Asia/Singapore Saturday, 2nd May 2026
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SAP Concur predicts 2020

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We have just started a brand new year, exchanging customary greetings of hope and optimism with colleagues and loved ones. Given the economic uncertainty, however, some projections on the business front may not be as rosy as last year’s.

With little doubt, organisations across Asia-Pacific will come under pressure to do more with less. That means business and finance leaders will need to look at streamlining operations and raising efficiency.

Watson believes technology will play a much bigger role this year

Technology can play a big role here – artificial intelligence (AI), machine learning (ML), and deep data analytics all have the potential to deliver greater productivity and intelligence to operations without growth in headcount.

Some of these technologies can also augment employee experience. That’s important because happy employees do a better job, benefiting business outcomes.

AI gets empathetic, and ML goes everywhere
For example, AI can automate routine and often tedious tasks. Early deployments are already showing that employees are more satisfied using AI to sort and forward emails, proofread documents, schedule meetings and build custom workflows.

The next wave of AI, which I expect to start gaining traction in 2020, is empathetic AI. Here, emotional intelligence is injected into AI, personalising interactions and making the subject of the interactions feel important, listened to or respected.

If your customers and employees feel heard and understood, your firm has an advantage. The powerful thing about empathetic AI is that it can deliver unique, customised experiences to a virtually unlimited number of individuals.

ML, in a similar vein, will take a step up. It will proliferate under the hood of technology services everywhere, especially behind everyday workflows and forms. That means business services will increasingly anticipate your needs quickly and accurately – be they related to expense reports, scheduling or other processes.

Actual ML applications that SAP Concur is developing includes having an employee’s preferred travel itinerary suggested and filled out based on previous trips, and automatically combined with the company’s preferred vendor commitments. Location of expenses can be predicted based on the cities employees visited, speeding up expense report filing and giving time back to staff for strategic or creative work.

I believe that in 2020, workplace technology will also become more adept at providing consumer app grade experiences, and more firms will use this to their employee engagement advantage. That means more workers will have access to travel, expense, healthcare and other services via mobile apps.

In such a scenario, enterprise travel booking tools can be as easily usable as consumer travel apps without a company forgoing the discounts, control and real-time visibility it has into the choices that employees are making. This is a timely development, as APAC airline and hotel prices are expected to climb about 3% in 2020, according to BCD Travel’s 2020 Industry Forecast, and companies will want to have the appropriate corporate travel systems in place to secure the best deals.

A safe employee is a happy employee
Another aspect of employee experience is traveller safety – organisations need to do more to protect their staff when they are making their business trips.

A recent study commissioned by SAP Concur found that personal safety is a top concern for APAC business travellers. Nearly two-thirds (63%) of business travellers in the region have changed their accommodation specifically because they have felt unsafe, and about half (46%) have reduced travel to a certain location due to political unrest or health hazards. Business travellers from Singapore and Malaysia are the most wary of uncertainty, with 60% curtailing travels plans, followed by Australia (53%) and India (50%).

Female travellers are particularly concerned about safety. Seventy-six per cent of the APAC women surveyed have faced gender-based negative experiences while on a business trip, and some have re-planned their accommodation or skipped certain destinations as a result.

Business travel technologies today can collate data from firms’ travel management companies, employees’ location check-ins and other sources to provide valuable insights for firms to use to support their staff and manage risks. In 2020, I expect more firms to integrate their duty of care programme with their travel and expense programmes to expedite employee location and communication during crises. It’s critical for organisations to be able to identify and communicate with staff in real-time when a crisis occurs. The right technology platforms can enable that to happen, ensuring that a company does all it can to protect employees in on the road.

Taxes are a certainty, but don’t let the state be the sole beneficiary
Another thing I expect finance leaders to do in a lean 2020 is to put technology to work in complex processes where there’s money to be retrieved.

One area often missed out by companies is value-added tax (VAT) reclaim. VAT recovery is possible for travellers visiting more than 40 countries around the world. This can work out to be a sizeable sum for some firms. The bad news is that managing the entire reclaim process is tough, as each country has its own set of constantly changing recovery rules and practices. I expect more APAC companies to deploy technologies to help them manage this process in 2020, as the hazy economic outlook puts onus on finance leaders to improve cash flow.

