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  • EY - Overview - EY - United States
    in the regulated and alternative spaces as managers look to diversify revenue streams and find new opportunities Firms must fully understand how the distribution game has changed both globally and locally and how to most effectively increase revenue and improve margins We can help you succeed in today s market in these key areas Regulatory change compliance and reporting As a result of the global financial crisis enhanced compliance standards have taken hold across the industry for all participants particularly for alternative managers Regulators are more focused on risk and reporting than ever before Wealth and asset management firms must respond to the new regulatory environment with more disclosure and proactive reporting They are evaluating their current compliance infrastructure including people processes and technology and thoroughly reviewing compliance policies and procedures The review process is by no means a one off event Given that many new regulations entail a lengthy and complex rule making and implementation process and then likely further amendments to those rules the only certainty about regulatory reform is continued uncertainty Related content European mutual funds An introduction to UCITS for US asset managers Start preparing now for MiFID II Global FATCA reporting for wealth and asset management MiFID II what next for wealth and asset managers Understanding the AIFMD Data architecture and security and efficiently leveraging big data Escalating compliance costs and greater infrastructure spending suggest that the largest wealth and asset management firms enjoy more scale advantage than ever before Gaining a competitive edge in pricing is essential given that the demands and cost of regulatory reporting are growing Many regulatory requirements focus on data across the enterprise and external service providers Procedures and systems that many firms had in place before the global financial crisis are likely insufficient to effectively handle the complexity of data analysis now required in the new regulatory environment Big data s potential is the ability to aggressively control costs while laying the foundation for growth Additionally cyber security and cyber crime prevention are ever more prominent challenges Related content Addressing rising expectations in cybersecurity The science of winning in financial services Managing complexity and change in a new landscape global survey on asset management investment operations Evolving customer demographics and needs As large populations across the globe transition into retirement the inevitable drawdown of assets is increasing demand for capital preservation strategies Increased global life expectancies and the growth in unfunded public sector pension liabilities are reinforcing the need for retirement income and greater personal savings Product propositions must change to offer customers greater certainty of outcomes based on a better understanding of their risk appetites Firms must also provide greater transparency about the availability and details of products they offer Managers are capturing client value by focusing on client segments with growth potential and improving the client experience through strong value proposition exceptional service and appropriate charging models Related content The 500 trillion prize Nine trends transforming asset management Societal and economic impacts of the European asset management

    Original URL path: http://www.ey.com/US/en/Industries/Financial-Services/Asset-Management (2016-02-10)
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  • EY - Banking & Capital Market - EY - United States
    that guidance can create a framework to handle social media related risk Building more effective risk appetite frameworks Banks need to move risk appetite plans from high level statements to practical application Learn the key attributes of an effective risk appetite framework Banking risk management survey 2012 Learn how practices to manage enterprise wide risk have evolved to meet global financial reform requirements yet lack adequate integration and transparency Do risk appetite frameworks go far enough Some view the new frameworks as cornerstones of risk management and oversight others doubt their effectiveness Read insights from bank risk executives and board directors Implications of Eurozone crisis What issues are complex global banks considering in their response to the Eurozone crisis Tapestry Network s ViewPoints whitepaper summarizes the discussions from non executive bank directors Top and emerging risks for global banking Read how banks are responding to risks in funding and liquidity regulatory changes cybersecurity other geopolitical risks and the general economic picture Improving risk identification This ViewPoints paper summarizes three ways banks can identify emerging risks gathered from discussions with directors CROs regulators and banking professionals Evolution of the CRO CRO may not be a new title in banking but post crisis challenges mean that responsibilities have grown considerably for this officer Gain further insight into this role s challenges and which areas will be integral for success What lies ahead on the bank risk governance journey This report highlights the state of bank risk governance and upcoming priorities based on discussions with bank leadership non executive directors and senior regulators Back to ERM basics for banking industry By reviewing risk fundamentals and establishing an empowered head of ERM banks will create a more holistic view of risk across their organizations The liquidity gap Solvency and liquidity are the core pillars of banking but the financial crisis exposed weaknesses global financial services leaders now must work to fix How global banking is fixing vulnerabilities