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The difference between a 3pl (third party logistics) firm and 4pl (fourth party logistics) company is the access to resources. The 3pl company will be the traditional integrated company that provides logistics such as shipping firms, warehousing, and data management. The 4pl company will take all those services and go one step further by developing methods, computer systems, and concepts brought to function via all the same resources that a 3pl provides.
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What is the differences between third party logistics and fourth party logistics?
In 3rd party logistics, firms own their own assets. They can perform more than one or more logistics services. in 4th party logistics, firm do not own any type of assets. they work as an intermediary between the firm and the service provider. they only arrange the logistics services. they provide assets for the firm for logistics as on rent.
What are the component of 4PL?
A 4PL (Fourth Party Logistics) provider typically consists of strategic planning, management of multiple logistics service providers, technology integration, and performance measurement. Additionally, they focus on optimizing supply chain processes, collaborating with various stakeholders, and providing end-to-end visibility and control over the entire supply chain network.
What is Felicity Kendal's official fan mail address?
Fan Mail Address: Felicity Kendal Chatto & Linnit Ltd. 123a Kings Road London SW3 4PL UK
What is the branch address of sort code 08-60-64?
The sort code 08-60-64 relates to the address: Savings Gosforth (C/A), Principal Office, Northern Rock House, Newcastle Upon Tyne, NE3 4PL
What is the address and contact of the ATP?
The ATP, or Association of Tennis Professionals, is headquartered at 1-10 Grosvenor Street, London, W1K 4PL, United Kingdom. For inquiries, you can contact them at +44 (0)20 8390 8400. For further information, you may also visit their official website.
Definition of ethics and other school of thought?
The UK Corporate Governance Code requires that the division of responsibilities between the Chairman and Chief Executive should be clearly established in writing and agreed by the Board.We agree with this approach but note two reservations. First, the nature of the relationship between Chairman and Chief Executive is almost invariably more important than the definition of their respective roles. The relationship needs to be characterised by openness and integrity. Secondly, undue formalisation of roles cannot take unforeseen circumstances into account and therefore a general framework of principles seems preferable to excessive prescription. Accordingly, the following description, whilst setting out a clear division of responsibilities, is not intended to provide a definitive list of their individual responsibilities.ChairmanThe Chairman is responsible for leadership of the Board. In particular, he will:Ensure effective operation of the Board and its committees in conformity with the highest standards of corporate governance.Ensure effective communication with shareholders, host governments and other relevant constituencies and that the views of these groups are understood by the Board.Set the agenda, style and tone of Board discussions to promote constructive debate and effective decision-making.Chair the Nominations Committee and build an effective and complementary Board, initiating change and planning succession on Board and Group Executive appointments.Ensure that all Board committees are properly established, composed and operated.Ensure comprehensive induction programmes for new directors and updates for all directors as and when necessary.Support the Chief Executive in the development of strategy and, more broadly, to support and advise the Chief Executive.Maintain access to senior management as is necessary and useful, but not intrude on the Chief Executive's responsibilities.Promote effective relationships and communications between non-executive directors and members of the Group Executive Committee.Ensure that the performance of the Board, its main committees and individual directors is formally evaluated on an annual basis.Establish a harmonious and open relationship with the Chief Executive.Chief ExecutiveThe Chief Executive is responsible for leadership of the business and managing it within the authorities delegated by the Board. In particular, he will:Develop strategy proposals for recommendation to the Board and ensure that agreed strategies are reflected in the business.Develop annual plans, consistent with agreed strategies, for presentation to the Board for support.Plan human resourcing to ensure that the Company has the capabilities and resources required to achieve its plans.Develop an organisational structure and establish processes and systems to ensure the efficient organisation of resources.Be responsible to the Board for the performance of the business consistent with agreed plans, strategies and policies.Lead the executive team, including the development of performance contracts and appraisals.Ensure that financial results, business strategies and, where appropriate, targets and milestones are communicated to the investment community.Develop and promote effective communication with shareholders and other relevant constituencies.Ensure that business performance is consistent with the Business Principles.Ensure that robust management succession and management development plans are in place and presented to the Board from time to time.Develop processes and structures to ensure that capital investment proposals are reviewed thoroughly, that associated risks are identified and appropriate steps taken to manage the risks.Develop and maintain an effective framework of internal controls over risk in relation to all business activities including the Group's trading activities.Ensure that the flow of information to the Board is accurate, timely and clear.Establish a close relationship of trust with the Chairman, reporting key developments to him in a timely manner and seeking advice and support as appropriate.The Chairman and Chief Executive will meet regularly to review issues, opportunities and problems.The the Senior Independent DirectorSenior independent directorRoleMeet with the other members of the Board without the Chairman present on at least an annual basis in order to evaluate and appraise the performance of the Chairman;Chair the Nominations Committee when considering succession to the role of the Chairman of the Board;Act as a point of contact for shareholders and other stakeholders with concerns which have failed to be resolved or would not be appropriate through the normal channels of the Chairman, Chief Executive and/or Chief Financial Officer; andAct as an alternative point of contact for Executive Directors, if required, in addition to the normal channels of the Chairman and/or the Chief Executive;Meet with the other members of the Board as and when deemed appropriate.CommitmentDuties of a directorDirectors hold a position of trust on behalf of shareholders and direct the company's operations on their behalf. They act through the Board, which usually controls company business.The extent of the directors' authority depends on the company's Articles of Association. Before you become a director, take legal advice on the extent of your obligations.As a director, you have several duties:To act within your powers and make sure the company follows its constitution as set out in the Memorandum and Articles of Association.To act in good faith to promote the success of the company for the benefit of its members. You must also have take into consideration employees, suppliers, customers, the environment and the community.To carry out your duties with reasonable care and skill. Higher standards may be expected from executive directors who are responsible for an area in which they have a specialist or professional qualification.To exercise independent judgement.To make sure that there is no conflict of interest and duty. You must not take bribes, and must disclose any personal interests to the company. You must not divert business opportunities to yourself that ought to be available to the whole company.To make a declaration of interest where appropriate. You may not be allowed to vote on matters if there is a conflict of interests.Not to benefit from a third party by reason of your being a director, or by doing or not doing something.Not to act with intent to defraud creditors or for any other fraudulent purpose.Not to engage in wrongful trading, that is, allowing the company to carry on trading when you know (or ought to know) that it is insolvent. This can lead to personal liability.To carry out the statutory obligations imposed by the Companies Act 2006 and other legislation.Directors are personally liable for certain actions