economic Activities
High Social Returns
AppropriabilityGovernment
Failures
Market Failures Information AsymmetryCoordination Externalities
Micro-Level Risks: Property Rights, Taxes, CorruptionMacro-Level Risks: Financial Instability; Monetary and Fiscal Policies
Financial Costs
GeographyHuman Capital; Entrepreneurship
• International Finance• Local Finance• Domestic Saving• Financial Intermediation
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Asian Development Bankand its Operation for Infrastructure Development
IFAWPCA Seminar18 November 2015, Tokyo
Tomomi Tamaki Representative, Japanese
Representative OfficeAsian Development Bank
I. About ADB
2
3
Asian Development Bank (ADB)Headquarters Manila, PhilippinesFounded in 196667 MembersAuthorized Capital $ 153.1 billion* (end 2014)
Major shareholders (capital share %): Japan (15.7%), United States (15.6%), PRC(6.5%), India(6.4%)* Paid-in capital (including $1.6bn committed but not paid yet): $7.7bnCallable capital: $145.4bn
Annual Loan/Investment Approval $13.1 billion (2014)
Loan Outstanding $83.4 billion (end 2014)
Top recipients: India, PRC, Pakistan, Viet Nam, Philippines
Staff 2,990 (including professional staff 1,074)
ADB Operations
4Note: Bracketed numbers are from 2013.
10 ,438
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
[USD million]
Ordinary Capital Resources (OCR) Operations Approvals ($ million)
By country (2014)
India 27.9%(23.6%)
PRC 17.4%(19.6%)
Philippines9.3%(8.4%)
Pakistan7.9%(10.3%)
Viet Nam7.1%(4.0%)
Others30.3%(28.3%)
Transportation34.3% (32.6%)
Energy 17.1% (29.4%)
Public Sector Management12.5% (7.2%)
Finance Sector Development
10.0% (11.1%)
Water9.6% (10.9%)
Education4.8% (4.1%)
Other Infrastructure4.4% (0.2%)
Industry & Trade3.4% (0.3%)
Agriculture3.3% (3.7%)
Information & Communication
Technology0.5% (-) Health
0.002% (0.6%)
By sector(2014)
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5
Asian Development Fund(ADF) Operations Approvals ($ million)
Note: Bracketed numbers are from 2013.
USD million
By country (2014)
Bangladesh16.0%(9.4%)
Viet Nam13.2%(9.5%)Nepal
10.5%(9.8%)
Cambodia7.3%(1.8%)
Others34.8%(40.1%)
3,091
Pakistan18.2%(11.9%)
Energy 29.6% (19.4%)
Transportation25.8% (17.0%)Agriculture
13.0% (8.6%)
Education10.1% (5.6%)
Water8.0% (14.1%)
Public Sector Management6.5% (27.0%)
Finance Sector Development3.2% (4.0%)
Other Infrastructure2.3% (1.2%) Industry & Trade
1.4% (0.5%)
Health0.0% (2.5%)
By sector (2014)
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
5
ADB OperationsII. ADB’s Operation for
Infrastructure Development
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Midterm Review of Strategy 2020- Meeting the Challenges of a Transforming Asia and the Pacific -
(approved by the Board on 23 April, 2014)
ADB’s Strategic Priorities for 2014-20201. Poverty Reduction and Inclusive Economic Growth2. Environment and Climate Change 3. Regional Cooperation and Integration4. Infrastructure Development5. Middle-Income Countries6. Private Sector Development and Operations7. Knowledge Solutions8. Financial Resources and Partnerships9. Delivering Value for Money in ADB
10. Organizing to Meet New Challenges
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Infrastructure remains priority in Midterm Review Strategy2020- How we will support infrastructure development? -
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- Inclusive growth(e.g. education, health etc.) - Environment and climate change
(e.g. clean energy, railway, disaster)- Regional cooperation
Responding to the New BusinessEnvironment
Sharpening ADB’s Operational Focus
Strengthening ADB’sCapacity and Effectiveness
Asia’s huge infra needs ($8 trillions 2010-20)
- Private sector development and operations
(Scale up Private Sector Operations,Promoting innovative finance)
-Expansion of lensing capacitythrough ADF-OCR merger
ADB’s continuous focus on infrastructure development
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III. Infrastructure Development by Promoting PPP
9 10
ADB’s PPP Operational Framework“PPP Operational Plan 2012 – 2020”
Pillar 1Advocacy & Capacity development
• Create awareness• Invoke leadership• Identify PPP potential
in sector planning and the private sector development agenda
• Develop capacity of Government and ADB staff
• Enhance external knowledge management links
Pillar 2Enabling Environment
• Develop policy, legal, regulatory and institutional framework to facilitate, guide and manage the development of PPPs (country and sector specific)
Pillar 3Project development
• Align ADB project cycle to the PPP development process
• Assist in the development of pathfinder projects
• Provide support (including advisory support) throughout the process up to contract award/financial close which can come as expert support, toolkits, funding costs of transaction advisors, procurement support.
Pillar 4Project financing
• Provide credit enhancement products e.g. equity, long term debt, refinancing subordinate debt, cofinancing, guarantees, etc.