Still on the subject of taxation technologies, some CFOs may take 2020 to explore cloud-based tax automation, or solutions that can make real-time assessments of business travellers’ tax and immigration obligations before they travel. These tools will help businesses ramp up efficiency, and gain visibility into potential risks before they occur − good attributes to have in an uncertain environment.

All in all, I see plenty of positive technological developments to keep business and finance leaders’ spirits up in 2020. Pick the right ones and have a rewarding new year.


Andy Watson is the senior vice president and general manager for Asia Pacific Japan and Greater China at SAP Concur, where he is responsible for leading the business for SAP Concur in this region. A 30-year IT industry veteran who’s been a chief financial officer himself, Watson has also held global and regional leadership roles in SAP SuccessFactors and SAP Cloud.

Herman Kemp to lead first Hyatt Regency in Cambodia

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Hyatt Regency Phnom Penh has appointed Herman Kemp as general manager.

Kemp started off working on cruise liners, with the Holland America Line. After which, he joined the hospitality industry, where over 12 years he rose through F&B and management roles at Le Meridien, Sofitel and Carlton hotels, all in The Hague, a city in Netherlands.

His first posting as general manager was with Aryaduta Hotels in Indonesia in 2012. Prior to his Phnom Penh move, Kemp was general manager of Park Hyatt Siem Reap for nearly four years.

Expected to open in 2020, the 250-room Hyatt Regency Phnom Penh will mark the first Hyatt Regency hotel in Cambodia.

Protected: Meet with More with Millennium Hotels and Resorts

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SINGAPORE: FORGING A NEW STANDARD FOR BUSINESS EVENTS

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Singapore remains committed to upholding the highest standards of health and safety for visitors to the Lion City

Brought to you by Singapore Tourism Board

In these extraordinary times, Singapore continues to stand as a premier business events destination connecting the world to Asia. While COVID-19 has altered the events landscape, the fundamentals that have made Singapore successful – our vibrant business environment, outstanding infrastructure and future-ready workforce – remain unchanged.

Raising the bar for health and safety

As international business travel resumes, you can trust that Singapore will safeguard the well-being of visiting delegates and staff. We remain committed to upholding the highest standards of health and safety and to giving all our visitors peace of mind when they come to the Lion City. Hotels, restaurants, exhibition halls and other establishments have adopted new Safe Management Measures, such as social distancing and heightened cleaning of premises, to ensure reduced public health risk. Beyond these, the Singapore Government also launched SG Clean, a national mark of excellence for cleanliness, hygiene, and infection control.

Unique solutions by the events industry hark the dawn of a new era in business travel

Innovating for the future of business events

Singapore’s events industry is also implementing unique solutions to meet the emerging demands of a new era of business travel. Local companies are reinventing themselves – from enhancing digital offerings to developing forward-looking concepts for hybrid and virtual events.

For example, in June, homegrown event organiser Web in Travel (WiT) engaged more than 750 tourism business leaders to discuss the future of the industry in a global virtual summit. During the dinner break, WiT sent curated care packages to Singapore-based attendees and later even held a virtual dance party. With this mindset of continuous innovation, it is no wonder that Singapore was recently named the world’s most competitive economy for the second consecutive year (IMD World Competitiveness Ranking, 2020).

Singapore is where great minds converge, connect and create the future of business.

Plan your next business event at VisitSingapore.com/MICE.

 

 

New GM for Sindhorn Kempinski Hotel Bangkok

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Edward E Snoeks has been appointed as the general manager of Sindhorn Kempinski Hotel Bangkok and The Residences at Sindhorn Kempinski Hotel Bangkok, which is slated to open in April 2020.

Prior to his current role, Snoeks held senior executive positions with Marco Polo, IHG, and most recently, Okura Hotels, across major destinations in Asia such as Kuala Lumpur, Hong Kong and Bangkok.

He has also served as vice president hotel operations for Hong Kong Parkview Group, and also played a key role in the openings of Eclat hotels in Taipei and Beijing, as well as other projects in Hong Kong.