taken while fulfilling their duties. Several laws give rights of action against directors in their personal capacity, including:The Insolvency Act 1986 which leads to personal liability where directors allow the company to trade wrongfully or fraudulently.The Health and Safety at Work Act 1974.Laws relating to the control and disposal of hazardous waste.Non-executive directorsSome directors take a less active role in the management of a company and are known as non-executive directors. However, there is no distinction in law between directors, and all have the same duties. So if you are a non-executive director, it's vital that you know what your fellow directors are doing and what the real state of the business is.Position of trustDirectors must be extremely careful if they want to take advantage of an opportunity for private profit in an area of activity similar to that of the company - even if the company has rejected the particular proposition. For example, you should always take advice before buying or selling any assets from or to the company. Shareholders' approval is needed before a director, or someone connected with the director, may acquire a substantial company asset, or vice versa.If a director profits personally from his or her position, even if the company itself hasn't suffered because of their action, a court can order him or her to pass on any profits made to the company.Legal duties of directorsIn a company, you may have several roles - as well as acting as a director, you may also own shares, lend the company money and guarantee loans. When there is a conflict of interests between your various roles, the courts will usually support you if you can show you have acted honestly and reasonably.You must also provide Companies House with statutory information concerning shareholders and directors and, of course, for filing your accounts. If you don't do this, you could be fined.Before incorporationBe very careful when negotiating contracts with outside parties on behalf of a company that is yet to be formed, as you may be personally liable for anything you negotiate. Indeed, unless the other party agrees to the contrary, the deal will actually be seen as one entered into by the would-be director acting on their own behalf.Company stationeryMake sure that the company's full name is displayed at the registered office and on cheques. All company letterheads must show the registered office and business address, if this is different, along with the company number. You must put all or none of the directors' names on letterheads.Company accountsYou have a statutory duty to prepare accounts, which are usually presented at the annual general meeting of shareholders. You should be able to interpret these because you are responsible for either producing them, or for providing accurate information to an auditor so that they can be prepared. You also have to sign to confirm that they are accurate. Copies of these accounts must be submitted to the Registrar of Companies within ten months of your year-end or you will be fined.Accounts have to be independently audited, although small and medium-sized companies may be able to file abbreviated accounts at Companies House, and very small or dormant companies may be exempt from audit altogether. Your accountant will be able to give you details about the type of accounts which you need to prepare. You must keep all paperwork safe. Legally, you must keep:1)Petty cash records, bank paying-in counterfoils, goods in and out records, and all company records, including personnel records, for six years.2)Annual earnings summaries for 12 years.3)Registers of directors and secretaries, applications for share documents, pension fund investment details, corporate balance sheets and minutes of general meetings permanently.The company may not pay for goods and services which you receive personally.Other disclosure requirementsThe Memorandum of Association, filed at Companies House, should contain the company's name, registered office and objectives. The Articles of Association outline the rules about how the company will be managed. These can be the standard ones set out in the Companies Act 1985, or the board can set out its own.Professional advisers often recommend you adapt the standard Articles so that they suit the requirements of your company in relation to issues such as the circumstances in which (and the parties to whom) shares can be sold.Directors must inform Companies House of changes in the company's registered address, directors and secretary, along with the annual returns and certain specified resolutions.Issuing sharesWhen you issue shares, you must comply with the Companies Act 1985 and Financial Services and Markets Act 2000 and the company's Articles of Association.Holding meetingsUnless a company opts out of the obligation to hold annual general meetings for the shareholders, it's necessary to hold those meetings every year. You are not legally required to hold board meetings for directors, although it is good practice to do so. Make sure that all directors are given reasonable notice to attend board meetings.You should always appoint someone to take minutes. These need to be published at the next board meeting and approved.Directors often attend meetings in two capacities: as a manager and as a board member. The emphasis of the meetings must be on directing rather than managing.If you disagree with a point raised at the meeting, be sure that it is recorded in the minutes, even if your motion is not carried.A director's liabilitiesAlthough directors are responsible for making sure the company complies with the law, you could become personally liable if there is fraud, or in some cases, negligence.Directors can be found individually liable if they act negligently or in breach of trust. You can get insurance which will protect you against the financial consequences of such a finding, but make sure you double-check any exclusions on the policy.A company's directors are often asked to give personal guarantees for loans, overdrafts and other financial liabilities. Think through the implications of this carefully - if your guarantee is secured by a mortgage on your house, for example, you could lose your home if things go wrong. Always seek professional advice first.Liability for the company's debtsCompanies have limited liability. This protects directors and shareholders, except when they may have undertaken to contribute capital to the company, or can be called upon to do so - for example, with partly paid shares.If the company gets into financial difficulties, seek professional advice immediately. While directors normally have no personal liability for the company's debts, there are situations where it may be possible for creditors to claim from them personally.Directors and borrowingThere are strict statutory limits on how much directors can borrow from the company, though loans by directors to their companies are legal and quite common. You should speak to your accountant about the tax implications of borrowing from the company.Handling capital issuesDirectors can only distribute the company's profits after tax by way of taxable dividends according to the rules laid down in the Articles of Association.If you believe that the company is at risk of becoming insolvent, don't put creditors or guarantors at a disadvantage in recovering their debts from your company by increasing the company's liabilities or transferring or selling the company's assets.Also, be careful when selling company assets - you shouldn't sell them for less than they are worth and, in certain circumstances, you will need to seek shareholders' agreement first.Wrongful tradingIf a company finds itself in financial trouble and carries on trading to the detriment of its creditors (a practice known as wrongful trading), any director who should have concluded the "point of no return" had been reached, can be held personally liable for the debts if the company then goes into liquidation. Directors must therefore be aware of the company's financial status and ensure that someone competent monitors its solvency.However, a director can be cleared of this liability if a court is satisfied that when the director realised that the company was not able to recover, he or she took reasonable steps to minimise potential losses to creditors.Other factors that may help convince a court that you acted properly include making sure that:1)The board was properly constituted.2)Board meetings took place with detailed agendas of what was to be discussed.3)Board meetings were properly minuted.4)Proper management information was provided and records kept.If a director is successfully sued for damages, he or she may claim a contribution from anyone else who is also found to be responsible. However, a court can lift this liability wholly or partially if it is satisfied that you acted honestly and