ANNUAL REPORT 2011

HORIBA, Ltd.
2, Miyanohigashi-cho, Kisshoin, Minami-ku,
Kyoto 601-8510, Japan
Phone: +81-75-313-8121 Fax: +81-75-312-7389

E-mail : ir-info@horiba.com

http://www.horiba.com© 2012 HORIBA, Ltd. All rights reserved.

ANNUAL REPORT 2011

The HORIBA Motto

Joy a nd Fun" J o y a n d F u n" r e p r e s e nt s o u r d e s i r e t o s e e a l l e m p l o y e e s
per for ming work that is rewarding and a llows them to leadh a p p y a n d f u l f i l l i n g l i v e s . We w a nt o u r p e o p l e t o p u t " J o y "i nt o t h e i r w o r k t h r o u g h t h e i r o w n e f f o r t s b y m a k i n g t h e
m o s t o f t h e t i m e t h e y s p e n d i n t h e w o r k p l a c e . To t h a t
end, the compa ny prov ides places where employees ca n
w o r k w i t h a s e n s e o f " J o y a n d F u n ." F u r t h e r m o r e , i f
e m p l o y e e s d o w o r k w i t h a s e n s e o f " J o y a n d F u n ," t h e i r
abi lit y to generate idea s increa ses, their imagination
expands, their eff icienc y also rises, and corporatev a l u e i n c r e a s e s . T h i s r e s u l t s i n a " w i n - w i n"
relationship for customers, shareholders,s u p p l i e r s , a n d t h e s o c i e t y.

01

INDEX
01 HORIBA Motto "Joy and Fun"
02 Index
03 HORIBA at a Glance
05 To Our Stakeholders
09 Progress of the Mid-Long Term Management Plan
11 Feature Business to Focus Upon in the

Mid-Long Term Management Plan
13 Message from the CFO
15 Business Overview

Automotive Test Systems
Medical-Diagnostic Instruments & Systems
Semiconductor Instruments & Systems
Scientific Instruments & Systems
Process & Environmental Instruments & Systems
27 Value Creation Based on Invisible Values

Human Resources
Technology
33 Corporate Governance
35 CSR
36 Financial Section
74 Corporate Philosophy
75 Corporate Data

In 2013, HORIBA, Ltd. will celebrate its 60th
anniversary since its foundation in 1953. The logo
mark above is designed with sashes (TASUKI in
Japanese), representing that HORIBA’s people
transmit messages from their predecessors to thenext generation to contribute to keeping HORIBA
well prepared for new times.

Annual Report 2011 | 02

EARNINGS RESULTS

HORIBA at a Glance

Consolidated Net Sales and Operating Income
Net Sales (left)

Operating Income (right)

Billions of yen

150

What we havechanged120

What we will
never changeManagementbalanceCompany motto“Joy and Fun”

(business segments and regional expansion)
Corporate culture“Open and Fair”“Venture Spirit”

Globalization(operations and human resources)

90

Distance from
customers(promotion of direct sales)

Corporate scale(sales, profits, and number of employees)

Continued efforts in

Human resources
development
and R&D

1996
Acquire ABX S.A.
(now HORIBA ABX S.A.S.)
in France

60

1992
What HORIBA did in 1970’s and 1980’s

1971 Listed in the Second Section of the Osaka Securities Exchange
1978 Implemented a dividend policy based on a 30% payout ratio

Atsushi Horiba
becomes President& CEO

Introduced the corporate motto “Joy and Fun”

1982 Listed in the First Section of the Tokyo Stock Exchange and Osaka
Securities Exchange

30

Established domestic and overseas group subsidiaries(i.e., European countries, the U.S., and Singapore)0
1979.303

1980.3

1981.3

1982.3

1983.3

1984.3

1985.3

1986.3

1987.3

1988.3

1989.3

1990.3

1991.3

1992.3

1993.3

1994.3

1995.3

Notation of HORIBA and HORIBA, Ltd.

Disclaimer Regarding Future Plans and Forecasts

In this annual report, the HORIBA Group ofcompanies is described as “HORIBA“ andthe parent company as “HORIBA, Ltd.”This annual report contains certain statements describing future plans, strategies, and performance forecasts of HORIBA,
Ltd. and its affiliated companies. These statements reflect management’s assumptions and beliefs based on currently
available information. Actual performance may differ significantly from the forecast due to unforeseen circumstances in theoperating environment.

Billions of yen

2002

2006

Begin direct sales ofAutomotive Test Systems in Japan

Launch previous Mid-Long
Term Management Plan
(ended 2010)

25

2011
Launch Mid-Long Term
Management Plan
(ending 2015)2004
Launch “One Company
Matrix Management”

2005

20

Acquire automotive
development test system(MCT) business of Carl
Schenck AG in Germany

15

1997
Acquire Instruments S.A.
(now HORIBA Jobin Yvon S.A.S.)
in France

10501996.3

1997.3

1998.3

1999.3

2000.3

2001.3

2002.3

2003.3

2004.32005.32006.32006.122007.122008.122009.122010.122011.12

Change of Fiscal Year-End
HORIBA changed its fiscal year-end from March 20 to December 31, effective from fiscal 2006. As a result of this change, the following irregular fiscal periods were recorded: Fiscal
2006 for HORIBA, Ltd. and HORIBA Advanced Techno Co., Ltd. comprised the 9 months and 11 days from March 21, 2006 to December 31, 2006; and fiscal 2006 for HORIBASTEC, Co., Ltd. comprised the 9 months from April 1, 2006 to December 31, 2006. The fiscal year-end of other consolidated HORIBA subsidiaries was December 31. Their 2006
fiscal periods remained unchanged at 12 months.

Annual Report 2011 | 04

CEO MESSAGE

To Our Stakeholders

Our continued goals are to be ahighly profitable company
invulnerable to economic
fluctuation and to raise
corporate value through change
Chairman, President & CEO

The year 2011, which saw damage on an unimaginable
scale, was cer tainly a year when we unexpectedly
reconfirm HORIBA’s role as a manufacturer of analyticaland measurement instruments as well as reconfirm thegreat expectations that our shareholders place on us. We
keenly feel as a manufacturer of analy tical andmeasurement instruments, that supporting the safety andsecurity of society is one of our most important missions.
To this end, we supply lifeline infrastructure assistance,
which includes equipment for power generation facilities
and radiation measurement.

totaled ¥123.4 billion (up 4.1% year-on-year), operating
income ¥14.9 billion (up 21.2%), and net income ¥8.6 billion(up 9.3%). In addition, our operating income ratio of 12.1%
was the highest ever recorded. Earnings were supported bysteady growth in the Semiconductor Instruments & Systems
segment, which performed well from 2010 through the firsthalf of 2011, and the Medical-Diagnostic Instruments &Systems segment. Earnings made a moderate recovery in
the Automotive Test Systems segment. Another contributor
to earnings was an improvement in the profitability of theProcess & Environmental Instruments & Systems segment
driven by an increase in sales of environmental radiation
monitor that benefited from a surge in demand after theGreat East Japan Earthquake.

Revenue and profit growth achieved in
Fiscal 2011

Steady progress in the Mid-Long Term
Management Plan

In fiscal 2011, ended December 31, 2011, HORIBA posted
its third highest consolidated net sales and second highest
operating income and net income. Consolidated net sales

In 2011, the first year of the Mid-Long Term Management
Plan that ends in 2015, we implemented early investment
measures and steadily moved forward with preparations

Reconfirm HORIBA’s mission in response to
the Great East Japan Earthquake05

Aiming to achieve sustainable growth andhigh profitability

Planning to realize well-balanced
growth in operating income
Process &Environmental 7.5%

Net Sales (left)

Scientific 7.5%

Operating Income Ratio (right)
ROE (right)

Billions of yen

FY2015 Plan

%

150

¥20.0

15

billionOperating Income Ratio
ROE

120

Automotive 25%

12

Semiconductor
30%

Medical 30%

Process &Environmental 10%
90

Automotive 19%

9
Scientific 17%60

FY2011 Results¥14.9
billion6

Medical 21%

Semiconductor 33%
30

3
Scientific 9%002003.3

2004.32005.32006.3 2006.12 2007.12 2008.12 2009.12 2010.12 2011.12

aimed at achieving the plan’s targets in four years. In the
Medical-Diagnostic Instruments & Systems segment, afocused business, we expanded our reagent
manufacturing by building new reagent manufacturing
plants in several global locations. In the Scientif ic
Instruments & Systems segment, we star ted
construction of new development center in the suburbsof Paris, France.
In the Americas, we have reorganized our North American
g ro u p c o m pa n i e s w i th th e a im to fac ili tate ti m e l ymanagement decision-making by incorporating theBrazilian base of HORIBA ABX S.A.S. (France) into theNorth American holding company. Furthermore, in Japan,
we have promoted restructuring aimed at improving the
profitability of HORIBA, Ltd. and restoring its guidance
abilities as the group’s headquarters. To this end we havebuilt an organization that will ensure high profitability evenduring a prolonged phase of yen appreciation.

Semiconductor
22%

FY2005 Results¥11.2
billion2015.12
Plan

Process & Environmental 3%

Automotive 56%

Medical 8%

Numerical targets

Net Sales: ¥150 billion (Fiscal 2011 - ¥123.4 billion)
Operating Income Ratio: 13% or more (Fiscal 2011 – 12.1%)
ROE: 11% or more (Fiscal 2011 – 9.9%)
Strategic Policies of the2015 Mid-Long Term Management Plan

Concentrated investment in highly profitable businesses
Continued investment and steady growth in the MedicalDiagnostic Instruments & Systems segment
Change from strategy led by “technology development” to
one led by “customer viewpoint and business models”
Business expansion through restructuring of MCT business(automotive development test systems)
Expansion of market share based on proposing solutions fromthe customer viewpoint
Complete “One Company Matrix Management”
Completion of One Company in the Americas throughrestructuring in North America
Accelerate global product development and production
Accelerate establishment of reagents plants in the MedicalDiagnostic Instruments & Systems segment
Develop a sales support organization in Southeast Asia

Annual Report 2011 | 06

CEO MESSAGE

To Our Stakeholders

Becoming a stable, highly profitable company
Path of change to achieve transformation
Investment in the Medical-Diagnostic
Instruments & Systems segment andLaunch of new products in the Automotive
Test Systems segment
Thanks to aggressive investment during the span of theprevious Mid-Long Term Management Plan, the profitabilityof the Medical-Diagnostic Instruments & Systems segment
and the Semiconductor Instruments & Systems segment
substantially improved. These segments have grown intobusinesses that contribute high profit margins to groupwide profits. In particular, since we entered the medicaldiagnostic market with the acquisition of ABX S.A. (now
HORIBA ABX S.A.S.) in 1996, the Medical-Diagnostic
Instruments & Systems segment business has expanded
due to the synergies of our development resources locatedin Japan and France. This business model generates stableearnings as the segment experiences a rising demand for
HORIBA’s blood testing instruments from new hospitals in
the BRICs (Brazil, Russia, India, and China) countries and ashift in demand to compact instruments in Japan.
Earnings in the Automotive Test Systems segment, thehistorical driver of HORIBA’s earnings, are finally recovering
after a temporary shortfall in demand following the global
financial crisis of 2008. In this sector, as it is essential to
make investments to protect our absolute position, we will

Path of change to achieve transformation to a highly
profitable company
Measures Taken So Far

Changed the corporate name and unified our corporate brandIntroduced “Matrix Management”
Restructured group companies in the Americas and Europe,and organized development bases
Introduced “Shared services*” in the U.S. and Japan
Expanded the Blackjack Project globally
Initiated the HORIBA COLLEGE
Enhanced head office function
Measures to Take from Now on

Introduce “Shared services” in Europe, Asia and South America
Implement ERP (Enterprise Resource Planning) systems in allgroup companies, making it complete* “Shared services” refer to the consolidation of certain common services
in several divisions and organizations in order to enhance the productivityof the entire company or group companies and achieve cost reductions.

07

introduce new competitive products to accelerate ourdistinctive brand in 2012.

Continuing to foster human resources andtechnologies that create further growth
HORIBA is promoting management that clarifies “what wewill change” and “what we will never change,” practices welearned by overcoming several economic crises in the past.
“What we will change” is our management balance andglobalization. “What we will never change” is our continued
investment in “Invisible Values” (assets that do not appear in
the financial statements) such as human resources andtechnology. While economic cycles of recession and boom
have repeatedly occurred, our continued investment has,
without fail, been the driving force behind substantial
growth in subsequent recovery phases. Based on thisexperience, we will continue to invest in technology andhuman resources as we prepare for future growth. The
HORIBA COLLEGE, which began offering educational
opportunities to our human resources in 2009, has steadily
increased the number of available courses, and we haveadopted a series of creative measures such as year-roundrecruitment to enable us to secure human resources with
abundant diversity, even when hiring new graduates. These
continuing initiatives to create value will steadily bear fruit,
even during challenging times.

2013 will mark HORIBA’s 60th anniversary
HORIBA will celebrate the 60th anniversary of its foundationin 2013. HORIBA, Ltd. has a history of 60 years, but thegroup now includes companies that have continued to growwhile continuously expanding their operations for nearly 200
years. I am convinced of the fact that companies with suchhistory can continue to display a powerful attraction as they
are carefully folded into the HORIBA Group. This is also
attributable to the fact that we have consistently practiced
management based on a unique corporate culture
symbolized by the company motto “Joy and Fun.” This
corporate culture cultivates “Invisible Values,” that arevalued worldwide. We ultimately deliver these “Invisible
Values” to customers in the form of real “products” thatcreate corporate value and earnings. Without being
influenced by economic cycles, we will continue to pursue
corporate growth based on the enhancement of our“Invisible Values.”
Our headquarters are located in Japan, but HORIBA is not
simply another Japanese company that conducts businessaround the world. Rather, our objective is to be a first-class,global company that understands the culture, customs, andvalues of the countries and regions where we do business,a nd c o ndu cts bus ine s s in ha r mony w ith the lo c a lcommunity and its employees. In 2009 as part of theseendeavors, we have welcomed non-Japanese employees
w i th m a n a g e m e n t ex p e r i e n c e i n g l o b a l b l u e - c h i pcompanies as executive corporate officer of HORIBA, Ltd.
Three of these executives are currently involved in our
global business management.
I firmly believe that implementing management based on

this corporate philosophy will lead to sustained growth while
creating a corporate structure that is invulnerable toeconomic fluctuation. As a global company we willconsequently receive a fair market valuation from investors
around the world.
HORIBA has helped society attack formidable development
problems, such as pollution and global warming, through theprovision of analytical and measurement instruments. To
provide “assurance” to all peoples, we will continue to supply
a wide variety of products to assist social development. Ouroperating environment is uncertain in many regions of theworld, including the financial and fiscal problems in Europe
and the appreciation of the yen. However, instead of being
complacent and running away from risk, or blindly steppingon the brake, we intend to pursue management strategies
which turn risk into opportunity by correctly ascertaining
situations and boldly acting.
To reward our owners (shareholders), we were able toincrease dividends in 2011 by paying an annual dividend of¥40 compared to ¥17 in 2010. For 2012, although it is very
difficult to predict our business performance, we areplanning to increase the annual dividend by ¥3 to ¥43,
which includes a commemorative dividend for our 60th
anniversar y ( an ordinar y dividend of ¥ 33 and acommemorative dividend of ¥10).
I sincerely hope that all our stakeholders understand andagree with our management policies and will continue tosupport us for many years to come.

April 2012

Atsushi Horiba
Chairman, President and CEO

From left

as of April 1, 2012

Senior Corporate Officer,
General Manager of Sales Division

Takashi Nagano

Senior Corporate Officer,
General Manager of Finance &Control Division

Sunao Kikkawa

Senior Corporate Officer,
President & CEO of HORIBA ABX S.A.S.

Bertrandde Castelnau

Executive Vice President

Dr. Kozo Ishida

Executive Corporate Officer,
Chairman, President & CEO of
HORIBA International Corporation (U.S.)

Dr. Jai Hakhu

Chairman, President & CEO

Atsushi Horiba

Director and General Manager ofCorporate & Segment Strategy Division

Juichi Saito

Senior Corporate Officer,
President & CEO of HORIBA Jobin
Yvon S.A.S.

Dr. Michel Mariton

Senior Corporate Officer,
General Manager of Research &Development Division

Dr. Masayuki Adachi

Annual Report 2011 | 08

FEATURE

Progress of the Mid-Long Term Management Plan

From 2011 to 2015

Mid-Long Term Management Plan
During 2011, the first year of the current Mid-Long Term Management Plan,
HORIBA made major investments in reagent plants for the Medical-Diagnostic Instruments & Systems segment,
and achieved significant progress in organizational improvement.

Numerical targets
for 2015

Net Sales:¥150.0Assumed exchange rates:
U.S. dollar:¥80, Euro:¥110

Operating Income Ratio:

13.0%

billionFiscal 2011 - ¥123.4 billion*Return on equity

ROE*:

11.0%

or moreFiscal 2011 – 12.1%

or moreFiscal 2011 – 9.9%

Business Portfolios Aimed by the 2011-2015 Management Plan
Vertical axis : Operating income ratio in the final year

Horizontal axis : Compound annual growth rate of net sales

2010 20152005 2010

2001 2005

Size of circle : Net sales volume

Contributed by growth in thesemiconductor segment

More balanced portfoliowith growth in the medical
segment

Profitability

Profitability

Profitability

35%

35%

Driven by the automotive
segment

Semiconductor

35%

Automotive
Semiconductor

25%

25%

25%

15% Medical

15%

Medical

Semiconductor
Automotive

15%

Scientific

MedicalScientific

5%

5%

-5%

5%

Process &Environmental

-5%
4%

8%

12%

16%

-5%

Automotive

GrowthProcess &Environmental

2%

4%

6%

8%

Net Sales

2%

6%

8%

GrowthLeft: 2011 Results Right: 2015 Plan

Operating Income

Billions of yen

50

4%

GrowthMid-Long Term Management Plan Goals and Present Results
Billions of yen

Process &Environmental

Scientific

6

6.0

6.0

46
5.0

4.9

38
34
30

25

23

24

3

24

2.8

3.1

22

2.5
14

16

0

1.5

ScientificProcess &Environmental

0
Automotive

09

1.4 1.5

Medical

Semiconductor

ScientificProcess &Environmental

Automotive

Medical

Semiconductor

Evolving and completing “One Company Management”
Organizational Restructuring in the Americas toAccelerated Business Expansion
In January 2012, HORIBA’s subsidiaries in the U.S. andBrazil were restructured. These subsidiary companies wereconsolidated into two companies, which became subsidiaries
of HORIBA International Corporation, HORIBA’s U.S. holding
company. Specifically, the four U.S. subsidiaries of HORIBAInternational Corporation were consolidated into a single
operating company, HORIBA Instruments Inc., with theobjective of capitalizing on their new synergy to gain market
share in the largest analytical and measuring instrument
market in the North American region by achieving businessefficiency and speeding up investment decisions. The
Brazilian subsidiary of HORIBA ABX S.A.S., HORIBA’s corecompany in the medical-diagnostic instrument business, is
now a subsidiary of HORIBA International Corporation, and is
re-named HORIBA Instruments Brasil Ltda. The move speeds
up management’s ability to make decisions in the Americas
and should expand the medical-diagnostic business in small
or medium-sized hematology analyzers where HORIBA has
the top market share in Brazil. The Brazilian businessconsolidation into HORIBA International Corporation will also
facilitate preparations for business expansion in the promisingSouth American markets for Automotive Test Systems andScientific Instruments & Systems.

Key Measures

4

3
1 2

Consolidated 5 companies into
2 companies and placed them undera holding company in the U.S.
5 companies
before reorganization

2 companies
after reorganization
HORIBA International Corporation

HORIBA International Corporation

HORIBA Instruments Inc.
HORIBA Instruments
Brasil Ltda

1 HORIBA Instruments Inc.
2 HORIBA ABX Inc.
3 HORIBA/STEC Inc.
4 HORIBA Jobin Yvon Inc.
HORIBA ABX S.A.S.
5 HORIBA ABX Brasil

Progress of key measures implemented in 2011 by business segment

Segment

Key Measures Implemented by Country
Automotive

MedicalIndia

Germany

Increased bases

Reorganization in MCT businessJapan

BrazilThe reagent plant will add capacity by summer of 2012 (plan).
Investment plan: ¥1,500 million (¥400 million in 2011)

The reagent plant will expand by 2012 (plan).
Investment plan: ¥700 million (¥200 million in 2011)

China

Indonesia

A new reagent plant began operation in February 2011 (Shanghai).
Investment: ¥300 million in 2010

Representative officeOpened in October 2011

India
Increased bases

Semiconductor

China

TaiwanBeijing HORIBA METRON Instruments Co., Ltd. (joint venture)
Semiconductor Segment's production base (mass flow controllers)

A subsidiary was established. (Had a branch office previously.)
Mainly for the semiconductor businessFranceScientificProcess &Environmental

R&D center under construction to be completed by autumn of 2012.
Investment plan: ¥2 billion (¥1.1 billion in 2011)

Vietnam
Representative office

India
Increased bases

Annual Report 2011 | 10

5

FEATURE

Sales by Region
FeatureBusiness to Focus
Upon in the
Mid-Long Term
Management Plan

MedicalCompared to seven years ago, HORIBA's Medical-diagnostic
Medical-Diagnostic Instruments & Systems sales grew well in Asia
and Japan, where the markets expanded and our products which
fulfilled the needs of the markets were well received.
In Europe and Americas, sales decreased primarily due to theimpact of the stronger yen. In local currency terms, sales increased.
Consolidated Sales by RegionJapan¥4.0billion

Europe¥12.8billion

2007

Asia
¥1.8billionJapan¥5.4billion

2011

¥23.4

¥25.8

Medical-Diagnostic
Instruments & Systems

135%
up

Europe¥9.3billion

billionbillionAmericas¥7.0billion

Americas¥6.0billion

Medical-Diagnostic Instruments & Systems
Net Sales and Operating Profit

2011 Results2015 Plan

Net Sales

Operating Income¥23.4billion¥34.0billion¥3.1billion¥6.0billion

HORIBA is working on various
inve stme nt proje cts, mainly in thebusinesses identified as having
special importance in the Mid-Long
Term Management Plan, which wasannounced in February 2011.
In this annual report, we feature themedical business, presenting its
characteristics by region and strategies.

Medical Business as a Driverfor Growth1
2
3

Global development of highly
competitive small and mediumsized blood cell counters
Reagent production
expansion worldwide

11

For reference

Foreign exchange fluctuation impact: The average exchange rate for the euro
in 2007 was 161 yen. If the rate were at 161 yen in 2011, HORIBA’s sales in
Europe could have been ¥13.5 billion, suggesting that the actual sales werelowered by ¥4.2 billion by the stronger yen. If the exchange rates in 2011 were
the same as in 2007, total sales could have amounted to ¥27.6 billion.

Milestones of HORIBA's Medical Business
HORIBA, Ltd.

1977

Began development of SERA,
Potassium Ion SpecificElectrodes

1983

Launched SERA in the market

1987

HORIBA entered into a businessalliance with ABX. (Began
business in Japan.)

HORIBA ABX S.A.S.

ABX S.A. was established in
Paris, France

1996

HORIBA acquired ABX.

1997

Established sales bases in North America and Brazil.

2004

Established a sales base in Thailand.

2008

A new reagent plant in France began operation.

2011

Opened a representative office in Indonesia.
The Aso reagent plant in Kumamoto Prefecture began adding capacity.
The reagent plant in Brazil began adding capacity.
A new reagent plant began operation in China (Shanghai).

Enhanced sales inNorth America and Asia

Please refer to pages 15-16 for Business Overview.

150%
up

Asia
¥2.7billion

Characteristics
by Region

HORIBA’s Medical-Diagnostic Instruments & Systems segment has a core base of productdevelopment and reagent supply in France. By combining unique technologies developed in Japan,
competitive products are supplied to the global market. We will make vigorous marketing and sales
efforts in the U.S., the largest medical market, as well as in Asia, the market with high growth potential.

RegionMarket Size

Market Market Growth
Share
Potential

Major Equipment

Europe¥50.0 billion

19%

Small to large-sizedblood cell counters
Clinical chemistry
analyzers

R&D center
Large-scale reagent plant

Americas¥90.0 billion

7%

North America——

Small to large-sizedblood cell counters

Mega market

South America(Brazil)—

30%

Expanded capacity of the reagent plant
Small to medium-sized Began in 1997 and has maintained high shares.
for efficient supply of reagent andblood cell counters
The market is expanding with more hospitals.
higher margin.

¥25.0 billion

20%

Small-sized blood
cell counters
Blood glucose
measurement systems

Asia (ex. Japan)

—

17%

China

¥25.0 billion—

The market of small-sized products for large
Small to medium-sized hospitals is expanding.
blood cell counters
The challenging issue is to raise adoption oforiginal reagents.

Aim to raise margin of reagents, as
the reagent plant was constructed in
February 2011.

Other Asian
countries¥16.0 billion—

Small to medium-sized Market growth is accelerating with more
blood cell counters
hospitals.

Opened a representative offices in Indonesia.
Enhanced supports to sales companies.

Japan

Features

HORIBA's Key Measures

Reorganized sales company connections.
Expand OEM business.

The Aso reagent plant in Kumamoto
Prefecture added capacity.
Blood cell counters for animals wereintroduced.
Shifted to direct sales of blood glucose
measurement systems.

Highly profitable thanks to the blood cellcounter plus CRP.
High share in the market for private
practitioner clinics.

Total ¥200 billion*HORIBA’s estimate

We aim to reduce costs of distribution and inventory management, respond promptly to customer needs,
Accelerating
and improve profitability by installing local reagent production facilities in mass-consumption areas.
global expansion In 2011, in addition to installing bases in China and Indonesia, we started construction of added capacity
in the reagent plants in Japan and Brazil, in order to be prepared for reagent demand growth in the future.

Reagent plant in China

Open in February 2011
Aso Plant

Expanded capacity toopen in summer of 2012 (plan)

Representative office in Indonesia

Open in October 2011

Reagent plant in Brazil

Expanded capacity to open at
the end of 2012 (plan)

Product
development

France, Japan

Reagent plant

France, Japan, China, Brazil

Sales bases

European countries, Japan,
U.S.A., Brazil, China, Thailand,
India, Indonesia

Globalizing
production
bases

Japan
23%

Japan
23%
Hardware

France77%

China 5%
Brazil12%

Reagent

France60%

Annual Report 2011 | 12

CFO MESSAGE

Message from the CFO

HORIBA is investing for growth andrewarding shareholders in a balanced manner
Basic Capital Policy
HORIBA’s basic capital policy is as follows.

Implement a dividend payment
linked to earnings growth

Maintain the standard payout ratio at 30% of HORIBA,
Ltd. net income

Select the optimal financing method, depending on capital needs and withdue consideration to factors such as the equity ratio, capital cost, market
interest rates, and credit ratings
Achieve high ROE (Return on equity)

Mid-Long Term Management Plan (2015): 11% or more

Implement a Dividend Payment Linked to
Earnings Growth

Financial Policies

HORIBA was the first listed Japanese company to start
paying shareholder dividends based on a payout ratio (30%of parent company’s net income). This practice, whichbegan in 1978, has paid dividends to its owners without
interruption for 33 years.

HORIBA maintains an appropriate level of liquidity inhand to ensure ef ficient funding in accordance withcapital requirements. This is an important guideline for
HORIBA’s financing activities. We define liquidity in handto be the sum of cash and cash equivalents plus theopen amount of the credit lines negotiated with financial
institutions.
At the end of 2011, liquidity in hand amounted to ¥40.7
b i l l i o n, w h i c h wa s ¥ 35.7 b i l l i o n i n c a s h a n d c a s hequivalents and a ¥5.0 billion open balance from bankcredit lines.

Sunao Kikkawa

Senior Corporate Officer and General Manager of Finance & Control Division
Sunao Kikkawa joined HORIBA, Ltd. in 1974. He was assigned to work at HORIBA Instruments Incorporated (U.S.) in
1982 and returned to HORIBA, Ltd. in 1988. He was appointed General Manager of the Accounting Department in 1996
and Senior Corporate Officer in 2007. He participates in globalizing HORIBA’s domestic accounting operations andmaintaining compliance with international accounting standards. At present, he is engaged in strategies to raise capitaland boost the efficiency of group administrative operations as Senior Corporate Officer and General Manager of the
Finance & Control Division.

13

Free Cash Flow Extension

HORIBA had negative free cash flow for three consecutive
years from 2005 to 2007, primarily due to the acquisition of the
MCT business in September 2005 and capital investments fora new ERP implementation in 2006-2007. Since 2008, when
our business results deteriorated due to the economic
slowdown, we have recorded positive free cash flow for four
consecutive years with total assets reduced by inventory
reduction and earnings generated by cost reduction.
In 2011, positive free cash flow was ¥800 million, primarily due
to an increase in tax payments related to income growth in2010, plus higher capital expenditures for projects including
construction of a new R&D center in France, and construction
and capacity expansion of reagent plants for the MedicalDiagnostic Instruments & Systems segment.

Free Cash Flow
Billions of yen

12
10
8
6
4
2
0
-2
-4
-6
2002.3 2003.3 2004.3 2005.3 2006.3 2006.12 2007.12 2008.12 2009.12 2010.12 2011.12

Free cash flow is the combined amount of operating cash flow and investing cash flow.

Continued Investment for Growth

HORIBA has continued to invest in production facilities aswell as R&D and human resources during both good times
and economic downturns. This strategy has contributed toincreased market share during recovery phases from
economic downturns.
*Capital expenditures are a sum of investments in tangible and intangible fixed assets.

Capital Expenditures and R&D Expenditures
Billions of yen

20
R&D Expenditures
Capital Expenditures

15

10

5

0
2002.3 2003.3 2004.3 2005.3 2006.3 2006.12 2007.12 2008.12 2009.12 2010.12 2011.12

Dividend Payment of the Past 11 Years

The Automotive Test Systems segment, the core business of
HORIBA, Ltd., experienced several years of low profitability,
due to the economic downturn triggered by the Lehman
Brothers Shock in 2008. During this period HORIBA’s pershare dividend was depressed to 13 yen and 17 yen in 2009
and 2010 respectively. For 2011 we raised the per-share
dividend by 23 yen to 40 yen, thanks to higher incomes fromthe Automotive Test Systems segment, the MedicalDiagnostic and Process & Environmental Instruments &Systems segments.
In 2012, we are projecting a severe scenario of less thandesirable profitability caused by a stronger yen in the Automotive
Test Systems segment and lower income in the Process &Environmental Instruments & Systems segment. Nevertheless,as we are celebrating the 60th anniversary of HORIBA, Ltd. in
2013, we plan to pay a commemorative dividend of 10 yen per
share, meaning a real dividend increase to 43 yen (ordinary
dividend of 33 yen and commemorative dividend of 10 yen).

Cash Dividends per Share
Yen

50

43Yen
(plan)

40

30

20

10

0
2002.3 2003.3 2004.3 2005.3 2006.3 2006.12 2007.12 2008.12 2009.12 2010.12 2011.12 2012.12

Annual Report 2011 | 14

BUSINESS OUTLINE

Business Overview

Business Overview by Segment

Automotive
Test Systems

Automotive Test Systems

Medical

Medical-Diagnostic
Instruments & Systems

Segment sales

Semiconductor Instruments & Systems

Segment sales

31%

Segment sales

19%

20%

Segment leader

Segment leader

Segment leader

Hiroshi Nakamura
R Jean Pierre Surin

Narihiro Oku
R Bertrand
de Castelnau

R

Strong support for automotive
development

Proactive product development in a large
stable-growth market

Helping to improve yields insemiconductor manufacturing processes

HORIBA’s automotive emission measurement systems
have been adopted as the primary standard bynational certification bodies in many countries. This
recognition has led to a commanding top positionin the industry with an 80% global market share.
Business acquisitions have expanded our productline-up into complete turnkey systems for automotive
development. These test systems are used at theforefront of research and development and quality
control. Our test systems are indispensable fordeveloping new types of engines, such as gasoline,
diesel, hybrid electric powertrains and alternativefuel engines. We expect to experience an increase indemand for our automotive development instruments.

HORIBA’s medical products are primarily blood
testing instruments and reagents for the in-vitro
diagnostics market, with over ¥2 trillion in global
annual sales. The segment’s business model is basedon earnings generated from reagents sales. HORIBA
sells its original small and medium-sized blood
cell counters in the diagnostic market for point-ofcare testing (POCT), which is defined as immediate
diagnostic testing during patient care; typically insmall hospitals, testing centers, outpatient clinics,
and surgery centers. We are endeavoring to boost
instrument sales which will lead to expanded sales oftesting reagents.

T he s emic o n du c t o r in du s t r y is c yclic a l bu t
continues to grow. HORIBA’s main products are
mass flow controllers; devices that control gas
and liquid flows in the semiconductor, solar cell,and L ED ( light-emit ted diode ) manufacturing
process. Semiconductor-related products also
include many other types of monitoring equipment
for semiconductor production. HORIBA provides
customers with high-level solutions that support
technical advances in processing, miniaturization,and yield enhancement.

Risk factor

Risk factor

Risk factor

The global automotive industry’s shifting R&D
investments

Impact on earnings from changes in medical
insurance systems in various countries

Significant fluctuation in demand caused by the “silicon
cycle” in the semiconductor industry and investments
related to solar cell and other energy sources

Principal products Emission measurement systems,
automotive emission analyzers, on-board emission
measurement systems, driveline test systems, drive recorders

Principal products Equipment for blood sample
analysis (hematology analyzers, equipment for measuring
immunological responses, clinical chemistry analyzers,
blood glucose measurement systems)

Principal products Mass flow controllers, chemical
concentration monitors, reticle/mask particle detection systems

L

Major customers Automobile and motorcycle manufacturers,
automotive component manufacturers, multi-purpose motor
manufacturers, government regulatory agencies, oil companies,
automotive maintenance and repair centers
Product applications Development of new vehicles andgasoline, diesel, and hybrid powertrains; vehicle certificationand quality control; in-use vehicle inspections

15

Semiconductor

L

Major customers Medical testing centers,
small to medium-sized hospitals, medical practitioners
Product applications Health and diagnostic testing,disease diagnosis

L

Hideyuki Koishi
Dale Poole

Major customers Semiconductor production
equipment manufacturers, semiconductor device makers,
semiconductor cleaning equipment manufacturers
Product applications Flow control of gases and liquids,
monitoring of cleaning fluid concentrations in semiconductor
manufacturing processes, semiconductor and LCD quality
control inspections

Business Overview
by Region

Scientific

Scientific Instruments & Systems

Process &Environmental

18

Japan sales

40

%

%

Process &Environmental Instruments & Systems

Segment sales

Segment sales

18%

12%

Segment leader

Segment leader

Tsukasa Satake
R Michel Mariton

R

Achieving a good balance with uniqueanalytical measurement technologies andbusiness operations

Providing analytical and measurement
instruments for compliance withenvironmental regulations

HORIBA manufactures and sells over 500 typesof instruments in the leading edge of scientifictechnology. We command leading market shares
thanks to our high-level analytical technology knowhow and enhanced customer support. The Scientificsegment develops basic analytical and measurement
technologies, which play key roles in providing newtechnologies to other business segments.

HORIBA provides environmental measurement
technologies for solution to preserve the global
environment. In addition, H O R I B A’s proces s
measurement technologies fulfill analytical needsin the process industries and manufacturing
development, helping to ensure public safety,
security, and health.

L

Asia sales

L

Americas sales

16%

Tadao Nakamura
Peter DeBarber

Europe sales

26

%

Japan
• Steady growth and high market shares for productsthat are related to R&D applications and environmental
regulations.
• The Aso reagent plant in Kumamoto Prefecture added
capacity in the Medical-Diagnostic Instruments & Systems
segment.

Asia

Risk factor

Risk factor

Investment trend of national government agencies
and other institutions
Demand fluctuation following changes inenvironmental regulations

Demand fluctuation following changes inenvironmental regulations

Principal products pH meters, particle-size distribution
analyzers, X-ray fluorescence analyzers,
raman spectrophotometers, diffraction gratings

Principal products Stack gas analyzers, water quality
analysis and examination systems, air pollution analyzers,
environmental radiation monitors

Major customers Manufacturers, national research
institutions, universities, government agencies

Major customers Manufacturers, government agencies,
electric power companies

Product applications R&D, product quality testing,criminal forensics

Product applications Measurement of wastewater andwater supplies, gaseous emissions, environmental pollution
monitoring• High growth in China, India, and Southeast Asian countries.
• Use know-how accumulated in Automotive, Medical, andProcess & Environmental businesses in developed markets
for expansion.

Americas• High potential for expanding market share in this market
that represents 40% of global demand for analytical andmeasurement instruments.
• Use HORIBA Technology Center as a base to enhancecompetitiveness.
• Focus on product development and marketing for the
medical and semiconductor markets.
• The reagent plant in Brazil added capacity in the MedicalDiagnostic Instruments & Systems segment.

Europe• Sales increased thanks to the effects of the corporate
acquisition and the business acquisition.
• The new R&D Center in Paris is scheduled to open in 2012as a core product development facility in Europe.

Annual Report 2011 | 16

BUSINESS OUTLINE

Segment sales

31%

Automotive Test
Systems

MEXA, emission measurement systems,
has No. 1 global share
Since the first MEXA was developed in 1964, HORIBA has been apioneer in emission measurement systems and has provided theglobal market with the latest technologies required for automotive
development, which has constantly evolved with the times. HORIBA’s
emission measurement systems command the leading position in
the industry with an 80%* worldwide market share and have been
adopted as the primary standard by many national certification
bodies and major global automotive manufacturers. All together, wehave delivered over 8,000 MEXA units to our customers.
In 2012, we will introduce MEXA-ONE, a new and ultimate productbased on our accumulated technologies in this field. MEXA-ONE will
be our commitment for supporting future automotive development
as manufacturers respond to rising demands to measure theemission characteristics of alternative fuels such as biofuel, and new
requirements to measure emissions in more diverse applications
such as construction machinery, ships and general purpose engines.
(*HORIBA’s estimate)2012: Investment recovery in the automotive industry

Sales Breakdown
Driving management
systems &drive recorders 11%

Other 3%

Vehicles 3%
Drivelines 3%
Engines 12%

Emission gas
measurement 68%

Net Sales and Operating Income
Billions of yen

60

Net Sales (left)
Operating Income (right)

Billions of yen

8

40

6

30

4

15

2

0

0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2015
Plan

17

38%

19%

13%

30%

Japan

Asia

Americas

EuropeHORIBA recorded an increase in sales and profits in 2011, thanks
to increased investment by automotive manufacturers in Asian
countries, and a recovery in investment in Japan, Europe, and theAmericas. Sales were enhanced by a large shipment of driving
management systems in Japan.
In 2012, we are expecting a continued surge in automotive investment
in many countries. The investment in emissions and testing equipment
is triggered by new fuel efficiency requirements and emission
standards slated to become regulatory requirements in 2014-2015.

Providing solutions for hybrid vehicles (HV),
plug-in hybrid vehicles (PHV) and electric vehicles (EV)The year 2011 can be defined as the year of the EV. HV, PHV and
EVs have been launched by automakers around the world. We
expect that automakers will allocate part of their development
spending to full or partial EVs, for which HORIBA provides essential
measurement systems to evaluate power train ef ficiency andaerodynamic performance. These areas are important for thedevelopment of EVs. Our goal is to expand business and improve
profitability by capturing our market share in Japan, Europe, and theAmericas and respond to new demand in emerging markets.
Future development of HV and PHV that use engines, motors andbatteries requires new features in emission measurement systems
to evaluate the unique features of these powertrains. Moreover,emerging markets are expected to have high demand for emission
measurement systems, which is in line with the increased need for
local development amid accelerated growth in automotive sales.

HORIBA’s Automotive Business
Credibilit y gained from automakers based on our emission
measurement systems -HORIBA has an 80% global share-is
expected to help expand the MCT business.
HORIBA Business
Divisions
Emissionsbusiness

Gasoline &DieselHybridHORIBA's Automotive Segment Sales (left)
Aggregate R&D Spending by 3 German Automakers (right; Million Euro)
Aggregate R&D Spending by 2 U.S. Automakers (right; Million US$)
Aggregate R&D Spending by 3 Japanese Automakers (right; 100 Million Yen)

Market size

Electric(Billions of yen)

Emissions measurement

40

Engine performance tests

100

Drivelines tests

30-

Vehicles, Wind tunnel balances, Brake tests

15

MCT
business

Motor, Battery
measurement
Driving management
systems &drive recorders

HORIBA's Automotive Segment Sales andMajor Automakers' R&D Spending

Safety and IT

Billions of yen

Million Euro/Million US$/100 Million Yen

60

24,00050

20,00040

16,00030

12,000

20

8,000

10

4,000
0

0
2003

2004

2005

2006

2007

2008

2009

2010

Source: HORIBA's survey based on companies' disclosed materials

Trend of Automobile-related Regulations
Progression of Emission Standards by Region/County
Calendar 99
year

Japan

00

01

Gasoline

02

03

04

New short-term
regulations
Diesel

06

07

08

09

10

11

12

13

New long-term
regulations

Post new long-term
regulations

New short-term New long-term
regulations
regulations

Post new long-term
regulations

LEV-II (2004)

LEV-II (2009)

California

U.S.A.

05

Passenger cars
Small commercial Federal
vehicles

14

15

16

17

Emission Measurement Systems
LEV-III ?

Tier-2Major Products andMarket SharesWorldmarket share

Segment
sales

80%

56%

Tier-3?

Euro4
Euro5

EuropeEuro6

These systems continuously and simultaneously measure
the chemical composition of the exhaust gases over a broad
range of concentrations. They are widely used in R&D andproduct certification in the automotive industry.

China 3, China 4

China

China 5
Bharat Stage 2 in Cities

Nationwide

Bharat Stage 3 in Cities

India

Nationwide

Bharat Stage 4 in Cities

Nationwide

Sources: HORIBA's in-house survey based on materials from the Ministry of Economy, Trade andIndustry, the Ministry of the Environment, and Japan Automobile manufacturers Association Inc.

Driveline Test Systems
World
market share

Segment
sales

15%

5%

Automotive Fuel Efficiency Requirements in Developed Countries

Fuel consumption(km/l)

30

20
10
0
U.S.A.
(2011)U.S.A.
(2016)U.S.A.
(2025)

Europe(2020)

Japan( 2020 Under preparation)

Sources: HORIBA's in-house survey based on materials from the Ministry of Economy, Trade andIndustry and Japan Automobile manufacturers Association Inc.

The driveline is an extremely important parts that transmitsenergy from engines or motors to the vehicles’ tires.
HORIBA’s driveline test systems use the latest simulation
technology for applications in all types of driveline testing.
This is HORIBA’s strength demonstrated by providing flexible
systems for all applications.
Note: Market shares quoted are estimates by HORIBA.

Annual Report 2011 | 18

BUSINESS OUTLINE

Segment sales

19%

Medical-Diagnostic
Instruments & Systems

Stable business model supported by sales of reagentsThe business model for HORIBA’s Medical-Diagnostic Instruments
and Systems segment features expansion in the installed baseof HORIBA medical-diagnostic and blood sample analysis
instruments to generate growing profits from reagent sales. Our
products are used in blood testing, biochemical and other areasthat are directly linked to assessing personal health. As such, thebusiness is less sensitive to a weak economy, when comparedto most other industries. Another characteristic of this segment
is that currency risk has been diversified by having two bases fordevelopment and production, namely, Japan and France.

2012: Expect firm sales to continue in Japan and benefits
from the weaker euro in Europe and the U.S.
In 2011, Medical-Diagnostic Instruments & Systems segment
profits increased in tandem with growth in the installed basegenerated by the introduction of new products in the Japanesemarket in late 2008, and the weaker euro, which enhanced thecompetitiveness of HORIBA ABX S.A.S. (France) products.
In 2012, we expect to continue expanding our installed base withnew products in Japan and sales growth worldwide, particularly
in China, India, Southeast Asia, and other emerging markets.

Sales Breakdown
Service and Maintenance 8%

Medical diagnostic
instruments 39%

Testing reagents 53%

Establish business base for expansion

Net Sales and Operating Income
Billions of yen

40

Net Sales (left)
Operating Income (right)

Billions of yen

8

30

6

20

4

10

2

0

0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2015
Plan

23%

11%

26%

40%

Japan

Asia

Americas

EuropeRegarding test reagents, which are important profit generators inthis segment, our strategy is to initiate local production of reagentsin mass-consumption areas with high near-term growth potential,
such as China, India, South America, and Southeast Asia. This end
result is to reduce costs of distribution and inventory management,
to re s p o n d p ro m ptl y to c u s to m e r n e e d s, a n d to i m p rove
profitability. In 2011, in pursuit of improved efficiency, we began
construction of new facilities to expand our production capacity
for reagents in Brazil, China, and Japan. Moreover, to expand ourmarket share and improve profitability in China and other Asianmarkets, we will introduce our automatic blood cell counter plus
CRP, which has been a strategic product in Japan.
*CRP: abbreviation of C-Reactive Protein. One type of protein the body produces in
response to internal inflammation.

Please refer to pages 11-12 for the measures implemented in the Mid-Long Term Management Plan.

19

Business Development by Testing Category
Test category

Clinical chemistry

Hematology

Immunology

Coagulation

Market scale¥1 trillion¥0.2 trillion¥1 trillion¥0.1 trillion

Hematology analyzer
systems——

CRP counters forasthma medication

Coagulation reagents

Hospital

Large hospitals
Testing centers
Small and mediumsized hospitals

Clinical chemistry analyzers

Private practitioners

Small and mediumsized hematology
analyzers

Blood glucose
measurement systems

Hospital units and surgery
rooms (POCT*)*Point-of-care testing (POCT) is defined as medical testing at or near the site where patients are located;in places such as surgery by a doctor or a physician, a hospital ward, or a clinic for outpatients.

Field in which HORIBA exhibits strength

Product Development in the In-Vitro Diagnostics
Analysis Market
HORIBA aims to capture the POCT needs with its globallycompetitive small or medium-sized hematology analyzers andexpand its market share.
Hospital size

Target Markets (Hospitals)/
Product Development by Country and Region(Number of beds)

Diffusion rate

100-200-100

Europe/Americas

Asia

Japan

High

500300-500
200-300

Major Products andMarket Shares
Small and mediumsized blood cells
Small-sizedblood cells + CRP

Enhance sales andservices

Increase market
shares withplus CRP products

Low

Small and mediumsized blood cells
Small-sizedblood cells + CRPPriority
measures

Focus sales ofplus CRP products
to clinics

Enhance support
capabilities with a
new reagents plant
Aim to increase
market shares byenhancing sales
and services

Small-sized blood
cells + CRP
Blood glucose
measurement systems

Expand markets withplus CRP products

Automatic Hematology Analyzers
World
market share

Segment
sales

8%

80%

Do direct sales ofblood glucose
measurement systems
Expand sales in the
blood glucose
Expand sales of blood
cells in POCT market

Sales Ratio of Testing Reagents in HORIBA’s
Medical-Diagnostic Instruments & Systems segment
The sales ratio of testing reagents has been increasing thanks to
the increase of installed base of instruments. Now the ratio became
stable at around 50-55%.
%

60

Blood tests are essential for assessing the health of people
and animals. These analyzers check red and white blood
cell counts as well as hemoglobin concentrations andplatelet counts.

Automatic Blood Cell
Counter plus CRP
Worldmarket share

Segment
sales

100%

12%

50

This is the first counter in the world to simultaneously measure
blood cell counts and C-Reactive Protein (CRP), which the
body produces in response to internal inflammation, thus
facilitating faster and more accurate diagnosis.

40

30
2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Note: Market shares quoted are estimates by HORIBA.

Annual Report 2011 | 20

BUSINESS OUTLINE

Segment sales

20%

Semiconductor
Instruments & Systems

Products that fulfill needs of new markets andnew applications
HORIBA has a wide variety of semiconductor products suchas mass flow controllers that are essential components ins e m i c o n d u c to r m a n u f a c t u r i n g e q u i p m e n t, a n d c h e m i c a lconcentration monitors that are used in semiconductor wafer
cleaning processes. In particular, we have a leading 47%* global
market share in mass flow controllers and aim to raise our market
share. We provide highly functional products that satisfy productivity
improvement requirements and enhance performance in highly
miniaturized manufacturing processes.
(*HORIBA’s estimate)2012: Respond to a surge in demand thanks to anincrease in production capacity
In the first half of 2011, sales of mass flow controllers andchemical concentration monitors were favorable on the back of
an increase in production of manufacturing equipment makers
for silicon semiconductors and LEDs (light-emitted diodes). In
the second half of 2011, however, sales slowed down sharply
due to our customers’ production adjustment.
In 2012, we expect a moderate recover y primarily for silicon
semiconductors, which turned around and started on an uptrend
at the end of 2011. Nonetheless, we forecast that the operating
income ratio will be lower due to the appreciation of the yen andcompetitive pressure on sales prices.

Sales Breakdown
Dry process monitors 6%

Other 3%Wet processmonitors 12%

Mass flow
controllers 79%

Net Sales and Operating Income
Net Sales (left)
Operating Income (right)

Billions of yen

30

Billions of yen

9Expand sales in Asia, supported by strong trust of
semiconductor makers
20

6

10

3

0

0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2015
Plan

21

46%

24%

15%

15%

Japan

Asia

Americas

EuropeH O R I B A’s s e r v i c e s t r e n g t h i s i t s c a p a b i l i t y t o s u p p o r t
customers in Asia. Our strategy is to expand our market shareby gaining more credibilit y from manufacturing equipment
ma ke r s of se miconductor s, photovaltaic s, a nd LEDs, andby making enhanced quality products that satisf y the risingdemand from customers.
In addition, we star ted producing mass flow controllers at
Beijing HORIBA METRON Instruments Co., Ltd., a joint venture
established in Beijing, China. We plan to establish its position in
Asia, where demand is rising.

HORIBA’s Semiconductor Instruments & Systems
Segment Sales in Comparison to Worldwide Salesof Semiconductor Manufacturing Equipment
Trillions of yen
6
Worldwide Sales of Semiconductor Manufacturing Equipment (left)
HORIBA's Semiconductor Instruments & Systems Segment Sales (right)

HORIBA’s Global Market Share for Mass Flow
Controllers

Billions of yen

%

30

50

5

25

45

4

20

40

3

15

35

2

10

30

1

5

25

0

20

0
2002

2003

2004

2005

2006

2007

2008

2009

2010

2002

2011

2003

2004

2005

2006

2007

2008

2009

2010

2011

Mass Flow Controllers’ Sales Breakdown by
Application
Silicon semiconductors

Solar cells

LCD

LED(MOCVD)

Other

Major Products andMarket Shares

2011
2010

Mass Flow Controllers

2009
2008
2007
0%

20%

40%

60%

80%

100%

Silicon semiconductors represent more than half of sales while theshare of sales for use in solar cells (photovoltaic) and LEDs increased
in 2008 and 2009 respectively.
In 2011, sales for silicon semiconductors recovered but sales ratios
of solar cells and LEDs declined as those products suffered fromproduction adjustment in the latter half of 2011.
In the medium term, growth is expected for solar cells and LEDs.

World
market share

Segment
sales

47%

79 %

These high-precision controllers are used to regulate gas andliquid flow rates in semiconductor manufacturing processes,
typically in thin-film formation processes.
They are also indispensable components in high-quality
semiconductor and LED production.

Chemical Concentration Monitors
Silicon semiconductors
Aim to expand shares in the miniaturization process.

Worldmarket share

Segment
sales

80%

9%

LED
LED applications have expanded to Metal Organic Chemical Vapor
Deposition (MOCVD*). Sales for LEDs surged in 2009, thanks to growth inproduction of LEDs, but have been affected by users’ production adjustment
since the latter half of 2011.

Solar cells
Sales grew in 2009, thanks to demand growth for solar cells, but have been
affected by production adjustment since the latter half of 2011, similar to
products for LEDs.
* Metal Organic Chemical Vapor Deposition (MOCVD) is a method and apparatus
that use organic metal and gas to produce crystal. The process is used in
manufacturing of LEDs.

These compact units are used in semiconductor manufacturing
to monitor cleaning chemical concentrations. They ensure thatno cleansing fluids are wasted, which optimizes the cleaning
process and helps boost production yields.
Note: Market shares quoted are estimates by HORIBA.

Annual Report 2011 | 22

BUSINESS OUTLINE

Segment sales

18%

Scientific
Instruments & Systems

HORIBA’s nano-level measurement technologies provide
solutions on various data analysis
Behaviors of nano-level atoms and molecules have been highlighted
in microscopic analysis basic research. Providing solutions for data
analysis, HORIBA supports advanced research that ventures into
unknown territories, where outcomes may lead to new materials
or advanced, high-tech products. In addition, HORIBA’s analyzers
are widely used in foreign-object examinations and defect analysis
for drugs, food, electronic components, criminal investigation, andarchaeological work.

2012: Growing demand in emerging markets andrecovery in demand from general industries
In 2011, thanks to renewed demand from universities, government
laboratories, and other research institutions financed by improved
government spending in many nations, sales of HORIBA’s Raman
spectrophotometers and related instruments increased. The
depreciation of the euro against other currencies resulted in higher
price competitiveness for products developed and manufactured
in France, while the appreciation of the yen resulted in lower profit
margins for products manufactured in Japan.
In 2012, cutbacks in government spending in Europe or Asia
are a concern and the appreciation of the yen is likely to reduce
sales. However, we expect steady business in Japan, with growthin government-related demand and a recover y in the private
corporate sector.

Sales Breakdown
Particle size
analysis 10%

Other 7%
Molecular &Microanalysis 37%

Water quality
analysis 8%
Opticalcomponents 16%
Elemental analysis 22%

Net Sales and Operating Income
Billions of yen

30

Net Sales (left)
Operating Income (right)

Billions of yen

3

20

2

10

1

0

0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2015
Plan

23

33%

21%

20%

26%

Japan

Asia

Americas

EuropeSupport for basic development of next-generationenergy sources and R&D for HORIBA’s other businesses
M a r ket de ma nd is growing for products ma nufacture d by
HORIBA Jobin Yvon S.A.S. (France) for data analysis and basic
research in organic and inorganic materials such as rare metals
and in advanced lithium ion batteries, which are expected to
become a core component for next-generation vehicles. Specificproducts include diffraction gratings, fluorescence spectroscopy,
and Raman spectrophotometers, which command a No. 1
global share (HORIBA estimates). We expect growth in sales
and market share, partly due to tighter regulations and moregovernment spending, in the BRICs markets, namely, the highgrowth countries of Brazil, Russia, India, and China.
In addition to product development, this segment continues toinvest in basic technology and provides new technologies to
HORIBA’s other business segments.

Target Markets
HORIBA’s many products in the Scientific Instruments & Systems segment have made significant contributions in the R&D of advanced technology.
At present, we focus on the following four markets and applications: analysis of organic and inorganic materials, research on lithium ion rechargeable
batteries, and material development for drug discovery and biotechnology. We are responding to needs of analysis in these markets. A wide range of
products is developed for customers that include corporate research centers, academic institutions and universities.
HORIBA, Ltd.
Target market

Application

pH meter•

Inorganic
material analysis•

Lithium ion
battery•

Positive/negative electrode,
separators, electrolytic solutions•

Drug discovery basic research toquality assessment
Formulation mapping•

Drug discovery•

Metalanalyzer

Grating

Raman
spectrophoto- Fluorescence
spectroscopy
meter

Ellipsometer

GDS

Carbon materials
Rare metal materials

Business Development (Synergies between HORIBA, Ltd. and HORIBA Jobin Yvon)

Major Products and Market Shares
Raman Spectrophotometers

Illustrations of Markets

Past
HORIBA
Jobin Yvon

X-ray
analyzer

Organic EL lighting
Fuel cell electrolytic solutions

Organic material
analysis•

Particle- size
distribution
analyzer

HORIBA Jobin Yvon

Present to FutureWorldmarket share

Segment
sales

30%

17%

TOP END ZONEHORIBA,Ltd.
LOW END ZONEHORIBA Jobin Yvon targeted
universities and other academic
institutions, with the aim of
expanding applications at thehigher end. (White arrow)
HORIBA, Ltd. expanded productsin the middle market mainly for
general industries. (Blue arrows)

HORIBA, Ltd. and HORIBA
Jobin Yvon will integrate theirtechnologies and accelerate
product development across all
markets from the TOP END to
the LOW END.

Expand into the TOP END ZONE

Expand into the LOW END ZONE

• Expand HORIBA’s market throughmore investment in advanced
technologies (government spending)in BRICs• Develop more business in the middle
market of general industries•  Accelerate development into the
LOW END ZONE with economical
products incorporating simplified
functions manufactured by
HORIBA, Ltd.

Development Structure
Construction of a new R&D
center in France, expected tobe completed in the autumn of2012, will dramatically expand
H O R I B A’s d e v e l o p m e n tcapability in France, partly
through a joint research program with École Polytechnique, a state-run,renowned engineering school. We will also enhance our cooperation withacademia in related fields in Japan with the goal to expand the productline-up with new technology to satisfy expanding high-end demand.

Raman spectroscopy is a spectroscopic technique that
effectively identifies the chemical composition of physicalmaterials and analyzes molecular structures. In recent
years, Raman spectroscopy has been attracting attention
for applications in cutting-edge research. Raman scattering
is typically very weak, so a highly-sensitive and optimal
optical design is needed. HORIBA Jobin Yvon’s outstanding
record in optics-related technology has successfully beenutilized in pursuit of extremely high performance Raman
spectrophotometers.

pH Meters
Japanesemarket share

Segment
sales

50%

7%

HORIBA is recognized as one of the top pH meter brands
since its development of Japan’s first glass electrode pH
meter. HORIBA offers a full pH product line-up to satisfy
varied customer needs: from desk-top models that support
laboratory research to field-use rugged instruments thatmeasure river water, groundwater, and waste water.
Note: Market shares quoted are estimates by HORIBA.

Annual Report 2011 | 24

BUSINESS OUTLINE

Segment sales

12%

Process &Environmental
Instruments & Systems

A Business for supporting the global environment andenergy industries
HORIBA provides analytical and measurement instruments fora wide variety of applications measuring air, water, and soil
constituents. We supply these instruments to many industries in
response to today’s world of increased demand for environmentale mis s ions re duction a nd pro c e s s monitor ing. We play a nimportant role in gas measurement; in monitoring of industrial
liquid waste in the electric power, steel, and chemical industries
as well as energy industries in oil refining, and heavy chemicals;in purified water management for medical and semiconductoruse; and constant monitoring and control of water quality forpharmaceuticals, food, and cosmetics. In addition, HORIBA’s
accurate environmental radiation technology helps protect public
safety in habitable areas.

2012: Focus on demand trends for stack gas analyzers
and environmental radiation monitors
I n 2 011, e x p a n d i n g d e m a n d a f te r t h e G r e a t E a s t J a p a nEarthquake for stack gas analyzers at thermal power plants anda rapid need for environmental radiation monitors helped improvesegment profitability.
In 2012, we expect continued earnings improvement, as in2011, on higher sales of stack gas analyzers in Japan and newly
launched water quality analyzers. However, we are currently
forecasting a decline in sales and profits for environmental
radiation monitors as the forecast is highly uncertain.

Sales Breakdown
Stack gasanalysis 32%

Other 28%

Air pollution
analysis 12%
Water quality
analysis 28%

Net Sales and Operating Income
Billions of yen

25

Net Sales (left)
Operating Income (right)

Billions of yen

2.5

20

2

15

1.5

10

1

5

0.5

0

0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2015
Plan

25

72%

11% 6% 11%

Japan

Asia Americas Europe

Aiming to becomeNo. 1 in the environmental regulation business
HORIBA is determined to grow market share in the global
environmental analytical instrument market, estimated at ¥150
billion, by utilizing its accumulated know-how and experience inJapan, Europe, and the Americas. We will also attempt to expand
our market share in water quality measurement by emphasizing pH
measuring technology, which has been a HORIBA core businesssince the 1950’s. We will take advantage of our ability to use
sales channels developed in other business segments, which is aunique HORIBA marketing advantage. And, we aim to grow sales
and earnings by establishing a cycle of design, production, sales,and support in local markets. We will also expand business byleveraging HORIBA’s distinctive position in the environmental andanalytical instrument markets of Asia and emerging nations, where
demand is projected to grow rapidly.

Target Market: Environmental Regulation Market

Stack Gas Analyzers

Air Pollution Analyzers

HORIBA has a leading market share in Japan in continuous
emission monitoring systems used in plants and otherfacilities that generate gaseous emissions and soot. Our
instruments have been highly evaluated for the application
design capability of their sampling systems, which areessential in continuous measurement of a variety ofgases. The analyzers are used in system applications for
power generation, petrochemicals, steel, paper, foods andpharmaceuticals.

Water Quality Analyzers

HORIBA’s air pollution analyzers have won high acclaimin the field as highly reliable analyzers that demonstrate
excellent precision and long-term stability at ppb*
concentrations. They are used in over 50 countries
to monitor air quality by municipal governments andindustrial companies.
* ppb:parts per billion.

History of Radiation Measurement BusinessIn 1956, HORIBA succeeded in developing crystals for sodium iodide(NaI) scintillation detectors. In 1986, we developed cesium iodide (CsI)
crystals, which were incorporated in products sold to a university in
the United States. In 1989, we started selling radiation measurement
instruments for radiation education in conjunction with the Scienceand Technology Agency (at that time). Over the ensuing 20+ years wehave supplied seven generations of environmental radiation monitors,
including the latest model, the PA-1100, released in February 2012.

HOR I B A‘s products are used for water treatment
processes. We have a wide-ranging water quality productline to measure pH, the basic water quality indicator, as
well as chemical oxygen demand (COD), total nitrogen,and total phosphorous. They have been highly evaluatedby municipalities and companies in such industries aselectric power, gas, petrochemicals, steel, paper, foods
and pharmaceuticals.

Major Products andMarket Shares
Stack Gas Analyzers
Japanesemarket share

Segment
sales

50%

32%

PA-1100

Unit sales
30,000 units

New model

PA-1000
Previous
model

DX-200Nal
Csl
scintillation scintillation
detectordetector

DX-100PA-100PA-300DX-3001956

1989 1991 1993

2002

2006

1986

2009

2011 2012

Environmental Radiation Monitor PA-1100
The PA-1100 is a measurement device that canbe used simply and accurately, based on the
scintillation method, for measuring environmental
radiation in habitable areas and in radiation
measurement experiments for environmental
education. HORIBA has expanded themeasurement range for the PA-1100 launched in
February 2012. It is now equipped with a function
for smartphone communications, enabling remoterecording of measurement data.

Specifications
Suggested sales price:
155,400 yen (tax included)
Operating range: 0.001 –19.99 micro Sieverts perhour (µSv/h)

Simplified Radioactivity Measurement Kit PA-K
PA-K is a simplified radioactivity measurement
kit for measuring radioactivity in soil and food.
It comprises an environmental radiation monitors t a n d a n d a s a m p l e b ow l w h i c h e n a b l e smeasurement of becquerel values that indicate
the amount of radioactivity.

These analyzers provide highly sensitive and precise measurementsof NOx, SO2, CO, CO2, and O2 content of gases emitted by boilers andfurnaces in thermal power stations. A single unit can simultaneously
and continuously measure all five gases. HORIBA has a leading
market share in this competitive market with over 50 competitors.

H-1 Series of Industrial Water Quality Analyzers
Sales ratios of water related products.

Japanesemarket share

Segment
sales

20%

28%

The H-1 industrial water quality analyzers perform in a wide range
of applications from pure water for semiconductor and food towater treatment to sewage and industrial wastewater. They confirm
progress in wastewater treatment processes and control water
treatment equipment. Moreover, we have developed pH electrodesthat resist damage in harsh environments by strengthening
their toughness, thereby reducing the frequency of electrodereplacement and maintenance operations. In overseas markets
where competition is intense, we will be unifying these productswith HORIBA Advanced Techno’s brand of water quality analyzers
to enhance customer satisfaction while utilizing the strengths of
HORIBA, LTD.
Note: Market shares quoted are estimates by HORIBA.

Annual Report 2011 | 26

VALUE CREATION

Value Creation Based on
Invisible Values

Number of Fruit: Earnings of the Current Fiscal Year
Roots: Invisible Values / Soil: Corporate Culture

Invisible Values=

Assets that do notappear in thefinancial statements

A core objective of acquisitions is to acquire
highly competent human resources. Constructive
acquisitions have raised HORIBA’s ratio of nonJapanese employees to 56%. This high ratio
was not achieved by pursuing low-cost overseas
labor forces. In fact, HORIBA acquisitions haveacquired very talented people, many holding
doctorate degrees. This makes us a very unique
Japanese company.

Rationale of Invisible Values
The number of fruit and the value of the harvest areimportant, but it is more important that the roots are
growing strong.
Technological development is the most important
growth driver that will enable HORIBA to achieve
the current Mid-Long Term Management Plan
targets: ¥150 billion in consolidated net sales
and an operating income ratio of 13% or more.
We firmly believe that technical development is
the lifeline of a manufacturer such as HORIBA.
To make an analogy, technical capability is aform of basic physical fitness, which cannot
be maintained without continual training andexercise. Using this analogy, HORIBA needs tokeep training in order to maintain the power tomake a dash forward in the upcoming recovery
phase of the economy.

HORIBA is promoting “One Company Matrix
Management” in its global operation in 25
countries. The aim is to enhance our HORIBA
brands.

Human
Resources

Ratio of
Employees by
RegionJapan 44%

Europe 31%

Technologies

Customers

Asia ex. Japan 12%

HORIBA helps improve people’s quality of life
in a sustainable society by supplying products
and providing services to customers. In order toachieve this goal, we collaborate with suppliers
and group companies in Japan and overseas toimprove the quality of our products and services.

Organizational
Structures

Brands27

Americas 13%

HORIBA works on growing Invisible Values,
such as human resources, technologies, andits corporate culture. These are the Invisible
Values that become the sources for generating
future earnings and enabling enterprisecontinuity, while achieving numerical targets
for net sales, profits, and other indicators.
We believe that these efforts are reflected inraising the value of the HORIBA brands.

Creating value by using our “Invisible Values” is one of HORIBA’s important management themes.
The fruit (earnings) and the trunk with branches and leaves (the balance sheet),are both visible and important values.
However, we believe that the essence of good management is to grow strong thick roots (invisible values) in richsoil (corporate culture).
We do not believe that a management’s emphasis on maximizing short-term earnings
and neglecting investment in invisible values will foster sustainable growth or increased corporate value.

HORIBA's Diverse Invisible Values (Examples that are related to overseas development)
Employees Who Experienced Overseas Assignment

Numbers of Employees Assigned for Training(HORIBA, including those currently assigned)

161 employees have been assigned up to the end of 2011
(for all group companies in Japan)

Experienced overseas assignment:

Experienced overseas assignment:

55 (28%)179 (14%)

Managerial
Staff: 194

Employees:
1,324

No experience inoverseas assignment: 139 (72%)

No experience inoverseas assignment: 1,145 (86%)

15

12

9

6

Employees Assigned Overseas (as of December 2010)
SecondedTraining

Total

Corporate Officers

2

0

2

Managerial Staff, Employees

46

12

58

Total

48

12

60

Overseas Operating Countries

3

0
1985

1991

1995

21%

25 Countries

2003

2007

2011

Foreigners Shareholding Ratio

30

25

1999

36%

20%

1995

2005

2011

End of March
1996

End of March2006

End of December
2011

21 Countries

20

15

Overseas Sales Ratio
11 Countries

10

35%

5

60%

59%

1995

2005

Ended March
1996

Ended March
2006

Ended
December
2011

0
1995

2005

2011

Annual Report 2011 | 28

VALUE CREATION

Value Creation Based on
Invisible Values

Human Resources

Through economic booms and recessions HORIBA has consistently invested in human resources, which are
precious “invisible values” of the company.
The foundation for sustainable value creation is the understanding each HORIBA employee has of our corporate
culture that is symbolized by “Joy and Fun,” “Open and Fair,” and “entrepreneurial spirit” and puts this heritage
into practice through his or her assigned tasks.
We have established a global personnel development and exchange program to advance personal growth anddevelopment for all our employees.

HORIBA COLLEGE

IP (Intellectual Property) World Cup

In 2011 the HORIBA COLLEGE hosted 23 courses foraround 450 attendees at the “FUN HOUSE” training center.
Since its opening in February 2009, the number of courses
reached about 100 courses for over 1,800 attendees in thefirst three years. Our employees teach and learn from eachother. Our ultimate objective is to insure HORIBA’s knowhow and skills that have accumulated over 60 years will beinherited by the next generation. Our belief is that theexpert knowledge and experience directly linked to ourbusiness operations should be maintained by sharing
within the group. Implanting HORIBA’s corporate culture at
the same time leads to the effective development of highquality personnel.

Technical research and development, and the resultant
intellectual property (IP) are intrinsic elements of the HORIBA
brand. Our in-house IP World Cup competition was held for the
first time in 2011, with the aim of recognizing and encouraging
creators of HORIBA technology to realize the value ofintellectual property which can initiate the next growth phase of
HORIBA. The intellectual property will add to the growth of theproperty that is supporting our group evolution at present.
The first World Cup Gold Award winner was a team fromHORIBA STEC Co., Ltd. for technology that improves control
and response of mass flow controllers (Semiconductor
Instruments & Systems segment.) This technology is a great
contributor to an increase in our market share for this product.

FUN HOUSE (Training center) was expanded in February 2009.

29

Gold Award Winner
HORIBA STEC Team

Silver Award Winner
HORIBA ABX (France) TeamHORIBA Brand BookHORIBA published the “HORIBA Brand Book” in 2007 to preser ve and cultivate
HORIBA’s corporate culture while expanding global business. The Book is like a bible
that tells the origin of the HORIBA Brand, lessons which employees reaffirm, share, andconvey to others. This is distributed to all group and newly-hired employees.
The Book contains the story behind the corporate motto “Joy and Fun” and messages
contributed by 36 employees. It is published in six languages: Japanese, English,
French, German, Chinese, and Korean.

