3 life insurance underwriting predictions for 2023


As the insurance industry continues to navigate the pace of change, complexity and uncertainty in our world, consumers continue to respond, expecting companies to be more responsive to their needs. This year’s underwriting predictions offer guidance on how carriers can respond faster.

1.  Evolving cognitive technologies will help insurers capture opportunity from more discrete market segments

Technological advances in AI and data analytics are helping insurers further refine market segments. As these more discrete segments grow, so too does the opportunity for insurers to address them with new products and services offered through a wider range of digital distribution channels. One such channel is embedded insurance—placing insurance in the customer journeys of non-insurance companies—for example, offering life insurance during the process of applying for a mortgage.

New cognitive insurance platforms underpin these new products and distribution channels providing life carriers with a way to capture that opportunity, and as these platforms evolve, they hold tremendous potential for the underwriting function. Already, these insurance platforms are automating evidence gathering and providing recommendations based on a continuously updated data analytics engine. With this level of automation and intelligence, underwriting decisions can be made in real time. Those cases requiring further scrutiny are then automatically referred to a human underwriter. With much of the evidence gathering already completed, the human underwriter is free to focus on further analysis, leading to more efficient decision making—a clear competitive advantage in fast-moving digital distribution channels. We believe innovation in this area will continue to evolve over the next year. In fact, our report Fuel the Future of Insurance describes on page 11 how a life insurer in China is improving operating efficiency and customer experience by leveraging AI and a smart algorithm.

2.  Customer experience will continue to drive underwriting innovation

In last year’s underwriting predictions, I discussed how customer experience will determine who wins the digital competition for new business. We expect this trend to continue, but with a heightened awareness of consumer expectations and how insurers can respond more quickly to their changing needs. For example, our Accenture Insurance Consumer Study research identified that millennial and younger consumers aren’t the only cohort embracing a digital experience. The 55 and older cohort is becoming more comfortable with digital interactions. And if insurers are to attract and retain customers, a digital customer experience is table stakes. Underwriting plays a pivotal role in supporting the digital customer experience, especially with the proliferation of customer experience technologies available through ecosystem partners.

As our industry shifts from indemnity to protection products, digital technologies will be essential to providing differentiated experiences that leverage these platforms and ecosystems to capture opportunity from new product innovations. We believe product and underwriting innovation will provide a significant source of revenue over the next several years. However, it will require expanded use of AI, automation, data analytics and cloud to profitably drive revenue.

As insurers modernize their legacy core systems, freeing siloed data, they’re able to automate their underwriting workflows to provide a faster digital buying experience, while connecting to additional data sources that help them apply the appropriate level of risk management. Not only does this shorten underwriting timeframes and reduce costs, it also improves the customer (and underwriter) experience. Likewise, it supports the advanced experience consumers are looking for—seamless, proactive, and personalized.

According to a Gartner® report (Richard Natale, Kimberly Harris-Ferrante, August 2022), “By 2027, digitally engineered underwriting will have reached mainstream adoption in the life insurance industry, resulting in significantly increased revenue and underwriting profitability and improved customer experience.”

3.  Human + Machine operating models will help alleviate underwriting skills shortages

Digital technologies such as AI and automation are not replacing underwriting jobs. On the contrary, these technologies will become even more necessary as insurers face continued skilled labor shortages. Moreover, they will need a talent and investment strategy that targets digital skills in data analytics and no-/low-code capabilities along with the use of flexible workforces to optimize the underwriting function 

For example, with the growing use of third-party data, AI and automation provide an efficient way to ingest data and make it useful to underwriters. This frees underwriters to do what they do best—assess and price riskwhile driving timely, effective decision making.  What’s stopping them is the administrative work that takes up 40 percent of their time, according to our survey of 500 U.S. life insurance underwriters.

The first step is to improve the efficiency of back-end underwriting operations. Interoperability is key to simplifying all customer-facing functions including product distribution, marketing, sales, service and commerce in addition to using an integrated technology stack across platforms and ecosystems. The cognitive platforms described above can help here too. As insurers improve their digital capabilities to quickly address consumers’ ever-changing needs with even more discrete insurance products and distribution channels, underwriting capacity will have to keep pace. This human + machine combination can facilitate a better experience for underwriters and potential policyholders.

