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How More Industries Can Cultivate
A Culture of Operational Resilience
A transcript of a discussion on the many ways that businesses can reach a high level of assured business
availability despite varied and persistent threats.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: ServiceNow and EY.
Dana Gardner: Hi, this is Dana Gardner, Principal Analyst at Interarbor Solutions and you’re
listening to BriefingsDirect.
In our last sustainable business innovation discussion, we explored how operational resiliency
has become a top priority in the increasingly interconnected financial services sector.
We now expand our focus to explore the best ways to anticipate, plan for, and swiftly implement
the means for nearly any business to avoid disruption.
New techniques allow for rapid responses to many of the most pressing threats. By predefining
root causes and implementing advance responses, many businesses can thereby create a
culture of sustained operations.
To learn more about the many ways that businesses can reach a high level of assured business
availability despite persistent threats, please join me in welcoming Steve Yon, Executive
Director of the EY ServiceNow Practice. Welcome back, Steve.
Steve Yon: Thanks so much, Dana.
Gardner: We’re also here with Andrew Zarenski, Senior
Manager and ServiceNow Innovation leader at EY.
Welcome, Andrew.
Andrew Zarenski: Thanks, Dana, for having me.
Gardner: Steve, our last chat explored how financial firms
are adjusting to heightened threats and increased
regulation by implementing operational resiliency plans and
platforms. But with so many industries disrupted these days
in so many ways, is there a need for a broader adoption of
operational resiliency best practices?
Yon: Yes, Dana. Just as we discussed, the pandemic has
widened people’s eyes -- not only in financial services but across other industries. And now,
with hurricane season and those impacts, we’re continuing to see strong interest to improve
operational resiliency capabilities within many firms. Being able to continuously serve clients is
how the world works – and it’s not just about technology.
Gardner: What has EY done specifically to make operational resiliency a horizontal capability, if
you will, that isn’t specific to any vertical industry?
Yon

2. Page 2 of 12
Resilience solutions for all sectors
Yon: The platform we built the solution on is an integration and automation platform. We set it
up in anticipation of, and with the full knowledge that it’s going to become a horizontal capability.
When you think about resiliency and doing work in operational models, it’s a verb-based
system, right? How are you going to do it? How are you going to serve? How are you going to
manage? How are you going to change, modify, and adjust to immediate recovery? All of those
verbs are what make resiliency happen.
What differentiates one business sector from another aren’t those verbs. Those are immutable.
It’s the nouns that change from sector to sector. So, focusing on all the same verbs, that same
perspective we looked at within financial services, is equally as integratable when you think
about telecommunications or power.
With financial services, the nouns might be things around trading and how you keep that
capability always moving. Or payments. How do I keep those seems going? In an energy
context, the nouns would be more about power distribution, capacity, and things like that.
With our solutions we want to ensure that you don’t
close any doors by creating stove pipes -- because
the nature of the interconnectedness of the world is
not one of stove pipes. It’s one of huge cross-
integration and horizontal integration. And when
information and knowledge are set up in a system
designed appropriately, it benefits whichever firm or
whatever sector you’re in.
Gardner: You’ve created your platform and solution for complex, global companies. But does
this operational resiliency capability also scale down? Should small- to medium-size businesses
(SMBs) be thinking about this as well?
Yon: Yes. Any firm that cares about being able to operate in the event of potential disruptions, if
that’s something meaningful to them, especially in the more highly regulated industries, then the
expectation of resiliency needs to be there.
We’re seeing resiliency in the top five concerns for board-level folks. They need a solution that
can scale up and down. You cannot take a science fair project and impact an industry nor
provide value in the quick way these firms are looking for.
The idea is to be able to try it out and experiment. And when they figure out exactly how to
calibrate the solution for their culture and level of complexity, then they can rinse, repeat, and
replicate to scale it out. Your comment on being able to start small and grow large is absolutely
true. It’s a guiding principle in any operational resiliency solution.
Gardner: It sounds like there are multiple adoption vectors, too. You might have a risk officer
maturity level, or you might just have a new regulatory hurdle and that’s your on-ramp.
When information and knowledge
are set up in a system designed
appropriately, it benefits whichever
firm or whatever sector you’re in.