Received the Best IR (Investor Relations) AwardHORIBA received the Best IR Award from the Japan Investor Relations
Association (JIRA) for the first time. The award-winning companies wereselected from 304 applicants through a survey by analysts and investors
and screening and judgment by a review committee. We were highly
evaluated in factors such as the top management’s active commitment toinvestor relations, crystal-clear presentation, good coordination between
IR and PR divisions, and easy-to-understand annual reports.
We are committed to improving the quality of our IR activities by clearlycommunicating HORIBA’s values to our stakeholders and giving effective
feedback to our management and staff.
(In 2006 we received the IR Special Award, which was given to companies that were consistently raising thelevel of their IR activities.)

For details, please visit the website of theJapan Investor Relations Associations.

https://www.jira.or.jp/

Award ceremony (December 14, 2011)
Hajime Sawabe (Chairman of the JIRA, Left)
Atsushi Horiba (Right)

Annual Report 2011 | 30

VALUE CREATION

Value Creation Based on
Invisible Values

Technology
Comparison with Other Companies - Operating Income
Ratio and Ratio of R&D Expenses to Sales

Technical Development will Accelerate
Further Growth

Operating Income Ratio

The development of analytical technologies and engineering
technologies is the core value of HORIBA as an analyticalequipment manufacturer. Based on the strategy of maintaining
R&D investment at 7-8% of sales, we have been continuing toinvest during economic downturns, while our competitors have
reduced their investments.
This strategy has boosted our market share during subsequent
upturn phases. In 2009-2010, our sales declined sharply, but wemaintained the same level of R&D investment. We firmly believe
this investment will contribute to our future growth. HORIBA aims
to improve the efficiency of our R&D investments and realize ahigher operating income ratio.

20%

AbbottLaboratories
Sysmex15%

Siemens%12

10.0
R&D Expeditures

Shimadzu

2000

5%

R&D Expeditures to Net Sales

7.5

6

5.0

3

2.5

0

0
2002.3 2003.3 2004.3 2005.3 2006.3 2006.12 2007.12 2008.12 2009.12 2010.12 2011.12

From Core Technology to
Product Development
HORIBA allocates scientific resources to be focused on
analytical and measurement technology, and bring suchcore technology to real world using its engineeringresources. This leads to efficient development of advanced
products in our five different business segments.

0

HORIBA's major analysis
technologies and control
technologies in terms of sales

PerkinElmer

Yokogawa Electric

5%

10%

15%

Ratio of R&D Expensee to Sales
Other companies' information is extracted from their disclosed materials: Financial
result materials of the fiscal year ended March 2011 for Japanese companies andthose of the fiscal year ended December 2011 for non-Japanese companies.

Process &Automotive Environmental
Scientific

Infrared Measurement
Technology for real-time
analysis of elements in gases

Gas Flow Control
Technology to measure andinstantly control the flow ofgases
Particle-SizeDistribution Analysis
Technology to measure particle
diameter and size distribution

31

Canon

RigakuR&D Expenditures and R&D Expenditures to Net Sales

9

Agilent
Technologies

2005

10%

Billions of yen

HORIBA
2011

Thermo Fisher
Scientific

Spectroscopic Analysis
Technology for analysis ofvisible light

Medical

SemiconductorWhat HORIBA, Ltd. aims for with
Organizational Change
The key point in the HORIBA, Ltd. organizational change implemented in 2011 isa shift from a segment-based vertical organization to a function-based horizontalorganization. Dr. Masayuki Adachi, General Manager of the Research & Development
Division, who played a particularly important role in the management of neworganization, was interviewed about the progress and results of these organizationalchanges, and the prospect in the future.

What are the goals of the organizationalchange at HORIBA, Ltd. in 2011?
Our objective is to improve the balance between market
orientation and technology orientation. Previously theorganizational structure was focused on business segments,
and we conducted and managed business operations byfocusing on markets within those segments. With thisorganizational change we are adopting a function-based
structure, while maintaining market-oriented concept that was
the core of segment-based organizations. This will result in an
organizational structure with technology-oriented characteristics
and higher capital efficiency, which accelerates the turnover rateof technical assets, that is to say, the speed of bringing new
products to market. We have confronted the inefficiencies of avertical organization which tend to be inherent within marketoriented concepts, typical of a company-based organization ora division-based organization. I felt strongly that the unique andnovel style we adopted is needed at HORIBA, which develops
global, multi-segment businesses and technologies.
HORIBA’s four divisions; the triangle of the Corporate & Segment
Strategy Division, the Sales Division, and the Research &Development Division, plus the addition of the Production
Division; are developing a structure that enables organic support
for each business segment. With this new organization we aretaking on the challenge of creating a new structural balance.

What specific effects have emerged?
As a typical example, we have established the Liquid and Water
Quality R&D Department. We have integrated the liquid/watermeasurement-related development activities previously separated
in three divisions (semiconductor, scientific and process &environment) into one department. Dramatic effects haveemerged in all areas, including the rate of technology sharing andimproved efficiencies. In this new organization we have brought

Senior Corporate Officer and General Manager of the
Research & Development Division of HORIBA, Ltd.

Masayuki Adachi

together key people with experience from all three segments, andso we have managed to benefit from the concentration andintensity of their knowledge with tangible results in an increased
speed of new product development. While the absolute amountof annual R&D expense declined, we were able to launch an
unprecedented, high number of new products.

What issues do you face and what steps
will you take going forward?
Improving the global headquarters’ functions of our entire
global R&D activities is the current challenge. Being strongly
oriented towards organic interaction with our overseas
acquisitions, HORIBA sees its technical capabilities
extending around the world as a set of values, not restricted
to region or business domain. The ultimate goal is toenhance the efficiency of HORIBA’s global technical assets.
We have completed the global harmonization of ourdevelopment processes, and development tools such as
design review process, computer-aided design (CAD) andcomputer-aided engineering (CAE). In 2012, we will enhance
our function as global R & D headquar ters by fur ther
improving the global R&D environment and managing the
progress of product development on a worldwide level,
while concentrating the management of international
intellectual property at the R&D Planning Center.

Dr. Masayuki Adachi
Dr. Masayuki Adachi joined HORIBA, Ltd. in 1985, and has been
engaged in research and development of emission measurement
systems, which included an assignment at the University of California
Irvine Combustion Laboratory. As the Segment Leader of the Automotive
Test Systems segment in 2004-2006, he participated in the acquisitionof the MCT business of Carl Schenck AG (Germany). He served as
President of HORIBA International Corporation (US) in 2007-2010.
He was appointed General Manager of the Research & Development
Division of HORIBA, Ltd. in 2011. He has a doctorate in engineering.

Annual Report 2011 | 32

CORPORATE GOVERNANCE

Corporate GovernanceAppointment of External Directors and Corporate Auditor
To prevent managing with an introverted approach, HORIBA has always appointed someexternal directors and external corporate auditors. This practice started with the company’s
origin in 1953 and has been continued through to the present day.

Corporate
Governance
Philosophy

Implementing a Dividend Policy that Emphasizes Shareholder Returns
HORIBA was the first listed Japanese company to start paying shareholder dividends basedon a predetermined payout ratio (30% of parent company’s net earnings); this practice started
in 1978 and HORIBA has paid dividends without interruption for 33 years.

HORIBA fully recognizes
the importance of its
shareholders as theOpen General Meetings of Shareholders

c ompa ny’s ow ne r s.

Since its initial stock listing in 1971, HORIBA has encouraged all shareholders (whom wefrequently call owners) to attend the annual General Shareholders Meeting. These meetings
are held on Saturdays to facilitate public attendance. Since 2005, an informal get-together
event has been held afterwards to enable shareholders to talk directly with the management.

Since the 1950’s, when
Japanese corporations
paid little attention tocorporate governance,
HORIBA has pledged
to conduct its corporate

Adoption of a Corporate Officer Systemaffairs by the following

Since 2005, HORIBA has reduced the number of directors to five members to make the Boardof Directors meetings flexible and to promote lively, in-depth discussion. In addition, we
introduced a corporate officer system in 1998 to augment managerial capability. In 2010, we
invited Dr. Jai Hakhu, who now serves as president of HORIBA’s U.S. operation, to become acorporate officer. Including Dr. Hakhu and two other non-Japanese, HORIBA now has 17
corporate officers.

policies which focus
on our responsibility to
the company’s owners
based on the corporatemotto, “Open and Fair.”

1997

2012

Directors: 9 (including 2 external members)

Corporate Officers: 17 (including 3 non-Japanese)

The number of Bord
of Directors andCorporate Officers

Directors: 5 (including 1 external members)(As of April 1, 2012)

Board of Directors and Auditors

Corporate Officer

Chairman, President & CEO Atsushi Horiba

Executive Corporate Officer Dr. Jai Hakhu

Executive Vice President

Dr. Kozo Ishida

Senior Corporate Officer

Managing Director

Fumitoshi Sato

Director

Juichi Saito

Director (External)

Masahiro Sugita

AuditorToshihiko Uno

Auditor (External)

Kanji Ishizumi

President of the Law Offices of
Chiyoda Kokusai, Attorney at Law

Auditor (External)

Keisuke Ishida

Chairman of the Board, CEO, Shashin Kagaku Co., Ltd.
Chairman of the Board, SK-Electronics Co., Ltd.

Dr. Michel Mariton
Dr. Masayuki Adachi
Sunao Kikkawa
Takashi Nagano
Bertrand de Castelnau

Auditor of MSD K.K.、Auditor of The 77 Bank, Ltd.

Dr. Kiyoaki Hara
Corporate Officer

Hideyuki Koishi
Yuichi Muroga
Atsushi Nakamine

Junior Corporate Officer

Seiji Usui
Tadao Nakamura
Narihiro Oku
Tsukasa Satake
Hiroshi Kawamura
Kenichi Obori
Yasuo Yamashita

33

Corporate Governance Structure Chart
General Meeting of Shareholders
Appointment,
Dismissal

Appointment,
Dismissal

Board of Directors (Directors)

Board of Auditors (Auditors)
Supervising,Monitoring

Selection, Dismissal
Business Execution
Instructions

Corporate Officers
Reporting

Financial Audit

Internal controls

President
Reporting

Independent Auditor

Supervising, Monitoring

Business Execution

Supervision
Entrusting Business
Execution

Appointment,
Dismissal

Coordination

Reporting
Supervision

Direction
and Orders

Approval of Resignation, Dismissal, and Reappointment
Judging Suitability of the Independent Auditors

Monitoring

Reporting

Litigation, Exports, Legal Affairs,
Public-Sector Grants, Audits of
Subsidiaries' Management, etc.

ReportingDiscussed Items

Directors and Corporate Officers’
Meeting/ Operations Committee/
Management Committee
by Business Segment

Internal Auditing(Group Internal Audit Office)Supervising
Coordination

Direction and Orders, Reporting

Integrated Management System (IMS)Business Segments Leaders

Committees, etc.*(Quality, Environmental & Safety Management Center)
Supervising

Promotion

Reporting Principles

Advisory,
ProposalsInternal Control Promotion Committee
Coordination

HORIBA CSR Promotion Committee

Coordination

HORIBA, Ltd. CSR Promotion Committee**

HORIBA Corporate Philosophy and Ethical Guidelines

Compliance Committees

Joy and Fun, Open and Fair

* Committees, etc. refer to committees and conferences that are established and registered based on the "Regulations concerning
conferences and committees," such as the Promotion Committee for Management of Business with Public Subsidies and the Safety and
Health Committee.
** The CSR Promotion Committee decides on the CSR Policy and priority measures and organizes CSR-related specific activities. In addition,
it discusses and approves the issues and the measures concerning the promotion of risk management.

An External Director’s views on HORIBA’s corporate governance
1. The Board meetings
I am delighted to attend HORIBA’s Board of Directors meetings where lively and constructive
small-group discussions are conducted in a casual atmosphere.
2. Personal views on the management
HORIBA’s management is always interested in learning what is going on outside thegroup that may be of importance, and is intent on listening to comments and opinionsfrom outside sources. The managers are excellent in providing the information external
directors need to do their work. I find HORIBA is well equipped with the tools needed forinternally-driven innovation, particularly at this time when Japanese companies have agreat need to innovate.
In my view, HORIBA’s management made prompt and appropriate decisions after theearthquake of March 2011 to increase production, to ensure receiving sufficient substitutecomponents, and to give support to the disaster-stricken areas.
3. At the Board of Directors meetings
During the Board of Directors meetings, I tend to ask questions from a broader generalperspective, rather than from my area of expertise, which is in macroeconomics andinternational finance. My goal is to affirm the management’s attitudes and commitments.

External Director

Masahiro Sugita
Masahiro Sugita served as DirectorGeneral of the International Departmentof the Bank of Japan and Director of
the Research Institute of Overseas
Investment of the Export-Import Bankof Japan before being appointed as
Auditor of the Bank of Japan, a position
he held from 1999 to 2003. In 2003, hebegan to serve as Outside Auditor (fulltime) of Banyu Pharmaceutical Co.,
Ltd., the former MSD K.K. Since 2006
he has been appointed as an external
director of HORIBA, Ltd. He also serves
as an auditor of The 77 Bank Ltd.

Annual Report 2011 | 34

CSR

CSR

CSR Promotion Structure

Corporate
SocialResponsibility(CSR)

Philosophy

Basic Policy“Encourage CSR in
the Course of Day
to Day Operations”
HORIBA’s products,
s u p p li e d by i ts f i ve

Since April 2005, HORIBA has organized the HORIBA CSR Promotion Committee in order topromote CSR-related specific activities. The committee is composed of Dr. Kozo Ishida,
Executive Vice President of HORIBA, Ltd., as Chairman, and Directors in charge of CSR of its
four major group companies in Japan, as members. It decides on CSR Policy and priority
measures. The CSR Promotion Committee of each group company implements these policies
and measures, and organizes various social action programs on themes such as on educationor environment or in their communities.

HORIBA Group CSR Policy

Promote CSR in the Course of Day to Day Operations
HORIBA helps realize a pleasant and happy society by promoting corporate activities basedon the key issues of the global environment, human health, public safety and energy.

business segments,
are intimately linked
with key challenging
issues of our times:
energy, human health,g l o b a l e nv i ro n m e nt
and public safety. Witha sense of pride, wewill support products

Key Issues of Fiscal 2011

HORIBA PREMIUM - First Class Quality Creation
Realizing HORIBA PREMIUM from a viewpoint of CSR

1. Join the United Nations Global Compact.
2. Set up the Key Performance Indicators (KPI) concerning CSR.

and technologies that
contribute to building asustainable society andimproving the people’squality of life. This is theessence of HORIBA’s
CSR activities.

CSR Report: Gaiareport
HORIBA has published the "Gaiareport" as an annual environmental and corporate social
responsibility report. Our activities on behalf of environmental protection and contribution tosociety are introduced in the report. Please visit our website for details.

Web

35

http://www.horiba.com/gaiareportFINANCIAL DATAYear Ended December 31, 2011

Annual Report 2011 | 36

FINANCIAL DATA

Eleven-Year Summary
2002.3

2003.3

2004.32005.32006.3

Net sales¥74,468¥78,501¥85,073¥92,492¥105,665

Operating costs and expenses

71,92173,02778,223

83,11994,390Operating income

2,547

5,474

6,850

9,373

11,275

Net income (loss)(1,071)

786

2,074

3,524

6,473

Capital expenditures

3,137

3,444

3,501

3,956

5,664

Depreciation and amortization

3,381

2,915

3,037

2,944

3,173

Research and development expenses

4,336

4,044

5,129

5,636

6,553

Total assets¥98,766¥100,542¥92,657¥99,913¥119,976

Cash and cash equivalents

16,62522,061

13,603

16,10814,884

-

-

-

-

-

29,622

29,594

29,14330,59537,408

19,16918,336

19,40222,012

27,273

19,27919,00018,841

18,481

20,223

43

51

58

26

45

7,887

9,147

8,700

11,26413,017

Liabilities with interest

34,98933,21821,46016,042

13,866

Shareholders’ equity

40,06340,144

43,34852,26365,446

Share price at end of fiscal period (¥)

896

765

1,380

1,950

3,690

Number of employees (consolidated)

3,583

3,691

3,808

3,984

4,461

(¥34.47)¥22.21¥62.90¥98.33¥154.27

-

18.31

50.10

83.81

146.971,293.42

1,293.30

1,350.31

1,415.75

1,548.08

8.50

14.50

10.00

16.00

28.00

Operating income to net sales (%)

3.4

7.0

8.1

10.1

10.7

Return on assets (%)

(1.1)

0.8

2.2

3.7

5.9

Return on equity (%)

(2.7)

2.0

5.0

7.4

11.0

Shareholders' equity ratio (%)

40.6

39.9

46.8

52.3

54.6

-

57.2

15.3

16.5

18.1

30.9

40.8

30.3

41.8

33.8

For the YearAt Year-End

Trade notes andaccounts receivable

Affiliated companies
Other

Inventories
Property, plant and equipment, net
Trade notes andaccounts payable

Affiliated companies
Other

Per Share Information
Net income (loss) - basic
Net income - diluted
Net assets
Cash dividends

Financial Ratios

Consolidated dividend payout ratio (%)
Nonconsolidated dividend payout ratio (%)

Notes: The stated amounts have been rounded down to the nearest million yen from fiscal 2009, ended December 31, 2009, but had been rounded off to the nearest million yen
prior to that year.
1. The U.S. dollar amounts are provided solely for convenience at the rate of ¥77.74 to US$1.00, the rate prevailing on December 31, 2011. Yen amounts are rounded down to thenearest million from the year ended December 31, 2009. However yen amounts were rounded (up or down) to the nearest million prior to the year ended December 31, 2009.
2. Effective from the year ended March 20, 2003, HORIBA adopted the revised accounting standard for per share information. The amounts in prior years have not been restated.
3. Effective from the year ended December 31, 2006, HORIBA adopted the revised accounting standard for presentation of net assets in the balance sheet. The amounts
in prior years have not been restated.
4. For the year ended December 31, 2006, the accounting term for HORIBA, Ltd. and HORIBA Advanced Techno Co., Ltd. was only 9 months and 11 days and that for
HORIBA STEC Co., Ltd. was only 9 months as a result of a change in the fiscal year-end to December 31.

37

HORIBA, Ltd. and Consolidated Subsidiaries
The years ended March 20, 2002 - 2006 and the years ended December 31, 2006 - 2011.

2006.122007.122008.122009.122011.122010.12

Millions of yen

2011.12
Thousands of U.S. dollars (Note 1)¥116,099¥144,283¥134,248¥104,538¥118,556¥123,456$1,588,062

104,392

127,753

123,290

99,394106,256

108,549

1,396,308

11,707

16,53010,958

5,144

12,29914,906

191,741

6,510

8,691

6,039

3,161

7,927

8,664

111,448

5,059

9,336

6,645

4,534

4,033

4,670

60,072

3,246

4,161

4,955

4,573

4,523

4,146

53,331

6,136

9,474

10,662

9,831

9,480

10,060129,405

Millions of yen

Thousands of U.S. dollars (Note 1)¥129,236¥154,367¥133,279¥129,580¥137,290¥144,649$1,860,676

15,673

20,56522,66027,59034,45935,767460,084

-

-

63

6

1

126

1,620

42,48545,87337,33034,50536,42539,249504,875

30,94733,73429,802

23,363

24,843

26,288338,152

21,70024,071

23,11523,602

22,51622,924

294,880

44

53

40

52

60

0

0

14,917

16,792

11,063

10,515

13,423

13,196

169,745

16,22425,177

20,984

18,34817,12818,358236,146

72,37180,377

76,82979,906

84,01990,232

1,160,689

4,400

4,100

1,237

2,250

2,303

2,320

4,697

4,976

5,146

5,133

5,202

5,448

U.S. dollars (Note 1)

Yen (Notes 2, 3, 4)

29.84

U.S. dollars (Note 1)¥154.23¥205.01¥142.76¥74.77¥187.46¥204.88

153.70204.39142.71

74.68

187.11204.41$2.63
2.62

1,710.75

1,892.64

1,816.96

1,889.58

1,986.77

2,133.44

27.44

26.00

39.00

44.00

13.00

17.00

40.00

0.51

10.1

11.5

8.2

4.9

10.4

12.1

5.2

6.1

4.2

2.4

5.9

6.1

9.4

11.4

7.7

4.0

9.7

9.9

56.0

52.1

57.6

61.7

61.2

62.4

16.9

19.0

30.8

17.4

9.1

19.5

30.0

30.1

30.0

30.0

30.3

30.5

Computations:Shareholders’ equity = net assets - subscription rights to shares - minority interests
Net income per share (¥) = 100 x (net income – projected bonuses to directors and corporate auditors)*
		 / (average number of shares issued and outstanding in the fiscal period, corrected for treasury stock)
Net assets per share (¥) = (shareholders’ equity – projected bonuses to directors and corporate auditors)*/ (number of shares issued and outstanding, corrected for treasury stock)
Operating income to net sales (%) = 100 x operating income / net sales
Return on assets (ROA, %) = 100 x net income / average total assets in prior fiscal period
Return on equity (ROE, %) = 100 x net income / average shareholders’ equity in prior fiscal period
Shareholders’ equity ratio (%) = 100 x shareholders’ equity / total assets
Consolidated dividend payout ratio (%) = 100 x dividends paid / net income (consolidated)
Nonconsolidated dividend payout ratio (%) = 100 x dividends paid / net income (nonconsolidated)*Directors' and corporate auditors' bonuses from the year ended December 31, 2006 are recognized in selling, general and administrative expenses.

Annual Report 2011 | 38

FINANCIAL DATA

Eleven-Year Summary

Net Sales by Segment
Millions of Yen

150,000

144,283
14,290120,000
105,665

90,00085,07374,46860,00030,0000134,248
13,721116,099

8,047
17,20178,501
9,340
17,696

14,35014,391

14,521

15,942

10,46592,492
8,999

14,76417,301

9,753

24,810

10,31925,30022,351

19,51018,960118,556

25,74818,03918,18320,508

20,111

26,93425,836

16,762

104,538

11,787

12,022

20,825

123,456
14,558Process & Environmental
Instruments & Systems

22,040Scientific
Instruments & Systems

24,694

Semiconductor
Instruments & Systems

23,485

Medical-Diagnostic
Instruments & Systems

38,678Automotive
Test Systems

20,50327,676

24,722

12,483

22,98922,33722,51437,19235,751

18,777

20,34921,131

23,582

27,022

2002.3

2003.3

2004.32005.334,446

2006.337,94551,47554,232

2006.12 2007.12 2008.12 2009.12 2010.12 2011.12

Net Income and Return on Equity (ROE)Net Income (Loss)
Return on Equity (ROE)

Millions of Yen

12,000

9.9

8.0

7.4

7.7

6.0

6,000
5.0

4,000

2.0

2.0
-1,071

786

Net income, ¥8,664 million, returnedto the record high level of 2007, a
recovery due to sales gains andcontinued cost reduction efforts.
This resulted in the ROE rising by 0.2
percentage points from the previous
year to 9.9%.

4.0

4.0

2,000

2,074

3,524

6,473

6,510

8,691

6,039

3,161

7,927

8,664

0.0
-2.0

-2,000-4,000

10.0

9.7

9.4

8,000

0

12.0

11.4

11.0

10,000%In fiscal 2011, ended December
31, 2011, HORIBA recorded net
sales of ¥123,456 million, its thirdl a rg e s t n et s a l e s fo l l ow i n g th erecord sales of 2007 and 2008. By
segment, sales in the Automotive
Test Systems segment improved
despite the appreciation of the yen
which lowered overseas sales whenconverted into yen. Sales for the
Medical-Diagnostic Instruments& Systems segment increased,
while the Process & Environmental
Instruments & Systems segment
sales experienced a sharp increase
after the earthquake of March 2011.

-2.7

2002.3-4.0
2003.3

2004.32005.32006.32006.122007.122008.122009.122010.122011.12Net Income per Share and Net Assets per ShareNet Income per Share
Net Assets per Share

Yen

250

1,711
1,548

150
100

2,133

205

200

1,293

1,293

1,350

1,416

154

1,817

1,890

1,893

154

1,987

Yen

2,500
2,000

205
187

1,500

143

1,000
98

63

50

0

-34

2002.3

39

500

22

0
-50

75

-500
2003.3

2004.32005.32006.32006.122007.122008.122009.122010.122011.12

Total assets were ¥144,649 million
at the end of December 2011. Fiscal
2011 net assets per share returned
to a record-high of ¥2,133, andnet income per share was ¥205,
reaching the previous high level
recorded in 2007.

Operating Income and Operating Income to Net Sales
Operating Income
Operating Income to Net Sales

Millions of Yen

18,000Inventories and Inventory Turnover (Days)
%

12.1

12.0

10.7

10.4

10.1

93

92
87

10.0

10.1

12,000

100

95

11.5

15,000Inventories
Days
Days

Millions of Yen

40,000

81

82

85

82

86
76

30,000
8.0

8.2

8.1

75

74

7.0

9,000

6.0
4.9

6,000

0

2,547

50

10,000

25

4.0

3.4

3,000

20,000

2.0
5,474

6,850

9,373 11,275 11,707 16,530 10,958

5,144

12,299 14,906

00Total Assets
Return on Assets (ROA)

Millions of Yen

0

R&D Expenditures andR&D Expenditures to Net Sales

Total Assets and Return on Assets (ROA)
180,000

19,169 18,336 19,402 22,012 27,273 30,947 33,734 29,802 23,363 24,843 26,288
2002.3 2003.3 2004.3 2005.3 2006.3 2006.12 2007.12 2008.12 2009.12 2010.12 2011.12

2002.3 2003.3 2004.3 2005.3 2006.3 2006.12 2007.12 2008.12 2009.12 2010.12 2011.12

150,000

%

9.0
7.5

R&D Expeditures
R&D Expeditures to Net Sales

Millions of Yen

12,000%12.0

10,00010.0
9.4

120,000

6.1

6.1

5.9

8,000

8.0
8.0

7.9

5.2

90,000

6.0

5.9

4.5

6,000

6.0

5.8

6.1

3.7

60,000

3.0

4,000

1.5

2,000

0

0

6.6

6.2

4.2

8.1

6.0

5.3

5.2

4.0

2.4

2.2

30,0002.0

0.8

0 98,766 100,542 92,657 99,913 119,976 129,236 154,367 133,279 129,580 137,290 144,649
2002.3 2003.3 2004.3 2005.3 2006.3 2006.12 2007.12 2008.12 2009.12 2010.12 2011.12

4,336

4,044

5,129

5,636

6,553

6,136

9,474

10,662 9,831

9,480 10,060

02002.3 2003.3 2004.3 2005.3 2006.3 2006.12 2007.12 2008.12 2009.12 2010.12 2011.12-1.1

Cash Dividends per Share

Capital Expenditures andDepreciations and Amortization

Yen

Millions of Yen

50.0

Capital Expenditures
Depreciations and Amortization

10,000

9,336

44.0

40.0

40.0

39.0

30.0

28.0

6,645

6,000
5,664

26.0

4,955

20.0

5,059

4,000

8.5

13.0
10.0

0.0

2,000

4,534 4,523

4,670

4,573
3,381

17.0

16.0

14.5

10.0

8,000

3,137

3,444 3,501
2,915

3,037

3,956
2,944

4,161
3,173

4,033

4,146

3,246

0
2002.3 2003.3 2004.3 2005.3 2006.3 2006.12 2007.12 2008.12 2009.12 2010.12 2011.12

2002.3 2003.3 2004.3 2005.3 2006.3 2006.12 2007.12 2008.12 2009.12 2010.12 2011.12

Annual Report 2011 | 40

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Consolidated Financial Review㻰㼡㼞㼕㼚㼓㻌㼠㼔㼑㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㻔㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻕㻘㻌㼠㼔㼑㻌㼜㼞㼛㼢㼕㼐㼑㻌䇾㼞㼑㼍㼟㼟㼡㼞㼍㼚㼏㼑䇿㻌㼠㼛㻌㼜㼑㼛㼜㼘㼑㻌㼣㼔㼛㻌㼘㼕㼢㼑㻌㼕㼚㻌㻱㼍㼟㼠㻌㻶㼍㼜㼍㼚㻚㻌㻵㼚㻌㼠㼔㼑㻌㼣㼑㼍㼗㼑㼞㻌 㼑㼏㼛㼚㼛㼙㼕㼑㼟㻌 㼕㼚㻌 㼠㼔㼑㻌 㼁㻚㻿㻚㻌 㼍㼚㼐㻌 㻱㼡㼞㼛㼜㼑㻌 㼟㼘㼛㼣㼑㼐㻌 㼠㼔㼑㻌 㼜㼍㼏㼑㻌 㼛㼒㻌㻹㼑㼐㼕㼏㼍㼘㻙㻰㼕㼍㼓㼚㼛㼟㼠㼕㼏㻌 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㻒㻌 㻿㼥㼟㼠㼑㼙㼟㻌 㼟㼑㼓㼙㼑㼚㼠㻘㻌 㻴㻻㻾㻵㻮㻭㻌㼞㼑㼏㼛㼢㼑㼞㼥㻘㻌 㼎㼡㼠㻌 㼠㼔㼑㻌 㼛㼢㼑㼞㼍㼘㼘㻌 㼓㼘㼛㼎㼍㼘㻌 㼑㼏㼛㼚㼛㼙㼥㻌 㼜㼛㼟㼠㼑㼐㻌 㼏㼛㼚㼠㼕㼚㼡㼑㼐㻌㻿㼀㻱㻯㻌 㼡㼚㼐㼑㼞㼠㼛㼛㼗㻌 㼑㼤㼜㼍㼚㼟㼕㼛㼚㻌 㼣㼛㼞㼗㻌 㼛㼚㻌 㼠㼔㼑㻌 㻭㼟㼛㻌 㼒㼍㼏㼠㼛㼞㼥㻌 㼕㼚㻌㼙㼛㼐㼑㼞㼍㼠㼑㻌 㼑㼏㼛㼚㼛㼙㼕㼏㻌 㼓㼞㼛㼣㼠㼔㻘㻌 㼣㼕㼠㼔㻌 㼑㼙㼑㼞㼓㼕㼚㼓㻌 㼏㼛㼡㼚㼠㼞㼕㼑㼟㻌 㼍㼏㼠㼕㼚㼓㻌 㼍㼟㻌㻷㼡㼙㼍㼙㼛㼠㼛㻌㻼㼞㼑㼒㼑㼏㼠㼡㼞㼑㻌㼕㼚㻌㼛㼞㼐㼑㼞㻌㼠㼛㻌㼑㼚㼔㼍㼚㼏㼑㻌㼠㼔㼑㻌㼜㼞㼛㼐㼡㼏㼠㼕㼛㼚㻌㼟㼥㼟㼠㼑㼙㻌㼠㼔㼑㻌 㼐㼞㼕㼢㼕㼚㼓㻌 㼒㼛㼞㼏㼑㻚㻌 㻵㼚㻌 㼠㼔㼑㻌 㼁㻚㻿㻚㻘㻌 㼍㻌 㼐㼑㼘㼍㼥㼑㼐㻌 㼕㼙㼜㼞㼛㼢㼑㼙㼑㼚㼠㻌 㼕㼚㻌 㼠㼔㼑㻌㼒㼛㼞㻌 㼎㼘㼛㼛㼐㻌 㼏㼑㼘㼘㻌 㼠㼑㼟㼠㼕㼚㼓㻌 㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻚㻌 㻵㼚㻌 㼍㼐㼐㼕㼠㼕㼛㼚㻘㻌 㼣㼕㼠㼔㻌 㼠㼔㼑㻌 㼍㼕㼙㻌 㼛㼒㻌㼔㼛㼡㼟㼕㼚㼓㻌㼙㼍㼞㼗㼑㼠㻌㼍㼚㼐㻌㼑㼙㼜㼘㼛㼥㼙㼑㼚㼠㻌㼐㼍㼙㼜㼑㼚㼑㼐㻌㼑㼏㼛㼚㼛㼙㼕㼏㻌㼓㼞㼛㼣㼠㼔㻚㻌㻵㼚㻌㼞㼑㼟㼜㼛㼚㼐㼕㼚㼓㻌 㼠㼛㻌 㼓㼞㼛㼣㼕㼚㼓㻌 㼐㼑㼙㼍㼚㼐㻌 㼒㼛㼞㻌 㼠㼑㼟㼠㼕㼚㼓㻌 㼞㼑㼍㼓㼑㼚㼠㼟㻌 㼕㼚㻌 㼢㼍㼞㼕㼛㼡㼟㻌㻱㼡㼞㼛㼜㼑㻘㻌㼠㼔㼑㻌㼟㼛㼢㼑㼞㼑㼕㼓㼚㻌㼐㼑㼎㼠㻌㼏㼞㼕㼟㼕㼟㻌㼍㼒㼒㼑㼏㼠㼑㼐㻌㼠㼔㼑㻌㼞㼑㼍㼘㻌㼑㼏㼛㼚㼛㼙㼥㻘㻌㼍㼚㼐㻌㼏㼛㼡㼚㼠㼞㼕㼑㼟㻘㻌 㼍㻌 㼞㼑㼍㼓㼑㼚㼠㻌 㼒㼍㼏㼠㼛㼞㼥㻌 㼣㼍㼟㻌 㼚㼑㼣㼘㼥㻌 㼎㼡㼕㼘㼠㻌 㼕㼚㻌 㻯㼔㼕㼚㼍㻘㻌 㼍㼚㼐㻌 㼠㼔㼑㻌㼟㼕㼓㼚㼟㻌 㼛㼒㻌 㼑㼏㼛㼚㼛㼙㼕㼏㻌 㼟㼘㼛㼣㼐㼛㼣㼚㻌 㼎㼑㼏㼍㼙㼑㻌 㼙㼛㼞㼑㻌 㼑㼢㼕㼐㼑㼚㼠㻚㻌 㻹㼑㼍㼚㼣㼔㼕㼘㼑㻘㻌㼒㼍㼏㼠㼛㼞㼥㻌㼕㼚㻌㻮㼞㼍㼦㼕㼘㻌㼏㼛㼚㼠㼕㼚㼡㼑㼐㻌㼠㼛㻌㼡㼚㼐㼑㼞㼓㼛㻌㼑㼤㼜㼍㼚㼟㼕㼛㼚㻌㼣㼛㼞㼗㻚㻌㻵㼚㻌㼍㼐㼐㼕㼠㼕㼛㼚㻘㻌㼑㼏㼛㼚㼛㼙㼕㼑㼟㻌㼕㼚㻌㼑㼙㼑㼞㼓㼕㼚㼓㻌㼏㼛㼡㼚㼠㼞㼕㼑㼟㻌㼟㼡㼏㼔㻌㼍㼟㻌㻯㼔㼕㼚㼍㻌㼍㼚㼐㻌㻵㼚㼐㼕㼍㻌㼟㼘㼛㼣㼑㼐㻌㼚㼑㼣㻌 㼞㼑㼜㼞㼑㼟㼑㼚㼠㼍㼠㼕㼢㼑㻌 㼛㼒㼒㼕㼏㼑㼟㻌 㼣㼑㼞㼑㻌 㼑㼟㼠㼍㼎㼘㼕㼟㼔㼑㼐㻌 㼕㼚㻌 㼂㼕㼑㼠㼚㼍㼙㻌 㼍㼚㼐㻌㼛㼚㼘㼥㻌㼙㼍㼞㼓㼕㼚㼍㼘㼘㼥㻌㼍㼚㼐㻌㼙㼍㼕㼚㼠㼍㼕㼚㼑㼐㻌㼞㼑㼘㼍㼠㼕㼢㼑㼘㼥㻌㼔㼕㼓㼔㻌㼑㼏㼛㼚㼛㼙㼕㼏㻌㼓㼞㼛㼣㼠㼔㻚㻌㻵㼚㻌㻵㼚㼐㼛㼚㼑㼟㼕㼍㻌㼠㼛㻌㼙㼑㼑㼠㻌㼠㼔㼑㻌㼔㼕㼓㼔㻌㼙㼍㼞㼗㼑㼠㻌㼐㼑㼙㼍㼚㼐㻚㻌㼀㼔㼑㻌㻿㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻌㻶㼍㼜㼍㼚㻘㻌㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼕㼚㼓㻌㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㻌㼐㼞㼛㼜㼜㼑㼐㻌㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㼘㼥㻌㼍㼟㻌㼍㻌㼞㼑㼟㼡㼘㼠㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㻒㻌 㻿㼥㼟㼠㼑㼙㼟㻌 㼟㼑㼓㼙㼑㼚㼠㻌 㼒㼛㼏㼡㼟㼑㼐㻌 㼛㼚㻌 㼏㼛㼟㼠㻌 㼞㼑㼐㼡㼏㼠㼕㼛㼚㻌㼛㼒㻌 㼠㼔㼑㻌 㻳㼞㼑㼍㼠㻌 㻱㼍㼟㼠㻌 㻶㼍㼜㼍㼚㻌 㻱㼍㼞㼠㼔㼝㼡㼍㼗㼑㻌 㼕㼚㻌 㻹㼍㼞㼏㼔㻌 㻞㻜㻝㻝㻘㻌 㼎㼡㼠㻌 㼠㼔㼑㻌㼙㼑㼍㼟㼡㼞㼑㼟㻌㼟㼡㼏㼔㻌㼍㼟㻌㼑㼟㼠㼍㼎㼘㼕㼟㼔㼕㼚㼓㻌㻮㼑㼕㼖㼕㼚㼓㻌㻴㻻㻾㻵㻮㻭㻌㻹㻱㼀㻾㻻㻺㻘㻌㼍㻌㼖㼛㼕㼚㼠㻌㼑㼏㼛㼚㼛㼙㼥㻌 㼞㼑㼏㼛㼢㼑㼞㼑㼐㻌 㼛㼚㻌 㼠㼔㼑㻌 㼎㼍㼏㼗㻌 㼛㼒㻌 㼠㼔㼑㻌 㼞㼑㼟㼠㼛㼞㼍㼠㼕㼛㼚㻌 㼛㼒㻌㼢㼑㼚㼠㼡㼞㼑㻌 㼏㼛㼙㼜㼍㼚㼥㻌 㼣㼔㼕㼏㼔㻌 㼣㼍㼟㻌 㼑㼟㼠㼍㼎㼘㼕㼟㼔㼑㼐㻌 㼠㼛㻌 㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼑㻌 㼙㼍㼟㼟㻌㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼕㼚㼓㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻌㼍㼚㼐㻌㼠㼔㼑㻌㼞㼑㼎㼡㼕㼘㼐㼕㼚㼓㻌㼛㼒㻌㼠㼔㼑㻌㼟㼡㼜㼜㼘㼥㻌㼏㼔㼍㼕㼚㻌㼒㼘㼛㼣㻌 㼏㼛㼚㼠㼞㼛㼘㼘㼑㼞㼟㻌 㼒㼛㼞㻌 㻸㻱㻰㼟㻌 㼍㼚㼐㻌 㼜㼔㼛㼠㼛㼢㼛㼘㼠㼍㼕㼏㼟㻌 㼘㼛㼏㼍㼘㼘㼥㻚㻌 㻵㼚㻌 㼠㼔㼑㻌㼒㼛㼞㻌 㼏㼛㼙㼜㼛㼚㼑㼚㼠㼟㻌 㼍㼚㼐㻌 㼙㼍㼠㼑㼞㼕㼍㼘㼟㻚㻌 㻴㼛㼣㼑㼢㼑㼞㻘㻌 㼛㼣㼕㼚㼓㻌 㼠㼛㻌 㼠㼔㼑㻌㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻌㼟㼑㼓㼙㼑㼚㼠㻘㻌㼍㻌㼚㼑㼣㻌㻾㻒㻰㻌㼏㼑㼚㼠㼑㼞㻌㼕㼚㻌㼍㼜㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻌㼛㼒㻌㼠㼔㼑㻌㼥㼑㼚㻌㼍㼚㼐㻌㼠㼔㼑㻌㼒㼘㼛㼛㼐㼟㻌㼕㼚㻌㼀㼔㼍㼕㼘㼍㼚㼐㻘㻌㼠㼔㼑㻌㼞㼑㼏㼛㼢㼑㼞㼥㻌㻱㼡㼞㼛㼜㼑㻌 㼔㼍㼟㻌 㼎㼑㼑㼚㻌 㼡㼚㼐㼑㼞㻌 㼏㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻚㻌 㻴㻻㻾㻵㻮㻭㻌 㼟㼡㼜㼜㼛㼞㼠㼟㻌 㼖㼛㼕㼚㼠㻌㼟㼠㼍㼘㼘㼑㼐㻚㻌㻵㼚㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻘㻌㼠㼔㼑㻌㼥㼑㼚㻌㼏㼛㼚㼠㼕㼚㼡㼑㼐㻌㼠㼛㻌㼟㼠㼞㼑㼚㼓㼠㼔㼑㼚㻌㼍㼟㻌㼕㼚㻌㼠㼔㼑㻌㼞㼑㼟㼑㼍㼞㼏㼔㻌㼣㼕㼠㼔㻌㼡㼚㼕㼢㼑㼞㼟㼕㼠㼕㼑㼟㻌㼍㼚㼐㻌㼞㼑㼟㼑㼍㼞㼏㼔㻌㼕㼚㼟㼠㼕㼠㼡㼠㼕㼛㼚㼟㻌㼍㼚㼐㻌㼍㼕㼙㼟㻌㼠㼛㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌 㼥㼑㼍㼞㻚㻌 㼀㼔㼑㻌 㼍㼚㼚㼡㼍㼘㻌 㼍㼢㼑㼞㼍㼓㼑㻌 㼑㼤㼏㼔㼍㼚㼓㼑㻌 㼞㼍㼠㼑㼟㻌 㼣㼑㼞㼑㻌 㻣㻥㻚㻤㻜㻌㼐㼑㼢㼑㼘㼛㼜㻌㼜㼞㼛㼐㼡㼏㼠㼟㻌㼠㼔㼍㼠㻌㼙㼑㼑㼠㻌㼠㼔㼑㻌㼚㼑㼑㼐㼟㻌㼛㼒㻌㼏㼡㼟㼠㼛㼙㼑㼞㼟㻌㼕㼚㻌㼍㼐㼢㼍㼚㼏㼑㼐㻌㼥㼑㼚㻌 㼍㼓㼍㼕㼚㼟㼠㻌 㼠㼔㼑㻌 㼁㻚㻿㻚㻌 㼐㼛㼘㼘㼍㼞㻌 㼍㼚㼐㻌 㻝㻝㻝㻚㻝㻟㻌 㼥㼑㼚㻌 㼍㼓㼍㼕㼚㼟㼠㻌 㼠㼔㼑㻌 㼑㼡㼞㼛㻘㻌㼙㼍㼠㼑㼞㼕㼍㼘㻌㼍㼚㼍㼘㼥㼟㼕㼟㻌㼍㼚㼐㻌㼛㼠㼔㼑㼞㻌㼒㼕㼑㼘㼐㼟㻚㻌㼙㼍㼞㼗㼕㼚㼓㻌㼕㼚㼏㼞㼑㼍㼟㼑㼟㻌㼛㼒㻌㻝㻜㻚㻜㻑㻌㼍㼚㼐㻌㻠㻚㻢㻑㻘㻌㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻚㻌41

㻭㼠㻌 㼠㼔㼑㻌 㼟㼍㼙㼑㻌 㼠㼕㼙㼑㻘㻌 㼠㼔㼑㻌 㻳㼞㼛㼡㼜㻌 㼕㼙㼜㼘㼑㼙㼑㼚㼠㼑㼐㻌 㼏㼛㼟㼠㻌 㼞㼑㼐㼡㼏㼠㼕㼛㼚㻌㼀㼔㼑㻌㼍㼚㼍㼘㼥㼠㼕㼏㼍㼘㻌㼍㼚㼐㻌㼙㼑㼍㼟㼡㼞㼑㼙㼑㼚㼠㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻌㼙㼍㼞㼗㼑㼠㻌㼟㼍㼣㻌㼟㼕㼓㼚㼟㻌㼙㼑㼍㼟㼡㼞㼑㼟㻌 㼠㼛㻌 㼕㼙㼜㼞㼛㼢㼑㻌 㼜㼞㼛㼒㼕㼠㼍㼎㼕㼘㼕㼠㼥㻚㻌 㻿㼜㼑㼏㼕㼒㼕㼏㻌 㼙㼑㼍㼟㼡㼞㼑㼟㻌 㼕㼚㼏㼘㼡㼐㼑㼐㻌㼛㼒㻌 㼍㻌 㼙㼛㼐㼑㼞㼍㼠㼑㻌 㼞㼑㼏㼛㼢㼑㼞㼥㻌 㼕㼚㻌 㼏㼍㼜㼕㼠㼍㼘㻌 㼟㼜㼑㼚㼐㼕㼚㼓㻌 㼍㼚㼐㻌 㼐㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㼜㼞㼛㼙㼛㼠㼕㼛㼚㻌 㼛㼒㻌 㼠㼔㼑㻌 㼡㼟㼑㻌 㼛㼒㻌 䇾㼟㼔㼍㼞㼑㼐㻌 㼟㼑㼞㼢㼕㼏㼑㼟䇿㻌 㻔㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼕㼛㼚㻌 㼛㼒㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌 㼎㼥㻌 㼍㼡㼠㼛㼙㼍㼗㼑㼞㼟㻚㻌 㻴㼛㼣㼑㼢㼑㼞㻘㻌 㼑㼝㼡㼕㼜㼙㼑㼚㼠㻌 㼐㼑㼙㼍㼚㼐㻌 㼕㼚㻌 㼠㼔㼑㻌㼏㼛㼙㼙㼛㼚㻌 㼟㼑㼞㼢㼕㼏㼑㼟㻌 㼕㼚㻌 㼟㼑㼢㼑㼞㼍㼘㻌 㼛㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㼟㻌 㼠㼛㻌 㼙㼍㼗㼑㻌 㼠㼔㼑㼙㻌 㼙㼛㼞㼑㻌㼟㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻙㼞㼑㼘㼍㼠㼑㼐㻌 㼙㼍㼞㼗㼑㼠㻌 㼐㼞㼛㼜㼜㼑㼐㻌 㼕㼚㻌 㼠㼔㼑㻌 㼟㼑㼏㼛㼚㼐㻌 㼔㼍㼘㼒㻌 㼛㼒㻌㼑㼒㼒㼕㼏㼕㼑㼚㼠㻌 㼍㼚㼐㻌 㼟㼜㼑㼏㼕㼍㼘㼕㼦㼑㼐㻕㻌 㼍㼚㼐㻌 㼏㼛㼚㼠㼞㼛㼘㻌 㼛㼒㻌 㼒㼕㼤㼑㼐㻌 㼏㼛㼟㼠㼟㻌 㼠㼔㼞㼛㼡㼓㼔㻌㻞㻜㻝㻝㻌 㼍㼟㻌 㼟㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻌 㼙㼍㼗㼑㼞㼟㻌 㼍㼚㼐㻌 㼘㼕㼓㼔㼠㻙㼑㼙㼕㼠㼠㼕㼚㼓㻌 㼐㼕㼛㼐㼑㻌 㻔㻸㻱㻰㻕㻌㼞㼑㼛㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㻌 㼕㼚㻌 㻱㼡㼞㼛㼜㼑㻌 㼍㼚㼐㻌 㼠㼔㼑㻌 㼁㻚㻿㻚㻚㻌 㻰㼡㼑㻌 㼠㼛㻌 㼕㼙㼜㼞㼛㼢㼑㼐㻌㼙㼍㼗㼑㼞㼟㻌 㼔㼍㼐㻌 㼏㼛㼙㼜㼘㼑㼠㼑㼐㻌 㼍㻌 㼏㼥㼏㼘㼑㻌 㼛㼒㻌 㼏㼍㼜㼕㼠㼍㼘㻌 㼟㼜㼑㼚㼐㼕㼚㼓㻚㻌 㻵㼚㻌 㼍㼐㼐㼕㼠㼕㼛㼚㻘㻌㼜㼞㼛㼒㼕㼠㼍㼎㼕㼘㼕㼠㼥㻌 㼕㼚㻌 㼠㼔㼑㻌 㻹㼑㼐㼕㼏㼍㼘㻙㻰㼕㼍㼓㼚㼛㼟㼠㼕㼏㻌 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㻒㻌 㻿㼥㼟㼠㼑㼙㼟㻌㼐㼡㼑㻌㼠㼛㻌㼠㼔㼑㻌㼟㼠㼞㼛㼚㼓㼑㼞㻌㼥㼑㼚㻌㼍㼚㼐㻌㼕㼚㼠㼑㼚㼟㼕㼒㼕㼑㼐㻌㼏㼛㼙㼜㼑㼠㼕㼠㼕㼛㼚㻘㻌㼠㼔㼑㻌㼓㼑㼚㼑㼞㼍㼘㻌㼟㼑㼓㼙㼑㼚㼠㻘㻌 㼠㼔㼑㻌 㻴㻻㻾㻵㻮㻭㻌 㻳㼞㼛㼡㼜㻌 㼔㼍㼟㻌 㼒㼡㼞㼠㼔㼑㼞㻌 㼍㼐㼢㼍㼚㼏㼑㼐㻌 㼕㼠㼟㻌㼠㼞㼑㼚㼐㻌㼛㼒㻌㼐㼑㼏㼘㼕㼚㼕㼚㼓㻌㼜㼞㼛㼐㼡㼏㼠㻌㼜㼞㼕㼏㼑㼟㻌㼏㼛㼚㼠㼕㼚㼡㼑㼐㻚㻌㼣㼑㼘㼘㻙㼎㼍㼘㼍㼚㼏㼑㼐㻌 㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠㻌 㼎㼥㻌 㼛㼜㼠㼕㼙㼍㼘㼘㼥㻌 㼍㼘㼘㼛㼏㼍㼠㼕㼚㼓㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌㻵㼚㻌㼠㼔㼑㻌㼒㼍㼏㼑㻌㼛㼒㻌㼠㼔㼑㼟㼑㻌㼑㼏㼛㼚㼛㼙㼕㼏㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㻘㻌㻴㻻㻾㻵㻮㻭㻘㻌㻸㼠㼐㻚㻌㻔䇾㼠㼔㼑㻌㼞㼑㼟㼛㼡㼞㼏㼑㼟㻌 㼠㼛㻌 㼑㼍㼏㼔㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼟㼑㼓㼙㼑㼚㼠㻌 㼍㼚㼐㻌 㼞㼑㼓㼕㼛㼚㻚㻌 㼀㼔㼑㻌 㻳㼞㼛㼡㼜㻌 㼕㼟㻌㻯㼛㼙㼜㼍㼚㼥䇿㻕㻌 㼍㼚㼐㻌 㼕㼠㼟㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌 㻔㼠㼛㼓㼑㼠㼔㼑㼞㻌 䇾㼠㼔㼑㻌㼠㼔㼡㼟㻌 㼑㼟㼠㼍㼎㼘㼕㼟㼔㼕㼚㼓㻌 㼍㻌 㼟㼥㼟㼠㼑㼙㻌 㼕㼚㻌 㼣㼔㼕㼏㼔㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼟㼑㼓㼙㼑㼚㼠㼟㻌㻴㻻㻾㻵㻮㻭㻌 㻳㼞㼛㼡㼜䇿㻌 㼛㼞㻌 䇾㻴㻻㻾㻵㻮㻭䇿㻌 㼍㼟㻌 㼍㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼓㼞㼛㼡㼜㻕㻌㼏㼛㼙㼜㼘㼑㼙㼑㼚㼠㻌㼑㼍㼏㼔㻌㼛㼠㼔㼑㼞㻌㼠㼛㻌㼍㼏㼔㼕㼑㼢㼑㻌㼛㼜㼠㼕㼙㼍㼘㻌㼜㼞㼛㼒㼕㼠㼟㻚㻌㻭㼟㻌㼍㻌㼞㼑㼟㼡㼘㼠㻌㼛㼒㻌㼕㼙㼜㼘㼑㼙㼑㼚㼠㼑㼐㻌㼙㼑㼍㼟㼡㼞㼑㼟㻌㼠㼛㻌㼑㼚㼔㼍㼚㼏㼑㻌㼛㼡㼞㻌㼎㼡㼟㼕㼚㼑㼟㼟㼑㼟㻌㼕㼚㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻚㻌㼟㼡㼏㼔㻌 㼙㼑㼍㼟㼡㼞㼑㼟㻌 㼍㼚㼐㻌 㼟㼍㼘㼑㼟㻌 㼑㼒㼒㼛㼞㼠㼟㻘㻌 㼎㼛㼠㼔㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼟㼍㼘㼑㼟㻌 㼍㼚㼐㻌㼀㼔㼑㻌 㻯㼛㼞㼜㼛㼞㼍㼠㼑㻌 㻒㻌 㻿㼑㼓㼙㼑㼚㼠㻌 㻿㼠㼞㼍㼠㼑㼓㼥㻌 㻰㼕㼢㼕㼟㼕㼛㼚㻌 㼣㼍㼟㻌 㼚㼑㼣㼘㼥㻌㼜㼞㼛㼒㼕㼠㻌㼛㼒㻌㻴㻻㻾㻵㻮㻭㻌㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌 㼒㼞㼛㼙㻌㼍㻌㼥㼑㼍㼞㻌㼍㼓㼛㻚㻌㼑㼟㼠㼍㼎㼘㼕㼟㼔㼑㼐㻌㼠㼛㻌㼐㼑㼟㼕㼓㼚㻌㼍㼚㼐㻌㼜㼞㼛㼙㼛㼠㼑㻌㼛㼢㼑㼞㼍㼘㼘㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼟㼠㼞㼍㼠㼑㼓㼥㻚㻌㻭㼠㻌㻌㼠㼔㼑㻌 㼟㼍㼙㼑㻌 㼠㼕㼙㼑㻘㻌 㻝㻟㻌 㼜㼞㼕㼙㼍㼞㼕㼘㼥㻌 㼒㼛㼏㼡㼟㼑㼐㻌 㼎㼡㼟㼕㼚㼑㼟㼟㼑㼟㻌 㼣㼑㼞㼑㻌 㼟㼑㼘㼑㼏㼠㼑㼐㻌㻖㻌 㼀㼔㼑㻌 㻹㻯㼀㻌 㻔㻹㼑㼏㼔㼍㼠㼞㼛㼚㼕㼏㼟㻕㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼕㼟㻌 㼠㼔㼑㻌 㼍㼡㼠㼛㼙㼛㼠㼕㼢㼑㻌㼒㼞㼛㼙㻌㼒㼕㼢㼑㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼟㼑㼓㼙㼑㼚㼠㼟㻘㻌㼍㼚㼐㻌䇾㼎㼡㼟㼕㼚㼑㼟㼟㻌㼛㼣㼚㼑㼞㼟䇿㻌㼣㼔㼛㻌㼙㼍㼗㼑㻌㼙㼑㼍㼟㼡㼞㼑㼙㼑㼚㼠㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼠㼔㼍㼠㻌㼣㼍㼟㻌㼍㼏㼝㼡㼕㼞㼑㼐㻌㼒㼞㼛㼙㻌㻯㼍㼞㼘㻌㼍㼚㼐㻌㼕㼙㼜㼘㼑㼙㼑㼚㼠㻌㼟㼜㼑㼏㼕㼒㼕㼏㻌㼜㼞㼛㼐㼡㼏㼠㻌㼟㼠㼞㼍㼠㼑㼓㼕㼑㼟㻌㼣㼑㼞㼑㻌㼍㼟㼟㼕㼓㼚㼑㼐㻌㼠㼛㻌㼑㼍㼏㼔㻌㻿㼏㼔㼑㼚㼏㼗㻌㻭㻳㻌㼕㼚㻌㻳㼑㼞㼙㼍㼚㼥㻌㼕㼚㻌㻞㻜㻜㻡㻚㻌 㻌㼛㼒㻌 㼠㼔㼑㼟㼑㻌 㼎㼡㼟㼕㼚㼑㼟㼟㼑㼟㻚㻌 㼀㼔㼑㼟㼑㻌 㼙㼑㼍㼟㼡㼞㼑㼟㻌 㼘㼑㼐㻌 㼠㼛㻌 㼍㼚㻌 㼍㼏㼏㼑㼘㼑㼞㼍㼠㼑㼐㻌㻌㼘㼍㼡㼚㼏㼔㻌㼛㼒㻌㼜㼞㼛㼐㼡㼏㼠㼟㻌㼠㼔㼍㼠㻌㼙㼍㼠㼏㼔㻌㼙㼍㼞㼗㼑㼠㻌㼚㼑㼑㼐㼟㻚㻌 㻌㻌㻮㼥㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼟㼑㼓㼙㼑㼚㼠㻘㻌㼠㼔㼑㻌㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑㻌㼀㼑㼟㼠㻌㻿㼥㼟㼠㼑㼙㻌㼟㼑㼓㼙㼑㼚㼠㻌㻌㼞㼑㼛㼞㼓㼍㼚㼕㼦㼑㼐㻌㼠㼔㼑㻌㻹㻯㼀㻌㻔㻹㼑㼏㼔㼍㼠㼞㼛㼚㼕㼏㼟㻕㻌㼎㼡㼟㼕㼚㼑㼟㼟㻖㻌㼣㼕㼠㼔㻌㼠㼔㼑㻌㼍㼕㼙㻌㼛㼒㻌㻌㼕㼙㼜㼞㼛㼢㼕㼚㼓㻌 㼜㼞㼛㼒㼕㼠㼍㼎㼕㼘㼕㼠㼥㻌 㼍㼚㼐㻌 㼏㼛㼚㼠㼕㼚㼡㼑㼐㻌 㻾㻒㻰㻌 㼟㼜㼑㼚㼐㼕㼚㼓㻌 㼒㼛㼞㻌㻌㼚㼑㼤㼠㻙㼓㼑㼚㼑㼞㼍㼠㼕㼛㼚㻌 㼜㼞㼛㼐㼡㼏㼠㻌 㼐㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻚㻌 㻵㼚㻌 㼠㼔㼑㻌 㻼㼞㼛㼏㼑㼟㼟㻌 㻒㻌㻌㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻌 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㻒㻌 㻿㼥㼟㼠㼑㼙㼟㻌 㼟㼑㼓㼙㼑㼚㼠㻘㻌 㼍㻌 㼜㼞㼛㼐㼡㼏㼠㼕㼛㼚㻌㻌㼟㼥㼟㼠㼑㼙㻌 㼣㼍㼟㻌 㼑㼟㼠㼍㼎㼘㼕㼟㼔㼑㼐㻌 㼠㼛㻌 㼟㼍㼠㼕㼟㼒㼥㻌 㼍㼚㻌 㼕㼚㼏㼞㼑㼍㼟㼑㻌 㼕㼚㻌 㼐㼑㼙㼍㼚㼐㻌 㼒㼛㼞㻌㻌㼑㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻌 㼞㼍㼐㼕㼍㼠㼕㼛㼚㻌 㼙㼛㼚㼕㼠㼛㼞㼟㻘㻌 㼍㼚㼐㻌 㼠㼔㼑㻌 㼟㼑㼓㼙㼑㼚㼠㻌 㼟㼠㼞㼕㼢㼑㼐㻌 㼠㼛㻌㻌㻺㼑㼠㻌㻿㼍㼘㼑㼟㻌 㻌㼛㼒㻌 㼍㻌 㼞㼑㼏㼛㼢㼑㼞㼥㻌 㼕㼚㻌 㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌 㼎㼑㼏㼍㼙㼑㻌 㼍㼜㼜㼍㼞㼑㼚㼠㻚㻌 㻼㼞㼛㼒㼕㼠㼍㼎㼕㼘㼕㼠㼥㻌㻵㼚㻌㼠㼔㼑㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻌㼡㼚㼐㼑㼞㻌㼞㼑㼢㼕㼑㼣㻘㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼚㼑㼠㻌㼟㼍㼘㼑㼟㻌㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌㼕㼙㼜㼞㼛㼢㼑㼐㻌 㼙㼍㼕㼚㼘㼥㻌 㼕㼚㻌 㼑㼙㼕㼟㼟㼕㼛㼚㻌 㼙㼑㼍㼟㼡㼞㼑㼙㼑㼚㼠㻌 㼟㼥㼟㼠㼑㼙㼟㻘㻌 㻴㻻㻾㻵㻮㻭䇻㼟㻌

㼎㼥㻌\㻠㻘㻥㻜㻜㻌㼙㼕㼘㼘㼕㼛㼚㻘㻌㼛㼞㻌㻠㻚㻝㻑㻘㻌㼥㼑㼍㼞㻌㼛㼚㻌㼥㼑㼍㼞㻌㼠㼛㻌\㻝㻞㻟㻘㻠㻡㻢㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌㼀㼔㼑㻌㼙㼍㼖㼛㼞㻌 㼜㼞㼛㼐㼡㼏㼠㻚㻌 㻵㼚㻌 㼠㼔㼑㻌 㻹㻯㼀㻔㻹㼑㼏㼔㼍㼠㼞㼛㼚㼕㼏㼟㻕㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻘㻌 㼠㼔㼑㻌㼍㼢㼑㼞㼍㼓㼑㻌 㼒㼛㼞㼑㼕㼓㼚㻌 㼑㼤㼏㼔㼍㼚㼓㼑㻌 㼞㼍㼠㼑㻌 㼍㼜㼜㼘㼕㼑㼐㻌 㼕㼚㻌 㼎㼛㼛㼗㻌 㼏㼘㼛㼟㼕㼚㼓㼟㻌 㼣㼍㼟㻌㼞㼑㼛㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㻌㼛㼒㻌㼠㼔㼑㻌㼙㼍㼕㼚㻌㼎㼍㼟㼑㻌㼕㼚㻌㻳㼑㼞㼙㼍㼚㼥㻌㼎㼑㼓㼍㼚㻌㼠㼛㻌㼎㼑㼍㼞㻌㼒㼞㼡㼕㼠㻘㻌\㻣㻥㻚㻤㻜㻌㼠㼛㻌㼠㼔㼑㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㻘㻌㼏㼛㼙㼜㼍㼞㼑㼐㻌㼣㼕㼠㼔㻌\㻤㻣㻚㻣㻥㻌㼒㼛㼞㻌㼠㼔㼑㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼍㼚㼐㻌 㼜㼞㼛㼒㼕㼠㼍㼎㼕㼘㼕㼠㼥㻌 㼕㼙㼜㼞㼛㼢㼑㼐㻌 㼕㼚㻌 㼠㼔㼑㻌 㼟㼑㼏㼛㼚㼐㻌 㼔㼍㼘㼒㻌 㼛㼒㻌 㻞㻜㻝㻝㻚㻌㼥㼑㼍㼞㻘㻌 㼍㼚㼐㻌 \㻝㻝㻝㻚㻝㻟㻌 㼠㼛㻌 㼠㼔㼑㻌 㼑㼡㼞㼛㻘㻌 㼏㼛㼙㼜㼍㼞㼑㼐㻌 㼣㼕㼠㼔㻌 \㻝㻝㻢㻚㻞㻣㻌 㼒㼛㼞㻌 㼠㼔㼑㻌㻯㼛㼚㼟㼑㼝㼡㼑㼚㼠㼘㼥㻘㻌 㼟㼍㼘㼑㼟㻌 㼕㼚㻌 㼠㼔㼑㻌 㼟㼑㼓㼙㼑㼚㼠㻌 㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌 㼎㼥㻌 㻤㻚㻞㻑㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌 㼥㼑㼍㼞㻚㻌 㼁㼟㼕㼚㼓㻌 㼠㼔㼑㻌 㼑㼤㼏㼔㼍㼚㼓㼑㻌 㼞㼍㼠㼑㼟㻌 㼒㼛㼞㻌 㼠㼔㼑㻌 㼜㼞㼑㼢㼕㼛㼡㼟㻌 㼥㼑㼍㼞㻘㻌㼥㼑㼍㼞㻙㼛㼚㻙㼥㼑㼍㼞㻌㼠㼛㻌㻟㻤㻘㻢㻣㻤㻌㼙㼕㼘㼘㼕㼛㼚㻌㼥㼑㼚㻘㻌㼍㼚㼐㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼕㼚㼏㼛㼙㼑㻌㼞㼛㼟㼑㻌㼎㼥㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼟㼍㼘㼑㼟㻌 㼒㼛㼞㻌 㼠㼔㼑㻌 㼥㼑㼍㼞㻌 㼡㼚㼐㼑㼞㻌 㼞㼑㼢㼕㼑㼣㻌 㼣㼛㼡㼘㼐㻌 㼔㼍㼢㼑㻌 㼎㼑㼑㼚㻌㻣㻟㻚㻢㻑㻌㼠㼛㻌㻞㻘㻤㻟㻠㻌㼙㼕㼘㼘㼕㼛㼚㻌㼥㼑㼚㻚㻌\㻝㻞㻣㻘㻥㻜㻜㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌㼀㼔㼡㼟㻘㻌\㻠㻘㻠㻠㻟㻌㼙㼕㼘㼘㼕㼛㼚㻌㼕㼚㻌㼐㼑㼏㼞㼑㼍㼟㼑㼐㻌㼟㼍㼘㼑㼟㻌㼏㼍㼚㻌㼎㼑㻌㻌㼍㼠㼠㼞㼕㼎㼡㼠㼑㼐㻌㼠㼛㻌㼠㼔㼑㻌㼍㼜㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻌㼛㼒㻌㼠㼔㼑㻌㼥㼑㼚㻚㻌㻔㻼㼞㼛㼏㼑㼟㼟㻌㻒㻌㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻕㻌㻌㻿㼠㼍㼏㼗㻌 㼓㼍㼟㻌 㼍㼚㼍㼘㼥㼦㼑㼞㼟㻌 㼍㼚㼐㻌 㼛㼠㼔㼑㼞㻌 㼜㼞㼛㼐㼡㼏㼠㼟㻌 㼞㼑㼟㼜㼛㼚㼐㼑㼐㻌 㼠㼛㻌 㼢㼍㼞㼕㼛㼡㼟㻌㻯㼛㼟㼠㻌㼛㼒㻌㻿㼍㼘㼑㼟㻘㻌㻿㻳㻒㻭㻌㻱㼤㼜㼑㼚㼟㼑㼟㻘㻌㼍㼚㼐㻌㻻㼜㼑㼞㼍㼠㼕㼚㼓㻌㻵㼚㼏㼛㼙㼑㻌㼑㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻌 㼞㼑㼓㼡㼘㼍㼠㼕㼛㼚㼟㻌 㼎㼥㻌 㼟㼔㼛㼣㼕㼚㼓㻌 㼡㼚㼐㼑㼞㼘㼥㼕㼚㼓㻌 㼟㼠㼞㼑㼚㼓㼠㼔㻚㻌 㻵㼚㻌㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼏㼛㼟㼠㻌㼛㼒㻌㼟㼍㼘㼑㼟㻌㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌㼎㼥㻌\㻝㻘㻣㻟㻤㻌㼙㼕㼘㼘㼕㼛㼚㻌㼠㼛㻌\㻢㻣㻘㻤㻥㻞㻌㼍㼐㼐㼕㼠㼕㼛㼚㻘㻌㼟㼍㼘㼑㼟㻌㼛㼒㻌㼑㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻌㼞㼍㼐㼕㼍㼠㼕㼛㼚㻌㼙㼛㼚㼕㼠㼛㼞㼟㻌㼓㼞㼑㼣㻌㼐㼡㼑㻌㼠㼛㻌㼍㼚㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌㼀㼔㼑㻌㼏㼛㼟㼠㻌㼛㼒㻌㼟㼍㼘㼑㼟㻌㼞㼍㼠㼕㼛㻌㼕㼙㼜㼞㼛㼢㼑㼐㻌㼎㼥㻌㻜㻚㻤㻌㼜㼑㼞㼏㼑㼚㼠㼍㼓㼑㻌㼜㼛㼕㼚㼠㼟㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼐㼑㼙㼍㼚㼐㻌㼍㼒㼠㼑㼞㻌㼠㼔㼑㻌㻳㼞㼑㼍㼠㻌㻱㼍㼟㼠㻌㻶㼍㼜㼍㼚㻌㻱㼍㼞㼠㼔㼝㼡㼍㼗㼑㻚㻌㻭㼟㻌㼍㻌㼒㼞㼛㼙㻌㼍㻌㼥㼑㼍㼞㻌㼍㼓㼛㻌㼠㼛㻌㻡㻡㻚㻜㻑㻘㻌㼙㼍㼕㼚㼘㼥㻌㼐㼡㼑㻌㼠㼛㻌㼍㼚㻌㼕㼙㼜㼞㼛㼢㼑㼐㻌㼡㼠㼕㼘㼕㼦㼍㼠㼕㼛㼚㻌㼛㼒㻌㼞㼑㼟㼡㼘㼠㻘㻌 㼟㼍㼘㼑㼟㻌 㼕㼚㻌 㼠㼔㼑㻌 㼟㼑㼓㼙㼑㼚㼠㻌 㼓㼞㼑㼣㻌 㼎㼥㻌 㻞㻟㻚㻡㻑㻌 㼥㼑㼍㼞㻙㼛㼚㻙㼥㼑㼍㼞㻌 㼠㼛㻌㼠㼔㼑㻌㼜㼘㼍㼚㼠㼟㻌㼏㼍㼜㼍㼏㼕㼠㼥㻌㼠㼔㼍㼠㻌㼟㼠㼑㼙㼙㼑㼐㻌㼒㼞㼛㼙㻌㼍㼚㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼜㼞㼛㼐㼡㼏㼠㼕㼛㼚㻌㻝㻠㻘㻡㻡㻤㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼥㼑㼚㻌 㼍㼚㼐㻌 㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌 㼕㼚㼏㼛㼙㼑㻌 㼟㼛㼍㼞㼑㼐㻌 㼎㼥㻌 㻝㻤㻥㻚㻟㻑㻌 㼠㼛㻌㼢㼛㼘㼡㼙㼑㻚㻌 㻱㼤㼏㼘㼡㼐㼕㼚㼓㻌 \㻝㻘㻣㻤㻞㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼒㼞㼛㼙㻌 㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚㼟㻌 㼕㼚㻌 㼒㼛㼞㼑㼕㼓㼚㻌㻞㻘㻡㻟㻞㻌㼙㼕㼘㼘㼕㼛㼚㻌㼥㼑㼚㻚㻌㼑㼤㼏㼔㼍㼚㼓㼑㻌㼞㼍㼠㼑㼟㻘㻌㼔㼛㼣㼑㼢㼑㼞㻘㻌㼠㼔㼑㻌㼍㼏㼠㼡㼍㼘㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼏㼛㼟㼠㻌㼣㼍㼟㻌\㻟㻘㻡㻞㻝㻌㻌㼙㼕㼘㼘㼕㼛㼚㻌㼞㼍㼠㼔㼑㼞㻌㼠㼔㼍㼚㻌㼠㼔㼑㻌㼚㼛㼙㼕㼚㼍㼘㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼛㼒㻌\㻝㻘㻣㻟㻤㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌㻔㻹㼑㼐㼕㼏㼍㼘㻙㻰㼕㼍㼓㼚㼛㼟㼠㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻕㻌㻿㼑㼘㼘㼕㼚㼓㻘㻌㼓㼑㼚㼑㼞㼍㼘㻌㼍㼚㼐㻌㼍㼐㼙㼕㼚㼕㼟㼠㼞㼍㼠㼕㼢㼑㻌㻔㻿㻳㻒㻭㻕㻌㼑㼤㼜㼑㼚㼟㼑㼟㻌㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌㻭㼘㼠㼔㼛㼡㼓㼔㻌 㼟㼍㼘㼑㼟㻌 㼕㼚㻌 㻱㼡㼞㼛㼜㼑㻘㻌 㼣㼔㼕㼏㼔㻌 㼞㼑㼜㼞㼑㼟㼑㼚㼠㼑㼐㻌 㼍㼎㼛㼡㼠㻌 㼍㻌 㼔㼍㼘㼒㻌 㼛㼒㻌