This is good news for the insurance value chain and further reinforces my optimism about our industry and insurers’ abilities to meet the challenges and opportunities that lie ahead. We’re prepared to help. Let’s talk about getting the most from your technology and human ingenuity.


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Disclaimer: This content is provided for general information purposes and is not intended to be used in place of consultation with our professional advisors.
Disclaimer: This document refers to marks owned by third parties. All such third-party marks are the property of their respective owners. No sponsorship, endorsement or approval of this content by the owners of such marks is intended, expressed or implied.



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Download Hash Verifier Crack For PC (Final 2022)

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Keymacro is a freely downloadable application for creating and editing your own macros for MS Word. The application contains a rich library of functions which can be applied to text, tables and graphics in the document, and which supports macros for formatting, creating shape objects and inserting symbols.
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Bringing insurance industry innovation to AWS re:Invent


A year ago at re:Invent, Accenture and AWS announced a joint investment to accelerate cloud migration and industry differentiation for our clients. Increasing demand in commercial underwriting made insurance the obvious industry to blaze the trail.

At AWS re:Invent 2022, Anand Premsundar and I will talk about how innovation transforms experiences, processes, and decision-making for the core insurance functions of underwriting and claims.

Across the insurance industry, we are seeing a great deal of progress in the use of cloud and AI in claims—especially in auto claims. IoT crash detection, APIs, and intelligent solutions are delivering the speed to settlement insurance customers want and enabling the operational transformations and structural cost reductions insurance companies need.

Underwriting is the next area in which major transformations are taking place. Many underwriting processes are still highly manual, particularly in lines of business that rely heavily on intermediary distribution through agents and brokers.

Workflows between insurance agents and underwriters typically involve manual creation of PDF files. Enabled with intelligent ingestion and automation tools, agents and underwriters can focus on generating revenue rather than losing time on administrative tasks.

Join us at re:Invent

Anand and I are delighted to be presenting at re:Invent and we hope you can join us either in-person or virtually. Register to attend virtually.

Why use AI in insurance underwriting and claims?

Tuesday, November 29, 2022 | 5 p.m. Pacific | PRT271 – WYN – BOLLINGER

Accenture and AWS build solutions that innovate to transform experiences, processes, and decision-making for the core insurance functions of underwriting and claims. Delivering powerful, industry-contextualized solutions embedded in AWS services, Accenture is opening up new sources of value for customers, agents, brokers, and carriers. In this session, learn how these co-developed solutions—all integrated into the underwriter desktop—deliver value by accelerating cycle times, enhancing digital experience and improving settlement accuracy in claims. Also discover how these solutions can help carriers and brokers at each phase of the high-volume underwriting funnel, from ingestion and triage to prioritization of quotes based on propensity to win.


Get the latest insurance industry insights, news, and research delivered straight to your inbox.

Disclaimer: This content is provided for general information purposes and is not intended to be used in place of consultation with our professional advisors.
Disclaimer: This document refers to marks owned by third parties. All such third-party marks are the property of their respective owners. No sponsorship, endorsement or approval of this content by the owners of such marks is intended, expressed or implied.



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How to address the urgent insurance workforce gap with technology


The insurance industry is experiencing a growing talent shortage. While this challenge has been anticipated, much of the discussion on solutions is often generalized to the entire workforce. But not every job will be impacted in the same way. As insurers grow, some functions will need more support, while others will be better primed to use cognitive technology, like AI, RPA and more. This means some jobs will be replaced by technology, other jobs will be enhanced by technology and other jobs will require more humans (an area where people can shift to, if their job is replaced).

The fact is that insurance operations are changing, and people are the center of that change. The question isn’t, “How do we address this workforce gap?” The question is, “How will claims, underwriting and sales be impacted by this workforce gap, and how can we leverage technology to address each one to improve our operations holistically?” That’s what I’ll be exploring here.