Shoring up risk governance is top priority for banks amidst competing demands Our risk governance survey provides perspective on what s next Governance in banks Who s responsible for setting risk appetite What role does the board play Find out how risk governance at banks is evolving Bank director s summit 2015 recap The impact of regulation on bank structures the need for agility in attracting investment potential systemic risk stemming from reduced market liquidity active investors and board shareholder engagement were the key themes of this year s summit Non executive directors and senior executives from the largest global banks were joined by regulators and investors Navigating the new era of conduct supervision Conduct issues can affect profitability and tarnish the reputations of individual banks and the industry as a whole Learn practical approaches for addressing conduct related issues Reforming bank culture turning values into action Bank Directors Summit participants discuss the need to restore trust in the banking industry and the plan for radical changes to business models Addressing cyber security as a human problem EY and Tapestry Networks convened a Bank Governance Leadership Network meeting to discuss cyber security Learn about industry preparedness and ways to improve systems defenses Five years on uncertainty is the new normal Non executive directors from many large global banks gathered for the annual Bank Governance Leadership Network summit to discuss the state of regulatory and internal reforms Building more effective risk appetite frameworks Banks need to move risk appetite plans from high level statements to practical application Learn the key attributes of an effective risk appetite framework Transitioning to materially different business models BGLN members convened in May and June to discuss the future of banking The major theme to emerge was the need to evolve business models and establish a new normal US consumer protection As US consumer protection evolves a mutually beneficial model for consumers regulators and banks can be developed Strengthening board supervisor relationships Practical steps can help supervisors and directors establish trust based relationships and focus on core issues Real world perspectives on bank governance Get insights from global bank directors and regulators in the Bank Governance Leadership Network G30 report a call to action on bank governance We highlight specific G30 recommendations for each group involved in the governance process the board of directors management supervisor and shareholders What does increased supervision mean for banks Find out how bank supervisors implement enhanced supervision determine the appropriate level of intensity for banks and how they choose to influence strategic decisions Global banks adapt to uncertain economics and regulations Members of the Bank Governance Leadership Network agree that better dialogue among senior supervisors C suite executives and directors is essential Read about other approaches Implications of Eurozone crisis What issues are complex global banks considering in their response to the Eurozone crisis Tapestry Network s ViewPoints whitepaper summarizes the discussions from non executive bank directors Banks adapt to uncertain economics and regulations Members of the Bank Governance Leadership Network share their outlook for global economic and financial regulatory reform The changing shape of European banking regulation New regulatory structures are emerging to better oversee financial institutions and system wide risks across Europe Non executive directors from leading global banks discuss the implications Emerging markets Microfinance and women s empowerment What do we know about the potential and limits of microfinance for closing the gender gap worldwide Future directions for foreign banks in China With significant initiatives such as Renminbi internationalization and opening up the capital account foreign banks in China are on the cusp of a new era Banking in emerging markets Our look at 10 rapid growth markets RGMs reveals substantial optimism as increasing affluence in under penetrated banking markets drives demand for more financial products and services Insights from four rapid growth markets video series Steven Lewis a Director at EY and the Global Banking Capital Markets Lead Analyst spoke with bankers in Indonesia Malaysia Turkey and Vietnam to understand their opportunities and challenges World Islamic Banking Competitiveness Report 2013 14 Bahrain and

    Original URL path: http://www.ey.com/US/en/Industries/Financial-Services/Banking---Capital-Markets (2016-02-10)
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  • EY - Insurance - EY - United States
    extensive delivery experience with vendors helps with software selection and guides you through project delivery to achieve cost reductions and process improvements Product development and delivery Incompatible systems organizational silos and disjointed processes perpetuate costly and low quality product development approaches As a result many insurers have redundant product portfolios that complicate underwriting operations and claims processes As insurers look to refresh and expand their products these issues restrict their ability to react to market changes and satisfy their customers Product design and delivery architecture are central to innovation and fulfilment across the insurance enterprise and they must be integrated into both business processes and technology solutions We can help your organization take the following steps to develop a robust suite of products designed for specific customer needs Assessment We review your current product development processes systems data interfaces and delivery capabilities to increase speed to market We offer tools to evaluate your products learn if there are ways to simplify