• Establish credit guarantee facility
• Provide public sector financial support through schemes such as viability gap funding, etc.
IV. Integraetd Disaster Risk Management forResilient Infrastructure
11Pr
inci
ples
/req
uire
men
ts Integrate disaster risk reduction into development
Many development actions carry potential disaster risk but also
provide opportunities to strengthen resilience
Cross-cutting actions
Reduced disaster risk in the immediate and long term Enhanced residual risk management for effective disaster
response
Address the disaster risk management-climate
change adaptation intersection
DRM investments may underperform and
ultimately even exacerbate disaster risk if climate change is ignored
Strengthened disaster resilience
Out
com
e
ADB’s Integrated Disaster Risk Management Approach
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Develop disaster risk financing capabilities
Levels of expenditure on disaster risk reduction and residual risk management
should be increased to reflect long-term risk
profiles
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Please send your comments and suggestions to [email protected]
The views and opinions presented in this lecture were the lecturer’s personal onesand therefore not necessarily represented ADB’s official views.
Thank you very much.
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BUSINESS DEVELOPMENT VIA COLLABORATIVE CONTRACTING MODELS – THE PERSPECTIVE OF EUROPEAN INTERNATIONAL CONTRACTORS
Frank KehlenbachDirector European International Contractors (EIC)
42nd IFAWPCA Conference in Tokyo, 18 November 2015
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PRESENTATION AGENDA
ABOUT EIC
BUSINESS DEVELOPMENT OF EUROPEAN CONTRACTORS Internationalisation
Diversification
New Industries & New Technologies
Collaborative Contracting Models
Why and How
Public-Private Partnerships
Partnering
Early Contractor Involvement
CONCLUSION
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ABOUT EIC:BASIC FACTS
Foundation: Founded in 1970 (re-structured in 1984 with Registered Office located in Berlin).
Organisation: European industrial lobbying association.
Mission: (1) Representing the international interests of the European construction industry vis-à-vis the EU Institutions, the World Bank, the OECD and key non-governmental stakeholders (e.g. FIDIC, CoST, etc.); (2) Established Networking platform for European contractors working internationally.
Membership: Full Members are construction trade federations from 15 European countriesto which around 200 internationally active contractors are affiliated; Associated Members are companies from construction-related sectors.
Board: Board Members must be internationally experienced contractors representing the senior executive level of the leading European construction companies.
Activities: EIC Positions are elaborated by specific Working Groups for topics such as: Africa, Contract Conditions, Finance, Ethics + Poland (with FIEC), World Bank Procurement.
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ABOUT EIC: MEMBER FEDERATIONS
Vereinigung Industrieller Bauunternehmen Österreichs (VIBÖ)
Confédération Construction
Schweizerischer Baumeisterverband (SBV)
Dansk Byggeri
Rakkenusteollisuus RT
Fédération Nationale des TravauxPublics (FNTP) - SEFI
Hauptverband der Deutschen Bauindustrie
Association Panhéllenique des IngénieursDiplomés et Entrepreneurs des TravauxPublics (PEDMEDE)
Associazione Nazionale Costruttori Edili(ANCE)
Netherlands Association ofInternational Contractors (NABU)
Federação Portuguesa da Indústria da Construção e Obras Públicas (FEPICOP)
Associación de Empresas Constructoras de Ámbito Nacional (SEOPAN – Grupo Exportador)
Sveriges Byggindustrier
Turkish Contractors Association(TCA)
Bulgarian Construction Chamber
Several Associated Member Companies from construction-related branches
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Guillermo AparicioFCC (ES)
Jesper ArkilArkil Holding (DK)
Duccio AstaldiCondotte d‘Acqua (IT)
Selim BoraSumma (TK)
Juha KostiainenYIT Corporation (FI)
Vice President George DemetriouJ&P Avax (GR)
Treasurer Per NielsenNCC (SE)
President Philippe DessoyBesix (B)
Antonio MotaMota-Engil (PO)
Karl-Heinz MüllerStrabag International (DE)
Christophe Pélissié du RausasVinci Concessions (FR)
Wouter RemmeltsBAM International (NL)
Karl-Heinz StraussPorr (AT)
ABOUT EIC: BOARD MEMBERS
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NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSOVERVIEW
INTERNATIONALISATION NEW TECHNOLOGIES
COLLABORATIVE CONTRACTING MODELS
NEW BUSINESS DEVELOPMENT
DIVERSIFICATION NEW INDUSTRIES
FOCUS FOCUS
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Austria9%
Belgium4%
Denmark0%
Finland1%
France21%
Germany16%Italy
6%Netherland
s8%
Portugal4%
Spain9%
Sweden9%
Turkey10%
UK3%
MARKET SHARE BY MEMBER
Source: EIC Contracts Statistics 2014
With an accumulated total international construction turnover of around €165 billion in the year 2014, European international contractors are present on all five continents and, as a group, they remain the leaders in the international construction business.