Urgency needed to address the growing workforce gap in insurance

In June 2021, the US Chamber of Commerce released the The America Works Report with alarming statistics:

  • Less than 25% of the insurance industry is under 35 years old.
  • In the last 10 years, insurance professionals aged 55 and older increased by 74%.
  • The Bureau of Labor Statistics estimates that over the next 15 years, 50% of the current insurance workforce will retire.
  • There will be more than 400,000 open positions unfilled over the next decade.

These statistics paint a startling picture—and one that requires an urgent response. But an aging workforce isn’t the only concern:

  • Insurance companies are also trying to grow, meaning they either need a larger workforce or the ability to scale with the current size workforce.
  • Many times, there is a skills mismatch where the current insurance workforce lack the skills needed to operate in an automated and data centric environment.
  • While insurance companies don’t always need hundreds of elite tech engineers, they do need their fair share of foundational and complimentary technical specialists, especially as the focus on AI/ML and the cloud continues to increase. This can create talent competition with big tech companies that offer higher salaries, more perks and more innovative work.

Tackling the workforce gap holistically

Realistically, the industry will not be able to replace 400,000 open positions one-to-one. And even if it did, the amount of knowledge loss with 50% of the workforce retiring is enormous. This is where cognitive technology comes in as part of the solution.

It’s important to emphasize that technology is only part of the workforce gap solution. While more administrative, redundant tasks can be automated, other functions may need more people (like sales-related areas, which I’ll explore in detail later).

Insurers need to do two contradictory things at the same time: Look at their workforce individually and holistically. Decision makers need to know the impact of the workforce gap and the supporting technologies for each individual job function. But since jobs don’t operate in silos (at least, they shouldn’t), insurers also need to have a holistic understanding of how changes will impact the way different functions interact with and support each other. Ultimately, there is no one-size-fits-all solution. But there are important insights for all insurers to consider.

Cognitive technology is changing the insurance workforce

Cognitive technology will impact different jobs in different ways. Some jobs will be replaced by automation; others will be augmented by technology; and other jobs will need to grow the human workforce in tandem with technology.

Before jumping into specific job functions, it’s important to understand the types of technology that are becoming more and more ubiquitous. The following table highlights the technology P&C insurers are focusing on in 2022.

Source: Emerging Technology for P/C Insurers 2022: Artificial Intelligence, Chatbots, Cloud Computing, Unstructured Data, and More, Aite-Novarica Group, 2021

Clearly, AI, data and RPA are major areas of focus. Chatbots are also being used more often to improve customer service, while cloud and data remain key areas for operational efficiencies and insights. Each of these technologies will impact jobs in different ways. Let’s explore.

The importance of partnerships

A quick note on the importance of partnerships: You’ll notice throughout the examples below that almost every one of them is accomplished via a partnership. With tech talent becoming harder to find, partnerships will be a key strategy to bridge the talent gap and implement complex technology at scale—and quickly.

The future of claims: Replace and augment

To address the workforce gap in claims, technology will be used to both replace and augment employees, though the scale of this impact will be different between personal and commercial lines.

Personal:

Personal claims is the most prone to automation, especially for simple claims. A small parking lot car accident is a perfect example of an easy type of claim that AI can handle—with human spot-checking, of course.

Real-life tech example: Hippo recently partnered with Claimatic and Five Sigma to use automation to process homeowners’ claims faster and manage them end-to-end. From a customer perspective, this offers a single point of contact, faster response times and easier claims tracking. From an operations perspective, this automation reduces back-end friction and ensures accuracy by identifying the severity of a claim and flagging when a loss is identified.

Employee impact: There will likely be an employee scale-down of the claims workforce as automation manages more of the claims process. At the same time, remaining employees will be augmented with technology to help them to manage claims faster and more accurately. Looking at the Hippo example, part of its new automation technology is to match claimants with adjusters—a typically manual, time-consuming process. This augments the claims workforce so that they can avoid these types of administrative tasks and focus on what matters: the customer.

Commercial:

Like personal lines, commercial claims departments will be both replaced and augmented by cognitive technology, but at a different rate. Commercial claims are often more complex, so there will be more augmentation versus replacement, compared to personal lines.