㼎㼥㻌\㻡㻡㻠㻌㼙㼕㼘㼘㼕㼛㼚㻌㼒㼞㼛㼙㻌㼍㻌㼥㼑㼍㼞㻌㼍㼓㼛㻌㼠㼛㻌\㻠㻜㻘㻢㻡㻣㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌㼀㼔㼑㻌㼞㼍㼠㼕㼛㻌㼠㼛㻌㼟㼑㼓㼙㼑㼚㼠㻌㼟㼍㼘㼑㼟㻘㻌㼣㼑㼞㼑㻌㼘㼛㼣㼑㼞㻌㼍㼒㼠㼑㼞㻌㼏㼛㼚㼢㼑㼞㼟㼕㼛㼚㻌㼠㼛㻌㼠㼔㼑㻌㼟㼠㼞㼛㼚㼓㼑㼞㻌㼥㼑㼚㻘㻌㼚㼑㼠㻌㼟㼍㼘㼑㼟㻌㼕㼙㼜㼞㼛㼢㼑㼐㻌㼎㼥㻌㻜㻚㻥㻌㼜㼛㼕㼚㼠㼟㻌㼠㼛㻌㻟㻞㻚㻥㻑㻌㼠㼔㼍㼚㼗㼟㻌㼠㼛㻌㼠㼔㼑㻌㼑㼒㼒㼑㼏㼠㼟㻌㼛㼒㻌㼟㼍㼘㼑㼟㻌㼛㼒㻌㼎㼘㼛㼛㼐㻌㼏㼑㼘㼘㻌㼠㼑㼟㼠㼕㼚㼓㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㼣㼑㼞㼑㻌㼟㼛㼘㼕㼐㻌㼕㼚㻌㻶㼍㼜㼍㼚㻘㻌㻿㼛㼡㼠㼔㻌㼠㼔㼛㼞㼛㼡㼓㼔㻌 㼏㼛㼟㼠㻌 㼏㼡㼠㼠㼕㼚㼓㻌 㼑㼒㼒㼛㼞㼠㼟㻘㻌 㼣㼔㼕㼏㼔㻌 㼕㼚㼏㼘㼡㼐㼑㼐㻌 㼠㼔㼑㻌 㼜㼞㼛㼙㼛㼠㼕㼛㼚㻌 㼛㼒㻌㻭㼙㼑㼞㼕㼏㼍㻌㼍㼚㼐㻌㻭㼟㼕㼍㻚㻌㻯㼛㼚㼟㼑㼝㼡㼑㼚㼠㼘㼥㻘㻌㼟㼍㼘㼑㼟㻌㼕㼚㻌㼠㼔㼑㻌㼟㼑㼓㼙㼑㼚㼠㻌㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌㼠㼔㼑㻌㼡㼟㼑㻌㼛㼒㻌䇾㼟㼔㼍㼞㼑㼐㻌㼟㼑㼞㼢㼕㼏㼑㼟䇿㻌㼍㼚㼐㻌㼏㼛㼚㼠㼞㼛㼘㻌㼛㼒㻌㼒㼕㼤㼑㼐㻌㼏㼛㼟㼠㼟㻌㼠㼔㼞㼛㼡㼓㼔㻌㼎㼥㻌㻠㻚㻟㻑㻌㼥㼑㼍㼞㻙㼛㼚㻙㼥㼑㼍㼞㻌㼠㼛㻌㻞㻟㻘㻠㻤㻡㻌㼙㼕㼘㼘㼕㼛㼚㻌㼥㼑㼚㻌㼍㼚㼐㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼕㼚㼏㼛㼙㼑㻌㼞㼑㼛㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㻌 㼕㼚㻌 㻱㼡㼞㼛㼜㼑㻌 㼍㼚㼐㻌 㼠㼔㼑㻌 㼁㻚㻿㻚㻚㻌 㻱㼤㼏㼘㼡㼐㼕㼚㼓㻌 \㻝㻘㻞㻜㻣㻌 㼙㼕㼘㼘㼕㼛㼚㻌㼞㼛㼟㼑㻌㼎㼥㻌㻟㻡㻚㻥㻑㻌㼠㼛㻌㻟㻘㻝㻢㻢㻌㼙㼕㼘㼘㼕㼛㼚㻌㼥㼑㼚㻚㻌㼒㼞㼛㼙㻌㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚㼟㻌㼕㼚㻌㼒㼛㼞㼑㼕㼓㼚㻌㼑㼤㼏㼔㼍㼚㼓㼑㻌㼞㼍㼠㼑㼟㻘㻌㼔㼛㼣㼑㼢㼑㼞㻘㻌㼠㼔㼑㻌㼍㼏㼠㼡㼍㼘㻌㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌 㼕㼚㻌 㻿㻳㻒㻭㻌 㼑㼤㼜㼑㼚㼟㼑㼟㻌 㼣㼍㼟㻌 \㻝㻘㻣㻢㻞㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼞㼍㼠㼔㼑㼞㻌 㼠㼔㼍㼚㻌 㼠㼔㼑㻌㻔㻿㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻕㻌㼚㼛㼙㼕㼚㼍㼘㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼛㼒㻌\㻡㻡㻠㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌㻻㼣㼕㼚㼓㻌㼠㼛㻌㼠㼔㼑㻌㼑㼤㼜㼍㼚㼟㼕㼛㼚㻌㼕㼚㻌㼜㼞㼛㼐㼡㼏㼠㼕㼛㼚㻌㼛㼒㻌㼟㼕㼘㼕㼏㼛㼚㻌㼟㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㼟㻘㻌㻭㼟㻌㼍㻌㼞㼑㼟㼡㼘㼠㻘㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼕㼚㼏㼛㼙㼑㻌㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌㼎㼥㻌\㻞㻘㻢㻜㻣㻌㼘㼕㼓㼔㼠㻙㼑㼙㼕㼠㼠㼕㼚㼓㻌 㼐㼕㼛㼐㼑㼟㻌 㻔㻸㻱㻰㼟㻕㻘㻌 㼍㼚㼐㻌 㼛㼠㼔㼑㼞㻌 㼜㼞㼛㼐㼡㼏㼠㼟㻌 㼎㼥㻌 㼙㼍㼗㼑㼞㼟㻌 㼛㼒㻌㼙㼕㼘㼘㼕㼛㼚㻘㻌㼛㼞㻌㻞㻝㻚㻞㻑㻘㻌㼥㼑㼍㼞㻌㼛㼚㻌㼥㼑㼍㼞㻌㼠㼛㻌\㻝㻠㻘㻥㻜㻢㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌㼀㼔㼑㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼕㼚㼓㻌 㼑㼝㼡㼕㼜㼙㼑㼚㼠㻘㻌 㼟㼍㼘㼑㼟㻌 㼛㼒㻌 㼙㼍㼟㼟㻌 㼒㼘㼛㼣㻌 㼏㼛㼚㼠㼞㼛㼘㼘㼑㼞㼟㻘㻌㼕㼚㼏㼛㼙㼑㻌㼞㼍㼠㼕㼛㻌㼣㼍㼟㻌㻝㻞㻚㻝㻑㻘㻌㼡㼜㻌㻝㻚㻣㻌㼜㼑㼞㼏㼑㼚㼠㼍㼓㼑㻌㼜㼛㼕㼚㼠㼟㻌㼒㼞㼛㼙㻌㻝㻜㻚㻠㻑㻌㼒㼛㼞㻌㻴㻻㻾㻵㻮㻭䇻㼟㻌 㼙㼍㼕㼚㼟㼠㼍㼥㻌 㼜㼞㼛㼐㼡㼏㼠㻘㻌 㼍㼚㼐㻌 㼏㼔㼑㼙㼕㼏㼍㼘㻌 㼏㼛㼚㼏㼑㼚㼠㼞㼍㼠㼕㼛㼚㻌㼠㼔㼑㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼥㼑㼍㼞㻚㻌㼙㼛㼚㼕㼠㼛㼞㼟㻌 㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌 㼕㼚㻌 㼠㼔㼑㻌 㼒㼕㼞㼟㼠㻌 㼔㼍㼘㼒㻌 㼛㼒㻌 㻞㻜㻝㻝㻚㻌 㻴㼛㼣㼑㼢㼑㼞㻘㻌 㼕㼚㻌 㼠㼔㼑㻌㻌㼟㼑㼏㼛㼚㼐㻌 㼔㼍㼘㼒㻌 㼛㼒㻌 㻞㻜㻝㻝㻘㻌 㼟㼍㼘㼑㼟㻌 㼐㼑㼏㼞㼑㼍㼟㼑㼐㻌 㼐㼡㼑㻌 㼠㼛㻌 㼜㼞㼛㼐㼡㼏㼠㼕㼛㼚㻌㻮㼡㼟㼕㼚㼑㼟㼟㻌㻿㼑㼓㼙㼑㼚㼠㼟㻌 㻌㼍㼐㼖㼡㼟㼠㼙㼑㼚㼠㼟㻌 㼎㼥㻌 㼏㼡㼟㼠㼛㼙㼑㼞㼟㻚㻌 㻹㼛㼞㼑㼛㼢㼑㼞㻘㻌 㼜㼞㼛㼒㼕㼠㼍㼎㼕㼘㼕㼠㼥㻌 㼐㼑㼠㼑㼞㼕㼛㼞㼍㼠㼑㼐㻌㻲㼞㼛㼙㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻘㻌㻴㻻㻾㻵㻮㻭㻌㼏㼔㼍㼚㼓㼑㼐㻌㼠㼔㼑㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼕㼠㼟㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼐㼡㼑㻌㼠㼛㻌㼍㻌㼐㼑㼏㼘㼕㼚㼑㻌㼕㼚㻌㼟㼑㼘㼘㼕㼚㼓㻌㼜㼞㼕㼏㼑㼟㻌㼏㼍㼡㼟㼑㼐㻌㼎㼥㻌㼠㼔㼑㻌㼟㼠㼞㼛㼚㼓㼑㼞㻌㼥㼑㼚㻚㻌㻭㼟㻌㼍㻌㼟㼑㼓㼙㼑㼚㼠㼟㻌㼒㼞㼛㼙㻌㼒㼛㼡㼞㻌㼠㼛㻌㼒㼕㼢㼑㻘㻌㼎㼥㻌㼐㼕㼢㼕㼐㼕㼚㼓㻌㼠㼔㼑㻌㻭㼚㼍㼘㼥㼠㼕㼏㼍㼘㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㼞㼑㼟㼡㼘㼠㻘㻌 㼟㼑㼓㼙㼑㼚㼠㻌 㼟㼍㼘㼑㼟㻌 㼐㼑㼏㼞㼑㼍㼟㼑㼐㻌 㻝㻜㻚㻤㻑㻌 㼥㼑㼍㼞㻙㼛㼚㻙㼥㼑㼍㼞㻌 㼠㼛㻌 㻞㻠㻘㻢㻥㻠㻌㻒㻌 㻿㼥㼟㼠㼑㼙㼟㻌 㼟㼑㼓㼙㼑㼚㼠㻌 㼕㼚㼠㼛㻌 㼠㼔㼑㻌 㻼㼞㼛㼏㼑㼟㼟㻌 㻒㻌 㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻌㼙㼕㼘㼘㼕㼛㼚㻌㼥㼑㼚㻌㼍㼚㼐㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼕㼚㼏㼛㼙㼑㻌㼐㼑㼏㼘㼕㼚㼑㼐㻌㻞㻞㻚㻝㻑㻌㼠㼛㻌㻠㻘㻥㻟㻥㻌㼙㼕㼘㼘㼕㼛㼚㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻌㼟㼑㼓㼙㼑㼚㼠㻌㼍㼚㼐㻌㼠㼔㼑㻌㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㼥㼑㼚㻚㻌㻿㼥㼟㼠㼑㼙㼟㻌 㼟㼑㼓㼙㼑㼚㼠㻚㻌 㼀㼔㼑㻌 㼠㼔㼞㼑㼑㻌 㼛㼠㼔㼑㼞㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼟㼑㼓㼙㼑㼚㼠㼟㻌 㼞㼑㼙㼍㼕㼚㻌㻌㼡㼚㼏㼔㼍㼚㼓㼑㼐㻚㻌㼀㼔㼑㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼞㼑㼟㼡㼘㼠㼟㻌㼛㼒㻌㼑㼍㼏㼔㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼟㼑㼓㼙㼑㼚㼠㻌㼍㼞㼑㻌㻔㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻕㻌㼟㼡㼙㼙㼍㼞㼕㼦㼑㼐㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻚㻌㻭㼘㼠㼔㼛㼡㼓㼔㻌 㼛㼢㼑㼞㼟㼑㼍㼟㻌 㼟㼍㼘㼑㼟㻌 㼣㼑㼞㼑㻌 㼘㼛㼣㼑㼞㻌 㼍㼒㼠㼑㼞㻌 㼏㼛㼚㼢㼑㼞㼟㼕㼛㼚㻌 㼠㼛㻌 㼠㼔㼑㻌㻌㼟㼠㼞㼛㼚㼓㼑㼞㻌 㼥㼑㼚㻘㻌 㼟㼍㼘㼑㼟㻌 㼛㼒㻌 㼍㼚㼍㼘㼥㼠㼕㼏㼍㼘㻌 㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㼕㼚㻌 㼠㼔㼑㻌 㼍㼐㼢㼍㼚㼏㼑㼐㻌㻔㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑㻌㼀㼑㼟㼠㻌㻿㼥㼟㼠㼑㼙㼟㻕㻌㼙㼍㼠㼑㼞㼕㼍㼘㻌 㼐㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌 㼍㼞㼑㼍㻌 㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌 㼕㼚㻌 㼢㼍㼞㼕㼛㼡㼟㻌 㼏㼛㼡㼚㼠㼞㼕㼑㼟㻚㻌 㻵㼚㻌㻭㼘㼠㼔㼛㼡㼓㼔㻌 㼛㼢㼑㼞㼟㼑㼍㼟㻌 㼟㼍㼘㼑㼟㻌 㼣㼑㼞㼑㻌 㼘㼛㼣㼑㼞㻌 㼍㼒㼠㼑㼞㻌 㼏㼛㼚㼢㼑㼞㼟㼕㼛㼚㻌 㼠㼛㻌 㼠㼔㼑㻌㻶㼍㼜㼍㼚㻘㻌㼠㼔㼑㻌㼣㼑㼍㼗㼑㼚㼕㼚㼓㻌㼛㼒㻌㼠㼔㼑㻌㻱㼡㼞㼛㻌㼘㼑㼐㻌㼠㼛㻌㼟㼛㼘㼕㼐㻌㼟㼍㼘㼑㼟㻌㼛㼒㻌㼍㼚㼍㼘㼥㼠㼕㼏㼍㼘㻌㼟㼠㼞㼛㼚㼓㼑㼞㻌 㼥㼑㼚㻘㻌 㼟㼑㼓㼙㼑㼚㼠㻌 㼟㼍㼘㼑㼟㻌 㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌 㼍㼟㻌 㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌 㼎㼥㻌 㼠㼔㼑㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㼐㼑㼢㼑㼘㼛㼜㼑㼐㻌 㼍㼚㼐㻌 㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼑㼐㻌 㼕㼚㻌 㻲㼞㼍㼚㼏㼑㻘㻌 㼍㼚㼐㻌㼍㼡㼠㼛㼙㼛㼎㼕㼘㼑㻌㼕㼚㼐㼡㼟㼠㼞㼥㻌㼣㼍㼟㻌㼞㼛㼎㼡㼟㼠㻌㼕㼚㻌㼑㼙㼑㼞㼓㼕㼚㼓㻌㼏㼛㼡㼚㼠㼞㼕㼑㼟㻌㼍㼚㼐㻌㼟㼕㼓㼚㼟㻌㼜㼞㼛㼒㼕㼠㼍㼎㼕㼘㼕㼠㼥㻌 㼕㼙㼜㼞㼛㼢㼑㼐㻚㻌 㻯㼛㼚㼟㼑㼝㼡㼑㼚㼠㼘㼥㻘㻌 㼟㼍㼘㼑㼟㻌 㼕㼚㻌 㼠㼔㼑㻌 㼟㼑㼓㼙㼑㼚㼠㻌
Annual Report 2011 | 42

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Consolidated Financial Review㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌 㼎㼥㻌 㻡㻚㻤㻑㻌 㼥㼑㼍㼞㻙㼛㼚㻙㼥㼑㼍㼞㻌 㼠㼛㻌 㻞㻞㻘㻜㻠㻜㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼥㼑㼚㻌 㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻌 㼍㼚㼐㻌 㼜㼍㼥㼙㼑㼚㼠㼟㻌 㼛㼒㻌 \㻝㻘㻥㻜㻤㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼒㼛㼞㻌 㼜㼡㼞㼏㼔㼍㼟㼑㻌 㼛㼒㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼕㼚㼏㼛㼙㼑㻌㼞㼛㼟㼑㻌㼎㼥㻌㻞㻤㻚㻜㻑㻌㼠㼛㻌㻝㻘㻠㻟㻟㻌㼙㼕㼘㼘㼕㼛㼚㻌㼥㼑㼚㻚㻌㼙㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻌㻌㻌㻺㼑㼠㻌㻵㼚㼏㼛㼙㼑㻌㻔㻯㼍㼟㼔㻌㻲㼘㼛㼣㻌㼒㼞㼛㼙㻌㻲㼕㼚㼍㼚㼏㼕㼚㼓㻌㻭㼏㼠㼕㼢㼕㼠㼕㼑㼟㻕㻌㻻㼠㼔㼑㼞㻌 㼕㼚㼏㼛㼙㼑㻌 㻔㼑㼤㼜㼑㼚㼟㼑㼟㻕㻌 㼣㼍㼟㻌 㼍㼒㼒㼑㼏㼠㼑㼐㻌 㼎㼥㻌 㼍㼚㻌 㼕㼚㼏㼞㼑㼍㼟㼑㻌 㼕㼚㻌㻺㼑㼠㻌 㼏㼍㼟㼔㻌 㼜㼞㼛㼢㼕㼐㼑㼐㻌 㼎㼥㻌 㼒㼕㼚㼍㼚㼏㼕㼚㼓㻌 㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㻌 㼍㼙㼛㼡㼚㼠㼑㼐㻌 㼠㼛㻌 \㻤㻡㻡㻌㼑㼤㼜㼑㼚㼟㼑㼟㻌㼎㼥㻌\㻤㻠㻞㻌㼙㼕㼘㼘㼕㼛㼚㻌㼒㼞㼛㼙㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻜㻌㼘㼑㼍㼢㼕㼚㼓㻌㼍㻌㼚㼑㼠㻌㼘㼛㼟㼟㻌㼛㼒㻌㼙㼕㼘㼘㼕㼛㼚㻘㻌㼏㼛㼙㼜㼍㼞㼑㼐㻌㼠㼛㻌\㻝㻘㻜㻞㻤㻌㼙㼕㼘㼘㼕㼛㼚㻌㼒㼛㼞㻌㼠㼔㼑㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼥㼑㼍㼞㻚㻌㼀㼔㼕㼟㻌㼣㼍㼟㻌\㻝㻘㻞㻡㻥㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌㼀㼔㼕㼟㻌㼞㼑㼟㼡㼘㼠㻌㼣㼍㼟㻌㼐㼡㼑㻌㼕㼚㻌㼜㼍㼞㼠㻌㼠㼛㻌㼒㼛㼞㼑㼕㼓㼚㻌㼏㼡㼞㼞㼑㼚㼏㼥㻌㼘㼛㼟㼟㻘㻌㼙㼍㼕㼚㼘㼥㻌㼍㼠㼠㼞㼕㼎㼡㼠㼍㼎㼘㼑㻌㼠㼛㻌㼍㼚㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼛㼒㻌\㻝㻘㻡㻡㻣㻌㼙㼕㼘㼘㼕㼛㼚㻌㼕㼚㻌㼟㼔㼛㼞㼠㻙㼠㼑㼞㼙㻌㼘㼛㼟㼟㻌 㼛㼚㻌 㼢㼍㼘㼡㼍㼠㼕㼛㼚㻌 㼛㼒㻌 㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌 㼛㼒㻌 \㻟㻣㻜㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼍㼚㼐㻌㼎㼛㼞㼞㼛㼣㼕㼚㼓㼟㻘㻌㼣㼔㼕㼘㼑㻌㼏㼍㼟㼔㻌㼐㼕㼢㼕㼐㼑㼚㼐㼟㻌㼜㼍㼕㼐㻌㼣㼍㼟㻌\㻤㻠㻣㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌㼜㼞㼛㼢㼕㼟㼕㼛㼚㻌 㼒㼛㼞㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼟㼠㼞㼡㼏㼠㼡㼞㼑㻌 㼕㼙㼜㼞㼛㼢㼑㼙㼑㼚㼠㻌 㼛㼒㻌 \㻞㻢㻣㻌 㼙㼕㼘㼘㼕㼛㼚㻌㻌㼏㼍㼡㼟㼑㼐㻌 㼎㼥㻌 㼞㼑㼟㼠㼞㼡㼏㼠㼡㼞㼕㼚㼓㻌 㻹㻯㼀㻌 㻔㻹㼑㼏㼔㼍㼠㼞㼛㼚㼕㼏㼟㻕㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼕㼚㻌㻭㼟㻌㼍㻌㼞㼑㼟㼡㼘㼠㻘㻌㼠㼔㼑㼞㼑㻌㼣㼍㼟㻌㼍㻌㼚㼑㼠㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼛㼒㻌\㻝㻘㻟㻜㻤㻌㼙㼕㼘㼘㼕㼛㼚㻌㼕㼚㻌㼏㼍㼟㼔㻌㼍㼚㼐㻌㻳㼑㼞㼙㼍㼚㼥㻚㻌 㻺㼑㼢㼑㼞㼠㼔㼑㼘㼑㼟㼟㻘㻌 㼎㼑㼏㼍㼡㼟㼑㻌 㼛㼒㻌 㼠㼔㼑㻌 㼕㼚㼏㼞㼑㼍㼟㼑㻌 㼕㼚㻌 㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼏㼍㼟㼔㻌㼑㼝㼡㼕㼢㼍㼘㼑㼚㼠㼟㻌㼠㼛㻌\㻟㻡㻘㻣㻢㻣㻌㼙㼕㼘㼘㼕㼛㼚㻌㼍㼟㻌㼛㼒㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻚㻌㼕㼚㼏㼛㼙㼑㻘㻌㼜㼞㼑㼠㼍㼤㻌㼕㼚㼏㼛㼙㼑㻌㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌㼎㼥㻌 \㻝㻘㻣㻢㻠㻌㼙㼕㼘㼘㼕㼛㼚㻘㻌㼛㼞㻌㻝㻠㻚㻤㻑㻘㻌㼠㼛㻌㻌\㻝㻟㻘㻢㻠㻣㻌㼙㼕㼘㼘㼕㼛㼚㻘㻌㼍㼚㼐㻌㼚㼑㼠㻌㼕㼚㼏㼛㼙㼑㻌㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌㼎㼥㻌\㻣㻟㻣㻌㼙㼕㼘㼘㼕㼛㼚㻘㻌㼛㼞㻌㻥㻚㻟㻑㻘㻌㻰㼕㼢㼕㼐㼑㼚㼐㻌㻼㼛㼘㼕㼏㼥㻌

㼠㼛㻌\㻤㻘㻢㻢㻠㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌㻴㻻㻾㻵㻮㻭䇻㼟㻌 㼎㼍㼟㼕㼏㻌 㼜㼛㼘㼕㼏㼥㻌 㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌 㼐㼕㼢㼕㼐㼑㼚㼐㼟㻌 㼕㼟㻌 㼠㼛㻌 㼙㼍㼕㼚㼠㼍㼕㼚㻌 㼕㼠㼟㻌㻌㼟㼠㼍㼚㼐㼍㼞㼐㻌㼜㼍㼥㼛㼡㼠㻌㼞㼍㼠㼕㼛㻌㼕㼚㻌㼣㼔㼕㼏㼔㻌㼠㼔㼑㻌㼠㼛㼠㼍㼘㻌㼐㼕㼢㼕㼐㼑㼚㼐㻌㼜㼍㼥㼙㼑㼚㼠㻌㼕㼟㻌㼑㼝㼡㼍㼘㻌㻲㼕㼚㼍㼚㼏㼕㼍㼘㻌㻼㼛㼟㼕㼠㼕㼛㼚㻌㼠㼛㻌㻟㻜㻑㻌㼛㼒㻌㼠㼔㼑㻌㼚㼛㼚㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼚㼑㼠㻌㼕㼚㼏㼛㼙㼑㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻚㻌㼀㼔㼑㻌㻭㼟㻌 㼛㼒㻌 㻰㼑㼏㼑㼙㼎㼑㼞㻌 㻟㻝㻘㻌 㻞㻜㻝㻝㻘㻌 㼠㼛㼠㼍㼘㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼍㼟㼟㼑㼠㼟㻌 㼣㼑㼞㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌 㼜㼍㼥㼟㻌 㼏㼛㼙㼙㼑㼙㼛㼞㼍㼠㼕㼢㼑㻌 㼐㼕㼢㼕㼐㼑㼚㼐㼟㻌 㼒㼛㼞㻌 㼏㼑㼘㼑㼎㼞㼍㼠㼕㼚㼓㻌 㼠㼔㼑㻌\㻝㻠㻠㻘㻢㻠㻥㻌㼙㼕㼘㼘㼕㼛㼚㻘㻌㼡㼜㻌\㻣㻘㻟㻡㻥㻌㼙㼕㼘㼘㼕㼛㼚㻌㼒㼞㼛㼙㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻚㻌㼀㼔㼑㻌㼍㼚㼚㼕㼢㼑㼞㼟㼍㼞㼥㻌 㼛㼒㻌 㼕㼠㼟㻌 㼒㼛㼡㼚㼐㼍㼠㼕㼛㼚㻌 㼍㼚㼐㻌 㼛㼠㼔㼑㼞㻌 㼙㼕㼘㼑㼟㼠㼛㼚㼑㼟㻌 㼍㼚㼐㻌 㼜㼍㼥㼟㻌㼙㼍㼕㼚㻌㼒㼍㼏㼠㼛㼞㼟㻌㼏㼛㼚㼠㼞㼕㼎㼡㼠㼕㼚㼓㻌㼠㼛㻌㼠㼔㼑㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼛㼒㻌㼠㼛㼠㼍㼘㻌㼍㼟㼟㼑㼠㼟㻌㼣㼑㼞㼑㻌㼍㼚㻌㼟㼜㼑㼏㼕㼍㼘㻌㼐㼕㼢㼕㼐㼑㼚㼐㼟㻌㼕㼚㻌㼟㼛㼙㼑㻌㼥㼑㼍㼞㼟㻚㻌㼀㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㼞㼑㼏㼑㼕㼢㼑㼟㻌㼍㻌㼏㼑㼞㼠㼍㼕㼚㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌 㼕㼚㻌 㼟㼍㼘㼑㼟㻘㻌 㼣㼔㼕㼏㼔㻌 㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌 㼠㼞㼍㼐㼑㻌 㼚㼛㼠㼑㼟㻌 㼍㼚㼐㻌 㼍㼏㼏㼛㼡㼚㼠㼟㻌㼜㼞㼛㼜㼛㼞㼠㼕㼛㼚㻌 㼛㼒㻌 㼠㼔㼑㻌 㼚㼑㼠㻌 㼕㼚㼏㼛㼙㼑㻌 㼛㼒㻌 㼑㼍㼏㼔㻌 㼓㼞㼛㼡㼜㻌 㼏㼛㼙㼜㼍㼚㼥㻌 㼍㼟㻌 㼍㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㻌㼎㼥㻌\㻞㻘㻥㻠㻤㻌㼙㼕㼘㼘㼕㼛㼚㻘㻌㼍㼚㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼏㼍㼜㼕㼠㼍㼘㻌㼑㼤㼜㼑㼚㼐㼕㼠㼡㼞㼑㼟㻘㻌㼐㼕㼢㼕㼐㼑㼚㼐㻚㻌㼀㼔㼡㼟㻘㻌㼍㼘㼠㼔㼛㼡㼓㼔㻌㼐㼕㼢㼕㼐㼑㼚㼐㻌㼜㼍㼥㼙㼑㼚㼠㼟㻌㼠㼛㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟㻌㼍㼞㼑㻌㼣㼔㼕㼏㼔㻌㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌㼏㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻌㼕㼚㻌㼜㼞㼛㼓㼞㼑㼟㼟㻌㼎㼥㻌 \㻝㻘㻟㻤㻣㻌㼙㼕㼘㼘㼕㼛㼚㻘㻌㼍㼚㼐㻌㼏㼛㼙㼜㼡㼠㼑㼐㻌 㼎㼍㼟㼑㼐㻌 㼛㼚㻌 㼠㼔㼑㻌 㼚㼛㼚㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼚㼑㼠㻌 㼕㼚㼏㼛㼙㼑㻌 㼛㼒㻌 㼠㼔㼑㻌㼍㼚㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼛㼒㻌\㻝㻘㻟㻜㻤㻌㼙㼕㼘㼘㼕㼛㼚㻌㼕㼚㻌㼏㼍㼟㼔㻌㼍㼚㼐㻌㼏㼍㼟㼔㻌㼑㼝㼡㼕㼢㼍㼘㼑㼚㼠㼟㻚㻌㻯㼛㼙㼜㼍㼚㼥㻘㻌 㼠㼔㼑㼥㻌㼍㼞㼑㻌 㼕㼚㻌 㼑㼒㼒㼑㼏㼠㻌 㼙㼍㼐㼑㻌 㼛㼚㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼑㼍㼞㼚㼕㼚㼓㼟㻚㻌 㻵㼚㻌㻌 㻌 㼀㼛㼠㼍㼘㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻌 㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌 㼎㼥㻌 \㻝㻘㻜㻡㻠㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼥㼑㼚㻌㼍㼐㼐㼕㼠㼕㼛㼚㻘㻌 㼠㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼕㼚㼠㼑㼚㼐㼟㻌 㼠㼛㻌 㼍㼜㼜㼞㼛㼜㼞㼕㼍㼠㼑㻌 㼕㼚㼠㼑㼞㼚㼍㼘㻌 㼞㼑㼟㼑㼞㼢㼑㼟㻌㼒㼞㼛㼙㻌㼍㻌㼥㼑㼍㼞㻌㼍㼓㼛㻌㼠㼛㻌\㻡㻠㻘㻝㻤㻥㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌㼀㼔㼑㻌㼙㼍㼕㼚㻌㼒㼍㼏㼠㼛㼞㻌㼏㼛㼚㼠㼞㼕㼎㼡㼠㼕㼚㼓㻌㼒㼛㼞㻌㼞㼑㼠㼍㼕㼚㼑㼐㻌㼑㼍㼞㼚㼕㼚㼓㼟㻌㼍㼟㻌㼣㼛㼞㼗㼕㼚㼓㻌㼏㼍㼜㼕㼠㼍㼘㻌㼒㼛㼞㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼑㼤㼜㼍㼚㼟㼕㼛㼚㻘㻌㼠㼛㻌㼠㼔㼑㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼛㼒㻌㼠㼛㼠㼍㼘㻌㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻌㼣㼍㼟㻌㼍㼚㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼛㼒㻌\㻝㻘㻝㻜㻥㻌㼙㼕㼘㼘㼕㼛㼚㻌㼏㼍㼜㼕㼠㼍㼘㻌㼑㼤㼜㼑㼚㼐㼕㼠㼡㼞㼑㻌㼍㼚㼐㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼕㼚㻌㼞㼑㼟㼑㼍㼞㼏㼔㻌㼍㼚㼐㻌㼐㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻘㻌㼕㼚㻌㼟㼔㼛㼞㼠㻙㼠㼑㼞㼙㻌㼘㼛㼍㼚㼟㻚㻌㼣㼕㼠㼔㻌㼠㼔㼑㻌㼍㼕㼙㻌㼛㼒㻌㼕㼙㼜㼞㼛㼢㼕㼚㼓㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼢㼍㼘㼡㼑㻌㼕㼚㻌㼠㼔㼑㻌㼙㼑㼐㼕㼡㼙㻌㼠㼛㻌㼘㼛㼚㼓㻌㻌 㻌 㼀㼛㼠㼍㼘㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼚㼑㼠㻌㼍㼟㼟㼑㼠㼟㻌㼍㼙㼛㼡㼚㼠㼑㼐㻌㼠㼛㻌\㻥㻜㻘㻠㻢㻜㻌㼙㼕㼘㼘㼕㼛㼚㻘㻌㼡㼜㻌㼠㼑㼞㼙㻚㻌

\㻢㻘㻟㻜㻡㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼒㼞㼛㼙㻌 㼍㻌 㼥㼑㼍㼞㻌 㼍㼓㼛㻘㻌 㼐㼡㼑㻌 㼙㼍㼕㼚㼘㼥㻌 㼠㼛㻌 㼍㼚㻌 㼕㼚㼏㼞㼑㼍㼟㼑㻌 㼛㼒㻌㻌\㻣㻘㻤㻝㻜㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼕㼚㻌 㼞㼑㼠㼍㼕㼚㼑㼐㻌 㼑㼍㼞㼚㼕㼚㼓㼟㻘㻌 㼣㼔㼕㼏㼔㻌 㼙㼛㼞㼑㻌 㼠㼔㼍㼚㻌 㼛㼒㼒㼟㼑㼠㻌 㼍㻌㻹㼍㼖㼛㼞㻌㻾㼕㼟㼗㼟㻌 㻌㼐㼑㼏㼞㼑㼍㼟㼑㻌 㼛㼒㻌 \㻝㻘㻠㻟㻠㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼕㼚㻌 㼒㼛㼞㼑㼕㼓㼚㻌 㼏㼡㼞㼞㼑㼚㼏㼥㻌 㼠㼞㼍㼚㼟㼘㼍㼠㼕㼛㼚㻌㻝㻚㻌㻮㼡㼟㼕㼚㼑㼟㼟㻌㻾㼕㼟㼗㼟㻌㼍㼐㼖㼡㼟㼠㼙㼑㼚㼠㼟㻚㻌㻔㻝㻕㻌㻾㼕㼟㼗㼟㻌㻭㼟㼟㼛㼏㼕㼍㼠㼑㼐㻌㼣㼕㼠㼔㻌㻵㼚㼠㼑㼞㼚㼍㼠㼕㼛㼚㼍㼘㻌㻮㼡㼟㼕㼚㼑㼟㼟㻌㻭㼏㼠㼕㼢㼕㼠㼕㼑㼟㻌㻌㻴㻻㻾㻵㻮㻭㻌㼏㼛㼚㼐㼡㼏㼠㼟㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㻌㼕㼚㻌㼙㼍㼚㼥㻌㼏㼛㼡㼚㼠㼞㼕㼑㼟㻌㼍㼞㼛㼡㼚㼐㻌㻯㼍㼟㼔㻌㻲㼘㼛㼣㼟㻌㼠㼔㼑㻌 㼣㼛㼞㼘㼐㻘㻌 㼕㼚㼏㼘㼡㼐㼕㼚㼓㻌 㼠㼔㼑㻌 㼁㻚㻿㻌 㼍㼚㼐㻌 㼏㼛㼡㼚㼠㼞㼕㼑㼟㻌 㼕㼚㻌 㻱㼡㼞㼛㼜㼑㻌 㼍㼚㼐㻌 㻭㼟㼕㼍㻚㻌㻔㻯㼍㼟㼔㻌㻲㼘㼛㼣㻌㼒㼞㼛㼙㻌㻻㼜㼑㼞㼍㼠㼕㼚㼓㻌㻭㼏㼠㼕㼢㼕㼠㼕㼑㼟㻕㻌㻹㼍㼖㼛㼞㻌 㼞㼕㼟㼗㼟㻌 㼍㼟㼟㼛㼏㼕㼍㼠㼑㼐㻌 㼣㼕㼠㼔㻌 㼠㼔㼑㻌 㼑㼚㼠㼞㼥㻌 㼕㼚㼠㼛㻌 㼠㼔㼑㼟㼑㻌 㼛㼢㼑㼞㼟㼑㼍㼟㻌㻺㼑㼠㻌 㼏㼍㼟㼔㻌 㼜㼞㼛㼢㼕㼐㼑㼐㻌 㼎㼥㻌 㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌 㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㻌 㼍㼙㼛㼡㼚㼠㼑㼐㻌 㼠㼛㻌 \㻢㻘㻥㻡㻠㻌㼙㼍㼞㼗㼑㼠㼟㻌㼍㼚㼐㻌㼏㼛㼚㼐㼡㼏㼠㼕㼚㼓㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼠㼔㼑㼞㼑㻌㼕㼚㼏㼘㼡㼐㼑㻌㼟㼡㼐㼐㼑㼚㻌㼟㼔㼕㼒㼠㼟㻌㼕㼚㻌㼙㼕㼘㼘㼕㼛㼚㻘㻌 㼏㼛㼙㼜㼍㼞㼑㼐㻌 㼠㼛㻌 \㻝㻝㻘㻥㻢㻠㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼜㼞㼛㼢㼕㼐㼑㼐㻌 㼒㼛㼞㻌 㼠㼔㼑㻌 㼜㼞㼑㼢㼕㼛㼡㼟㻌㼑㼏㼛㼚㼛㼙㼕㼏㻌 㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㻌 㼛㼞㻌 㼕㼚㻌 㼜㼞㼛㼐㼡㼏㼠㻌 㼟㼡㼜㼜㼘㼥㻌 㼍㼚㼐㻌 㼐㼑㼙㼍㼚㼐㻘㻌 㼟㼡㼐㼐㼑㼚㻌㼥㼑㼍㼞㻚㻌㻲㼍㼏㼠㼛㼞㼟㻌㼏㼛㼚㼠㼞㼕㼎㼡㼠㼕㼚㼓㻌㼠㼛㻌㼠㼔㼕㼟㻌㼍㼙㼛㼡㼚㼠㻌㼕㼚㼏㼘㼡㼐㼑㼐㻌㼍㼚㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼛㼒㻌㼏㼔㼍㼚㼓㼑㼟㻌 㼕㼚㻌 㼞㼑㼠㼍㼕㼘㻌 㼜㼞㼕㼏㼑㼟㻌 㼐㼡㼑㻌 㼠㼛㻌 㼏㼛㼙㼜㼑㼠㼕㼠㼕㼛㼚㻘㻌 㼏㼔㼍㼚㼓㼑㼟㻌 㼕㼚㻌 㼘㼍㼣㼟㻘㻌\㻝㻟㻘㻢㻠㻣㻌㼙㼕㼘㼘㼕㼛㼚㻌㼕㼚㻌㼕㼚㼏㼛㼙㼑㻌㼎㼑㼒㼛㼞㼑㻌㼠㼍㼤㻘㻌㼍㼚㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼠㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼞㼑㼓㼡㼘㼍㼠㼕㼛㼚㼟㻌 㼍㼚㼐㻌 㼠㼍㼤㻌 㼟㼥㼟㼠㼑㼙㼟㻌 㼍㼚㼐㻌 㼟㼛㼏㼕㼍㼘㻌 㼐㼕㼟㼞㼡㼜㼠㼕㼛㼚㼟㻌 㼟㼡㼏㼔㻌 㼍㼟㻌㼍㼚㼐㻌 㼍㼏㼏㼛㼡㼚㼠㼟㻌 㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㻌 㼛㼒㻌 \㻠㻘㻜㻤㻜㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼍㼚㼐㻌 㼍㼚㻌 㼕㼚㼏㼞㼑㼍㼟㼑㻌 㼕㼚㻌㼠㼑㼞㼞㼛㼞㼕㼟㼙㻌 㼛㼞㻌 㼣㼍㼞㻚㻌 㼀㼔㼑㼟㼑㻌 㼞㼕㼟㼗㼟㻌 㼏㼛㼡㼘㼐㻌 㼍㼒㼒㼑㼏㼠㻌 㻴㻻㻾㻵㻮㻭䇻㼟㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼕㼚㼢㼑㼚㼠㼛㼞㼕㼑㼟㻌㼛㼒㻌\㻞㻘㻝㻠㻠㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌 㻌㼜㼛㼟㼕㼠㼕㼛㼚㻌㼍㼚㼐㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼞㼑㼟㼡㼘㼠㼟㻚㻌㻌

43㼀㼛㻌㼜㼞㼛㼠㼑㼏㼠㻌㼍㼓㼍㼕㼚㼟㼠㻌㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚㼟㻌㼕㼚㻌㼒㼛㼞㼑㼕㼓㼚㻌㼏㼡㼞㼞㼑㼚㼏㼥㻌㼑㼤㼏㼔㼍㼚㼓㼑㻌㻔㻯㼍㼟㼔㻌㻲㼘㼛㼣㻌㼒㼞㼛㼙㻌㻵㼚㼢㼑㼟㼠㼕㼚㼓㻌㻭㼏㼠㼕㼢㼕㼠㼕㼑㼟㻕㻌㼞㼍㼠㼑㼟㻘㻌 㻴㻻㻾㻵㻮㻭㻌 㼜㼞㼛㼙㼛㼠㼑㼟㻌 㼘㼛㼏㼍㼘㻌 㼜㼞㼛㼐㼡㼏㼠㼕㼛㼚㻌 㼍㼚㼐㻌 㼟㼡㼜㼜㼘㼥㻚㻌 㻴㻻㻾㻵㻮㻭㻌㻺㼑㼠㻌㼏㼍㼟㼔㻌㼜㼞㼛㼢㼕㼐㼑㼐㻌㼎㼥㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㻌㼠㼛㼠㼍㼘㼑㼐㻌\㻢㻘㻝㻠㻡㻌㼙㼕㼘㼘㼕㼛㼚㻘㻌㼍㼘㼟㼛㻌 㼑㼙㼜㼘㼛㼥㼟㻌 㼒㼛㼞㼑㼕㼓㼚㻌 㼑㼤㼏㼔㼍㼚㼓㼑㻌 㼒㼛㼞㼣㼍㼞㼐㻌 㼏㼛㼚㼠㼞㼍㼏㼠㼟㻘㻌 㼣㼕㼠㼔㼕㼚㻌 㼠㼔㼑㻌㼏㼛㼙㼜㼍㼞㼑㼐㻌㼠㼛㻌\㻞㻘㻤㻞㻝㻌㼙㼕㼘㼘㼕㼛㼚㻌㼒㼛㼞㻌㼠㼔㼑㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼥㼑㼍㼞㻘㻌㼙㼍㼕㼚㼘㼥㻌㼐㼡㼑㻌㼠㼛㻌㼘㼕㼙㼕㼠㼟㻌 㼛㼒㻌 㼠㼔㼑㻌 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㻌 㼍㼙㼛㼡㼚㼠㼟㻌 㼛㼒㻌 㼒㼛㼞㼑㼕㼓㼚㻌 㼏㼡㼞㼞㼑㼚㼏㼥㻌㼜㼍㼥㼙㼑㼚㼠㼟㻌 㼛㼒㻌 \㻠㻘㻞㻜㻠㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼒㼛㼞㻌 㼜㼡㼞㼏㼔㼍㼟㼑㻌 㼛㼒㻌 㼜㼞㼛㼜㼑㼞㼠㼥㻘㻌 㼜㼘㼍㼚㼠㻌 㼍㼚㼐㻌㼐㼑㼚㼛㼙㼕㼚㼍㼠㼑㼐㻌 㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟㻌 㼍㼚㼐㻌 㼜㼍㼥㼍㼎㼘㼑㼟㻘㻌 㼕㼙㼜㼛㼞㼠㻌 㼍㼚㼐㻌 㼑㼤㼜㼛㼞㼠㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌 㼠㼛㻌 㼙㼕㼚㼕㼙㼕㼦㼑㻌 㼒㼛㼞㼑㼕㼓㼚㻌 㼑㼤㼏㼔㼍㼚㼓㼑㻌 㼞㼕㼟㼗㼟㻚 㻌 㻴㼛㼣㼑㼢㼑㼞㻘㻌㼍㼙㼛㼡㼚㼠㻌㼣㼑㼞㼑㻌㼡㼚㼍㼏㼏㼑㼜㼠㼍㼎㼘㼑㻚㻌㻴㻻㻾㻵㻮㻭㻌㼔㼍㼟㻘㻌㼠㼔㼑㼞㼑㼒㼛㼞㼑㻘㻌㼐㼑㼏㼕㼐㼑㼐㻌㼠㼛㻌㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚㼟㻌㼕㼚㻌㼒㼛㼞㼑㼕㼓㼚㻌㼑㼤㼏㼔㼍㼚㼓㼑㻌㼞㼍㼠㼑㼟㻌㼏㼛㼡㼘㼐㻌㼟㼠㼕㼘㼘㻌㼔㼍㼢㼑㻌㼍㼚㻌㼕㼙㼜㼍㼏㼠㻌㼍㼟㼗㻌 㼒㼛㼞㻌 㼖㼡㼐㼕㼏㼕㼍㼘㻌 㼞㼡㼘㼕㼚㼓㼟㻌 㼠㼛㻌 㼎㼑㻌 㼙㼍㼐㼑㻚㻌 㻴㻻㻾㻵㻮㻭㻌 㼔㼍㼟㻌 㼟㼑㼠㻌 㼍㼟㼕㼐㼑㻌㼣㼔㼑㼚㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌 㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌 㼜㼞㼑㼜㼍㼞㼑㼐㻌 㼕㼚㻌 㼘㼛㼏㼍㼘㻌 㼏㼡㼞㼞㼑㼚㼏㼕㼑㼟㻌 㼍㼞㼑㻌㼜㼞㼛㼢㼕㼟㼕㼛㼚㼟㻌㼒㼛㼞㻌㼜㼛㼟㼟㼕㼎㼘㼑㻌㼘㼛㼟㼟㼑㼟㻌㼒㼞㼛㼙㻌㼘㼕㼠㼕㼓㼍㼠㼕㼛㼚㻚㻌㻵㼠㻌㼞㼑㼙㼍㼕㼚㼟㻌㼜㼛㼟㼟㼕㼎㼘㼑㻘㻌㼠㼞㼍㼚㼟㼘㼍㼠㼑㼐㻌 㼕㼚㼠㼛㻌 㻶㼍㼜㼍㼚㼑㼟㼑㻌 㼥㼑㼚㻌 㼒㼛㼞㻌 㼠㼔㼑㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼔㼛㼣㼑㼢㼑㼞㻘㻌 㼠㼔㼍㼠㻌 㼠㼔㼑㻌 㻴㻻㻾㻵㻮㻭㻌 㻳㼞㼛㼡㼜䇻㼟㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌 㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌 㼍㼚㼐㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻘㻌㼍㼚㼐㻌㼍㻌㼙㼍㼖㼛㼞㻌㼏㼔㼍㼚㼓㼑㻌㼕㼚㻌㼒㼛㼞㼑㼕㼓㼚㻌㼑㼤㼏㼔㼍㼚㼓㼑㻌㼞㼍㼠㼑㼟㻌㼎㼑㼥㼛㼚㼐㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻌 㼏㼛㼡㼘㼐㻌 㼎㼑㻌 㼍㼒㼒㼑㼏㼠㼑㼐㻌 㼐㼑㼜㼑㼚㼐㼕㼚㼓㻌 㼛㼚㻌 㼠㼔㼑㻌㼛㼡㼞㻌 㼑㼟㼠㼕㼙㼍㼠㼑㼟㻌 㼏㼛㼡㼘㼐㻌 㼍㼒㼒㼑㼏㼠㻌 㼛㼡㼞㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌 㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌 㼍㼚㼐㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌㼜㼞㼛㼓㼞㼑㼟㼟㻌㼛㼒㻌㼠㼔㼑㻌㼘㼕㼠㼕㼓㼍㼠㼕㼛㼚㻚㻌 㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻚㻌㻌㻌㻔㻢㻕㻌㻻㼠㼔㼑㼞㻌㻮㼡㼟㼕㼚㼑㼟㼟㻌㻾㼕㼟㼗㼟㻌㻔㻞㻕㻌 㻯㼔㼍㼚㼓㼑㼟㻌 㼕㼚㻌 㻼㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻌 㼛㼞㻌 㻲㼕㼚㼍㼚㼏㼕㼍㼘㻌 㻼㼛㼟㼕㼠㼕㼛㼚㻌 㻭㼟㼟㼛㼏㼕㼍㼠㼑㼐㻌㻵㼚㻌 㼍㼐㼐㼕㼠㼕㼛㼚㻌 㼠㼛㻌 㼠㼔㼑㻌 㼍㼎㼛㼢㼑㻙㼙㼑㼚㼠㼕㼛㼚㼑㼐㻌 㼞㼕㼟㼗㼟㻘㻌 㼛㼠㼔㼑㼞㻌 㼞㼕㼟㼗㼟㻌 㼕㼚㼏㼘㼡㼐㼑㻌 㼍㻌㼣㼕㼠㼔㻌㻭㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㼟㻌㼛㼞㻌㻭㼘㼘㼕㼍㼚㼏㼑㼟㻌㼎㼞㼑㼍㼗㼐㼛㼣㼚㻌㼛㼞㻌㼙㼍㼘㼒㼡㼚㼏㼠㼕㼛㼚㻌㼛㼒㻌㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㼟㼥㼟㼠㼑㼙㼟㻘㻌㼠㼔㼞㼑㼍㼠㼟㻌㼞㼑㼘㼍㼠㼑㼐㻌㻴㻻㻾㻵㻮㻭㻌 㼔㼍㼟㻌 㼍㼏㼠㼕㼢㼑㼘㼥㻌 㼜㼞㼛㼙㼛㼠㼑㼐㻌 㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌 㼍㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㼟㻌 㼍㼚㼐㻌㼠㼛㻌 㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌 㼟㼑㼏㼡㼞㼕㼠㼥㻘㻌 㼢㼍㼞㼕㼛㼡㼟㻌 㼞㼑㼓㼡㼘㼍㼠㼕㼛㼚㼟㻌 㼍㼟㼟㼛㼏㼕㼍㼠㼑㼐㻌 㼣㼕㼠㼔㻌㼍㼘㼘㼕㼍㼚㼏㼑㼟㻌 㼠㼛㻌 㼑㼚㼔㼍㼚㼏㼑㻌 㼠㼔㼑㻌 㼑㼒㼒㼕㼏㼕㼑㼚㼏㼥㻌 㼍㼚㼐㻌 㼑㼒㼒㼑㼏㼠㼕㼢㼑㼚㼑㼟㼟㻌 㼛㼒㻌 㼕㼠㼟㻌㼎㼡㼟㼕㼚㼑㼟㼟㼑㼟㻌㼍㼚㼐㻌㼑㼚㼟㼡㼞㼕㼚㼓㻌㼍㻌㼟㼠㼍㼎㼘㼑㻌㼑㼘㼑㼏㼠㼞㼕㼏㻌㼜㼛㼣㼑㼞㻌㼟㼡㼜㼜㼘㼥㻚㻌㻴㻻㻾㻵㻮㻭㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼛㼜㼑㼞㼍㼠㼕㼛㼚㼟㻚㻌 㻴㻻㻾㻵㻮㻭㻌 㼏㼛㼚㼐㼡㼏㼠㼟㻌 㼏㼛㼙㼜㼘㼑㼠㼑㻌 㼍㼚㼐㻌 㼐㼕㼘㼕㼓㼑㼚㼠㻌㼕㼟㻌㼠㼍㼗㼕㼚㼓㻌㼜㼞㼑㼢㼑㼚㼠㼕㼢㼑㻌㼙㼑㼍㼟㼡㼞㼑㼟㻌㼍㼓㼍㼕㼚㼟㼠㻌㼠㼔㼑㼟㼑㻌㼞㼕㼟㼗㼟㻌㼎㼡㼠㻌㼠㼔㼑㼥㻌㼏㼛㼡㼘㼐㻌㼕㼚㼢㼑㼟㼠㼕㼓㼍㼠㼕㼛㼚㼟㻌㼣㼔㼑㼚㻌㼙㼍㼗㼕㼚㼓㻌㼍㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㼟㻌㼍㼚㼐㻌㼒㼛㼞㼙㼕㼚㼓㻌㼍㼘㼘㼕㼍㼚㼏㼑㼟㻌㼕㼚㻌㼍㼒㼒㼑㼏㼠㻌㻴㻻㻾㻵㻮㻭䇻㼟㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼜㼛㼟㼕㼠㼕㼛㼚㻌㼍㼚㼐㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼞㼑㼟㼡㼘㼠㼟㻚㻌㼛㼞㼐㼑㼞㻌㼠㼛㻌㼍㼢㼛㼕㼐㻌㼍㼚㼥㻌㼚㼑㼓㼍㼠㼕㼢㼑㻌㼕㼙㼜㼍㼏㼠㻌㼛㼚㻌㼑㼍㼞㼚㼕㼚㼓㼟㻌㼍㼚㼐㻌㼏㼍㼟㼔㻌㼒㼘㼛㼣㼟㻚㻌 㻌㻌㻴㼛㼣㼑㼢㼑㼞㻘㻌 㼕㼠㻌 㼕㼟㻌 㼜㼛㼟㼟㼕㼎㼘㼑㻌 㼠㼔㼍㼠㻌 㻴㻻㻾㻵㻮㻭䇻㼟㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌 㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌 㼍㼚㼐㻌㻞㻚㻌㻾㼕㼟㼗㼟㻌㻭㼟㼟㼛㼏㼕㼍㼠㼑㼐㻌㼣㼕㼠㼔㻌㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㼍㼚㼐㻌㻼㼞㼛㼐㼡㼏㼠㼕㼛㼚㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻌 㼏㼛㼡㼘㼐㻌 㼎㼑㻌 㼍㼒㼒㼑㼏㼠㼑㼐㻌 㼕㼒㻌 㼍㼚㻌 㼍㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㻌 㼛㼞㻌㻔㻝㻕㻌㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼒㼛㼞㻌㻼㼞㼛㼐㼡㼏㼠㻌㻸㼕㼍㼎㼕㼘㼕㼠㼥㻌㼍㼘㼘㼕㼍㼚㼏㼑㻌㼐㼕㼐㻌㼚㼛㼠㻌㼜㼞㼛㼏㼑㼑㼐㻌㼕㼚㻌㼍㼏㼏㼛㼞㼐㼍㼚㼏㼑㻌㼣㼕㼠㼔㻌㼕㼚㼕㼠㼕㼍㼘㻌㼜㼘㼍㼚㼟㻚㻌㻴㻻㻾㻵㻮㻭㻌㼏㼛㼚㼐㼡㼏㼠㼟㻌㼛㼜㼠㼕㼙㼡㼙㻌㼝㼡㼍㼘㼕㼠㼥㻌㼏㼛㼚㼠㼞㼛㼘㻌㼒㼛㼞㻌㼕㼠㼟㻌㼜㼞㼛㼐㼡㼏㼠㼟㻌㼍㼚㼐㻌㻌㼟㼑㼞㼢㼕㼏㼑㼟㻌 㼍㼚㼐㻌 㼟㼠㼞㼕㼢㼑㼟㻌 㼠㼛㻌 㼙㼍㼕㼚㼠㼍㼕㼚㻌 㼠㼔㼑㻌 㼔㼕㼓㼔㼑㼟㼠㻌 㼟㼠㼍㼚㼐㼍㼞㼐㼟㻌 㼛㼒㻌㻔㻟㻕㻌 㻾㼑㼜㼍㼕㼞㻌 㼛㼒㻌 㻲㼍㼏㼕㼘㼕㼠㼕㼑㼟㻌 㻲㼛㼘㼘㼛㼣㼕㼚㼓㻌 㻺㼍㼠㼡㼞㼍㼘㻌 㻰㼕㼟㼍㼟㼠㼑㼞㼟㻌 㼍㼚㼐㻌㼞㼑㼘㼕㼍㼎㼕㼘㼕㼠㼥㻚㻌 㻌 㻺㼑㼢㼑㼞㼠㼔㼑㼘㼑㼟㼟㻘㻌㼠㼔㼑㼞㼑㻌㼕㼟㻌㼍㼘㼣㼍㼥㼟㻌㼠㼔㼑㻌㼜㼛㼟㼟㼕㼎㼕㼘㼕㼠㼥㻌㼛㼒㻌㼞㼑㼏㼍㼘㼘㼟㻌㻭㼟㼟㼛㼏㼕㼍㼠㼑㼐㻌㻰㼑㼘㼍㼥㼟㻌㼕㼚㻌㻰㼑㼘㼕㼢㼑㼞㼥㻘㻌㼑㼠㼏㻚㻌㼛㼞㻌 㼘㼕㼠㼕㼓㼍㼠㼕㼛㼚㻌 㼍㼞㼕㼟㼕㼚㼓㻌 㼒㼞㼛㼙㻌 㼡㼚㼒㼛㼞㼑㼟㼑㼑㼚㻌 㼐㼑㼒㼑㼏㼠㼟㻚㻌 㻴㻻㻾㻵㻮㻭㻌 㼏㼍㼞㼞㼕㼑㼟㻌㼀㼔㼑㻌㻴㻻㻾㻵㻮㻭㻌㻳㼞㼛㼡㼜㻓㼟㻌㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼕㼚㼓㻌㼎㼍㼟㼑㼟㻌㼍㼞㼑㻌㼘㼛㼏㼍㼠㼑㼐㻌㼕㼚㻌㼐㼕㼢㼑㼞㼟㼑㻌㼕㼚㼟㼡㼞㼍㼚㼏㼑㻌㼒㼛㼞㻌㼜㼞㼛㼐㼡㼏㼠㻌㼘㼕㼍㼎㼕㼘㼕㼠㼥㻘㻌㼎㼡㼠㻌㼠㼔㼑㼞㼑㻌㼏㼍㼚㻌㼎㼑㻌㼚㼛㻌㼓㼡㼍㼞㼍㼚㼠㼑㼑㻌㼠㼔㼍㼠㻌㼍㼞㼑㼍㼟㻌㼕㼚㼏㼘㼡㼐㼕㼚㼓㻌㻶㼍㼜㼍㼚㻌㻔㻷㼥㼛㼠㼛㻘㻌㻿㼔㼕㼓㼍㻌㼍㼚㼐㻌㻷㼡㼙㼍㼙㼛㼠㼛㻌㻼㼞㼑㼒㼑㼏㼠㼡㼞㼑㼟㻕㻘㻌㼠㼔㼕㼟㻌 㼕㼚㼟㼡㼞㼍㼚㼏㼑㻌 㼣㼛㼡㼘㼐㻌 㼏㼛㼢㼑㼞㻌 㼠㼔㼑㻌 㼒㼡㼘㼘㻌 㼍㼙㼛㼡㼚㼠㻌 㼛㼒㻌 㼍㼚㼥㻌 㼡㼚㼒㼛㼞㼑㼟㼑㼑㼚㻌㻱㼡㼞㼛㼜㼑㻌 㻔㻲㼞㼍㼚㼏㼑㻌 㼍㼚㼐㻌 㻳㼑㼞㼙㼍㼚㼥㻕㻘㻌 㼠㼔㼑㻌 㼁㻚㻿㻚㻘㻌 㼍㼚㼐㻌 㻭㼟㼕㼍㻌 㻔㻯㼔㼕㼚㼍㻌 㼍㼚㼐㻌㼐㼍㼙㼍㼓㼑㼟㻚㻌 㻿㼡㼏㼔㻌 㼏㼕㼞㼏㼡㼙㼟㼠㼍㼚㼏㼑㼟㻌 㼏㼛㼡㼘㼐㻌 㼔㼍㼢㼑㻌 㼍㼚㻌 㼍㼒㼒㼑㼏㼠㻌 㼛㼚㻌㻿㼛㼡㼠㼔㻌 㻷㼛㼞㼑㼍㻕㻚㻌 㻴㼛㼣㼑㼢㼑㼞㻘㻌 㼕㼠㻌 㼕㼟㻌 㼜㼛㼟㼟㼕㼎㼘㼑㻌 㼠㼔㼍㼠㻌 㻴㻻㻾㻵㻮㻭䇻㼟㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㻴㻻㻾㻵㻮㻭䇻㼟㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌㼍㼚㼐㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻚㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌 㼍㼚㼐㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻌 㼏㼛㼡㼘㼐㻌 㼎㼑㻌 㼍㼒㼒㼑㼏㼠㼑㼐㻌 㼕㼚㻌 㼠㼔㼑㻌㻌㼏㼍㼟㼑㻌 㼛㼒㻌 㼍㻌 㼙㼍㼖㼛㼞㻌 㼑㼍㼞㼠㼔㼝㼡㼍㼗㼑㻌 㼛㼞㻌 㼛㼠㼔㼑㼞㻌 㼚㼍㼠㼡㼞㼍㼘㻌 㼐㼕㼟㼍㼟㼠㼑㼞㻘㻌 㼍㼟㻌㻔㻞㻕㻌㻰㼑㼘㼍㼥㼟㻌㼕㼚㻌㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㼛㼒㻌㻺㼑㼣㻌㻼㼞㼛㼐㼡㼏㼠㼟㻌㻴㻻㻾㻵㻮㻭䇻㼟㻌 㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼕㼚㼓㻌 㼎㼍㼟㼑㼟㻌 㼙㼍㼥㻌 㼎㼑㼏㼛㼙㼑㻌 㼐㼍㼙㼍㼓㼑㼐㻌 㼍㼚㼐㻌㻴㻻㻾㻵㻮㻭䇻㼟㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼒㼕㼑㼘㼐㻘㻌 㼙㼑㼍㼟㼡㼞㼕㼚㼓㻌 㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻘㻌 㼕㼟㻌 㼑㼤㼠㼞㼑㼙㼑㼘㼥㻌㼞㼑㼝㼡㼕㼞㼑㻌 㼑㼤㼜㼑㼚㼟㼕㼢㼑㻌 㼞㼑㼜㼍㼕㼞㼟㻚㻌 㻰㼍㼙㼍㼓㼑㻌 㼠㼛㻌 㻴㻻㻾㻵㻮㻭䇻㼟㻌 㼟㼡㼜㼜㼘㼥㻌 㼏㼔㼍㼕㼚㻌㼟㼜㼑㼏㼕㼍㼘㼕㼦㼑㼐㻌 㼍㼚㼐㻌 㼞㼑㼝㼡㼕㼞㼑㼟㻌 㼔㼕㼓㼔㻌 㼘㼑㼢㼑㼘㼟㻌 㼛㼒㻌 㼠㼑㼏㼔㼚㼕㼏㼍㼘㻌 㼏㼍㼜㼍㼎㼕㼘㼕㼠㼥㻚㻌㼏㼛㼡㼘㼐㻌㼍㼘㼟㼛㻌㼍㼒㼒㼑㼏㼠㻌㻴㻻㻾㻵㻮㻭䇻㼟㻌㼜㼞㼛㼐㼡㼏㼠㼕㼛㼚㻌㼍㼚㼐㻛㼛㼞㻌㼐㼕㼟㼠㼞㼕㼎㼡㼠㼕㼛㼚㻚㻌 㻌㻴㻻㻾㻵㻮㻭㻘㻌㼠㼔㼑㼞㼑㼒㼛㼞㼑㻘㻌㼕㼚㼢㼑㼟㼠㼟㻌㼘㼍㼞㼓㼑㻌㼟㼡㼙㼟㻌㼕㼚㻌㼜㼞㼛㼐㼡㼏㼠㻌㼐㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻚㻌㻌㻴㼛㼣㼑㼢㼑㼞㻘㻌㼕㼠㻌㼕㼟㻌㼜㼛㼟㼟㼕㼎㼘㼑㻌㼠㼔㼍㼠㻌㼑㼤㼜㼑㼏㼠㼑㼐㻌㼞㼑㼠㼡㼞㼚㼟㻌㼛㼒㻌㼠㼔㼕㼟㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㻔㻠㻕㻌㻾㼕㼟㼗㼟㻌㻭㼟㼟㼛㼏㼕㼍㼠㼑㼐㻌㼣㼕㼠㼔㻌㻯㼛㼚㼠㼞㼍㼏㼠㼟㻌㼍㼚㼐㻌㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌㼣㼕㼘㼘㻌㼚㼛㼠㻌㼎㼑㻌㼞㼑㼍㼘㼕㼦㼑㼐㻌㼐㼡㼑㻌㼠㼛㻌㼡㼚㼒㼛㼞㼑㼟㼑㼑㼚㻌㼏㼕㼞㼏㼡㼙㼟㼠㼍㼚㼏㼑㼟㻚㻌㻴㻻㻾㻵㻮㻭㻌㼑㼚㼠㼑㼞㼟㻌㼕㼚㼠㼛㻌㼢㼍㼞㼕㼛㼡㼟㻌㼏㼛㼚㼠㼞㼍㼏㼠㼟㻌㼣㼕㼠㼔㻌㼏㼡㼟㼠㼛㼙㼑㼞㼟㻘㻌㼟㼡㼜㼜㼘㼕㼑㼞㼟㻌㻌㼍㼚㼐㻌 㼛㼠㼔㼑㼞㻌 㼟㼠㼍㼗㼑㼔㼛㼘㼐㼑㼞㼟㻌 㼍㼚㼐㻌 㼏㼛㼚㼐㼡㼏㼠㼟㻌 㼕㼠㼟㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㻌㻔㻟㻕㻌㻾㼕㼟㼗㼟㻌㻯㼛㼚㼏㼑㼞㼚㼕㼚㼓㻌㻵㼚㼠㼑㼘㼘㼑㼏㼠㼡㼍㼘㻌㻼㼞㼛㼜㼑㼞㼠㼥㻌㻾㼕㼓㼔㼠㼟㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼠㼔㼑㼟㼑㻌㼏㼛㼚㼠㼞㼍㼏㼠㼟㻚㻌㻺㼑㼢㼑㼞㼠㼔㼑㼘㼑㼟㼟㻘㻌㼠㼔㼑㼞㼑㻌㼕㼟㻌㼍㻌㼜㼛㼟㼟㼕㼎㼕㼘㼕㼠㼥㻌㼛㼒㻌㻴㻻㻾㻵㻮㻭㻌 㼜㼛㼟㼟㼑㼟㼟㼑㼟㻌 㼠㼞㼑㼙㼑㼚㼐㼛㼡㼟㻌 㼑㼤㼜㼑㼞㼠㼕㼟㼑㻌 㼍㼚㼐㻌 㼍㻌 㼣㼕㼐㼑㻌 㼞㼍㼚㼓㼑㻌 㼛㼒㻌㼏㼘㼍㼕㼙㼟㻌㼍㼞㼕㼟㼕㼚㼓㻌㼒㼛㼞㻌㼐㼍㼙㼍㼓㼑㼟㻌㼐㼡㼑㻌㼠㼛㻌㼐㼕㼒㼒㼑㼞㼑㼚㼠㻌㼢㼕㼑㼣㼟㻌㼛㼒㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻌㼕㼚㼠㼑㼘㼘㼑㼏㼠㼡㼍㼘㻌 㼜㼞㼛㼜㼑㼞㼠㼥㻌 㼞㼕㼓㼔㼠㼟㻌 㼞㼑㼘㼍㼠㼑㼐㻌 㼠㼛㻌 㼠㼔㼑㻌 㼜㼞㼛㼐㼡㼏㼠㼟㻌 㼕㼠㻌㼛㼞㻌㼍㻌㼐㼕㼒㼒㼑㼞㼑㼚㼠㻌㼡㼚㼐㼑㼞㼟㼠㼍㼚㼐㼕㼚㼓㻌㼛㼒㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼠㼑㼞㼙㼟㻌㼎㼑㼠㼣㼑㼑㼚㻌㼜㼍㼞㼠㼕㼑㼟㻚㻌㻵㼠㻌㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼑㼟㻘㻌 㼕㼚㼏㼘㼡㼐㼕㼚㼓㻌 㼜㼍㼠㼑㼚㼠㼟㻘㻌 㼠㼞㼍㼐㼑㼙㼍㼞㼗㼟㻘㻌 㼣㼔㼕㼏㼔㻌 㼓㼕㼢㼑㻌 㼕㼠㻌㼕㼟㻌 㼜㼛㼟㼟㼕㼎㼘㼑㻌 㼠㼔㼍㼠㻌 㼟㼡㼏㼔㻌 㼏㼕㼞㼏㼡㼙㼟㼠㼍㼚㼏㼑㼟㻌 㼏㼛㼡㼘㼐㻌 㼞㼑㼟㼡㼘㼠㻌 㼕㼚㻌 㻴㻻㻾㻵㻮㻭㻌㼟㼡㼜㼑㼞㼕㼛㼞㼕㼠㼥㻌 㼕㼚㻌 㼠㼑㼞㼙㼟㻌 㼛㼒㻌 㼏㼛㼙㼜㼑㼠㼕㼠㼕㼢㼑㼚㼑㼟㼟㻚㻌 㻴㻻㻾㻵㻮㻭㻌 㼑㼤㼑㼞㼏㼕㼟㼑㼟㻌 㼍㼘㼘㻌㼞㼑㼏㼑㼕㼢㼕㼚㼓㻌㼍㻌㼐㼍㼙㼍㼓㼑㼟㻌㼏㼘㼍㼕㼙㻌㼒㼛㼞㻌㼏㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻚㻌㼜㼛㼟㼟㼕㼎㼘㼑㻌 㼏㼍㼡㼠㼕㼛㼚㻌 㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌 㼠㼔㼑㻌 㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠㻌 㼍㼚㼐㻌 㼜㼞㼛㼠㼑㼏㼠㼕㼛㼚㻌 㼛㼒㻌㻌㼠㼔㼑㼟㼑㻌 㼕㼚㼠㼑㼘㼘㼑㼏㼠㼡㼍㼘㻌 㼜㼞㼛㼜㼑㼞㼠㼥㻌 㼞㼕㼓㼔㼠㼟㻚㻌 㻴㼛㼣㼑㼢㼑㼞㻘㻌 㼕㼚㻌 㼠㼔㼑㻌 㼏㼍㼟㼑㻌 㼛㼒㻌㻔㻡㻕㻌㻸㼕㼠㼕㼓㼍㼠㼕㼛㼚㻌㻾㼕㼟㼗㼟㻌㼕㼚㼒㼞㼕㼚㼓㼑㼙㼑㼚㼠㻌㼎㼥㻌㼍㻌㼠㼔㼕㼞㼐㻌㼜㼍㼞㼠㼥㻘㻌㼕㼠㻌㼕㼟㻌㼜㼛㼟㼟㼕㼎㼘㼑㻌㼠㼔㼍㼠㻌㻴㻻㻾㻵㻮㻭㻌㼣㼕㼘㼘㻌 㼎㼑㻌㻵㼚㻌㼏㼛㼚㼚㼑㼏㼠㼕㼛㼚㻌㼣㼕㼠㼔㻌㻴㻻㻾㻵㻮㻭䇻㼟㻌㼢㼕㼛㼘㼍㼠㼕㼛㼚㻌㼛㼒㻌㼠㼔㼑㻌㻭㼚㼠㼕㼙㼛㼚㼛㼜㼛㼘㼥㻌㻸㼍㼣㻌㼡㼚㼍㼎㼘㼑㻌㼠㼛㻌㼍㼠㼠㼍㼕㼚㻌㼕㼠㼟㻌㼑㼤㼜㼑㼏㼠㼑㼐㻌㼑㼍㼞㼚㼕㼚㼓㼟㻚㻌㼀㼔㼑㼞㼑㻌㼕㼟㻌㼍㼘㼟㼛㻌㼍㻌㼜㼛㼟㼟㼕㼎㼕㼘㼕㼠㼥㻌㼍㼞㼕㼟㼕㼚㼓㻌㼒㼞㼛㼙㻌㼜㼍㼟㼠㻌㼎㼕㼐㼐㼕㼚㼓㻘㻌㻴㻻㻾㻵㻮㻭㻌㼔㼍㼟㻌㼞㼑㼏㼑㼕㼢㼑㼐㻌㼍㻌㼐㼍㼙㼍㼓㼑㼟㻌㼏㼘㼍㼕㼙㻌㼛㼒㻌 㼐㼕㼟㼜㼡㼠㼑㼟㻌 㼍㼞㼕㼟㼕㼚㼓㻌 㼣㼕㼠㼔㻌 㼛㼠㼔㼑㼞㻌 㼏㼛㼙㼜㼍㼚㼕㼑㼟㻌 㼛㼢㼑㼞㻌 㼕㼚㼠㼑㼘㼘㼑㼏㼠㼡㼍㼘㻌㼒㼛㼞㻌㼏㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼒㼞㼛㼙㻌㼙㼡㼚㼕㼏㼕㼜㼍㼘㻌㼓㼛㼢㼑㼞㼚㼙㼑㼚㼠㻌㼍㼓㼑㼚㼏㼕㼑㼟㻚㻌㻴㻻㻾㻵㻮㻭㻌㼜㼞㼛㼜㼑㼞㼠㼥㻌 㼞㼕㼓㼔㼠㼟㻚㻌 㻿㼡㼏㼔㻌 㼐㼕㼟㼜㼡㼠㼑㼟㻌 㼏㼛㼡㼘㼐㻌 㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㼘㼥㻌 㼍㼒㼒㼑㼏㼠㻌㼒㼛㼡㼚㼐㻌㼠㼔㼍㼠㻌㼏㼑㼞㼠㼍㼕㼚㻌㼜㼍㼞㼠㼟㻌㼛㼒㻌㼠㼔㼑㻌㼏㼘㼍㼕㼙㻌㼒㼛㼞㻌㼏㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㻴㻻㻾㻵㻮㻭䇻㼟㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌㼍㼚㼐㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻚㻌㼠㼔㼑㻌 㼟㼏㼛㼜㼑㻌 㼛㼒㻌 㼠㼔㼑㻌 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㻌 㼍㼚㼐㻌 㼏㼍㼘㼏㼡㼘㼍㼠㼕㼛㼚㻌 㼛㼒㻌 㼠㼔㼑㻌 㼐㼍㼙㼍㼓㼑㻌㻌
Annual Report 2011 | 44