Europe (cross-border)
44%
North America15%
Latin America
7%
Australia10%
Asia6%
Middle East8%
Africa10%
EIC INTERNATIONAL PRESENCE
NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSINTERNATIONALISATION
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COMPANY Construction Real Estate Development Concessions Industrial
ServicesEnvironment & Water Energy Telcom
VINCI
Grupo ACS
BOUYGUES/Colas
HOCHTIEF
SKANSKA
EIFFAGE
STRABAG
FERROVIAL
BAM GROUP
FCC
NCC
OHL
SALINI-IMPREGILO
EIC Research
NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSDIVERSIFICATION
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NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSNEW INDUSTRIES & NEW TECHNOLOGIES
Off-shore wind parks & Building Information Modelling
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Cost of construction
Cost influence
Cost Influence Curve
Construction
TenderFinal Design
Design Development
Conceptual planning
High
Low
Abilityto
influence cost
High
Project expenditure
LowStart Time Complete
NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSCOLLABORATIVE CONTRACTING MODELS - WHY ?
Traditional procurement method: The contractorenters the process only after key decisions have been made by the client and its consultant/architect
Problem: The client and its consultants/architects often make design decisions with insufficient information and limited know-how as to the latest technology, equipment and innovative solutions
The traditional tender process may be a reliable form of procurement, but…
Berlin's new airport? It now won't open until late 2017
42nd IFAWPCA Conference in Tokyo, 18 November 2015
11Integrated Design &
Construction
Improved Constructability
Increase Cost
Certainty
Shorter Construction
Period
Shared Risk Management
“No-claim, No-blame”
culture
ADVANTAGES
Collaborative Contracting Modelsbring the key participants (Client,Designer, Contractor) together atan early project stage:
“1 Team instead of 3 camps”
Thus the traditional barriersbetween design and constructionare removed, allowing for theintegration of design skills andconstruction knowledge.
This allows contractor, designerand key supply chain as a team todevelop innovative solutions.
NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSCOLLABORATIVE CONTRACTING MODELS - WHY ?
42nd IFAWPCA Conference in Tokyo, 18 November 2015
12Project Delivery Models & Responsibilities based on Risk Factors
PREDOMINANT PAYMENT METHOD MAIN DECISION-MAKER
Concept Design Construct Operate Concept Design Construct Operate
Traditional Procurement (CO & DB)
Actual FixedFixed (except claims)
Actual CLI CLI-CON CON CLI
Public-PrivatePartnerships Fixed Fixed Fixed Fixed CON CON CON CON
Early Contractor Involvement
Actual Fixed Fixed (target price)
Actual
Actual CLI
Shared
CON CON CLI
Partnering & Alliancing Actual Actual Actual Shared Shared CLI
Fixed Actual Client ContractorSharedContract costs fixed prior to proceeding
Contract incurred as they arise
D E C I S I O N - M A K I N G
Source: Infrastructure Procurement Options Guide, Gov. of Western Australia
NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSCOLLABORATIVE CONTRACTING MODELS – H0W ?
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NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSPUBLIC-PRIVATE PARTNERSHIPS
“A Public-Private Partnershiprefers to a contractualarrangement between public(national, state, provincial, orlocal) and private entitiesthrough which the skills,assets, and / or financialresources of each of the publicand private sectors areallocated in a complementarymanner, thereby sharing therisks and rewards, to seek toprovide optimal servicedelivery and good value tocitizens.”
ADB PPP Operational Plan 2012-2020
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Total project value reaches more than US$ 1 trillion, 70% of all PPP projects are located within OECD area (most of them in Europe)
Water is the only sector that has a higher share outside than inside the OECD area
Roads are by far the largest PPP sector (50%) followed by rail (21%)
In some sectors / geographical areas some PPP’s are almost inexistent: Ports and airports in Africa; Airports/ports/rail in ME, Ports in NA
World, Project Value, Current M USD
EIC Sector Non OECD OECD Africa AsiaCentral/South
America EuropeMiddle East
North America
Oceania/Australia Grand Total
Airports 30.651 78.036 1.542 39.127 10.672 41.294 2.625 6.266 7.162 108.687Ports 19.425 27.999 500 16.408 6.621 11.892 1.100 2.946 7.956 47.424Rails 57.805 158.490 5.568 58.989 16.054 105.401 1.100 21.463 7.720 216.295Roads 114.880 408.432 4.998 69.839 91.430 238.735 2.235 92.903 23.171 523.312Water 75.595 63.388 10.683 30.526 16.285 31.898 20.640 17.908 11.043 138.983Total 298.356 736.345 23.291 214.890 141.062 429.221 27.700 141.485 57.051 1.034.701Source: Public Works Financing (PWF), European International Contractors (EIC)
Region
Source: EIC PPP Statistics 2014 / Public Works Financing
NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSPUBLIC-PRIVATE PARTNERSHIPS
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MAIN DEVELOPER’S NATIONALITY (NUMBER OF PROJECTS WITH FINANCIAL CLOSURE 15/10/2013)
Source: Public Works Financing (PWF), European International Contractors (EIC)
Source: EIC PPP Statistics 2014 / Public Works Financing
NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSPUBLIC-PRIVATE PARTNERSHIPS
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NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSPARTNERING
Time
Cost Influence Options
GoalDefinition
Outline Design Approval Detailed Design Realisation
Pre-construction stage Construction Stage
1st Contract Stage 2nd Contract Stage
Exit Option
“Partnering promotes improved performance through collaborative business relationships based on best value rather than lowest cost.”