Real-life tech example: Protective insurance partnered with Roots Automation to scale its trucking and commercial auto insurance claims. In only four months, Protective introduced two “digital co-workers” called Roxy (for sending letters to claimants) and Rex (for indexing claims documents). Both bots were able to complete 95% of tasks without human intervention.

Employee impact: Most claims employees working in commercial lines will be augmented by cognitive technology. The Protective insurance example shows how bots can be leveraged to manage the most time-consuming tasks, like indexing documents. This frees up employees to focus on more important tasks or handle more claims. This is especially important for the underserved small-to-medium business (SME) market. By streamlining commercial claims as much as possible, the SME market could look more attractive to insurers.

The future of underwriting: Augment

Underwriting encompasses both risk assessment and product development. This will continue to be a key area for insurers to remain modern and competitive, so headcount will likely not be cut. However, people are retiring. Insurers must ask themselves: Do we replace retiring workers or use technology to scale up our current workforce? With the current talent gap, that latter is more realistic. This means underwriting is moving into a world of semi-automation, both for personal and commercial lines. And that means re/upskilling.

Real-life tech example (personal): Product development is a huge part of underwriting, and a lot of insurers are leveraging cognitive technology to make the right products at the right time. Arbol partnered with RealTimeRental to offer real-time parametric weather protection for vacation rentals using AI, analytics and third-party data. AXA Life & Health Reinsurance Solutions uses a white-labeled version of Verisk’s Health Risk Rating Tool they’ve branded as the Intelligent Medical Acceptance Tool (IMPACT) to automate parts of the health insurance underwriting process to enable better coverage for customers with pre-existing conditions.

Real-life tech example (commercial): On the commercial side, risk is the core theme for cognitive technology. Allianz SE partnered with Cytora to tap into AI-based risk processing for its commercial lines business, allowing underwriters to focus on value-adding tasks. Another example is insurtech Neptune Flood, which developed an AI-based rating and quoting platform for automated risk assessment. With this technology, Neptune saw 400% growth and is now the largest private flood MGU in the US.

Employee impact: Technology is already changing underwriting, especially from a product development and risk assessment standpoint. Reskilling the workforce will be critical. Technology, in particular the ability to ingest third-party data leveraging the force of the cloud, can make product development fast and nimble. Workers will need to feel comfortable trusting new data sources and AI to drive innovation. Looking at risk assessment, a human perspective will always be important. But underwriters can be informed and supported by AI and other cognitive technology to improve accuracy and make better decisions. Employees will need to be reskilled to modernize their approach and take advantage of the large-scale analysis offered by AI and other technologies.

The future of sales: Augment and grow

It’s not surprising that sales and its associated functions, like marketing, will need to scale with digital tech. Sales will have to get more innovative as competition grows and customers demand a seamless experience. New areas, such as embedded insurance, will leverage technology and strategy in a way the industry has never done before. To support this rapid shift and growth, sales functions will need to expand while also being augmented with technology.

Real-life tech example (personal): Direct Auto & Life Insurance chose Marketing Evolution’s customer journey tracking solution. This persona-based marketing measurement and optimization platform will provide insights into the touchpoints customers engage with along their path to purchase. These insights will help Direct Auto & Life Insurance to better understand its customers, deliver a personalized experience and critically—how to link behavior to sales.

Real-life tech example (commercial): Nationwide expanded its relationship with Amazon Web Services to innovate and deploy innovative products while they also streamlined internal operations. From a sales commercial perspective, this partnership helped Nationwide build a Small Business Advisory platform that uses machine learning to tailor personalized insurance policy recommendations to small business customers in minutes.

Employee impact: Sales, marketing and customer engagement are critical for growth. Employees in these areas will be augmented with technology, while teams expand headcount. To remain competitive, insurers will need to innovate and build a business development ecosystem. Technology by itself won’t do this. Like underwriting, cognitive technology will offer the tools for creative salespeople to innovate—and the customer insights to make data-driven decisions and promote growth.