Keep the love coming

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The world has seen images of bushfires destroying what tourists love about Australia, including on Kangaroo Island. Is the worst over yet?
Today is a bad day for Kangaroo Island. The conditions are not favourable. It’s very hot, 38°C, and for this afternoon, it’s predicted that winds will pick up.

You need three things for fires – heat, oxygen, and fuel – and today we will have all three. Fire services are working extremely hard to try and make sure the fires don’t break out. With the extent of the fires on Kangaroo Island, you don’t put them out; you have to contain them and hopefully, they’ll burn where they are, all of the fuel, and they’ll slowly go out unless we get significant rain. Today we’re on tenterhooks.

So to answer your question if the worst behind us, well, we hope so.

Which parts of the island are affected?
The west has been affected by fires. It hasn’t all burnt, but from Parndana in the middle of the island heading west, nearly all of the Flinders Chase National Park has been burnt. That’s at the extreme end of Kangaroo Island.

A lot of the north-west part of the island outside of the park also had catastrophic fires and has been burnt extensively. (But) if we are able to get through today, and the fire doesn’t break out, we are hopeful we can put the situation to rest (as there’s some rain predicted for tomorrow and Saturday).

But it very much depends on what occurs today. The east part of the island where our motel is, and areas such as Seal Bay to Penneshaw where the ferries come through, haven’t been affected by the fires at all. A lot of people don’t understand that the island is 150km long, so as I speak with you, the closest fire to me here in Kingscote could be about a hundred kilometres away.

And yet fire can spread very fast. What’s morale like? How are locals holding up?
I think the best way to describe morale is that it comes and goes.

I have a lady who works for me in the office, and she’s working right now (even though) her family farm was burnt to the ground. They didn’t lose their stock but they lost their houses, sheds, machinery, pastures, and fences. Everything was destroyed except for their cattle and sheep which they were able to move before the fire.

And here she is working today; she needs her job even more than ever. There’s a lot of stories like that on Kangaroo Island. They’ll have to rebuild.

(But) we are resilient and we will bounce back. The west end won’t return straightaway. It will need significant rain but farms will rebuild and restock. One thing we do know in Australia, although these are exceptional fires and they are unprecedented, when fires occur, the parks, forest and wildlife, they do bounce back.

You’ve just had a visit from the Prime Minister and the South Australian Premier.
Yes, and I was one of the tour operators that met with both of them yesterday. Their message was one of support and pledging that both federal and state governments will do a great deal (to provide) assistance in rebuilding Kangaroo Island. In fact, I think it’s up to about a billion dollars between them. They’ve also pledged a great deal of support and money to the tourism industry, because we will need to start a tourism recovery (programme).

You know, half the island is still open for business, but obviously right now, it’s appropriate that people are cancelling. We understand that as the wildfires are still prevalent.

But unfortunately with the international coverage, people are cancelling in February, March, April, May and June. That’s not really appropriate as half of the island is open for business. We’ll need tourists (more than ever) to return, or else we’ll have a double down. It’ll be an economic disaster (on top of) the destruction that has been done to property and wildlife.

A wild Kangaroo on Kangaroo Island South Australia

What is the current economic impact on your business?
We’ve got a cancellation folder and it’s pretty thick. It’s too early now to start adding it up, but (the cancellations are going to be worth) tens of thousands of dollars. At some stage, we will need the world, tourism industry, social media, TripAdvisors and meta sites to get the message out that you can visit Kangaroo Island because there’s still plenty to see.

I know that’s not (the right) message now, but it will be the message shortly.

International and Asian tourists are a significant part of your clientele. Are you concerned about the Lunar New Year approaching – a time that’s peak visitation period for Chinese-speaking markets – that tourism numbers will suffer?
I anticipate by that stage, the fires will have little impact on the island. We are cautiously optimistic that within a week the fires will be under control.

But the impact from the Asian market during that period (will stem) from the perception – due to the image of destruction and property loss on one-third of the island – that you can’t come to Kangaroo Island. This perception is why people are cancelling for (the months ahead).