3. Page 3 of 12
Are there a variety of different personas within organizations that should be thinking about how
to begin that crawl, walk, run adoption for business continuity?
Yon: Yes. We think a proper solution should be persona-based. Am I talking to someone with
responsibilities with risk, resilience, and compliance? Or am I talking to someone at the board
level? Am I talking to a business service owner?
And the solution should also be inclusive of all the
people who are remediating the problems on the
operational side, and so unifying that entire
perspective. That’s irrespective of how your firm
may work. It focuses broadly on aligning the people
who need to build things at the top level, to
understanding the customer experience
perspective, and to know what’s going on and how
things are being remediated. Unifying with those
operational folks is exceptionally important.
The capability to customize a view, if you will, for each of those personas -- irrespective of their
titles – in a standard way so they are all able to view, monitor, and manage a disruption, or an
avoidance of a disruption, is critical.
Gardner: Because the solution is built on a process and workflow platform, ServiceNow, which
is highly integratable, it sounds like you can bring in third parties specific to many industries.
How well does this solution augment an existing ecosystem of partners?
How to Build Resiliency into Operations
And Steer Clear of Disruptions
Yon: ServiceNow is a market-ubiquitous capability. When you look under the hood of most
firms, you’ll find a workflow process capability there. With that comes the connectivity and
framework by which you can have transparency into all the assets and actors.
What better platform to then develop a synthesis view of, “Hey, here’s where I’m now detecting
the signal that could be something that’s a disruption”? That then allows you to be able to
automatically light up a business continuity plan (BCP) and put it into action before a problem
actually occurs.
We integrate not only with ServiceNow, but with any other system that can throw a signal --
whether it’s a facilities-based system, order management system, or a human resources
system. That includes anything a firm defines as a critical business service, and all the actors
and assets that participate in it, along with what state they need for it to be considered valid.
All of that needs to be ingested and synthesized to determine if there’s an issue that needs to
be monitored and then a failover plan enacted.
Gardner: Andrew, please tell us about the core EY ServiceNow alliance operational resilience
offering.
[A proper solution] focuses
broadly aligning the people who
need to build things at the top
level, to understanding the
customer experience perspective,
and to know what’s going on and
how things are being remediated.

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Detect disruptions with data, processes, service maps
Zarenski: Corporations already have so many mitigation policies in place
that understanding and responding to disruptions in real time is obviously
essential. Everyone likes to think about the use case of plugging
cybersecurity holes as soon as possible to prevent hackers from taking
advantage of an exploit. That’s a relatively easy, relatable scenario. But
think about a physical office service. For example, an elevator goes down
that then prevents your employees from getting to their desks or people in a
financial firm getting to their trading floor.
Understanding that disruption is just as important as understanding a
cybersecurity threat or if someone has compromised one of your systems or
processes. Detection today is generally harder than it’s been in the past
because corporations’ physical and logical assets are so fragmented.
They’re hard to track in that or any building.
Steve alluded to how service mapping, to understand what assets support services, is incredibly
difficult. Detection has become very complicated, and the older ways of picking up the phone
just isn’t enough because most corporations don’t know what the office is supporting. Having
that concrete business service map and understanding that logical mapping of assets to
services makes a solution such as this help our operators or chief risk officers (CROs) able to
respond in near real time, which is the new industry standard.
Gardner: So, on one hand, it’s more difficult than ever. But the good news is that nowadays
there’s so much more data available. There’s telemetry, edge computing, and sensors. So,
while we have a tougher challenge to detect disruptions, we’re also getting some help from the
technology side.
Zarenski: Yes, absolutely. And everyone thinks
of this generally as just a technology exercise,
but there’s so much more to it than the tech.
There is the process. The key to enterprise
resiliency is understanding what the services are
both internally to employees as well as externally
to the customers.
We find that most of our clients are just beginning to head down the journey of what we call
business service mapping to identify and understand the critical services ahead of time. What
are my five critical services? How can I build up those maps to show the quick wins and
understand how can I be resilient today? How can I understand those sensors? What are the
networks? What objects let me understand what a disruption is and have a dashboard show
services that flip from green to red or yellow when something goes wrong?
Yon: And, Dana, there’s so much signal out there to let you know what’s going on. But to be
able to cut through and synthesize those material aspects of what’s truly important is what
makes this solution fit for duty and usable. It’s not a big processing sync and does not take a lot
of time to get done.
Zarenski
The key to enterprise resiliency is
understanding what the services are
both internally to employees as well
as externally to the customers.