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42nd IFAWPCA Conference in Tokyo, 18 November 2015
17TERMINATION
POSSIBILITY FOR CLIENT
NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSPARTNERING & EARLY CONTRACTOR INVOLVEMENT
Project Cycle & Competitive Tendering
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NEW BUSINESSS DEVELOPMENT FOR CONTRACTORSEARLY CONTRACTOR INVOLVEMENT
Early Contractor Involvement (ECI) is a contracting model that supports improved team working, innovation, planning to deliver Value for Money.
It involves an integrated contractor and designer team, appointed under an incentivised two-stage contract.
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CONCLUSION
Traditional contractual arrangements are unlikely to obtain optimised projectsuccess, as they – unrealistically – simulate a clear and definitive allocationsof risks (and responsibilities and liabilities) between parties. But not allpossible risks/uncertainties are foreseeable and quantifiable at the outset!
Collaborative Contracting Models allow contractor to influence the planningdecisions at project inception stage (i.e. the most beneficial point in time).
The integration of design expertise with construction knowledge is likely toyield a more precise and comprehensive risk assessment and a morevaluable design for the client (i.e. Value for Money).
Collaborative Contracting Models stimulate teamwork and innovation(i.e Value Engineering) which is likely to result in major cost and time savings.
Partnership of the major stakeholders is likely to remove an element ofadversarialism in the best interest of the project (and the parties).
THANK YOU FOR YOUR ATTENTION
European International ContractorsPhone +49 (0)30 / 212 86-244
Fax +49 (0)30 / 212 [email protected] www.eic-federation.eu
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IFAWPCA Seminar Tokyo 2015
Partnership and Sustainability in Disaster Prevention and Mitigation l November 2015
Professor Diane Brand l National Institute of Creative Arts and Industries l University of Auckland l New ZealandHugh Nicholson l Christchurch City l New Zealand
Partnership and Sustainability in Disaster Prevention and Mitigation
Disaster mitigation and prevention and requires a sustainable or resilient approach to urban governance. There are many partnerships involved in the effective recovery and future planning of urban development after a disaster such as the devastating Christchurch earthquakes in 2010 and 2011.
At a macro level government agencies, local authorities and the civil defense health sector and construction industries played a critical role.
At a micro level local businesses and communities are collaborating to revitalise the city’s culture, public realm and morale.
This paper will illustrate these initiatives by looking at the aftermath of the Christchurch earthquakes and identifying the lessons learned and evaluating recovery performance in terms of the key attributes of resilience.
Resilience definitions
The term resilience means different things across a variety of disciplines, but all definitionsare linked to the ability of a system, entity, community or person to withstand shocks whilestill maintaining its essential functions.
Resilience also refers to an ability to recover quickly and effectively from catastrophe, and acapability of enduring greater stress (Rockefeller Foundation 2015).
Resilient systems share five core characteristics: Spare capacity, which ensures that there isa back-up or alternative available when a vital component of a system fails; flexibility, theability to change, evolve, and adapt in the face of disaster; limited or ‘safe’ failure, whichprevents failures from rippling across systems; rapid rebound, the capacity to re-establishfunction and avoid long term disruptions; constant learning, with robust feedback loopsthat sense and allow new solutions as conditions change. Resilience is betterconceptualised as a continuum from disaster preparedness and responsiveness, to a statewhere transformational change is possible (Pelling 2011)
Urban resilience
Resilience in an urban context requires key actors to develop and demonstrate a set of corecapacities in addition to city systems which embed the above characteristics. Thesignificance of this understanding of resilience is the emphasis on achieving a desired statebased on continually evolving capacities and changing conditions (Moench, Tyler et al2011).
These are the resilience attributes this paper will evaluate the Christchurch recoveryperformance against.
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Christchurch Earthquake February 2011, LIDAR map and figure ground diagrams of city pre- and post-earthquake
The Empty Chairs Memorial to 185 CCTV victims, heritage building damage and demolition post earthquake
Lessons from Christchurch
• Grids, Laneways and open spaces
• New infrastructure
• Emergency restrictions on public access
• Strategic retreat
• Low rise city
• Transitional city
Grids laneways and open space
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Latimer Square Christchurch [pre-earthquake, disaster recovery, post-earthquake]
Red Zone [recovery and post-earthquake]
Liquefaction and flooding Eastern suburbs red zone
Public Art: Dance-O-Mat by Gapfiller, Canterbury Tales by FESTA, the Re-Start Mall
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The CCDP, the East Frame and the River precinctShare an idea campaign
Conclusion
In terms of urban resilience, the historic urban structure, infrastructure and open space ofChristchurch was able to provide spare capacity, and limited or ‘safe’ failure (inherent inthe gridded street system, dispersed wells and the ample inner city park space) during theemergency response phase, which allowed for effective evacuation, shelter and ultimatelythe isolation, demolition and debris management of the CBD within a military cordon. Inthe recovery phase the city has demonstrated flexibility, in terms of how it adjustedplanning regulation and implementation to engage government agencies, businesses, localcommunities and individuals, in transitional projects. This has facilitated rapid rebound, andconstant learning is on-going.