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Consolidated Financial Review㻔㻠㻕㻌㻾㼕㼟㼗㼟㻌㻭㼟㼟㼛㼏㼕㼍㼠㼑㼐㻌㼣㼕㼠㼔㻌㻲㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚㼟㻌㼕㼚㻌㻾㼍㼣㻌㻹㼍㼠㼑㼞㼕㼍㼘㻌㻼㼞㼕㼏㼑㼟㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌㼍㼚㼐㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻌㼛㼒㻌㻴㻻㻾㻵㻮㻭㻌㼣㼕㼘㼘㻌㼎㼑㻌㻴㻻㻾㻵㻮㻭㻌㼠㼍㼗㼑㼟㻌㼕㼚㼠㼛㻌㼍㼏㼏㼛㼡㼚㼠㻌㼠㼔㼑㻌㼞㼕㼟㼗㻌㼛㼒㻌㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚㼟㻌㼕㼚㻌㼜㼡㼞㼏㼔㼍㼟㼕㼚㼓㻌㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㼘㼥㻌㼍㼒㼒㼑㼏㼠㼑㼐㻌㼎㼥㻌㼒㼡㼠㼡㼞㼑㻌㼞㼑㼓㼡㼘㼍㼠㼕㼛㼚㼟㻚㻌 㻌 㻲㼡㼞㼠㼔㼑㼞㼙㼛㼞㼑㻘㻌㼏㼍㼜㼕㼠㼍㼘㻌㼜㼞㼕㼏㼑㼟㻌㼍㼚㼐㻌㼙㼍㼗㼑㼟㻌㼍㼞㼞㼍㼚㼓㼑㼙㼑㼚㼠㼟㻌㼟㼡㼏㼔㻌㼍㼟㻌㼍㼐㼢㼍㼚㼏㼑㻌㼜㼡㼞㼏㼔㼍㼟㼕㼚㼓㻌㼠㼛㻌㼑㼤㼜㼑㼚㼐㼕㼠㼡㼞㼑㼟㻌 㼞㼑㼘㼍㼠㼑㼐㻌 㼠㼛㻌 㼟㼔㼕㼒㼠㼟㻌 㼕㼚㻌 㼠㼔㼑㻌 㼍㼡㼠㼛㼙㼍㼠㼕㼛㼚㻌 㼛㼒㻌 㼍㼡㼠㼛㼙㼛㼠㼕㼢㼑㻌㼙㼍㼚㼍㼓㼑㻌㼠㼔㼕㼟㻌㼞㼕㼟㼗㻌㼣㼔㼑㼚㻌㼕㼠㻌㼕㼟㻌㼐㼑㼑㼙㼑㼐㻌㼚㼑㼏㼑㼟㼟㼍㼞㼥㻚㻌㻴㼛㼣㼑㼢㼑㼞㻘㻌㼕㼠㻌㼙㼍㼥㻌㼠㼑㼟㼠㻌 㼟㼥㼟㼠㼑㼙㼟㻌 㼏㼛㼡㼘㼐㻌 㼔㼍㼢㼑㻌 㼍㻌 㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㻌 㼕㼙㼜㼍㼏㼠㻌 㼛㼚㻌 㻴㻻㻾㻵㻮㻭䇻㼟㻌㼞㼑㼝㼡㼕㼞㼑㻌 㼟㼛㼙㼑㻌 㼠㼕㼙㼑㻌 㼒㼛㼞㻌 㼍㼚㻌 㼕㼚㼏㼞㼑㼍㼟㼑㻌 㼕㼚㻌 㼜㼡㼞㼏㼔㼍㼟㼕㼚㼓㻌 㼜㼞㼕㼏㼑㼟㻌 㼠㼛㻌 㼎㼑㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌㼍㼚㼐㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻚㻌 㻌 㻌㼜㼍㼟㼟㼑㼐㻌 㼛㼚㻌 㼍㼚㼐㻌 㼞㼑㼒㼘㼑㼏㼠㼑㼐㻌 㼕㼚㻌 㼟㼑㼘㼘㼕㼚㼓㻌 㼜㼞㼕㼏㼑㼟㻚㻌 㻿㼡㼏㼔㻌 㼏㼕㼞㼏㼡㼙㼟㼠㼍㼚㼏㼑㼟㻌㻌㼏㼛㼡㼘㼐㻌 㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㼘㼥㻌 㼍㼒㼒㼑㼏㼠㻌 㻴㻻㻾㻵㻮㻭䇻㼟㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌 㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌 㼍㼚㼐㻌㻔㻞㻕㻌㻼㼞㼛㼏㼑㼟㼟㻌㻒㻌㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻚㻌㻰㼑㼙㼍㼚㼐㻌 㼒㼛㼞㻌 㼑㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻙㼞㼑㼘㼍㼠㼑㼐㻌 㼜㼞㼛㼐㼡㼏㼠㼟㻘㻌 㼟㼡㼏㼔㻌 㼍㼟㻌 㼍㼚㼍㼘㼥㼦㼑㼞㼟㻌㻌㼒㼛㼞㻌㼍㼕㼞㻌㼜㼛㼘㼘㼡㼠㼕㼛㼚㻌㼍㼚㼐㻌㼣㼍㼠㼑㼞㻌㼝㼡㼍㼘㼕㼠㼥㻘㻌㼙㼍㼥㻌㼎㼑㻌㼍㼒㼒㼑㼏㼠㼑㼐㻌㼎㼥㻌㼏㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㻟㻚㻌㻲㼕㼚㼍㼚㼏㼕㼍㼘㻌㻾㼕㼟㼗㼟㻌㼑㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻌 㼞㼑㼓㼡㼘㼍㼠㼕㼛㼚㼟㻌 㼍㼚㼐㻌 㼔㼍㼢㼑㻌 㼍㻌 㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㻌 㼕㼙㼜㼍㼏㼠㻌 㼛㼚㻌㻔㻝㻕㻌㻿㼔㼕㼒㼠㼟㻌㼕㼚㻌㼠㼔㼑㻌㻹㼍㼞㼗㼑㼠㻌㻼㼞㼕㼏㼑㻌㼛㼒㻌㻿㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼍㼚㼐㻌㻻㼠㼔㼑㼞㻌㻭㼟㼟㼑㼠㼟㻌㻴㻻㻾㻵㻮㻭㻌㻳㼞㼛㼡㼜䇻㼟㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌㼍㼚㼐㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻚㻌㻴㻻㻾㻵㻮㻭㻌 㼔㼛㼘㼐㼟㻌 㼟㼔㼍㼞㼑㼟㻌 㼕㼚㻌 㼕㼠㼟㻌 㼙㼍㼖㼛㼞㻌 㼍㼘㼘㼕㼍㼚㼏㼑㻌 㼜㼍㼞㼠㼚㼑㼞㼟㻌 㼍㼚㼐㻌 㼛㼠㼔㼑㼞㻌㻌㼏㼛㼙㼜㼍㼚㼕㼑㼟㻌 㼍㼟㻌 㼜㼍㼞㼠㻌 㼛㼒㻌 㼕㼠㼟㻌 㼠㼑㼏㼔㼚㼛㼘㼛㼓㼥㻌 㼍㼚㼐㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼟㼠㼞㼍㼠㼑㼓㼕㼑㼟㻚㻌㻔㻟㻕㻌㻹㼑㼐㼕㼏㼍㼘㻙㻰㼕㼍㼓㼚㼛㼟㼠㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻌㻴㻻㻾㻵㻮㻭 䇻 㼟㻌 㼜㼡㼞㼏㼔㼍㼟㼑㻌 㼍㼚㼐㻌 㼟㼍㼘㼑㻌 㼛㼒㻌 㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌 㼍㼞㼑㻌㼀㼔㼑㻌 㼙㼍㼕㼚㻌 㼜㼞㼛㼐㼡㼏㼠㼟㻌 㼕㼚㻌 㼠㼔㼑㻌 㻹㼑㼐㼕㼏㼍㼘㻙㻰㼕㼍㼓㼚㼛㼟㼠㼕㼏㻌 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㻒㻌㼏㼍㼞㼑㼒㼡㼘㼘㼥㻌㼙㼛㼚㼕㼠㼛㼞㼑㼐㻌㼎㼥㻌㼠㼔㼑㻌㻮㼛㼍㼞㼐㻌㼛㼒㻌㻰㼕㼞㼑㼏㼠㼛㼞㼟㻚㻌㻹㼍㼞㼗㼑㼠㻌㼜㼞㼕㼏㼑㼟㻌㼛㼒㻌 㻌㻿㼥㼟㼠㼑㼙㼟㻌 㼟㼑㼓㼙㼑㼚㼠㻌 㼍㼞㼑㻌 㼔㼑㼙㼍㼠㼛㼘㼛㼓㼥㻌 㼍㼚㼍㼘㼥㼦㼑㼞㼟㻘㻌 㼣㼔㼕㼏㼔㻌 㼠㼍㼞㼓㼑㼠㻌 㼠㼔㼑㻌㼟㼔㼍㼞㼑㼟㻌 㼍㼞㼑㻌 㼞㼑㼜㼛㼞㼠㼑㼐㻌 㼠㼛㻌 㼠㼛㼜㻌 㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠㻌 㼛㼚㻌 㼍㻌 㼠㼕㼙㼑㼘㼥㻌 㼎㼍㼟㼕㼟㻘㻌 㼍㼚㼐㻌㼙㼍㼞㼗㼑㼠㻌㼒㼛㼞㻌㼟㼙㼍㼘㼘㻙㻌㼍㼚㼐㻌㼙㼑㼐㼕㼡㼙㻙㼟㼕㼦㼑㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻌㼡㼟㼑㼐㻌㼎㼥㻌㼟㼙㼍㼘㼘㻙㻌㼠㼔㼑㻌 㼜㼡㼞㼜㼛㼟㼑㻌 㼒㼛㼞㻌 㼔㼛㼘㼐㼕㼚㼓㻌 㼠㼔㼑㻌 㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌 㼕㼟㻌 㼞㼑㼓㼡㼘㼍㼞㼘㼥㻌㼍㼚㼐㻌 㼙㼑㼐㼕㼡㼙㻙㼟㼕㼦㼑㼐㻌 㼔㼛㼟㼜㼕㼠㼍㼘㼟㻌 㼍㼚㼐㻌 㼙㼑㼐㼕㼏㼍㼘㻌 㼜㼞㼍㼏㼠㼕㼠㼕㼛㼚㼑㼞㼟㻚㻌 㻼㼞㼕㼏㼑㻌㼞㼑㼢㼕㼑㼣㼑㼐㻚㻌㻵㼒㻌㼐㼑㼏㼘㼕㼚㼑㼟㻌㼕㼚㻌㼠㼔㼑㻌㼙㼍㼞㼗㼑㼠㻌㼜㼞㼕㼏㼑㻌㼛㼞㻌㼜㼞㼛㼒㼕㼠㼍㼎㼕㼘㼕㼠㼥㻌㼛㼒㻌㼘㼍㼚㼐㻘㻌㼏㼛㼙㼜㼑㼠㼕㼠㼕㼛㼚㻌㼒㼛㼞㻌㼠㼔㼑㼟㼑㻌㼜㼞㼛㼐㼡㼏㼠㼟㻌㼠㼔㼍㼠㻌㼕㼟㻌㼎㼑㼥㼛㼚㼐㻌㼛㼡㼞㻌㼑㼤㼜㼑㼏㼠㼍㼠㼕㼛㼚㼟㻌㼎㼡㼕㼘㼐㼕㼚㼓㻌㼛㼞㻌㼛㼠㼔㼑㼞㻌㼍㼟㼟㼑㼠㼟㻌㼛㼏㼏㼡㼞㼞㼑㼐㻌㼕㼚㻌㼠㼔㼑㻌㼒㼡㼠㼡㼞㼑㻘㻌㼠㼔㼑㼞㼑㻌㼏㼛㼡㼘㼐㻌㼎㼑㻌㼍㻌㼏㼛㼡㼘㼐㻌㼔㼍㼢㼑㻌㼍㻌㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㻌㼕㼙㼜㼍㼏㼠㻌㼛㼚㻌㻴㻻㻾㻵㻮㻭䇻㼟㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌㼚㼑㼓㼍㼠㼕㼢㼑㻌 㼕㼙㼜㼍㼏㼠㻌 㼛㼚㻌 㼠㼔㼑㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌 㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌 㼍㼚㼐㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌㼍㼚㼐㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻚㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻌 㼛㼒㻌 㻴㻻㻾㻵㻮㻭㻌 㼞㼑㼒㼘㼑㼏㼠㼑㼐㻌 㼎㼥㻌 㼠㼔㼑㻌 㼍㼜㼜㼘㼕㼏㼍㼠㼕㼛㼚㻌 㼛㼒㻌㻌㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠㻌㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓㻚㻌㻔㻠㻕㻌㻿㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻌㻌㼀㼔㼑㻌㼙㼍㼕㼚㻌㼜㼞㼛㼐㼡㼏㼠㼟㻌㼕㼚㻌㼠㼔㼕㼟㻌㼟㼑㼓㼙㼑㼚㼠㻌㼍㼞㼑㻌㼒㼘㼡㼕㼐㻌㼏㼛㼚㼠㼞㼛㼘㻌㼜㼞㼛㼐㼡㼏㼠㼟㻌㼒㼛㼞㻌㻔㻞㻕㻌㻾㼑㼢㼑㼞㼟㼍㼘㻌㼛㼒㻌㻰㼑㼒㼑㼞㼞㼑㼐㻌㼀㼍㼤㻌㻭㼟㼟㼑㼠㼟㻌㻾㼑㼟㼡㼘㼠㼕㼚㼓㻌㻲㼞㼛㼙㻌㻯㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼟㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻌 㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼕㼚㼓㻌 㼜㼞㼛㼏㼑㼟㼟㼑㼟㻌 㼍㼚㼐㻌 㼜㼞㼛㼐㼡㼏㼠㼟㻌 㼠㼔㼍㼠㻌㻿㼥㼟㼠㼑㼙㼟㻌㼛㼞㻌㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㻼㼛㼘㼕㼏㼕㼑㼟㻌㼟㼡㼜㼜㼛㼞㼠㻌㻾㻒㻰㻌㼍㼚㼐㻌㼝㼡㼍㼘㼕㼠㼥㻌㼠㼑㼟㼠㼕㼚㼓㻌㼎㼥㻌㼟㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻌㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼑㼞㼟㻚㻌㻵㼠㻌㼕㼟㻌㼜㼛㼟㼟㼕㼎㼘㼑㻌㼠㼔㼍㼠㻌㼏㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼟㼥㼟㼠㼑㼙㼟㻌㼛㼞㻌㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㼜㼛㼘㼕㼏㼕㼑㼟㻌㻔㼑㻚㼓㻚㻌㼀㼛㻌㼙㼕㼚㼕㼙㼕㼦㼑㻌㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚㼟㻌㼕㼚㻌㼠㼔㼑㻌㼟㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻌㼙㼍㼞㼗㼑㼠㻘㻌㻴㻻㻾㻵㻮㻭㻌㼠㼍㼤㻌㼞㼍㼠㼑㻌㼏㼡㼠㼟㻕㻌㼙㼍㼥㻌㼞㼑㼝㼡㼕㼞㼑㻌㻴㻻㻾㻵㻮㻭㻌㼠㼛㻌㼞㼑㼢㼑㼞㼟㼑㻌㼕㼠㼟㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼙㼍㼗㼑㼟㻌 㼑㼒㼒㼛㼞㼠㼟㻌 㼠㼛㻌 㼟㼔㼛㼞㼠㼑㼚㻌 㼠㼔㼑㻌 㼘㼑㼍㼐㻌 㼠㼕㼙㼑㻌 㼍㼚㼐㻌 㼝㼡㼕㼏㼗㼘㼥㻌 㼞㼑㼟㼜㼛㼚㼐㻌 㼠㼛㻌㼍㼟㼟㼑㼠㼟㻌㼍㼠㻌㼠㼔㼑㻌㼑㼚㼐㻌㼛㼒㻌㼠㼔㼑㻌㼏㼡㼞㼞㼑㼚㼠㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻌 㻌㼏㼡㼟㼠㼛㼙㼑㼞㼟䇻㻌 㼚㼑㼑㼐㼟㻚㻌 㻌 㻺㼑㼢㼑㼞㼠㼔㼑㼘㼑㼟㼟㻘㻌 㼟㼔㼍㼞㼜㻌 㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚㼟㻌 㼕㼚㻌 㼠㼔㼑㻌㻌㼟㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻌 㼙㼍㼞㼗㼑㼠㻌 㼍㼚㼐㻌 㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌 㼛㼒㻌 㼟㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻌㻠㻚㻌㻾㼕㼟㼗㼟㻌㼎㼥㻌㻮㼡㼟㼕㼚㼑㼟㼟㻌㻿㼑㼓㼙㼑㼚㼠㻌㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼑㼞㼟㻌㼏㼛㼡㼘㼐㻌㼍㼒㼒㼑㼏㼠㻌㼠㼔㼑㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌㼍㼚㼐㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㻴㻻㻾㻵㻮㻭㻌 㼏㼛㼚㼟㼕㼟㼠㼟㻌 㼛㼒㻌 㼒㼕㼢㼑㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼟㼑㼓㼙㼑㼚㼠㼟㻦㻌 㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑㻌 㼀㼑㼟㼠㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻌㼛㼒㻌㻴㻻㻾㻵㻮㻭㻚㻌㻿㼥㼟㼠㼑㼙㼟㻘㻌 㻼㼞㼛㼏㼑㼟㼟㻌 㻒㻌 㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻌 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㻒㻌 㻿㼥㼟㼠㼑㼙㼟㻘㻌㻌㻹㼑㼐㼕㼏㼍㼘㻙㻰㼕㼍㼓㼚㼛㼟㼠㼕㼏㻌 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㻒㻌 㻿㼥㼟㼠㼑㼙㼟㻘㻌 㻿㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻌㻔㻡㻕㻌㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㻒㻌 㻿㼥㼟㼠㼑㼙㼟㻘㻌 㼍㼚㼐㻌 㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻌 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㻒㻌 㻿㼥㼟㼠㼑㼙㼟㻚㻌㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻌 㼍㼚㼍㼘㼥㼟㼕㼟㻌 㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻘㻌 㼠㼔㼑㻌 㼙㼍㼕㼚㻌 㼜㼞㼛㼐㼡㼏㼠㼟㻌 㼛㼒㻌 㼠㼔㼑㻌㻴㻻㻾㻵㻮㻭㻌 㼏㼍㼚㻌 㼍㼏㼔㼕㼑㼢㼑㻌 㼎㼍㼘㼍㼚㼏㼑㼐㻌 㼓㼞㼛㼣㼠㼔㻌 㼎㼥㻌 㼛㼢㼑㼞㼏㼛㼙㼕㼚㼓㻌 㼑㼍㼏㼔㻌㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻘㻌㼍㼞㼑㻌㼡㼟㼑㼐㻌㼒㼛㼞㻌㻾㻒㻰㻌㼍㼚㼐㻌㼜㼞㼛㼐㼡㼏㼠㻌㼟㼑㼓㼙㼑㼚㼠䇻㼟㻌 㼣㼑㼍㼗㼚㼑㼟㼟㻌 㼣㼕㼠㼔㻌 㼏㼛㼙㼜㼘㼑㼙㼑㼚㼠㼍㼞㼥㻌 㼟㼠㼞㼑㼚㼓㼠㼔㼟㻌 㼍㼙㼛㼚㼓㻌 㼍㼘㼘㻌㼝㼡㼍㼘㼕㼠㼥㻌㼠㼑㼟㼠㼕㼚㼓㻚㻌㼀㼔㼑㼞㼑㻌㼕㼟㻌㼍㻌㼞㼕㼟㼗㻌㼠㼔㼍㼠㻌㼐㼑㼙㼍㼚㼐㻌㼙㼍㼥㻌㼎㼑㻌㼍㼒㼒㼑㼏㼠㼑㼐㻌㼎㼥㻌㼠㼔㼑㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼟㼑㼓㼙㼑㼚㼠㼟㻚㻌 㻺㼑㼢㼑㼞㼠㼔㼑㼘㼑㼟㼟㻘㻌 㼑㼍㼏㼔㻌 㼎㼡㼟㼕㼚㼑㼟㼟㻌 㼟㼑㼓㼙㼑㼚㼠㻌㼠㼔㼑㻌 㻾㻒㻰㻌 㼎㼡㼐㼓㼑㼠㼟㻌 㼛㼒㻌 㼓㼛㼢㼑㼞㼚㼙㼑㼚㼠㻌 㼍㼓㼑㼚㼏㼕㼑㼟㻌 㼍㼚㼐㻌 㼠㼔㼑㻌 㻾㻒㻰㻌㼏㼍㼞㼞㼕㼑㼟㻌 㼞㼕㼟㼗㼟㻌 㼍㼟㼟㼛㼏㼕㼍㼠㼑㼐㻌 㼣㼕㼠㼔㻌 㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚㼟㻌 㼕㼚㻌 㼕㼠㼟㻌 㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌㼍㼚㼐㻌㼜㼞㼛㼐㼡㼏㼠㼕㼛㼚㻌㼛㼒㻌㼜㼞㼕㼢㼍㼠㼑㻌㼑㼚㼠㼑㼞㼜㼞㼕㼟㼑㼟㻚㻌㻭㻌㼏㼔㼍㼚㼓㼑㻌㼕㼚㻌㼛㼜㼑㼞㼍㼠㼕㼛㼚㼟㻚㻌㼐㼑㼙㼍㼚㼐㻌 㼏㼛㼡㼘㼐㻌 㼔㼍㼢㼑㻌 㼍㻌 㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㻌 㼕㼙㼜㼍㼏㼠㻌 㼛㼚㻌 㻴㻻㻾㻵㻮㻭㻌 㻳㼞㼛㼡㼜䇻㼟㻌㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌㼍㼚㼐㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻚㻌㻔㻝㻕㻌㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑㻌㼀㼑㼟㼠㻌㻿㼥㼟㼠㼑㼙㼟㻌㻌㻱㼙㼕㼟㼟㼕㼛㼚㻌 㼙㼑㼍㼟㼡㼞㼑㼙㼑㼚㼠㻌 㼟㼥㼟㼠㼑㼙㼟㻘㻌 㼠㼔㼑㻌 㼙㼍㼕㼚㻌 㼜㼞㼛㼐㼡㼏㼠㼟㻌 㼛㼒㻌 㼠㼔㼑㻌㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑㻌 㼀㼑㼟㼠㻌 㻿㼥㼟㼠㼑㼙㼟㻌 㼟㼑㼓㼙㼑㼚㼠㻘㻌 㼍㼞㼑㻌 㼡㼟㼑㼐㻌 㼎㼥㻌 㼍㼡㼠㼛㼙㼛㼎㼕㼘㼑㻌㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼑㼞㼟㻘㻌 㼍㼡㼠㼛㼙㼛㼠㼕㼢㼑㻌 㼏㼛㼙㼜㼛㼚㼑㼚㼠㻌 㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼑㼞㼟㻌 㼍㼚㼐㻌㼓㼛㼢㼑㼞㼚㼙㼑㼚㼠㻌㼍㼓㼑㼚㼏㼕㼑㼟㻘㻌㼍㼚㼐㻌㼠㼔㼑㻌㼟㼑㼠㼠㼕㼚㼓㻌㼛㼒㻌㼘㼑㼓㼍㼘㻌㼘㼕㼙㼕㼠㼟㻌㼛㼚㻌㼑㼤㼔㼍㼡㼟㼠㻌㼑㼙㼕㼟㼟㼕㼛㼚㼟㻌 㼍㼒㼒㼑㼏㼠㼟㻌 㼐㼑㼙㼍㼚㼐㻚㻌 㻵㼠㻌 㼕㼟㻌 㼜㼛㼟㼟㼕㼎㼘㼑㻘㻌 㼠㼔㼑㼞㼑㼒㼛㼞㼑㻘㻌 㼠㼔㼍㼠㻌 㼠㼔㼑㻌45

Consolidated Balance Sheets㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻮㼍㼘㼍㼚㼏㼑㻌㻿㼔㼑㼑㼠㼟㻴㻻㻾㻵㻮㻭㻘㻌㻸㼠㼐㻚㻌㼍㼚㼐㻌㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻿㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻲㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㼟㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻭㻿㻿㻱㼀㻿
㻯㼡㼞㼞㼑㼚㼠㻌㻭㼟㼟㼑㼠㼟㻦㻯㼍㼟㼔㻌㼍㼚㼐㻌㼏㼍㼟㼔㻌㼑㼝㼡㼕㼢㼍㼘㼑㼚㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㻌㻔㻺㼛㼠㼑㻌㻢㻕㻭㼒㼒㼕㼘㼕㼍㼠㼑㼐㻌㼏㼛㼙㼜㼍㼚㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻭㼘㼘㼛㼣㼍㼚㼏㼑㻌㼒㼛㼞㻌㼐㼛㼡㼎㼠㼒㼡㼘㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻹㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㻔㻺㼛㼠㼑㻌㻠㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼢㼑㼚㼠㼛㼞㼕㼑㼟㻌㻔㻺㼛㼠㼑㻌㻡㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼍㼟㼟㼑㼠㼟㻌㻔㻺㼛㼠㼑㻌㻝㻠㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻌㼏㼡㼞㼞㼑㼚㼠㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻌㼏㼡㼞㼞㼑㼚㼠㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼞㼛㼜㼑㼞㼠㼥㻘㻌㻼㼘㼍㼚㼠㻌㼍㼚㼐㻌㻱㼝㼡㼕㼜㼙㼑㼚㼠㻦㻸㼍㼚㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼡㼕㼘㼐㼕㼚㼓㼟㻌㼍㼚㼐㻌㼟㼠㼞㼡㼏㼠㼡㼞㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻹㼍㼏㼔㼕㼚㼑㼞㼥㻘㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻌㼍㼚㼐㻌㼢㼑㼔㼕㼏㼘㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻌㼕㼚㻌㼜㼞㼛㼓㼞㼑㼟㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻌㼜㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻭㼏㼏㼡㼙㼡㼘㼍㼠㼑㼐㻌㼐㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼜㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌㼍㼚㼐㻌㻻㼠㼔㼑㼞㻌㻺㼛㼚㼏㼡㼞㼞㼑㼚㼠㻌㻭㼟㼟㼑㼠㼟㻦㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㻔㻺㼛㼠㼑㻌㻠㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌㼕㼚㻌㼚㼛㼚㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌㼍㼚㼐㻌㼍㼒㼒㼕㼘㼕㼍㼠㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼍㼟㼟㼑㼠㼟㻌㻔㻺㼛㼠㼑㻌㻝㻠㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻭㼘㼘㼛㼣㼍㼚㼏㼑㻌㼒㼛㼞㻌㼐㼛㼡㼎㼠㼒㼡㼘㻌㼍㼏㼏㼛㼡㼚㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌㼍㼚㼐㻌㼛㼠㼔㼑㼞㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼠㼍㼚㼓㼕㼎㼘㼑㼟㻦㻳㼛㼛㼐㼣㼕㼘㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼛㼒㼠㼣㼍㼞㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻌㼕㼚㼠㼍㼚㼓㼕㼎㼘㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻌㻭㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻔㻺㼛㼠㼑㻌㻝㻕
㻝㻞㻛㻞㻜㻝㻝

\㻟㻠㻘㻠㻡㻥

\㻟㻡㻘㻣㻢㻣

㻐㻠㻢㻜㻘㻜㻤㻠

㻝㻟㻢㻘㻠㻞㻡
㻔㻣㻢㻡㻕㻝㻜㻝㻞㻠㻘㻤㻠㻟㻞㻘㻥㻟㻜㻞㻘㻝㻞㻣㻝㻜㻜㻘㻝㻞㻠

㻝㻞㻢㻟㻥㻘㻞㻠㻥㻔㻣㻡㻜㻕㻝㻘㻝㻜㻜㻞㻢㻘㻞㻤㻤㻟㻘㻞㻜㻝㻟㻘㻞㻣㻞㻝㻜㻤㻘㻞㻡㻡

㻝㻘㻢㻞㻜㻡㻜㻠㻘㻤㻣㻡
㻔㻥㻘㻢㻠㻣㻕
㻝㻠㻘㻝㻠㻥
㻟㻟㻤㻘㻝㻡㻞
㻠㻝㻘㻝㻣㻡
㻠㻞㻘㻜㻤㻥
㻝㻘㻟㻥㻞㻘㻡㻞㻢㻣㻘㻞㻣㻞㻝㻥㻘㻢㻡㻥
㻝㻞㻘㻟㻝㻡
㻣㻠㻟㻝㻞㻘㻟㻟㻡
㻡㻞㻘㻟㻞㻡
㻔㻞㻥㻘㻤㻜㻥㻕
㻞㻞㻘㻡㻝㻢

㻣㻘㻟㻢㻞㻝㻥㻘㻠㻠㻟
㻝㻝㻘㻤㻡㻢
㻞㻘㻝㻟㻜㻝㻞㻘㻟㻤㻤
㻡㻟㻘㻝㻤㻝
㻔㻟㻜㻘㻞㻡㻢㻕
㻞㻞㻘㻥㻞㻠

㻥㻠㻘㻣㻜㻜
㻞㻡㻜㻘㻝㻜㻞
㻝㻡㻞㻘㻡㻜㻤
㻞㻣㻘㻟㻥㻥
㻝㻡㻥㻘㻟㻡㻝
㻢㻤㻠㻘㻜㻤㻣
㻔㻟㻤㻥㻘㻝㻥㻠㻕㻞㻥㻠㻘㻤㻤㻜

㻠㻘㻜㻞㻤
㻥㻠
㻞㻘㻝㻞㻥
㻔㻞㻜㻡㻕
㻟㻘㻞㻟㻝
㻥㻘㻞㻣㻤

㻟㻘㻠㻞㻟
㻥㻜
㻞㻘㻝㻝㻡
㻔㻠㻜㻕
㻟㻘㻞㻠㻜
㻤㻘㻤㻞㻥

㻠㻠㻘㻜㻟㻝
㻝㻘㻝㻡㻣㻞㻣㻘㻞㻜㻢
㻔㻡㻝㻠㻕㻠㻝㻘㻢㻣㻣
㻝㻝㻟㻘㻡㻣㻜

㻞㻝㻜
㻠㻘㻣㻤㻣
㻟㻣㻟
㻡㻘㻟㻣㻝
\㻝㻟㻣㻘㻞㻥㻜

㻞㻜㻝
㻠㻘㻝㻤㻞
㻞㻡㻢
㻠㻘㻢㻠㻜
\㻝㻠㻠㻘㻢㻠㻥

㻞㻘㻡㻤㻡㻡㻟㻘㻣㻥㻠
㻟㻘㻞㻥㻟㻡㻥㻘㻢㻤㻢
㻐㻝㻘㻤㻢㻜㻘㻢㻣㻢\㻡㻘㻜㻠㻝
㻢㻡㻟\㻢㻘㻝㻡㻞
㻢㻢㻜㻐㻣㻥㻘㻝㻟㻡
㻤㻘㻠㻤㻥㻢㻜㻝㻟㻘㻠㻞㻟
㻤㻘㻡㻠㻜
㻟㻘㻠㻡㻤
㻟㻠
㻢㻠㻣
㻝㻜㻢
㻝㻘㻜㻥㻤
㻙
㻠㻘㻢㻟㻝
㻟㻣㻘㻢㻥㻡

㻜㻝㻟㻘㻝㻥㻢
㻣㻘㻤㻜㻡
㻞㻘㻠㻡㻥
㻝㻤
㻣㻡㻡
㻤㻠
㻝㻘㻟㻜㻤
㻝㻣㻠
㻡㻘㻥㻡㻢
㻟㻤㻘㻡㻣㻠

㻜㻝㻢㻥㻘㻣㻠㻡
㻝㻜㻜㻘㻟㻥㻤
㻟㻝㻘㻢㻟㻝
㻞㻟㻝
㻥㻘㻣㻝㻝
㻝㻘㻜㻤㻜
㻝㻢㻘㻤㻞㻡
㻞㻘㻞㻟㻤㻣㻢㻘㻢㻝㻠
㻠㻥㻢㻘㻝㻥㻞

㻝㻝㻘㻠㻟㻟
㻝㻝㻟
㻝㻘㻣㻟㻠
㻞㻠㻤
㻢㻣
㻠㻞㻥
㻝㻘㻠㻝㻟
㻡㻟㻘㻝㻟㻡

㻝㻝㻘㻡㻠㻠
㻝㻜㻤
㻝㻘㻣㻣㻡
㻞㻞㻝
㻙
㻢㻝㻢
㻝㻘㻟㻠㻤
㻡㻠㻘㻝㻤㻥

㻝㻠㻤㻘㻠㻥㻠
㻝㻘㻟㻤㻥㻞㻞㻘㻤㻟㻞
㻞㻘㻤㻠㻞
㻙
㻣㻘㻥㻞㻟
㻝㻣㻘㻟㻟㻥
㻢㻥㻣㻘㻜㻡㻠

㻝㻞㻘㻜㻝㻝

㻝㻞㻘㻜㻝㻝

㻝㻡㻠㻘㻡㻜㻞

㻝㻤㻘㻣㻝㻣
㻡㻤㻘㻠㻢㻤
㻔㻤㻜㻠㻕㻤㻤㻘㻟㻥㻞

㻝㻤㻘㻣㻝㻣
㻢㻢㻘㻞㻣㻤
㻔㻣㻤㻤㻕㻥㻢㻘㻞㻝㻥

㻞㻠㻜㻘㻣㻢㻠
㻤㻡㻞㻘㻡㻡㻥
㻔㻝㻜㻘㻝㻟㻢㻕
㻝㻘㻞㻟㻣㻘㻣㻜㻞㻤㻥㻣㻔㻡㻘㻞㻢㻥㻕
㻔㻠㻘㻟㻣㻞㻕
㻝㻞㻢㻥㻤㻠㻘㻝㻡㻡
\㻝㻟㻣㻘㻞㻥㻜

㻣㻝㻣㻔㻢㻘㻣㻜㻟㻕
㻔㻡㻘㻥㻤㻢㻕
㻝㻤㻢㻠㻜㻥㻜㻘㻠㻢㻜
\㻝㻠㻠㻘㻢㻠㻥

㻥㻘㻞㻞㻟㻔㻤㻢㻘㻞㻞㻟㻕
㻔㻣㻣㻘㻜㻜㻜㻕
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㻚㻚㻚㻚㻚㻹㼕㼚㼛㼞㼕㼠㼥㻌㼕㼚㼠㼑㼞㼑㼟㼠㼟㻌㼕㼚㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻌㻸㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻌㼍㼚㼐㻌㻺㼑㼠㻌㻭㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼑㼑㻌㼠㼔㼑㻌㼚㼛㼠㼑㼟㻌㼠㼛㻌㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻚

Annual Report 2011 | 46

FINANCIAL DATA

Consolidated Statements of Income㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻿㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌㼛㼒㻌㻵㼚㼏㼛㼙㼑㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻔㻺㼛㼠㼑㻌㻝㻕
㻝㻞㻛㻞㻜㻝㻝

㻴㻻㻾㻵㻮㻭㻘㻌㻸㼠㼐㻚㻌㼍㼚㼐㻌㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻿㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻲㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㼟㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
㻺㼑㼠㻌㻿㼍㼘㼑㼟㻌㻔㻺㼛㼠㼑㻌㻝㻤㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻝㻝㻤㻘㻡㻡㻢

\㻝㻞㻟㻘㻠㻡㻢

㻐㻝㻘㻡㻤㻤㻘㻜㻢㻞㻻㼜㼑㼞㼍㼠㼕㼚㼓㻌㻯㼛㼟㼠㼟㻌㼍㼚㼐㻌㻱㼤㼜㼑㼚㼟㼑㼟㻌㻔㻺㼛㼠㼑㻌㻝㻤㻕㻦㻯㼛㼟㼠㻌㼛㼒㻌㼟㼍㼘㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼑㼘㼘㼕㼚㼓㻘㻌㼓㼑㼚㼑㼞㼍㼘㻌㼍㼚㼐㻌㼍㼐㼙㼕㼚㼕㼟㼠㼞㼍㼠㼕㼢㼑㻌㼑㼤㼜㼑㼚㼟㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼏㼛㼟㼠㼟㻌㼍㼚㼐㻌㼑㼤㼜㼑㼚㼟㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻢㻢㻘㻝㻡㻟
㻠㻜㻘㻝㻜㻞
㻝㻜㻢㻘㻞㻡㻢

㻢㻣㻘㻤㻥㻞
㻠㻜㻘㻢㻡㻣
㻝㻜㻤㻘㻡㻠㻥

㻤㻣㻟㻘㻟㻞㻝
㻡㻞㻞㻘㻥㻤㻢
㻝㻘㻟㻥㻢㻘㻟㻜㻤㻻㼜㼑㼞㼍㼠㼕㼚㼓㻌㻵㼚㼏㼛㼙㼑㻌㻔㻺㼛㼠㼑㻌㻝㻤㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻞㻘㻞㻥㻥

㻝㻠㻘㻥㻜㻢

㻝㻥㻝㻘㻣㻠㻝

㻻㼠㼔㼑㼞㻌㻵㼚㼏㼛㼙㼑㻌㻔㻱㼤㼜㼑㼚㼟㼑㼟㻕㻦㻵㼚㼠㼑㼞㼑㼟㼠㻌㼍㼚㼐㻌㼐㼕㼢㼕㼐㼑㼚㼐㻌㼕㼚㼏㼛㼙㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼠㼑㼞㼑㼟㼠㻌㼑㼤㼜㼑㼚㼟㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻲㼛㼞㼑㼕㼓㼚㻌㼑㼤㼏㼔㼍㼚㼓㼑㻌㼓㼍㼕㼚㼟㻌㻔㼘㼛㼟㼟㼑㼟㻕㻘㻌㼚㼑㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻳㼍㼕㼚㻌㼛㼚㻌㼟㼍㼘㼑㻌㼛㼒㻌㼜㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼛㼟㼟㻌㼛㼚㻌㼟㼍㼘㼑㻌㼛㼒㻌㼜㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼛㼟㼟㻌㼛㼚㻌㼐㼕㼟㼜㼛㼟㼍㼘㻌㼛㼒㻌㼜㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼛㼟㼟㻌㼛㼚㻌㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠㻌㼛㼒㻌㼒㼕㼤㼑㼐㻌㼍㼟㼟㼑㼠㼟㻌㻔㻺㼛㼠㼑㻌㻝㻡㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻳㼍㼕㼚㻌㼛㼚㻌㼟㼍㼘㼑㼟㻌㼛㼒㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼛㼟㼟㻌㼛㼚㻌㼢㼍㼘㼡㼍㼠㼕㼛㼚㻌㼛㼒㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㻔㻺㼛㼠㼑㻌㻠㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼡㼎㼟㼕㼐㼥㻌㼕㼚㼏㼛㼙㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻾㼑㼢㼑㼞㼟㼍㼘㻌㼛㼒㻌㼍㼘㼘㼛㼣㼍㼚㼏㼑㻌㼒㼛㼞㻌㼐㼛㼡㼎㼠㼒㼡㼘㻌㼍㼏㼏㼛㼡㼚㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼒㼒㼕㼏㼑㻌㼠㼞㼍㼚㼟㼒㼑㼞㻌㼑㼤㼜㼑㼚㼟㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼞㼛㼢㼕㼟㼕㼛㼚㻌㼒㼛㼞㻌㼘㼛㼟㼟㻌㼛㼚㻌㼓㼡㼍㼞㼍㼚㼠㼑㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻾㼑㼢㼑㼞㼟㼍㼘㻌㼛㼒㻌㼜㼞㼛㼢㼕㼟㼕㼛㼚㻌㼒㼛㼞㻌㼘㼛㼟㼟㻌㼛㼚㻌㼓㼡㼍㼞㼍㼚㼠㼑㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼞㼛㼢㼕㼟㼕㼛㼚㻌㼒㼛㼞㻌㼏㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼘㼛㼟㼟㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼞㼛㼢㼕㼟㼕㼛㼚㻌㼒㼛㼞㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼟㼠㼞㼡㼏㼠㼡㼞㼑㻌㼕㼙㼜㼞㼛㼢㼑㼙㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻘㻌㼚㼑㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻌㼛㼠㼔㼑㼞㻌㼑㼤㼜㼑㼚㼟㼑㼟㻘㻌㼚㼑㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚

㻝㻤㻡
㻔㻠㻤㻤㻕
㻟㻝
㻟㻝㻟
㻔㻞㻡㻕
㻔㻝㻝㻞㻕
㻔㻠㻜㻕
㻡
㻔㻞㻜㻟㻕
㻟㻠
㻝㻢
㻔㻢㻤㻕
㻔㻝㻝㻕
㻙
㻔㻞㻥㻥㻕
㻙
㻞㻠㻡
㻔㻠㻝㻢㻕

㻝㻥㻜
㻔㻠㻥㻠㻕
㻔㻞㻤㻟㻕
㻝㻜
㻔㻠㻕
㻔㻠㻤㻕
㻔㻥㻤㻕
㻙
㻔㻟㻣㻜㻕
㻙
㻙
㻙
㻙
㻢㻣
㻔㻞㻝㻠㻕
㻔㻞㻢㻣㻕
㻞㻡㻡
㻔㻝㻘㻞㻡㻥㻕

㻞㻘㻠㻠㻠㻔㻢㻘㻟㻡㻠㻕
㻔㻟㻘㻢㻠㻜㻕
㻝㻞㻤
㻔㻡㻝㻕
㻔㻢㻝㻣㻕
㻔㻝㻘㻞㻢㻜㻕
㻙㻔㻠㻘㻣㻡㻥㻕
㻙㻙㻙㻙㻤㻢㻝㻔㻞㻘㻣㻡㻞㻕
㻔㻟㻘㻠㻟㻠㻕
㻟㻘㻞㻤㻜㻔㻝㻢㻘㻝㻥㻡㻕

㻵㼚㼏㼛㼙㼑㻌㻮㼑㼒㼛㼞㼑㻌㻵㼚㼏㼛㼙㼑㻌㼀㼍㼤㼑㼟㻌㼍㼚㼐㻌㻹㼕㼚㼛㼞㼕㼠㼥㻌㻵㼚㼠㼑㼞㼑㼟㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻝㻘㻤㻤㻞

㻝㻟㻘㻢㻠㻣

㻝㻣㻡㻘㻡㻠㻢

㻵㼚㼏㼛㼙㼑㻌㼀㼍㼤㼑㼟㻌㻔㻺㼛㼠㼑㻌㻝㻠㻕㻦㻯㼡㼞㼞㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼑㼒㼑㼞㼞㼑㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚

㻠㻘㻥㻠㻡
㻔㻥㻥㻜㻕
㻟㻘㻥㻡㻡

㻡㻘㻝㻤㻣
㻔㻞㻜㻠㻕
㻠㻘㻥㻤㻞

㻢㻢㻘㻣㻞㻞
㻔㻞㻘㻢㻞㻠㻕
㻢㻠㻘㻜㻤㻡

㻵㼚㼏㼛㼙㼑㻌㻮㼑㼒㼛㼞㼑㻌㻹㼕㼚㼛㼞㼕㼠㼥㻌㻵㼚㼠㼑㼞㼑㼟㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚

㻣㻘㻥㻞㻣

㻤㻘㻢㻢㻠

㻝㻝㻝㻘㻠㻠㻤

㻹㼕㼚㼛㼞㼕㼠㼥㻌㻵㼚㼠㼑㼞㼑㼟㼠㼟㻌㻔㻸㼛㼟㼟㼑㼟㻕㻌㼕㼚㻌㻱㼍㼞㼚㼕㼚㼓㼟㻌㼛㼒㻌㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻿㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚

㻔㻜㻕

㻔㻜㻕

㻔㻜㻕

㻺㼑㼠㻌㻵㼚㼏㼛㼙㼑㻌㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻣㻘㻥㻞㻣

\㻤㻘㻢㻢㻠

㻐㻝㻝㻝㻘㻠㻠㻤

㼅㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻼㼑㼞㻌㻿㼔㼍㼞㼑㻌㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻦㻺㼑㼠㻌㼕㼚㼏㼛㼙㼑㻌㻙㻌㼎㼍㼟㼕㼏㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼕㼚㼏㼛㼙㼑㻌㻙㻌㼐㼕㼘㼡㼠㼑㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼍㼟㼔㻌㼐㼕㼢㼕㼐㼑㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻝㻤㻣㻚㻠㻢
㻝㻤㻣㻚㻝㻝
㻝㻣㻚㻜㻜㻝㻞㻛㻞㻜㻝㻝

㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻔㻺㼛㼠㼑㻌㻝㻕
㻝㻞㻛㻞㻜㻝㻝

\㻞㻜㻠㻚㻤㻤
㻞㻜㻠㻚㻠㻝
㻠㻜㻚㻜㻜

㻐㻞㻚㻢㻟
㻞㻚㻢㻞
㻜㻚㻡㻝

㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
\㻣㻘㻥㻞㻣
\㻤㻘㻢㻢㻠

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻔㻺㼛㼠㼑㻌㻝㻕
㻝㻞㻛㻞㻜㻝㻝
㻐㻝㻝㻝㻘㻠㻠㻤

㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻿㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌㼛㼒㻌㻯㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑㻌㻵㼚㼏㼛㼙㼑㻴㻻㻾㻵㻮㻭㻘㻌㻸㼠㼐㻚㻌㼍㼚㼐㻌㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻿㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻲㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㼟㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻵㼚㼏㼛㼙㼑㻌㼎㼑㼒㼛㼞㼑㻌㻹㼕㼚㼛㼞㼕㼠㼥㻌㻵㼚㼠㼑㼞㼑㼟㼠㼟㻻㼠㼔㼑㼞㻌㻯㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑㻌㻵㼚㼏㼛㼙㼑㼁㼚㼞㼑㼍㼘㼕㼦㼑㼐㻌㼓㼍㼕㼚㼟㻌㻔㼘㼛㼟㼟㼑㼟㻕㻌㼛㼚㻌㼍㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻲㼛㼞㼑㼕㼓㼚㻌㼏㼡㼞㼞㼑㼚㼏㼥㻌㼠㼞㼍㼚㼟㼘㼍㼠㼕㼛㼚㻌㼍㼐㼖㼡㼟㼠㼙㼑㼚㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼔㼍㼞㼑㻌㼛㼒㻌㼛㼠㼔㼑㼞㻌㼏㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑㻌㼕㼚㼏㼛㼙㼑㻌㼛㼒㻌㼍㼒㼒㼕㼘㼕㼍㼠㼑㼟㻌㼍㼏㼏㼛㼡㼚㼠㼑㼐㻌㼒㼛㼞㻌㼡㼟㼕㼚㼓㻌㼑㼝㼡㼕㼠㼥㻌㼙㼑㼠㼔㼛㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻌㼛㼠㼔㼑㼞㻌㼏㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑㻌㼕㼚㼏㼛㼙㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑㻌㻵㼚㼏㼛㼙㼑㼀㼛㼠㼍㼘㻌㻯㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑㻌㼕㼚㼏㼛㼙㼑㻌㼍㼠㼠㼞㼕㼎㼡㼠㼍㼎㼘㼑㻌㼠㼛㻻㼣㼚㼑㼞㼟㻌㼛㼒㻌㼠㼔㼑㻌㼜㼍㼞㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻹㼕㼚㼛㼞㼕㼠㼥㻌㼕㼚㼠㼑㼞㼑㼟㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼑㼑㻌㼠㼔㼑㻌㼚㼛㼠㼑㼟㻌㼠㼛㻌㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻚

47

㻔㻟㻡㻕
㻔㻟㻘㻞㻟㻝㻕
㻔㻝㻕㻔㻟㻘㻞㻢㻣㻕
㻠㻘㻢㻡㻥

㻔㻝㻣㻥㻕
㻔㻝㻘㻠㻟㻠㻕
㻔㻜㻕㻔㻝㻘㻢㻝㻟㻕
\㻣㻘㻜㻡㻜

㻔㻞㻘㻟㻜㻞㻕
㻔㻝㻤㻘㻠㻠㻢㻕
㻔㻜㻕㻔㻞㻜㻘㻣㻠㻤㻕
㻐㻥㻜㻘㻢㻤㻢

㻠㻘㻢㻢㻝㻔㻞㻕\㻣㻘㻜㻡㻝
㻔㻜㻕㻐㻥㻜㻘㻢㻥㻥
㻔㻜㻕

Consolidated Statements of Changes in Net Assets㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻿㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌㼛㼒㻌㻯㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㻺㼑㼠㻌㻭㼟㼟㼑㼠㼟㻴㻻㻾㻵㻮㻭㻘㻌㻸㼠㼐㻚㻌㼍㼚㼐㻌㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻿㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻲㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㼟㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻔㻺㼛㼠㼑㻌㻝㻕
㻝㻞㻛㻞㻜㻝㻝

㻿㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟㻓㻌㻱㼝㼡㼕㼠㼥㻯㼛㼙㼙㼛㼚㻌㻿㼠㼛㼏㼗㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼏㼡㼞㼞㼑㼚㼠㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻝㻞㻘㻜㻝㻝
\㻝㻞㻘㻜㻝㻝

\㻝㻞㻘㻜㻝㻝
\㻝㻞㻘㻜㻝㻝

㻐㻝㻡㻠㻘㻡㻜㻞
㻐㻝㻡㻠㻘㻡㻜㻞

㻯㼍㼜㼕㼠㼍㼘㻌㻿㼡㼞㼜㼘㼡㼟㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼏㼡㼞㼞㼑㼚㼠㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻝㻤㻘㻣㻝㻣
\㻝㻤㻘㻣㻝㻣

\㻝㻤㻘㻣㻝㻣
\㻝㻤㻘㻣㻝㻣

㻐㻞㻠㻜㻘㻣㻢㻠
㻐㻞㻠㻜㻘㻣㻢㻠

\㻡㻝㻘㻜㻥㻡

\㻡㻤㻘㻠㻢㻤

㻐㻣㻡㻞㻘㻜㻥㻢

㻔㻡㻠㻥㻕
㻣㻘㻥㻞㻣
㻔㻠㻕
㻣㻘㻟㻣㻟
\㻡㻤㻘㻠㻢㻤

㻔㻤㻠㻡㻕
㻤㻘㻢㻢㻠
㻔㻤㻕
㻣㻘㻤㻝㻜
\㻢㻢㻘㻞㻣㻤

㻔㻝㻜㻘㻤㻢㻥㻕
㻝㻝㻝㻘㻠㻠㻤
㻔㻝㻜㻞㻕㻝㻜㻜㻘㻠㻢㻟
㻐㻤㻡㻞㻘㻡㻡㻥

㻔\㻤㻝㻝㻕

㻔\㻤㻜㻠㻕

㻔㻐㻝㻜㻘㻟㻠㻞㻕㻔㻜㻕㻢㻢
㻔\㻤㻜㻠㻕㻔㻜㻕㻝㻢㻝㻢
㻔\㻣㻤㻤㻕㻔㻜㻕㻞㻜㻡㻞㻜㻡㻔㻐㻝㻜㻘㻝㻟㻢㻕\㻤㻝㻘㻜㻝㻞

\㻤㻤㻘㻟㻥㻞

㻐㻝㻘㻝㻟㻣㻘㻜㻞㻜

㻔㻡㻠㻥㻕
㻣㻘㻥㻞㻣
㻔㻜㻕
㻞
㻣㻘㻟㻣㻥
\㻤㻤㻘㻟㻥㻞

㻔㻤㻠㻡㻕
㻤㻘㻢㻢㻠
㻔㻜㻕
㻣
㻣㻘㻤㻞㻢
\㻥㻢㻘㻞㻝㻥

㻔㻝㻜㻘㻤㻢㻥㻕
㻝㻝㻝㻘㻠㻠㻤
㻔㻜㻕㻥㻜㻝㻜㻜㻘㻢㻢㻤
㻐㻝㻘㻞㻟㻣㻘㻣㻜㻞

\㻥㻟㻞

\㻤㻥㻣

㻐㻝㻝㻘㻡㻟㻤

㻔㻟㻡㻕
㻔㻟㻡㻕
\㻤㻥㻣

㻔㻝㻣㻥㻕
㻔㻝㻣㻥㻕
\㻣㻝㻣

㻔㻞㻘㻟㻜㻞㻕
㻔㻞㻘㻟㻜㻞㻕
㻐㻥㻘㻞㻞㻟

㻔\㻞㻘㻜㻟㻥㻕

㻔\㻡㻘㻞㻢㻥㻕

㻔㻐㻢㻣㻘㻣㻣㻣㻕㻔㻟㻘㻞㻟㻜㻕
㻔㻟㻘㻞㻟㻜㻕
㻔\㻡㻘㻞㻢㻥㻕

㻔㻝㻘㻠㻟㻠㻕
㻔㻝㻘㻠㻟㻠㻕
㻔\㻢㻘㻣㻜㻟㻕

㻔㻝㻤㻘㻠㻠㻢㻕
㻔㻝㻤㻘㻠㻠㻢㻕
㻔㻐㻤㻢㻘㻞㻞㻟㻕

㻔\㻝㻘㻝㻜㻢㻕

㻔\㻠㻘㻟㻣㻞㻕

㻔㻐㻡㻢㻘㻞㻟㻤㻕㻔㻟㻘㻞㻢㻡㻕
㻔㻟㻘㻞㻢㻡㻕
㻔\㻠㻘㻟㻣㻞㻕

㻔㻝㻘㻢㻝㻟㻕
㻔㻝㻘㻢㻝㻟㻕
㻔\㻡㻘㻥㻤㻢㻕

㻔㻞㻜㻘㻣㻠㻤㻕
㻔㻞㻜㻘㻣㻠㻤㻕
㻔㻐㻣㻣㻘㻜㻜㻜㻕

\㻡㻥

\㻝㻞㻢

㻐㻝㻘㻢㻞㻜

㻢㻣
㻢㻣
\㻝㻞㻢

㻢㻜
㻢㻜
\㻝㻤㻢

㻣㻣㻝
㻣㻣㻝
㻐㻞㻘㻟㻥㻞

\㻝㻝

\㻥

㻐㻝㻝㻡

㻔㻞㻕
㻔㻞㻕
\㻥

㻟㻝
㻟㻝
\㻠㻜

㻟㻥㻤
㻟㻥㻤
㻐㻡㻝㻠

\㻣㻥㻘㻥㻣㻣

\㻤㻠㻘㻝㻡㻡

㻐㻝㻘㻜㻤㻞㻘㻡㻝㻤

㻔㻡㻠㻥㻕
㻣㻘㻥㻞㻣
㻔㻜㻕
㻞
㻔㻟㻘㻞㻜㻝㻕
\㻠㻘㻝㻣㻤
\㻤㻠㻘㻝㻡㻡

㻔㻤㻠㻡㻕
㻤㻘㻢㻢㻠
㻔㻜㻕
㻣
㻔㻝㻘㻡㻞㻝㻕
\㻢㻘㻟㻜㻡
\㻥㻜㻘㻠㻢㻜

㻔㻝㻜㻘㻤㻢㻥㻕
㻝㻝㻝㻘㻠㻠㻤
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㻐㻤㻝㻘㻝㻜㻟
㻐㻝㻘㻝㻢㻟㻘㻢㻞㻞㻾㼑㼠㼍㼕㼚㼑㼐㻌㻱㼍㼞㼚㼕㼚㼓㼟㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼐㼡㼞㼕㼚㼓㻌㼠㼔㼑㻌㼜㼑㼞㼕㼛㼐㻦㻯㼍㼟㼔㻌㼐㼕㼢㼕㼐㼑㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼕㼚㼏㼛㼙㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼕㼟㼜㼛㼟㼍㼘㻌㼛㼒㻌㼠㼞㼑㼍㼟㼡㼞㼥㻌㼟㼠㼛㼏㼗㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼏㼡㼞㼞㼑㼚㼠㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼞㼑㼍㼟㼡㼞㼥㻌㻿㼠㼛㼏㼗㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼐㼡㼞㼕㼚㼓㻌㼠㼔㼑㻌㼜㼑㼞㼕㼛㼐㻦㻼㼡㼞㼏㼔㼍㼟㼑㻌㼛㼒㻌㼠㼞㼑㼍㼟㼡㼞㼥㻌㼟㼠㼛㼏㼗㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼕㼟㼜㼛㼟㼍㼘㻌㼛㼒㻌㼠㼞㼑㼍㼟㼡㼞㼥㻌㼟㼠㼛㼏㼗㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼏㼡㼞㼞㼑㼚㼠㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟䇻㻌㼑㼝㼡㼕㼠㼥㻘㻌㼠㼛㼠㼍㼘㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼐㼡㼞㼕㼚㼓㻌㼠㼔㼑㻌㼜㼑㼞㼕㼛㼐㻦㻯㼍㼟㼔㻌㼐㼕㼢㼕㼐㼑㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼕㼚㼏㼛㼙㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼡㼞㼏㼔㼍㼟㼑㻌㼛㼒㻌㼠㼞㼑㼍㼟㼡㼞㼥㻌㼟㼠㼛㼏㼗㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼕㼟㼜㼛㼟㼍㼘㻌㼛㼒㻌㼠㼞㼑㼍㼟㼡㼞㼥㻌㼟㼠㼛㼏㼗㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼏㼡㼞㼞㼑㼚㼠㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻭㼏㼏㼡㼙㼡㼘㼍㼠㼑㼐㻌㼛㼠㼔㼑㼞㻌㼏㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑㻌㼕㼚㼏㼛㼙㼑㼁㼚㼞㼑㼍㼘㼕㼦㼑㼐㻌㼓㼍㼕㼚㼟㻌㻔㼘㼛㼟㼟㼑㼟㻕㻌㼛㼚㻌㼍㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼐㼡㼞㼕㼚㼓㻌㼠㼔㼑㻌㼜㼑㼞㼕㼛㼐㻦㻺㼑㼠㻌㼏㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼛㼠㼔㼑㼞㻌㼠㼔㼍㼚㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟䇻㻌㼑㼝㼡㼕㼠㼥㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼏㼡㼞㼞㼑㼚㼠㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻲㼛㼞㼑㼕㼓㼚㻌㻯㼡㼞㼞㼑㼚㼏㼥㻌㼀㼞㼍㼚㼟㼘㼍㼠㼕㼛㼚㻌㻭㼐㼖㼡㼟㼠㼙㼑㼚㼠㼟㻌㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼐㼡㼞㼕㼚㼓㻌㼠㼔㼑㻌㼜㼑㼞㼕㼛㼐㻦㻺㼑㼠㻌㼏㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼛㼠㼔㼑㼞㻌㼠㼔㼍㼚㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟䇻㻌㼑㼝㼡㼕㼠㼥㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼏㼡㼞㼞㼑㼚㼠㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻭㼏㼏㼡㼙㼡㼘㼍㼠㼑㼐㻌㼛㼠㼔㼑㼞㻌㼏㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑㻌㼕㼚㼏㼛㼙㼑㻘㻌㼠㼛㼠㼍㼘㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼐㼡㼞㼕㼚㼓㻌㼠㼔㼑㻌㼜㼑㼞㼕㼛㼐㻦㻺㼑㼠㻌㼏㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼛㼠㼔㼑㼞㻌㼠㼔㼍㼚㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟䇻㻌㼑㼝㼡㼕㼠㼥㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼏㼡㼞㼞㼑㼚㼠㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼡㼎㼟㼏㼞㼕㼜㼠㼕㼛㼚㻌㻾㼕㼓㼔㼠㼟㻌㼠㼛㻌㻿㼔㼍㼞㼑㼟㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼐㼡㼞㼕㼚㼓㻌㼠㼔㼑㻌㼜㼑㼞㼕㼛㼐㻦㻺㼑㼠㻌㼏㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼛㼠㼔㼑㼞㻌㼠㼔㼍㼚㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟䇻㻌㼑㼝㼡㼕㼠㼥㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼏㼡㼞㼞㼑㼚㼠㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻹㼕㼚㼛㼞㼕㼠㼥㻌㻵㼚㼠㼑㼞㼑㼟㼠㼟㻌㼕㼚㻌㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻿㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼐㼡㼞㼕㼚㼓㻌㼠㼔㼑㻌㼜㼑㼞㼕㼛㼐㻦㻺㼑㼠㻌㼏㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼛㼠㼔㼑㼞㻌㼠㼔㼍㼚㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟䇻㻌㼑㼝㼡㼕㼠㼥㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼏㼡㼞㼞㼑㼚㼠㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㻭㼟㼟㼑㼠㼟㻘㻌㼠㼛㼠㼍㼘㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼜㼞㼑㼢㼕㼛㼡㼟㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼐㼡㼞㼕㼚㼓㻌㼠㼔㼑㻌㼜㼑㼞㼕㼛㼐㻦㻯㼍㼟㼔㻌㼐㼕㼢㼕㼐㼑㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼕㼚㼏㼛㼙㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼡㼞㼏㼔㼍㼟㼑㻌㼛㼒㻌㼠㼞㼑㼍㼟㼡㼞㼥㻌㼟㼠㼛㼏㼗㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼕㼟㼜㼛㼟㼍㼘㻌㼛㼒㻌㼠㼞㼑㼍㼟㼡㼞㼥㻌㼟㼠㼛㼏㼗㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼏㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼕㼠㼑㼙㼟㻌㼛㼠㼔㼑㼞㻌㼠㼔㼍㼚㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟䇻㻌㼑㼝㼡㼕㼠㼥㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㼑㼚㼐㻌㼛㼒㻌㼏㼡㼞㼞㼑㼚㼠㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼑㼑㻌㼠㼔㼑㻌㼚㼛㼠㼑㼟㻌㼠㼛㻌㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻚

Annual Report 2011 | 48

FINANCIAL DATA

Consolidated Statements of Cash Flows㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻿㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌㼛㼒㻌㻯㼍㼟㼔㻌㻲㼘㼛㼣㼟㻴㻻㻾㻵㻮㻭㻘㻌㻸㼠㼐㻚㻌㼍㼚㼐㻌㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻿㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻲㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㼟㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
㻯㼍㼟㼔㻌㻲㼘㼛㼣㼟㻌㻲㼞㼛㼙㻌㻻㼜㼑㼞㼍㼠㼕㼚㼓㻌㻭㼏㼠㼕㼢㼕㼠㼕㼑㼟㻦㻵㼚㼏㼛㼙㼑㻌㼎㼑㼒㼛㼞㼑㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻭㼐㼖㼡㼟㼠㼙㼑㼚㼠㼟㻌㼠㼛㻌㼞㼑㼏㼛㼚㼏㼕㼘㼑㻌㼕㼚㼏㼛㼙㼑㻌㼎㼑㼒㼛㼞㼑㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻌㼠㼛㻌㼚㼑㼠㻌㼏㼍㼟㼔㻌㼜㼞㼛㼢㼕㼐㼑㼐㻌㼎㼥㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㻦㻰㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻌㼍㼚㼐㻌㼍㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼛㼟㼟㻌㼛㼚㻌㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠㻌㼛㼒㻌㼒㼕㼤㼑㼐㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻌㻔㼐㼑㼏㼞㼑㼍㼟㼑㻕㻌㼕㼚㻌㼍㼘㼘㼛㼣㼍㼚㼏㼑㻌㼒㼛㼞㻌㼐㼛㼡㼎㼠㼒㼡㼘㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻌㻔㼐㼑㼏㼞㼑㼍㼟㼑㻕㻌㼕㼚㻌㼜㼞㼛㼢㼕㼟㼕㼛㼚㻌㼒㼛㼞㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼟㼠㼞㼡㼏㼠㼞㼡㼑㻌㼕㼙㼜㼞㼛㼢㼑㼙㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻌㻔㼐㼑㼏㼞㼑㼍㼟㼑㻕㻌㼕㼚㻌㼑㼙㼜㼘㼛㼥㼑㼑㼟㻓㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻌㻔㼐㼑㼏㼞㼑㼍㼟㼑㻕㻌㼕㼚㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻓㻌㼍㼚㼐㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼍㼡㼐㼕㼠㼛㼞㼟㻓㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㼟㻌㻌㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻌㻔㼐㼑㼏㼞㼑㼍㼟㼑㻕㻌㼕㼚㻌㼞㼑㼟㼑㼞㼢㼑㻌㼒㼛㼞㻌㼘㼛㼟㼟㻌㼛㼚㻌㼓㼡㼍㼞㼍㼚㼠㼑㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻌㻔㼐㼑㼏㼞㼑㼍㼟㼑㻕㻌㼕㼚㻌㼜㼞㼛㼢㼕㼟㼕㼛㼚㻌㼒㼛㼞㻌㼏㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼘㼛㼟㼟㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼠㼑㼞㼑㼟㼠㻌㼍㼚㼐㻌㼐㼕㼢㼕㼐㼑㼚㼐㻌㼕㼚㼏㼛㼙㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼠㼑㼞㼑㼟㼠㻌㼑㼤㼜㼑㼚㼟㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻲㼛㼞㼑㼕㼓㼚㻌㼑㼤㼏㼔㼍㼚㼓㼑㻌㼘㼛㼟㼟㼑㼟㻌㻔㼓㼍㼕㼚㼟㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼛㼟㼟㻌㻔㼓㼍㼕㼚㻕㻌㼛㼚㻌㼟㼍㼘㼑㼟㻌㼛㼒㻌㼒㼕㼤㼑㼐㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼛㼟㼟㻌㼛㼚㻌㼐㼕㼟㼜㼛㼟㼍㼘㻌㼛㼒㻌㼒㼕㼤㼑㼐㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼛㼟㼟㻌㻔㼓㼍㼕㼚㻕㻌㼛㼚㻌㼢㼍㼘㼡㼍㼠㼕㼛㼚㻌㼛㼒㻌㼙㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼛㼟㼟㻌㻔㼓㼍㼕㼚㻕㻌㼛㼚㻌㼢㼍㼘㼡㼍㼠㼕㼛㼚㻌㼛㼒㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼛㼟㼟㻌㻔㼓㼍㼕㼚㻕㻌㼛㼚㻌㼟㼍㼘㼑㼟㻌㼛㼒㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼑㼏㼞㼑㼍㼟㼑㻌㻔㼕㼚㼏㼞㼑㼍㼟㼑㻕㻌㼕㼚㻌㼠㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼑㼏㼞㼑㼍㼟㼑㻌㻔㼕㼚㼏㼞㼑㼍㼟㼑㻕㻌㼕㼚㻌㼕㼚㼢㼑㼚㼠㼛㼞㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻌㻔㼐㼑㼏㼞㼑㼍㼟㼑㻕㻌㼕㼚㻌㼠㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼜㼍㼥㼍㼎㼘㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻘㻌㼚㼑㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼡㼎㼠㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼠㼑㼞㼑㼟㼠㻌㼍㼚㼐㻌㼐㼕㼢㼕㼐㼑㼚㼐㼟㻌㼞㼑㼏㼑㼕㼢㼑㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼠㼑㼞㼑㼟㼠㻌㼜㼍㼕㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻌㼜㼍㼕㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼏㼍㼟㼔㻌㼜㼞㼛㼢㼕㼐㼑㼐㻌㼎㼥㻌㻔㼡㼟㼑㼐㻌㼕㼚㻕㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻝㻝㻘㻤㻤㻞