reasonably and, on balance, ought fairly to be excused.Resigning as a directorAs a company reaches the "point of no return", directors may feel tempted to resign. However, this does not necessarily free them from their obligations and liabilities:1)Directors must be seen to have taken positive steps to do everything they could to ensure that the magnitude of a company's problems - or their perception of them - is brought to the attention of the full board of directors.2)Directors should also try to make sure that the company takes all the steps necessary, including seeking professional advice, to try to recover.3)Directors are not automatically disqualified from being directors of other companies because one company they worked for went into liquidation. Only a court can order disqualification.Triple Bottom LineSometimes referred to as "TBL", or "3BL. Triple bottom line simply stands forPeoplePlanetProfitSounds warm and fuzzy doesn't it! But it's actually a serious and increasingly recognized concept. Triple Bottom Line reporting is becoming an accepted way for businesses to demonstrate they have strategies for sustainable growth.The triple bottom line is a form of reporting that takes into account the impact your business has in terms of social and environmental values along with financial returns.Whereas traditional models were all about profit, profit and more profit; triple bottom line accounting recognizes that without happy, healthy people to staff a business and the natural environment able to sustain those people and supply resources for trade; business is, well, simply unsustainable in the long run.Let's break down the three terms and how they apply:PeopleThis is also known as Human Capital. It really just means treating your employees right, but furthermore also the community where your business operates. In this part of the Triple Bottom Line model, business not only ensures a fair day's work for a fair day's pay; but also reinvesting back some of its gains into the surrounding community through sponsorships, donation or projects that go towards the common good. This reinvestment can usually be written off come tax time as part of business operating expenses.PlanetThis is Natural Capital. A business will strive to minimize its ecological impact in all areas - from sourcing raw materials, to production processes, to shipping and administration. It's a "cradle to grave" approach and in some cases "cradle to cradle" i.e. taking some responsibility for goods after they've been sold - for example, offering a recycling or take-back program. A 3BL business will also refrain from the production of toxic items.ProfitThis is more about making a honest profit than raking a profit at any cost - it must be made in harmony with the other two principles of People and Planet.While many major corporations used to sneer at the idea of a Triple Bottom Line reporting system; some have taken the bull by the horns; with a positive flow on effect to their suppliers. Because supply chains are also accountable to the overall impact of a company, they also come under scrutiny in the triple bottom line audits. A good example of this is some big box stores "greening" up their act and in doing so, demanding that their suppliers use less packaging, offering concentrated products or banning certain ingredients from products.The importance of Triple Bottom LineHere's a somewhat unsettling fact - according to CorpWatch, of the 100 largest economies in the world, 51 are businesses; the other 49 are countries. This is why Triple Bottom Line concepts are so important - it's not just about commerce, it's about civilization.Triple Bottom Line is not an award, accreditation or a certification you can achieve - it's an ongoing process that just helps a company keep on track towards running a greener business and demonstrates to the community at large they are working not just towards riches, but the greater common good - and that's what consumers are increasingly wanting to see these days.Green business is simply good business and hopefully before too long it will be the only way to engage in commerce.UtilitarianismWe don't always have to focus on actions. We can also focus on consequences. If we do this, we wind up with consequentialism. One type of consequentialism is utilitarianism, founded by Jeremy Bentham.The name of utilitarianism is derived from the Latin 'utilis', meaning 'useful'. In utilitarianism,the consequences of actions are measured against one value. This 'useful' value can be something likehappiness, welfare or pleasure. It should be maximized.Utilitarianism is based on the utility principle: we simply need to give the greatest happiness to thegreatest number of people. (Do note that we have silently made the assumption that 'pleasure' is theonly goal in life, and that everything else is just a means to get pleasure. This idea/assumption is calledhedonism.) An action is morally right if it results in pleasure, whereas it is wrong if it gives rise to pain.The freedom principle is also based on this. This principle states that you can do whatever you want,as long as you don't cause anyone any pain/harm.There are several downsides to utilitarianism. Of course it is very hard to determine how much pleasure2an action will actually give. Also, to find the total amount of pleasure, we need to consider all individualsthat are involved and add up their pleasures. But how do we quantify pleasure? And has the pleasureof one person the same value as the pleasure of another? Also, how do we decide whether one actiongives more pleasure than another? Answering these questions is difficult. Even the clever John StuartMill did not have an answer, although he did have an opinion. He stated that certain pleasures (likeintellectual fulfillment) are by nature more valuable than other pleasures (like physical desires).Another downside is that utilitarianism doesn't always divide happiness in a fair way. For example, avery talented entertainer can make a lot of people happy. But does this mean that he needs to spendevery waking moment entertaining people, until he burns out? However, most utilitarians argue that thisisn't a downside of the theory. In fact, they state that after a while, a small moment of spare time willgive the entertainer more happiness than all the people he could have entertained in that time. Thus,utilitarianism automatically compensates for this 'flaw'.In utilitarianism, an engineer could also be asked to bend or break a fundamental rule, because this willresult in the greatest happiness for the greatest number of people. For example, the engineer has theopportunity to save 10 million euros on a design. But he knows that this will later cause an accidentkilling 5 people. He argues that 10 million euros can cause more happiness than 5 lifes. To compensatefor this, rule utilitarianism has been created. This kind of utilitarianism recognizes and uses moralrules. It is thus also similar to duty ethics.2.4 Virtue ethics and care ethicsVirtue ethics focuses on the nature of the acting person. This actor should base his actions on theright virtues. So, the central theme in virtue ethics is shaping people into morally good and responsiblecreatures. Virtue ethics is rather similar to duty ethics. But, whereas duty ethics is based on certainrules/norms, virtue ethics is based on certain virtues.Virtue ethics is strongly influenced by Aristotle. He stated that every moral virtue is positioned somewherebetween two extremes. In fact, the correct moral virtue equals the optimal balance between thesetwo extremes. For example, to be courageous, you need to find an optimal balance between the twoextremes of cowardice and recklessness. Sadly, there are downsides to this idea. The optimal balanceoften depends on the situation which a person is in. Also, moral virtues are subjective: you cannotgenerally say that the courageousness of one person is better than the courageousness of the other.Care ethics is a rather new ethical theory. It emphasizes that the development of morals is not causedby learning moral principles. Instead, people should learn norms and values in specific contexts. Otherpeople are of fundamental importance here. By contacting other people, and by placing yourself in theirshoes, you learn what is good or bad at a particular time. The solution of moral problems must alwaysbe focused on maintaining the relationships between people. So, the connectedness of people is the key.The concept of Fourth-Party Logistics (4PL) began to emerge around 1996 with the term being registered as a trademark, however, not having coined the phrase, Concargo conceptualised and envisioned this initiative as early as 1988.The definition of Fourth-Party Logistics (4PL) is an integrator that assembles the resources, capabilities and technology of its own organisation and other organisations to design, build and run comprehensive