While there are significant challenges ahead, there are indications that lessons learned inthe post-earthquake reconstruction phase will inform and influence planning and urbandesign policy and practice in the longer term, engendering evolving capabilities asconditions inevitably change.
The partnerships have been multiple and range across the entire fabric of New Zealandsociety incorporating top-down and bottom up mechanisms in a balance that appears to beproductive.
THANKYOU
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SUSTAINABILITY & THE EUROPEAN DREDGING CONTRACTORS: INGENIOUS SOLUTIONS FOR AN INCONVENIENT WORLD
Sander Dekker MSc, PhDManager SustainabilityVan Oord Dredging and Marine Contractors bv
42nd IFAWPCA Conference in Tokyo, 18 November 2015
NO (NETHER)LAND(S) WITHOUT MARINE CONTRACTORS!
INTRODUCTION
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AGENDA
About Van Oord
Inconvenient World
Ingenious Solutions
42nd IFAWPCA Conference in Tokyo, 18 November 2015
About Van Oord
Suez Canal
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42nd IFAWPCA Conference in Tokyo, 18 November 2015
Leading international marine contractor
Specialised in:
• Dredging & Marine construction
• Offshore oil & gas
• Offshore wind
Dutch family-owned business since 1868
“We don’t inherit this company from our parents, but we borrow it from our children”
ABOUT VAN OORD: COMPANY PROFILE
H.R.H. the Queen of the Netherlands
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“WE RESHAPE GOOGLE EARTH”Annually about 250 projects in more than 40 countries
Bahamas
Ichthys, LNG, Australia
Palm Island & The World, Dubai
Suez Canal, Egypt
Offshore wind parks
Sand Engine
Gladstone, LNG, Australia
Baydaratskaya Bay, Russia
Jakarta, Indonesia
ABOUT VAN OORD: PROJECTS
42nd IFAWPCA Conference in Tokyo, 18 November 2015
ABOUT VAN OORD: REVENUE DISTRIBUTION
42nd IFAWPCA Conference in Tokyo, 18 November 2015
Technologically advanced
Innovative:
• Equipment: productivity & energy efficiency
• Projects: design & working methods
• Contracting models: integrated contracts
Flexible
Sustainability ↔ Business
ABOUT VAN OORD: OUR DNA
H.R.H. the King of the Netherlands
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42nd IFAWPCA Conference in Tokyo, 18 November 2015
The growing world population needs more spaceand the demand for energy is rising constantly.
Increasing world trade requires moreand better port facilities and climate change is
threatening coastal areas.
ABOUT VAN OORD: BUSINESS DRIVERS
42nd IFAWPCA Conference in Tokyo, 18 November 2015
Inconvenient World
Flooding in Jakarta
42nd IFAWPCA Conference in Tokyo, 18 November 2015
• Jakarta is one of the largest and most densely populated cities of East Asia (# 4)• Each year the city sinks 10 centimetres • Each year 40% of the inhabitants has the risk that their street will be flooded
Jabodetabek (whole metropolitan area)
Greater Jakarta
Source: UN en CBS Indonesia
INCONVENIENT WORLD: POPULATION GROWTH
42nd IFAWPCA Conference in Tokyo, 18 November 2015
– Further reduction of CO2 emission: renewable energy
– Capacity Dutch offshore wind parks: 1000 MW (2013) → 4450 MW (2023)
Source: BP Statistical Review of World Energy 2014
INCONVENIENT WORLD: INCREASING DEMAND FOR ENERGY
Oil consumption in the Netherlands, 1984 – 2013(x 1,000 barrels / day)
CO2 emission in the Netherlands, 1990 – 2013(x 1,000,000 tons)
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42nd IFAWPCA Conference in Tokyo, 18 November 2015
Offshore wind park, North Sea
42nd IFAWPCA Conference in Tokyo, 18 November 2015 Source: IPCC, 2013
INCONVENIENT WORLD: SEA LEVEL RISE
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Sea defence (dune), North Sea coast
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INCONVENIENT WORLD: MORE PROJECTS INENVIRONMENTALLY SENSITIVE AREAS
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Ingenious Solutions
Sand Engine, the Netherlands
42nd IFAWPCA Conference in Tokyo, 18 November 2015
Struggle against water Building with Nature
– This requires a multi-stakeholder approach: acceptance of solutions
– From ‘testing in the Netherlands’ to export potential
INGENIOUS SOLUTIONS: TRANSITION IN MARINE ENGINEERING
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INGENIOUS SOLUTIONS: R&D: ECO-ENGINEERING
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42nd IFAWPCA Conference in Tokyo, 18 November 2015
Bahamas, Sandy Bottom
INGENIOUS SOLUTIONS
42nd IFAWPCA Conference in Tokyo, 18 November 2015
INGENIOUS SOLUTIONS
Mobile Coral Rehabilitation Lab
42nd IFAWPCA Conference in Tokyo, 18 November 2015
LNG Port, Ichthys, Australia
INGENIOUS SOLUTIONS
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Wind turbine installation, North Sea
INGENIOUS SOLUTIONS
20.11.2015
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42nd IFAWPCA Conference in Tokyo, 18 November 2015
Van Oord Investment Programme 2015 - 2020
INGENIOUS SOLUTIONS
42nd IFAWPCA Conference in Tokyo, 18 November 2015
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SUMMARY & OBSERVATIONS
THE ‘INCONVENIENT WORLD’ REFLECTS SUSTAINABILITY & BUSINESS CHALLENGES FOR DREDGING CONTRACTORS
SUSTAINABILITY = BUSINESS: – BUSINESS DRIVERS ↔ GLOBAL SUSTAINABILITY CHALLENGES
– IT’S ALL ABOUT RESPONDING TO THESE CHALLENGES
BUSINESS = SUSTAINABILITY: – THIS IS FACILITATED BY ‘BUILDING WITH NATURE’ & ‘ECO-ENGINEERING’
– THESE CONCEPTS PROVIDE THE TOOLS FOR STATE-OF-THE-ART INGENIOUS SOLUTIONS
– WHICH HELP OUR CLIENTS IN GETTING MORE SUSTAINABLE & SUPPORTED PROJECTS
REAPING THE BENEFITS REQUIRES CLOSE COOPERATION WITH STAKEHOLDERS (CLIENTS, SUPPLIERS, KNOWLEDGE INSTITUTES, NGO’S, ETC.)