them and help reduce costs Business and solution architecture development We help you properly align organizational needs and technical priorities for product development We ensure assessment and future state definition can be delivered using best market practices By applying our proprietary tools maturity models product design know how and business case frameworks we assist with architecture assessment and help insurers deliver future solutions that are in line with best market practices Product development workstation We align and integrate product development workstation capabilities with other underwriting and policy administration systems This includes developing a target solution architecture as well as selection design configuration integration and deployment of an effective workstation Claims transformation Our offerings enable transformational or step changes in claims capabilities Our expertise and analytical insight can help you achieve better claims outcomes and expense management Our team can help insurers in the following ways Claims performance analysis An independent review can help your organization identify areas of claims inefficiencies and processes that can lead to failed implementation or claims overpayments Claims analytics and predictive modelling Predictive modelling techniques are crucial to improving your claims operations Our teams have a deep understanding of these techniques and can use the resulting analytics to assist organizations in several ways Identifying drivers of unexpected claims development Providing data guidance Implementing models Prioritizing processes via loss mitigation strategies When combined with data from our claims leakage analysis teams these analytics can be incorporated into a program that reduces overall claims costs and expenses and enhances underwriting practices Claims capability maturity assessment This assessment benchmarks your current business claims processes and capabilities against industry leading practices By knowing where your organization stands you are one step closer to a strategic business and technology program Claims target operating model and organizational design We help organizations redesign their claims organizations processes governance and technology to align to business and operational strategies We serve you by focusing on performance process excellence skill specialization shared services sourcing and continuous improvement Claims transformation business case development Our deep industry knowledge helps us prioritize claims initiatives that will provide the best return on an insurer s investment Claims technology enablement Our full service claims system selection design and implementation capabilities leverage onshore and offshore based functional and technical claims professionals They provide extensive delivery experience in project management business analysis process design business and systems architecture product configuration systems integration conversion and testing Claims change management We offer a compelling vision so you can drive change improve stakeholder engagement and communications and boost operational readiness We also help you support training and align human resource processes such as career paths and performance management to encourage desired behavior and sustain results Claims customer experience strategy A review of the claims customer experience can result in a differentiating multi channel design that aligns with an insurer s corporate customer strategy By bringing industry insights and experience to the process we provide guidance in developing a customer experience roadmap that is tailored to claims strategic initiatives and practical to implement Are you ready for Solvency II At the recent Trilogue meeting the European Commission proposed a deferral of the implementation date of Solvency II to January 1 2015 but the proposal did not reach consensus Solvency II contacts Are you ready Actuarial and risk management strategies As the insurance market undergoes radical change insurance companies face a difficult balancing act They must identify and assess new options for value creation while continuing to manage risks and meet emerging regulatory requirements such as Solvency II and IFRS See where our more than 1000 actuarial and insurance risk professionals serve clients around the world The combination of our dedicated actuarial and risk professionals and close partnerships with related practices across EY provides truly integrated services across all disciplines in the insurance industry Our deep global knowledge comes from our work with insurance companies banks pension funds private equity firms sovereign funds and local regulators Click the magnifying glass to learn more about our actuarial and risk management expertise and how we use this to enhance financial performance and the effectiveness of actuarial and risk management functions Leverage that knowledge by contacting our actuarial insurance team leaders in EMEIA the Americas Asia Pacific or Japan Learn how our actuarial services drive transformation financial reporting risk and financial management and value generation Risk and capital As capital becomes scarce and competition from other financial institutions increases insurers are evolving from static to dynamic optimization of risk portfolios We help companies optimize their risk portfolios under current rules as well as expected new regulations such as Solvency II Customers and growth The insurance industry faces many challenges political changes economics product innovation technology advances competition from other financial sectors and changing customer behavior We prepare companies for these changes by providing practical insights on consumer buying patterns We also help you understand which customers truly create value so you can build strategies to enhance these high value relationships Financial reporting The global insurance industry is facing a wave