supply chain solutions.In essence, Fourth-Party Logistics (4PL) means that one company is able to outsource the entire management of its supply chain to another company. This would include all the assets, planning and management of the process.The 4PL management service provider would gather together all the constituent parts required such as systems, transport providers, order management, and inventory management with a view to providing the client with a fully integrated supply chain. In return the client will pay an appropriate fee and concentrate on its core business.Fourth-Party Logistics (4 PL) presents a solution that incorporates the advantages of both outsourcing and insourcing to provide maximum overall benefit.Fourth-Party Logistics differs from traditional 3PL arrangements in four main aspects:All aspects of the clients' supply chain are managed by the 4PL organisation;It acts as a single interface between the client and multiple logistics service providers;It is also possible for a major third party logistics provider to form a 4PL organization within its existing structure; andThe 4pl organization is ofen separate entityestablish as a joint venture or long term contract between primary client and one more partnerTrade union rights definedILO Convention No. 87ILO Convention No. 98The two conventions cover the basic principles of trade union rights -The right to organise (87) - the right of workers to form and join independent trade unions of their choice - is the most fundamental of all trade union rights. Without this basic right there can be no other trade union rights.The right to strike is an essential means available to trade unions for the promotion and protection of their members' interests.Collective bargaining (98) to determine the terms of employment of union members is the central function of trade unions. It is the main reason why working people join trade unions. The right not to be discriminated against at work for trade union activities is an essential aspect of the right to organise.Convention 87Part I. Freedom of AssociationArticle 1Each Member of the International Labour Organization for which this Convention is in force undertakes to give effect to the following provisions.Article 2Workers and employers, without distinction whatsoever, shall have the right to establish and, subject only to the rules of the organization concerned, to join organizations of their own choosing without previous authorization.Article 31. Workers' and employers' organizations shall have the right to draw up their constitutions and rules, to elect their representatives in full freedom, to organize their administration and activities and to formulate their programmes.2. The public authorities shall refrain from any interference which would restrict this right or impede the lawful exercise thereof.Article 4Workers' and employers' organizations shall not be liable to be dissolved or suspended by administrative authority.Article 5Workers' and employers' organizations shall have the right to establish and join federations and confederations and any such organization, federation or confederation shall have the right to affiliate with international organizations of workers and employers.Part II. Protection of the Right to OrganizeArticle 11Each Member of the International Labour Organization for which this Convention is in force undertakes to take all necessary and appropriate measures to ensure that workers and employers may exercise freely the right to organize.Convention 981. Workers shall enjoy adequate protection against acts of anti-union discrimination in respect of their employment.2. Such protection shall apply more particularly in respect of acts calculated to--a) make the employment of a worker subject to the condition that he shall not join a union or shall relinquish trade union membership;b)cause the dismissal of or otherwise prejudice a worker by reason of union membership or because of participation in union activities outside working hours or, with the consent of the employer, within working hours.Article 21. Workers' and employers' organizations shall enjoy adequate protection against any acts of interference by each other or each other's agents or members in their establishment, functioning or administration.2. In particular, acts which are designed to promote the establishment of workers' organizations under the domination of employers or employers' organizations, or to support workers' organizations by financial or other means, with the object of placing such organizations under the control of employers or employers' organizations, shall be deemed to constitute acts of interference within the meaning of this Article.Article 3Machinery appropriate to national conditions shall be established where necessary, for the purpose of ensuring respect for the right to organize as defined in the preceding Articles.Article 4Measures appropriate to national conditions shall be taken, where necessary, to encourage and promote the full development and utilization of machinery for voluntary negotiation between employers or employers' organizations and workers' organizations, with a view to the regulation of terms and conditions of employment by means of collective agreements.(i) Responsibilities of the Board of Directors(a) A strong corporate board, should fulfill the following four major roles viz. overseeing the risk profile of the bank, monitoring the integrity of its, business and control mechanisms, ensuring the expert management and maximising the interests of its stakeholders.(b) The Board of Directors should ensure that responsibilities of directors are well defined and every director should be familiarised on the functioning of the bank before his induction, covering the following essential areas:· delegation of powers to various authorities by the Board,· strategic plan of the institution· organisational structure· financial and other controls and systems· economic features of the market and competitive environment.(ii) Role and responsibility of independent and non-executive directors(a) The independent / non-executive directors have a prominent role in inducting and sustaining a pro-active governance framework in banks.(b) In order to familiarise the independent /non-executive directors with the environment of the bank, banks may circulate among the new directors a brief note on the profile of the bank, the sub committees of the Board, their role, details on delegation of powers, the profiles of the top executives etc.(c) It would be desirable for the banks to take an undertaking from each independent and non-executive director to the effect that he/she, has gone through the guidelines defining the role and responsibilities and enter into covenant to discharge his/her responsibilities to the best of their abilities, individually and collectively. Corporate Governance for the Financial SectorNo one will deny that, the one sector which deserves close attention in terms of regulation is the financial institutions in the country. Residents of Hyderabad have fresh memories of GTB episode, the moratorium and the subsequent merger with OBC.Broadly, the financial sector can be divided into following:Ø Term-Lending Institutions, governed by the Companies Act or Special Acts of Parliament.Ø Banks [public sector, private sector (old and new generation banks, Cooperative Banks)] governed by Special Acts or BR Act.Ø Finance companies also known as non-banking financial companies governed by Companies Act and guidelines issued by RBI and FCS.The Basel Committee in the year 1999, had brought out certain important principles on corporate governance for banking organizations which, more or less have been adopted in India.Basel committee underscores the need for banks to set strategies for their operations. The committee also insists banks to establish accountability for executing these strategies. Unless there is transparency of information related to decisions and actions, it would be difficult for stakeholders to make managements accountable. The underlying theme is accountability at all levels including the Boards.From the perspective of banking industry, corporate governance also includes in its ambit the manner in which their boards of directors govern the business and affairs of individual institutions and their functional relationship with senior management. This is determined by how banks:set corporate objectives (including generating economic returns to owners);run the day-to-day operations of the business and;consider the interests of recognized stakeholders i.e., employees, customers, suppliers, supervisors, governments and the community andalign corporate activities and behaviours with the expectation that banks will operate in a safe and sound manner, and in compliance with applicable laws and regulations; and ofcourse protect the interests of depositors, which is supreme.