THANK YOU FOR YOUR ATTENTION
European International ContractorsPhone +49 (0)30 / 212 86-244
Fax +49 (0)30 / 212 [email protected] www.eic-federation.eu
Van Oord Dredging and Marine Contractors [email protected]
www.vanoord.com
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Construction Industry adaptive to
Global Warming
Materials & Procedurescontributing to
Carbon Emission Reduction
IFAWPCA SEMINAR at Tokyo
Makoto KanaiDr. of Eng., M.Eng., M.Sci.,Registered P.E.Principal Advisor to Obayashi Corporation
1 Carbon Mitigation in Construction Materials☆Seawater and Sea-sand Mixed Concrete☆Clean Concrete☆Slim Concrete
2 Carbon Mitigation in Construction Procedures☆Strut-less Tilt Retaining Wall☆URUP Shield Tunneling
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Today’s Topics
1. Sea-water and Sea-sand Mixed Concrete- Man-made Rock Salt -
2. Clean Concrete- 80% Reduction of Carbon Emission -
3. Slim Concrete- Structural Reinforcement & Seismic
Retrofit as well as CO2 Reduction -
Carbon Mitigation in Construction Materials
Carbon Emission Reductionapprox.50%
Sea Water & Sea Sand Mixed Concrete- Man-made Rock Salt -
☆2015 Prime Minister’s AwardArt of Manufacturing☆2015 M.L.I.T.’s Grand Prize
R&D in Construction
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1. Unconfined & Early Strength
Fresh water++ Furnace C
Sea water+ Furnace C
Sea water+ Furnace C+ P-additives+ Pozzolana
0 10 20 30 40 50 60 70
Compressive strength 28days (Mpa)
35.7
47.4
57.9
30%UP
60%UP
CombinationDiffusion (cm2/sec)
Pearmeability(m/sec)
Fresh water + Furnace C 8.2×10-2 3.3×10-12
Sea water + Furnace C + P-Additives 2.1×10-2 7.0×10-13
Sea water + Furnace C + P-Additives + Pozzolana 1.60×10-3 4.7×10-14
Epoxy-coated rebar Carbon fiber rod
Not corroded
Fresh water
3.3×10-12 (m/sec) 4.7×10-13 (m/sec)
Permeated Zone
Accelerated corrosion test after 100years
2. Permeability
3. Corrosion of Reinforcement
Sea water
Permeability : 1/70 of Furness Slug Cement & Fresh Water Not corroded
1/70
Special Features Tsunami Debris of 3・11 Earthquake Reused as Aggregates
Production Time 25% LessProduction Cost 35% Less
Expected Application -Structures under Saline Environment-
Harbour Structure Coastal Windfarm
Marine Structure Remote Island Preservation
Improved strength(200%) & impermeability(1/14)
Injection test
Improved Permeability 1/14
Enhanced Compressive Strength 200%- Bearing Strength Enhancement- Permeability Control- Liquefaction Prevention
Distance from injection pipe (cm)
Distance from injection pipe (cm)
Permeable layerImpermeable
layer
Grout pump
Dispersion additiveSpecial additive
Slug cementSea water
Pump
Sea
Impermeable layer
Contaminated aquifer
Mixer
Ajiteter
Pump
Uni
-axia
l stre
ngth
(M
pa)
Per
mea
bilit
y (m
/s)
Sea Water + P-add.
Flesh water
Sea Water + P-add.