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A business needs to know what to focus on, from what you imprint the system with to how you
define your service map and how you calibrate what the signals represent. Those have to be the
minimal number of things you want to ingest and synthesize to provide good, fast telemetry.
That’s where the value comes from, knowing how to define it best so the system works in a very
fast and efficient way.
Gardner: Clearly, operational resiliency is not something you just buy in a box and deploy.
There’s technology, business service mapping, and there’s also culture. Do you put in the
technology and processes and then hope you develop a culture of resiliency? Or do you try to
instill a culture of resiliency and then put in the ingredients? What’s the synergy between them?
Cultural shift from reactivity to resilience uses tech
Zarenski: There is synergy, for sure. Obviously, every corporation wants to have a culture of
resilience. But at the same time, it’s hard to get there without the enabling technology. If you
think about the solution that we at EY have developed, it takes resiliency beyond being just a
reactive solution.
It’s easy for a corporation to understand the need for having a BCP or disaster recovery plan in
place. That’s generally the first line of enabling a resilient culture. But bringing in another layer
of technology that enables investment in the things that are listening for disruption? That is the
next layer.
If you look at financial institutions, they all have different tools and processes that look at things
like trade execution volume, and so forth. One person may have a system looking to see if trade
execution volume has a significant blip and can then compare that to prior history. But to
understand if that dip means something is wrong is not an easy process. Using EY’s operational
resilience tool helps understand the patterns, catalog the patterns, and brings in technology that
ultimately further enables that culture of resilience.
How to Build Resiliency into Operations
And Steer Clear of Disruptions
Yon: Yes, you want to know if something like that blip happens naturally or not. I liken this
back to the days when we went through the evolution from quality control (QC)-oriented thinking
to quality assurance (QA)-oriented thinking. QC lets you test stuff out, and lets you know what to
do in the event of a failure. That’s what a BCP plan is all about -- when something happens, you
pick up and follow the playbook. And there you go.
QA, which went through some significant headwinds, is about embedding that thought process
into the very fabric of your planning and the design to enable the outcomes you really want. If
there is QA, you can avoid disruptions.
And that’s exactly the same perspective we’re applying here. Let’s think about how continuity
management and the BCP are put together. Yes, they exist, but you know what when you’re
using them? You’re down. Value destruction is actually occurring.

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So, think about this culture of resilience as analogous to the evolution to QA, which is, “Be more
predictive and know what I’m going to be dealing with.” That is better than, “Test it out and know
how to respond later.” I can actually get a heck of a lot better value and keep myself off the front
page of the newspaper if I am more thoughtful in the first place.
That also goes back to the earlier point of how to accelerate time to value. That’s why Andrew
was asking, “Hey, what are your five critical business services?” This is where we start off. Let’s
pick one and find a way to make it work and get lasting value from that.
The best way to get people to change is quickly use data and show an outcome. That’s difficult
to disagree with.
Gardner: Andrew, what are the key attributes of the EY ServiceNow resilience solution that
helps get organizations past firefighting mode and more into a forward-looking, intelligent, and
resilient culture?
React, respond, and reduce risk going forward
Zarenski: The key is preventative and proactive decision support. Now, if you think about what
preventative decision support means, the capability lets you build in thresholds for when a
service maybe approaching a lag in its operational resilience. For example, server capacity may
be decreasing for a web site that delivers an essential business service to external customers.
As that capacity decreases, the service would begin to flash yellow as it approaches a service
threshold. Therefore, someone can be intelligent and quickly do something about it.
But you can do that for virtually any service by setting policies in the database layer to
understand what the specific thresholds are. Secondly, broad transparency and visibility is very
important.
We’re expanding the usefulness of data for the
chief risk officer (CRO). They can log into the
dashboard two or three times a day, look at their
10 or 15 critical business services, and all the
subservices that support them, and understand
the health of each one individually. In an ideal
situation, they log in in the morning and see
everything as green, then they log in at
lunchtime, and see half the stuff as yellow. Then
they are going to go do something about it. But they don’t need to drill into the data to
understand that something is wrong, they can simply see the service, see the approaching
threshold, and – boom – they call the service owner and make sure they take care of it.
Yon: By the way, Andrew, they can also just pick up their phone if they get a pushed notification
that’s something’s askew, too.
Zarenski: Yes, exactly. The major incident response is built into the backend. Of course, we’re
proactively allowing the CROs and services owners to understand that something’s gone wrong.
Then, by very simply drilling into that alert, they will understand immediately which assets are
broken, know the 10 people responsible for those assets, and immediately get them on the
[Chief risk officers] don’t need to
drill into the data to understand that
something is wrong, they can
simply see the service, see the
approaching threshold, and -boom-
they call the service owner and
make sure they take care of it.