\㻝㻟㻘㻢㻠㻣

㻐㻝㻣㻡㻘㻡㻠㻢

㻠㻘㻡㻞㻟
㻠㻜
㻝㻢㻡
㻙
㻝㻥㻣
㻔㻢㻕
㻝㻝
㻠㻞㻥
㻔㻝㻤㻡㻕
㻠㻤㻤
㻢㻠
㻔㻞㻤㻣㻕
㻝㻝㻞
㻠
㻞㻜㻟
㻔㻠㻕
㻔㻠㻘㻥㻤㻡㻕
㻔㻟㻘㻢㻤㻥㻕
㻟㻘㻥㻟㻟㻡㻞㻠㻝㻟㻘㻠㻞㻟
㻝㻤㻥㻔㻡㻜㻟㻕㻔㻝㻘㻝㻠㻠㻕
㻝㻝㻘㻥㻢㻠

㻠㻘㻝㻠㻢
㻥㻤
㻔㻠㻜㻕
㻝㻥㻞
㻤㻣
㻔㻞㻢㻕
㻔㻢㻣㻕
㻝㻤㻣
㻔㻝㻥㻜㻕
㻠㻥㻠
㻔㻞㻝㻕
㻔㻡㻕
㻠㻤
㻙
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㻜
㻔㻠㻘㻜㻤㻜㻕
㻔㻞㻘㻝㻠㻠㻕
㻣㻜㻣㻥㻝㻝㻟㻘㻡㻢㻜
㻝㻤㻠㻔㻡㻝㻥㻕㻔㻢㻘㻞㻣㻜㻕
㻢㻘㻥㻡㻠㻡㻟㻘㻟㻟㻝
㻝㻘㻞㻢㻜
㻔㻡㻝㻠㻕
㻞㻘㻠㻢㻥
㻝㻘㻝㻝㻥
㻔㻟㻟㻠㻕
㻔㻤㻢㻝㻕
㻞㻘㻠㻜㻡
㻔㻞㻘㻠㻠㻠㻕
㻢㻘㻟㻡㻠
㻔㻞㻣㻜㻕
㻔㻢㻠㻕
㻢㻝㻣
㻙
㻠㻘㻣㻡㻥
㻜
㻔㻡㻞㻘㻠㻤㻞㻕
㻔㻞㻣㻘㻡㻣㻥㻕
㻥㻜㻜㻝㻜㻘㻝㻣㻠
㻝㻣㻠㻘㻠㻞㻣
㻞㻘㻟㻢㻢㻔㻢㻘㻢㻣㻢㻕
㻔㻤㻜㻘㻢㻡㻟㻕
㻤㻥㻘㻠㻡㻞

㻯㼍㼟㼔㻌㻲㼘㼛㼣㼟㻌㻲㼞㼛㼙㻌㻵㼚㼢㼑㼟㼠㼕㼚㼓㻌㻭㼏㼠㼕㼢㼕㼠㼕㼑㼟㻦㻵㼚㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼠㼕㼙㼑㻌㼐㼑㼜㼛㼟㼕㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼑㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼠㼕㼙㼑㻌㼐㼑㼜㼛㼟㼕㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼠㼕㼙㼑㻌㼐㼑㼜㼛㼟㼕㼠㼟㻌㼞㼑㼟㼠㼞㼕㼏㼠㼑㼐㻌㼒㼛㼞㻌㼡㼟㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼑㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼠㼕㼙㼑㻌㼐㼑㼜㼛㼟㼕㼠㼟㻌㼞㼑㼟㼠㼞㼕㼏㼠㼑㼐㻌㼒㼛㼞㻌㼡㼟㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼍㼥㼙㼑㼚㼠㼟㻌㼒㼛㼞㻌㼜㼡㼞㼏㼔㼍㼟㼑㻌㼛㼒㻌㼙㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼞㼛㼏㼑㼑㼐㼟㻌㼒㼞㼛㼙㻌㼟㼍㼘㼑㼟㻌㼛㼒㻌㼙㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼍㼥㼙㼑㼚㼠㼟㻌㼒㼛㼞㻌㼜㼡㼞㼏㼔㼍㼟㼑㻌㼛㼒㻌㼜㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼞㼛㼏㼑㼑㼐㼟㻌㼒㼞㼛㼙㻌㼟㼍㼘㼑㼟㻌㼛㼒㻌㼜㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼍㼥㼙㼑㼚㼠㼟㻌㼒㼛㼞㻌㼜㼡㼞㼏㼔㼍㼟㼑㻌㼛㼒㻌㻌㼕㼚㼠㼍㼚㼓㼕㼎㼘㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼍㼥㼙㼑㼚㼠㼟㻌㼒㼛㼞㻌㼜㼡㼞㼏㼔㼍㼟㼑㻌㼛㼒㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼞㼛㼏㼑㼑㼐㼟㻌㼒㼞㼛㼙㻌㼟㼍㼘㼑㼟㻌㼛㼞㻌㼞㼑㼐㼑㼙㼜㼠㼕㼛㼚㻌㼛㼒㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼍㼥㼙㼑㼚㼠㼟㻌㼒㼛㼞㻌㼜㼡㼞㼏㼔㼍㼟㼑㻌㼛㼒㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌㼕㼚㻌㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼥㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻘㻌㼚㼑㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼏㼍㼟㼔㻌㼜㼞㼛㼢㼕㼐㼑㼐㻌㼎㼥㻌㻔㼡㼟㼑㼐㻌㼕㼚㻕㻌㼕㼚㼢㼑㼟㼠㼕㼚㼓㻌㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚

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㻔㻢㻘㻝㻠㻡㻕

㻔㻝㻝㻘㻞㻝㻢㻕
㻢㻘㻡㻞㻝㻙㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌 㻠㻝㻝㻔㻞㻠㻘㻡㻠㻟㻕
㻝㻝㻘㻢㻠㻝
㻔㻡㻠㻘㻜㻣㻣㻕
㻢㻡㻢㻔㻞㻘㻥㻜㻣㻕
㻔㻝㻘㻣㻠㻥㻕
㻝㻡㻠㻔㻡㻢㻡㻕㻔㻟㻘㻟㻠㻠㻕
㻔㻣㻥㻘㻜㻠㻡㻕

㻯㼍㼟㼔㻌㻲㼘㼛㼣㼟㻌㻲㼞㼛㼙㻌㻲㼕㼚㼍㼚㼏㼕㼚㼓㻌㻭㼏㼠㼕㼢㼕㼠㼕㼑㼟㻦㻺㼑㼠㻌㼕㼚㼏㼞㼑㼍㼟㼑㻌㻔㼐㼑㼏㼞㼑㼍㼟㼑㻕㻌㼕㼚㻌㼟㼔㼛㼞㼠㻙㼠㼑㼞㼙㻌㼎㼛㼞㼞㼛㼣㼕㼚㼓㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼘㼛㼚㼓㻙㼠㼑㼞㼙㻌㼐㼑㼎㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻾㼑㼜㼍㼥㼙㼑㼚㼠㼟㻌㼛㼒㻌㼘㼛㼚㼓㻙㼠㼑㼞㼙㻌㼐㼑㼎㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻾㼑㼜㼍㼥㼙㼑㼚㼠㼟㻌㼛㼚㻌㼒㼕㼚㼍㼚㼏㼑㻌㼘㼑㼍㼟㼑㻌㼛㼎㼘㼕㼓㼍㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼞㼛㼏㼑㼑㼐㼟㻌㼒㼞㼛㼙㻌㼟㼠㼛㼏㼗㻌㼕㼟㼟㼡㼍㼚㼏㼑㻌㼠㼛㻌㼙㼕㼚㼛㼞㼕㼠㼥㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼐㼑㼏㼞㼑㼍㼟㼑㻌㻔㼕㼚㼏㼞㼑㼍㼟㼑㻕㻌㼛㼒㻌㼠㼞㼑㼍㼟㼡㼞㼥㻌㼟㼠㼛㼏㼗㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼍㼟㼔㻌㼐㼕㼢㼕㼐㼑㼚㼐㼟㻌㼜㼍㼕㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼍㼟㼔㻌㼐㼕㼢㼕㼐㼑㼚㼐㼟㻌㼜㼍㼕㼐㻌㼠㼛㻌㼙㼕㼚㼛㼞㼕㼠㼥㻌㼕㼚㼠㼑㼞㼑㼟㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼏㼍㼟㼔㻌㼜㼞㼛㼢㼕㼐㼑㼐㻌㼎㼥㻌㻔㼡㼟㼑㼐㻌㼕㼚㻕㻌㼒㼕㼚㼍㼚㼏㼕㼚㼓㻌㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚

㻔㻟㻤㻕
㻟㻠㻝
㻔㻡㻠㻟㻕
㻔㻞㻟㻣㻕
㻙
㻔㻜㻕
㻔㻡㻡㻜㻕
㻙
㻔㻝㻘㻜㻞㻤㻕

㻝㻘㻡㻡㻣
㻤㻞㻠
㻔㻡㻣㻣㻕
㻔㻝㻟㻡㻕
㻠㻝
㻔㻜㻕
㻔㻤㻠㻣㻕
㻔㻢㻕
㻤㻡㻡

㻞㻜㻘㻜㻞㻤
㻝㻜㻘㻡㻥㻥
㻔㻣㻘㻠㻞㻞㻕
㻔㻝㻘㻣㻟㻢㻕
㻡㻞㻣㻔㻜㻕㻔㻝㻜㻘㻤㻥㻡㻕
㻔㻣㻣㻕㻝㻜㻘㻥㻥㻤

㻱㼒㼒㼑㼏㼠㻌㼛㼒㻌㻱㼤㼏㼔㼍㼚㼓㼑㻌㻾㼍㼠㼑㻌㻯㼔㼍㼚㼓㼑㼟㻌㼛㼚㻌㻯㼍㼟㼔㻌㼍㼚㼐㻌㻯㼍㼟㼔㻌㻱㼝㼡㼕㼢㼍㼘㼑㼚㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㻵㼚㼏㼞㼑㼍㼟㼑㻌㻔㻰㼑㼏㼞㼑㼍㼟㼑㻕㻌㼕㼚㻌㻯㼍㼟㼔㻌㼍㼚㼐㻌㻯㼍㼟㼔㻌㻱㼝㼡㼕㼢㼍㼘㼑㼚㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼍㼟㼔㻌㼍㼚㼐㻌㻯㼍㼟㼔㻌㻱㼝㼡㼕㼢㼍㼘㼑㼚㼠㼟㻌㼍㼠㻌㻮㼑㼓㼕㼚㼚㼕㼚㼓㻌㼛㼒㻌㼅㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼍㼟㼔㻌㼍㼚㼐㻌㻯㼍㼟㼔㻌㻱㼝㼡㼕㼢㼍㼘㼑㼚㼠㼟㻌㼍㼠㻌㻱㼚㼐㻌㼛㼒㻌㼅㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻝㻘㻞㻠㻠㻕
㻢㻘㻤㻢㻤㻞㻣㻘㻡㻥㻜
\㻟㻠㻘㻠㻡㻥

㻔㻟㻡㻢㻕
㻝㻘㻟㻜㻤
㻟㻠㻘㻠㻡㻥
\㻟㻡㻘㻣㻢㻣

㻔㻠㻘㻡㻣㻥㻕
㻝㻢㻘㻤㻞㻡
㻠㻠㻟㻘㻞㻡㻥
㻐㻠㻢㻜㻘㻜㻤㻠

㻿㼑㼑㻌㼠㼔㼑㻌㼚㼛㼠㼑㼟㻌㼠㼛㻌㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻚49

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻔㻺㼛㼠㼑㻌㻝㻕
㻝㻞㻛㻞㻜㻝㻝

HORIBA, Ltd. and Consolidated Subsidiaries | Notes to Consolidated Financial Statements㻝㻚㻌㻮㼍㼟㼕㼟㻌㼛㼒㻌㼜㼞㼑㼟㼑㼚㼠㼕㼚㼓㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌㼜㼞㼑㼢㼍㼕㼘㼕㼚㼓㻌㼑㼤㼏㼔㼍㼚㼓㼑㻌㼞㼍㼠㼑㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻘㻌㼣㼔㼕㼏㼔㻌㼣㼍㼟㻌\㻣㻣㻚㻣㻠㻌㼠㼛㻌㼁㻚㻿㻚㻌㼀㼔㼑㻌 㼍㼏㼏㼛㼙㼜㼍㼚㼥㼕㼚㼓㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌 㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌 㼛㼒㻌 㻴㻻㻾㻵㻮㻭㻘㻌 㻸㼠㼐㻚㻌㻐㻝㻚㻜㻜㻚㻌 㻌 㼀㼔㼑㻌 㼠㼞㼍㼚㼟㼘㼍㼠㼕㼛㼚㼟㻌 㼟㼔㼛㼡㼘㼐㻌 㼚㼛㼠㻌 㼎㼑㻌 㼏㼛㼚㼟㼠㼞㼡㼑㼐㻌 㼍㼟㻌 㼞㼑㼜㼞㼑㼟㼑㼚㼠㼍㼠㼕㼛㼚㼟㻌㻔䇾㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥䇿㻕㻌㼔㼍㼢㼑㻌㼎㼑㼑㼚㻌㼜㼞㼑㼜㼍㼞㼑㼐㻌㼕㼚㻌㼍㼏㼏㼛㼞㼐㼍㼚㼏㼑㻌㼣㼕㼠㼔㻌㼠㼔㼑㻌㼜㼞㼛㼢㼕㼟㼕㼛㼚㼟㻌㼠㼔㼍㼠㻌㼠㼔㼑㻌㻶㼍㼜㼍㼚㼑㼟㼑㻌㼥㼑㼚㻌㼍㼙㼛㼡㼚㼠㼟㻌㼔㼍㼢㼑㻌㼎㼑㼑㼚㻘㻌㼏㼛㼡㼘㼐㻌㼔㼍㼢㼑㻌㼎㼑㼑㼚㻌㼛㼞㻌㼏㼛㼡㼘㼐㻌㼕㼚㻌㼟㼑㼠㻌㼒㼛㼞㼠㼔㻌㼕㼚㻌㼠㼔㼑㻌㻶㼍㼜㼍㼚㼑㼟㼑㻌㻲㼕㼚㼍㼚㼏㼕㼍㼘㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㼍㼚㼐㻌㻱㼤㼏㼔㼍㼚㼓㼑㻌㻸㼍㼣㻌㼍㼚㼐㻌㼠㼔㼑㻌㼒㼡㼠㼡㼞㼑㻌 㼎㼑㻌㼏㼛㼚㼢㼑㼞㼠㼑㼐㻌㼕㼚㼠㼛㻌 㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻌㼍㼠㻌㼠㼔㼕㼟㻌㼛㼞㻌㼍㼚㼥㻌㼛㼠㼔㼑㼞㻌 㼞㼍㼠㼑㻌㼛㼒㻌㼕㼠㼟㻌 㼞㼑㼘㼍㼠㼑㼐㻌 㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌 㼞㼑㼓㼡㼘㼍㼠㼕㼛㼚㼟㻌 㼍㼚㼐㻌 㼕㼚㻌 㼏㼛㼚㼒㼛㼞㼙㼕㼠㼥㻌 㼣㼕㼠㼔㻌 㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㼑㼤㼏㼔㼍㼚㼓㼑㻚㻌 㼀㼔㼑㻌 㼁㻚㻿㻚㻌 㼐㼛㼘㼘㼍㼞㼟㻌 㼍㼙㼛㼡㼚㼠㼟㻌 㼍㼞㼑㻌 㼠㼔㼑㼚㻌 㼞㼛㼡㼚㼐㼑㼐㻌 㼐㼛㼣㼚㻌 㼠㼛㻌 㼠㼔㼑㻌㼜㼞㼕㼚㼏㼕㼜㼘㼑㼟㻌㼓㼑㼚㼑㼞㼍㼘㼘㼥㻌㼍㼏㼏㼑㼜㼠㼑㼐㻌㼕㼚㻌㻶㼍㼜㼍㼚㻌㻔䇾㻶㼍㼜㼍㼚㼑㼟㼑㻌㻳㻭㻭㻼䇿㻕㻘㻌㼣㼔㼕㼏㼔㻌㼍㼞㼑㻌㼚㼑㼍㼞㼑㼟㼠㻌㼠㼔㼛㼡㼟㼍㼚㼐㻚㻌㼐㼕㼒㼒㼑㼞㼑㼚㼠㻌 㼕㼚㻌 㼏㼑㼞㼠㼍㼕㼚㻌 㼞㼑㼟㼜㼑㼏㼠㼟㻌 㼍㼟㻌 㼠㼛㻌 㼍㼜㼜㼘㼕㼏㼍㼠㼕㼛㼚㻌 㼍㼚㼐㻌 㼐㼕㼟㼏㼘㼛㼟㼡㼞㼑㻌㼞㼑㼝㼡㼕㼞㼑㼙㼑㼚㼠㼟㻌㼒㼞㼛㼙㻌㻵㼚㼠㼑㼞㼚㼍㼠㼕㼛㼚㼍㼘㻌㻲㼕㼚㼍㼚㼏㼕㼍㼘㻌㻾㼑㼜㼛㼞㼠㼕㼚㼓㻌㻿㼠㼍㼚㼐㼍㼞㼐㼟㻚㻌㼀㼔㼑㻌 㼍㼏㼏㼛㼡㼚㼠㼟㻌 㼛㼒㻌 㼠㼔㼑㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼛㼢㼑㼞㼟㼑㼍㼟㻌 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌 㼔㼍㼢㼑㻌 㼎㼑㼑㼚㻌㻯㼑㼞㼠㼍㼕㼚㻌㼜㼞㼕㼛㼞㻌㼥㼑㼍㼞㻌㼍㼙㼛㼡㼚㼠㼟㻌㼔㼍㼢㼑㻌㼎㼑㼑㼚㻌㼞㼑㼏㼘㼍㼟㼟㼕㼒㼕㼑㼐㻌㼠㼛㻌㼏㼛㼚㼒㼛㼞㼙㻌㼠㼛㻌㼠㼔㼑㻌㼏㼡㼞㼞㼑㼚㼠㻌㼥㼑㼍㼞䇻㼟㻌㼜㼞㼑㼟㼑㼚㼠㼍㼠㼕㼛㼚㻚㻌㻌㼜㼞㼑㼜㼍㼞㼑㼐㻌 㼕㼚㻌 㼍㼏㼏㼛㼞㼐㼍㼚㼏㼑㻌 㼣㼕㼠㼔㻌 㼑㼕㼠㼔㼑㼞㻌 㻵㼚㼠㼑㼞㼚㼍㼠㼕㼛㼚㼍㼘㻌 㻲㼕㼚㼍㼚㼏㼕㼍㼘㻌 㻾㼑㼜㼛㼞㼠㼕㼚㼓㻌㻞㻚㻌㻿㼡㼙㼙㼍㼞㼥㻌㼛㼒㻌㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㻌㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㼜㼛㼘㼕㼏㼕㼑㼟㻌㻿㼠㼍㼚㼐㼍㼞㼐㼟㻌 㼛㼞㻌 㼁㻚㻿㻚㻌 㼓㼑㼚㼑㼞㼍㼘㼘㼥㻌 㼍㼏㼏㼑㼜㼠㼑㼐㻌 㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌 㼜㼞㼕㼚㼏㼕㼜㼘㼑㼟㻘㻌 㼣㼕㼠㼔㻌㻔㼍㻕㻌㻼㼞㼕㼚㼏㼕㼜㼘㼑㼟㻌㼛㼒㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼕㼛㼚㻌㼍㼐㼖㼡㼟㼠㼙㼑㼚㼠㼟㻌㼒㼛㼞㻌㼠㼔㼑㻌㼟㼕㼤㻌㼟㼜㼑㼏㼕㼒㼕㼑㼐㻌㼕㼠㼑㼙㼟㻌㼍㼟㻌㼍㼜㼜㼘㼕㼏㼍㼎㼘㼑㻚㻌 㼀㼔㼑㻌㼍㼏㼏㼛㼙㼜㼍㼚㼥㼕㼚㼓㻌㼀㼔㼑㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌 㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌 㼕㼚㼏㼘㼡㼐㼑㻌 㼠㼔㼑㻌 㼍㼏㼏㼛㼡㼚㼠㼟㻌 㼛㼒㻌 㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌㼔㼍㼢㼑㻌㼎㼑㼑㼚㻌㼞㼑㼟㼠㼞㼡㼏㼠㼡㼞㼑㼐㻌㼍㼚㼐㻌㼠㼞㼍㼚㼟㼘㼍㼠㼑㼐㻌㻯㼛㼙㼜㼍㼚㼥㻌㼍㼚㼐㻌㻟㻡㻌㻔㻟㻢㻌㼕㼚㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻜㻕㻌㼛㼒㻌㼕㼠㼟㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌㻔䇾㻴㻻㻾㻵㻮㻭䇿㻌㼍㼟㻌㼍㻌㼕㼚㼠㼛㻌 㻱㼚㼓㼘㼕㼟㼔㻌 㻔㼣㼕㼠㼔㻌 㼟㼛㼙㼑㻌 㼑㼤㼜㼍㼚㼐㼑㼐㻌 㼐㼑㼟㼏㼞㼕㼜㼠㼕㼛㼚㼟㻕㻌 㼒㼞㼛㼙㻌 㼠㼔㼑㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼓㼞㼛㼡㼜㻕㻚㻌 㻵㼚㻌 㼒㼕㼟㼏㼍㼘㻌 㻞㻜㻝㻝㻘㻌 㼠㼣㼛㻌 㼏㼛㼙㼜㼍㼚㼕㼑㼟㻌 㼣㼔㼕㼏㼔㻌 㼣㼑㼞㼑㻌 㼚㼑㼣㼘㼥㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌 㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌 㼛㼒㻌 㼠㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼜㼞㼑㼜㼍㼞㼑㼐㻌 㼕㼚㻌 㼍㼏㼏㼛㼞㼐㼍㼚㼏㼑㻌 㼣㼕㼠㼔㻌㼕㼚㼏㼛㼞㼜㼛㼞㼍㼠㼑㼐㻌㼍㼚㼐㻌㼠㼔㼞㼑㼑㻌㼏㼛㼙㼜㼍㼚㼕㼑㼟㻌㼣㼑㼞㼑㻌㼙㼑㼞㼓㼑㼐㻌㼕㼚㼠㼛㻌㼍㼚㼛㼠㼔㼑㼞㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼥㻚㻌 㻌㻶㼍㼜㼍㼚㼑㼟㼑㻌㻳㻭㻭㻼㻌㼍㼚㼐㻌㼒㼕㼘㼑㼐㻌㼣㼕㼠㼔㻌㼠㼔㼑㻌㼍㼜㼜㼞㼛㼜㼞㼕㼍㼠㼑㻌㻸㼛㼏㼍㼘㻌㻲㼕㼚㼍㼚㼏㼑㻌㻮㼡㼞㼑㼍㼡㻌㼛㼒㻌㼀㼔㼑㻌 㼍㼏㼏㼛㼙㼜㼍㼚㼥㼕㼚㼓㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌 㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌 㼕㼚㼏㼘㼡㼐㼑㻌 㼠㼔㼑㻌㼠㼔㼑㻌 㻹㼕㼚㼕㼟㼠㼞㼥㻌 㼛㼒㻌 㻲㼕㼚㼍㼚㼏㼑㻌 㼍㼟㻌 㼞㼑㼝㼡㼕㼞㼑㼐㻌 㼎㼥㻌 㼠㼔㼑㻌 㻶㼍㼜㼍㼚㼑㼟㼑㻌 㻲㼕㼚㼍㼚㼏㼕㼍㼘㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌 㼛㼒㻌 㼠㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼍㼚㼐㻌 㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㻌 㼏㼛㼙㼜㼍㼚㼕㼑㼟㻌 㼛㼢㼑㼞㻌 㼣㼔㼕㼏㼔㻌 㼠㼔㼑㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㼍㼚㼐㻌 㻱㼤㼏㼔㼍㼚㼓㼑㻌 㻸㼍㼣㻚㻌 㻿㼛㼙㼑㻌 㼟㼡㼜㼜㼘㼑㼙㼑㼚㼠㼍㼞㼥㻌 㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㻯㼛㼙㼜㼍㼚㼥㻌 㼔㼍㼟㻌 㼏㼛㼚㼠㼞㼛㼘㻌 㼠㼔㼞㼛㼡㼓㼔㻌 㼙㼍㼖㼛㼞㼕㼠㼥㻌 㼢㼛㼠㼕㼚㼓㻌 㼞㼕㼓㼔㼠㼟㻌 㼛㼞㻌 㼏㼑㼞㼠㼍㼕㼚㻌 㼛㼠㼔㼑㼞㻌㼕㼚㼏㼘㼡㼐㼑㼐㻌 㼕㼚㻌 㼠㼔㼑㻌 㼟㼠㼍㼠㼡㼠㼛㼞㼥㻌 㻶㼍㼜㼍㼚㼑㼟㼑㻌 㼘㼍㼚㼓㼡㼍㼓㼑㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㻌㼑㼢㼕㼐㼑㼚㼏㼕㼚㼓㻌㼏㼛㼚㼠㼞㼛㼘㻌㼎㼥㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻚㻌㻿㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㻌㼕㼚㼠㼑㼞㼏㼛㼙㼜㼍㼚㼥㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻘㻌㼎㼡㼠㻌㼚㼛㼠㻌㼞㼑㼝㼡㼕㼞㼑㼐㻌㼒㼛㼞㻌㼒㼍㼕㼞㻌㼜㼞㼑㼟㼑㼚㼠㼍㼠㼕㼛㼚㻘㻌㼕㼟㻌㼚㼛㼠㻌㼜㼞㼑㼟㼑㼚㼠㼑㼐㻌㼕㼚㻌㼠㼔㼑㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼔㼍㼢㼑㻌㼎㼑㼑㼚㻌㼑㼘㼕㼙㼕㼚㼍㼠㼑㼐㻌㼕㼚㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼕㼛㼚㻚㻌㻵㼚㻌㼠㼔㼑㻌㼍㼏㼏㼛㼙㼜㼍㼚㼥㼕㼚㼓㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻚㻌㼑㼘㼕㼙㼕㼚㼍㼠㼕㼛㼚㻌㼛㼒㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌㼕㼚㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻘㻌㼠㼔㼑㻌㼍㼟㼟㼑㼠㼟㻌㼍㼚㼐㻌㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻌㼛㼒㻌㼠㼔㼑㻌㻱㼒㼒㼑㼏㼠㼕㼢㼑㻌 㻰㼑㼏㼑㼙㼎㼑㼞㻌 㻟㻝㻘㻌 㻞㻜㻝㻝㻘㻌 㼠㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼍㼐㼛㼜㼠㼑㼐㻌 䇾㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻘㻌㼕㼚㼏㼘㼡㼐㼕㼚㼓㻌㼠㼔㼑㻌㼜㼛㼞㼠㼕㼛㼚㼟㻌㼍㼠㼠㼞㼕㼎㼡㼠㼍㼎㼘㼑㻌㼠㼛㻌㼙㼕㼚㼛㼞㼕㼠㼥㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟㻘㻌㻿㼠㼍㼚㼐㼍㼞㼐㻌 㼒㼛㼞㻌 㻼㼞㼑㼟㼑㼚㼠㼍㼠㼕㼛㼚㻌 㼛㼒㻌 㻯㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑㻌 㻵㼚㼏㼛㼙㼑䇿㻌 㻔㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㼍㼞㼑㻌 㼑㼢㼍㼘㼡㼍㼠㼑㼐㻌 㼡㼟㼕㼚㼓㻌 㼠㼔㼑㻌 㼒㼍㼕㼞㻌 㼢㼍㼘㼡㼑㻌 㼍㼠㻌 㼠㼔㼑㻌 㼠㼕㼙㼑㻌 㼠㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼍㼏㼝㼡㼕㼞㼑㼐㻌㻿㼠㼍㼚㼐㼍㼞㼐㻌㻮㼛㼍㼞㼐㻌㼛㼒㻌㻶㼍㼜㼍㼚㻌㻔䇾㻭㻿㻮㻶䇿㻕㻌㻿㼠㼍㼠㼑㼙㼑㼚㼠㻌㻺㼛㻚㻌㻞㻡㻘㻌㼕㼟㼟㼡㼑㼐㻌㼛㼚㻌㻶㼡㼚㼑㻌㼏㼛㼚㼠㼞㼛㼘㻌㼛㼒㻌㼠㼔㼑㻌㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼥㻚㻌㻭㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㻌㼏㼛㼟㼠㼟㻌㼠㼔㼍㼠㻌㼍㼞㼑㻌㼕㼚㻌㼑㼤㼏㼑㼟㼟㻌㻟㻜㻘㻌㻞㻜㻝㻜㻕㻌㼍㼚㼐㻌䇾㻾㼑㼢㼕㼟㼑㼐㻌㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㻿㼠㼍㼚㼐㼍㼞㼐㻌㼒㼛㼞㻌㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻲㼕㼚㼍㼚㼏㼕㼍㼘㻌㼛㼒㻌㼠㼔㼑㻌㼚㼑㼠㻌㼍㼟㼟㼑㼠㼟㻌㼛㼒㻌㼍㼏㼝㼡㼕㼞㼑㼐㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌㼍㼚㼐㻌㼍㼒㼒㼕㼘㼕㼍㼠㼑㼟㻌㼍㼚㼐㻌㼏㼍㼚㼚㼛㼠㻌㼎㼑㻌㻿㼠㼍㼠㼑㼙㼑㼚㼠㼟䇿㻌㻔㻭㻿㻮㻶㻌㻿㼠㼍㼠㼑㼙㼑㼚㼠㻌㻺㼛㻚㻌㻞㻞㻘㻌㼞㼑㼢㼕㼟㼑㼐㻌㼛㼚㻌㻶㼡㼚㼑㻌㻞㻜㻘㻌㻞㻜㻝㻜㻕㻚㻌㻭㼟㻌㼍㻌㼍㼟㼟㼕㼓㼚㼑㼐㻌㼠㼛㻌㼟㼜㼑㼏㼕㼒㼕㼏㻌㼕㼚㼐㼕㼢㼕㼐㼡㼍㼘㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼍㼞㼑㻌㼍㼙㼛㼞㼠㼕㼦㼑㼐㻌㼛㼚㻌㼍㻌㼟㼠㼞㼍㼕㼓㼔㼠㻙㼘㼕㼚㼑㻌㼞㼑㼟㼡㼘㼠㻌㼛㼒㻌㼠㼔㼑㻌㼍㼐㼛㼜㼠㼕㼛㼚㻌㼛㼒㻌㼠㼔㼑㼟㼑㻌㼟㼠㼍㼚㼐㼍㼞㼐㼟㻘㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㼔㼍㼟㻌㼜㼞㼑㼟㼑㼚㼠㼑㼐㻌㼎㼍㼟㼕㼟㻌㼛㼢㼑㼞㻌㼒㼕㼢㼑㻌㼥㼑㼍㼞㼟㻚㻌 㻌㼠㼔㼑㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼟㼠㼍㼠㼑㼙㼑㼚㼠㻌 㼛㼒㻌 㼏㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑㻌 㼕㼚㼏㼛㼙㼑㻌 㼕㼚㻌 㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌㼒㼛㼞㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻚㻌㼀㼔㼑㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼎㼍㼘㼍㼚㼏㼑㻌 㼟㼔㼑㼑㼠㻌 㼍㼚㼐㻌 㼠㼔㼑㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼟㼠㼍㼠㼑㼙㼑㼚㼠㻌 㼛㼒㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌 㻟㻝㻌 㼕㼟㻌 㼠㼔㼑㻌 㼥㼑㼍㼞㻙㼑㼚㼐㻌 㼛㼒㻌 㼠㼔㼑㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌 㼍㼚㼐㻌㼙㼍㼠㼏㼔㼑㼟㻌㼠㼔㼍㼠㻌㼛㼒㻌㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌㼒㼛㼞㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻚㻌㼏㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼚㼑㼠㻌㼍㼟㼟㼑㼠㼟㻌㼍㼟㻌㼛㼒㻌㼍㼚㼐㻌㼒㼛㼞㻌㼠㼔㼑㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻻㼚㼑㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥䇻㼟㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌㼕㼟㻌㼚㼛㼠㻌㼕㼚㼏㼘㼡㼐㼑㼐㻌㼕㼚㻌㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻞㻜㻝㻜㻌㼔㼍㼢㼑㻌㼎㼑㼑㼚㻌㼙㼛㼐㼕㼒㼕㼑㼐㻌㼠㼛㻌㼏㼛㼚㼒㼛㼞㼙㻌㼣㼕㼠㼔㻌㼠㼔㼑㻌㼚㼑㼣㻌㼜㼞㼑㼟㼑㼚㼠㼍㼠㼕㼛㼚㻌㼞㼡㼘㼑㼟㻌㼛㼒㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼍㼟㻌㼠㼔㼑㻌㼑㼒㼒㼑㼏㼠㻌㼛㼒㻌㼕㼠㼟㻌㼕㼚㼏㼘㼡㼟㼕㼛㼚㻌㼛㼚㻌㼠㼛㼠㼍㼘㻌㼍㼟㼟㼑㼠㼟㻘㻌㼟㼍㼘㼑㼟㻘㻌㼕㼚㼏㼛㼙㼑㻌㼍㼚㼐㻌㻞㻜㻝㻝㻚㻌 㻵㼚㻌 㼍㼐㼐㼕㼠㼕㼛㼚㻘㻌 㼠㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼔㼍㼟㻌 㼜㼞㼑㼟㼑㼚㼠㼑㼐㻌 㼠㼔㼑㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼞㼑㼠㼍㼕㼚㼑㼐㻌㼑㼍㼞㼚㼕㼚㼓㼟㻌㼣㼛㼡㼘㼐㻌㼔㼍㼢㼑㻌㼎㼑㼑㼚㻌㼕㼙㼙㼍㼠㼑㼞㼕㼍㼘㻚㻌 㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㻌㼛㼒㻌㼏㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑㻌㼕㼚㼏㼛㼙㼑㻌㼒㼛㼞㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻜㻌㼍㼟㻌㼣㼑㼘㼘㻌㼍㼟㻌㼠㼔㼍㼠㻌㼒㼛㼞㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻚㻌 㻌㼀㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㼔㼍㼟㻌㼒㼕㼢㼑㻌㼍㼒㼒㼕㼘㼕㼍㼠㼑㼐㻌㼏㼛㼙㼜㼍㼚㼕㼑㼟㻌㻔㼟㼕㼤㻌㼕㼚㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻜㻕㻚㻌㼀㼔㼑㻌㼟㼔㼍㼞㼑㼟㻌㼛㼒㻌㼛㼚㼑㻌㼍㼒㼒㼕㼘㼕㼍㼠㼑㼐㻌㼏㼛㼙㼜㼍㼚㼥㻌㼣㼍㼟㻌㼟㼛㼘㼐㻌㼕㼚㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻚㻌㻲㼛㼞㻌㼛㼚㼑㻌㼛㼒㻌㼠㼔㼑㻌㻱㼒㼒㼑㼏㼠㼕㼢㼑㻌㼒㼞㼛㼙㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻘㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㼔㼍㼟㻌㼍㼐㼛㼜㼠㼑㼐㻌㼠㼔㼑㻌䇾㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㼒㼕㼢㼑㻌㼍㼒㼒㼕㼘㼕㼍㼠㼑㼟㻘㻌㼠㼔㼑㻌㼑㼝㼡㼕㼠㼥㻌㼙㼑㼠㼔㼛㼐㻌㼣㼍㼟㻌㼍㼜㼜㼘㼕㼑㼐㻚㻌 㻌 㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌㼕㼚㻌㼠㼔㼑㻌㼛㼠㼔㼑㼞㻌㻿㼠㼍㼚㼐㼍㼞㼐㻌㼒㼛㼞㻌㻭㼟㼟㼑㼠㻌㻾㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㻻㼎㼘㼕㼓㼍㼠㼕㼛㼚㼟䇿㻌㻔㻭㻿㻮㻶㻌㻿㼠㼍㼠㼑㼙㼑㼚㼠㻌㻺㼛㻚㻌 㻝㻤㻘㻌㼒㼛㼡㼞㻌㼍㼒㼒㼕㼘㼕㼍㼠㼑㼟㻌㻔㼓㼑㼚㼑㼞㼍㼘㼘㼥㻌㻞㻜㻑㻙㻡㻜㻑㻌㼛㼣㼚㼑㼞㼟㼔㼕㼜㻕㻌㼍㼚㼐㻌㼕㼚㻌㼛㼚㼑㻌㼚㼛㼚㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼕㼟㼟㼡㼑㼐㻌㼛㼚㻌㻹㼍㼞㼏㼔㻌㻟㻝㻘㻌㻞㻜㻜㻤㻕㻌㼍㼚㼐㻌㼠㼔㼑㻌䇾㻳㼡㼕㼐㼍㼚㼏㼑㻌㼛㼚㻌㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㻿㼠㼍㼚㼐㼍㼞㼐㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼥㻌㼣㼑㼞㼑㻌㼍㼏㼏㼛㼡㼚㼠㼑㼐㻌㼒㼛㼞㻌㼛㼚㻌㼍㻌㼏㼛㼟㼠㻌㼎㼍㼟㼕㼟㻘㻌㼚㼛㼠㻌㼎㼥㻌㼠㼔㼑㻌㼑㼝㼡㼕㼠㼥㻌㼙㼑㼠㼔㼛㼐㻘㻌㼒㼛㼞㻌㻭㼟㼟㼑㼠㻌㻾㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㻻㼎㼘㼕㼓㼍㼠㼕㼛㼚㼟䇿㻌㻔㻭㻿㻮㻶㻌㻳㼡㼕㼐㼍㼚㼏㼑㻌㻺㼛㻚㻌㻞㻝㻘㻌㼕㼟㼟㼡㼑㼐㻌㼛㼚㻌㼍㼟㻌㼠㼔㼑㻌㼑㼒㼒㼑㼏㼠㻌㼛㼚㻌㼕㼚㼏㼛㼙㼑㻌㼍㼚㼐㻌㼞㼑㼠㼍㼕㼚㼑㼐㻌㼑㼍㼞㼚㼕㼚㼓㼟㻌㼣㼍㼟㻌㼕㼙㼙㼍㼠㼑㼞㼕㼍㼘㻚㻌㻹㼍㼞㼏㼔㻌㻟㻝㻘㻌㻞㻜㻜㻤㻕㻚㻌㼀㼔㼕㼟㻌㼍㼜㼜㼘㼕㼏㼍㼠㼕㼛㼚㻌㼔㼍㼐㻌㼚㼛㻌㼙㼍㼠㼑㼞㼕㼍㼘㻌㼕㼙㼜㼍㼏㼠㻌㼛㼚㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㻔㼎㻕㻌㻯㼍㼟㼔㻌㼍㼚㼐㻌㼏㼍㼟㼔㻌㼑㼝㼡㼕㼢㼍㼘㼑㼚㼠㼟㻌㼕㼚㼏㼛㼙㼑㻌 㼍㼚㼐㻌㼕㼚㼏㼛㼙㼑㻌㼎㼑㼒㼛㼞㼑㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻚㻌㻯㼍㼟㼔㻌㼍㼚㼐㻌㼏㼍㼟㼔㻌㼑㼝㼡㼕㼢㼍㼘㼑㼚㼠㼟㻌㼕㼚㼏㼘㼡㼐㼑㻌㼏㼍㼟㼔㻌㼛㼚㻌㼔㼍㼚㼐㻘㻌㼞㼑㼍㼐㼕㼘㼥㻌㼍㼢㼍㼕㼘㼍㼎㼘㼑㻌㼎㼍㼚㼗㻌㼅㼑㼚㻌㼍㼙㼛㼡㼚㼠㼟㻌㼍㼞㼑㻌㼞㼛㼡㼚㼐㼑㼐㻌㼐㼛㼣㼚㻌㼠㼛㻌㼠㼔㼑㻌㼚㼑㼍㼞㼑㼟㼠㻌㼙㼕㼘㼘㼕㼛㼚㻚㻌㼀㼔㼑㼞㼑㼒㼛㼞㼑㻘㻌㼠㼛㼠㼍㼘㻌㼐㼑㼜㼛㼟㼕㼠㼟㻌 㼍㼚㼐㻌 㼟㼔㼛㼞㼠㻙㼠㼑㼞㼙㻌 㼔㼕㼓㼔㼘㼥㻌 㼘㼕㼝㼡㼕㼐㻌 㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌 㼠㼔㼍㼠㻌 㼍㼞㼑㻌 㼞㼑㼍㼐㼕㼘㼥㻌㼛㼞㻌㼟㼡㼎㼠㼛㼠㼍㼘㻌㼍㼙㼛㼡㼚㼠㼟㻌㼐㼛㻌㼚㼛㼠㻌㼚㼑㼏㼑㼟㼟㼍㼞㼕㼘㼥㻌㼏㼛㼞㼞㼑㼟㼜㼛㼚㼐㻌㼣㼕㼠㼔㻌㼠㼔㼑㻌㼍㼓㼓㼞㼑㼓㼍㼠㼑㻌㼛㼒㻌㼏㼛㼚㼢㼑㼞㼠㼕㼎㼘㼑㻌㼕㼚㼠㼛㻌㼏㼍㼟㼔㻘㻌㼔㼍㼢㼑㻌㼕㼚㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㻌㼞㼕㼟㼗㻌㼛㼒㻌㼏㼔㼍㼚㼓㼑㻌㼕㼚㻌㼢㼍㼘㼡㼑㻌㼍㼚㼐㻌㼔㼍㼢㼑㻌㼟㼡㼏㼔㻌㼍㼏㼏㼛㼡㼚㼠㻌㼎㼍㼘㼍㼚㼏㼑㼟㻚㻌㼛㼞㼕㼓㼕㼚㼍㼘㻌㼙㼍㼠㼡㼞㼕㼠㼕㼑㼟㻌㼛㼒㻌㼠㼔㼞㼑㼑㻌㼙㼛㼚㼠㼔㼟㻌㼛㼞㻌㼘㼑㼟㼟㻌㼒㼞㼛㼙㻌㼐㼍㼠㼑㻌㼛㼒㻌㼜㼡㼞㼏㼔㼍㼟㼑㻚㻌 㻌㼀㼔㼑㻌㼠㼞㼍㼚㼟㼘㼍㼠㼕㼛㼚㻌㼛㼒㻌㼠㼔㼑㻌㻶㼍㼜㼍㼚㼑㼟㼑㻌㼥㼑㼚㻌㼍㼙㼛㼡㼚㼠㼟㻌㼕㼚㼠㼛㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㻌㼍㼙㼛㼡㼚㼠㼟㻌㼕㼟㻌㼕㼚㼏㼘㼡㼐㼑㼐㻌㼟㼛㼘㼑㼘㼥㻌㼒㼛㼞㻌㼠㼔㼑㻌㼏㼛㼚㼢㼑㼚㼕㼑㼚㼏㼑㻌㼛㼒㻌㼞㼑㼍㼐㼑㼞㼟㻌㼛㼡㼠㼟㼕㼐㼑㻌㻶㼍㼜㼍㼚㻘㻌㼡㼟㼕㼚㼓㻌㼠㼔㼑㻌㻔㼏㻕㻌㻿㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㻭㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼣㼕㼠㼔㻌㼍㼢㼍㼕㼘㼍㼎㼘㼑㻌㼒㼍㼕㼞㻌㼙㼍㼞㼗㼑㼠㻌㼢㼍㼘㼡㼑㼟㻌㼍㼞㼑㻌㼟㼠㼍㼠㼑㼐㻌
Annual Report 2011 | 50

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Notes to Consolidated Financial Statements㼍㼠㻌㼒㼍㼕㼞㻌㼙㼍㼞㼗㼑㼠㻌㼢㼍㼘㼡㼑㻚㻌㼁㼚㼞㼑㼍㼘㼕㼦㼑㼐㻌㼓㼍㼕㼚㼟㻌㼍㼚㼐㻌㼘㼛㼟㼟㼑㼟㻌㼛㼚㻌㼠㼔㼑㼟㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼍㼞㼑㻌㼛㼒㻌㼑㼙㼜㼘㼛㼥㼑㼑㻌㼎㼛㼚㼡㼟㼑㼟㻌㼒㼛㼞㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻌㼠㼛㻌㼠㼔㼛㼟㼑㻌㼑㼙㼜㼘㼛㼥㼑㼑㼟㻌㼑㼙㼜㼘㼛㼥㼑㼐㻌㼍㼠㻌㼠㼔㼑㻌㼞㼑㼜㼛㼞㼠㼑㼐㻘㻌㼚㼑㼠㻌㼛㼒㻌㼍㼜㼜㼘㼕㼏㼍㼎㼘㼑㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻘㻌㼍㼟㻌㼍㻌㼟㼑㼜㼍㼞㼍㼠㼑㻌㼏㼛㼙㼜㼛㼚㼑㼚㼠㻌㼛㼒㻌㼚㼑㼠㻌㼑㼚㼐㻌㼛㼒㻌㼠㼔㼑㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻌 㻌㼍㼟㼟㼑㼠㼟㻚㻌 㻌 㻾㼑㼍㼘㼕㼦㼑㼐㻌㼓㼍㼕㼚㼟㻌㼍㼚㼐㻌㼘㼛㼟㼟㼑㼟㻌㼛㼚㻌㼠㼔㼑㻌㼟㼍㼘㼑㻌㼛㼒㻌㼟㼡㼏㼔㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼍㼞㼑㻌㻔㼗㻕㻌㻭㼏㼏㼞㼡㼑㼐㻌㼎㼛㼚㼡㼟㼑㼟㻌㼠㼛㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼍㼡㼐㼕㼠㼛㼞㼟㻌㼏㼛㼙㼜㼡㼠㼑㼐㻌㼡㼟㼕㼚㼓㻌㼙㼛㼢㼕㼚㼓㻌㼍㼢㼑㼞㼍㼓㼑㻌㼏㼛㼟㼠㻚㻌㻭㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼣㼕㼠㼔㻌㻿㼛㼙㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌㼜㼞㼛㼢㼕㼐㼑㻌㼒㼛㼞㻌㼍㼏㼏㼞㼡㼑㼐㻌㼎㼛㼚㼡㼟㼑㼟㻌㼠㼛㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻌㼚㼛㻌㼍㼢㼍㼕㼘㼍㼎㼘㼑㻌㼒㼍㼕㼞㻌㼙㼍㼞㼗㼑㼠㻌㼢㼍㼘㼡㼑㻌㼍㼞㼑㻌㼟㼠㼍㼠㼑㼐㻌㼙㼍㼕㼚㼘㼥㻌㼍㼠㻌㼙㼛㼢㼕㼚㼓㻌㼍㼢㼑㼞㼍㼓㼑㻌㼏㼛㼟㼠㻚㻌 㻌㼍㼚㼐㻌 㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌 㼍㼡㼐㼕㼠㼛㼞㼟㻌 㼒㼛㼞㻌 㼠㼔㼑㻌 㼑㼤㼜㼑㼏㼠㼑㼐㻌 㼜㼍㼥㼙㼑㼚㼠㻌 㼛㼒㻌 㼐㼕㼞㼑㼏㼠㼛㼞㻌 㼍㼚㼐㻌㻔㼐㻕㻌㻵㼚㼢㼑㼚㼠㼛㼞㼕㼑㼟㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌 㼍㼡㼐㼕㼠㼛㼞㻌 㼎㼛㼚㼡㼟㼑㼟㻌 㼒㼛㼞㻌 㼒㼕㼟㼏㼍㼘㻌 㻞㻜㻝㻝㻌 㼠㼛㻌 㼠㼔㼛㼟㼑㻌 㼐㼕㼞㼑㼏㼠㼛㼞㼟㻌 㼍㼚㼐㻌㻵㼚㼢㼑㼚㼠㼛㼞㼕㼑㼟㻌㼍㼞㼑㻌㼟㼠㼍㼠㼑㼐㻌㼍㼠㻌㼠㼔㼑㻌㼘㼛㼣㼑㼞㻌㼛㼒㻌㼍㼢㼑㼞㼍㼓㼑㻌㼏㼛㼟㼠㻌㼛㼞㻌㼚㼑㼠㻌㼞㼑㼍㼘㼕㼦㼍㼎㼘㼑㻌㼢㼍㼘㼡㼑㻚㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼍㼡㼐㼕㼠㼛㼞㼟㻌㼟㼑㼞㼢㼕㼚㼓㻌㼍㼠㻌㼠㼔㼑㻌㼑㼚㼐㻌㼛㼒㻌㼠㼔㼑㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻚㻌㻯㼛㼟㼠㻌 㼕㼟㻌 㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐㻌 㼜㼞㼕㼚㼏㼕㼜㼍㼘㼘㼥㻌 㼎㼥㻌 㼠㼔㼑㻌 㼣㼑㼕㼓㼔㼠㼑㼐㻌 㼍㼢㼑㼞㼍㼓㼑㻌 㼙㼑㼠㼔㼛㼐㻌 㼒㼛㼞㻌㻔㼘㻕㻌㻾㼑㼟㼑㼞㼢㼑㻌㼒㼛㼞㻌㼜㼞㼛㼐㼡㼏㼠㻌㼣㼍㼞㼞㼍㼚㼠㼥㻌㼙㼑㼞㼏㼔㼍㼚㼐㼕㼟㼑㻘㻌 㼒㼕㼚㼕㼟㼔㼑㼐㻌 㼓㼛㼛㼐㼟㻌 㼍㼚㼐㻌 㼣㼛㼞㼗㻙㼕㼚㻙㼜㼞㼛㼏㼑㼟㼟㻌 㼍㼚㼐㻌 㼎㼥㻌 㼠㼔㼑㻌 㼙㼛㼢㼕㼚㼓㻌㼀㼔㼑㻌 㼞㼑㼟㼑㼞㼢㼑㻌 㼒㼛㼞㻌 㼜㼞㼛㼐㼡㼏㼠㻌 㼣㼍㼞㼞㼍㼚㼠㼥㻌 㼕㼟㻌 㼜㼞㼛㼢㼕㼐㼑㼐㻌 㼒㼛㼞㻌 㼍㼏㼏㼞㼡㼑㼐㻌 㼣㼍㼞㼞㼍㼚㼠㼥㻌㼍㼢㼑㼞㼍㼓㼑㻌㼙㼑㼠㼔㼛㼐㻌㼒㼛㼞㻌㼞㼍㼣㻌㼙㼍㼠㼑㼞㼕㼍㼘㼟㻌㼍㼚㼐㻌㼟㼡㼜㼜㼘㼕㼑㼟㻚㻌 㻌㼑㼤㼜㼑㼚㼟㼑㼟㻌 㼒㼛㼞㻌 㼜㼞㼛㼐㼡㼏㼠㼟㻌 㼛㼒㻌 㼠㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼍㼚㼐㻌 㼏㼑㼞㼠㼍㼕㼚㻌 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻚㻌 㼀㼔㼑㻌㻔㼑㻕㻌㻼㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻌㼍㼚㼐㻌㼐㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻌㻔㼑㼤㼏㼑㼜㼠㻌㼒㼛㼞㻌㼘㼑㼍㼟㼑㼟㻕㻌㼜㼞㼛㼢㼕㼟㼕㼛㼚㻌㼕㼟㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼑㼟㼠㼕㼙㼍㼠㼑㼟㻌㼙㼍㼐㼑㻌㼒㼞㼛㼙㻌㼍㼏㼠㼡㼍㼘㻌㼜㼍㼟㼠㻌㼑㼤㼜㼑㼞㼕㼑㼚㼏㼑㻌㼍㼚㼐㻌㻼㼞㼛㼜㼑㼞㼠㼥㻘㻌 㼜㼘㼍㼚㼠㻌 㼍㼚㼐㻌 㼑㼝㼡㼕㼜㼙㼑㼚㼠㻌 㼍㼞㼑㻌 㼟㼠㼍㼠㼑㼐㻌 㼍㼠㻌 㼏㼛㼟㼠㻚㻌 㻰㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻌 㼕㼟㻌㼜㼞㼛㼐㼡㼏㼠㻌㼣㼍㼞㼞㼍㼚㼠㼥㻌㼞㼑㼏㼛㼞㼐㼟㻌㼍㼚㼐㻌㼠㼍㼗㼑㼟㻌㼕㼚㼠㼛㻌㼍㼏㼏㼛㼡㼚㼠㻌㼕㼚㼐㼕㼢㼕㼐㼡㼍㼘㻌㼏㼍㼟㼑㼟㻚㻌㼏㼛㼙㼜㼡㼠㼑㼐㻌㼎㼥㻌㼠㼔㼑㻌㼟㼠㼞㼍㼕㼓㼔㼠㻙㼘㼕㼚㼑㻌㼙㼑㼠㼔㼛㼐㻌㼛㼞㻌㼠㼔㼑㻌㼐㼑㼏㼘㼕㼚㼕㼚㼓㻌㼎㼍㼘㼍㼚㼏㼑㻌㼙㼑㼠㼔㼛㼐㻌㻔㼙㻕㻌㻼㼞㼛㼢㼕㼟㼕㼛㼚㻌㼒㼛㼞㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼟㼠㼞㼡㼏㼠㼡㼞㼑㻌㼕㼙㼜㼞㼛㼢㼑㼙㼑㼚㼠㻌㼛㼢㼑㼞㻌㼠㼔㼑㻌㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌㼡㼟㼑㼒㼡㼘㻌㼘㼕㼒㼑㻌㼛㼒㻌㼠㼔㼑㻌㼍㼟㼟㼑㼠㻚㻌㻮㼡㼕㼘㼐㼕㼚㼓㼟㻌㼍㼏㼝㼡㼕㼞㼑㼐㻌㼍㼒㼠㼑㼞㻌㻭㼜㼞㼕㼘㻌㻝㻘㻌㻼㼞㼛㼢㼕㼟㼕㼛㼚㻌㼕㼟㻌㼙㼍㼐㼑㻌㼒㼛㼞㻌㼑㼤㼜㼑㼚㼟㼑㼟㻌㼍㼚㼐㻌㼘㼛㼟㼟㼑㼟㻌㼍㼞㼕㼟㼕㼚㼓㻌㼒㼞㼛㼙㻌㼍㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㻝㻥㻥㻤㻌㼍㼚㼐㻌㼠㼔㼑㻌㻱㻾㻼㻌㼟㼥㼟㼠㼑㼙㻌㻔㼟㼑㼞㼢㼑㼞㻘㻌㼑㼠㼏㻕㻌㼕㼚㼏㼘㼡㼐㼑㼐㻌㼕㼚㻌䇾㻻㼠㼔㼑㼞㻌㼜㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼟㼠㼞㼡㼏㼠㼡㼞㼑㻌㼕㼙㼜㼞㼛㼢㼑㼙㼑㼚㼠㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥䇻㼟㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼥㻘㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼍㼚㻌㼍㼚㼐㻌 㼑㼝㼡㼕㼜㼙㼑㼚㼠䇿㻌 㼍㼞㼑㻌 㼐㼑㼜㼞㼑㼏㼕㼍㼠㼑㼐㻌 㼎㼥㻌 㼠㼔㼑㻌 㼟㼠㼞㼍㼕㼓㼔㼠㻙㼘㼕㼚㼑㻌 㼙㼑㼠㼔㼛㼐㻚㻌 㻻㼠㼔㼑㼞㻌㼑㼟㼠㼕㼙㼍㼠㼑㻌㼛㼒㻌㼜㼛㼠㼑㼚㼠㼕㼍㼘㻌㼘㼛㼟㼟㻚㻌㼜㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻌㼍㼞㼑㻌㼐㼑㼜㼞㼑㼏㼕㼍㼠㼑㼐㻌㼎㼥㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㼍㼚㼐㻌㼠㼔㼑㻌㻔㼚㻕㻌㻾㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㼟㻌㼍㼚㼐㻌㼜㼑㼚㼟㼕㼛㼚㻌㼜㼘㼍㼚㼟㻌㼐㼛㼙㼑㼟㼠㼕㼏㻌 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌 㼎㼥㻌 㼠㼔㼑㻌 㼐㼑㼏㼘㼕㼚㼕㼚㼓㻌 㼎㼍㼘㼍㼚㼏㼑㻌 㼙㼑㼠㼔㼛㼐㻌 㼍㼚㼐㻌 㼎㼥㻌 㼠㼔㼑㻌㼀㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼍㼚㼐㻌 㼟㼛㼙㼑㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌 㼜㼞㼛㼢㼕㼐㼑㻌 㼒㼛㼞㻌㼛㼢㼑㼞㼟㼑㼍㼟㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌㼎㼥㻌㼠㼔㼑㻌㼟㼠㼞㼍㼕㼓㼔㼠㻙㼘㼕㼚㼑㻌㼙㼑㼠㼔㼛㼐㻚㻌㼀㼔㼑㻌㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌㼡㼟㼑㼒㼡㼘㻌㼑㼙㼜㼘㼛㼥㼑㼑㼟䇻㻌 㼟㼑㼢㼑㼞㼍㼚㼏㼑㻌 㼍㼚㼐㻌 㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌 㼎㼑㼚㼑㼒㼕㼠㼟㻌 㼎㼍㼟㼑㼐㻌 㼛㼚㻌 㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌㼘㼕㼢㼑㼟㻌㼛㼒㻌㼎㼡㼕㼘㼐㼕㼚㼓㼟㻌㼍㼚㼐㻌㼟㼠㼞㼡㼏㼠㼡㼞㼑㼟㻌㼞㼍㼚㼓㼑㻌㼒㼞㼛㼙㻌㻟㻌㼠㼛㻌㻢㻜㻌㼥㼑㼍㼞㼟㻌㼍㼚㼐㻌㼠㼔㼛㼟㼑㻌㼛㼒㻌㼍㼙㼛㼡㼚㼠㼟㻌㼛㼒㻌㼜㼞㼛㼖㼑㼏㼠㼑㼐㻌㼎㼑㼚㼑㼒㼕㼠㻌㼛㼎㼘㼕㼓㼍㼠㼕㼛㼚㻌㼍㼚㼐㻌㼠㼔㼑㻌㼒㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼛㼒㻌㼜㼘㼍㼚㻌㼍㼟㼟㼑㼠㼟㻚㻌 㻌 㻌㼙㼍㼏㼔㼕㼚㼑㼞㼥㻘㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻌㼍㼚㼐㻌㼢㼑㼔㼕㼏㼘㼑㼟㻌㼒㼞㼛㼙㻌㻞㻌㼠㼛㻌㻝㻤㻌㼥㼑㼍㼞㼟㻚㻌 㻌51㻭㼏㼠㼡㼍㼞㼕㼍㼘㻌 㼓㼍㼕㼚㼟㻌 㼍㼚㼐㻌 㼘㼛㼟㼟㼑㼟㻌 㼍㼞㼑㻌 㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐㻌 㼕㼚㻌 㼑㼤㼜㼑㼚㼟㼑㼟㻌 㼡㼟㼕㼚㼓㻌 㼠㼔㼑㻌㻔㼒㻕㻌㻳㼛㼛㼐㼣㼕㼘㼘㻌㼟㼠㼞㼍㼕㼓㼔㼠㻙㼘㼕㼚㼑㻌㼙㼑㼠㼔㼛㼐㻌㼛㼢㼑㼞㻌㼍㻌㼒㼕㼤㼑㼐㻌㼠㼑㼞㼙㻌㼛㼒㻌㼥㼑㼍㼞㼟㻌㻔㻡㻌㼠㼛㻌㻤㻌㼥㼑㼍㼞㼟㻕㻘㻌㼣㼔㼕㼏㼔㻌㼕㼟㻌㻳㼛㼛㼐㼣㼕㼘㼘㻘㻌㼣㼔㼕㼏㼔㻌㼞㼑㼜㼞㼑㼟㼑㼚㼠㼟㻌㼠㼔㼑㻌㼑㼤㼏㼑㼟㼟㻌㼛㼒㻌㼠㼔㼑㻌㼜㼡㼞㼏㼔㼍㼟㼑㻌㼜㼞㼕㼏㼑㻌㼛㼢㼑㼞㻌㼠㼔㼑㻌㼒㼍㼕㼞㻌㼣㼕㼠㼔㼕㼚㻌 㼠㼔㼑㻌 㼍㼢㼑㼞㼍㼓㼑㻌 㼛㼒㻌 㼠㼔㼑㻌 㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌 㼞㼑㼙㼍㼕㼚㼕㼚㼓㻌 㼟㼑㼞㼢㼕㼏㼑㻌 㼥㼑㼍㼞㼟㻌 㼛㼒㻌㼢㼍㼘㼡㼑㻌㼛㼒㻌㼠㼔㼑㻌㼚㼑㼠㻌㼍㼟㼟㼑㼠㼟㻌㼍㼏㼝㼡㼕㼞㼑㼐㻘㻌㼕㼟㻌㼍㼙㼛㼞㼠㼕㼦㼑㼐㻌㼛㼚㻌㼍㻌㼟㼠㼞㼍㼕㼓㼔㼠㻙㼘㼕㼚㼑㻌㼎㼍㼟㼕㼟㻌㼑㼙㼜㼘㼛㼥㼑㼑㼟㻘㻌㼏㼛㼙㼙㼑㼚㼏㼕㼚㼓㻌㼣㼕㼠㼔㻌㼠㼔㼑㻌㼒㼛㼘㼘㼛㼣㼕㼚㼓㻌㼜㼑㼞㼕㼛㼐㻚㻌㻵㼚㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㼍㼚㼐㻌㼛㼢㼑㼞㻌㼍㻌㼜㼑㼞㼕㼛㼐㻌㼛㼒㻌㼒㼕㼢㼑㻌㼥㼑㼍㼞㼟㻚㻌 㻌㼟㼛㼙㼑㻌 㼐㼛㼙㼑㼟㼠㼕㼏㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻘㻌 㼜㼞㼕㼛㼞㻌 㼟㼑㼞㼢㼕㼏㼑㻌 㼏㼛㼟㼠㼟㻌 㼍㼞㼑㻌㻔㼓㻕㻌㻿㼛㼒㼠㼣㼍㼞㼑㻌㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐㻌㼕㼚㻌㼑㼤㼜㼑㼚㼟㼑㼟㻌㼡㼟㼕㼚㼓㻌㼠㼔㼑㻌㼟㼠㼞㼍㼕㼓㼔㼠㻙㼘㼕㼚㼑㻌㼙㼑㼠㼔㼛㼐㻌㼛㼢㼑㼞㻌㼍㻌㼒㼕㼤㼑㼐㻌㼠㼑㼞㼙㻌㻭㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚㻌㼛㼒㻌㼏㼛㼙㼜㼡㼠㼑㼞㻌㼟㼛㼒㼠㼣㼍㼞㼑㻌㼡㼟㼑㼐㻌㼎㼥㻌㻴㻻㻾㻵㻮㻭㻌㼕㼟㻌㼏㼛㼙㼜㼡㼠㼑㼐㻌㼛㼚㻌㼠㼔㼑㻌㼛㼒㻌 㼥㼑㼍㼞㼟㻌 㻔㻝㻜㻌 㼥㼑㼍㼞㼟㻕㻘㻌 㼣㼔㼕㼏㼔㻌 㼕㼟㻌 㼣㼕㼠㼔㼕㼚㻌 㼠㼔㼑㻌 㼍㼢㼑㼞㼍㼓㼑㻌 㼛㼒㻌 㼠㼔㼑㻌 㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌㼟㼠㼞㼍㼕㼓㼔㼠㻙㼘㼕㼚㼑㻌㼙㼑㼠㼔㼛㼐㻌㼛㼢㼑㼞㻌㼠㼔㼑㻌㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌㼡㼟㼑㼒㼡㼘㻌㼘㼕㼒㼑㻌㼛㼒㻌㻟㻌㼠㼛㻌㻝㻜㻌㼥㼑㼍㼞㼟㻚㻌 㻌㼞㼑㼙㼍㼕㼚㼕㼚㼓㻌㼟㼑㼞㼢㼕㼏㼑㻌㼥㼑㼍㼞㼟㻌㼛㼒㻌㼑㼙㼜㼘㼛㼥㼑㼑㼟㻘㻌㼏㼛㼙㼙㼑㼚㼏㼕㼚㼓㻌㼕㼚㻌㼠㼔㼑㻌㼜㼑㼞㼕㼛㼐㻌 㼠㼔㼑㼥㻌㻔㼔㻕㻌㻸㼑㼍㼟㼑㼟㻌㼍㼞㼕㼟㼑㻚㻌㻵㼚㻌㼟㼛㼙㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻘㻌㼠㼔㼑㼥㻌㼍㼞㼑㻌㼑㼤㼜㼑㼚㼟㼑㼐㻌㼍㼟㻌㼕㼚㼏㼡㼞㼞㼑㼐㻚㻌㼃㼕㼠㼔㻌㼞㼑㼓㼍㼞㼐㻌㼠㼛㻌㼘㼑㼍㼟㼑㼐㻌㼍㼟㼟㼑㼠㼟㻌㼡㼚㼐㼑㼞㻌㼒㼕㼚㼍㼚㼏㼑㻌㼘㼑㼍㼟㼑㼟㻌㼛㼠㼔㼑㼞㻌㼠㼔㼍㼚㻌㼠㼔㼛㼟㼑㻌㼠㼔㼍㼠㻌㻱㼒㼒㼑㼏㼠㼕㼢㼑㻌 㻶㼍㼚㼡㼍㼞㼥㻌 㻝㻘㻌 㻞㻜㻝㻜㻘㻌 㼠㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼔㼍㼟㻌 㼍㼐㼛㼜㼠㼑㼐㻌 㼠㼔㼑㻌 䇾㻼㼍㼞㼠㼕㼍㼘㻌㼍㼞㼑㻌㼐㼑㼑㼙㼑㼐㻌㼠㼛㻌㼠㼞㼍㼚㼟㼒㼑㼞㻌㼛㼣㼚㼑㼞㼟㼔㼕㼜㻌㼛㼒㻌㼠㼔㼑㻌㼘㼑㼍㼟㼑㼐㻌㼜㼞㼛㼜㼑㼞㼠㼥㻌㼠㼛㻌㼠㼔㼑㻌㼘㼑㼟㼟㼑㼑㻘㻌㻾㼑㼢㼕㼟㼕㼛㼚㼟㻌 㼠㼛㻌 㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌 㻿㼠㼍㼚㼐㼍㼞㼐㻌 㼒㼛㼞㻌 㻾㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌 㻮㼑㼚㼑㼒㼕㼠㼟㻌 㻔㻼㼍㼞㼠㻌 㻟㻕䇿㻌㼠㼔㼑㻌 㼘㼑㼍㼟㼑㻌 㼠㼑㼞㼙㻌 㼕㼟㻌 㼐㼑㼑㼙㼑㼐㻌 㼠㼛㻌 㼎㼑㻌 㼠㼔㼑㻌 㼡㼟㼑㼒㼡㼘㻌 㼘㼕㼒㼑㻘㻌 㼍㼚㼐㻌 㼐㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻌 㼕㼟㻌㻔㻭㻿㻮㻶㻌㻿㼠㼍㼠㼑㼙㼑㼚㼠㻌㻺㼛㻚㻌㻝㻥㻘㻌㼕㼟㼟㼡㼑㼐㻌㼛㼚㻌㻶㼡㼘㼥㻌㻟㻝㻘㻌㻞㻜㻜㻤㻕㻚㻌㼀㼔㼕㼟㻌㼍㼜㼜㼘㼕㼏㼍㼠㼕㼛㼚㻌㼔㼍㼐㻌㼏㼛㼙㼜㼡㼠㼑㼐㻌 㼎㼥㻌 㼠㼔㼑㻌 㼟㼠㼞㼍㼕㼓㼔㼠㻙㼘㼕㼚㼑㻌 㼙㼑㼠㼔㼛㼐㻌 㼛㼢㼑㼞㻌 㼠㼔㼑㻌 㼘㼑㼍㼟㼑㻌 㼠㼑㼞㼙㻌 㼣㼕㼠㼔㻌 㼦㼑㼞㼛㻌㼚㼛㻌㼕㼙㼜㼍㼏㼠㻌㼛㼚㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼕㼚㼏㼛㼙㼑㻌㼛㼞㻌㼕㼚㼏㼛㼙㼑㻌㼎㼑㼒㼛㼞㼑㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻌㼒㼛㼞㻌㼒㼕㼟㼏㼍㼘㻌㼞㼑㼟㼕㼐㼡㼍㼘㻌 㼢㼍㼘㼡㼑㻚㻌 㻲㼕㼚㼍㼚㼏㼑㻌 㼘㼑㼍㼟㼑㼟㻌 㼛㼠㼔㼑㼞㻌 㼠㼔㼍㼚㻌 㼠㼔㼛㼟㼑㻌 㼠㼔㼍㼠㻌 㼍㼞㼑㻌 㼐㼑㼑㼙㼑㼐㻌 㼠㼛㻌㻞㻜㻝㻜㻚㻌