Flesh water
Expected Application -Soils Stabilization Grout-
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最大80%低減
Low Carbon Emission Concrete – Clean Concrete -
Increasing blast furnace slug and fly ash in cementenables carbon emission reduction as high as 80%compared to conventional concrete
0
50
100
150
200
250
300
350
400
Conventional Concrete Low Carbon Emission Concrete
Carbon Emission(kg-CO2/m3)
80% ReductionR&D Inst. Wall
-80%(2010/8)Pedestrian Pavement-80%(2011/2)
R&D Inst. Seismic Wall -80%(2010/12)
Foundation Slab
-65% (2010/8)Retaining Wall Slab-75%(2010/8)
Road-tunnel Slab-65%(2010/8)
Low Carbon Emission Concrete – Clean Concrete -
Facility Foundation
-60%(2012/2)
Solar Panel Foundation
-60%(2013/6)
Underground Structure
-80%(2012/1)
Low Carbon Emission Concrete – Clean Concrete - Super Strong Concrete – Slim Concrete -High-strength & -durability in-situ concrete for low LCC RC structure
Compression Strength 180 N/mm2 7.5 times higher Tensile Strength 8.8 N/mm2 7 times higherDurability 100 yrs. or over 4 times longerCarbon Emission 100 yrs. 50 % off
High-strengthPlastic Mortar
High-strengthSteel Fiber
High-strengthOrganic Fiber
High plasticity and conventional curing enables;In-situ concrete In-situ precast concreteFactory precast concrete
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Marine Structure Retrofit by High-strength & -durability
Before After
Abrasion Protection by High-strength & -durability
Dam ApronBridge Substructure Foundation
Windbreaker by High-strength & -durability
H-steel & panel Slim Concrete
Slim Concrete
Super Strong Concrete – Slim Concrete - Super Strong ConcreteDesign-ability & Streamline by High-strength & -durability
Long Span Sky Corridor- Slim & Slender -
Wider and ThinnerCantilever Roof
‐Slim Concrete‐
1. Strut-less Tilt Retaining Wall
2. Shaft-less Shield Tunneling- URUP Shield Tunneling -
Carbon Mitigation in Construction Procedures
Strut-less Tilt Retaining WallCarbon Emission 25% LessConstruction Period 35% LessConstruction Cost 20% Less
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Depth 10m:Sheet Pile/Soldier Pile Depth 15m:Sheet Pile w/ Buttress
Strut-less Tilt Retaining WallDepth 2.5m:Steel Plate Depth 5m:Cement Stabilized Soils
ConventionalExcavation w/ Shoring
RecommendedExcavation
No Shoring
No Shoring
Steel PlateW1.5m × H3m
Strut-less Tilt Retaining Wall: ~G.L. -2.5m
■ Prototype Construction
Access Road(2014/08)
■ Actual ConstructionChannel at Power Plant(2015/10~)
改良体土留め施工ライン
Stabilized Soils Wall
粘性土(盛土)N=3
γ=16.0kN/m3
Φ=0C=20kN/m2
10°根入れ長4.0m
掘削深さ4.0m
改良体土留め
床付け面以深
‐9.0
‐8.0
‐7.0
‐6.0
‐5.0
‐4.0
‐3.0
‐2.0
‐1.0
0.0‐202468101214
水抜き鋼管*
Aco層γ=16.2kN/m3
N=1 C=40kN/m2
Ap層γ=14.2kN/m3
N=2 C=30kN/m2
B層γ=17.7kN/m3
N=8 φ=33°
GL-1.2m
底版改良
改良体土留め
8.15m
10°
4.45m
1.5m
護岸
施工延長500m以上
水平変位量(mm)
Excavation Finished
最大変位9mm
放水路
0.7m
*:水抜き鋼管は、前面の本設ブロック積み擁壁用
4.0m1.0m
Strut-less Tilt Retaining Wall: ~G.L. -5m
Wall Construction On-going
Soldier Piles Driving
Preparation for RC StructuringLeveling Concrete Placement
ExcavationStrut-less Tilt Retaining Wall: ~G.L. -5m
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strut & wales H
Conventional DesignType Ⅲ Steel Sheet Pile, L=15m1st strut & wales H-3002nd strut & wales H-350
New Design, Tilt angle of 10 degreesType Ⅳ Steel Sheet pile, L=12m
Soils: Dredged SandSoil Stabilized by Dewatering
Strut-less Tilt Retaining Wall: ~G.L. -10mConstruction boundary
(W=30m)
Inclined sheet pile type 4 L=12m
5.27m9.6m
1.6m Wide Working Space w/o Obstructions• Increase Pipe Installation Productivity• Enhance Welded Quality at Pipe Joint
Strut-less Tilt Retaining Wall: ~G.L. -10m
-20
-18
-16
-14
-12
-10
-8
-6
-4
-2
0-50 0 50 100 150 200 250 300
深度
(m)
変位量(mm)
計測値
(床付け完了3日後)
設計値
(φ=35°,ただしC=5kN/m²を考慮)
再計算値
(φ=35°,ただし見かけのC=23kN/m2考慮)
土質:成田砂
Observed Pile Tip Deformationδ=45mm
Strut-less Tilt Retaining Wall: ~G.L. -10m
Displacement in mm
Estimated Pile Tip Deformationδ=300mm
Dep
th in
m
実測値設計値
Wall displacement12~32% of calculated
Calculated max. displacement179㎜
Observed max. displacement39㎜
Viaduct of Japan Railways
Excav. Depthof 10m
16m
12m
Strut-less Tilt Retaining Wall: ~G.L. -10m
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Strut-less Tilt Retaining Wall: ~G.L. -10m Ultra Rapid Underpass(URUP) Shield TunnelingURUP tunneling is a climate-smart technology w/o access shafts resulting in the least carbon emissions.