What must the rider who does not have the right of way do in an indoor or outdoor horse riding school- stop in the middle nothing it is up to the right of way rider to act go to the inside track?
go to the inside of the arena, pasing the horse going the opposite way by at least a metre. -18 1i 18 1i,18 1f 1l 22 24 32 2j 3u 2v 4l 3a 59 3r 65 4b 6v 54 7p 5t 8q 6q a4 7k ba 8g cj 9c ds af f3 bk gb cq hl e1 j1 f8 kd gh lq HQ n8 j8 om kr q1 mi ra ob sf q4 tg ru ud tp v5 vj vm 11d vv 136 101 14t vt 16j vm 17u vc 195 uu 1a3 uf 1am tv 1av tb 1b7 sq,1bk tc 1t0 te,1op 10d 246 1gl,1o1 17r 1nj 16s 1n5 15p 1mp 14r 1m5 13h 1ld 125 1kp 114,1rj vs 1ru 10g 1sd 115 1sq 11o 1tg 12i 1uc 13c 1vc 146 20h 153 21s 161 231 16r 249 17l 25i 18g 26t 19c 289 1a8 29n 1b5 2b5 1c1 2cl 1ct 2e6 1dp 2fn 1ek 2ha 1fc 2it 1g3 2ki 1gn 2m6 1h7 2nr 1hl 2pb 1hv 2qk 1i6 2ru 1ia 2t0 1ia 2u1 1i6 2v5 1hq 307 1ha 31c 1gm 32a 1g2 333 1ff 33p 1et 34d 1ec,34m 1f6 34k 1fv 358 1g5 35p 1fu 35k 1fc 352 1f3 34h 1f4 34i 1fn,357 1g4 358 1h3 359 1hu 35a 1il 35e 1j9 36c 1jo,35e 1j7 352 1jm,357 1gt 35q 1gj 369 1ga,356 1gs 34o 1gj 34a 1ge,35c 1fc 34j 1fu,38h 1gl 39f 1hi 3af 1ik 3b9 1jf 3bu 1kn 3cd 1lv 3ck 1na 3c0 1on 3aq 1pj 39g 1pu 384 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2df 4hi 2e6 4j2 2es 4ki 2fh 4mf 2g5 4o9 2gi 4q1 2gp 4rq 2gt 4tj 2gs 4vb 2gm 512 2gd 52l 2g1 53s 2fi 54v 2et 55n 2e0 561 2d3,51m 2jp 528 2ki 530 2l6 53v 2lc 54h 2l6 53r 2ko 532 2kd 52c 2k5 51p 2ju,53s 2ko 541 2l8,54v 2j2 54q 2jr 54j 2kh 54g 2l6 54v 2kk 552 2jv 553 2jc,54j 2ke 54t 2kr,51m 2jt 513 2kk 50q 2le 50l 2m5 50e 2ld 50h 2kj 50t 2jt 51c 2jd 50k 2jj 503 2k7 4vk 2ks 4va 2lg 4va 2ki 4vr 2jp 50h 2j2 51a 2io 521 2iu 52g 2jh 52t 2jt 52u 2j1 52q 2i7 52n 2hh 535 2i7 539 2iv 53c 2jj 53v 2is 54t 2ih 55o 2ib 56j 2ik 57a 2j6 57o 2jq 56u 2jg 565 2j7 55d 2j0 563 2jn 56s 2k8 57i 2kq 582 2la 58e 2lm 57m 2l8 570 2kj 569 2k0 55i 2jh 54t 2j4,54v 2ma 54e 2mo 54h 2nc 54n 2nt 55b 2nd 562 2n8,598 2n3 58b 2ne 578 2nj 564 2nn 54e 2oe 531 2p7 51p 2ph 50f 2pg 4ve 2pj 4um 2q6 4ve 2qv 50m 2r7 51t 2r7 53c 2r9 54m 2r8 55r 2qs 56n 2q5 57c 2pd 57v 2og 58d 2np,5ai 2h9 5ao 2j1 5at 2kg 5b1 2lo 5b9 2ne 5bp 2p6 5ce 2r0 5d8 2sr 5e5 2um 5fe 2vn 5g6 309 5h4 30o 5i1 30r 5j1 311 5k4 31g 5l6 320 5mb 32q 5na 342 5o8 35f 5p6 36p 5qa 384 5ri 39d 5sr 3an 5u5 3c1 5vg 3db 60s 3el 628 3g0 63l 3hb 651 3io 66c 3k8 67l 3lr 68k 3nk 68r 3pc 68l 3qr 68b 3s3 67l 3tc 671 3ut 66p 40b 679 41q 689 438 69f 44m 6ak 465 6bs 47l 6d6 494 6ei 4af 6g0 4bm 6hk 4cl 6je 4de 6l9 4e1 6n3 4e9 6ol 4e2,6ol 4e2 6q0 4dk 6r9 4cs 6si 4bt 6tr 4at 6v2 49q 709 48m 71d 47h 72b 46e 739 45a,6vi 4cf 6v6 4d6 6ue 4d4 6tv 4dn 6ul 4ea 6vg 4e9 705 4dp 705 4d0 701 4cd,70n 4g7 72e 4gk 74b 4h0 75l 4hn 76d 4iq 755 4jo 73n 4js 74a 4l6 75h 4lr 76p 4mh 77u 4n9 78t 4oa 792 4pl 788 4qt 76i 4r8 74u 4r3 73i 4qn 72d 4qb 715 4pu 700 4pp 6uq 4pm 6ts 4pj,78o 4pv 77q 4pl 76u 4pb 764 4p2,6rm 4fo 6rr 4es 6si 4e2 6t5 4d6 6te 4c0 6uc 4bg 6vd 4bg 707 4bg 712 4bi 71l 4c8 723 4cu 72v 4dc,7ai 4i0 7bf 4je 7ca 4kh 7d5 4lk,75p 4i2 75q 4in,7bq 4fh 7av 4g6 7c4 4hg 7db 4in 7eb 4jp 7eu 4l2 7fh 4mb 7ek 4ms 7db 4mt 7c5 4mp 7bh 4m5 7bk 4l9 7b2 4kh 7ae 4jj 7ab 4il 79k 4ib 7a4 4ht 7aj 4iq 7b2 4jj 7bt 4k6 7cp 4kl 7cf 4lr 7cr 4mt 7dp 4no 7es 4oh 7g0 4pa 7h6 4q6 7id 4r2 7jm 4s0 7kv 4sv 7m9 4tu 7nk 4uu 7p0 4vu 7qc 50v 7rp 521 7t6 532 7ui 544 