Roadmap to the future: A cross-functional perspective

As I mentioned before, job functions don’t operate in silos. So, this breakdown gets more complicated when we look at how each function interacts with each other. For example: Claims and underwriting are intertwined. Modernizing claims to better leverage the data used in underwriting and vice versa is more important than ever. Breaking down these silos will drive an enterprise level change in behaviors and collaboration.

That’s why insurance companies need to take a cross-functional perspective when determining how technology will change their workforce. And this should not be a theoretical strategy.

How to use tech to close the insurance workforce gap

Insurers should put together a concrete workforce roadmap. The roadmap should be modular, outlining which areas will need new hires versus reskilling. It should consider the interaction between functions and how changing one will impact the other. It should also indicate where people can be moved around to capitalize on your current workforce and the knowledge and experience that they have.

Another key element of evolving your workforce is early inclusion. Employees deserve transparency when it comes to how their jobs will change. Early involvement will help employees feel like they are a part of that change—and minimize replacement fears. Because all the roadmaps in the world won’t help if employees feel threatened and reject change. Insurance companies can avoid this by being supportive, honest and by listening.

While a roadmap and transparency are important from an employee perspective, the technology side is its own domain. This blog looked at the product and service side of the insurance workforce, but implementing cognitive technologies requires a talented, motivated IT team. Insurers will need to marry a tech roadmap that aligns with its workforce vision using agile methodologies to allow for flexibility and pivots, if needed. Critically, executives need to be able to communicate this holistic vision across the organization—including tech partners.

The insurance industry has a tough road ahead when it comes to talent. Decades’ worth of knowledge is about to be lost to high retirements, and younger generations aren’t banging down the door to work in insurance. Carriers will need to get creative using a mix of technology and a reskilled human workforce to close this gap and drive future growth. The time for this transition is now, or else you risk falling behind. Just remember that employees are people—treat them with respect and compassion, and they will rise to your expectations. As we say at Accenture: Innovation happens where technology meets human ingenuity. The insurance industry will need both to succeed in the future.


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Disclaimer: This content is provided for general information purposes and is not intended to be used in place of consultation with our professional advisors.
Disclaimer: This document refers to marks owned by third parties. All such third-party marks are the property of their respective owners. No sponsorship, endorsement or approval of this content by the owners of such marks is intended, expressed or implied.



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In this blog series, we’ve looked at the latest entry in the only longitudinal survey of underwriters in North America. The study, which is run in partnership with Accenture and The Institutes, provides vital context for tracking the trajectory of underwriting, which is the heart of any insurance carrier’s business.

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Click/tap to view a larger image.

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The portion of underwriters whose workloads are increasing due to technology is down 28 percentage points from the 2013 survey. In fact, the 26% who say technology is increasing the amount of work they do is the lowest portion we’ve seen across the 13 years covered by our data.

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To me, the last decade of tech investment in underwriting is a bit like a hamster running on a wheel—a lot of energy has been expended, but we haven’t really gone anywhere.

Or at least not as far as we need to go. It’s true that most carriers have made significant investments in their underwriting tools. As I’ve written previously, in Making the digital leap in underwriting, the first generation of these tools focused on providing rating systems and core policy management, while the second generation was made to complement the first with workflow solutions.

However, most underwriting environments are still scattered and disaggregated. The time required to use each separate system or transfer information between them means that more often than not, a new tool takes up at least as much time as it is supposed to save for underwriters.

For example, one carrier we worked with not long ago did a tally of all the digital solutions that an underwriter was theoretically supposed to use in a single workday. The count came to 92.

Splitting the underwriting workflow into dozens of tools like this is why, as the survey data suggests, carriers are not seeing the returns they expect from their underwriting investments.

To be clear, I don’t mean that these investments have been futile or that creating these digital tools does not unlock important exciting new insights and abilities for underwriters—quite the opposite. The tools and systems that underwriters have at their disposal now are nothing less than astonishing. For example, they can shine a light on “dark data” to drive better underwriting decisions, among other things.

But, as our research suggests, too often these don’t make the difference that they should for underwriting workflows and for the carrier’s business as a whole. Insurance organizations that reach high ambition levels for the human experience are all too rare in the industry today.