What’s URUP?
Surface Launching
No Launch Shaft No Arrival Shaft
Small Cover Advancement Surface Arrival
Rapid Tunneling
TBM direct launch/arrival from surface ⇒ Access Shafts for launch/arrivalunnecessary
Tunneling under small tunnel cover w/o ground disruption ⇒ Time/Cost Saving
Construction Period 30% , Construction Cost 25% , CO2 Emission 60%
Job 1 : Metropolitan Express-way Road Tunnel
1.Launching af surface
3. Arrival at surface
2. TBM U-turn Excavation Dia. 13.6mTunnel Cover 0 - 25mMax. Settlements 5mm
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TBM Launching & Penetration
TBM Arrival & Breakthrough
Outbound Bore
Inbound Bore
Job 2 : Metropolitan Ring Road Tunnel
1. Launch at surface
3. Arrival at surface
2. TBM U-turn Excav. Section W=11.96m H=8.24mTunnel Cover 0.6 – 4.6mMax. Settlements 10mm
12cm
Allowing traffic above tunnelw/ cover of 1.2m at arrival
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谷津干潟
Job 3 : Slip Road Tunnel for New Interchange
URUP Tunneling
Daily Traffic of 120,000 vehicles
Single used-shield bored 4 times to create spacesfor lining structure
Primary tunnel by shield tunnelling
③
②
④
①
⑥⑤
Temporary steel lining
STEP 1
Main structure construction in segment
STEP 2
Cast in situ concrete
Grouting
Internal excavation
STEP 3
InternalExcavation
Construction Sequence
Site
East Kanto Rd.
Keiyo Rd.
Viaduct L-Wall U-Wall L-WallL=151m L=129m L=266.5m L=30m
Under PassL=70m (radius = 50m)
URUP Tunnelling Plan
Excav. Section W=4.8m H=2.15mTunnel Cover 2.8 – 10mMax. Settlements 3mm
Job 4 : Cross Harbour Gas Pipe Line Tunnel
Sea
Launching from Ground
Arrival to Ground
TBM AssemblyAnd
Launching
Advancement
Arrival
Excavation Dia.φ2.13m
Tunnel Cover0.8 – 23m
Max. Settlements5mm
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Ultra Rapid Construction Method ofUnderpass road tunnel in Developed Urban Area
Ultra Rapid Construction Method ofUnderpass road tunnel in Developed Urban Area
Trenchless Solution for Underpass road tunnel- URUP System -
Trenchless Solution for Underpass road tunnel- URUP System -
OBAYASHI
Case Study Tunnel Design Criteria
• Maximum cover : 3.0m• Underground water level : GL-5.0m• Traffic lanes : 3.65m x 3lanes (each direction)• Shoulder : 1.20m (both sides)• Slope : 5%
• Side walk : 0.75m (both sides)• Horizontal clearance : min. 14.85m• Vertical clearance : min. 6.00m
(above traffic lanes)
Soil Unit 1
Soil Unit 2N=30γ=19.0kN/m3
c=0kN/m2
φ=35.0°
N=15γ=19.0kN/m3
c=0kN/m2
φ=30.0°
Non Circular TBM Benefit
Obayashi’s Non-circular tunnel
Conventional circular tunnel
• Reduce tunnel length by 15%, and excavation volume by 28%• Achieve shallower road level
Tilt Retaining Wall URUP System
1. Platform TunnelNon-circular URUP 2. Main Track Tunnel
Non-circular
3. Platform TunnelNon-circular URUP
Surface Launching/Arrival (URUP)
Trenchless Solution for Station & Subway Tunnel
No Disruption of Ground Surface
Sustainable & Resilient Construction Method of Underground Metro System in Developed Urban Area
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Trenchless Solution for Station & Subway Tunnel
Track Concourse
Track Platform
Concourse& M.E.
Application to Underground Tunnel Reservoir
Floodwater Inflow StoredFloodwater
Floodwater Pump-up Floodwater Inflow
Non-circular tunnel configuration gives larger reserve capacity in spite ofrequiring smaller tunnel cover and pump-up facilities.
Non-circular Combined Arch Tunnel
Relieved Loads & Smaller Pump-up Facilities
Deep
Cost Reduction
Advantages of URUP for Tunnel Reservoir
Tunnel Cover min. 1.0~1.5D
Tunnel Cover 0.7mIrrespective to Geology& Tunnel Configuration
Shallow
Storage Capacity
Hydrostatic PressureEarth Pressure
Relieved Loadsand Water Head
Conventional Tunneling
URUP Tunneling
UR
UP
Con
vent
iona
l
Vertical Muck DisposalAccumulation
Sedimentation of MuckShaft
Lifting Up
Tunnel
Vessel
Easier Disposal of Sediment after Floodwater Discharge
Horizontal & Direct Muck Loading
Direct Access to Surface
Safety ImprovementTime/Cost Reduction
Advantages of URUP for Tunnel Reservoir
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