    Original URL path: http://www.ey.com/US/en/Industries/Financial-Services/Insurance (2016-02-10)
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  • EY - Government and Public Sector - EY - United States
    G20 summit Building better budgets Effective budget institutions are key pillars of any country s public financial management system PFM We outline our global PFM capability and services Citizen Today December 2015 Public private partnerships and global infrastructure From classroom to boardroom Citizen Today August 2015 Dynamics Shaping agendas changing lives Dynamics doorway to development Improving the customer experience across government Citizen today G20 special edition Building better budgets Government Public Sector Overview About our Government Public Sector services Advisory Assurance Tax Transactions Library Contacts Building a better working world Government leaders today are under extraordinary pressure to do more with existing or fewer resources Sequestration reduced tax revenues soaring deficits and a deepening national debt are driving a focus on aligning resources where they can achieve the best outcomes At the same time there is demand for visibility and transparency in the use of those resources The US Government Public Sector practice of Ernst Young LLP combines private sector leading practice with an understanding of the public sector s diverse needs focused on delivering improved public services We respond to your specific issues by bringing together highly skilled professionals across Advisory Assurance Tax and Transaction Advisory Services This integrated approach facilitates multidimensional support and flexibility at the Federal State and Local levels Our heritage is based on providing objective fact based insights and our broad portfolio of services is aimed at driving relevant tangible results We believe integration fosters innovation Unprecedented challenges require support that is connected responsive and insightful We are ready to help you build a better working world Doing more with less Every dollar counts That s the reality for government managers Now more than ever they need to focus on making the right investments They need to know what s working and what could be working better Our Government and Public Service professionals can help managers track spending and improve productivity We can help managers transform the way they make decisions We can help build accountability and transparency into the accounting process and help managers measure productivity and performance Our IT risk and assurance professionals can help your organization address the challenge of managing IT risks in a way that aligns with your overall strategy while complying with increased federal and agency level regulations We draw on in depth technical and IT related risk management knowledge from our global organization to help you with IT Controls Services IT Risk Transformation and IT Assurance Related materials Finance optimization in the federal government Implementing a governance risk and compliance program Understanding human capital risk management Shared services critical challenges and key questions Smart Controls transforming controls to boost your business Service Organization Controls SOC 1 reporting services The power of public private partnerships fostering women s entrepreneurship through TechCamps in Latin America On October 2 2014 the U S Department of State Women s Entrepreneurship in the Americas initiative WEAmericas and Ernst Young LLP EY announced a joint initiative to help women entrepreneurs succeed by providing them

    Original URL path: http://www.ey.com/US/en/Industries/Government---Public-Sector (2016-02-10)
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  • EY - Health Care - EY - United States
    health care There are two catalysts for this shift First with aging populations and emerging market growth chronic disease is becoming a global epidemic and driving health care cost inflation to unsustainable levels To tame costs payers and governments are realigning incentives around value and outcomes At the same time health is finally entering the digital age unlocking information empowering patients enabling real time analytics and bringing much needed focus on prevention Yet just as technology creates opportunities for health care organizations it also presents threats as new entrants disrupt the competitive landscape These changes require patients payers providers governments and life sciences companies everyone within the health ecosystem to think differently about health care as we know it Collaborative approaches will be needed to create sustainable health care systems that deliver high quality care while being efficient and cost effective How EY can help you At EY we re playing our part We work collaboratively with a wide range of organizations from governmental departments of health and public sector service providers and payers to health insurers and private sector providers Our Global Health practice works with organizations to manage costs and improve efficiency We help deliver digital health solutions and use big data and analytics to improve health services management and as a result health outcomes We collaborate to transform health care delivery and we help develop new business models so that our clients can better compete in a rapidly changing world Our Health Reimagined initiative brings together our professionals from multiple sectors health life sciences technology telecommunications consumer products and more to develop cross sector perspectives and solutions for Health 2 0 Our diverse teams include former chief executives of departments of health clinicians provider executives health strategy and policy advisers and service and program managers Across our network