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phone. Or they can set up a group chat, get them paged, and any number of ways to get the
problem taken care of.
They key is offering not just the visibility into what’s gone wrong, but also the ability to react,
respond, and have full traceability behind that response -- all in one platform. That really
differentiates the solution from what else is in the market.
Gardner: It sounds like one of the key attributes is the user experience and interfaces that
rapidly broaden the number of appropriate people and to get them involved.
Zarenski: You’re spot on. Another extremely important part is the direct log and record of what
people did to help fix the problem. Regulations require recording what the disruption was, but
also recording every single step and every person who interacted with the disruption. That can
then be reported on in the future should they want to learn from it or should regulators and
auditors come in. This solution provides that capability all in one place.
Yon: Such post-disruption forensics are very important for a lot of reasons.
Zarenski: Yes, exactly. A regulator will be able to look back and ask the question, “Did this firm
act reasonably with respect to its responsibility?”
Easy question, but tough to answer. You would need to go back and recreate your version of
what the truth was. This traps the truth. It traps the sequence, and it makes the forensics on
answering that question very simple.
How to Build Resiliency into Operations
And Steer Clear of Disruptions
Gardner: While we’re talking about the payoffs when you do operational resiliency correctly,
what else do you get?
Yon: I’ll give you a couple. One is we don’t have to get a 3 am phone call because something
has broken because someone is already working on the issue.
Another benefit impacts the “pull-the-plug test,” where once a year or two we hold our breath to
determine if our BCP plans are working and that we can recover. In that test, a long weekend is
consumed with a Friday night fault or disconnection of something. And then we monitor the
recovery and hope everything goes back to normal so we can resume business on the following
Tuesday.
When we already understand what the critical business services are, we can quickly hone down
essential causes and responses. When service orientation took hold, people bragged about how
many services they had, perhaps as many as 900 services. Wow, that seems like a lot.
But are they all critical? Well, no, right?
This solution allows you to materially
keep what’s important in front of you so
you can save money by not needing to
drive the same level of focus across too
wide of a beachfront.
This solution allows you to materially keep
what’s important in front of you so you can
save money by not needing to drive the same
level of focus across too wide of a beachfront.

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Secondly, rather than force a test fault and pray, you can do simulations and tests in real time.
“Do I think my resiliency strategy is working? Do I believe my resiliency machinery is fit for
duty?” Well, now you can prove it, saying, “I know it is because I test this thing every quarter.”
You can frequently simulate all the different pieces, driving up the confidence with regulators,
your leadership, and the auditors. That takes the nightmare out of your systems. These are but
some of the other ancillary benefits that you get. They may seem intangible, but they’re very
real. You can clean out unnecessary spend as well as unnecessary brand-impacting issues with
the very people you need to prove your abilities to.
Gardner: Andrew, any other inputs on the different types of value you get when you do
operational resiliency right?
Zarenski: If you do this right and set up your service mapping infrastructure correctly, we’ve
had clients use this to do comparisons for how they might want to change their infrastructure.
Having fully mapped out a digital twin of your business provides many more productivity and
efficiency capabilities. That’s a prime example.
Gardner: Well, this year we’ve had many instances of how things can go very wrong -- from
wildfires to floods, hurricanes, and problems with electric grids. As a timely use case, how would
an organization in the throes of a natural disaster make use of this soluiton?
Prevent a data deep freeze upstream and down
Zarenski: This specific use case stemmed from the deep freeze last winter in Dallas. It
provides a real-life example. The same conditions can be translated over to hurricanes. Before
the deep freeze hit back in the winter, we were adjusting signals from NOAA into the EY
operational resiliency platform to understand and anticipate anomalies in temperatures in places
that normally don’t see them.
We were able to run simulations in
our platform for how some Dallas
data centers were going to be hit by
the deep freeze and how the power
grid would be impacted. We could
see every single physical asset being
supported by that power grid and therefore understand how it might impact the business
operations around the world.
There may be a server there that, in turn, supports servers in Hong Kong. Knowing that, we
were able to prepare teams for a failover preemptively over to a data center in Chicago. That’s
one example of how we can adjust data from multiple sources, tie that data to what the
disruption may be, and be proactive about the response -- before that impact actually occurs.
Gardner: How broadly can these types of benefits go? What industries after power and energy
should be considering these capabilities?
We were able to run simulations in our
platform for how some Dallas data centers
were going to be hit by the deep freeze and
how the power grid would be impacted.