7vv 556 81c 569 82q 579 845 584 858 58r 86a 59j 87a 5ae 88d 5bd 89j 5cj 8aq 5ds 8c3 5f8 8dd 5gk 8ek 5hp 8fr 5iv,8fr 5iv 8h2 5k7 8ib 5lh 8jk 5mr 8kt 5o5 8m6 5pg 8ne 5qr 8ol 5s8 8pt 5tm 8r5 5v4 8se 60i 8tm 61s 8uv 634 908 64c 91i 65e 92u 66c 94a 678 95m 684 973 690 98k 69r 9a5 6an 9bl 6bi 9d5 6c9 9et 6d1 9gk 6dk 9ic 6e5 9k5 6ei 9m1 6eq 9nu 6et 9pr 6en 9rn 6eb 9tf 6dr 9v4 6d7 a0l 6ce a22 6bg a3c 6ad a4n 699 a62 685 a7d 66v a8m 65o a9u 64g ab5 636 aca 61s,adf 60g aei 5v4 afl 5to ago 5sd ahs 5r1 aiu 5pl ak1 5o8 al4 5ms am6 5lf an8 5k2 aoa 5il apc 5h8 aqf 5fr arh 5ee ask 5d2 atn 5bl auq 5a8 avs 58r b0v 57e b22 561 b35 54l b48 538 b5b 51r,7c0 42h 7un 4di,7sp 4e4 88u 4q3,877 4qh 8jg 59b,8ia 59c 93j 5vv,928 603 92u 605,93a 61a 93r 61o 94f 627,b70 51r d9s 6v0,cr6 6oo erq 8u2,f47 9o2 f4u 9p2 f5n 9q0 f6d 9qp f73 9rg f7s 9s8 f8m 9su f9f 9ti fa9 9u5 fb8 9us fc9 9vr fd7 a0q fe8 a1q ffd a2r fgl a3t fi2 a4u fjg a5s fku a6i fma a6t fnn a6r fov a6g fqa a5v frp a5b ft0 a4q fu9 a47 fvg a3j g0m a2u g1k a2c,fj2 a7l fju a8i fku a9h fm4 aa9 fnd aam fol ab4 fpn abs fqm acq frj adq fsv ae1 fu3 adr fum aek ftg aev fup ag3 g0q ag9 g1u agp g0l aha g2a ai5 g3v aic g5j aic g6p ai8 g7u aip g81 ajn g9b aj2 gaf aie gbe aja gbv aki gd3 ajn gdi aiq gej ajv gf4 ald gfq amo ggr ank gi6 ao1 gja ao8 gkn aog gm2 aom gn7 aos goc ap6 gpj ape gqu apn gsf aq1 gtp aqa gv5 aqi h0j aqs h23 ar5 h3l are h5c arm h75 ars h8u aru hal arq,hal arq hca arh hdv ar1 hfj aqc hh4 apj hii aon hjs anq hku an1 hlu am7 hmp alf hnb akp hnj ak4,hnn ar4 hnv as2 hnu ar2 hok arn hp3 aqo hq1 arp hr8 ar9 hsa ars htj ar6 hub apv hvf aqo i0b as2 i1m aqs i2c apd i3n aq7 i4d arf i5d aqf i61 ap6 i71 aql i7m as5 i91 ar9 i9p aq2 iar aqv ibk as3 ici aqu id6 ap9 idq aoc iek apq if7 aqs ifv ape igg ao5 ih9 apc ihp aqd iig apa ijd aqk ijq as9 iko aqs il9 api im3 ar6 imj asi in9 aqt inn apc ioe aqv ioq as6 ip8 aqn ipm ap8 iqc aqq iqq asf irp arg is9 ask ish att,ish att ism auv it0 b02 itg b0t iug b1g ivo b1r j19 b21 j2l b1m j3p b13 j4m b0i j5i b02,i8e akg i8l al4 i9d ali ial alr ic6 am0 idi am3 ier am6 ig9 am9 ihi amb iim amb ijt amb ikt ama##T j51 avo,B ai3 5pe 1a,B agc 5s3 1b,B ah4 5si a,B ae9 5v3 15,B add 5vv 13,B ad5 60q 13,B abj 61p 14,B a94 63o 1j,B a7e 666 1s,B a6f 67a 19,B a4p 68p 1b,B a2l 6af 1g,B a0j 6bi 1v,B 9vm 6c5 1s,B 9so 6dc 25,B 6v8 4dh 3n,B 6vo 490 16,B 6to 4ac 1m,B 6s8 4bp 1e,B 6q0 4d1 1n tophere.
What is the free rider 2 code for devils peak. I'm in need of the code itself because you are at school and no site is unblocked so please no links but the actual code?
2l 1m 2s 1p 31 1u 35 29 38 2o 3a 37 3a 3t,6u 4l 8q 6n a0 80 bc 97 dr ai go bv,vd gi 14b h6 188 he 188 h7 14c h0 vl ge,gs bs dq ad ck 9o bj 97 b9 8v a0 7q 72 4j 6u 4l,1bi hj 1bi hd 1fv hg 1fv hm,1ni hl 1qr hh 1tn h5 201 gm 22m fq 25i e2 27t c6 29m AA 2b4 8e 2cc 6k 2dg 4v,2dg 4u 2ei 3a 2fh 1c 2gb -j 2gu -2e 2he -4p 2ho -6n,2i9 -6t 2ih -72 2ik -6d 2iq -6t 2it -6n 2j4 -72 2ja -6o 2jd -6v 2k0 -5h 2lh -1q,2ho -6m 2hv -86 2i8 -6u,2h7 -35 2hj -56 2hr -6q 2i0 -7r,2h7 -37 2h0 -2b,2ie -6q 2ih -6e 2ih -6a 2ik -6a 2in -6a 2iq -6n 2iu -6k 2j4 -6t 2j9 -6n,2m 1p 2s 1s 31 22,38 8n 38 8t 3e 95 3l 99 4a 9f 58 9g 6h 9f 70 9f a5 bj,18e jt 19b jp 1a4 jg 1al j3,1al j2 1b3 ii 1bc i3 1bh he,5m 9i 6n 9i,1be i4 1bi hl,1bd i3 1b5 ii 1an j3 1a8 jf 19g jp 18h ju,1be i1 1bg