㼠㼞㼍㼚㼟㼒㼑㼞㻌 㼛㼣㼚㼑㼞㼟㼔㼕㼜㻌 㼛㼒㻌 㼠㼔㼑㻌 㼘㼑㼍㼟㼑㼐㻌 㼜㼞㼛㼜㼑㼞㼠㼥㻌 㼠㼛㻌 㼠㼔㼑㻌 㼘㼑㼟㼟㼑㼑㻌 㼍㼚㼐㻌 㼣㼔㼕㼏㼔㻌㻔㼛㻕㻌㻾㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㼟㻌㼒㼛㼞㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼍㼡㼐㼕㼠㼛㼞㼟㻌㼏㼛㼙㼙㼑㼚㼏㼑㼐㻌㼕㼚㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㼟㻌㼎㼑㼓㼕㼚㼚㼕㼚㼓㻌㼜㼞㼕㼛㼞㻌㼠㼛㻌㻶㼍㼚㼡㼍㼞㼥㻌㻝㻘㻌㻞㻜㻜㻥㻌㼏㼛㼚㼠㼕㼚㼡㼑㻌㼠㼛㻌㻿㼛㼙㼑㻌 㼐㼛㼙㼑㼟㼠㼕㼏㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌 㼍㼏㼏㼞㼡㼑㻌 㼍㼚㻌 㼍㼙㼛㼡㼚㼠㻌 㼒㼛㼞㻌㼎㼑㻌㼍㼏㼏㼛㼡㼚㼠㼑㼐㻌㼒㼛㼞㻌㼕㼚㻌㼍㻌㼣㼍㼥㻌㼠㼔㼍㼠㻌㼕㼟㻌㼟㼕㼙㼕㼘㼍㼞㻌㼠㼛㻌㼠㼔㼑㻌㼙㼑㼠㼔㼛㼐㻌㼡㼟㼑㼐㻌㼒㼛㼞㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㼟㻌㼒㼛㼞㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼍㼡㼐㼕㼠㼛㼞㼟㻌㼍㼠㻌㼠㼔㼑㻌㼎㼍㼘㼍㼚㼏㼑㻌㼘㼑㼍㼟㼑㼟㻚㻌

㼟㼔㼑㼑㼠㻌㼐㼍㼠㼑㻌㼎㼍㼟㼑㼐㻌㼡㼜㼛㼚㻌㼕㼚㼠㼑㼞㼚㼍㼘㻌㼞㼡㼘㼑㼟㻚㻌 㻌㻔㼕㻕㻌㻭㼘㼘㼛㼣㼍㼚㼏㼑㻌㼒㼛㼞㻌㼐㼛㼡㼎㼠㼒㼡㼘㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟㻌㻔㼜㻕㻌㻼㼞㼛㼢㼕㼟㼕㼛㼚㻌㼒㼛㼞㻌㼘㼛㼟㼟㻌㼛㼚㻌㼓㼡㼍㼞㼍㼚㼠㼑㼑㼟㻌㼀㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼍㼚㼐㻌 㼕㼠㼟㻌 㼐㼛㼙㼑㼟㼠㼕㼏㻌 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌 㼜㼞㼛㼢㼕㼐㼑㻌 㼒㼛㼞㻌 㼐㼛㼡㼎㼠㼒㼡㼘㻌㻭㻌㼞㼑㼟㼑㼞㼢㼑㻌㼒㼛㼞㻌㼘㼛㼟㼟㻌㼛㼚㻌㼓㼡㼍㼞㼍㼚㼠㼑㼑㼟㻌㼣㼍㼟㻌㼜㼞㼛㼢㼕㼐㼑㼐㻌㼕㼚㻌㼍㼚㻌㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌㼍㼙㼛㼡㼚㼠㻌㼕㼚㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼜㼞㼕㼚㼏㼕㼜㼍㼘㼘㼥㻌㼍㼠㻌㼍㼚㻌㼍㼙㼛㼡㼚㼠㻌㼏㼛㼙㼜㼡㼠㼑㼐㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼠㼔㼑㻌㼍㼏㼠㼡㼍㼘㻌㼞㼍㼠㼕㼛㻌㼛㼒㻌㼞㼑㼘㼍㼠㼕㼛㼚㻌㼠㼛㻌㼍㼚㻌㼍㼒㼒㼕㼘㼕㼍㼠㼑㼐㻌㼏㼛㼙㼜㼍㼚㼥㻌㼍㼒㼠㼑㼞㻌㼏㼛㼚㼟㼕㼐㼑㼞㼍㼠㼕㼛㼚㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥䇻㼟㻌㼎㼍㼐㻌㼐㼑㼎㼠㼟㻌㼕㼚㻌㼠㼔㼑㻌㼜㼍㼟㼠㻌㼜㼘㼡㼟㻌㼠㼔㼑㻌㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌㼡㼚㼏㼛㼘㼘㼑㼏㼠㼕㼎㼘㼑㻌㼍㼙㼛㼡㼚㼠㼟㻌㼛㼒㻌㼏㼑㼞㼠㼍㼕㼚㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼜㼛㼟㼕㼠㼕㼛㼚㻘㻌㼑㼠㼏㻚㻌 㻌㼕㼚㼐㼕㼢㼕㼐㼡㼍㼘㻌 㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟㻚㻌 㼀㼔㼑㻌 㼛㼢㼑㼞㼟㼑㼍㼟㻌 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌 㼜㼞㼛㼢㼕㼐㼑㻌 㼒㼛㼞㻌 㼐㼛㼡㼎㼠㼒㼡㼘㻌㻔㼝㻕㻌㻼㼞㼛㼢㼕㼟㼕㼛㼚㻌㼒㼛㼞㻌㼏㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼘㼛㼟㼟㼑㼟㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼑㼟㼠㼕㼙㼍㼠㼑㼟㻌㼙㼍㼐㼑㻌㼎㼥㻌㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠㻚㻌㻼㼞㼛㼢㼕㼟㼕㼛㼚㻌㼕㼟㻌㼙㼍㼐㼑㻌㼒㼛㼞㻌㼜㼛㼠㼑㼚㼠㼕㼍㼘㻌㼘㼛㼟㼟㼑㼟㻌㼍㼞㼕㼟㼕㼚㼓㻌㼒㼞㼛㼙㻌㼜㼍㼥㼕㼚㼓㻌㼏㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㻔㼖㻕㻌㻭㼏㼏㼞㼡㼑㼐㻌㼎㼛㼚㼡㼟㼑㼟㻌㼠㼛㻌㼑㼙㼜㼘㼛㼥㼑㼑㼟㻌㼒㼛㼞㻌㼐㼍㼙㼍㼓㼑㼟㻚㻌㻵㼠㻌㼕㼟㻌㼜㼞㼛㼢㼕㼐㼑㼐㻌㼒㼛㼞㻌㼜㼛㼠㼑㼚㼠㼕㼍㼘㻌㼏㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼒㼛㼞㻌㼐㼍㼙㼍㼓㼑㼟㻌㼠㼛㻌㻭㼏㼏㼞㼡㼑㼐㻌㼎㼛㼚㼡㼟㼑㼟㻌㼠㼛㻌㼑㼙㼜㼘㼛㼥㼑㼑㼟㻌㼍㼞㼑㻌㼜㼞㼛㼢㼕㼐㼑㼐㻌㼒㼛㼞㻌㼠㼔㼑㻌㼑㼤㼜㼑㼏㼠㼑㼐㻌㼜㼍㼥㼙㼑㼚㼠㻌㼘㼛㼏㼍㼘㻌㼜㼡㼎㼘㼕㼏㻌㼍㼓㼑㼚㼏㼕㼑㼟㻌㼍㼚㼐㻌㼘㼕㼠㼕㼓㼍㼠㼕㼛㼚㻌㼑㼤㼜㼑㼚㼟㼑㼟㻌㼠㼔㼍㼠㻌㼏㼍㼚㻌㼎㼑㻌㼍㼟㼟㼛㼏㼕㼍㼠㼑㼐㻌㼣㼕㼠㼔㻌㼍㼚㻌㼕㼚㼒㼞㼕㼚㼓㼑㼙㼑㼚㼠㻌㼛㼒㻌㼠㼔㼑㻌㻭㼚㼠㼕㼙㼛㼚㼛㼜㼛㼘㼥㻌㻸㼍㼣㻚㻌 㻌㼘㼕㼙㼕㼠㼑㼐㻌㼠㼛㻌㼔㼕㼓㼔㼘㼥㻌㼞㼍㼠㼑㼐㻌㼎㼍㼚㼗㼕㼚㼓㻌㼕㼚㼟㼠㼕㼠㼡㼠㼕㼛㼚㼟㻘㻌㼍㼚㼐㻌㻴㻻㻾㻵㻮㻭㻌㼏㼛㼚㼟㼕㼐㼑㼞㼟㻌㼠㼔㼍㼠㻌㻔㼞㻕㻌㻿㼍㼘㼑㼟㻌㼍㼚㼐㻌㼏㼛㼟㼠㼟㻌㼛㼒㻌㼏㼛㼙㼜㼘㼑㼠㼑㼐㻌㼏㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻌㼠㼔㼑㼞㼑㻌㼍㼞㼑㻌㼚㼛㻌㼙㼍㼠㼑㼞㼕㼍㼘㻌㼏㼞㼑㼐㼕㼠㻌㼞㼕㼟㼗㼟㻌㼍㼟㼟㼛㼏㼕㼍㼠㼑㼐㻌㼣㼕㼠㼔㻌㼠㼔㼑㼙㻚㻌㻿㼍㼘㼑㼟㻌 㼍㼚㼐㻌 㼏㼛㼟㼠㼟㻌 㼛㼒㻌 㼏㼛㼙㼜㼘㼑㼠㼑㼐㻌 㼏㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻌 㼣㼑㼞㼑㻌 㼞㼑㼏㼛㼞㼐㼑㼐㻌 㼡㼟㼕㼚㼓㻌 㼠㼔㼑㻌㻔㼡㻕㻌㻾㼑㼟㼑㼍㼞㼏㼔㻌㼍㼚㼐㻌㼐㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㼑㼤㼜㼑㼚㼟㼑㼟㻌㼜㼑㼞㼏㼑㼚㼠㼍㼓㼑㻌㼛㼒㻌㼏㼛㼙㼜㼘㼑㼠㼕㼛㼚㻌㼙㼑㼠㼔㼛㼐㻌㼣㼔㼑㼚㻌㼠㼔㼑㻌㼜㼞㼛㼓㼞㼑㼟㼟㻌㼛㼒㻌㼠㼔㼑㻌㼏㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻌㻾㼑㼟㼑㼍㼞㼏㼔㻌 㼍㼚㼐㻌 㼐㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌 㼑㼤㼜㼑㼚㼟㼑㼟㻌 㼍㼞㼑㻌 㼏㼔㼍㼞㼓㼑㼐㻌 㼠㼛㻌 㼕㼚㼏㼛㼙㼑㻌 㼣㼔㼑㼚㻌㼡㼜㻌㼠㼛㻌㼠㼔㼑㻌㼑㼚㼐㻌㼛㼒㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻌㼣㼍㼟㻌㼐㼑㼑㼙㼑㼐㻌㼏㼑㼞㼠㼍㼕㼚㻌㻔㼑㼟㼠㼕㼙㼍㼠㼑㼟㻌㼛㼒㻌㼠㼔㼑㻌㼞㼍㼠㼕㼛㻌㼕㼚㼏㼡㼞㼞㼑㼐㻚㻌㻾㼑㼟㼑㼍㼞㼏㼔㻌㼍㼚㼐㻌㼐㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㼑㼤㼜㼑㼚㼟㼑㼟㻌㼏㼔㼍㼞㼓㼑㼐㻌㼠㼛㻌㼕㼚㼏㼛㼙㼑㻌㼒㼛㼞㻌㼛㼒㻌 㼏㼛㼙㼜㼘㼑㼠㼕㼛㼚㻌 㼛㼒㻌 㼏㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻌 㼣㼛㼞㼗㻌 㼍㼞㼑㻌 㼎㼍㼟㼑㼐㻌 㼛㼚㻌 㼠㼔㼑㻌 㼏㼛㼟㼠㻙㼠㼛㻙㼏㼛㼟㼠㻌㼒㼕㼟㼏㼍㼘㻌 㻞㻜㻝㻜㻌 㼍㼚㼐㻌 㼒㼕㼟㼏㼍㼘㻌 㻞㻜㻝㻝㻌 㼣㼑㼞㼑㻌 \㻥㻘㻠㻤㻜㻌 㼙㼕㼘㼘㼕㼛㼚㻌 㼍㼚㼐㻌 \㻝㻜㻘㻜㻢㻜㻌 㼙㼕㼘㼘㼕㼛㼚㻌㼙㼑㼠㼔㼛㼐㻕㻚㻌 㻵㼚㻌 㼠㼔㼑㻌 㼏㼍㼟㼑㻌 㼛㼒㻌 㼛㼠㼔㼑㼞㻌 㼏㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻘㻌 㼟㼍㼘㼑㼟㻌 㼍㼚㼐㻌 㼏㼛㼟㼠㼟㻌 㼣㼑㼞㼑㻌㻔㻐㻝㻞㻥㻘㻠㻜㻡㻌㼠㼔㼛㼡㼟㼍㼚㼐㻕㻘㻌㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻚㻌㼞㼑㼏㼛㼞㼐㼑㼐㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼠㼔㼑㻌㼏㼛㼙㼜㼘㼑㼠㼑㼐㻌㼏㼛㼚㼠㼞㼍㼏㼠㻌㼙㼑㼠㼔㼛㼐㻚㻌㼃㼕㼠㼔㻌㼞㼑㼓㼍㼞㼐㻌㼠㼛㻌㼠㼔㼑㻌㼟㼠㼍㼚㼐㼍㼞㼐㼟㻌㼒㼛㼞㻌㼞㼑㼏㼛㼞㼐㼕㼚㼓㻌㼕㼚㼏㼛㼙㼑㻌㼞㼑㼘㼍㼠㼑㼐㻌㼠㼛㻌㼏㼛㼚㼠㼞㼍㼏㼠㻌㼣㼛㼞㼗㻘㻌 㼠㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼜㼞㼑㼢㼕㼛㼡㼟㼘㼥㻌 㼍㼜㼜㼘㼕㼑㼐㻌 㼙㼍㼕㼚㼘㼥㻌 㼠㼔㼑㻌 㼏㼛㼙㼜㼘㼑㼠㼑㼐㻌 㼏㼛㼚㼠㼞㼍㼏㼠㻌㻔㼢㻕㻌㻵㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻌㻵㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻌㼏㼛㼙㼜㼞㼕㼟㼑㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼠㼍㼤㻘㻌㼑㼚㼠㼑㼞㼜㼞㼕㼟㼑㻌㼠㼍㼤㻌㼍㼚㼐㻌㼜㼞㼑㼒㼑㼏㼠㼡㼞㼍㼘㻌㼍㼚㼐㻌㼙㼡㼚㼕㼏㼕㼜㼍㼘㻌㼕㼚㼔㼍㼎㼕㼠㼍㼚㼠㼟㻌㼠㼍㼤㼑㼟㻚㻌㼙㼑㼠㼔㼛㼐㻚㻌 㻿㼕㼚㼏㼑㻌 㼒㼕㼟㼏㼍㼘㻌 㻞㻜㻝㻜㻘㻌 㼔㼛㼣㼑㼢㼑㼞㻘㻌 㼠㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼔㼍㼟㻌 㼍㼜㼜㼘㼕㼑㼐㻌 㼠㼔㼑㻌㻴㻻㻾㻵㻮㻭㻌 㼞㼑㼏㼛㼓㼚㼕㼦㼑㼟㻌 㼠㼔㼑㻌 㼠㼍㼤㻌 㼑㼒㼒㼑㼏㼠㼟㻌 㼛㼒㻌 㼘㼛㼟㼟㻌 㼏㼍㼞㼞㼥㼒㼛㼞㼣㼍㼞㼐㼟㻌 㼍㼚㼐㻌 㼠㼔㼑㻌䇾㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㻿㼠㼍㼚㼐㼍㼞㼐㻌㼒㼛㼞㻌㻯㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻌㻯㼛㼚㼠㼞㼍㼏㼠㼟䇿㻌㻔㻭㻿㻮㻶㻌㻿㼠㼍㼠㼑㼙㼑㼚㼠㻌㼠㼑㼙㼜㼛㼞㼍㼞㼥㻌 㼐㼕㼒㼒㼑㼞㼑㼚㼏㼑㼟㻌 㼎㼑㼠㼣㼑㼑㼚㻌 㼠㼔㼑㻌 㼏㼍㼞㼞㼥㼕㼚㼓㻌 㼍㼙㼛㼡㼚㼠㼟㻌 㼛㼒㻌 㼍㼟㼟㼑㼠㼟㻌 㼍㼚㼐㻌㻺㼛㻚㻌㻝㻡㻘㻌㼕㼟㼟㼡㼑㼐㻌㼛㼚㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻞㻣㻘㻌㻞㻜㻜㻣㻕㻌㼍㼚㼐㻌㼠㼔㼑㻌䇾㻳㼡㼕㼐㼍㼚㼏㼑㻌㼛㼚㻌㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻌㼒㼛㼞㻌㼠㼍㼤㻌㼍㼚㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼞㼑㼜㼛㼞㼠㼕㼚㼓㻚㻌㼀㼔㼑㻌㼜㼞㼛㼢㼕㼟㼕㼛㼚㻌㼒㼛㼞㻌㼏㼡㼞㼞㼑㼚㼠㻌㼕㼚㼏㼛㼙㼑㻌㻿㼠㼍㼚㼐㼍㼞㼐㻌㼒㼛㼞㻌㻯㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻌㻯㼛㼚㼠㼞㼍㼏㼠㼟䇿㻌㻔㻭㻿㻮㻶㻌㻳㼡㼕㼐㼍㼚㼏㼑㻌㻺㼛㻚㻌㻝㻤㻘㻌㼕㼟㼟㼡㼑㼐㻌㼠㼍㼤㻌㼕㼟㻌㼏㼛㼙㼜㼡㼠㼑㼐㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼠㼔㼑㻌㼜㼞㼑㼠㼍㼤㻌㼕㼚㼏㼛㼙㼑㻌㼕㼚㼏㼘㼡㼐㼑㼐㻌㼕㼚㻌㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼛㼚㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻞㻣㻘㻌㻞㻜㻜㻣㻕㻚㻌㻭㼏㼏㼛㼞㼐㼕㼚㼓㼘㼥㻘㻌㼟㼠㼍㼞㼠㼕㼚㼓㻌㼣㼕㼠㼔㻌㼏㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻌㼏㼛㼚㼠㼞㼍㼏㼠㼟㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌㼛㼒㻌㼕㼚㼏㼛㼙㼑㻚㻌㼠㼔㼍㼠㻌 㼏㼛㼙㼙㼑㼚㼏㼑㼐㻌 㼐㼡㼞㼕㼚㼓㻌 㼒㼕㼟㼏㼍㼘㻌 㻞㻜㻝㻜㻘㻌 㼠㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼔㼍㼟㻌 㼍㼜㼜㼘㼕㼑㼐㻌 㼠㼔㼑㻌㼀㼔㼑㻌 㼍㼟㼟㼑㼠㻌 㼍㼚㼐㻌 㼘㼕㼍㼎㼕㼘㼕㼠㼥㻌 㼍㼜㼜㼞㼛㼍㼏㼔㻌 㼕㼟㻌 㼡㼟㼑㼐㻌 㼠㼛㻌 㼞㼑㼏㼛㼓㼚㼕㼦㼑㻌 㼐㼑㼒㼑㼞㼞㼑㼐㻌 㼠㼍㼤㻌㼜㼑㼞㼏㼑㼚㼠㼍㼓㼑㻌㼛㼒㻌㼏㼛㼙㼜㼘㼑㼠㼕㼛㼚㻌㼙㼑㼠㼔㼛㼐㻌㼣㼕㼠㼔㻌㼑㼟㼠㼕㼙㼍㼠㼑㼟㻌㼛㼒㻌㼠㼔㼑㻌㼜㼞㼛㼓㼞㼑㼟㼟㻌㼎㼍㼟㼑㼐㻌㼍㼟㼟㼑㼠㼟㻌 㼍㼚㼐㻌 㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻌 㼒㼛㼞㻌 㼠㼔㼑㻌 㼑㼤㼜㼑㼏㼠㼑㼐㻌 㼒㼡㼠㼡㼞㼑㻌 㼠㼍㼤㻌 㼏㼛㼚㼟㼑㼝㼡㼑㼚㼏㼑㼟㻌 㼛㼒㻌㼛㼚㻌㼠㼔㼑㻌㼜㼑㼞㼏㼑㼚㼠㼍㼓㼑㻌㼛㼒㻌㼠㼔㼑㻌㼏㼛㼟㼠㻌㼕㼚㼏㼡㼞㼞㼑㼐㻌㼠㼛㻌㼠㼔㼑㻌㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌㼠㼛㼠㼍㼘㻌㼏㼛㼟㼠㻌㼣㼔㼑㼚㻌㼠㼑㼙㼜㼛㼞㼍㼞㼥㻌 㼐㼕㼒㼒㼑㼞㼑㼚㼏㼑㼟㻌 㼎㼑㼠㼣㼑㼑㼚㻌 㼠㼔㼑㻌 㼏㼍㼞㼞㼥㼕㼚㼓㻌 㼍㼙㼛㼡㼚㼠㼟㻌 㼛㼒㻌 㼍㼟㼟㼑㼠㼟㻌 㼍㼚㼐㻌㼠㼔㼑㻌 㼜㼞㼛㼓㼞㼑㼟㼟㻌 㼛㼒㻌 㼠㼔㼑㻌 㼏㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻌 㼡㼜㻌 㼠㼛㻌 㼠㼔㼑㻌 㼑㼚㼐㻌 㼛㼒㻌 㼒㼕㼟㼏㼍㼘㻌 㻞㻜㻝㻜㻌 㼣㼍㼟㻌㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻌 㼒㼛㼞㻌 㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌 㼞㼑㼜㼛㼞㼠㼕㼚㼓㻌 㼜㼡㼞㼜㼛㼟㼑㼟㻌 㼍㼚㼐㻌 㼠㼔㼑㻌 㼍㼙㼛㼡㼚㼠㼟㻌 㼡㼟㼑㼐㻌 㼒㼛㼞㻌㼐㼑㼑㼙㼑㼐㻌 㼏㼑㼞㼠㼍㼕㼚㻚㻌 㻵㼚㻌 㼠㼔㼑㻌 㼏㼍㼟㼑㻌 㼛㼒㻌 㼛㼠㼔㼑㼞㻌 㼏㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚㻘㻌 㼠㼔㼑㻌 㼏㼛㼙㼜㼘㼑㼠㼑㼐㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㻌㼜㼡㼞㼜㼛㼟㼑㼟㻚㻌 㻌㼏㼛㼚㼠㼞㼍㼏㼠㻌㼙㼑㼠㼔㼛㼐㻌㼔㼍㼟㻌㼎㼑㼑㼚㻌㼍㼜㼜㼘㼕㼑㼐㻚㻌㼀㼔㼕㼟㻌㼍㼜㼜㼘㼕㼏㼍㼠㼕㼛㼚㻌㼔㼍㼐㻌㼚㼛㻌㼕㼙㼜㼍㼏㼠㻌㼛㼚㻌㼀㼔㼑㻌 㻯㼛㼙㼜㼍㼚㼥㻌 㼍㼚㼐㻌 㼕㼠㼟㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼐㼛㼙㼑㼟㼠㼕㼏㻌 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌 㼔㼍㼢㼑㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼕㼚㼏㼛㼙㼑㻌㼛㼞㻌㼕㼚㼏㼛㼙㼑㻌㼎㼑㼒㼛㼞㼑㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻌㼒㼛㼞㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻜㻚㻌㼞㼑㼏㼑㼕㼢㼑㼐㻌㼍㼜㼜㼞㼛㼢㼍㼘㻌㼒㼞㼛㼙㻌㼠㼔㼑㻌㻯㼛㼙㼙㼕㼟㼟㼕㼛㼚㼑㼞㻌㼛㼒㻌㼠㼔㼑㻌㻺㼍㼠㼕㼛㼚㼍㼘㻌㼀㼍㼤㻌㻭㼓㼑㼚㼏㼥㻌㼛㼒㻌㻔㼟㻕㻌㻲㼛㼞㼑㼕㼓㼚㻌㼏㼡㼞㼞㼑㼚㼏㼥㻌㼠㼞㼍㼚㼟㼘㼍㼠㼕㼛㼚㻌㻶㼍㼜㼍㼚㻌 㼠㼛㻌 㼍㼐㼛㼜㼠㻌 㼠㼔㼑㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼠㼍㼤㼍㼠㼕㼛㼚㻌 㼟㼥㼟㼠㼑㼙㻌 㼑㼒㼒㼑㼏㼠㼕㼢㼑㻌 㼒㼛㼞㻌 㼒㼕㼟㼏㼍㼘㻌 㻌㻿㼔㼛㼞㼠㻙㼠㼑㼞㼙㻌㼍㼚㼐㻌㼘㼛㼚㼓㻙㼠㼑㼞㼙㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟㻌㼍㼚㼐㻌㼜㼍㼥㼍㼎㼘㼑㼟㻌㼕㼚㻌㼒㼛㼞㼑㼕㼓㼚㻌㼏㼡㼞㼞㼑㼚㼏㼕㼑㼟㻌㻞㻜㻝㻝㻚㻌㻲㼞㼛㼙㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻜㻘㻌㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㼠㼞㼑㼍㼠㼙㼑㼚㼠㻌㼍㼚㼐㻌㼜㼞㼑㼟㼑㼚㼠㼍㼠㼕㼛㼚㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼍㼞㼑㻌 㼠㼞㼍㼚㼟㼘㼍㼠㼑㼐㻌 㼕㼚㼠㼛㻌 㻶㼍㼜㼍㼚㼑㼟㼑㻌 㼥㼑㼚㻌 㼎㼍㼟㼑㼐㻌 㼛㼚㻌 㼑㼤㼏㼔㼍㼚㼓㼑㻌 㼞㼍㼠㼑㼟㻌 㼍㼠㻌 㼠㼔㼑㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㼑㼟㻌㼔㼍㼟㻌㼎㼑㼑㼚㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼠㼔㼑㻌䇾㻼㼞㼍㼏㼠㼕㼏㼍㼘㻌㻿㼛㼘㼡㼠㼕㼛㼚㻌㼛㼚㻌㼀㼍㼤㻌㻱㼒㼒㼑㼏㼠㻌㼎㼍㼘㼍㼚㼏㼑㻌㼟㼔㼑㼑㼠㻌㼐㼍㼠㼑㻚㻌㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㼡㼚㼐㼑㼞㻌㼠㼔㼑㻌㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼀㼍㼤㼍㼠㼕㼛㼚㻌㻿㼥㼟㼠㼑㼙㻌㻔㻼㼍㼞㼠㻌㻝㻕䇿㻌㻔㻭㻿㻮㻶㻌㻮㼍㼘㼍㼚㼏㼑㻌 㼟㼔㼑㼑㼠㻌 㼍㼏㼏㼛㼡㼚㼠㼟㻌 㼛㼒㻌 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌 㼒㼛㼞㼑㼕㼓㼚㻌 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌 㼍㼞㼑㻌㻼㻵㼀㻲㻌㻺㼛㻚㻌㻡㻕㻘㻌㼍㼚㼐㻌㼠㼔㼑㻌䇾㻼㼞㼍㼏㼠㼕㼏㼍㼘㻌㻿㼛㼘㼡㼠㼕㼛㼚㻌㼛㼚㻌㼀㼍㼤㻌㻱㼒㼒㼑㼏㼠㻌㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㼡㼚㼐㼑㼞㻌㼠㼞㼍㼚㼟㼘㼍㼠㼑㼐㻌 㼕㼚㼠㼛㻌 㻶㼍㼜㼍㼚㼑㼟㼑㻌 㼥㼑㼚㻌 㼍㼠㻌 㼠㼔㼑㻌 㼎㼍㼘㼍㼚㼏㼑㻌 㼟㼔㼑㼑㼠㻌 㼐㼍㼠㼑㻘㻌 㼑㼤㼏㼑㼜㼠㻌 㼒㼛㼞㻌㼠㼔㼑㻌㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼀㼍㼤㼍㼠㼕㼛㼚㻌㻿㼥㼟㼠㼑㼙㻌㻔㻼㼍㼞㼠㻌㻞㻕䇿㻌㻔㻭㻿㻮㻶㻌㻼㻵㼀㻲㻌㻺㼛㻚㻌㻣㻕㻌㼡㼚㼐㼑㼞㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟䇻㻌㼑㼝㼡㼕㼠㼥㻌㼍㼏㼏㼛㼡㼚㼠㼟㻘㻌㼣㼔㼕㼏㼔㻌㼍㼞㼑㻌㼠㼞㼍㼚㼟㼘㼍㼠㼑㼐㻌㼍㼠㻌㼔㼕㼟㼠㼛㼞㼕㼏㼍㼘㻌㼞㼍㼠㼑㼟㻚㻌㼠㼔㼑㻌㼍㼟㼟㼡㼙㼜㼠㼕㼛㼚㻌㼠㼔㼍㼠㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㼣㼛㼡㼘㼐㻌㼍㼐㼛㼜㼠㻌㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼠㼍㼤㼍㼠㼕㼛㼚㻌㻾㼑㼢㼑㼚㼡㼑㻌㼍㼚㼐㻌㼑㼤㼜㼑㼚㼟㼑㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼛㼒㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼛㼞㼑㼕㼓㼚㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌㼍㼞㼑㻌㼟㼥㼟㼠㼑㼙㻚㻌

㼠㼞㼍㼚㼟㼘㼍㼠㼑㼐㻌 㼕㼚㼠㼛㻌 㻶㼍㼜㼍㼚㼑㼟㼑㻌 㼥㼑㼚㻌 㼍㼠㻌 㼍㼢㼑㼞㼍㼓㼑㻌 㼍㼚㼚㼡㼍㼘㻌 㼑㼤㼏㼔㼍㼚㼓㼑㻌 㼞㼍㼠㼑㼟㻚㻌㻔㼣㻕㻌㻼㼑㼞㻌㼟㼔㼍㼞㼑㻌㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㻰㼕㼒㼒㼑㼞㼑㼚㼏㼑㼟㻌㼍㼞㼕㼟㼕㼚㼓㻌㼒㼞㼛㼙㻌㼠㼔㼑㻌㼍㼜㼜㼘㼕㼏㼍㼠㼕㼛㼚㻌㼛㼒㻌㼠㼔㼑㻌㼜㼞㼛㼏㼑㼟㼟㻌㼟㼠㼍㼠㼑㼐㻌㼍㼎㼛㼢㼑㻌㼍㼞㼑㻌㼀㼔㼑㻌㼏㼛㼙㼜㼡㼠㼍㼠㼕㼛㼚㼟㻌㼛㼒㻌㼚㼑㼠㻌㼕㼚㼏㼛㼙㼑㻌㼜㼑㼞㻌㼟㼔㼍㼞㼑㻌㼍㼞㼑㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼠㼔㼑㻌㼣㼑㼕㼓㼔㼠㼑㼐㻌㼜㼞㼑㼟㼑㼚㼠㼑㼐㻌㼟㼑㼜㼍㼞㼍㼠㼑㼘㼥㻌㼕㼚㻌㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌㼕㼚㻌䇾㻲㼛㼞㼑㼕㼓㼚㻌㼍㼢㼑㼞㼍㼓㼑㻌 㼚㼡㼙㼎㼑㼞㻌 㼛㼒㻌 㼟㼔㼍㼞㼑㼟㻌 㼛㼒㻌 㼏㼛㼙㼙㼛㼚㻌 㼟㼠㼛㼏㼗㻌 㼛㼡㼠㼟㼠㼍㼚㼐㼕㼚㼓㻌 㼐㼡㼞㼕㼚㼓㻌 㼑㼍㼏㼔㻌㼏㼡㼞㼞㼑㼚㼏㼥㻌 㼠㼞㼍㼚㼟㼘㼍㼠㼕㼛㼚㻌 㼍㼐㼖㼡㼟㼠㼙㼑㼚㼠㼟䇿㻌 㼍㼚㼐㻌 䇾㻹㼕㼚㼛㼞㼕㼠㼥㻌 㼕㼚㼠㼑㼞㼑㼟㼠㼟㻌 㼕㼚㻌㼜㼑㼞㼕㼛㼐㻚㻌㼀㼔㼑㻌㼣㼑㼕㼓㼔㼠㼑㼐㻌㼍㼢㼑㼞㼍㼓㼑㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻌㼛㼒㻌㼏㼛㼙㼙㼛㼚㻌㼟㼠㼛㼏㼗㻌㼡㼟㼑㼐㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟䇿㻌㼕㼚㻌㼚㼑㼠㻌㼍㼟㼟㼑㼠㼟㻚㻌㼕㼚㻌㼠㼔㼑㻌㼏㼛㼙㼜㼡㼠㼍㼠㼕㼛㼚㻌㼒㼛㼞㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻌㼣㼍㼟㻌㻠㻞㻘㻞㻤㻥㻌㼠㼔㼛㼡㼟㼍㼚㼐㻌㻔㼠㻕㻌㻰㼑㼞㼕㼢㼍㼠㼕㼢㼑㼟㻌 㻌 㻌㼍㼚㼐㻌 㻠㻞㻘㻞㻥㻟㻌 㼠㼔㼛㼡㼟㼍㼚㼐㻘㻌 㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻚㻌 㻌 㻰㼕㼘㼡㼠㼑㼐㻌 㼚㼑㼠㻌 㼕㼚㼏㼛㼙㼑㻌 㼜㼑㼞㻌 㼟㼔㼍㼞㼑㻌 㼛㼒㻌㻰㼑㼞㼕㼢㼍㼠㼕㼢㼑㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㼍㼞㼑㻌㼟㼠㼍㼠㼑㼐㻌㼍㼠㻌㼒㼍㼕㼞㻌㼢㼍㼘㼡㼑㻘㻌㼍㼚㼐㻌㼏㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼏㼛㼙㼙㼛㼚㻌㼟㼠㼛㼏㼗㻌㼍㼟㼟㼡㼙㼑㼟㻌㼒㼡㼘㼘㻌㼏㼛㼚㼢㼑㼞㼟㼕㼛㼚㻌㼛㼒㻌㼐㼕㼘㼡㼠㼕㼢㼑㻌㼏㼛㼚㼢㼑㼞㼠㼕㼎㼘㼑㻌㼎㼛㼚㼐㼟㻌㼍㼠㻌㼠㼔㼑㻌㼒㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼍㼞㼑㻌㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐㻌㼍㼟㻌㼓㼍㼕㼚㼟㻌㼛㼞㻌㼘㼛㼟㼟㼑㼟㻘㻌㼡㼚㼘㼑㼟㼟㻌㼠㼔㼑㻌㼐㼑㼞㼕㼢㼍㼠㼕㼢㼑㻌㼠㼔㼑㻌 㼎㼑㼓㼕㼚㼚㼕㼚㼓㻌 㼛㼒㻌 㼠㼔㼑㻌 㼥㼑㼍㼞㻌 㼛㼞㻌 㼍㼠㻌 㼠㼔㼑㻌 㼘㼍㼠㼑㼞㻌 㼐㼍㼠㼑㻌 㼛㼒㻌 㼕㼟㼟㼡㼍㼚㼏㼑㻘㻌 㼣㼕㼠㼔㻌 㼍㼚㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌 㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌 㼍㼞㼑㻌 㼡㼟㼑㼐㻌 㼒㼛㼞㻌 㼔㼑㼐㼓㼕㼚㼓㻌 㼜㼡㼞㼜㼛㼟㼑㼟㻚㻌 㻴㻻㻾㻵㻮㻭㻌 㼡㼟㼑㼟㻌㼍㼜㼜㼘㼕㼏㼍㼎㼘㼑㻌㼍㼐㼖㼡㼟㼠㼙㼑㼚㼠㻌㼒㼛㼞㻌㼞㼑㼘㼍㼠㼑㼐㻌㼕㼚㼠㼑㼞㼑㼟㼠㻌㼑㼤㼜㼑㼚㼟㼑㻘㻌㼚㼑㼠㻌㼛㼒㻌㼠㼍㼤㻌㼍㼚㼐㻌㼐㼕㼘㼡㼠㼕㼢㼑㻌㼒㼛㼞㼑㼕㼓㼚㻌 㼏㼡㼞㼞㼑㼚㼏㼥㻌 㼑㼤㼏㼔㼍㼚㼓㼑㻌 㼏㼛㼚㼠㼞㼍㼏㼠㼟㻌 㼠㼛㻌 㼙㼍㼚㼍㼓㼑㻌 㼞㼕㼟㼗㻌 㼞㼑㼘㼍㼠㼑㼐㻌 㼠㼛㻌 㼕㼠㼟㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㻌㼜㼘㼍㼚㼟㻚㻌㼀㼔㼑㻌㼣㼑㼕㼓㼔㼠㼑㼐㻌㼍㼢㼑㼞㼍㼓㼑㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻌㼡㼟㼑㼐㻌㼕㼚㻌㼠㼔㼑㻌㼕㼙㼜㼛㼞㼠㼕㼚㼓㻌㼍㼚㼐㻌㼑㼤㼜㼛㼞㼠㼕㼚㼓㻌㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㻚㻌㼀㼔㼑㻌㼡㼟㼑㻌㼛㼒㻌㼒㼛㼞㼑㼕㼓㼚㻌㼏㼡㼞㼞㼑㼚㼏㼥㻌㼑㼤㼏㼔㼍㼚㼓㼑㻌㼏㼛㼙㼜㼡㼠㼍㼠㼕㼛㼚㻌㼒㼛㼞㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻌㼣㼍㼟㻌㻠㻞㻘㻟㻢㻤㻌㼠㼔㼛㼡㼟㼍㼚㼐㻌㼍㼚㼐㻌㼏㼛㼚㼠㼞㼍㼏㼠㼟㻌 㼕㼟㻌 㼘㼕㼙㼕㼠㼑㼐㻌 㼠㼛㻌 㼠㼔㼑㻌 㼍㼙㼛㼡㼚㼠㼟㻌 㼛㼒㻌 㻴㻻㻾㻵㻮㻭䇻㼟㻌 㼒㼛㼞㼑㼕㼓㼚㻌 㼏㼡㼞㼞㼑㼚㼏㼥㻌㻠㻞㻘㻟㻤㻥㻌㼠㼔㼛㼡㼟㼍㼚㼐㻘㻌㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻚㻌㼐㼑㼚㼛㼙㼕㼚㼍㼠㼑㼐㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟㻌㼍㼚㼐㻌㼜㼍㼥㼍㼎㼘㼑㼟㻚㻌㻴㻻㻾㻵㻮㻭㻌㼍㼘㼟㼛㻌㼡㼟㼑㼟㻌㼕㼚㼠㼑㼞㼑㼟㼠㻌㼞㼍㼠㼑㻌㻯㼍㼟㼔㻌㼐㼕㼢㼕㼐㼑㼚㼐㼟㻌㼜㼑㼞㻌㼟㼔㼍㼞㼑㻌㼟㼔㼛㼣㼚㻌㼕㼚㻌㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌㼛㼒㻌㼟㼣㼍㼜㻌㼏㼛㼚㼠㼞㼍㼏㼠㼟㻌㼠㼛㻌㼍㼢㼛㼕㼐㻌㼠㼔㼑㻌㼞㼕㼟㼗㻌㼛㼒㻌㼞㼕㼟㼕㼚㼓㻌㼕㼚㼠㼑㼞㼑㼟㼠㻌㼞㼍㼠㼑㼟㻚㻌㻯㼛㼚㼠㼞㼍㼏㼠㼟㻌㼍㼞㼑㻌㼕㼚㼏㼛㼙㼑㻌㼞㼑㼜㼞㼑㼟㼑㼚㼠㻌㼍㼏㼠㼡㼍㼘㻌㼍㼙㼛㼡㼚㼠㼟㻌㼍㼜㼜㼘㼕㼏㼍㼎㼘㼑㻌㼠㼛㻌㼑㼍㼞㼚㼕㼚㼓㼟㻌㼕㼚㻌㼠㼔㼑㻌㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㻌㼑㼚㼠㼑㼞㼑㼐㻌 㼕㼚㼠㼛㻌 㼍㼚㼐㻌㼏㼛㼚㼠㼞㼛㼘㼘㼑㼐㻌 㼎㼥㻌 㼠㼔㼑㻌 㼒㼕㼚㼍㼚㼏㼑㻌 㼐㼑㼜㼍㼞㼠㼙㼑㼚㼠㻘㻌 㼣㼔㼕㼏㼔㻌 㼞㼑㼜㼛㼞㼠㼟㻌㼒㼕㼟㼏㼍㼘㻌㼥㼑㼍㼞㻘㻌㼕㼚㼏㼘㼡㼐㼕㼚㼓㻌㼐㼕㼢㼕㼐㼑㼚㼐㼟㻌㼠㼛㻌㼎㼑㻌㼜㼍㼕㼐㻌㼍㼒㼠㼑㼞㻌㼠㼔㼑㻌㼑㼚㼐㻌㼛㼒㻌㼠㼔㼑㻌㼜㼑㼞㼕㼛㼐㻚㻌㼞㼑㼟㼡㼘㼠㼟㻌㼠㼛㻌㼠㼔㼑㻌㼐㼕㼞㼑㼏㼠㼛㼞㻚㻌㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌㼕㼚㼢㼛㼘㼢㼕㼚㼓㻌㼐㼑㼞㼕㼢㼍㼠㼕㼢㼑㻌㼏㼛㼚㼠㼞㼍㼏㼠㼟㻌㼍㼞㼑㻌
Annual Report 2011 | 52

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Notes to Consolidated Financial Statements㻟㻚㻌㻲㼕㼚㼍㼚㼏㼕㼍㼘㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻔㻝㻕㻌㻻㼢㼑㼞㼢㼕㼑㼣㻌㼛㼒㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻹㼍㼚㼍㼓㼑㼙㼑㼚㼠㻌㼜㼛㼘㼕㼏㼥㻴㻻㻾㻵㻮㻭 㼏㼍㼞㼞㼕㼑㼟 㼛㼡㼠 㼒㼡㼚㼐 㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠 㼣㼕㼠㼔 㼍㼚 㼑㼙㼜㼔㼍㼟㼕㼟 㼛㼚 㼟㼑㼏㼡㼞㼕㼠㼥 㼍㼚㼐 㼜㼞㼛㼏㼡㼞㼑㼟 㼒㼡㼚㼐㼟 㼙㼍㼕㼚㼘㼥 㼠㼔㼞㼛㼡㼓㼔 㼎㼍㼚㼗 㼎㼛㼞㼞㼛㼣㼕㼚㼓㼟 㼍㼚㼐 㼎㼛㼚㼐㼕㼟㼟㼡㼍㼚㼏㼑㼟㻚 㻰㼑㼞㼕㼢㼍㼠㼕㼢㼑㼟 㼍㼞㼑 㼡㼟㼑㼐 㼠㼛 㼙㼍㼚㼍㼓㼑 㼒㼛㼞㼑㼕㼓㼚 㼑㼤㼏㼔㼍㼚㼓㼑 㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚 㼞㼕㼟㼗 㼍㼚㼐 㼕㼚㼠㼑㼞㼑㼟㼠 㼞㼍㼠㼑 㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚 㼞㼕㼟㼗 㼕㼚 㼙㼛㼚㼑㼠㼍㼞㼥 㼏㼞㼑㼐㼕㼠㼟㼍㼚㼐 㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟 㼞㼑㼘㼍㼠㼑㼐 㼠㼛 㼒㼛㼞㼑㼕㼓㼚 㼏㼡㼞㼞㼑㼚㼏㼥㻙㼐㼑㼚㼛㼙㼕㼚㼍㼠㼑㼐 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻘 㼍㼚㼐 㼕㼠 㼕㼟 㻴㻻㻾㻵㻮㻭 䇻 㼟 㼜㼛㼘㼕㼏㼥 㼚㼛㼠 㼠㼛 㼑㼚㼓㼍㼓㼑 㼕㼚 㼟㼜㼑㼏㼡㼘㼍㼠㼕㼢㼑㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻚㻲㼕㼚㼍㼚㼏㼕㼍㼘㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻘㻌㼞㼕㼟㼗㼟㻌㼍㼚㼐㻌㼞㼕㼟㼗㻌㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠㻺㼛㼠㼑㼟 㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑 㼍㼚㼐 㼍㼏㼏㼛㼡㼚㼠㼟 㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㻘 㼣㼔㼕㼏㼔 㼍㼞㼑 㼛㼜㼑㼞㼍㼠㼕㼚㼓 㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟㻘 㼍㼞㼑 㼑㼤㼜㼛㼟㼑㼐 㼠㼛 㼠㼔㼑 㼏㼞㼑㼐㼕㼠 㼞㼕㼟㼗 㼛㼒 㼏㼡㼟㼠㼛㼙㼑㼞㼟㻚 㻴㻻㻾㻵㻮㻭㼑㼚㼐㼑㼍㼢㼛㼞㼟 㼠㼛 㼞㼑㼐㼡㼏㼑 㼠㼔㼕㼟 㼞㼕㼟㼗 㼎㼥 㼏㼛㼚㼐㼡㼏㼠㼕㼚㼓 㼐㼡㼑 㼐㼍㼠㼑 㼏㼛㼚㼠㼞㼛㼘 㼍㼚㼐 㼎㼍㼘㼍㼚㼏㼑 㼏㼛㼚㼠㼞㼛㼘 㼍㼚㼐 㼍㼘㼟㼛 㼎㼥 㼍㼠㼠㼑㼙㼜㼠㼕㼚㼓 㼠㼛 㼜㼞㼛㼙㼜㼠㼘㼥 㼞㼑㼏㼛㼓㼚㼕㼦㼑㼏㼛㼘㼘㼑㼏㼠㼕㼛㼚㻌㼏㼛㼚㼏㼑㼞㼚㼟㻌㼟㼠㼑㼙㼙㼕㼚㼓㻌㼒㼞㼛㼙㻌㼟㼡㼏㼔㻌㼒㼍㼏㼠㼛㼞㼟㻌㼍㼟㻌㼍㻌㼐㼑㼠㼑㼞㼕㼛㼞㼍㼠㼕㼛㼚㻌㼕㼚㻌㼠㼔㼑㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㻌㼛㼒㻌㼍㻌㼏㼡㼟㼠㼛㼙㼑㼞㻚㻹㼛㼟㼠 㼚㼛㼠㼑㼟 㼜㼍㼥㼍㼎㼘㼑 㼍㼚㼐 㼍㼏㼏㼛㼡㼚㼠㼟 㼜㼍㼥㼍㼎㼘㼑㻘 㼣㼔㼕㼏㼔 㼍㼞㼑 㼛㼜㼑㼞㼍㼠㼕㼚㼓 㼜㼍㼥㼍㼎㼘㼑㼟㻘 㼔㼍㼢㼑 㼜㼍㼥㼙㼑㼚㼠 㼐㼡㼑 㼐㼍㼠㼑㼟 㼣㼕㼠㼔㼕㼚 㼛㼚㼑 㼥㼑㼍㼞㻚 㻿㼛㼙㼑㼛㼜㼑㼞㼍㼠㼕㼚㼓 㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟 㼍㼚㼐 㼜㼍㼥㼍㼎㼘㼑㼟 㼍㼞㼑 㼐㼑㼚㼛㼙㼕㼚㼍㼠㼑㼐 㼕㼚 㼒㼛㼞㼑㼕㼓㼚 㼏㼡㼞㼞㼑㼚㼏㼕㼑㼟 㼍㼚㼐 㼍㼞㼑 㼑㼤㼜㼛㼟㼑㼐 㼠㼛 㼒㼛㼞㼑㼕㼓㼚 㼑㼤㼏㼔㼍㼚㼓㼑 㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚 㼞㼕㼟㼗㻚㻴㼛㼣㼑㼢㼑㼞㻘 㻴㻻㻾㻵㻮㻭 㼑㼚㼐㼑㼍㼢㼛㼞㼟 㼠㼛 㼞㼑㼐㼡㼏㼑 㼠㼔㼕㼟 㼞㼕㼟㼗 㼎㼥 㼛㼒㼒㼟㼑㼠㼠㼕㼚㼓 㼒㼛㼞㼑㼕㼓㼚 㼏㼡㼞㼞㼑㼚㼏㼥㻙㼐㼑㼚㼛㼙㼕㼚㼍㼠㼑㼐 㼛㼜㼑㼞㼍㼠㼕㼚㼓 㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟 㼍㼚㼐 㼜㼍㼥㼍㼎㼘㼑㼟㼍㼚㼐㻌㼎㼥㻌㼡㼟㼕㼚㼓㻌㼒㼛㼞㼣㼍㼞㼐㻌㼑㼤㼏㼔㼍㼚㼓㼑㻌㼏㼛㼚㼠㼞㼍㼏㼠㼟㻘㻌㼑㼠㼏㻚㻹㼍㼞㼗㼑㼠㼍㼎㼘㼑 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟 㼍㼞㼑 㼙㼍㼕㼚㼘㼥 㼟㼔㼛㼞㼠㻙㼠㼑㼞㼙 㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟 㼣㼕㼠㼔 㼔㼕㼓㼔 㼘㼕㼝㼡㼕㼐㼕㼠㼥 㼟㼡㼏㼔 㼍㼟 㼚㼑㼓㼛㼠㼕㼍㼎㼘㼑 㼐㼑㼜㼛㼟㼕㼠㼟㻚 㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㼍㼞㼑 㼙㼍㼕㼚㼘㼥 㼟㼔㼍㼞㼑㼟 㼛㼒 㼏㼛㼙㼜㼍㼚㼕㼑㼟 㼠㼔㼍㼠 㼔㼍㼢㼑 㼍 㼎㼡㼟㼕㼚㼑㼟㼟 㼞㼑㼘㼍㼠㼕㼛㼚㼟㼔㼕㼜㼟 㼣㼕㼠㼔 㻴㻻㻾㻵㻮㻭 㼍㼚㼐 㼍㼞㼑 㼑㼤㼜㼛㼟㼑㼐 㼠㼛 㼙㼍㼞㼗㼑㼠 㼢㼍㼘㼡㼑 㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚 㼞㼕㼟㼗㻚㻴㼛㼣㼑㼢㼑㼞㻘 㼣㼔㼑㼚 㼍㼏㼝㼡㼕㼞㼕㼚㼓 㼛㼞 㼟㼑㼘㼘㼕㼚㼓 㼟㼔㼍㼞㼑㼟 㼛㼒 㼍 㼏㼑㼞㼠㼍㼕㼚 㼢㼍㼘㼡㼑㻘 㼠㼔㼑 㻮㼛㼍㼞㼐 㼛㼒 㻰㼕㼞㼑㼏㼠㼛㼞㼟 㼏㼛㼚㼟㼕㼐㼑㼞㼟 㼠㼔㼑 㼐㼑㼠㼍㼕㼘㼟 㼛㼒 㼠㼔㼑 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟 㼍㼚㼐㻴㻻㻾㻵㻮㻭 㼑㼚㼐㼑㼍㼢㼛㼞㼟 㼠㼛 㼞㼑㼐㼡㼏㼑 㼍㼚㼥 㼞㼕㼟㼗 㼎㼥 㼑㼚㼟㼡㼞㼕㼚㼓 㼠㼔㼍㼠 㼠㼔㼑 㼙㼍㼞㼗㼑㼠 㼢㼍㼘㼡㼑 㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚 㼞㼑㼓㼍㼞㼐㼕㼚㼓 㼠㼔㼑 㼟㼔㼍㼞㼑㼟 㼕㼟 㼞㼑㼜㼛㼞㼠㼑㼐 㼠㼛 㼠㼔㼑㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠㻌㼠㼑㼍㼙㻌㼕㼚㻌㼍㻌㼠㼕㼙㼑㼘㼥㻌㼙㼍㼚㼚㼑㼞㻚㻿㼔㼛㼞㼠㻙㼠㼑㼞㼙 㼘㼛㼍㼚㼟 㼍㼞㼑 㼙㼍㼕㼚㼘㼥 㼒㼛㼞 㼒㼕㼚㼍㼚㼏㼕㼚㼓 㼞㼑㼘㼍㼠㼑㼐 㼠㼛 㼛㼜㼑㼞㼍㼠㼕㼚㼓 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻘 㼣㼔㼕㼘㼑 㼘㼛㼚㼓㻙㼠㼑㼞㼙 㼘㼛㼍㼚㼟 㼍㼚㼐 㼏㼛㼞㼜㼛㼞㼍㼠㼑 㼎㼛㼚㼐㼟 㼍㼞㼑㼙㼍㼕㼚㼘㼥㻌㼒㼛㼞㻌㼒㼕㼚㼍㼚㼏㼕㼚㼓㻌㼞㼑㼘㼍㼠㼑㼐㻌㼠㼛㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻌㼍㼚㼐㻌㼣㼛㼞㼗㼕㼚㼓㻌㼏㼍㼜㼕㼠㼍㼘㻚㼀㼞㼍㼐㼑 㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟 㼍㼚㼐 㼘㼛㼍㼚㼟 㼍㼞㼑 㼑㼤㼜㼛㼟㼑㼐 㼠㼛 㼘㼕㼝㼡㼕㼐㼕㼠㼥 㼞㼕㼟㼗㻘 㼎㼡㼠 㻴㻻㻾㻵㻮㻭 㼑㼚㼐㼑㼍㼢㼛㼞㼟 㼠㼛 㼞㼑㼐㼡㼏㼑 㼠㼔㼕㼟 㼞㼕㼟㼗 㼎㼥 㼡㼟㼕㼚㼓 㼙㼑㼠㼔㼛㼐㼟 㼟㼡㼏㼔 㼍㼟 㼠㼔㼑㼜㼞㼑㼜㼍㼞㼍㼠㼕㼛㼚㻌㼛㼒㻌㼏㼍㼟㼔㻌㼒㼘㼛㼣㻌㼜㼘㼍㼚㼟㻚㻾㼑㼓㼍㼞㼐㼕㼚㼓 㼐㼑㼞㼕㼢㼍㼠㼕㼢㼑 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻘 㻴㻻㻾㻵㻮㻭 㼏㼛㼚㼐㼡㼏㼠㼟 㼑㼤㼏㼔㼍㼚㼓㼑 㼍㼓㼞㼑㼑㼙㼑㼚㼠 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟 㼣㼕㼠㼔㼕㼚 㼠㼔㼑 㼘㼕㼙㼕㼠 㼛㼒 㼠㼔㼑 㼎㼍㼘㼍㼚㼏㼑 㼛㼒 㼒㼛㼞㼑㼕㼓㼚㼏㼡㼞㼞㼑㼚㼏㼥 㼐㼑㼚㼛㼙㼕㼚㼍㼠㼑㼐 㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟 㼍㼚㼐 㼜㼍㼥㼍㼎㼘㼑㼟㻘 㼍㼚㼐 㼍㼘㼟㼛 㼏㼛㼚㼐㼡㼏㼠㼟 㼕㼚㼠㼑㼞㼑㼟㼠 㼞㼍㼠㼑 㼟㼣㼍㼜 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟 㼍㼕㼙㼑㼐 㼍㼠 㼍㼢㼛㼕㼐㼕㼚㼓 㼕㼚㼠㼑㼞㼑㼟㼠 㼞㼍㼠㼑㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚 㼞㼕㼟㼗 㼣㼕㼠㼔㼕㼚 㼠㼔㼑 㼘㼕㼙㼕㼠 㼛㼒 㼠㼔㼑 㼎㼍㼘㼍㼚㼏㼑 㼛㼒 㼎㼛㼞㼞㼛㼣㼕㼚㼓㼟㻚 㻴㻻㻾㻵㻮㻭㻓㼟 㼜㼛㼘㼕㼏㼥 㼕㼟 㼚㼛㼠 㼠㼛 㼑㼚㼓㼍㼓㼑 㼕㼚 㼟㼜㼑㼏㼡㼘㼍㼠㼕㼢㼑 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻚 㻵㼚㼍㼐㼐㼕㼠㼕㼛㼚㻘 㻴㻻㻾㻵㻮㻭 㼑㼚㼐㼑㼍㼢㼛㼞㼟 㼠㼛 㼞㼑㼐㼡㼏㼑 㼞㼕㼟㼗 㼟㼠㼑㼙㼙㼕㼚㼓 㼒㼞㼛㼙 㼠㼔㼑 㼐㼑㼎㼠 㼐㼑㼒㼍㼡㼘㼠 㼛㼒 㼏㼛㼡㼚㼠㼑㼞㼜㼍㼞㼠㼕㼑㼟 㼎㼥 㼏㼛㼚㼐㼡㼏㼠㼕㼚㼓 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟 㼣㼕㼠㼔㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼕㼚㼟㼠㼕㼠㼡㼠㼕㼛㼚㼟㻌㼠㼔㼍㼠㻌㼔㼍㼢㼑㻌㼔㼕㼓㼔㻌㼏㼞㼑㼐㼕㼠㻌㼞㼍㼠㼕㼚㼓㼟㻚㻿㼡㼜㼜㼘㼑㼙㼑㼚㼠㼍㼞㼥㻌㼑㼤㼜㼘㼍㼚㼍㼠㼕㼛㼚㻌㼛㼒㻌㼠㼔㼑㻌㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌㼒㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼛㼒㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㼀㼔㼑 㼙㼍㼞㼗㼑㼠 㼢㼍㼘㼡㼑 㼛㼒 㼒㼕㼚㼍㼚㼏㼕㼍㼘 㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟 㼕㼚㼏㼘㼡㼐㼑㼟 㼢㼍㼘㼡㼑㼟 㼎㼍㼟㼑㼐 㼛㼚 㼙㼍㼞㼗㼑㼠 㼜㼞㼕㼏㼑㼟 㼍㼚㼐 㼍㼙㼛㼡㼚㼠㼟 㼞㼍㼠㼕㼛㼚㼍㼘㼘㼥 㼏㼍㼘㼏㼡㼘㼍㼠㼑㼐 㼣㼔㼑㼚 㼠㼔㼑㼞㼑㼍㼞㼑 㼚㼛 㼙㼍㼞㼗㼑㼠 㼜㼞㼕㼏㼑㼟 㼍㼢㼍㼕㼘㼍㼎㼘㼑㻚 㻭㼟 㻴㻻㻾㻵㻮㻭 㼕㼚㼏㼛㼞㼜㼛㼞㼍㼠㼑㼟 㼢㼍㼞㼕㼍㼎㼘㼑 㼒㼍㼏㼠㼛㼞㼟 㼣㼔㼑㼚 㼙㼍㼗㼕㼚㼓 㼠㼔㼑㼟㼑 㼏㼍㼘㼏㼡㼘㼍㼠㼕㼛㼚㼟㻘 㼠㼔㼑 㼍㼙㼛㼡㼚㼠㼟 㼙㼍㼥 㼏㼔㼍㼚㼓㼑㼐㼡㼑 㼠㼛 㼠㼔㼑 㼍㼐㼛㼜㼠㼕㼛㼚 㼛㼒 㼐㼕㼒㼒㼑㼞㼑㼚㼠 㼍㼟㼟㼡㼙㼜㼠㼕㼛㼚㼟㻚 㼃㼕㼠㼔 㼞㼑㼓㼍㼞㼐 㼠㼛 㼏㼛㼚㼠㼞㼍㼏㼠 㼍㼙㼛㼡㼚㼠㼟 㼞㼑㼘㼍㼠㼑㼐 㼠㼛 㼐㼑㼞㼕㼢㼍㼠㼕㼢㼑 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟 㼕㼚 㼠㼔㼑 㻺㼛㼠㼑㼟 㼠㼛㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐 㻲㼕㼚㼍㼚㼏㼕㼍㼘 㻿㼠㼍㼠㼑㼙㼑㼚㼠㼟 㼕㼠㼑㼙 㻎㻰㼑㼞㼕㼢㼍㼠㼕㼢㼑 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻘㻎 㼠㼔㼑 㼍㼙㼛㼡㼚㼠㼟 㼐㼛 㼚㼛㼠 㼕㼚㼐㼕㼏㼍㼠㼑 㼠㼔㼑 㼙㼍㼞㼗㼑㼠 㼞㼕㼟㼗 㼍㼟㼟㼛㼏㼕㼍㼠㼑㼐 㼣㼕㼠㼔㼐㼑㼞㼕㼢㼍㼠㼕㼢㼑㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌㼠㼔㼑㼙㼟㼑㼘㼢㼑㼟㻚㻔㻞㻕㻌㻲㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼛㼒㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㼀㼔㼑㻌㼎㼛㼛㼗㻌㼢㼍㼘㼡㼑㻌㼍㼚㼐㻌㼒㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼛㼒㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㼍㼚㼐㻌㼍㼚㼥㻌㼐㼕㼒㼒㼑㼞㼑㼚㼏㼑㻌㼎㼑㼠㼣㼑㼑㼚㻌㼠㼔㼑㻌㼠㼣㼛㻌㼍㼟㻌㼛㼒㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻞㻜㻝㻝㻌㼍㼞㼑㻌㼟㼑㼠㻌㼒㼛㼞㼠㼔㻌㼕㼚㻌㼠㼔㼑㻌㼠㼍㼎㼘㼑㻌㼎㼑㼘㼛㼣㻚㻲㼕㼚㼍㼚㼏㼕㼍㼘㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㼣㼔㼛㼟㼑㻌㼒㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼣㼍㼟㻌㼑㼤㼠㼞㼑㼙㼑㼘㼥㻌㼐㼕㼒㼒㼕㼏㼡㼘㼠㻌㼠㼛㻌㼑㼟㼠㼕㼙㼍㼠㼑㻌㼍㼞㼑㻌㼚㼛㼠㻌㼕㼚㼏㼘㼡㼐㼑㼐㻌㻔㻿㼑㼑㻌㻺㼛㼠㼑㻌㻞㻕㻚㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
㻮㼛㼛㼗㻌㼢㼍㼘㼡㼑 㻲㼍㼕㼞㻌㼢㼍㼘㼡㼑㻭㼟㼟㼑㼠㼟㻦
㻔㻝㻕㻌㻯㼍㼟㼔㻌㼍㼚㼐㻌㼠㼕㼙㼑㻌㼐㼑㼜㼛㼟㼕㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻞㻕㻌㼀㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻟㻕㻌㻹㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼍㼚㼐㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻭㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚53㻰㼕㼒㼒㼑㼞㼑㼚㼏㼑㻮㼛㼛㼗㻌㼢㼍㼘㼡㼑 㻲㼍㼕㼞㻌㼢㼍㼘㼡㼑㻰㼕㼒㼒㼑㼞㼑㼚㼏㼑\㻞㻢㻘㻥㻡㻤
㻟㻢㻘㻠㻞㻣

\㻞㻢㻘㻥㻡㻤
㻟㻢㻘㻠㻞㻣

㻙㻙\㻞㻤㻘㻤㻥㻟
㻟㻥㻘㻟㻣㻡

\㻞㻤㻘㻤㻥㻟
㻟㻥㻘㻟㻣㻡

㻙㻙㻝㻝㻘㻠㻡㻞
\㻣㻠㻘㻤㻟㻤

㻝㻝㻘㻠㻡㻞
\㻣㻠㻘㻤㻟㻤

㻙㻙㻝㻝㻘㻡㻝㻠
\㻣㻥㻘㻣㻤㻟

㻝㻝㻘㻡㻝㻠
\㻣㻥㻘㻣㻤㻟

㻙㻙㻸㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻦㻔㻝㻕㻌㼀㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼜㼍㼥㼍㼎㼘㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻞㻕㻌㻿㼔㼛㼞㼠㻙㼠㼑㼞㼙㻌㼘㼛㼍㼚㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻟㻕㻌㻭㼏㼏㼛㼡㼚㼠㼟㻌㼜㼍㼥㼍㼎㼘㼑㻌㻙㻌㼛㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻠㻕㻌㻭㼏㼏㼞㼡㼑㼐㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻡㻕㻌㻮㼛㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻢㻕㻌㻸㼛㼚㼓㻙㼠㼑㼞㼙㻌㼘㼛㼍㼚㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻝㻟㻘㻠㻤㻠
㻡㻘㻡㻣㻡
㻤㻘㻡㻠㻜
㻟㻘㻠㻡㻤
㻝㻜㻘㻜㻜㻜
㻝㻘㻝㻥㻡\㻠㻞㻘㻞㻡㻟

\㻝㻟㻘㻠㻤㻠
㻡㻘㻡㻣㻡
㻤㻘㻡㻠㻜
㻟㻘㻠㻡㻤
㻝㻜㻘㻠㻣㻤
㻝㻘㻝㻥㻡\㻠㻞㻘㻣㻟㻝

㻙
㻙
㻙
㻙
㻠㻣㻤
㻔㻜㻕
\㻠㻣㻤

\㻝㻟㻘㻝㻥㻢
㻢㻘㻢㻤㻠
㻣㻘㻤㻜㻡
㻞㻘㻠㻡㻥
㻝㻜㻘㻜㻜㻜
㻝㻘㻞㻥㻝\㻠㻝㻘㻠㻟㻥

\㻝㻟㻘㻝㻥㻢
㻢㻘㻢㻤㻠
㻣㻘㻤㻜㻡
㻞㻘㻠㻡㻥
㻝㻜㻘㻟㻤㻡
㻝㻘㻞㻥㻠\㻠㻝㻘㻤㻞㻣

㻙
㻙
㻙
㻙
㻟㻤㻡
㻞
\㻟㻤㻤

㻰㼑㼞㼕㼢㼍㼠㼕㼢㼑㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚

㻔㻢㻠㻕

㻔㻢㻠㻕

㻙

㻔㻝㻜㻟㻕

㻔㻝㻜㻟㻕

㻙

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝
㻮㼛㼛㼗㻌㼢㼍㼘㼡㼑㻭㼟㼟㼑㼠㼟㻦
㻔㻝㻕㻌㻯㼍㼟㼔㻌㼍㼚㼐㻌㼠㼕㼙㼑㻌㼐㼑㼜㼛㼟㼕㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻐㻟㻣㻝㻘㻢㻢㻝
㻔㻞㻕㻌㼀㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻡㻜㻢㻘㻠㻥㻢
㻔㻟㻕㻌㻹㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼍㼚㼐㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻝㻠㻤㻘㻝㻜㻥
㻭㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚 㻐㻝㻘㻜㻞㻢㻘㻞㻣㻥㻲㼍㼕㼞㻌㼢㼍㼘㼡㼑㻰㼕㼒㼒㼑㼞㼑㼚㼏㼑㻐㻟㻣㻝㻘㻢㻢㻝
㻡㻜㻢㻘㻠㻥㻢

㻙㻙㻝㻠㻤㻘㻝㻜㻥
㻐㻝㻘㻜㻞㻢㻘㻞㻣㻥㻙㻙㻸㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻦㻔㻝㻕㻌㼀㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼜㼍㼥㼍㼎㼘㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻞㻕㻌㻿㼔㼛㼞㼠㻙㼠㼑㼞㼙㻌㼘㼛㼍㼚㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻟㻕㻌㻭㼏㼏㼛㼡㼚㼠㼟㻌㼜㼍㼥㼍㼎㼘㼑㻌㻙㻌㼛㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻠㻕㻌㻭㼏㼏㼞㼡㼑㼐㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻡㻕㻌㻮㼛㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻢㻕㻌㻸㼛㼚㼓㻙㼠㼑㼞㼙㻌㼘㼛㼍㼚㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻐㻝㻢㻥㻘㻣㻠㻡
㻤㻡㻘㻥㻣㻤
㻝㻜㻜㻘㻟㻥㻤
㻟㻝㻘㻢㻟㻝
㻝㻞㻤㻘㻢㻟㻟
㻝㻢㻘㻢㻜㻢
㻐㻡㻟㻟㻘㻜㻠㻢