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Yon: The most relevant ones are the regulated industries. So, finance, power, utilities, gas, and
telecom. Those are the obvious ones. But other businesses need to ensure their firm is
operational irrespective of whether it’s a regulatory expectation. The horizontal integration to
offset disruption is still going to be important.
We’re also seeing interdependency across business sectors. So, talking to telecom, they’re like,
“Yup, we need to be able to provide service. I want to be able to let people know when the
service is going to go up when our power is down. But I have no visibility into what’s going on
there.” So, sometimes the interdependencies cross sectors, cross industries and those are the
things that are now starting to highlight.
Understanding where those
dependencies on other industries are,
can allow you to make better decisions
on how you want to position yourself for
what might be happening upstream so
you can protect your downstream
operations and clients.
It’s fascinating when we talk now about how each industry can gain transparency into the
others, because there are clear interdependencies. Once that visibility happens, you’ll start to
see firms and their ecosystem of suppliers leverage that transparency to their mutual benefit to
reduce the impacts and the value disruption that may happen anywhere upstream.
Gardner: Andrew, how are organizations adopting this? Is it on a crawl-walk-run basis?
Map your service terrain so it’s scalable
Zarenski: It all starts with identifying your critical services. And while that may seem simple at
face value, it’s, in fact, not. By having such broad exposure in so many industries, we’ve
developed initial service maps for what a financial institution is, or what an insurance institution
looks like.
That head-start helps our clients gain a baseline to define their organizations from a service
infrastructure standpoint. Once they have a baseline template, then they can map physical
assets, along with the logical assets to those services.
Most organizations start with one or two critical services to prove out the use case. If you can
prove out one or two, you can take that as a road show out to the rest of the organization.
You’re basically setting yourself up for success because you’ve proven that it works.
How to Build Resiliency into Operations
And Steer Clear of Disruptions
Yon: This goes back to the earlier point about scale. You can put something together in a
simple way, calibrating to what service you want to clear as resilient. And by calibrating what
that service map looks like, you can optimize the spread of the service map, the coverage it
Understanding where those dependencies
on other industries are, can allow you to
make better decisions on how you want to
position yourself for what might be
happening upstream so you can protect
your downstream operations and clients.

10. Page 10 of 12
provides, and the signals that it ingests. By doing so, you can synthesize its state right away
and make very important decisions.
The cool thing about where the technology is now, we’re able to rapidly take advantage of that.
You can create a service map and tomorrow you can add to it. It can evolve quickly over time.
You can have a simplistic view of what a service looks like internally and track that to see the
nature of where faults enter the system and predict what might materialize in that service map,
to see how that evolves with a different signal or an integration to another source system.
These organizations can gain continuous improvement, ensuring that they consistently raise the
probability of avoiding disruptions. They can say, “I’m now resilient to the following types of
faults,” and tick down that list. The business can make economic choices in terms of how
complex it wants to build itself out to be able to answer the question, “Am I acting in a
reasonable way for my shareholders, my employees, and for the industry? I’m not going to
cause any systemic problems.”
Gardner: You know, there’s an additional pay back to focusing on resiliency that we haven’t
delved into, and it gets back to the notion of culture. If you align multiple parts of your
organization around the goal of resiliency, it forces people to work across siloes that they might
not have easily forded in the past.
So, as we focus on a high-level objective like resilience, does that foster a broader culture of
cooperation for different parts of the organization?
Responsible resiliency requires collaboration
Yon: It definitely does. Resiliency is becoming a sound engineering principle generally. It can
be implemented in many different ways. It can be implemented not only with technology, but
with product, people, machinery, and governance.
So many different people participate in the construction of an architectural capability like
resiliency that it almost demands that collaboration occur. You can’t just do it from a silo. IT just
can’t do this on their own. The compliance people can’t do this on their own. It’s not only a
horizontal integration across the systems and the signals for which you detect where things are
-- but it’s an integration of collaboration itself across those responsibility areas and the people
who make it so.
Gardner: Andrew, what in the way the product is designed and used helps facilitate more
cultural cooperation and collaboration?
Zarenski: Providing a capability for everyone to
understand what’s going on is so important. For
me to see that something going wrong in my
business may impact someone else’s business
gives a sense of shared responsibility. It gives
you ownership in understanding the impacts
across all the organizations.
For me to see that something going
wrong in my business may impact
someone else’s business gives a
sense of shared responsibility.