You spoke of your cancellation file. Are other tourist businesses on Kangaroo Island reporting similar impacts?
We’re probably a little bit more resilient than some of the other businesses on the island. The smaller bed-and-breakfasts, and the smaller holiday places where people own one, two or three holiday units, it’s their only income/livelihood.

And because of the perception (that the island isn’t safe to visit or the fires are still raging), a lot of these businesses are threatened. They might not be in danger of burning down, but if all the tourists stay away, those businesses will be in peril.

You mentioned a tourism recovery plan. What is that going to look like?
First of all, we need to get a panel established. We’re at the stage where we know we’re going to do that. But too many people are either involved in (fighting) the fires, or trying to manage their business which has been impacted by the fires. I had two of my staff spend 12 hours the other day handling cancellations.

(But) the first thing we’ll do is (define) the message we want to get out to the Asian market, Europe, North America and the rest of Australia. A message that will say something like, don’t abandon us, there’s still plenty to see, it’s still a great place to visit. And then we will work with state and federal governments and agencies, national parks, and local council authorities and operators to get that message out. I know that social media is going to play a big part in that.

What about environmental and wildlife recovery? How long would that take?
I’m not an expert, but I know people who are working to enter areas that have experienced a fire, to assess the extent of the damage and the amount of wildlife that’s been impacted.

It’s (still) very early to say how long will it take, as some areas were minimally damaged. The north coast, normally a very picturesque and beautiful part of the island, has areas completely ravaged by fire. But (when driving it is possible to) come across an area completely untouched.

Can Kangaroo Island still be regarded as a wildlife paradise after losing so many animals to the fire?
There has been a terrible loss of wildlife and in some areas, devastating.

We went through this in 2007, when we had devastating fires. At that time, it was the biggest fire in our state’s history. I was chairman of the Kangaroo Island tourism board at the time, and I worked closely with all of the agencies to recover.

No doubt this fire event is worse, but the principle is the same. We will bounce back, Kangaroo Island is resilient, and so is the flora, fauna and wildlife. Kangaroo Island will always be a wildlife destination.

It sounds like the battle is far from over, and you certainly got your work cut out for you.
The battle is not over but we will win it. But we need people to hear (about what’s really going on). A lot of people who live all over the world have been sending their best wishes. And that does help.

Travel suppliers get more mobile-savvy to do better in corporate travel space

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Suppliers eyeing growth in the corporate travel business are relying on enhanced mobile products and services to address and engage travellers in areas such as duty of care and compliance, as well as enhance the traveller experience.

Travelport’s Chris Ramm, vice president Asia Pacific, air commerce, shared the travel technology company was seeing an acceleration in expectations of a travel experience that was as easy and engaging as the best retailers, products and services in the world.

Investing in mobile products will help companies in the corporate travel space capture more of the market

Ramm noted: “Our Global Digital Traveler Research 2019, which surveyed 23,000 people from 20 countries, showed that 45 per cent of travellers – up nine per cent on 2018 – get frustrated when they are unable to access their booking information round-the-clock on mobile devices.”

Moreover, Ramm revealed that Travelport’s Mobile Travel Trends 2020 report supported this mobile shift, as “87 per cent of respondents downloaded more travel apps this year than they did last year”.

Among customers that have intensified their mobile engagement are BCD Travel and easyJet, according to Ramm.

BCD Travel’s strategy is to provide anytime access to trip information and tools from any connected device. In collaboration with Travelport, it recently launched its next-gen mobile platform to leverage traveller engagement to satisfy corporate travel programme needs such as duty of care and programme compliance.

Travelport claims the native iOS and Android app TripSource is the highest-rated, most-reviewed TMC app in the Apple App Store, with over 900k app downloads, four-plus-star average app rating and over 94 per cent returning users YoY.

Ramm: travellers are increasingly downloading more apps to manage their travel

With easyJet’s growing focus on business and loyalty-related offerings, Ramm said the British budget airline was extending the mobile app’s functionality to offer holiday packages and rewards which are key strategic developments to grow the app’s loyal user base.