㻐㻝㻢㻥㻘㻣㻠㻡
㻤㻡㻘㻥㻣㻤
㻝㻜㻜㻘㻟㻥㻤
㻟㻝㻘㻢㻟㻝
㻝㻟㻟㻘㻡㻤㻢
㻝㻢㻘㻢㻠㻡
㻐㻡㻟㻤㻘㻜㻟㻣

㻙
㻙
㻙
㻙
㻠㻘㻥㻡㻞
㻞㻡
㻐㻠㻘㻥㻥㻜

㻰㼑㼞㼕㼢㼍㼠㼕㼢㼑㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻝㻘㻟㻞㻠㻕

㻔㻝㻘㻟㻞㻠㻕

㻙㻺㼛㼠㼑㻌㻝㻚㻌㻹㼑㼠㼔㼛㼐㻌㼒㼛㼞㻌㼏㼍㼘㼏㼡㼘㼍㼠㼕㼚㼓㻌㼠㼔㼑㻌㼒㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼛㼒㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㼍㼚㼐㻌㼚㼛㼠㼑㼟㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼍㼚㼐㻌㼐㼑㼞㼕㼢㼍㼠㼕㼢㼑㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻚㻭㼟㼟㼑㼠㼟
㻔㻝㻕㻌㻯㼍㼟㼔㻌㼍㼚㼐㻌㼠㼕㼙㼑㻌㼐㼑㼜㼛㼟㼕㼠㼟㻌㼍㼚㼐㻌㻔㻞㻕㻌㼀㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㻭㼟 㼠㼔㼑㼟㼑 㼍㼞㼑 㼟㼑㼠㼠㼘㼑㼐 㼕㼚 㼠㼔㼑 㼟㼔㼛㼞㼠 㼠㼑㼞㼙㻘 㼙㼍㼞㼗㼑㼠 㼢㼍㼘㼡㼑 㼍㼜㼜㼞㼛㼤㼕㼙㼍㼠㼑㼟 㼎㼛㼛㼗 㼢㼍㼘㼡㼑 㼍㼚㼐 㼕㼟 㼠㼔㼑㼞㼑㼒㼛㼞㼑 㼎㼍㼟㼑㼐 㼛㼚 㼠㼔㼑 㼍㼜㼜㼘㼕㼏㼍㼎㼘㼑 㼎㼛㼛㼗㼢㼍㼘㼡㼑㻚
㻔㻟㻕㻌㻹㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼍㼚㼐㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻹㼍㼞㼗㼑㼠 㼢㼍㼘㼡㼑 㼒㼛㼞 㼠㼔㼑㼟㼑 㼕㼟 㼎㼍㼟㼑㼐 㼛㼚 㼜㼞㼕㼏㼑㼟 㼛㼚 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟 㼑㼤㼏㼔㼍㼚㼓㼑㼟 㼕㼚 㼠㼔㼑 㼏㼍㼟㼑 㼛㼒 㼟㼔㼍㼞㼑㼟㻘 㼑㼠㼏㻚 㻲㼛㼞 㼎㼛㼚㼐㼟㻘 㼙㼍㼞㼗㼑㼠 㼢㼍㼘㼡㼑 㼕㼟 㼎㼍㼟㼑㼐㼛㼚 㼜㼞㼕㼏㼑㼟 㼛㼚 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟 㼑㼤㼏㼔㼍㼚㼓㼑㼟 㼛㼞 㼜㼞㼕㼏㼑㼟 㼕㼚㼐㼕㼏㼍㼠㼑㼐 㼎㼥 㼏㼛㼞㼞㼑㼟㼜㼛㼚㼐㼕㼚㼓 㼒㼕㼚㼍㼚㼏㼕㼍㼘 㼕㼚㼟㼠㼕㼠㼡㼠㼕㼛㼚㼟㻚 㻲㼛㼞 㼙㼍㼞㼗㼑㼠㼍㼎㼘㼑 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㼏㼘㼍㼟㼟㼕㼒㼕㼑㼐㻌㼎㼥㻌㼠㼔㼑㻌㼜㼡㼞㼜㼛㼟㼑㻌㼒㼛㼞㻌㼣㼔㼕㼏㼔㻌㼠㼔㼑㼥㻌㼍㼞㼑㻌㼔㼑㼘㼐㻘㻌㼟㼑㼑㻌㻎㻹㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㻿㼑㼏㼡㼞㼕㼠㼕㼑㼟㻎㻚㻸㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻔㻝㻕㻌㼀㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼜㼍㼥㼍㼎㼘㼑㻘㻌㻔㻞㻕㻌㻿㼔㼛㼞㼠㻙㼠㼑㼞㼙㻌㼘㼛㼍㼚㼟㻘㻌㻔㻟㻕㻌㻭㼏㼏㼛㼡㼚㼠㼟㻌㼜㼍㼥㼍㼎㼘㼑㻌㻙㻌㼛㼠㼔㼑㼞㻌㼍㼚㼐㻌㻔㻠㻕㻌㻭㼏㼏㼞㼡㼑㼐㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㻭㼟 㼠㼔㼑㼟㼑 㼍㼞㼑 㼟㼑㼠㼠㼘㼑㼐 㼕㼚 㼠㼔㼑 㼟㼔㼛㼞㼠 㼠㼑㼞㼙㻘 㼙㼍㼞㼗㼑㼠 㼢㼍㼘㼡㼑 㼍㼜㼜㼞㼛㼤㼕㼙㼍㼠㼑㼟 㼎㼛㼛㼗 㼢㼍㼘㼡㼑 㼍㼚㼐 㼕㼟 㼠㼔㼑㼞㼑㼒㼛㼞㼑 㼎㼍㼟㼑㼐 㼛㼚 㼠㼔㼑 㼍㼜㼜㼘㼕㼏㼍㼎㼘㼑 㼎㼛㼛㼗㼢㼍㼘㼡㼑㻚
㻔㻡㻕㻌㻮㼛㼚㼐㼟㻹㼍㼞㼗㼑㼠㻌㼢㼍㼘㼡㼑㻌㼒㼛㼞㻌㼎㼛㼚㼐㼟㻌㼕㼟㼟㼡㼑㼐㻌㼎㼥㻌㻴㻻㻾㻵㻮㻭㻌㼔㼍㼟㻌㼎㼑㼑㼚㻌㼏㼍㼘㼏㼡㼘㼍㼠㼑㼐㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼙㼍㼞㼗㼑㼠㻌㼜㼞㼕㼏㼑㼟㻚㻔㻢㻕㻌㻸㼛㼚㼓㻙㼠㼑㼞㼙㻌㼘㼛㼍㼚㼟㻮㼛㼞㼞㼛㼣㼕㼚㼓㼟 㼎㼍㼟㼑㼐 㼛㼚 㼢㼍㼞㼕㼍㼎㼘㼑 㼕㼚㼠㼑㼞㼑㼟㼠 㼞㼍㼠㼑㼟 㼞㼑㼒㼘㼑㼏㼠 㼙㼍㼞㼗㼑㼠 㼕㼚㼠㼑㼞㼑㼟㼠 㼞㼍㼠㼑㼟㻘 㼍㼚㼐 㼍㼟 㼠㼔㼑 㼏㼞㼑㼐㼕㼠㼣㼛㼞㼠㼔㼕㼚㼑㼟㼟 㼛㼒 㻴㻻㻾㻵㻮㻭 㼔㼍㼟 㼚㼛㼠㼏㼔㼍㼚㼓㼑㼐 㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㼘㼥 㼟㼕㼚㼏㼑 㼑㼤㼑㼏㼡㼠㼕㼛㼚㻘 㼙㼍㼞㼗㼑㼠 㼢㼍㼘㼡㼑 㼕㼟 㼏㼛㼚㼟㼕㼐㼑㼞㼑㼐 㼠㼛 㼍㼜㼜㼞㼛㼤㼕㼙㼍㼠㼑 㼎㼛㼛㼗 㼢㼍㼘㼡㼑 㼍㼚㼐 㼕㼟 㼠㼔㼑㼞㼑㼒㼛㼞㼑 㼎㼍㼟㼑㼐 㼛㼚㼍㼜㼜㼘㼕㼏㼍㼎㼘㼑 㼎㼛㼛㼗 㼢㼍㼘㼡㼑㻚 㼀㼔㼑 㼢㼍㼘㼡㼑 㼛㼒 㼎㼛㼞㼞㼛㼣㼕㼚㼓㼟 㼣㼕㼠㼔 㼒㼕㼤㼑㼐 㼕㼚㼠㼑㼞㼑㼟㼠 㼞㼍㼠㼑㼟 㼕㼟 㼎㼍㼟㼑㼐 㼛㼚 㼠㼔㼑 㼠㼛㼠㼍㼘 㼍㼙㼛㼡㼚㼠 㼛㼒 㼜㼞㼕㼚㼏㼕㼜㼍㼘 㼍㼚㼐 㼕㼚㼠㼑㼞㼑㼟㼠㼐㼕㼟㼏㼛㼡㼚㼠㼑㼐㻌㼍㼠㻌㼍㼚㻌㼕㼚㼠㼑㼞㼑㼟㼠㻌㼞㼍㼠㼑㻌㼛㼒㻌㼍㻌㼟㼕㼙㼕㼘㼍㼞㻌㼚㼑㼣㻌㼘㼛㼍㼚㻚㻰㼑㼞㼕㼢㼍㼠㼕㼢㼑㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻿㼑㼑㻌㻺㼛㼠㼑㻌㻝㻟㻌㼒㼛㼞㻌㼐㼑㼞㼕㼢㼍㼠㼕㼢㼑㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻺㼑㼠 㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟 㻔㼜㼍㼥㼍㼎㼘㼑㼟㻕 㼐㼑㼞㼕㼢㼑㼐 㼒㼞㼛㼙 㼐㼑㼞㼕㼢㼍㼠㼕㼢㼑 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟 㼍㼞㼑 㼐㼕㼟㼜㼘㼍㼥㼑㼐 㼕㼚 㼠㼔㼑 㼠㼍㼎㼘㼑 㼍㼎㼛㼢㼑㻚 㼀㼛㼠㼍㼘 㼚㼑㼠 㼜㼍㼥㼍㼎㼘㼑㼟 㼍㼞㼑 㼟㼔㼛㼣㼚㼕㼚㻌㼜㼍㼞㼑㼚㼠㼔㼑㼟㼕㼟㻚㻺㼛㼠㼑㻌㻞㻚㻌㼀㼔㼑㻌㼒㼛㼘㼘㼛㼣㼕㼚㼓㻌㼠㼍㼎㼘㼑㻌㼟㼡㼙㼙㼍㼞㼕㼦㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㼣㼔㼛㼟㼑㻌㼒㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼕㼟㻌㼑㼤㼠㼞㼙㼑㼘㼥㻌㼐㼕㼒㼒㼕㼏㼡㼘㼠㻌㼠㼛㻌㼑㼟㼠㼕㼙㼍㼠㼑㻚㻺㼛㼚㻙㼘㼕㼟㼠㼑㼐㻌㼑㼝㼡㼕㼠㼥㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌㼕㼚㻌㼚㼛㼚㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌㼍㼚㼐㻌㼍㼒㼒㼕㼘㼕㼍㼠㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
\㻞㻝㻠
\㻞㻡㻥
㻥㻠
㻥㻜

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝
㻐㻟㻘㻟㻟㻝㻝㻘㻝㻡㻣㼀㼔㼑 㼍㼎㼛㼢㼑 㼒㼕㼚㼍㼚㼏㼕㼍㼘 㼕㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟 㼍㼞㼑 㼚㼛㼠 㼕㼚㼏㼘㼡㼐㼑㼐 㼕㼚 㻎㻔㻟㻕 㻹㼍㼞㼗㼑㼠㼍㼎㼘㼑 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟 㼍㼚㼐 㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻎 㼎㼑㼏㼍㼡㼟㼑 㼠㼔㼑㼥 㼐㼛 㼚㼛㼠㼔㼍㼢㼑㻌㼙㼍㼞㼗㼑㼠㻌㼢㼍㼘㼡㼑㼟㻌㼍㼚㼐㻌㼠㼔㼑㻌㼒㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼕㼟㻌㼑㼤㼠㼞㼑㼙㼑㼘㼥㻌㼐㼕㼒㼒㼕㼏㼡㼘㼠㻌㼠㼛㻌㼑㼟㼠㼕㼙㼍㼠㼑㻚

Annual Report 2011 | 54

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Notes to Consolidated Financial Statements㻺㼛㼠㼑㻌㻟㻚 㻾㼑㼜㼍㼥㼙㼑㼚㼠㻌㼟㼏㼔㼑㼐㼡㼘㼑㻌㼛㼒㻌㼙㼛㼚㼑㼠㼍㼞㼥㻌㼏㼘㼍㼕㼙㼟㻘㻌㼍㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑㼟㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼣㼕㼠㼔㻌㼙㼍㼠㼡㼞㼕㼠㼕㼑㼟㻌㼍㼚㼐㻌㼎㼛㼚㼐㻌㼔㼑㼘㼐㻌㼠㼛㻌㼙㼍㼠㼡㼞㼕㼠㼥㻚㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻻㼢㼑㼞㻌㼛㼚㼑㻌㼥㼑㼍㼞 㻻㼢㼑㼞㻌㼒㼕㼢㼑㻌㼥㼑㼍㼞㼟㼃㼕㼠㼔㼕㼚㻌㼛㼚㼑㼎㼡㼠㻌㼣㼕㼠㼔㼕㼚㻌㼒㼕㼢㼑㼎㼡㼠㻌㼣㼕㼠㼔㼕㼚㻌㼠㼑㼚 㻻㼢㼑㼞㻌㼠㼑㼚㻌㼥㼑㼍㼞㼟
㼥㼑㼍㼞
㼥㼑㼍㼞㼟
㼥㼑㼍㼞㼟
㼀㼕㼙㼑㻌㼐㼑㼜㼛㼟㼕㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻞㻢㻘㻥㻡㻤㻙㻙㻙㼀㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻟㻢㻘㻠㻞㻣㻙㻙㻙㻹㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼍㼚㼐㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻭㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼣㼕㼠㼔㻌㼙㼍㼠㼡㼞㼕㼠㼕㼑㼟㻔㻝㻕㻌㻮㼛㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻝㻜㻝
㻙
㻙
㻙
㻔㻞㻕㻌㻻㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻜㻟㻜㻙㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻢㻟㻘㻠㻤㻣\㻟\㻜㻙㼃㼕㼠㼔㼕㼚㻌㼛㼚㼑㼥㼑㼍㼞㼀㼕㼙㼑㻌㼐㼑㼜㼛㼟㼕㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻹㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼍㼚㼐㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻭㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼣㼕㼠㼔㻌㼙㼍㼠㼡㼞㼕㼠㼕㼑㼟㻔㻝㻕㻌㻮㼛㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻞㻕㻌㻻㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻞㻤㻘㻤㻥㻟
㻟㻥㻘㻟㻣㻡

㻝㻘㻡㻥㻥㻡㻜㻜\㻣㻜㻘㻟㻢㻥

㼃㼕㼠㼔㼕㼚㻌㼛㼚㼑㼥㼑㼍㼞㼀㼕㼙㼑㻌㼐㼑㼜㼛㼟㼕㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼞㼍㼐㼑㻌㼚㼛㼠㼑㼟㻌㼍㼚㼐㻌㼍㼏㼏㼛㼡㼚㼠㼟㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻹㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼍㼚㼐㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻭㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼣㼕㼠㼔㻌㼙㼍㼠㼡㼞㼕㼠㼕㼑㼟㻔㻝㻕㻌㻮㼛㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻞㻕㻌㻻㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻐㻟㻣㻝㻘㻢㻢㻝
㻡㻜㻢㻘㻠㻥㻢

㻞㻜㻘㻡㻢㻤
㻢㻘㻠㻟㻝㻐㻥㻜㻡㻘㻝㻤㻟

㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻝
㻻㼢㼑㼞㻌㼛㼚㼑㻌㼥㼑㼍㼞 㻻㼢㼑㼞㻌㼒㼕㼢㼑㻌㼥㼑㼍㼞㼟㼎㼡㼠㻌㼣㼕㼠㼔㼕㼚㻌㼠㼑㼚 㻻㼢㼑㼞㻌㼠㼑㼚㻌㼥㼑㼍㼞㼟㼎㼡㼠㻌㼣㼕㼠㼔㼕㼚㻌㼒㼕㼢㼑
㼥㼑㼍㼞㼟
㼥㼑㼍㼞㼟
㻙
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㻙
㻙
㻙
㻙

㻙
㻞
\㻞

㻙
㻡
\㻡

㻙
㻙
㻙

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝
㻻㼢㼑㼞㻌㼛㼚㼑㻌㼥㼑㼍㼞 㻻㼢㼑㼞㻌㼒㼕㼢㼑㻌㼥㼑㼍㼞㼟㼎㼡㼠㻌㼣㼕㼠㼔㼕㼚㻌㼒㼕㼢㼑㼎㼡㼠㻌㼣㼕㼠㼔㼕㼚㻌㼠㼑㼚 㻻㼢㼑㼞㻌㼠㼑㼚㻌㼥㼑㼍㼞㼟
㼥㼑㼍㼞㼟
㼥㼑㼍㼞㼟
㻙
㻙
㻙
㻙
㻙
㻙

㻙
㻞㻡
㻐㻞㻡

㻙
㻢㻠
㻐㻢㻠

㻙
㻙
㻙

㻺㼛㼠㼑㻌㻠㻚 㻾㼑㼜㼍㼥㼙㼑㼚㼠㻌㼟㼏㼔㼑㼐㼡㼘㼑㻌㼛㼒㻌㼎㼛㼚㼐㼟㻌㼍㼚㼐㻌㼘㼛㼚㼓㻙㼠㼑㼞㼙㻌㼎㼛㼞㼞㼛㼣㼕㼚㼓㼟㻿㼑㼑㻌㻺㼛㼠㼑㻌㻣㻌㼒㼛㼞㻌㼟㼔㼛㼞㼠㻙㼠㼑㼞㼙㻌㼘㼛㼍㼚㼟㻌㼍㼚㼐㻌㼘㼛㼚㼓㻙㼠㼑㼞㼙㻌㼐㼑㼎㼠㻭㼐㼐㼕㼠㼕㼛㼚㼍㼘㻌㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻲㼞㼛㼙 㼒㼕㼟㼏㼍㼘 㻞㻜㻝㻜㻘 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼔㼍㼟 㼍㼜㼜㼘㼕㼑㼐 㼠㼔㼑 㻎㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓 㻿㼠㼍㼚㼐㼍㼞㼐 㼒㼛㼞 㻲㼕㼚㼍㼚㼏㼕㼍㼘 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟 㼍㼚㼐 㼕㼠㼟 㻵㼙㼜㼘㼑㼙㼑㼚㼠㼍㼠㼕㼛㼚㻳㼡㼕㼐㼍㼚㼏㼑㻎 㻔㻭㻿㻮㻶 㻿㼠㼍㼠㼑㼙㼑㼚㼠 㻺㼛㻚 㻝㻜㻘 㼕㼟㼟㼡㼑㼐 㼛㼚 㻹㼍㼞㼏㼔 㻝㻜㻘 㻞㻜㻜㻤㻕 㼍㼚㼐 㻎㻳㼡㼕㼐㼍㼚㼏㼑 㼛㼚 㻰㼕㼟㼏㼘㼛㼟㼡㼞㼑㼟 㼍㼎㼛㼡㼠 㻲㼍㼕㼞 㼂㼍㼘㼡㼑 㼛㼒 㻲㼕㼚㼍㼚㼏㼕㼍㼘㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻎㻌㻔㻭㻿㻮㻶㻌㻳㼡㼕㼐㼍㼚㼏㼑㻌㻺㼛㻚㻌㻝㻥㻘㻌㼕㼟㼟㼡㼑㼐㻌㼛㼚㻌㻹㼍㼞㼏㼔㻌㻝㻜㻘㻌㻞㻜㻜㻤㻕㻚55

㻠㻚㻌㻿㼑㼏㼡㼞㼕㼠㼕㼑㼟㼀㼔㼑 㼒㼛㼘㼘㼛㼣㼕㼚㼓 㼠㼍㼎㼘㼑 㼟㼡㼙㼙㼍㼞㼕㼦㼑㼟 㼍㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚 㼏㼛㼟㼠㼟 㼍㼚㼐 㼎㼛㼛㼗 㼢㼍㼘㼡㼑㼟 㻔㼒㼍㼕㼞 㼢㼍㼘㼡㼑㼟㻕 㼛㼒 㼍㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟 㼍㼟 㼛㼒㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻚㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻭㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㻮㼛㼛㼗㻌㼢㼍㼘㼡㼑㻰㼕㼒㼒㼑㼞㼑㼚㼏㼑㼏㼛㼟㼠㻮㼛㼛㼗㻌㼢㼍㼘㼡㼑㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻝
㻭㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㼏㼛㼟㼠㻰㼕㼒㼒㼑㼞㼑㼚㼏㼑㻿㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼣㼕㼠㼔㻌㼎㼛㼛㼗㻌㼢㼍㼘㼡㼑㼟㼑㼤㼏㼑㼑㼐㼕㼚㼓㻌㼍㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㻌㼏㼛㼟㼠㼟㻦㻱㼝㼡㼕㼠㼥㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼛㼞㼜㼛㼞㼍㼠㼑㻌㼎㼛㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼡㼎㼠㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻞㻘㻥㻞㻜㻝㻜㻝㻢㻟㻘㻜㻞㻤\㻝㻘㻞㻞㻟㻝㻜㻜㻢㻝㻘㻟㻞㻥\㻝㻘㻢㻥㻣㻝㻜㻝㻘㻢㻥㻤\㻞㻘㻟㻡㻝㻙㻡㻜㻜㻞㻘㻤㻡㻞\㻝㻘㻝㻞㻜㻙㻡㻜㻜㻝㻘㻢㻞㻜\㻝㻘㻞㻟㻝㻙㻜㻝㻘㻞㻟㻝㻿㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼣㼕㼠㼔㻌㼎㼛㼛㼗㻌㼢㼍㼘㼡㼑㼟㻌㼚㼛㼠㼑㼤㼏㼑㼑㼐㼕㼚㼓㻌㼍㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㻌㼏㼛㼟㼠㼟㻦㻱㼝㼡㼕㼠㼥㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻳㼛㼢㼑㼞㼚㼙㼑㼚㼠㻌㼎㼛㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼛㼞㼜㼛㼞㼍㼠㼑㻌㼎㼛㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼡㼎㼠㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚

㻤㻤㻣
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㻣㻘㻡㻟㻢
㻤㻘㻠㻞㻟

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㻙
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㻣㻘㻡㻟㻢
㻤㻘㻣㻞㻜

㻔㻞㻥㻢㻕
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㻤㻜㻡
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㻔㻜㻕
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㻔㻝㻥㻠㻕

㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻝㻝㻘㻠㻡㻞

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㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝
㻭㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㻮㼛㼛㼗㻌㼢㼍㼘㼡㼑㻰㼕㼒㼒㼑㼞㼑㼚㼏㼑㼏㼛㼟㼠㻿㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼣㼕㼠㼔㻌㼎㼛㼛㼗㻌㼢㼍㼘㼡㼑㼟㼑㼤㼏㼑㼑㼐㼕㼚㼓㻌㼍㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㻌㼏㼛㼟㼠㼟㻦㻱㼝㼡㼕㼠㼥㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼛㼞㼜㼛㼞㼍㼠㼑㻌㼎㼛㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼡㼎㼠㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻐㻟㻜㻘㻞㻠㻝
㻙㻢㻘㻠㻟㻝㻟㻢㻘㻢㻤㻢

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㻙㻢㻘㻠㻟㻝㻞㻜㻘㻤㻟㻤

㻐㻝㻡㻘㻤㻟㻠
㻙㻜㻝㻡㻘㻤㻟㻠

㻿㼑㼏㼡㼞㼕㼠㼕㼑㼟㻌㼣㼕㼠㼔㻌㼎㼛㼛㼗㻌㼢㼍㼘㼡㼑㼟㻌㼚㼛㼠㼑㼤㼏㼑㼑㼐㼕㼚㼓㻌㼍㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㻌㼏㼛㼟㼠㼟㻦㻱㼝㼡㼕㼠㼥㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻳㼛㼢㼑㼞㼚㼙㼑㼚㼠㻌㼎㼛㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼛㼞㼜㼛㼞㼍㼠㼑㻌㼎㼛㼚㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼡㼎㼠㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻜㻘㻟㻡㻡
㻣㻣㻞㻜㻘㻡㻢㻤
㻤㻜㻘㻟㻥㻢
㻝㻝㻝㻘㻠㻞㻞

㻝㻞㻘㻤㻝㻝
㻥㻜㻞㻜㻘㻡㻥㻠
㻤㻜㻘㻟㻥㻢
㻝㻝㻟㻘㻥㻝㻤

㻔㻞㻘㻠㻡㻢㻕㻔㻜㻕㻔㻞㻡㻕㻙㻔㻞㻘㻠㻥㻡㻕

㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻐㻝㻠㻤㻘㻝㻜㻥

㻐㻝㻟㻠㻘㻣㻡㻢

㻐㻝㻟㻘㻟㻟㻥

㻺㼛㼠㼑㻚㻌 㻺㼛㼚㻙㼘㼕㼟㼠㼑㼐 㼑㼝㼡㼕㼠㼥 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻘 㼑㼠㼏㻚 㼛㼒 \㻞㻝㻠 㼙㼕㼘㼘㼕㼛㼚 㼍㼚㼐 \㻞㻡㻥 㼙㼕㼘㼘㼕㼛㼚 㻔㻐㻟㻘㻟㻟㻝 㼠㼔㼛㼡㼟㼍㼚㼐㻕 㼒㼛㼞 㼠㼔㼑 㼒㼕㼟㼏㼍㼘 㼥㼑㼍㼞 㼑㼚㼐㼑㼐㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼍㼚㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻝㻘㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻘 㼍㼞㼑 㼚㼛㼠 㼕㼚㼏㼘㼡㼐㼑㼐 㼕㼚 㼠㼔㼑 㼍㼎㼛㼢㼑 㼠㼍㼎㼘㼑 㼎㼑㼏㼍㼡㼟㼑 㼠㼔㼑㼥 㼐㼕㼐 㼚㼛㼠㼔㼍㼢㼑㻌㼙㼍㼞㼗㼑㼠㻌㼢㼍㼘㼡㼑㼟㻌㼍㼚㼐㻌㼠㼔㼑㻌㼒㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼣㼍㼟㻌㼑㼤㼠㼞㼑㼙㼑㼘㼥㻌㼐㼕㼒㼒㼕㼏㼡㼘㼠㻌㼠㼛㻌㼑㼟㼠㼕㼙㼍㼠㼑㻚㼀㼔㼑 㼒㼛㼘㼘㼛㼣㼕㼚㼓 㼠㼍㼎㼘㼑 㼟㼡㼙㼙㼍㼞㼕㼦㼑㼟 㼍㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟 㼟㼛㼘㼐 㼒㼛㼞 㼠㼔㼑 㼒㼕㼟㼏㼍㼘 㼥㼑㼍㼞 㼑㼚㼐㼑㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼍㼚㼐㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻚㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
㻝㻞㻛㻞㻜㻝㻝\㻥\㻜㻐㻜㼀㼛㼠㼍㼘㻌㼟㼍㼘㼑㼟㻌㼛㼒㻌㼍㼢㼍㼕㼘㼍㼎㼘㼑㻙㼒㼛㼞㻙㼟㼍㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻾㼑㼘㼍㼠㼑㼐㻌㼓㼍㼕㼚㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻡
㻙
㻙
㻔㻜㻕
㻔㻜㻕
㻔㻜㻕
㻾㼑㼘㼍㼠㼑㼐㻌㼘㼛㼟㼟㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼙㼜㼍㼕㼞㼙㼑㼚㼠㻌㼘㼛㼟㼟㻌㼛㼚㻌㼙㼍㼞㼗㼑㼠㼍㼎㼘㼑㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㼀㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐 㼍㼚 㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠 㼘㼛㼟㼟 㼛㼒 \㻞㻜㻟 㼙㼕㼘㼘㼕㼛㼚 㼍㼚㼐 \㻟㻣㻜 㼙㼕㼘㼘㼕㼛㼚 㻔㻐㻠㻘㻣㻡㻥 㼠㼔㼛㼡㼟㼍㼚㼐 䠅 㼕㼚 㼒㼕㼟㼏㼍㼘 㻞㻜㻝㻜 㼍㼚㼐㼒㼕㼟㼏㼍㼘 㻞㻜㻝㻝㻘 㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻘 㼛㼚 㼛㼠㼔㼑㼞 㼙㼍㼞㼗㼑㼠㼍㼎㼘㼑 㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚 㼃㼔㼑㼚 㼍㼜㼜㼘㼥㼕㼚㼓 㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠 㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓㻘 㼕㼒 㼠㼔㼑 㼙㼍㼞㼗㼑㼠 㼢㼍㼘㼡㼑 㼍㼠㼠㼔㼑 㼑㼚㼐 㼛㼒 㼠㼔㼑 㼠㼑㼞㼙 㼔㼍㼟 㼒㼍㼘㼘㼑㼚 㼎㼥 㼙㼛㼞㼑 㼠㼔㼍㼚 㻡㻜㻑 㼒㼞㼛㼙 㼠㼔㼑 㼍㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚 㼜㼞㼕㼏㼑㻘 㼍㼚 㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠 㼘㼛㼟㼟 㼕㼟 㼍㼜㼜㼘㼕㼑㼐 㼠㼛 㼠㼔㼑 㼑㼚㼠㼕㼞㼑㼍㼙㼛㼡㼚㼠㻚 㻵㼒 㼠㼔㼑 㼙㼍㼞㼗㼑㼠 㼢㼍㼘㼡㼑 㼔㼍㼟 㼒㼍㼘㼘㼑㼚 㼎㼥 㼍㼜㼜㼞㼛㼤㼕㼙㼍㼠㼑㼘㼥 㻟㻜㻑 㼠㼛 㻡㻜㻑㻘 㼍㼚 㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠 㼘㼛㼟㼟 㼕㼟 㼍㼜㼜㼘㼕㼑㼐 㼠㼛 㼠㼔㼑 㼍㼙㼛㼡㼚㼠㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐㻌㼍㼟㻌㼚㼑㼏㼑㼟㼟㼍㼞㼥㻌㼍㼒㼠㼑㼞㻌㼏㼛㼚㼟㼕㼐㼑㼞㼕㼚㼓㻌㼠㼔㼑㻌㼜㼛㼟㼟㼕㼎㼕㼘㼕㼠㼥㻌㼛㼒㻌㼞㼑㼏㼛㼢㼑㼞㼥㻘㻌㼑㼠㼏㻚

Annual Report 2011 | 56

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Notes to Consolidated Financial Statements㻡㻚㻌㻵㼚㼢㼑㼚㼠㼛㼞㼕㼑㼟㻵㼚㼢㼑㼚㼠㼛㼞㼕㼑㼟㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㼏㼛㼚㼟㼕㼟㼠㼑㼐㻌㼛㼒㻌㼠㼔㼑㻌㼒㼛㼘㼘㼛㼣㼕㼚㼓㻦㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
㻹㼑㼞㼏㼔㼍㼚㼐㼕㼟㼑㻌㼍㼚㼐㻌㼒㼕㼚㼕㼟㼔㼑㼐㻌㼓㼛㼛㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻤㻘㻟㻠㻝
\㻥㻘㻜㻝㻡㻤㻘㻣㻤㻝㻥㻘㻝㻞㻣㼃㼛㼞㼗㻙㼕㼚㻙㼜㼞㼛㼏㼑㼟㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻾㼍㼣㻌㼙㼍㼠㼑㼞㼕㼍㼘㼟㻌㼍㼚㼐㻌㼟㼡㼜㼜㼘㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻣㻘㻣㻞㻜
㻤㻘㻝㻠㻠
㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻞㻠㻘㻤㻠㻟
\㻞㻢㻘㻞㻤㻤

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝
㻐㻝㻝㻡㻘㻥㻢㻟
㻝㻝㻣㻘㻠㻜㻠
㻝㻜㻠㻘㻣㻡㻥
㻐㻟㻟㻤㻘㻝㻡㻞㻢㻚 㻺㼛㼠㼑㼟 㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑 㼙㼍㼠㼡㼞㼕㼚㼓 㼛㼚 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼍㼚㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻝㻘 㼣㼔㼕㼏㼔 㼣㼑㼞㼑㼎㼍㼚㼗㻌㼔㼛㼘㼕㼐㼍㼥㼟㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼍㼚㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻝㻘 㼠㼔㼑 㼑㼚㼐 㼛㼒 㼠㼔㼑 㼜㼑㼞㼕㼛㼐㻘 㼣㼑㼞㼑 㼎㼍㼚㼗 㼔㼛㼘㼕㼐㼍㼥㼟㻚 㻺㼛㼠㼑㼟 㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑 㼙㼍㼠㼡㼞㼕㼚㼓 㼛㼚㼠㼔㼛㼟㼑 㼐㼍㼠㼑㼟 㼣㼑㼞㼑 㼟㼑㼠㼠㼘㼑㼐 㼛㼚 㼠㼔㼑 㼒㼛㼘㼘㼛㼣㼕㼚㼓 㼎㼡㼟㼕㼚㼑㼟㼟 㼐㼍㼥㻚 㼀㼔㼑㼞㼑㼒㼛㼞㼑㻘 㼚㼛㼠㼑㼟 㼕㼚 㼠㼔㼑 㼍㼙㼛㼡㼚㼠 㼛㼒 \㻠㻢㻤 㼙㼕㼘㼘㼕㼛㼚 㼣㼑㼞㼑 㼕㼚㼏㼘㼡㼐㼑㼐㼕㼚 㼠㼔㼑 㼑㼚㼐㼕㼚㼓 㼎㼍㼘㼍㼚㼏㼑 㼍㼠 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼍㼚㼐 㼚㼛㼠㼑㼟 㼕㼚 㼠㼔㼑 㼍㼙㼛㼡㼚㼠 㼛㼒 \㻥㻟㻢 㼙㼕㼘㼘㼕㼛㼚 㻔㻐㻝㻞㻘㻜㻠㻜 㼠㼔㼛㼡㼟㼍㼚㼐㻕 㼣㼑㼞㼑 㼕㼚㼏㼘㼡㼐㼑㼐 㼕㼚㼠㼔㼑㻌㼑㼚㼐㼕㼚㼓㻌㼎㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻚㻣㻚㻌㻿㼔㼛㼞㼠㻙㼠㼑㼞㼙㻌㼘㼛㼍㼚㼟㻌㼍㼚㼐㻌㼘㼛㼚㼓㻙㼠㼑㼞㼙㻌㼐㼑㼎㼠㻿㼔㼛㼞㼠㻙㼠㼑㼞㼙 㼘㼛㼍㼚㼟 㼍㼞㼑 㼓㼑㼚㼑㼞㼍㼘㼘㼥 㼞㼑㼜㼞㼑㼟㼑㼚㼠㼑㼐 㼎㼥 㼎㼍㼚㼗 㼚㼛㼠㼑㼟 㼣㼕㼠㼔 㼍㼚㼚㼡㼍㼘 㼕㼚㼠㼑㼞㼑㼟㼠 㼞㼍㼠㼑㼟 㼞㼍㼚㼓㼕㼚㼓 㼒㼞㼛㼙 㻜㻚㻤㻡㻑 㼠㼛 㻝㻟㻚㻡㻞㻑 㼍㼚㼐㻜㻚㻣㻡㻑㻌㼠㼛㻌㻝㻠㻚㻞㻜㻑㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻘㻌㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻚㻸㼛㼚㼓㻙㼠㼑㼞㼙㻌㼐㼑㼎㼠㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㼏㼛㼚㼟㼕㼟㼠㼑㼐㻌㼛㼒㻌㼠㼔㼑㻌㼒㼛㼘㼘㼛㼣㼕㼚㼓㻦㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝

㼁㼚㼟㼑㼏㼡㼞㼑㼐㻦㻝㻚㻥㻤㻑㻌㼎㼛㼚㼐㼟㻌㼐㼡㼑㻌㼕㼚㻌㻞㻜㻝㻠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼛㼍㼚㼟㻌㼒㼞㼛㼙㻌㼎㼍㼚㼗㼟㻌㼐㼡㼑㻌㼟㼑㼞㼕㼍㼘㼘㼥㻌㼒㼞㼛㼙㻌㻞㻜㻝㻞㻌㼠㼛㻌㻞㻜㻝㻢㼍㼠㻌㼞㼍㼠㼑㼟㻌㼒㼞㼛㼙㻌㻝㻚㻤㻡㻑㻌㼠㼛㻌㻝㻟㻚㻢㻡㻑㻌㼜㼑㼞㻌㼍㼚㼚㼡㼙㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼑㼍㼟㼑㻌㼛㼎㼘㼕㼓㼍㼠㼕㼛㼚㼟㻌㼍㼠㻌㻢㻚㻡㻑㻌㼙㼍㼠㼡㼞㼕㼚㼓㻌㼟㼑㼞㼕㼍㼘㼘㼥㻌㼠㼔㼞㼛㼡㼓㼔㻌㻞㻜㻝㻣㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻜㻘㻜㻜㻜

㻝㻜㻘㻜㻜㻜

㻝㻞㻤㻘㻢㻟㻟

㻝㻘㻣㻞㻥㻟㻡㻤㻝㻞㻘㻜㻤㻣

㻝㻘㻤㻞㻠㻟㻤㻝㻝㻞㻘㻞㻜㻡

㻞㻟㻘㻠㻢㻞
㻠㻘㻥㻜㻜㻝㻡㻢㻘㻥㻥㻣

㻯㼡㼞㼞㼑㼚㼠㻌㼜㼛㼞㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼛㼚㼓㻙㼠㼑㼞㼙㻌㼐㼑㼎㼠㻘㻌㼘㼑㼟㼟㻌㼏㼡㼞㼞㼑㼚㼠㻌㼜㼛㼞㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻢㻡㻟㻕\㻝㻝㻘㻠㻟㻟

㻔㻢㻢㻜㻕\㻝㻝㻘㻡㻠㻠

㻔㻤㻘㻠㻤㻥㻕
㻐㻝㻠㻤㻘㻠㻥㻠

㼀㼔㼑㻌㼍㼓㼓㼞㼑㼓㼍㼠㼑㻌㼍㼚㼚㼡㼍㼘㻌㼙㼍㼠㼡㼞㼕㼠㼕㼑㼟㻌㼛㼒㻌㼘㼛㼚㼓㻙㼠㼑㼞㼙㻌㼐㼑㼎㼠㻌㼛㼡㼠㼟㼠㼍㼚㼐㼕㼚㼓㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㼣㼑㼞㼑㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㼅㼑㼍㼞㻌㼑㼚㼐㼕㼚㼓㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻞㻜㻝㻞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻢㻢㻜㻞㻜㻝㻟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻘㻜㻠㻣㻞㻜㻝㻠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻜㻘㻞㻟㻤
㻞㻜㻝㻡㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻢㻢㻞㻜㻝㻢㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻥㻜㼀㼔㼑㼞㼑㼍㼒㼠㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻜㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚 \㻝㻞㻘㻞㻜㻡㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻐㻤㻘㻠㻤㻥
㻝㻟㻘㻠㻢㻣
㻝㻟㻝㻘㻢㻥㻡
㻞㻘㻝㻟㻡
㻝㻘㻝㻡㻣
㻜
㻐㻝㻡㻢㻘㻥㻥㻣㻭㼟 㼛㼒 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻝㻘 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼍㼚㼐 㼕㼠㼟 㻝㻝 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟 㼔㼍㼐 㼑㼚㼠㼑㼞㼑㼐 㼕㼚㼠㼛 㼍㼓㼞㼑㼑㼑㼙㼑㼚㼠㼟 㼒㼛㼞 㼎㼍㼚㼗 㼛㼢㼑㼞㼐㼞㼍㼒㼠㼟 㼛㼞 㼘㼛㼍㼚㼏㼛㼙㼙㼕㼠㼙㼑㼚㼠㼟㻌㼣㼕㼠㼔㻌㻝㻡㻌㼎㼍㼚㼗㼟㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㼀㼔㼑㻌㼙㼍㼤㼕㼙㼡㼙㻌㼍㼓㼓㼞㼑㼓㼍㼠㼑㻌㼜㼞㼕㼚㼏㼕㼜㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻝㻡㻘㻝㻡㻣
㻐㻝㻥㻠㻘㻥㻣㻜
㻟㻘㻟㻡㻣㻠㻟㻘㻝㻤㻞
㻭㼙㼛㼡㼚㼠㻌㼡㼠㼕㼘㼕㼦㼑㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻮㼍㼘㼍㼚㼏㼑㻌㼍㼢㼍㼕㼘㼍㼎㼘㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻝㻝㻘㻣㻥㻥
㻐㻝㻡㻝㻘㻣㻣㻡

57

㻤㻚㻌㻱㼙㼜㼘㼛㼥㼑㼑㼟㻓㻌㼟㼑㼢㼑㼞㼍㼚㼏㼑㻌㼍㼚㼐㻌㼜㼑㼚㼟㼕㼛㼚㻌㼎㼑㼚㼑㼒㼕㼠㼟㻻㼡㼠㼘㼕㼚㼑㻌㼛㼒㻌㼍㼐㼛㼜㼠㼑㼐㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼜㼑㼚㼟㼕㼛㼚㻌㼒㼡㼚㼐㼀㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼍㼚㼐 㼟㼛㼙㼑 㼐㼛㼙㼑㼟㼠㼕㼏 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟 㼔㼍㼢㼑 㼍㼐㼛㼜㼠㼑㼐 㼍 㼐㼑㼒㼕㼚㼑㼐 㼏㼛㼚㼠㼞㼕㼎㼡㼠㼕㼛㼚 㼜㼑㼚㼟㼕㼛㼚 㼜㼘㼍㼚 㼍㼚㼐 㼍 㼐㼑㼒㼕㼚㼑㼐 㼎㼑㼚㼑㼒㼕㼠㼜㼑㼚㼟㼕㼛㼚 㼜㼘㼍㼚 㻔㼏㼍㼟㼔 㼎㼍㼘㼍㼚㼏㼑 㼠㼥㼜㼑㻕㻚 㼀㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼍㼚㼐 㼟㼛㼙㼑 㼐㼛㼙㼑㼟㼠㼕㼏 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟 㼔㼍㼢㼑 㼎㼑㼑㼚 㼙㼑㼙㼎㼑㼞㼟 㼛㼒 㼠㼔㼑 㻱㼙㼜㼘㼛㼥㼑㼑㼟㻓㻼㼑㼚㼟㼕㼛㼚 㻲㼡㼚㼐 㼛㼒 㼠㼔㼑 㻷㼥㼛㼠㼛 㻹㼍㼏㼔㼕㼚㼑㼞㼥 㻒 㻹㼑㼠㼍㼘 㻵㼚㼐㼡㼟㼠㼞㼥 㻔㼏㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑 㼠㼥㼜㼑㻕㻚 㼀㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼍㼚㼐 㼟㼛㼙㼑 㼐㼛㼙㼑㼟㼠㼕㼏 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌㼡㼟㼑㻌㼎㼛㼠㼔㻌㼐㼑㼒㼕㼚㼑㼐㻌㼏㼛㼚㼠㼞㼕㼎㼡㼠㼕㼛㼚㻌㼍㼚㼐㻌㼐㼑㼒㼕㼚㼑㼐㻌㼎㼑㼚㼑㼒㼕㼠㼟㻌㼜㼘㼍㼚㼟㻚㻔㻝㻕㻌㼀㼔㼑㻌㼒㼡㼚㼐㼑㼐㻌㼟㼠㼍㼠㼡㼟㻌㼛㼒㻌㼠㼔㼑㻌㼙㼡㼘㼠㼕㻙㼑㼙㼜㼘㼛㼥㼑㼞㻌㼜㼑㼚㼟㼕㼛㼚㻌㼜㼘㼍㼚㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㻔㼍㼢㼍㼕㼘㼍㼎㼘㼑㻌㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㼍㼟㻌㼛㼒㻌㻹㼍㼞㼏㼔㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻞㻜㻝㻝㻕㻘䚷㼠㼛㻌㼣㼔㼕㼏㼔㻌㼏㼛㼚㼠㼞㼕㼎㼡㼠㼕㼛㼚㼟㻌㼣㼑㼞㼑㻌㼞㼑㼏㼛㼞㼐㼑㼐㻌㼍㼟㻌㼚㼑㼠㻌㼜㼑㼞㼕㼛㼐㼕㼏㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㻌㼏㼛㼟㼠㼟㻘㻌㼣㼍㼟㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㻔㼍㻕㻌㻲㼡㼚㼐㼑㼐㻌㼟㼠㼍㼠㼡㼟㻌㼛㼒㻌㼜㼑㼚㼟㼕㼛㼚㻌㼜㼘㼍㼚㼟㻌㻲㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼛㼒㻌㼜㼘㼍㼚㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼑㼚㼟㼕㼛㼚㻌㼎㼑㼚㼑㼒㼕㼠㼟㻌㼛㼎㼘㼕㼓㼍㼠㼕㼛㼚㻌㼞㼑㼏㼛㼞㼐㼑㼐㻌㼎㼥㻌㼜㼑㼚㼟㼕㼛㼚㻌㼒㼡㼚㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼎㼍㼘㼍㼚㼏㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
\㻡㻞㻘㻠㻡㻥
\㻠㻥㻘㻞㻠㻡
㻣㻥㻘㻣㻝㻜
㻣㻣㻘㻥㻥㻝
㻔\㻞㻣㻘㻞㻡㻝㻕
㻔\㻞㻤㻘㻣㻠㻡㻕㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝
㻐㻢㻟㻟㻘㻠㻡㻣
㻝㻘㻜㻜㻟㻘㻞㻞㻤㻔㻐㻟㻢㻥㻘㻣㻡㻤㻕㻔㼎㻕 㼀㼔㼑 㼞㼍㼠㼕㼛 㼛㼒 㼜㼑㼚㼟㼕㼛㼚 㼜㼞㼑㼙㼕㼡㼙㼟 㼑㼤㼜㼑㼚㼟㼑㼐 㼒㼞㼛㼙 㻹㼍㼞㼏㼔 㻝㻘 㻞㻜㻝㻝 㼠㼛 㻹㼍㼞㼏㼔 㻟㻝㻘 㻞㻜㻝㻝 㼎㼥 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼍㼚㼐 㼕㼠㼟 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟 㼠㼛 㼠㼔㼑 㼠㼛㼠㼍㼘㼜㼞㼑㼙㼕㼡㼙㻌㼍㼙㼛㼡㼚㼠㻌㼣㼍㼟㻌㻝㻠㻚㻟㻝㻑㻌㻔㻝㻠㻚㻞㻤㻑㻌㼒㼞㼛㼙㻌㻹㼍㼞㼏㼔㻌㻝㻘㻌㻞㻜㻝㻜㻌㼠㼛㻌㻹㼍㼞㼏㼔㻌㻟㻝㻘㻌㻞㻜㻝㻜㻕㻚㻺㼛㼠㼑㻌㻝㻚 㻺㼑㼠 㼎㼍㼘㼍㼚㼏㼑 㼞㼑㼟㼡㼘㼠㼑㼐 㼒㼞㼛㼙 㼠㼔㼑 㼜㼞㼕㼛㼞 㼟㼑㼞㼢㼕㼏㼑 㼏㼛㼟㼠 㼛㼒 \㻝㻜㻘㻝㻣㻤 㼙㼕㼘㼘㼕㼛㼚 㼍㼚㼐 \㻞㻜㻘㻤㻜㻡 㼙㼕㼘㼘㼕㼛㼚 㻔㻐㻞㻢㻣㻘㻢㻞㻞 㼠㼔㼛㼡㼟㼍㼚㼐㻕㻘 㼠㼔㼑 㼍㼐㼐㼕㼠㼕㼛㼚 㼠㼛㼠㼔㼑 㼢㼍㼘㼡㼍㼠㼕㼛㼚 㼛㼒 㼜㼘㼍㼚 㼍㼟㼟㼑㼠㼟 㼛㼒 \㻣㻘㻥㻤㻡 㼙㼕㼘㼘㼕㼛㼚 㼍㼚㼐 \㻟㻘㻟㻠㻜 㼙㼕㼘㼘㼕㼛㼚 㻔㻐㻠㻞㻘㻥㻢㻟 㼠㼔㼛㼡㼟㼍㼚㼐㻕㻘 㼍㼚㼐 㼠㼔㼑 㼟㼔㼛㼞㼠㼍㼓㼑 㼛㼒 㼞㼑㼟㼑㼞㼢㼑 㼒㼛㼞 㼜㼘㼍㼚㼍㼟㼟㼑㼠㼟 㼛㼒 \㻥㻘㻜㻤㻣 㼙㼕㼘㼘㼕㼛㼚 㼍㼚㼐 \㻠㻘㻡㻥㻥 㼙㼕㼘㼘㼕㼛㼚 㻔㻐㻡㻥㻘㻝㻡㻤 㼠㼔㼛㼡㼟㼍㼚㼐㻕 㼒㼛㼞 㼠㼔㼑 㼥㼑㼍㼞㼟 㼑㼚㼐㼑㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼍㼚㼐 㻰㼏㼑㼙㼎㼑㼞 㻟㻝㻘㻞㻜㻝㻝㻘㻌㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻚㻺㼛㼠㼑㻌㻞㻚 㻼㼞㼕㼛㼞㻌㼟㼑㼞㼢㼕㼏㼑㻌㼏㼛㼟㼠㻌㼕㼟㻌㼍㼙㼛㼞㼠㼕㼦㼑㼐㻌㼛㼢㼑㼞㻌㻞㻜㻌㼥㼑㼍㼞㼟㻚㻺㼛㼠㼑㻌㻟㻚 㼀㼔㼑 㼜㼑㼞㼏㼑㼚㼠㼍㼓㼑 㼛㼒 㻴㻻㻾㻵㻮㻭䇻㼟 㼏㼛㼚㼠㼞㼕㼎㼡㼠㼕㼛㼚 㼠㼛 㼠㼔㼑 㼙㼡㼘㼠㼕㻙㼑㼙㼜㼘㼛㼥㼑㼞 㼜㼑㼚㼟㼕㼛㼚 㼜㼘㼍㼚 㼐㼑㼟㼏㼞㼕㼎㼑㼐 㼍㼎㼛㼢㼑 㼕㼚 㻔㻝㻕㻔㼎㻕 㼟㼔㼛㼡㼘㼐 㼚㼛㼠 㼎㼑 㼏㼛㼚㼟㼠㼞㼡㼑㼐㼍㼟㻌㼠㼔㼑㻌㼜㼑㼞㼏㼑㼚㼠㼍㼓㼑㻌㼛㼒㻌㻴㻻㻾㻵㻮㻭䇻㼟㻌㼍㼏㼠㼡㼍㼘㻌㼛㼎㼘㼕㼓㼍㼠㼕㼛㼚㻚㻔㻞㻕㻌㻸㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻌㼒㼛㼞㻌㼑㼙㼜㼘㼛㼥㼑㼑㼟㻓㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㼟㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㼏㼛㼚㼟㼕㼟㼠㼑㼐㻌㼛㼒㻌㼠㼔㼑㻌㼒㼛㼘㼘㼛㼣㼕㼚㼓㻦䚷㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
㻝㻞㻛㻞㻜㻝㻝
㻼㼞㼛㼖㼑㼏㼠㼑㼐㻌㼎㼑㼚㼑㼒㼕㼠㻌㼛㼎㼘㼕㼓㼍㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻔\㻡㻘㻡㻝㻜㻕
㻔\㻡㻘㻤㻟㻞㻕
㻔㻐㻣㻡㻘㻜㻝㻥㻕㻠㻞㻘㻞㻜㻠
㻼㼑㼚㼟㼕㼛㼚㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻞㻘㻥㻡㻥
㻟㻘㻞㻤㻝
㼁㼚㼒㼡㼚㼐㼑㼐㻌㼜㼞㼛㼖㼑㼏㼠㼑㼐㻌㼎㼑㼚㼑㼒㼕㼠㻌㼛㼎㼘㼕㼓㼍㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻞㻘㻡㻡㻜㻕
㻔㻞㻘㻡㻡㻜㻕
㻔㻟㻞㻘㻤㻜㻝㻕
㻢㻘㻤㻥㻠㼁㼚㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐㻌㼍㼏㼠㼡㼍㼞㼕㼍㼘㻌㼐㼕㼒㼒㼑㼞㼑㼚㼏㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻠㻢㻟㻡㻟㻢㼁㼚㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐㻌㼐㼕㼒㼒㼑㼞㼑㼚㼏㼑㼟㻌㼛㼚㻌㼏㼔㼍㼚㼓㼑㻌㼛㼒㻌㼑㼙㼜㼘㼛㼥㼑㼑㼟㻓㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼜㼘㼍㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻟㻡㻞
㻞㻟㻤
㻟㻘㻜㻢㻝
㻱㼙㼜㼘㼛㼥㼑㼑㼟㻓㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻔\㻝㻘㻣㻟㻠㻕
㻔\㻝㻘㻣㻣㻡㻕
㻔㻐㻞㻞㻘㻤㻟㻞㻕㻱㼙㼜㼘㼛㼥㼑㼑㼟㻓㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㼟㻌㼑㼤㼜㼑㼚㼟㼑㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㼟㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㼏㼛㼙㼜㼞㼕㼟㼑㼐㻌㼠㼔㼑㻌㼒㼛㼘㼘㼛㼣㼕㼚㼓㻦㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
㻝㻞㻛㻞㻜㻝㻝
㻿㼑㼞㼢㼕㼏㼑㻌㼏㼛㼟㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
\㻣㻠㻝
\㻣㻠㻠
㻐㻥㻘㻡㻣㻜
㻵㼚㼠㼑㼞㼑㼟㼠㻌㼑㼤㼜㼑㼚㼟㼑㻌㼛㼚㻌㼜㼞㼛㼖㼑㼏㼠㼑㼐㻌㼎㼑㼚㼑㼒㼕㼠㻌㼛㼎㼘㼕㼓㼍㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻝㻞㻡
㻝㻠㻞
㻝㻘㻤㻞㻢
㻔㻡㻣㻕
㻔㻢㻣㻕
㻔㻤㻢㻝㻕
㻱㼤㼜㼑㼏㼠㼑㼐㻌㼞㼑㼠㼡㼞㼚㻌㼛㼚㻌㼜㼘㼍㼚㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻭㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚㻌㼛㼒㻌㼍㼏㼠㼡㼍㼞㼕㼍㼘㻌㼐㼕㼒㼒㼑㼞㼑㼚㼏㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻝㻡㻡
㻝㻢㻟
㻞㻘㻜㻥㻢
㻭㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚㻌㼛㼒㻌㼜㼞㼕㼛㼞㻌㼟㼑㼞㼢㼕㼏㼑㻌㼏㼛㼟㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻝㻝㻠
㻝㻝㻣
㻝㻘㻡㻜㻡
㻻㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻟㻝㻞
㻟㻥㻢
㻡㻘㻜㻥㻟
\㻝㻘㻟㻥㻝
\㻝㻘㻠㻥㻣
㻐㻝㻥㻘㻞㻡㻢
㻾㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㼟㻌㼑㼤㼜㼑㼚㼟㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼛㼠㼑㻌㻝㻚 㻼㼞㼑㼙㼕㼡㼙㼟 㼛㼚 㼠㼔㼑 㼏㼛㼚㼠㼞㼕㼎㼡㼠㼛㼞㼥 㼒㼡㼚㼐㼑㼐 㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠 㼜㼘㼍㼚 㼕㼚 㼠㼔㼑 㼍㼙㼛㼡㼚㼠 㼛㼒 \㻟㻟㻤 㼙㼕㼘㼘㼕㼛㼚 㼍㼚㼐 \㻟㻤㻣 㼙㼕㼘㼘㼕㼛㼚 㻔㻐㻠㻘㻥㻣㻤 㼠㼔㼛㼡㼟㼍㼚㼐㻕㼑㼤㼜㼑㼚㼟㼑㼐㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻘㻌㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻘㻌㼣㼑㼞㼑㻌㼍㼘㼟㼛㻌㼕㼚㼏㼘㼡㼐㼑㼐㻌㼕㼚㻌㼟㼑㼞㼢㼕㼏㼑㻌㼏㼛㼟㼠㻚㻺㼛㼠㼑㻌㻞㻚 㻎㻻㼠㼔㼑㼞㻎㻌㼕㼟㻌㼜㼘㼍㼚㻌㼜㼍㼞㼠㼕㼏㼕㼜㼍㼚㼠㼟㻓㻌㼏㼛㼚㼠㼞㼕㼎㼡㼠㼕㼛㼚㻌㼠㼛㻌㼠㼔㼑㻌㼐㼑㼒㼕㼚㼑㼐㻌㼏㼛㼚㼠㼞㼕㼎㼡㼠㼕㼛㼚㻌㼜㼑㼚㼟㼕㼛㼚㻌㼜㼘㼍㼚㻚㻭㼟㼟㼡㼙㼜㼠㼕㼛㼚㼟㻌㼡㼟㼑㼐㻌㼣㼑㼞㼑㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
㻰㼕㼟㼏㼛㼡㼚㼠㻌㼞㼍㼠㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻞㻚㻜㻜㻑
㻞㻚㻜㻜㻑
㻱㼤㼜㼑㼏㼠㼑㼐㻌㼞㼍㼠㼑㻌㼛㼒㻌㼞㼑㼠㼡㼞㼚㻌㼛㼚㻌㼜㼘㼍㼚㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻝㻚㻡㻜㻑
㻝㻚㻡㻜㻑
㻭㼘㼘㼛㼏㼍㼠㼕㼛㼚㻌㼙㼑㼠㼔㼛㼐㻌㼒㼛㼞㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㼟㼑㼤㼜㼑㼏㼠㼑㼐㻌㼠㼛㻌㼎㼑㻌㼜㼍㼕㼐㻌㼍㼠㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼐㼍㼠㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚 㻿㼠㼞㼍㼕㼓㼔㼠㻙㼘㼕㼚㼑㻌㼙㼑㼠㼔㼛㼐㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼥㼑㼍㼞㼟㻌㼛㼒㻌㼟㼑㼞㼢㼕㼏㼑㻭㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚㻌㼜㼑㼞㼕㼛㼐㻌㼒㼛㼞㻌㼍㼏㼠㼡㼍㼞㼕㼍㼘㻌㼓㼍㼕㼚㼟㻛㼘㼛㼟㼟㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻡㻌㼥㼑㼍㼞㼟
㻡㻌㼥㼑㼍㼞㼟
㻭㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚㻌㼜㼑㼞㼕㼛㼐㻌㼒㼛㼞㻌㼡㼚㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐㻌㼜㼞㼕㼛㼞㻌㼟㼑㼞㼢㼕㼏㼑㻌㼏㼛㼟㼠㻌㼛㼚㻌㼏㼔㼍㼚㼓㼑㻌㼛㼒㼑㼙㼜㼘㼛㼥㼑㼑㼟㻓㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼜㼘㼍㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚 㻝㻜㻌㼥㼑㼍㼞㼟㻌㻔㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㼍㼚㼐㻌㼟㼛㼙㼑㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼥㻌㼏㼛㼙㼜㼍㼚㼕㼑㼟㻕㻘㼀㼕㼙㼑㻌㼛㼒㻌㼛㼏㼏㼡㼞㼞㼍㼚㼏㼑㻌㻔㼟㼛㼙㼑㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼥㻌㼏㼛㼙㼜㼍㼚㼕㼑㼟㻕

Annual Report 2011 | 58

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Notes to Consolidated Financial Statements㻥㻚㻌㻺㼑㼠㻌㼍㼟㼟㼑㼠㼟㼁㼚㼐㼑㼞 㻶㼍㼜㼍㼚㼑㼟㼑 㼘㼍㼣㼟 㼍㼚㼐 㼞㼑㼓㼡㼘㼍㼠㼕㼛㼚㼟㻘 㼠㼔㼑 㼑㼚㼠㼕㼞㼑 㼍㼙㼛㼡㼚㼠 㼜㼍㼕㼐 㼒㼛㼞 㼚㼑㼣 㼟㼔㼍㼞㼑㼟 㼕㼟 㼞㼑㼝㼡㼕㼞㼑㼐 㼠㼛 㼎㼑 㼐㼑㼟㼕㼓㼚㼍㼠㼑㼐 㼍㼟 㼏㼛㼙㼙㼛㼚 㼟㼠㼛㼏㼗㻚㻴㼛㼣㼑㼢㼑㼞㻘 㼍 㼏㼛㼙㼜㼍㼚㼥 㼙㼍㼥㻘 㼎㼥 㼍 㼞㼑㼟㼛㼘㼡㼠㼕㼛㼚 㼛㼒 㼠㼔㼑 㻮㼛㼍㼞㼐 㼛㼒 㻰㼕㼞㼑㼏㼠㼛㼞㼟㻘 㼐㼑㼟㼕㼓㼚㼍㼠㼑 㼍㼚 㼍㼙㼛㼡㼚㼠 㼚㼛㼠 㼑㼤㼏㼑㼑㼐㼕㼚㼓 㼛㼚㼑 㼔㼍㼘㼒 㼛㼒 㼠㼔㼑 㼜㼞㼕㼏㼑㼛㼒㻌㼠㼔㼑㻌㼚㼑㼣㻌㼟㼔㼍㼞㼑㼟㻌㼍㼟㻌㼍㼐㼐㼕㼠㼕㼛㼚㼍㼘㻌㼜㼍㼕㼐㻙㼕㼚㻌㼏㼍㼜㼕㼠㼍㼘㻘㻌㼣㼔㼕㼏㼔㻌㼕㼟㻌㼕㼚㼏㼘㼡㼐㼑㼐㻌㼕㼚㻌㼏㼍㼜㼕㼠㼍㼘㻌㼟㼡㼞㼜㼘㼡㼟㻚㼁㼚㼐㼑㼞 㼠㼔㼑 㻶㼍㼜㼍㼚㼑㼟㼑 㻯㼛㼞㼜㼛㼞㼍㼠㼑 㻸㼍㼣 㻔㻎㼠㼔㼑 㻸㼍㼣㻎㻕㻘 㼕㼚 㼏㼍㼟㼑㼟 㼣㼔㼑㼞㼑 㼍 㼐㼕㼢㼕㼐㼑㼚㼐 㼐㼕㼟㼠㼞㼕㼎㼡㼠㼕㼛㼚 㼛㼒 㼟㼡㼞㼜㼘㼡㼟 㼕㼟 㼙㼍㼐㼑㻘 㼠㼔㼑 㼟㼙㼍㼘㼘㼑㼞 㼛㼒 㼍㼚㼍㼙㼛㼡㼚㼠 㼑㼝㼡㼍㼘 㼠㼛 㻝㻜㻑 㼛㼒 㼠㼔㼑 㼐㼕㼢㼕㼐㼑㼚㼐 㼛㼞 㼠㼔㼑 㼑㼤㼏㼑㼟㼟㻘 㼕㼒 㼍㼚㼥㻘 㼛㼒 㻞㻡㻑 㼛㼒 㼏㼛㼙㼙㼛㼚 㼟㼠㼛㼏㼗 㼛㼢㼑㼞 㼠㼔㼑 㼠㼛㼠㼍㼘 㼛㼒 㼍㼐㼐㼕㼠㼕㼛㼚㼍㼘 㼜㼍㼕㼐㻙㼕㼚 㼏㼍㼜㼕㼠㼍㼘㼍㼚㼐 㼘㼑㼓㼍㼘 㼑㼍㼞㼚㼕㼚㼓㼟 㼞㼑㼟㼑㼞㼢㼑 㼙㼡㼟㼠 㼎㼑 㼟㼑㼠 㼍㼟㼕㼐㼑 㼍㼟 㼍㼐㼐㼕㼠㼕㼛㼚㼍㼘 㼜㼍㼕㼐㻙㼕㼚 㼏㼍㼜㼕㼠㼍㼘 㼛㼞 㼘㼑㼓㼍㼘 㼑㼍㼞㼚㼕㼚㼓㼟 㼞㼑㼟㼑㼞㼢㼑㻚 㻸㼑㼓㼍㼘 㼑㼍㼞㼚㼕㼚㼓㼟 㼞㼑㼟㼑㼞㼢㼑 㼕㼟㼕㼚㼏㼘㼡㼐㼑㼐㻌㼕㼚㻌㼞㼑㼠㼍㼕㼚㼑㼐㻌㼑㼍㼞㼚㼕㼚㼓㼟㻌㼕㼚㻌㼠㼔㼑㻌㼍㼏㼏㼛㼙㼜㼍㼚㼥㼕㼚㼓㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼎㼍㼘㼍㼚㼏㼑㻌㼟㼔㼑㼑㼠㼟㻚㻭㼐㼐㼕㼠㼕㼛㼚㼍㼘 㼜㼍㼕㼐㻙㼕㼚 㼏㼍㼜㼕㼠㼍㼘 㼍㼚㼐 㼘㼑㼓㼍㼘 㼑㼍㼞㼚㼕㼚㼓㼟 㼞㼑㼟㼑㼞㼢㼑 㼙㼍㼥 㼚㼛㼠 㼎㼑 㼐㼕㼟㼠㼞㼕㼎㼡㼠㼑㼐 㼍㼟 㼐㼕㼢㼕㼐㼑㼚㼐㼟㻚 㼁㼚㼐㼑㼞 㼠㼔㼑 㻸㼍㼣㻘 㼍㼘㼘 㼍㼐㼐㼕㼠㼕㼛㼚㼍㼘 㼜㼍㼕㼐㻙㼕㼚㼏㼍㼜㼕㼠㼍㼘 㼍㼚㼐 㼍㼘㼘 㼘㼑㼓㼍㼘 㼑㼍㼞㼚㼕㼚㼓㼟 㼞㼑㼟㼑㼞㼢㼑 㼙㼍㼥 㼎㼑 㼠㼞㼍㼚㼟㼒㼑㼞㼞㼑㼐 㼠㼛 㼛㼠㼔㼑㼞 㼏㼍㼜㼕㼠㼍㼘 㼟㼡㼞㼜㼘㼡㼟 㼍㼚㼐 㼞㼑㼠㼍㼕㼚㼑㼐 㼑㼍㼞㼚㼕㼚㼓㼟㻘 㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻘 㼣㼔㼕㼏㼔 㼍㼞㼑㼜㼛㼠㼑㼚㼠㼕㼍㼘㼘㼥㻌㼍㼢㼍㼕㼘㼍㼎㼘㼑㻌㼒㼛㼞㻌㼐㼕㼢㼕㼐㼑㼚㼐㼟㻚㻌㻮㼛㼠㼔㻌㼛㼒㻌㼠㼔㼑㼟㼑㻌㼍㼜㼜㼞㼛㼜㼞㼕㼍㼠㼕㼛㼚㼟㻌㼓㼑㼚㼑㼞㼍㼘㼘㼥㻌㼞㼑㼝㼡㼕㼞㼑㻌㼍㻌㼞㼑㼟㼛㼘㼡㼠㼕㼛㼚㻌㼛㼒㻌㼠㼔㼑㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㻓㼟㻌㼙㼑㼑㼠㼕㼚㼓㻚㼀㼔㼑 㼙㼍㼤㼕㼙㼡㼙 㼍㼙㼛㼡㼚㼠 㼠㼔㼍㼠 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼏㼍㼚 㼐㼕㼟㼠㼞㼕㼎㼡㼠㼑 㼍㼟 㼐㼕㼢㼕㼐㼑㼚㼐㼟 㼕㼟 㼏㼍㼘㼏㼡㼘㼍㼠㼑㼐 㼎㼍㼟㼑㼐 㼛㼚 㼠㼔㼑 㼚㼛㼚㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐 㼒㼕㼚㼍㼚㼏㼕㼍㼘㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㼕㼚㻌㼍㼏㼏㼛㼞㼐㼍㼚㼏㼑㻌㼣㼕㼠㼔㻌㻶㼍㼜㼍㼚㼑㼟㼑㻌㼘㼍㼣㼟㻌㼍㼚㼐㻌㼞㼑㼓㼡㼘㼍㼠㼕㼛㼚㼟㻚㻭㼠 㼠㼔㼑 㻮㼛㼍㼞㼐 㼛㼒 㻰㼕㼞㼑㼏㼠㼛㼞㼟㻓 㼙㼑㼑㼠㼕㼚㼓 㼔㼑㼘㼐 㼛㼚 㻲㼑㼎㼞㼡㼍㼞㼥 㻝㻠㻘 㻞㻜㻝㻞㻘 㼠㼔㼑 㻮㼛㼍㼞㼐 㼛㼒 㻰㼕㼞㼑㼏㼠㼛㼞㼟 㼍㼜㼜㼞㼛㼢㼑㼐 㼏㼍㼟㼔 㼐㼕㼢㼕㼐㼑㼚㼐㼟 㼕㼚 㼠㼔㼑 㼍㼙㼛㼡㼚㼠
㼛㼒 \㻝㻘㻟㻝㻝 㼙㼕㼘㼘㼕㼛㼚 㻔㻐㻝㻢㻘㻤㻢㻟 㼠㼔㼛㼡㼟㼍㼚㼐㻕㻚 㼀㼔㼑 㼍㼜㼜㼞㼛㼜㼞㼕㼍㼠㼕㼛㼚 㼔㼍㼐 㼚㼛㼠 㼎㼑㼑㼚 㼍㼏㼏㼞㼡㼑㼐 㼕㼚 㼠㼔㼑 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐 㼒㼕㼚㼍㼚㼏㼕㼍㼘 㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟 㼍㼟 㼛㼒㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻚㻌㻿㼡㼏㼔㻌㼍㼜㼜㼞㼛㼜㼞㼕㼍㼠㼕㼛㼚㼟㻌㼍㼞㼑㻌㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐㻌㼕㼚㻌㼠㼔㼑㻌㼜㼑㼞㼕㼛㼐㻌㼕㼚㻌㼣㼔㼕㼏㼔㻌㼠㼔㼑㼥㻌㼍㼞㼑㻌㼍㼜㼜㼞㼛㼢㼑㼐㻌㼎㼥㻌㼠㼔㼑㻌㻮㼛㼍㼞㼐㻌㼛㼒㻌㻰㼕㼞㼑㼏㼠㼛㼞㼟㻚㻝㻜㻚㻌㻿㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㼑㼤㼕㼟㼠㼕㼚㼓㻌㼕㼚㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼣㼍㼟㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㻔㻝㻕㻌㻱㼤㼜㼑㼚㼟㼑㼟㻌㼍㼚㼐㻌㼕㼠㼑㼙㼟㻌㼞㼑㼘㼍㼠㼑㼐㻌㼠㼛㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㼕㼚㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻿㼑㼘㼘㼕㼚㼓㻘㻌㼓㼑㼚㼑㼞㼍㼘㻌㼍㼚㼐㻌㼍㼐㼙㼕㼚㼕㼟㼠㼞㼍㼠㼕㼢㼑㻌㼑㼤㼜㼑㼚㼟㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻢㻣㻌㼙㼕㼘㼘㼕㼛㼚㻌㻔㻞㻕㻌㻿㼏㼍㼘㼑㻌㼍㼚㼐㻌㼙㼛㼢㼑㼙㼑㼚㼠㻌㻔㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚㻕㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚 㼞㼑㼓㼍㼞㼐㼕㼚㼓 㼟㼠㼛㼏㼗 㼛㼜㼠㼕㼛㼚㼟 㼛㼡㼠㼟㼠㼍㼚㼐㼕㼚㼓 㼕㼚 㼠㼔㼑 㼥㼑㼍㼞 㼑㼚㼐㼑㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜㻚 㼀㼔㼑 㼚㼡㼙㼎㼑㼞 㼛㼒 㼟㼠㼛㼏㼗 㼛㼜㼠㼕㼛㼚㼟 㼕㼟 㼟㼠㼍㼠㼑㼐㼍㼒㼠㼑㼞㻌㼏㼛㼚㼢㼑㼞㼟㼕㼛㼚㻌㼕㼚㼠㼛㻌㼍㼚㻌㼑㼝㼡㼍㼘㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻚㻔㼍㻕㻌㻰㼑㼠㼍㼕㼘㼟㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻺㼛㻚㻌㻞㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻺㼛㻚㻌㻝㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻿㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㼓㼞㼍㼚㼠㼑㼐㻌㼕㼚㻌㻞㻜㻜㻢㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻼㼑㼞㼟㼛㼚㼟㻌㼓㼞㼍㼚㼠㼑㼐㻌㼛㼜㼠㼕㼛㼚㼟㻺㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻌㼎㼥㻌㼠㼥㼜㼑㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㻔㻺㼛㼠㼑㻌㻝㻕㻰㼍㼠㼑㻌㼛㼒㻌㼓㼞㼍㼚㼠㼂㼑㼟㼠㼕㼚㼓㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㻿㼑㼞㼢㼕㼏㼑㻌㼜㼑㼞㼕㼛㼐㻱㼤㼑㼞㼏㼕㼟㼑㻌㼜㼑㼞㼕㼛㼐㻠㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻘㻥㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼛㼒㼒㼕㼏㼑㼞㼟㼍㼚㼐㻌㻟㻣㻌㼑㼙㼜㼘㼛㼥㼑㼑㼟㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㼍㼚㼐㻞㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻘㻠㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼛㼒㼒㼕㼏㼑㼞㼟㼍㼚㼐㻌㻝㻜㻌㼑㼙㼜㼘㼛㼥㼑㼑㼟㼛㼒㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼥㻌㼏㼛㼙㼜㼍㼚㼕㼑㼟㻠㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻝㻟㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼛㼒㼒㼕㼏㼑㼞㼟㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻠㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻝㻠㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼛㼒㼒㼕㼏㼑㼞㼟㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻯㼛㼙㼙㼛㼚㻌㼟㼠㼛㼏㼗㻟㻜㻜㻘㻜㻜㻜㻌㼟㼔㼍㼞㼑㼟㻭㼜㼞㼕㼘㻌㻞㻝㻘㻌㻞㻜㻜㻢㻔㻺㼛㼠㼑㻌㻞㻕
㻔㻺㼛㼠㼑㻌㻠㻕
㻶㼡㼘㼥㻌㻝㻘㻌㻞㻜㻜㻣㼠㼛㻶㼡㼚㼑㻌㻟㻜㻘㻌㻞㻜㻝㻜㻯㼛㼙㼙㼛㼚㻌㼟㼠㼛㼏㼗㻡㻠㻘㻞㻜㻜㻌㼟㼔㼍㼞㼑㼟㻭㼜㼞㼕㼘㻌㻝㻢㻘㻌㻞㻜㻜㻥㻔㻺㼛㼠㼑㻌㻟㻕
㻔㻺㼛㼠㼑㻌㻠㻕
㻭㼜㼞㼕㼘㻌㻝㻣㻘㻌㻞㻜㻜㻥㼠㼛㻭㼜㼞㼕㼘㻌㻝㻢㻘㻌㻞㻜㻟㻥㻯㼛㼙㼙㼛㼚㻌㼟㼠㼛㼏㼗㻞㻢㻘㻠㻜㻜㻌㼟㼔㼍㼞㼑㼟㻭㼜㼞㼕㼘㻌㻞㻟㻘㻌㻞㻜㻝㻜㻔㻺㼛㼠㼑㻌㻟㻕
㻔㻺㼛㼠㼑㻌㻠㻕
㻭㼜㼞㼕㼘㻌㻞㻠㻘㻌㻞㻜㻝㻜㼠㼛㻭㼜㼞㼕㼘㻌㻞㻟㻘㻌㻞㻜㻠㻜㻺㼛㼠㼑㻌㻝㻚 㻿㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㼍㼞㼑㻌㼏㼛㼚㼢㼑㼞㼠㼕㼎㼘㼑㻌㼕㼚㼠㼛㻌㼍㼚㻌㼑㼝㼡㼍㼘㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻚㻺㼛㼠㼑㻌㻞㻚㻌 㼀㼛 㼑㼤㼑㼞㼏㼕㼟㼑 㼠㼔㼑㼟㼑 㼛㼜㼠㼕㼛㼚㼟㻘 㼠㼔㼑 㼜㼑㼞㼟㼛㼚 㼓㼞㼍㼚㼠㼑㼐 㼠㼔㼑 㼛㼜㼠㼕㼛㼚 㼕㼟 㼜㼞㼕㼚㼏㼕㼜㼍㼘㼘㼥 㼞㼑㼝㼡㼕㼞㼑㼐 㼠㼛 㼎㼑 㼍 㼐㼕㼞㼑㼏㼠㼛㼞㻘 㼍 㼏㼛㼞㼜㼛㼞㼍㼠㼑 㼍㼡㼐㼕㼠㼛㼞㻘㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌 㼍 㼏㼛㼞㼜㼛㼞㼍㼠㼑 㼛㼒㼒㼕㼏㼑㼞 㼛㼞 㼍㼚 㼑㼙㼜㼘㼛㼥㼑㼑 㼛㼒 㻴㻻㻾㻵㻮㻭㻘 㼑㼤㼏㼑㼜㼠 㼕㼚 㼏㼍㼟㼑㼟 㼛㼒 㼞㼑㼟㼕㼓㼚㼍㼠㼕㼛㼚 㼍㼠 㼠㼔㼑 㼑㼤㼜㼕㼞㼍㼠㼕㼛㼚 㼛㼒 㼠㼑㼞㼙㻘 㼕㼚㼢㼛㼘㼡㼚㼠㼍㼞㼥㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌 㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼛㼞㻌㼛㼠㼔㼑㼞㻌㼏㼍㼟㼑㼟㻌㼍㼜㼜㼞㼛㼢㼑㼐㻌㼎㼥㻌㼠㼔㼑㻌㻮㼛㼍㼞㼐㻌㼛㼒㻌㻰㼕㼞㼑㼏㼠㼛㼞㼟㻚㻺㼛㼠㼑㻌㻟㻚㻌㼂㼑㼟㼠㼕㼚㼓㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㻌㼍㼚㼐㻌㼑㼤㼑㼞㼏㼕㼟㼑㻌㼜㼑㼞㼕㼛㼐㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌 㻭 㼔㼛㼘㼐㼑㼞 㼛㼒 㼟㼠㼛㼏㼗 㼛㼜㼠㼕㼛㼚㼟 㼙㼍㼥 㼑㼤㼑㼞㼏㼕㼟㼑 㼠㼔㼑 㼛㼜㼠㼕㼛㼚㼟 㼒㼛㼞 㼍 㼜㼑㼞㼕㼛㼐 㼛㼒 㼠㼑㼚 㼐㼍㼥㼟 㼒㼞㼛㼙 㼠㼔㼑 㼐㼍㼥 㼒㼛㼘㼘㼛㼣㼕㼚㼓 㼠㼔㼑 㼐㼍㼠㼑 㼛㼚 㼣㼔㼕㼏㼔㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌 㼔㼑㻌㼞㼑㼟㼕㼓㼚㼟㻌㻔㼛㼞㻌㼞㼑㼠㼕㼞㼑㼟㻕㻌㼍㼟㻌㼍㻌㼐㼕㼞㼑㼏㼠㼛㼞㻌㼛㼞㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼛㼒㼒㼕㼏㼑㼞㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻚㻺㼛㼠㼑㻌㻠㻚㻌㼀㼔㼑㻌㼟㼑㼞㼢㼕㼏㼑㻌㼜㼑㼞㼕㼛㼐㻌㼕㼟㻌㼚㼛㼠㻌㼟㼠㼕㼜㼡㼘㼍㼠㼑㼐㻚59