hm,2fp v 2ef 3r 2d9 5i 2be 86 29t a5 288 bs 265 dk 23r f9 22s fr 21e ga,29q AA 28o bi 25b eh 24o ek,a4 bj ea e3 gt fh,l9 h2 rr in,rs in 102 je 160 k3 18i k1,2lg -1q 2nb 2e,2sk bn 2u4 do 2vp f8 31q gl 353 hv,355 hv 398 it 3e1 jb,2na 2d 2ok 4k 2q4 6t 2pu 70 2od 4k,350 hu 358 i0,2sj bo 2sg bq 2tu dp 2vi f8 303 FM 31f gl 31p gq 34r i1 392 j2 3e1 jg 3e1 ja,2l0 -2i 2n3 2b 2oe 4k,1fv hl 1g3 ig 1ge jj 1hc lb 1iu nb 1l6 p8,1l5 p8 1ni qo 1qk s2 1up t5 25n u2 2bt ud 2fe u7 2hq to 2j9 t6 2ka sb 2lc qu 2mf ov 2nj m8 2oe jt,1nj hl 1le hm 1kk hn,3gh jg 3gh jl 40v k8,3gh jg 40v k2,410 k3 410 k9,42n k5 49h kd 4ac kd 4bd ka 4cc k6 4db k0 4e7 jl 4f6 j6 4gj ie 4hm hl 4il h0 4jj gb 4ke fl 4l3 f1 4ll eb,2k 1m -16 1h,39 3t 38 8n,2r 24 31 2a 36 32 35 3t,33 29 39 31 39 3c 39 3u 38 4p 38 6a,gs bs lh de sj fl vm ge,gk bu pi ev rs fk vf gi,1bg hg 1fu hl,gs fg l8 h2,18g jt 172 k1,2oe jv 2qc el,4mj cn 4n0 c0,4n0 bv 4ne b2 4no a9 4o4 94 4od 82 4ok 6s,4lk eb 4mj cm,4s3 af 4s5 as 4sd bn 4ta do 4v1 gs 50b ig 53l l5 56r nd 5dc qh 5id s4 5nq t4 5sq th 63a ts 6ak u3,4ok 6u 4or 5o 4p1 3d 4p7 4i 4pb 4d 4pc 4r 4p8 55 4pb 55 4p4 5g 4p8 5p,4p9 5q 4pd 5b 4pf 5u 4pi 5p 4pl 61 4pq 5u 4q0 65 4q1 61 4q6 66 4qe 6c 4qi 6j 4qn 6a 4qv 6u 4rc 6j,4rb 6j 4ra 75 4qt 75 4qg 7d 4qe 7p 4qs 84 4ra 7u 4rh 7r 4s4 af,4ou 52 4os 5v 4oi 7n 4ng bp,4no ad 4n1 c3 4lq e7,4q3 66 4qc 6e 4qg 6k,4qh 6l 4qm 6g 4qr 6t,4p7 57 4p2 5f 4p7 5p 4pc 5s 4pc 5j 4pb 5o,4r7 72 4qr 74 4qf 7b 4qc 7m,4r9 6p 4r1 6u,4r5 6q 4r9 6o,6aj u2 6fj u1 6j6 tn 6lo t6 6pm s2 6ua qf 723 oq 76a mg 7bg ji 7g0 gs 7kd dp 7o6 ap,7o6 aq 7r5 88,7r7 88 7un 57 81e 29 84e -1f 86i -4q,86g -4q 87s -7l 897 -as,898 -ap 8au -fl 8c1 -je 8ef -jb,8ei -jb 8dt aj 8dk hj 8db qv 6s0 RC,8fj -rs 8fe -m4,8fv -rq 8ft -m6,8fs -m6 8fg -m6,8fv -op 8h5 -qq 8fv -o0,8fe -o6 8en -p9 8fe -n9,8fv -nb 8gj -o4 8g1 -mp,8ht -j4 8gp r2,8fv -rp 8fv -sl,8fj -sm 8fj -rs,8ht -j4 8jb -j4 8jl -hk,8jl -hl 8kc -e4 8ku -bi 8lm -8v 8mn -66 8nv -46 8pv -1r 8tc 27 90t 50 975 8o 9co bk 9jr es 9s8 gr a5k in au8 l8,8i2 -is 8hq -4h,8i5 -IQ 8j0 -is,8i7 -iv 8j2 -it,8mo -4f 8s9 1n 917 5k 94s 7n,94s 7q 975 8o,8p3 -1d 8l6 -8o 8k8 -c9,8k8 -bv 8m6 -71 8p5 -5,8oa -37 8rb c 906 4t 96e 8q,8g0 -sj 8g0 -u3 8fh -u3 8fh -sg,au4 l8 bkn m4,bkn m2 bqt lq c1d l9,c1h l7 c7j jn ccv hv cjq f8 cob c7 ct5 86 d0r 3n d5f -26 d9l -8v de3 -i2 die -sl dkb -11s dl8 -15u dlr -19r dmb -1e2 dmo -1kl dn7 -1t6 dqj -1t6 dq6 44 dp3 tv an0 s4,aoa s4 an3 s2,an0 s2 9sc gs#2hs -6l 2hj -4n 2hs -4u 2hf -2n,2id -6s 2ig -69 2ii -62 2iq -6f 2iu -6b 2j2 -6n 2j8 -6b 2jb -6i 2k1 -4j 2jo -4l 2kh -2t,2ht -73 2hu -7k 2i2 -74,33 32 34 3b 34 3h,2q 34 31 3h,2n 2c 2q 24 30 2a 2v 24 2n 1t,32 6e 2r 61 2p 8c,5t 1m 54 2t 3u 1m,51 1m 53 2o,5k a3 6v 9v 6g ag 7u am 8i bo,7t a2 8n au,7k 9p 7i a8,73 9s 7i 9p,47 9e 55 9p,4a 9m 2v 9p 2l 88,8t b5 9m c0,1bm hl 1bj i3 1b8 in 1al je 19l js 18m k2,19h k5 1ak jp,1b2 jg 1bk is 1bn j5 1c6 i8,1bq hp 1cr hp,1cs hp 1cq hu 1d2 hv 1d2 HQ 1dd ht,1de hs 1dj hl,2hb -1e 2gd 1g 2f7 3r 2dg 6i 2fr 5n 2bf a8 2au b8 29m c4 2af a3 28j dc 26u dt 26u ek,2ig -33 2ie -4g 2j4 -3d,2j4 -2r 2ie -1h,2i1 -o 2hs 11 2hd u,2h3 2l 2i9 2q 2h6 5i,2bd 8r 2cg 8j,a1 bu e3 em e6 em k3 h1 ii hl,l1 h1 ol j5 on ij of hs t8 k7 114 k4 109 kt 16l kp 16s ld 17c kn,150 k6 16j ka,12b kq 113 k3,10n k0 th ji,rf iu r3 ir,r6 io s8 iu,k4 hh ko hh kc gq,mu ho nq HQ,jt