11. Page 11 of 12
Secondly, a lot of this all rolls up to being compliant in different regulations. We’re providing a
capability for virtually anyone to support risk and compliance activities -- without even knowing
that you’re supporting risk and compliance activities. It makes the job of compliance visual and
easy to understand. That ultimately supports the downstream processes that your risk and
compliance officers must perform -- but it also impacts and benefits the frontline workers. I think
it gives everyone an important role in resiliency without them even knowing it.
Gardner: How do I start the process of getting this capability on-boarded in my company
regardless of my persona?
Yon: The quick answer is to turn on the news.
Resiliency and continual operation awareness
are now at the board level. It’s one of the top-five
priorities firms say are important for them to
survive through the next 10 years.
Witness all the different things that are being thrown at us all -- whether it’s weather,
geopolitical, and pandemic-related. The awareness is there. The interest is definitely there.
Then the demand comes from that interest.
Based on the feedback and conversations were having with so many clients across so many
industries, it is resonating with them. It’s now obvious that this needs to be looked at because
turning your digital storefront off is no longer an option. We’ve had too many people see the
impact of that over the past year.
And the nature of disruptions just keeps getting more complex. We’ve had near-death business
experiences. They’ve had the wake-up call, and that was enough of a motivation to have
awareness and interests in it that’s now moving us toward how to best fulfill it.
Gardner: A nice thing about our three-part series is we first focused on the critical timing around
the financial industry. We’re talking more specifically today about the solution itself and its wider
applicability.
The third part of our series will share the experiences of actual customers and explore how they
went about the journey of getting that germ of operational resilience planted and then growing it
within their company. Meanwhile, where can our audience go for more information and to learn
more about how to make operation resiliency a culture, a technology, and a company-wide
capability?
Yon: For those folks who already have responsibilities in this area, their industry trade shows,
conversations, and dialogues are actively covering these issues. Second, for those who are EY
or ServiceNow customers, talk to your team because they can lead you back to folks like
Andrew and myself to confer about more specifics based on where you are on your journey.
Gardner: I’m afraid we’ll have to leave it there. You’d been listening to a sponsored
BriefingsDirect discussion on how more industries can reach a higher level of assured business
availability -- despite persistent threats.
And we’ve learned some of the best ways to anticipate, plan for, and swiftly implement the
means for nearly any business to avoid disruption, thanks to a holistic cultural approach to
sustained operations.
[Operational] resiliency is one of
the top-five priorities firms say are
important for them to survive
through the next 10 years.

12. Page 12 of 12
Please join me in thanking our guests, Steve Yon, Executive Director for the EY ServiceNow
Practice. Thank you, Steve.
Yon: Thank you.
Gardner: And we’ve also been joined by Andrew Zarenski, Senior Manager and ServiceNow
Innovation Leader at EY. Thank you, Andrew.
Zarenski: Thank you, Dana.
Gardner: And a big thank you as well to our audience for joining this BriefingsDirect operational
resilience innovation discussion. I’m Dana Gardner, Principal Analyst at Interarbor Solutions,
your host throughout this series of ServiceNow- and EY-sponsored BriefingsDirect interviews.
Thanks again for listening. Please pass this along to your business community and do come
back next time.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: ServiceNow and EY.
A transcript of a discussion on the many ways that businesses can reach a high level of assured business
availability despite varied and persistent threats. Copyright Interarbor Solutions, LLC, 2005-2021. All
rights reserved.
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