we offer clients access to international panels of recognized experts in health which facilitates innovation decision making and speed of execution We offer services to clients from across the health spectrum From audit and assurance to tax and regulatory compliance to risk and internal audit to IT advisory and cybersecurity to strategy we help organizations navigate an increasingly complex health landscape In addition to these core services we bring some of our best thinkers from across our service areas to help clients solve some of today s most pressing issues Operating efficiently US health care s share of the GDP will increase from 17 in 2012 to 23 in 2023 Europe 13 of adults in France and 6 in the UK have trouble paying their medical bills India health care costs are the leading cause of poverty Globally hospitals are only using approximately 60 of their available capacity Health care systems across the world are under enormous pressure to reduce skyrocketing costs At the same time they are being asked to expand access and to improve service delivery and health outcomes We help improve their performance operationally and clinically We help hospitals reduce costs and experiment with new delivery

    Original URL path: http://www.ey.com/US/en/Industries/Health (2016-02-10)
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  • Life Sciences - EY - United States
    reignite revenue growth in the current era of value based health care and patient centrism We explore in this year s edition of Pulse After healthcare reform transformation The US health care sector is undergoing a major metamorphosis In this edition of New horizons we explore the state of this transforming industry IN VIVO Magazine This issue explores capital allocation in the age of shareholder activism and what biopharmas can learn from recent acquisitions Pharmaceutical R D tax incentives Globalization of the pharmaceutical industry and increased outsourcing have drastically changed the R D landscape This report explores the impact on R D tax incentives Megatrends Health reimagined Health care is embarking on a once in a lifetime transformation This report explores what the industry needs to do to achieve future success Global Corporate Divestment Study Life sciences Capital Confidence Barometer Life Sciences The Firepower Index and Growth Gap Report 2016 Big data helping patients and providers connect Pulse medical technology report 2015 After healthcare reform transformation IN VIVO Magazine Pharmaceutical R D tax incentives Megatrends Health reimagined Life Sciences Overview About our Life Sciences services Advisory Assurance Tax Transactions Library Contacts Press Events Finding sustainability in biotechnology pharmaceutical and medical technology Amplified business decisions are the new norm thanks to rapid changes From new market entrants and regulatory reform to expiring patents and the growing challenge of chronic diseases leaders in the life sciences community must explore a new course to address the changing climate for health care one driven by patients and focused on health outcomes Our Global Life Sciences Center brings together a worldwide team of professionals to help you achieve your potential We cover key issues in these areas Biotechnology More than any other technology biotechnology has the potential to alter our lives in a positive way And by achieving this potential today s biotech companies are delivering new levels of health prosperity and sustainability across the world But with uncertain capital markets increasing regulation growing pricing pressures competition for acquisitions and an evolving health care environment around the world this sector faces unprecedented challenges We have been a pioneering presence in the biotechnology industry We were the first professional services firm to build a practice dedicated to serving your industry We ve stayed committed to your business with our leading reports and our network of knowledgeable professionals So it s not surprising that we serve more biotech companies than any other professional services firm by a wide margin Take a closer look Beyond borders unlocking value Biotechnology Report 2014 Beyond borders matters of evidence Biotechnology Report 2013 2013 Beyond Borders Beyond borders global biotech report 2012 Progressions 2012 health care everywhere German biotechnology report 2011 Progressions 2011 Pharma 3 0 What Europe has to offer biotechnology companies Pharmaceutical Pharmaceutical companies are facing great changes to the industry emerging science new products and services shifting demographics evolving regulations transforming business models and increased stakeholder expectations We are helping pharmaceutical companies around the globe to address the challenges

    Original URL path: http://www.ey.com/US/en/Industries/Life-Sciences (2016-02-10)
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  • EY - Media and Entertainment - EY - United States
    a new wave of growth as emerging markets embrace digital media Spotlight on Profitable Growth Volume VII Media and entertainment companies EBITDA has increased every year since 2010 Read about the four primary industry growth drivers for 2014 Digital drives the agenda data delivers insights Media companies are focused on growth again We interviewed the CFOs from leading companies to find out how digital and data are playing major roles Sustaining digital leadership How can media companies embrace tech We discuss agile technology strategies for growth business models and customer engagement The future of television From binge watching to multi screen experiences these six emerging trends are directing the future of television Are you ready for what s ahead Knowing your customer means owning your data Explore data ownership and domain consolidation in digital analytics today Media Entertainment 13th Capital