gn fj et f0 es e7 e4 eo ed cp dd b5 cf br cp,bk d1 bd da,b3 d3 a9 bo,b2 cs 9n c0,rb io sq Jo t6 j2,t4 j2 q7 ii,qh ii u4 je,2kr -1g 2ls q 2l5 j 2n9 40,1q 1s 2p 22,26 22 2j 2j,2o 40 2p 4j 2l 4d 2f 50,10 1r 1f 1q 11 29 2h 32,-r 1p e 21,4p -2b 52 1r,4m4 e4 4ni c7 4nl d2 4p0 a1,4ol 81 4o8 9e,4q6 80 4qr 8c 4rb 85 4rk 9c,4p2 5r 4p6 62,4p6 61 4pa 5t 4pg 66 4pi 62 4pk 67 4pn 64 4qd 6j 4q3 75 4qs 70,4re 9i 4sc e6 4rh dd 4u3 if,4mk en 4kt g0 4lm ga,4m0 g7 4l4 g9,4l6 hc 4gl j4 4hl jk 4dp ku,4p1 6k 4pf 7e,4o2 fc 4n2 gg,4ln gk 4no he,4jr h3 4j3 hn,4on dr 4q3 f3,4so g3 4tk gs,4ts gu 4ub ht,4tu g8 4sp f7,4sp f3 4s9 fu,4ep k7 49c l4 447 kv 481 ll 474 me,49c le 4c6 lv,4co lg 4gu ll 4hq n0,4j9 kn 4jc jk,8j3 -h8 8k7 -a7 8jo -an 8mm -2t,8ib -4u 8ia -8g 8ip -7g 8in -eu 8if -e7 8ig -hd,8mr -13 8va 5l 8r8 5g 98f e4,8jo -1n 8kh 3g,8kh 3s 8j2 2s 8ku 57,8lp 2d 8kf 2d,8n6 3d 8uk 7a,8vd 4q 90i 9b,8ms -a 8q0 12,8if -ie 8j7 -i5 8ir -hk 8jg -h1,8e3 -is 8co -is,8cp -is 8df -ii 8bv -id,8c6 -i5 8as -e9,8bt -i5 8am -ek,8bk -i5 8am -er,8bo -i6 8as -f5,8bm -ic 8ap -ei,8bn -IQ 8av -f5,8c3 -ie 8aq -eu,8br -hv 89v -c1 8ap -c1 88f -7e 883 -88 87l -5r 88j -5v 859 -r,858 -r 85m -28,85l -28 86f -1k 860 -2u,85v -2u 84a -k,84f -p 87g -4o 88q -3j,88o -46 87k -5f,87e -5m 80h 3v 80n 51 7vb 5h,80f 3h 833 4h,831 4c 85t -j,852 -5 87l r 8ca -5h 8av -62 8f6 -9h,8df -84 8d6 -cq 8dn -di 8dp -cl 8dm -h0,8dm -h1 8cu -ha 8dq -hv,9b -4l 9b -1t,9b -4i ae -20 aj -4i,c5 -4i b4 -1j,c5 -4d cu -1r,ch -33 bh -30,e8 -4s e8 -1h,d5 -48 g2 -4b,h2 -48 h5 -1j,i8 -3u i8 -1o,go -2m in -2m,ke -4i jn -17,kj -4l lc -17,js -2a l7 -2a,mh -4s mh -22,mh -4n nk -1j ns -4n,ds -4 c7 8 bt i br 13 ca 1g ck 1l d5 1l dp 1l dn 29 dd 2j,d8 2j cm 2l,cf 2l c0 2l,ev 0 ev 2t g4 32 g9 -1,h0 d iu 39,j3 s h2 39#O dsp -1tg,O dr0 -1u6,O dqc -1tf,O dq2 -1tf,O dp9 -1tf,O doj -1tf,O dp2 -1tn,O dqo -1uj,O dot -1tv,O dqk -1tp,O dpj -1ui,O dob -1tq,O dqa -1ue,O dqa -1tp,O dpo -1tp,O dp1 -1ub,T dmf -20i,T dmu -27j,T dnf -2ec,T dnn -2j2,T dos -2qd,B d6s -79 mu,B d5d -3k na,B d34 -2l n4,B d07 1d nk,B cu1 4m ng,B cjq do og,B cia ec oc,B ctb 68 nm,B cru 86 nd,B cpb ah nn,B cn8 c1 NT,T 8g3 -106,T 8fo -vi,T 8fk -10d,B 7nr 9p o1,B 4mb ba nb There ya go. Now I only owe Nathan $5 instead of the original 10
Free rider tracks?
m4 7b mk 6r n1 6b na 5p ni 59,ni 55 uv 55,d4 81 jf 86,ld 7s kp 83 k3 84 jg 85,lb 7s m6 7a,268 52 2e6 52 2en 4v 2fb 4p 2fv 4h 2gh 48 2h4 3u 2hm 3i 2i8 35 2ip 2m 2j6 29,2j7 26 2l3 26 2l5 u 35o u,35n u 368 t,-dp i6 -ea iv -f1 jr -fl ki -ga l6 -h7 ln -i4 m4 -j1 mf -jq mo -ko mv -lm n4 -ml n7 -nh n9 -og n6 -pf mu -qc mj -r5 m8 -s1 lp -sp l8 -ti kl -ue k2,-ue k3 -vr j1,-vq j3 -12b h3 -12c n7,-12e n7 -1mh n8,-1mi fl -1mi n5,-1mi fl -1vs mf,-20r n9 -21d nl -21t o0 -22g oa -234 ok -23o ov -24e p7 -253 pf -25o pn -26f pv -276 q5 -27s qa -28i qh -298 qm -29t qq -2ai qs,-2aj qs -2jg qs,-2vs c2 -2vs cn -2vr dc -2vq e5 -2vo es -2vn fg -2vl g8 -2vh h0 -2va hn -2v4 ib -2ut j1 -2uk jn -2ua kc -2tu l0 -2tg lj,-2th lj -2t6 m3 -2sp mj -2sc n0 -2ru ng -2rh nv -2r1 oc -2qh oq -2q2 p6 -2pf pi -2ot pr -2ob q4 -2nn qd -2n4 qj -2mg qm -2lt qp -2la qs -2kn qs,-2ko qr -2jd qr,-2vt c3 -3da c4 -3db -ah,123 53 12l 51 137 4u 13o 4m 147 4b 14l 3t 151 3f 15c 30 15m 2f 15v 1t 174 1t,1al 50 1a5 4t 19m 4n 198 4f 18q 45 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