To change that, we’ll need to see underwriters use what I call the third generation of digital tools in underwriting. This new generation will connect the dozens of tools currently at the disposal of underwriters into one cohesive platform that integrates seamlessly into the workflow.

And the really exciting side of this? Signs of this trend are already beginning to emerge around the industry. We’ll cover it in more detail on this blog in the future.

In the meantime, the next post in this series will look at what our longitudinal survey revealed about talent management in underwriting.


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Disclaimer: This content is provided for general information purposes and is not intended to be used in place of consultation with our professional advisors.



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What’s behind the decline in underwriting quality?



Insurance is a data-driven industry and underwriting is its heart.

It’s an uncomfortable fact, then, that data from the only longitudinal study of North American P&C underwriters reveals that many important parts of underwriting seem to be mired in decline. It is no overstatement to describe the results of the most recent Accenture and The Institute’s underwriting survey as alarming. Underwriting may be in crisis.

In my previous post, we looked at the survey results from a high level. Today we’re going to zoom in on the findings about underwriting quality specifically.

Underwriters seem to be losing faith in their craft

In 2008, 2013, and most recently 2021, we asked underwriters to rate the quality of the processes and tools they use to do their jobs. The scores for 2021 were the lowest we’ve seen—though, interestingly, the decline has not been uniform.

Click/tap to view a larger image.

For example, 62% of underwriters in 2021 told us they’d rate their organization’s underwriting strategy as superior—down 8 percentage points from 2013. Likewise, confidence that their organization employed a superior pricing strategy fell 11 points, from 61% in 2013 to 50% in 2021.

These are substantial declines, but they are far from the biggest ones in our most recent data. That dubious honor goes to confidence in the accessibility and ease of use of the tools used to support underwriting, which shrank from 55% in 2013 to 33% in 2021. Perhaps more concerning, confidence in both technical and non-technical training, both declined along similar lines.

We also asked underwriters to rate the importance of different areas of potential improvement for underwriting. The top four issues identified were, in order of the portion of underwriters highlighting them as important:

    1. Improving the quality and accuracy of data around underwriting submissions (95%)
    2. Improving training and talent development (91%)
    3. Improving tools for rating and pricing risks (90%)
    4. Eliminating non-core tasks to allow more time for risk analysis (88%)

Change is needed—but where?

My view is that these findings are a clear indication that many underwriting leaders, amid the industry’s growing focus on expenses, growth and analytics, have taken their eye off the ball of traditional underwriting quality.

This has created a tremendous challenge for the industry, made more urgent as many markets are softening and the risks insurers cover grow more complicated. Do today’s underwriters have the skills they need to drive profitable business?

It’s not at all clear that they do—but neither is it foregone that they do not.

In recent years underwriters have been equipped with many powerful new tools to help them measure risk and write policies more quickly. Our survey suggests that these tools have not had the hoped-for impact (and in some cases have actually made underwriting less efficient).

But the power of digital tools to take underwriting to new heights is still undeniable. To reverse the decline suggested by our survey, underwriters and carriers need to close the gap between the potential of these new tools and their actual impact on underwriting. This will require changing the carrier’s internal structure to let underwriters focus on underwriting.

It will also require making these modern underwriting tools truly accessible and intuitive. A good example of this is how underwriting guidelines are handled in the industry today. In general, these guidelines are more concerned with containing every piece of information that could possibly be useful than they are with helping underwriters quickly, accurately write the risk.

Guidelines instead should be broken up into pieces and made fit for purpose so that underwriters can quickly and easily find the information they need when writing policies. Ideally, a guideline system should “push” information to underwriters at the moment of need instead of requiring the underwriter to “pull” it from a lengthy document or database.

The digital tools to make all this happen, of course, are widely available in the industry today. This survey suggests that carriers that seize the initiative and implement changes along these lines will see a significant bump in underwriting performance.

In my next post, we’ll look at what the survey revealed about tech investment in underwriting.


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Disclaimer: This content is provided for general information purposes and is not intended to be used in place of consultation with our professional advisors.



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