Confidence Barometer Spotlight on Profitable Growth Volume VIII Riding the new wave of digital growth Accelerating digital media adoption Spotlight on Profitable Growth Volume VII Digital drives the agenda data delivers insights Sustaining digital leadership The future of television Knowing your customer means owning your data Media Entertainment Overview About our Media Entertainment services Advisory Assurance Tax Transactions Library Contacts Press Doing business in a digital world In an industry synonymous with creativity and innovation the bar for business excellence is set high You need to embrace new technology develop new distribution models and satisfy the demands of a voracious and outspoken consumer At the same time it s important to manage costs exceed stakeholder expectations and comply with new regulations There s always another challenge just around the corner EY s Global Media Entertainment Center can help We bring together a worldwide team of 7 500 M E professionals with deep technical experience in providing assurance tax transaction and advisory services to the industry s leaders Our network of professionals collaborate and share knowledge around the world to provide consistent high quality service and leverage our leading market share position to provide you with actionable information quickly and reliably Key issues that we help you manage in today s media and entertainment environment include Implementing new business models The rapidly changing digital marketplace is placing new demands on systems and processes Many M E companies are taking a top to bottom look at the infrastructure that supports both new and old business models Many are finding that their organizations processes and tools are not up to the task of supporting the new digital business models We help our clients Develop processes and organizational infrastructure with the necessary flexibility to keep pace with the speed of digital innovation Reevaluate and improve systems processes and policies across both traditional and digital platforms Build IP management systems that encompass the entire life cycle associated with managing contracts rights use and royalties Deploy a rights management system that tracks which content can be used when where and in what formats Automate rights systems to increase speed to market and decrease risk of contract

    Original URL path: http://www.ey.com/US/en/Industries/Media---Entertainment (2016-02-10)
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  • EY - Overview - EY - United States
    Three quarters of the infrastructure that we ll need by 2050 doesn t exist today Learn a strategic approach to meeting the challenges of infrastructure projects Mining Eye Q2 2015 Positive news flow from AIM s junior miners provides investors with much needed gains but the commodities storm is far from being over M A and capital raising in mining metals Mining Eye Q4 2015 Make working capital work for you Good Mining International Limited Debt in the mining sector Mining and Metals Capital Confidence Barometer Global mining and metals tax guides How infrastructure builds economies communities Mining Eye Q2 2015 Mining Metals Overview About our Mining Metals services Advisory Assurance Tax Transactions Library Contacts Mining the opportunities With a strong but volatile outlook for the sector the global mining and metals industry is focused on future growth through expanded production without losing sight of operational efficiency and cost optimization The sector is also faced with the increased challenges of changing expectations in the maintenance of its social license to operate skills shortages effectively executing capital projects and meeting government revenue expectations EY s Global Mining Metals Center brings together a worldwide team of professionals to help you achieve your potential Based in Sydney our team is dedicated to offering industry insight and coordinating a network of more than 2 200 mining and metals professionals in 150 countries who will develop practical alternatives and provide tailored solutions to the issues you face Key issues in today s mining and metals environment include Business risks facing the mining and metals sector Mining and metals businesses face risks that are becoming more extreme and more complex with resource nationalism skills shortage and infrastructure as the top three and the newcomer being sharing the benefits While the demand outlook remains strong the price peaks have passed and so there is a much greater imperative for mining and metals companies to remain nimble and sure footed in how they manage these fast changing risks Related content Business risks in mining and metals 2014 2015 Productivity in mining now comesthe hard part Renewables in mining futuristic or realistic The rising threat of substitution mining metals Cyber hacking and information security in mining Price and currency volatility Productivity in mining Labor productivity in mining Major trends in transactions and financing Balance sheets are stronger with many companies faced with the challenging but positive decision of how best to utilize their capital the dilemma of buy build or return is back on many boardroom tables We can help you to make better and more informed decisions about how to strategically manage capital and implement transactions in the ever changing mining and metals sector Related content Mining Eye Q3 2014 M A and capital raising in mining metals Q3 2014 Mining and Metals Capital Confidence Barometer Growing beyond Latin America mining and metals Video Lee Downham Competing for growth in the steel sector Growth in steelmaking capacity still exceeds demand with significant over capacity putting pressure on operators

    Original URL path: http://www.ey.com/US/en/Industries/Mining---Metals (2016-02-10)
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