Mobile innovations easyJet has introduced include an augmented reality cabin-bag sizer to scan and check if carry-on luggage is within the airline’s dimensions, while Speak Now finds fights in a few seconds instead of 12 taps of the smartphone.

The mobile app is delivering nearly US$750 million in booking revenue annually and growing, and approximately 21 per cent of all easyJet bookings are now done via the easyJet app.

Users, Ramm noted, also used the app to generate and use 561,000 mobile boarding passes in the last week of November 2019, more than 271,000 passports were scanned in the same month, and more than 499,000 check-in bags were added to bookings as of end November 2019.

UOL, PPHG deepen sustainable hospitality commitment with new Parkroyal Collection brand

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UOL Group’s Liam Wee Sin, and PPHG’s new CEO Choe Peng Sum at the launch of Parkroyal Collection brand

UOL Group and hotel subsidiary Pan Pacific Hotels Group (PPHG) unveiled the new Parkroyal Collection Hotels & Resorts brand on January 7, cementing their commitment towards sustainable hospitality.

Parkroyal Collection carries a strong sense of responsibility towards the environment and self with eco-friendliness, sustainability and care for overall well-being as its brand ethos.

UOL Group’s Liam Wee Sin, and PPHG’s new CEO Choe Peng Sum at the launch of Parkroyal Collection brand

Sitting under the new brand are Parkroyal Collection Pickering (previously Parkroyal on Pickering) and the latest addition to the family, Parkroyal Collection Marina Bay (previously Marina Mandarin).

Liam Wee Sin, group chief executive, UOL Group, explained that the brand launch comes at a time when environmental challenges are becoming more prominent and there is a growing eco-consciousness among travellers who want to do their part to protect the Earth.

Recounting the journey from when the first seed of a green hotel product was planted a decade ago with the birth of Parkroyal Collection Pickering, Liam said: “When we developed Parkroyal on Pickering – now known as Parkroyal Collection Pickering – we knew we wanted a hotel with real green attributes, not just one (filled) with lots of plants. So, we made sure it has eco-friendly operation practices, zero-energy skygardens, 200% Green Plot Ratio, and more.”

Parkroyal Collection Pickering’s green credentials have won it many awards, including being named as one of the 50 Most Influential Tall Buildings of the Last 50 Years by The Council on Tall Buildings and Urban Habitat, as well as the World’s Leading Green City Hotel and Asia’s Leading Green Hotel at the World Travel Awards 2019.

“Last year, we gained full control of Marina Mandarin through the shares of Marina Centre Holdings. With UOL wholly-owning this hotel, we have the opportunity to rise above what we have done with Parkroyal Collection Pickering. While Parkroyal Collection Pickering has a lot of green on the outside, for Parkroyal Collection Marina Bay, we will bring green inside,” he added.

Embarking on a year-long progressive renovation from March 2020, Parkroyal Collection Marina Bay will be transformed into a garden-in-a-hotel, sporting many new features such as a 13m landscaped vertical wall flanked by raised planters, lush indoor gardens with birds’ nest-inspired pavilions, a skybridge across the atrium on level four to provide guests with a treetop experience, and more.

Parkroyal Collection Marina Bay Level 4 Atrium Birds’ Nest Pods

In terms of sustainability, the hotel will use UV-treated glass to allow in natural light, guestrooms will be fitted with water filters to discourage the use of disposable plastic water bottles, and premium bath amenities that are paraben- and cruelty-free will be provided to guests.

“The launch of Parkroyal Collection brand marks an important milestone in PPHG’s journey. This launch is exciting and timely because we are building on what Parkroyal Collection Pickering has achieved,” Liam said.

Liam said the group “will not stop at two”, and added that PPHG’s new CEO Choe Peng Sum has a mandate “to go out and find us more properties”.

Choe, who also addressed the audience at the launch, described the new brand as consumer-centric “with a sense of purpose and responsibility at heart” and which “demonstrates that sustainability and modern lifestyle can co-exist through conscious design and efforts”.

PCMA partners with CEMA and BESarawak to further education reach

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From left: PCMA Board of Directors' Stuart Ruff-Lyon; Business Events Sarawak's Amelia Roziman; PCMA's Sherrif Karamat; Minister of Tourism, Arts and Culture, Sarawak and Minister of Youth and Sports Sarawak Abdul Karim Rahman Hamzah; Business Events Sarawak's Muhammad Leo Toyad; Ministry of Tourism, Arts and Culture, Sarawak's Hii Chang Kee at the MoU signing

PCMA has announced two partnerships, one with Corporate Event Marketing Association (CEMA), and the other with Business Events Sarawak (BESarawak), both of which aim to educate, as well as encourage networking and knowledge-sharing.

The strategic alliance with CEMA, which started on January 1, 2020, will see cross-promotion and collaboration through educational initiatives to help increase brand presence and membership.

From left: PCMA Board of Directors’ Stuart Ruff-Lyon; Business Events Sarawak’s Amelia Roziman; PCMA’s Sherrif Karamat; Minister of Tourism, Arts and Culture, Sarawak and Minister of Youth and Sports Sarawak Abdul Karim Rahman Hamzah; Business Events Sarawak’s Muhammad Leo Toyad; Ministry of Tourism, Arts and Culture, Sarawak’s Hii Chang Kee at the MoU signing

For instance, CEMA will co-develop education at each of PCMA’s four events: Convening Leaders, EduCon, European Influencers Summit and Asia Pacific Annual Conference. In return, PCMA will deliver education at the annual CEMA Summit and during CEMA Study Tours. In addition, both organisations will also collaborate on webinars and other services.

“CEMA and PCMA share a vision for the advancement of event marketing as a vital element in the marketing stack, and each brand offers unique and complementary qualities and services to help event professionals learn and grow,” said CEMA’s president and CEO, Kimberley Gishler, in a statement. “We look forward to collaborating on new and exciting research and educational programming, as well as expanding access to professional networking, knowledge-sharing and rich event experiences to both PCMA and CEMA members.”

In addition to the CEMA alliance, PCMA has also signed a Memorandum of Understanding (MoU) with BESarawak to provide education, business development opportunities and increase awareness of the transformative power of business events.

Effective immediately through December 31, 2022, the MoU calls for business events training and education to help showcase Sarawak’s unique value proposition to international associations and corporate markets, in addition to developing the local meetings industry.

To kick things off, BESarawak hosted a gathering of business events strategists, industry leaders and government officials from Asia-Pacific at PCMA’s Convening Leaders event this week to network with some of the world’s most prominent figures in the industry and discuss current growth strategies and disruptors.

“Sarawak has already begun its quest to position business events as economic and community game-changers in the region through the Legacy Impact Programme,” said Abdul Karim Rahman Hamzah, Sarawak’s Minister of Tourism, Arts and Culture and Minister of Youth and Sports. “The programme is focused on four pillars of legacies which are Advancing the Field, Community Benefits, Economic Outcome and Public Policy; driven by 27 drivers.”

ICCA opens its doors to associations

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Associations have access to education, connections, tools and resources to organise more effective meetings

ICCA has rolled out the welcome mat to associations with the launch of the ICCA Association Community yesterday, a move that brings all major stakeholders in the world of association meetings into its embrace.

ICCA’s president James Rees said in a press statement: “The launch of the ICCA Association Community will integrate associations with our membership, helping to shape ICCA’s future and provide opportunities for ever-closer collaboration.”

Associations will have access to education, connections, tools and resources to organise more effective meetings through ICCA

By joining ICCA, associations will have full access to resources such as Association Meetings Intelligence, ICCA’s events, peer-to-peer networking, and thought-provoking education and expertise.

Associations will also be able to make their voice heard – in ICCA’s global community for the international meetings industry – on how their association and meetings will make a difference in the future.

ICCA’s CEO Senthil Gopinath is “delighted that ICCA has managed to create a new platform to officially include associations in its midst”.

Thomas Reiser, executive director of the International Society on Thrombosis and Haemostasis, said peer-to-peer sharing and learning were critical for the success of international associations’ activities, and being able to perform these activities at ICCA events and with the community of destination partners would be “even more beneficial to our joint efforts to professionalising the way to collaborate in planning and executing successful events”.

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