㻔㼎㻕㻌㻺㼡㼙㼎㼑㼞㻘㻌㼙㼛㼢㼑㼙㼑㼚㼠㻌㼍㼚㼐㻌㼜㼞㼕㼏㼑㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻿㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㼍㼞㼑㻌㼏㼛㼚㼢㼑㼞㼠㼕㼎㼘㼑㻌㼕㼚㼠㼛㻌㼍㼚㻌㼑㼝㼡㼍㼘㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻚㻔㼕㻕㻌㻺㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻻㼜㼠㼕㼛㼚㼟㻌㼎㼑㼒㼛㼞㼑㻌㼢㼑㼟㼠㼕㼚㼓㻌㻔㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻕㻌㻌㻌㻌㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻜㻥㻌㻌㻌㻌㻳㼞㼍㼚㼠㼑㼐㻌㻌㻌㻌㻲㼛㼞㼒㼑㼕㼠㼑㼐㻌㻌㻌㻌㼂㼑㼟㼠㼑㼐㻌㻌㻌㻌㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻻㼜㼠㼕㼛㼚㼟㻌㼍㼒㼠㼑㼞㻌㼢㼑㼟㼠㼕㼚㼓㻌㻔㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻕㻌㻌㻌㻌㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻜㻥㻌㻌㻌㻌㼂㼑㼟㼠㼑㼐㻌㻌㻌㻌㻱㼤㼑㼞㼏㼕㼟㼑㼐㻌㻌㻌㻌㻲㼛㼞㼒㼑㼕㼠㼑㼐㻌㻌㻌㻌㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻺㼛㻚㻌㻞㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻺㼛㻚㻌㻝㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻿㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㼓㼞㼍㼚㼠㼑㼐㻌㼕㼚㻌㻞㻜㻜㻢

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㻞㻢㻘㻠㻜㻜
㻙㻞㻢㻘㻠㻜㻜
㻙㻞㻠㻥㻘㻜㻜㻜
㻙㻙㻞㻠㻥㻘㻜㻜㻜
㻙㻡㻠㻘㻞㻜㻜㻙㻞㻘㻝㻜㻜㻙㻡㻞㻘㻝㻜㻜

㻙㻞㻢㻘㻠㻜㻜
㻙㻙㻞㻢㻘㻠㻜㻜

㻔㼕㼕㻕㻌㻼㼞㼕㼏㼑㻌㼜㼑㼞㻌㼟㼔㼍㼞㼑㻿㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㼓㼞㼍㼚㼠㼑㼐㻌㼕㼚㻌㻞㻜㻜㻢㻺㼛㻚㻌㻝㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻺㼛㻚㻌㻞㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚

㻟㻘㻤㻥㻜
㻝
㻝
㻻㼜㼠㼕㼛㼚㻌㼜㼞㼕㼏㼑㻌㻔㼥㼑㼚㻕㼃㼑㼕㼓㼔㼠㼑㼐㻌㼍㼢㼑㼞㼍㼓㼑㻌㼟㼠㼛㼏㼗㻌㼜㼞㼕㼏㼑㻌㻔㼥㼑㼚㻕
㻙
㻞㻘㻞㻟㻜
㻙
㻲㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼍㼠㻌㼓㼞㼍㼚㼠㻌㼐㼍㼠㼑㻌㻔㼥㼑㼚㻕㻌㻔㻺㼛㼠㼑㻕㻌㻙
㻝㻘㻜㻥㻝
㻞㻘㻢㻞㻤
㻺㼛㼠㼑㻚㻌 㼀㼔㼑 㼒㼍㼕㼞 㼢㼍㼘㼡㼑 㼍㼠 㼓㼞㼍㼚㼠 㼐㼍㼠㼑 㼔㼍㼟 㼎㼑㼑㼚 㼛㼙㼕㼠㼠㼑㼐 㼎㼑㼏㼍㼡㼟㼑 㼠㼔㼑 㼟㼠㼛㼏㼗 㼛㼜㼠㼕㼛㼚㼟 㼔㼍㼐 㼎㼑㼑㼚 㼓㼞㼍㼚㼠㼑㼐 㼎㼑㼒㼛㼞㼑 㼠㼔㼑 㻶㼍㼜㼍㼚㼑㼟㼑㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌 㻯㼛㼞㼜㼛㼞㼍㼠㼑㻌㻸㼍㼣㻌㼎㼑㼏㼍㼙㼑㻌㼑㼒㼒㼑㼏㼠㼕㼢㼑㻌㼛㼚㻌㻹㼍㼥㻌㻝㻘㻌㻞㻜㻜㻢㻚㻌㻌㻌㻌㻌㻌㻔㻟㻕㻌㻹㼑㼠㼔㼛㼐㻌㼠㼛㻌㼑㼟㼠㼕㼙㼍㼠㼑㻌㼒㼍㼕㼞㻌㼡㼚㼕㼠㻌㼢㼍㼘㼡㼑㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㼀㼔㼑 㼓㼞㼍㼚㼠 㼐㼍㼠㼑 㼒㼍㼕㼞 㼢㼍㼘㼡㼑 㼛㼒 㻺㼛㻚 㻞 㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐 㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚 㼀㼥㼜㼑 㻿㼠㼛㼏㼗 㻻㼜㼠㼕㼛㼚 㼕㼚 㼠㼔㼑 㼥㼑㼍㼞 㼑㼚㼐㼑㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜㼣㼍㼟㻌㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌㼡㼟㼕㼚㼓㻌㼠㼔㼑㻌㻮㼘㼍㼏㼗㻙㻿㼏㼔㼛㼘㼑㼟㻌㼛㼜㼠㼕㼛㼚㻌㼜㼞㼕㼏㼕㼚㼓㻌㼙㼛㼐㼑㼘㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㻌㻺㼛㻚㻌㻞㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻌㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㼀㼥㼜㼑㻌㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻿㼠㼛㼏㼗㻌㼜㼞㼕㼏㼑㻌㼢㼛㼘㼍㼠㼕㼘㼕㼠㼥㻌㻔㻺㼛㼠㼑㻌㻝㻕㻱㼤㼜㼑㼏㼠㼑㼐㻌㼞㼑㼙㼍㼕㼚㼕㼚㼓㻌㼜㼑㼞㼕㼛㼐㻌㻔㻺㼛㼠㼑㻌㻞㻕㻱㼤㼜㼑㼏㼠㼑㼐㻌㼐㼕㼢㼕㼐㼑㼚㼐㻌㻔㻺㼛㼠㼑㻌㻟㻕㻾㼕㼟㼗㻌㼒㼞㼑㼑㻌㼕㼚㼠㼑㼞㼑㼟㼠㻌㼞㼍㼠㼑㻌㻔㻺㼛㼠㼑㻌㻠㻕㻟㻢㻚㻣㻜㻑
㻝㻡㻌㼅㼑㼍㼞
\㻝㻟㻛㼟㼔㼍㼞㼑㻝㻚㻥㻜㻑㻺㼛㼠㼑㻌㻝㻚㻌 㻿㼠㼛㼏㼗 㼜㼞㼕㼏㼑 㼢㼛㼘㼍㼠㼕㼘㼕㼠㼥 㼣㼍㼟 㼏㼍㼘㼏㼡㼘㼍㼠㼑㼐 㼎㼍㼟㼑㼐 㼛㼚 㼍㼏㼠㼡㼍㼘 㼣㼑㼑㼗㼘㼥 㼟㼠㼛㼏㼗 㼜㼞㼕㼏㼑㼟 㼛㼢㼑㼞 㻝㻡 㼥㼑㼍㼞㼟 㻔㼒㼞㼛㼙 㼠㼔㼑 㼣㼑㼑㼗 㼛㼒 㻭㼜㼞㼕㼘 㻞㻠㻘㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㻝㻥㻥㻡㻌㼠㼛㻌㼠㼔㼑㻌㼣㼑㼑㼗㻌㼛㼒㻌㻭㼜㼞㼕㼘㻌㻝㻥㻘㻌㻞㻜㻝㻜㻕㻚㻺㼛㼠㼑㻌㻞㻚㻌 㻭㼟 㼕㼠 㼕㼟 㼐㼕㼒㼒㼕㼏㼡㼘㼠 㼠㼛 㼑㼟㼠㼕㼙㼍㼠㼑 㼠㼔㼑 㼑㼤㼜㼑㼏㼠㼑㼐 㼞㼑㼙㼍㼕㼚㼕㼚㼓 㼜㼑㼞㼕㼛㼐 㼣㼕㼠㼔㼛㼡㼠 㼟㼡㼒㼒㼕㼏㼕㼑㼚㼠 㼞㼑㼘㼑㼢㼍㼚㼠 㼐㼍㼠㼍㻘 㼕㼠 㼕㼟 㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐 㼠㼛 㼎㼑㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㼑㼤㼑㼞㼏㼕㼟㼑㼐㻌㼍㼠㻌㼠㼔㼑㻌㼙㼕㼐㻙㼜㼛㼕㼚㼠㻌㼛㼒㻌㼠㼔㼑㻌㼑㼤㼑㼞㼏㼕㼟㼑㻌㼜㼑㼞㼕㼛㼐㻚㻺㼛㼠㼑㻌㻟㻚㻌㻱㼤㼜㼑㼏㼠㼑㼐㻌㼐㼕㼢㼕㼐㼑㼚㼐㻌㼕㼟㻌㼏㼍㼘㼏㼡㼘㼍㼠㼑㼐㻌㼎㼥㻌㼡㼟㼕㼚㼓㻌㼠㼔㼑㻌㼍㼏㼠㼡㼍㼘㻌㼐㼕㼢㼕㼐㼑㼚㼐㻌㼜㼍㼕㼐㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻜㻥㻚㻺㼛㼠㼑㻌㻠㻚㻌 㻾㼕㼟㼗 㼒㼞㼑㼑 㼕㼚㼠㼑㼞㼑㼟㼠 㼞㼍㼠㼑 㼞㼑㼜㼞㼑㼟㼑㼚㼠㼟 㼠㼔㼑 㼏㼛㼙㼜㼍㼞㼍㼎㼘㼑 㼏㼛㼙㼜㼛㼡㼚㼐 㼕㼚㼠㼑㼞㼑㼟㼠 㼞㼍㼠㼑 㼛㼒 㼟㼠㼞㼕㼜 㼓㼛㼢㼑㼞㼚㼙㼑㼚㼠 㼎㼛㼚㼐㼟 㼣㼔㼛㼟㼑 㼞㼑㼙㼍㼕㼚㼕㼚㼓㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㼜㼑㼞㼕㼛㼐㻌㼏㼛㼞㼞㼑㼟㼜㼛㼚㼐㼟㻌㼠㼛㻌㼠㼔㼑㻌㼑㼤㼜㼑㼏㼠㼑㼐㻌㼞㼑㼙㼍㼕㼚㼕㼚㼓㻌㼜㼑㼞㼕㼛㼐㻌㼛㼒㻌㼠㼔㼑㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻚㻔㻠㻕㻌㻯㼛㼚㼐㼕㼠㼕㼛㼚㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼠㼔㼑㻌㼑㼟㼠㼕㼙㼍㼠㼑㻌㼛㼒㻌㼠㼔㼑㻌㼒㼍㼕㼞㻌㼡㼚㼕㼠㻌㼢㼍㼘㼡㼑㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻾㼑㼠㼕㼞㼑㼙㼑㼚㼠 㼒㼞㼛㼙 㼠㼔㼑 㼛㼒㼒㼕㼏㼑 㼛㼒 㼐㼕㼞㼑㼏㼠㼛㼞 㼕㼟 㼍 㼏㼛㼚㼐㼕㼠㼕㼛㼚 㼠㼛 㼑㼤㼑㼞㼏㼕㼟㼑 㼟㼠㼛㼏㼗 㼛㼜㼠㼕㼛㼚㼟㻘 㼎㼡㼠 㼏㼛㼚㼠㼕㼚㼡㼛㼡㼟 㼑㼙㼜㼘㼛㼥㼙㼑㼚㼠 㼕㼟 㼚㼛㼠㻚 㻭㼏㼏㼛㼞㼐㼕㼚㼓㼘㼥㻘㼠㼔㼑㻌㼕㼚㼕㼠㼕㼍㼘㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㼓㼞㼍㼚㼠㼑㼐㻌㼕㼟㻌㼡㼟㼑㼐㻌㼍㼟㻌㼍㼚㻌㼑㼟㼠㼕㼙㼍㼠㼑㻌㼛㼒㻌㼠㼔㼑㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼢㼑㼟㼠㼑㼐㻌㼟㼔㼍㼞㼑㼟㻚㻌

Annual Report 2011 | 60

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Notes to Consolidated Financial Statements㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㼑㼤㼕㼟㼠㼕㼚㼓㻌㼕㼚㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㼣㼍㼟㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㻔㻝㻕㻌㻱㼤㼜㼑㼚㼟㼑㼟㻌㼍㼚㼐㻌㼕㼠㼑㼙㼟㻌㼞㼑㼘㼍㼠㼑㼐㻌㼠㼛㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㼕㼚㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻿㼑㼘㼘㼕㼚㼓㻘㻌㼓㼑㼚㼑㼞㼍㼘㻌㼍㼚㼐㻌㼍㼐㼙㼕㼚㼕㼟㼠㼞㼍㼠㼕㼢㼑㻌㼑㼤㼜㼑㼚㼟㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻢㻤㻌㼙㼕㼘㼘㼕㼛㼚㻌㻔㻐㻤㻣㻠㻌㼠㼔㼛㼡㼟㼍㼚㼐㻕㻔㻞㻕㻌㻿㼏㼍㼘㼑㻌㼍㼚㼐㻌㼙㼛㼢㼑㼙㼑㼚㼠㻌㻔㼒㼘㼡㼏㼠㼡㼍㼠㼕㼛㼚㻕㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚 㼞㼑㼓㼍㼞㼐㼕㼚㼓 㼟㼠㼛㼏㼗 㼛㼜㼠㼕㼛㼚㼟 㼛㼡㼠㼟㼠㼍㼚㼐㼕㼚㼓 㼕㼚 㼠㼔㼑 㼥㼑㼍㼞 㼑㼚㼐㼑㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻝㻚 㼀㼔㼑 㼚㼡㼙㼎㼑㼞 㼛㼒 㼟㼠㼛㼏㼗 㼛㼜㼠㼕㼛㼚㼟 㼕㼟 㼟㼠㼍㼠㼑㼐㼍㼒㼠㼑㼞㻌㼏㼛㼚㼢㼑㼞㼟㼕㼛㼚㻌㼕㼚㼠㼛㻌㼍㼚㻌㼑㼝㼡㼍㼘㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻚㻔㼍㻕㻌㻰㼑㼠㼍㼕㼘㼟㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻺㼛㻚㻌㻟㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻺㼛㻚㻌㻞㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻺㼛㻚㻌㻝㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻼㼑㼞㼟㼛㼚㼟㻌㼓㼞㼍㼚㼠㼑㼐㻌㼛㼜㼠㼕㼛㼚㼟㻺㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻌㼎㼥㻌㼠㼥㼜㼑㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㻔㻺㼛㼠㼑㻌㻝㻕㻰㼍㼠㼑㻌㼛㼒㻌㼓㼞㼍㼚㼠㼂㼑㼟㼠㼕㼚㼓㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㻿㼑㼞㼢㼕㼏㼑㻌㼜㼑㼞㼕㼛㼐㻱㼤㼑㼞㼏㼕㼟㼑㻌㼜㼑㼞㼕㼛㼐㻠㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻝㻟㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼛㼒㼒㼕㼏㼑㼞㼟㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻠㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻝㻠㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼛㼒㼒㼕㼏㼑㼞㼟㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻠㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻝㻢㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼛㼒㼒㼕㼏㼑㼞㼟㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻯㼛㼙㼙㼛㼚㻌㼟㼠㼛㼏㼗㻡㻠㻘㻞㻜㻜㻌㼟㼔㼍㼞㼑㼟㻭㼜㼞㼕㼘㻌㻝㻢㻘㻌㻞㻜㻜㻥㻔㻺㼛㼠㼑㻌㻟㻕
㻔㻺㼛㼠㼑㻌㻠㻕
㻭㼜㼞㼕㼘㻌㻝㻣㻘㻌㻞㻜㻜㻥㼠㼛㻭㼜㼞㼕㼘㻌㻝㻢㻘㻌㻞㻜㻟㻥㻯㼛㼙㼙㼛㼚㻌㼟㼠㼛㼏㼗㻞㻢㻘㻠㻜㻜㻌㼟㼔㼍㼞㼑㼟㻭㼜㼞㼕㼘㻌㻞㻟㻘㻌㻞㻜㻝㻜㻔㻺㼛㼠㼑㻌㻟㻕
㻔㻺㼛㼠㼑㻌㻠㻕
㻭㼜㼞㼕㼘㻌㻞㻠㻘㻌㻞㻜㻝㻜㼠㼛㻭㼜㼞㼕㼘㻌㻞㻟㻘㻌㻞㻜㻠㻜㻯㼛㼙㼙㼛㼚㻌㼟㼠㼛㼏㼗㻟㻝㻘㻜㻜㻜㻌㼟㼔㼍㼞㼑㼟㻭㼜㼞㼕㼘㻌㻞㻝㻘㻌㻞㻜㻝㻝㻔㻺㼛㼠㼑㻌㻟㻕
㻔㻺㼛㼠㼑㻌㻠㻕
㻭㼜㼞㼕㼘㻌㻞㻞㻘㻌㻞㻜㻝㻝㼠㼛㻭㼜㼞㼕㼘㻌㻞㻝㻘㻌㻞㻜㻠㻝㻺㼛㼠㼑㻌㻝㻚 㻿㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㼍㼞㼑㻌㼏㼛㼚㼢㼑㼞㼠㼕㼎㼘㼑㻌㼕㼚㼠㼛㻌㼍㼚㻌㼑㼝㼡㼍㼘㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻚㻺㼛㼠㼑㻌㻞㻚㻌 㼀㼛 㼑㼤㼑㼞㼏㼕㼟㼑 㼠㼔㼑㼟㼑 㼛㼜㼠㼕㼛㼚㼟㻘 㼠㼔㼑 㼜㼑㼞㼟㼛㼚 㼓㼞㼍㼚㼠㼑㼐 㼠㼔㼑 㼛㼜㼠㼕㼛㼚 㼕㼟 㼜㼞㼕㼚㼏㼕㼜㼍㼘㼘㼥 㼞㼑㼝㼡㼕㼞㼑㼐 㼠㼛 㼎㼑 㼍 㼐㼕㼞㼑㼏㼠㼛㼞㻘 㼍 㼏㼛㼞㼜㼛㼞㼍㼠㼑 㼍㼡㼐㼕㼠㼛㼞㻘㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌 㼍 㼏㼛㼞㼜㼛㼞㼍㼠㼑 㼛㼒㼒㼕㼏㼑㼞 㼛㼞 㼍㼚 㼑㼙㼜㼘㼛㼥㼑㼑 㼛㼒 㻴㻻㻾㻵㻮㻭㻘 㼑㼤㼏㼑㼜㼠 㼕㼚 㼏㼍㼟㼑㼟 㼛㼒 㼞㼑㼟㼕㼓㼚㼍㼠㼕㼛㼚 㼍㼠 㼠㼔㼑 㼑㼤㼜㼕㼞㼍㼠㼕㼛㼚 㼛㼒 㼠㼑㼞㼙㻘 㼕㼚㼢㼛㼘㼡㼚㼠㼍㼞㼥㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌 㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼛㼞㻌㼛㼠㼔㼑㼞㻌㼏㼍㼟㼑㼟㻌㼍㼜㼜㼞㼛㼢㼑㼐㻌㼎㼥㻌㼠㼔㼑㻌㻮㼛㼍㼞㼐㻌㼛㼒㻌㻰㼕㼞㼑㼏㼠㼛㼞㼟㻚㻺㼛㼠㼑㻌㻟㻚㻌㼂㼑㼟㼠㼕㼚㼓㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㻌㼍㼚㼐㻌㼑㼤㼑㼞㼏㼕㼟㼑㻌㼜㼑㼞㼕㼛㼐㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌 㻭 㼔㼛㼘㼐㼑㼞 㼛㼒 㼟㼠㼛㼏㼗 㼛㼜㼠㼕㼛㼚㼟 㼙㼍㼥 㼑㼤㼑㼞㼏㼕㼟㼑 㼠㼔㼑 㼛㼜㼠㼕㼛㼚㼟 㼒㼛㼞 㼍 㼜㼑㼞㼕㼛㼐 㼛㼒 㼠㼑㼚 㼐㼍㼥㼟 㼒㼞㼛㼙 㼠㼔㼑 㼐㼍㼥 㼒㼛㼘㼘㼛㼣㼕㼚㼓 㼠㼔㼑 㼐㼍㼠㼑 㼛㼚 㼣㼔㼕㼏㼔㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌 㼔㼑㻌㼞㼑㼟㼕㼓㼚㼟㻌㻔㼛㼞㻌㼞㼑㼠㼕㼞㼑㼟㻕㻌㼍㼟㻌㼍㻌㼐㼕㼞㼑㼏㼠㼛㼞㻌㼛㼞㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼛㼒㼒㼕㼏㼑㼞㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻚㻺㼛㼠㼑㻌㻠㻚㻌㼀㼔㼑㻌㼟㼑㼞㼢㼕㼏㼑㻌㼜㼑㼞㼕㼛㼐㻌㼕㼟㻌㼚㼛㼠㻌㼟㼠㼕㼜㼡㼘㼍㼠㼑㼐㻚㻔㼎㻕㻌㻺㼡㼙㼎㼑㼞㻘㻌㼙㼛㼢㼑㼙㼑㼚㼠㻌㼍㼚㼐㻌㼜㼞㼕㼏㼑㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻿㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㼍㼞㼑㻌㼏㼛㼚㼢㼑㼞㼠㼕㼎㼘㼑㻌㼕㼚㼠㼛㻌㼍㼚㻌㼑㼝㼡㼍㼘㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻚㻔㼕㻕㻌㻺㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻺㼛㻚㻌㻝㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻻㼜㼠㼕㼛㼚㼟㻌㼎㼑㼒㼛㼞㼑㻌㼢㼑㼟㼠㼕㼚㼓㻌㻔㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻕㻌㻌㻌㻌㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㻌㻌㻌㻳㼞㼍㼚㼠㼑㼐㻌㻌㻌㻌㻲㼛㼞㼒㼑㼕㼠㼑㼐㻌㻌㻌㻌㼂㼑㼟㼠㼑㼐㻌㻌㻌㻌㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻻㼜㼠㼕㼛㼚㼟㻌㼍㼒㼠㼑㼞㻌㼢㼑㼟㼠㼕㼚㼓㻌㻔㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼔㼍㼞㼑㼟㻕㻌㻌㻌㻌㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㻌㻌㻌㼂㼑㼟㼠㼑㼐㻌㻌㻌㻌㻱㼤㼑㼞㼏㼕㼟㼑㼐㻌㻌㻌㻌㻲㼛㼞㼒㼑㼕㼠㼑㼐㻌㻌㻌㻌㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝61㻺㼛㻚㻌㻟㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻺㼛㻚㻌㻞㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚
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㻟㻝㻘㻜㻜㻜
㻙㻟㻝㻘㻜㻜㻜
㻙㻡㻞㻘㻝㻜㻜㻙㻟㻘㻠㻜㻜㻙㻠㻤㻘㻣㻜㻜

㻞㻢㻘㻠㻜㻜㻙㻝㻘㻢㻜㻜㻙㻞㻠㻘㻤㻜㻜

㻙㻟㻝㻘㻜㻜㻜
㻙㻙㻟㻝㻘㻜㻜㻜

㻔㼕㼕㻕㻌㻼㼞㼕㼏㼑㻌㼜㼑㼞㻌㼟㼔㼍㼞㼑㻺㼛㻚㻌㻝㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻻㼜㼠㼕㼛㼚㻌㼜㼞㼕㼏㼑㻌㻔㼥㼑㼚㻕㼃㼑㼕㼓㼔㼠㼑㼐㻌㼍㼢㼑㼞㼍㼓㼑㻌㼟㼠㼛㼏㼗㻌㼜㼞㼕㼏㼑㻌㻔㼥㼑㼚㻕㻲㼍㼕㼞㻌㼢㼍㼘㼡㼑㻌㼍㼠㻌㼓㼞㼍㼚㼠㻌㼐㼍㼠㼑㻌㻔㼥㼑㼚㻕㻌㻺㼛㻚㻌㻞㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚

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㻞㻘㻠㻞㻡
㻝㻘㻜㻥㻝

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㻞㻘㻠㻞㻡
㻞㻘㻢㻞㻤

㻺㼛㻚㻌㻟㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㻌㼀㼥㼜㼑㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚
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㻔㻟㻕㻌㻹㼑㼠㼔㼛㼐㻌㼠㼛㻌㼑㼟㼠㼕㼙㼍㼠㼑㻌㼒㼍㼕㼞㻌㼡㼚㼕㼠㻌㼢㼍㼘㼡㼑㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㼀㼔㼑 㼓㼞㼍㼚㼠 㼐㼍㼠㼑 㼒㼍㼕㼞 㼢㼍㼘㼡㼑 㼛㼒 㻺㼛㻚 㻟 㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐 㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚 㼀㼥㼜㼑 㻿㼠㼛㼏㼗 㻻㼜㼠㼕㼛㼚 㼕㼚 㼠㼔㼑 㼥㼑㼍㼞 㼑㼚㼐㼑㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻝㼣㼍㼟㻌㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌㼡㼟㼕㼚㼓㻌㼠㼔㼑㻌㻮㼘㼍㼏㼗㻙㻿㼏㼔㼛㼘㼑㼟㻌㼛㼜㼠㼕㼛㼚㻌㼜㼞㼕㼏㼕㼚㼓㻌㼙㼛㼐㼑㼘㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㻌㻺㼛㻚㻌㻟㻌㻿㼠㼛㼏㼗㻙㼎㼍㼟㼑㼐㻌㻯㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚㼀㼥㼜㼑㻌㻿㼠㼛㼏㼗㻌㻻㼜㼠㼕㼛㼚㻿㼠㼛㼏㼗㻌㼜㼞㼕㼏㼑㻌㼢㼛㼘㼍㼠㼕㼘㼕㼠㼥㻌㻔㻺㼛㼠㼑㻌㻝㻕㻱㼤㼜㼑㼏㼠㼑㼐㻌㼞㼑㼙㼍㼕㼚㼕㼚㼓㻌㼜㼑㼞㼕㼛㼐㻌㻔㻺㼛㼠㼑㻌㻞㻕㻱㼤㼜㼑㼏㼠㼑㼐㻌㼐㼕㼢㼕㼐㼑㼚㼐㻌㻔㻺㼛㼠㼑㻌㻟㻕㻾㼕㼟㼗㻌㼒㼞㼑㼑㻌㼕㼚㼠㼑㼞㼑㼟㼠㻌㼞㼍㼠㼑㻌㻔㻺㼛㼠㼑㻌㻠㻕㻟㻣㻚㻜㻜㻑
㻝㻡㻌㼅㼑㼍㼞
\㻝㻣㻛㼟㼔㼍㼞㼑㻝㻚㻤㻞㻑㻺㼛㼠㼑㻌㻝㻚㻌 㻿㼠㼛㼏㼗 㼜㼞㼕㼏㼑 㼢㼛㼘㼍㼠㼕㼘㼕㼠㼥 㼣㼍㼟 㼏㼍㼘㼏㼡㼘㼍㼠㼑㼐 㼎㼍㼟㼑㼐 㼛㼚 㼍㼏㼠㼡㼍㼘 㼣㼑㼑㼗㼘㼥 㼟㼠㼛㼏㼗 㼜㼞㼕㼏㼑㼟 㼛㼢㼑㼞 㻝㻡 㼥㼑㼍㼞㼟 㻔㼒㼞㼛㼙 㼠㼔㼑 㼣㼑㼑㼗 㼛㼒 㻭㼜㼞㼕㼘 㻝㻡㻘㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㻝㻥㻥㻢㻌㼠㼛㻌㼠㼔㼑㻌㼣㼑㼑㼗㻌㼛㼒㻌㻭㼜㼞㼕㼘㻌㻝㻝㻘㻌㻞㻜㻝㻝㻕㻚㻺㼛㼠㼑㻌㻞㻚㻌 㻭㼟 㼕㼠 㼕㼟 㼐㼕㼒㼒㼕㼏㼡㼘㼠 㼠㼛 㼑㼟㼠㼕㼙㼍㼠㼑 㼠㼔㼑 㼑㼤㼜㼑㼏㼠㼑㼐 㼞㼑㼙㼍㼕㼚㼕㼚㼓 㼜㼑㼞㼕㼛㼐 㼣㼕㼠㼔㼛㼡㼠 㼟㼡㼒㼒㼕㼏㼕㼑㼚㼠 㼞㼑㼘㼑㼢㼍㼚㼠 㼐㼍㼠㼍㻘 㼕㼠 㼕㼟 㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐 㼠㼛 㼎㼑㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㼑㼤㼑㼞㼏㼕㼟㼑㼐㻌㼍㼠㻌㼠㼔㼑㻌㼙㼕㼐㻙㼜㼛㼕㼚㼠㻌㼛㼒㻌㼠㼔㼑㻌㼑㼤㼑㼞㼏㼕㼟㼑㻌㼜㼑㼞㼕㼛㼐㻚㻺㼛㼠㼑㻌㻟㻚㻌㻱㼤㼜㼑㼏㼠㼑㼐㻌㼐㼕㼢㼕㼐㼑㼚㼐㻌㼕㼟㻌㼏㼍㼘㼏㼡㼘㼍㼠㼑㼐㻌㼎㼥㻌㼡㼟㼕㼚㼓㻌㼠㼔㼑㻌㼍㼏㼠㼡㼍㼘㻌㼐㼕㼢㼕㼐㼑㼚㼐㻌㼜㼍㼕㼐㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻚㻺㼛㼠㼑㻌㻠㻚㻌 㻾㼕㼟㼗 㼒㼞㼑㼑 㼕㼚㼠㼑㼞㼑㼟㼠 㼞㼍㼠㼑 㼞㼑㼜㼞㼑㼟㼑㼚㼠㼟 㼠㼔㼑 㼏㼛㼙㼜㼍㼞㼍㼎㼘㼑 㼏㼛㼙㼜㼛㼡㼚㼐 㼕㼚㼠㼑㼞㼑㼟㼠 㼞㼍㼠㼑 㼛㼒 㼟㼠㼞㼕㼜 㼓㼛㼢㼑㼞㼚㼙㼑㼚㼠 㼎㼛㼚㼐㼟 㼣㼔㼛㼟㼑 㼞㼑㼙㼍㼕㼚㼕㼚㼓㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㻌㼜㼑㼞㼕㼛㼐㻌㼏㼛㼞㼞㼑㼟㼜㼛㼚㼐㼟㻌㼠㼛㻌㼠㼔㼑㻌㼑㼤㼜㼑㼏㼠㼑㼐㻌㼞㼑㼙㼍㼕㼚㼕㼚㼓㻌㼜㼑㼞㼕㼛㼐㻌㼛㼒㻌㼠㼔㼑㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻚㻔㻠㻕㻌㻯㼛㼚㼐㼕㼠㼕㼛㼚㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼠㼔㼑㻌㼑㼟㼠㼕㼙㼍㼠㼑㻌㼛㼒㻌㼠㼔㼑㻌㼒㼍㼕㼞㻌㼡㼚㼕㼠㻌㼢㼍㼘㼡㼑㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻾㼑㼠㼕㼞㼑㼙㼑㼚㼠 㼒㼞㼛㼙 㼠㼔㼑 㼛㼒㼒㼕㼏㼑 㼛㼒 㼐㼕㼞㼑㼏㼠㼛㼞 㼕㼟 㼍 㼏㼛㼚㼐㼕㼠㼕㼛㼚 㼠㼛 㼑㼤㼑㼞㼏㼕㼟㼑 㼟㼠㼛㼏㼗 㼛㼜㼠㼕㼛㼚㼟㻘 㼎㼡㼠 㼏㼛㼚㼠㼕㼚㼡㼛㼡㼟 㼑㼙㼜㼘㼛㼥㼙㼑㼚㼠 㼕㼟 㼚㼛㼠㻚 㻭㼏㼏㼛㼞㼐㼕㼚㼓㼘㼥㻘㼠㼔㼑㻌㼕㼚㼕㼠㼕㼍㼘㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼟㼠㼛㼏㼗㻌㼛㼜㼠㼕㼛㼚㼟㻌㼓㼞㼍㼚㼠㼑㼐㻌㼕㼟㻌㼡㼟㼑㼐㻌㼍㼟㻌㼍㼚㻌㼑㼟㼠㼕㼙㼍㼠㼑㻌㼛㼒㻌㼠㼔㼑㻌㼚㼡㼙㼎㼑㼞㻌㼛㼒㻌㼢㼑㼟㼠㼑㼐㻌㼟㼔㼍㼞㼑㼟㻚㻌

Annual Report 2011 | 62

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Notes to Consolidated Financial Statements㻝㻝㻚㻌㻸㼑㼍㼟㼑㼟㻭㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻘㻌㼍㼟㼟㼑㼠㼟㻌㼘㼑㼍㼟㼑㼐㻌㼡㼚㼐㼑㼞㻌㼚㼛㼚㻙㼏㼍㼜㼕㼠㼍㼘㼕㼦㼑㼐㻌㼒㼕㼚㼍㼚㼏㼑㻌㼘㼑㼍㼟㼑㼟㻌㼣㼑㼞㼑㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㻭㼏㼝㼡㼕㼟㼕㼠㼕㼛㼚㻌㼏㼛㼟㼠㻘㻌㼍㼏㼏㼡㼙㼡㼘㼍㼠㼑㼐㻌㼐㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻌㼍㼚㼐㻌㼎㼍㼘㼍㼚㼏㼑㻌㼛㼒㻌㼍㼟㼟㼑㼠㼟㻌㼘㼑㼍㼟㼑㼐㻹㼍㼏㼔㼕㼚㼑㼞㼥㻘㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻌㼍㼚㼐㻌㼢㼑㼔㼕㼏㼘㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻌㼜㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻌㼕㼚㼠㼍㼚㼓㼕㼎㼘㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻸㼑㼟㼟㻌㼍㼏㼏㼡㼙㼡㼘㼍㼠㼑㼐㻌㼐㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻌㼍㼚㼐㻌㼍㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
\㻞㻞㻥
\㻞㻞㻥
㻟㻡㻤
㻝㻤㻠
㻠
㻠
㻔㻟㻥㻥㻕
㻔㻟㻝㻡㻕
\㻝㻥㻟
\㻝㻜㻞

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝
㻐㻞㻘㻥㻠㻡
㻞㻘㻟㻢㻢㻡㻝㻔㻠㻘㻜㻡㻝㻕
㻐㻝㻘㻟㻝㻞

㻺㼛㼠㼑㻌㻝㻚㻌 㼀㼔㼑 㼙㼑㼠㼔㼛㼐 㼛㼒 㼐㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚 㼍㼚㼐 㼍㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚 㼛㼒 㼘㼑㼍㼟㼑 㼍㼟㼟㼑㼠㼟 㼕㼟 㼐㼑㼟㼏㼞㼕㼎㼑㼐 㼕㼚 㻺㼛㼠㼑 㻞㻔㼔㻕 㻿㼡㼙㼙㼍㼞㼥 㼛㼒 㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠 㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓 㼜㼛㼘㼕㼏㼕㼑㼟 㻙㻸㼑㼍㼟㼑㼟㻚
㼃㼕㼠㼔 㼞㼑㼟㼜㼑㼏㼠 㼠㼛 㼒㼕㼚㼍㼚㼏㼑 㼘㼑㼍㼟㼑 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟 㼠㼔㼍㼠 㼐㼛 㼚㼛㼠 㼠㼞㼍㼚㼟㼒㼑㼞 㼛㼣㼚㼑㼞㼟㼔㼕㼜 㼍㼚㼐 㼕㼚 㼣㼔㼕㼏㼔 㼠㼔㼑 㼘㼑㼍㼟㼑 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚 㼎㼑㼓㼍㼚 㼎㼑㼒㼛㼞㼑㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻜㻤㻘㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㼔㼍㼟㻌㼏㼛㼚㼠㼕㼚㼡㼑㼐㻌㼠㼛㻌㼍㼏㼏㼛㼡㼚㼠㻌㼒㼛㼞㻌㼠㼔㼑㼙㻌㼕㼚㻌㼠㼔㼑㻌㼟㼍㼙㼑㻌㼙㼍㼚㼚㼑㼞㻌㼍㼟㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼘㼑㼍㼟㼑㼟㻘㻌㼍㼟㻌㼟㼠㼍㼠㼑㼐㻌㼍㼎㼛㼢㼑㻚㻺㼛㼠㼑㻌㻞㻚㻌 㼀㼔㼑 㼍㼎㼛㼢㼑 㼐㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚 㼍㼚㼐 㼍㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚 㼕㼟 㼏㼍㼘㼏㼡㼘㼍㼠㼑㼐 㼎㼥 㼠㼔㼑 㼟㼠㼞㼍㼕㼓㼔㼠㻙㼘㼕㼚㼑 㼙㼑㼠㼔㼛㼐 㼛㼢㼑㼞 㼠㼔㼑 㼠㼑㼞㼙 㼛㼒 㼠㼔㼑 㼘㼑㼍㼟㼑㻚 㻵㼒 㼠㼔㼑 㼍㼎㼛㼢㼑 㼘㼑㼍㼟㼑㼟㼔㼍㼐 㼎㼑㼑㼚 㼏㼍㼜㼕㼠㼍㼘㼕㼦㼑㼐㻘 㼕㼚㼠㼑㼞㼑㼟㼠 㼛㼒 \㻣 㼙㼕㼘㼘㼕㼛㼚 㼍㼚㼐 \㻠 㼙㼕㼘㼘㼕㼛㼚 㻔㻐㻡㻝 㼠㼔㼛㼡㼟㼍㼚㼐㻕 㼍㼚㼐 㼐㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚 㼍㼚㼐 㼍㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚 㼛㼒 \㻝㻟㻞 㼙㼕㼘㼘㼕㼛㼚 㼍㼚㼐\㻥㻝 㼙㼕㼘㼘㼕㼛㼚 㻔㻐㻝㻘㻝㻣㻜 㼠㼔㼛㼡㼟㼍㼚㼐㻕 㼣㼛㼡㼘㼐 㼔㼍㼢㼑 㼎㼑㼑㼚 㼞㼑㼏㼛㼞㼐㼑㼐 㼒㼛㼞 㼠㼔㼑 㼥㼑㼍㼞㼟 㼑㼚㼐㼑㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼍㼚㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻝㻘㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻚 㻸㼑㼍㼟㼑 㼜㼍㼥㼙㼑㼚㼠㼟 㼡㼚㼐㼑㼞 㼚㼛㼚㻙㼏㼍㼜㼕㼠㼍㼘㼕㼦㼑㼐 㼒㼕㼚㼍㼚㼏㼑 㼘㼑㼍㼟㼑㼟 㼣㼑㼞㼑 \㻝㻠㻠 㼙㼕㼘㼘㼕㼛㼚 㼍㼚㼐 \㻥㻤 㼙㼕㼘㼘㼕㼛㼚 㻔㻐㻝㻘㻞㻢㻜 㼠㼔㼛㼡㼟㼍㼚㼐㻕 㼒㼛㼞 㼠㼔㼑㼥㼑㼍㼞㼟 㼑㼚㼐㼑㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼍㼚㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻝㻘 㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻚 㻻㼎㼘㼕㼓㼍㼠㼕㼛㼚㼟 㼡㼚㼐㼑㼞 㼒㼕㼚㼍㼚㼏㼑 㼘㼑㼍㼟㼑㼟 㼍㼠 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼍㼚㼐㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㼣㼑㼞㼑㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻼㼍㼥㼙㼑㼚㼠㼟㻌㼞㼑㼙㼍㼕㼚㼕㼚㼓㻦㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
㻝㻞㻛㻞㻜㻝㻝
㻼㼍㼥㼙㼑㼚㼠㼟㻌㼐㼡㼑㻌㼣㼕㼠㼔㼕㼚㻌㻝㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
\㻥㻠
\㻡㻠
㻐㻢㻥㻠
㻼㼍㼥㼙㼑㼚㼠㼟㻌㼐㼡㼑㻌㼍㼒㼠㼑㼞㻌㻝㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻝㻜㻤
㻡㻠
㻢㻥㻠
\㻞㻜㻞
\㻝㻜㻤
㻐㻝㻘㻟㻤㻥
㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼍㼥㼙㼑㼚㼠㼟㻌㼞㼑㼙㼍㼕㼚㼕㼚㼓㻌㼡㼚㼐㼑㼞㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼘㼑㼍㼟㼑㼟㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㼣㼑㼞㼑㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㻼㼍㼥㼙㼑㼚㼠㼟㻌㼞㼑㼙㼍㼕㼚㼕㼚㼓㻦㻼㼍㼥㼙㼑㼚㼠㼟㻌㼐㼡㼑㻌㼣㼕㼠㼔㼕㼚㻌㻝㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼍㼥㼙㼑㼚㼠㼟㻌㼐㼡㼑㻌㼍㼒㼠㼑㼞㻌㻝㻌㼥㼑㼍㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
\㻡㻜㻜
\㻡㻟㻢
㻝㻘㻝㻢㻥
㻝㻘㻜㻡㻡
\㻝㻘㻢㻣㻜
\㻝㻘㻡㻥㻝

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝
㻐㻢㻘㻤㻥㻠
㻝㻟㻘㻡㻣㻜
㻐㻞㻜㻘㻠㻢㻡

㻝㻞㻚㻌㻯㼛㼚㼠㼕㼚㼓㼑㼚㼠㻌㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㼀㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼍㼚㼐 㼏㼑㼞㼠㼍㼕㼚 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟 㼣㼑㼞㼑 㼏㼛㼚㼠㼕㼚㼓㼑㼚㼠㼘㼥 㼘㼕㼍㼎㼘㼑 㼍㼟 㼓㼡㼍㼞㼍㼚㼠㼛㼞㼟 㼛㼒 㼘㼛㼍㼚㼟 㼠㼛 㼍㼒㼒㼕㼘㼕㼍㼠㼑㼐 㼏㼛㼙㼜㼍㼚㼕㼑㼟 㼍㼚㼐㼚㼛㼚㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼥 㼕㼚 㼠㼔㼑 㼍㼙㼛㼡㼚㼠㼟 㼛㼒 \㻝㻤㻣 㼙㼕㼘㼘㼕㼛㼚 㼍㼚㼐 \㻝㻠㻤 㼙㼕㼘㼘㼕㼛㼚 㻔㻐㻝㻘㻥㻜㻟 㼠㼔㼛㼡㼟㼍㼚㼐㻕 㼍㼠 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼍㼚㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘㻞㻜㻝㻝㻘㻌㼞㼑㼟㼜㼑㼏㼠㼕㼢㼑㼘㼥㻚㻌㻌63㻝㻟㻚㻌㻰㼑㼞㼕㼢㼍㼠㼕㼢㼑㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻻㼡㼠㼟㼠㼍㼚㼐㼕㼚㼓㻌㼐㼑㼞㼕㼢㼍㼠㼕㼢㼑㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌㼍㼠㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㼣㼑㼞㼑㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㻯㼡㼞㼞㼑㼚㼏㼥㻌㼞㼑㼘㼍㼠㼑㼐㻦㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
㻻㼢㼑㼞㻹㼍㼞㼗㼑㼠㻳㼍㼕㼚㻻㼢㼑㼞㻹㼍㼞㼗㼑㼠
㻳㼍㼕㼚㻭㼙㼛㼡㼚㼠
㻭㼙㼛㼡㼚㼠
㻌㻝㻌㼥㼑㼍㼞
㻌㼢㼍㼘㼡㼑
㻔㼘㼛㼟㼟㻕
㻌㻝㻌㼥㼑㼍㼞
㻌㼢㼍㼘㼡㼑
㻔㼘㼛㼟㼟㻕
㻲㼛㼞㼣㼍㼞㼐㼟
㻿㼑㼘㼘㼕㼚㼓
㻙
㻔\㻟㻝㻕
㻔\㻟㻝㻕
㼁㻿㻌㼐㼛㼘㼘㼍㼞\㻝㻘㻢㻡㻠㻙\㻞㻤\㻞㻤\㻞㻘㻝㻟㻜
㻱㼡㼞㼛
㻝㻘㻠㻤㻣
㻙
㻥㻥
㻥㻥
㻥㻥㻟
㻙
㻤㻜
㻤㻜
㻼㼛㼡㼚㼐
㻝㻝㻣
㻙
㻠
㻠
㻝㻞㻣
㻙
㻡
㻡
㻮㼍㼔㼠
㻙
㻙
㻙
㻙
㻟㻢
㻙
㻔㻜㻕
㻔㻜㻕
㼆㼘㼛㼠㼥
㻙
㻙
㻙
㻙
㻥㻜
㻙
㻜
㻜
㻮㼡㼥㼕㼚㼓
㼁㻿㻌㼐㼛㼘㼘㼍㼞
㻠㻞㻤
㻡㻟
㻔㻢㻕
㻔㻢㻕
㻟㻢㻟
㻞㻟㻤
㻔㻞㻝㻕
㻔㻞㻝㻕
㻱㼡㼞㼛
㻞㻣㻣
㻙
㻔㻠㻕
㻔㻠㻕
㻥㻞
㻙
㻔㻣㻕
㻔㻣㻕
㻼㼛㼡㼚㼐
㻟㻥
㻙
㻔㻝㻕
㻔㻝㻕
㻝㻝㻥
㻙
㻜
㻜
㼅㼑㼚
㻠㻤
㻞
㻝
㻝
㻞
㻙
㻜
㻜
㻻㼜㼠㼕㼛㼚㼟
㻿㼑㼘㼘㼕㼚㼓
㻯㼍㼘㼘㼁㻿㻌㼐㼛㼘㼘㼍㼞
㻙
㻙
㻙
㻙
㻟㻝㻜
㻙
㻙
㻙
㻻㼜㼠㼕㼛㼚㻌㼏㼛㼟㼠
㻙
㻙
㻙
㻙
㻙
㻙
㻜
㻜
㻮㼡㼥㼕㼚㼓㻼㼡㼠㻙㻙㻙㼁㻿㻌㼐㼛㼘㼘㼍㼞
㻙
㻙
㻙
㻙
㻞㻢㻥
㻻㼜㼠㼕㼛㼚㻌㼏㼛㼟㼠
㻙
㻙
㻙
㻙
㻙
㻙
㻔㻝㻤㻕
㻔㻝㻤㻕
㼀㼛㼠㼍㼘
㻙
㻙
\㻝㻞㻜
\㻝㻞㻜
㻙
㻙
\㻤
\㻤
㻺㼛㼠㼑㻚㻌㻹㼍㼞㼗㼑㼠㻌㼢㼍㼘㼡㼑㻌㼕㼟㻌㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐㻌㼎㼥㻌㼎㼍㼚㼗㼕㼚㼓㻌㼕㼚㼟㼠㼕㼠㼡㼠㼕㼛㼚㼟㻚㻺㼛㼠㼑㻚㻌㻹㼍㼞㼗㼑㼠㻌㼢㼍㼘㼡㼑㻌㼕㼟㻌㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐㻌㼎㼥㻌㼎㼍㼚㼗㼕㼚㼓㻌㼕㼚㼟㼠㼕㼠㼡㼠㼕㼛㼚㼟㻚㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝
㻻㼢㼑㼞㻹㼍㼞㼗㼑㼠
㻳㼍㼕㼚㻭㼙㼛㼡㼚㼠
㻌㻝㻌㼥㼑㼍㼞
㻌㼢㼍㼘㼡㼑
㻔㼘㼛㼟㼟㻕
㻲㼛㼞㼣㼍㼞㼐㼟
㻿㼑㼘㼘㼕㼚㼓
㼁㻿㻌㼐㼛㼘㼘㼍㼞
㻱㼡㼞㼛
㻼㼛㼡㼚㼐
㻮㼍㼔㼠
㼆㼘㼛㼠㼥
㻮㼡㼥㼕㼚㼓
㼁㻿㻌㼐㼛㼘㼘㼍㼞
㻱㼡㼞㼛
㻼㼛㼡㼚㼐
㼅㼑㼚
㻻㼜㼠㼕㼛㼚㼟
㻿㼑㼘㼘㼕㼚㼓
㻯㼍㼘㼘㼁㻿㻌㼐㼛㼘㼘㼍㼞㻻㼜㼠㼕㼛㼚㻌㼏㼛㼟㼠㻮㼡㼥㼕㼚㼓
㻼㼡㼠㼁㻿㻌㼐㼛㼘㼘㼍㼞㻻㼜㼠㼕㼛㼚㻌㼏㼛㼟㼠㼀㼛㼠㼍㼘㻐㻞㻣㻘㻟㻥㻥
㻝㻞㻘㻣㻣㻟
㻝㻘㻢㻟㻟
㻠㻢㻟
㻝㻘㻝㻡㻣

㻙
㻙
㻙
㻙
㻙

㻔㻐㻟㻥㻤㻕
㻝㻘㻜㻞㻥
㻢㻠
㻔㻜㻕
㻜

㻔㻐㻟㻥㻤㻕
㻝㻘㻜㻞㻥
㻢㻠
㻔㻜㻕
㻜

㻠㻘㻢㻢㻥
㻝㻘㻝㻤㻟
㻝㻘㻡㻟㻜
㻞㻡

㻟㻘㻜㻢㻝
㻙
㻙
㻙

㻔㻞㻣㻜㻕
㻔㻥㻜㻕
㻜
㻜

㻔㻞㻣㻜㻕
㻔㻥㻜㻕
㻜
㻜

㻟㻘㻥㻤㻣
㻙

㻙
㻙

㻙
㻜

㻙
㻜

㻟㻘㻠㻢㻜
㻙
㻙

㻙
㻙
㻙

㻙
㻔㻞㻟㻝㻕
㻐㻝㻜㻞

㻙
㻔㻞㻟㻝㻕
㻐㻝㻜㻞

㻵㼚㼠㼑㼞㼑㼟㼠㻌㼞㼍㼠㼑㻌㼞㼑㼘㼍㼠㼑㼐㻦㻭㼙㼛㼡㼚㼠

㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻻㼢㼑㼞㻹㼍㼞㼗㼑㼠
㻌㻝㻌㼥㼑㼍㼞
㻌㼢㼍㼘㼡㼑

㻵㼚㼠㼑㼞㼑㼟㼠㻌㼞㼍㼠㼑㻌㼟㼣㼍㼜㻌㼏㼛㼚㼠㼞㼍㼏㼠㼟㻾㼑㼏㼑㼕㼢㼕㼚㼓㻌㼒㼘㼛㼍㼠㼕㼚㼓㻌㼞㼍㼠㼑㼟\㻞㻘㻞㻠㻟
\㻝㻘㻜㻣㻣
㻔\㻝㻤㻝㻕
㼍㼚㼐㻌㼜㼍㼥㼕㼚㼓㻌㼒㼕㼤㼑㼐㻌㼞㼍㼠㼑㼟㼀㼛㼠㼍㼘\㻞㻘㻞㻠㻟
\㻝㻘㻜㻣㻣
㻔\㻝㻤㻝㻕
㻺㼛㼠㼑㻚㻌㻹㼍㼞㼗㼑㼠㻌㼢㼍㼘㼡㼑㻌㼕㼟㻌㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐㻌㼎㼥㻌㼎㼍㼚㼗㼕㼚㼓㻌㼕㼚㼟㼠㼕㼠㼡㼠㼕㼛㼚㼟㻚㻳㼍㼕㼚㻔㼘㼛㼟㼟㻕

㻔\㻝㻤㻝㻕
㻔\㻝㻤㻝㻕

㻭㼙㼛㼡㼚㼠

㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻝
㻻㼢㼑㼞㻹㼍㼞㼗㼑㼠
㻌㻝㻌㼥㼑㼍㼞
㻌㼢㼍㼘㼡㼑

㻳㼍㼕㼚㻔㼘㼛㼟㼟㻕

\㻝㻘㻣㻞㻡
㻔\㻝㻝㻞㻕
㻔\㻝㻝㻞㻕
\㻝㻘㻥㻞㻜
\㻝㻘㻥㻞㻜
\㻝㻘㻣㻞㻡
㻔\㻝㻝㻞㻕
㻔\㻝㻝㻞㻕
㻺㼛㼠㼑㻚㻌㻹㼍㼞㼗㼑㼠㻌㼢㼍㼘㼡㼑㻌㼕㼟㻌㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐㻌㼎㼥㻌㼎㼍㼚㼗㼕㼚㼓㻌㼕㼚㼟㼠㼕㼠㼡㼠㼕㼛㼚㼟㻚㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝
㻻㼢㼑㼞㻹㼍㼞㼗㼑㼠
㻳㼍㼕㼚㻭㼙㼛㼡㼚㼠
㻌㻝㻌㼥㼑㼍㼞
㻌㼢㼍㼘㼡㼑
㻔㼘㼛㼟㼟㻕

㻵㼚㼠㼑㼞㼑㼟㼠㻌㼞㼍㼠㼑㻌㼟㼣㼍㼜㻌㼏㼛㼚㼠㼞㼍㼏㼠㼟㻾㼑㼏㼑㼕㼢㼕㼚㼓㻌㼒㼘㼛㼍㼠㼕㼚㼓㻌㼞㼍㼠㼑㼟㼍㼚㼐㻌㼜㼍㼥㼕㼚㼓㻌㼒㼕㼤㼑㼐㻌㼞㼍㼠㼑㼟㼀㼛㼠㼍㼘㻐㻞㻠㻘㻢㻥㻣
㻐㻞㻠㻘㻢㻥㻣

㻐㻞㻞㻘㻝㻤㻥
㻐㻞㻞㻘㻝㻤㻥

㻔㻐㻝㻘㻠㻠㻜㻕
㻔㻐㻝㻘㻠㻠㻜㻕

㻔㻐㻝㻘㻠㻠㻜㻕
㻔㻐㻝㻘㻠㻠㻜㻕

Annual Report 2011 | 64

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Notes to Consolidated Financial Statements㻝㻠㻚㻌㻵㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㼀㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼕㼟 㼟㼡㼎㼖㼑㼏㼠 㼠㼛 㼍 㼚㼡㼙㼎㼑㼞 㼛㼒 㼠㼍㼤㼑㼟 㼎㼍㼟㼑㼐 㼛㼚 㼕㼚㼏㼛㼙㼑㻘 㼣㼔㼕㼏㼔㻘 㼕㼚 㼠㼔㼑 㼍㼓㼓㼞㼑㼓㼍㼠㼑㻘 㼕㼚㼐㼕㼏㼍㼠㼑 㼍 㼟㼠㼍㼠㼡㼠㼛㼞㼥 㼕㼚㼏㼛㼙㼑㼠㼍㼤㻌㼞㼍㼠㼑㻌㼕㼚㻌㻶㼍㼜㼍㼚㻌㼛㼒㻌㼍㼜㼜㼞㼛㼤㼕㼙㼍㼠㼑㼘㼥㻌㻠㻜㻚㻢㻑㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㼟㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻚㼀㼔㼑 㼒㼛㼘㼘㼛㼣㼕㼚㼓 㼠㼍㼎㼘㼑 㼟㼡㼙㼙㼍㼞㼕㼦㼑㼟 㼠㼔㼑 㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠 㼐㼕㼒㼒㼑㼞㼑㼚㼏㼑㼟 㼎㼑㼠㼣㼑㼑㼚 㼠㼔㼑 㼟㼠㼍㼠㼡㼠㼛㼞㼥 㼠㼍㼤 㼞㼍㼠㼑 㼍㼚㼐 㻴㻻㻾㻵㻮㻭㻓㼟 㼑㼒㼒㼑㼏㼠㼕㼢㼑 㼠㼍㼤㼞㼍㼠㼑㻌㼒㼛㼞㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㻌㼜㼡㼞㼜㼛㼟㼑㼟㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㼟㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻚㻿㼠㼍㼠㼡㼠㼛㼞㼥㻌㼠㼍㼤㻌㼞㼍㼠㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻱㼤㼜㼑㼚㼟㼑㼟㻌㼚㼛㼠㻌㼝㼡㼍㼘㼕㼒㼥㼕㼚㼓㻌㼒㼛㼞㻌㼜㼑㼞㼙㼍㼚㼑㼚㼠㻌㼐㼑㼐㼡㼏㼠㼕㼛㼚㻘㻌㼑㻚㼓㻚㻌㼑㼚㼠㼑㼞㼠㼍㼕㼚㼙㼑㼚㼠㻌㼑㼤㼜㼑㼚㼟㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼛㼚㼠㼍㼤㼍㼎㼘㼑㻌㼐㼕㼢㼕㼐㼑㼚㼐㻌㼕㼚㼏㼛㼙㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻼㼑㼞㻌㼏㼍㼜㼕㼠㼍㻌㼕㼚㼔㼍㼎㼕㼠㼍㼚㼠㼟㻌㼠㼍㼤㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻛㼐㼑㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼢㼍㼘㼡㼍㼠㼕㼛㼚㻌㼍㼘㼘㼛㼣㼍㼚㼏㼑㻌㼒㼛㼞㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻭㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚㻌㼛㼒㻌㼓㼛㼛㼐㼣㼕㼘㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼑㼘㼕㼙㼕㼚㼍㼠㼕㼛㼚㻌㼛㼒㻌㼐㼕㼢㼕㼐㼑㼚㼐㻌㼕㼚㼏㼛㼙㼑㼒㼞㼛㼙㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼕㼒㼒㼑㼞㼑㼚㼏㼑㼟㻌㼕㼚㻌㼠㼍㼤㻌㼞㼍㼠㼑㻌㼎㼑㼠㼣㼑㼑㼚㼒㼛㼞㼑㼕㼓㼚㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌㼍㼚㼐㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼍㼤㻌㼏㼞㼑㼐㼕㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻱㼒㼒㼑㼏㼠㼕㼢㼑㻌㼠㼍㼤㻌㼞㼍㼠㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻞㻛㻞㻜㻝㻜
㻠㻜㻚㻢㻑㻝㻞㻛㻞㻜㻝㻝
㻠㻜㻚㻢㻑

㻜㻚㻢
㻔㻞㻚㻞㻕
㻜㻚㻠
㻔㻝㻚㻢㻕
㻜㻚㻜

㻝㻚㻣
㻔㻞㻚㻡㻕
㻜㻚㻟
㻝㻚㻟
㻜㻚㻜

㻞㻚㻝

㻜㻚㻠

㻔㻟㻚㻝㻕
㻔㻠㻚㻝㻕
㻜㻚㻢
㻟㻟㻚㻟㻑

㻔㻟㻚㻡㻕
㻔㻟㻚㻝㻕
㻝㻚㻟
㻟㻢㻚㻡㻑

㻿㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠 㼏㼛㼙㼜㼛㼚㼑㼚㼠㼟 㼛㼒 㻴㻻㻾㻵㻮㻭㻓㼟 㼐㼑㼒㼑㼞㼞㼑㼐 㼠㼍㼤 㼍㼟㼟㼑㼠㼟 㼍㼚㼐 㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟 㼍㼠 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼍㼚㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻝㼣㼑㼞㼑㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
㻝㻞㻛㻞㻜㻝㻝
㻰㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼍㼟㼟㼑㼠㼟㻭㼏㼏㼞㼡㼑㼐㻌㼑㼚㼠㼑㼞㼜㼞㼕㼟㼑㻌㼠㼍㼤㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
\㻟㻠㻥
\㻞㻡㻤
㻐㻟㻘㻟㻝㻤
㻸㼛㼟㼟㻌㼛㼚㻌㼣㼞㼕㼠㼑㻙㼐㼛㼣㼚㻌㼛㼒㻌㼕㼚㼢㼑㼚㼠㼛㼞㼥㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻝㻘㻜㻜㻜
㻥㻟㻡
㻝㻞㻘㻜㻞㻣㻥㻣㻣㻢㻥㻣㻣㻭㼘㼘㼛㼣㼍㼚㼏㼑㻌㼒㼛㼞㻌㼐㼛㼡㼎㼠㼒㼡㼘㻌㼞㼑㼏㼑㼕㼢㼍㼎㼘㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻞㻟㻢
㻞㻟㻡
㻟㻘㻜㻞㻞
㻭㼏㼏㼞㼡㼑㼐㻌㼎㼛㼚㼡㼟㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻝㻘㻠㻠㻢
㻝㻘㻠㻣㻟
㻝㻤㻘㻥㻠㻣
㻸㼛㼟㼟㻌㼏㼍㼞㼞㼥㼒㼛㼞㼣㼍㼞㼐㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻤㻡㻠㻥㻞㻡㻝㻝㻘㻤㻥㻤
㼁㼚㼞㼑㼍㼘㼕㼦㼑㼐㻌㼓㼍㼕㼚㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻠㻥㻣
㻡㻞㻜
㻢㻘㻢㻤㻤
㻱㼙㼜㼘㼛㼥㼑㼑㼟㻓㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻰㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻤㻠㻟
㻢㻝㻣
㻣㻘㻥㻟㻢
㻸㼛㼟㼟㻌㼛㼚㻌㼢㼍㼘㼡㼍㼠㼕㼛㼚㻌㼛㼒㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻠㻟㻟
㻠㻣㻠
㻢㻘㻜㻥㻣
㻾㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼎㼑㼚㼑㼒㼕㼠㼟㻌㼒㼛㼞㻌㼐㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼍㼡㼐㼕㼠㼛㼞㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻠㻜㻜
㻟㻠㻠
㻠㻘㻠㻞㻡
㻞㻢㻣
㻥㻤
㻝㻘㻞㻢㻜
㻸㼛㼟㼟㻌㼛㼚㻌㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠㻌㼛㼒㻌㼒㼕㼤㼑㼐㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻞㻘㻠㻢㻥
㻞㻘㻥㻥㻤
㻟㻤㻘㻡㻢㻠㻤㻘㻤㻥㻢㻤㻘㻥㻡㻣㻝㻝㻡㻘㻞㻝㻣
㼀㼛㼠㼍㼘㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼂㼍㼘㼡㼍㼠㼕㼛㼚㻌㼍㼘㼘㼛㼣㼍㼚㼏㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻔㻞㻘㻟㻝㻞㻕
㻔㻞㻘㻞㻢㻝㻕
㻔㻞㻥㻘㻜㻤㻠㻕
㻺㼑㼠㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻢㻘㻡㻤㻟
㻢㻘㻢㻥㻢
㻤㻢㻘㻝㻟㻟
㻰㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻾㼑㼟㼑㼞㼢㼑㻌㼒㼛㼞㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼓㼍㼕㼚㼟㻌㼛㼚㻌㼜㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼁㼚㼞㼑㼍㼘㼕㼦㼑㼐㻌㼘㼛㼟㼟㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻺㼑㼠㻌㼡㼚㼞㼑㼍㼘㼕㼦㼑㼐㻌㼔㼛㼘㼐㼕㼚㼓㻌㼓㼍㼕㼚㼟㻌㼛㼚㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚

㻔㻝㻜㻡㻕
㻔㻟㻥㻜㻕
㻔㻡㻜㻠㻕
㻔㻢㻣㻝㻕
㻔㻝㻘㻢㻣㻝㻕

㻔㻝㻞㻣㻕
㻔㻟㻥㻜㻕
㻔㻟㻝㻡㻕
㻔㻢㻣㻟㻕
㻔㻝㻘㻡㻜㻢㻕

㻔㻝㻘㻢㻟㻟㻕
㻔㻡㻘㻜㻝㻢㻕
㻔㻠㻘㻜㻡㻝㻕
㻔㻤㻘㻢㻡㻣㻕
㻔㻝㻥㻘㻟㻣㻞㻕

㻺㼑㼠㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻠㻘㻥㻝㻝

\㻡㻘㻝㻤㻥

㻐㻢㻢㻘㻣㻠㻤

㻺㼑㼠㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼍㼟㼟㼑㼠㼟㻌㼍㼞㼑㻌㼕㼚㼏㼘㼡㼐㼑㼐㻌㼕㼚㻌㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼎㼍㼘㼍㼚㼏㼑㻌㼟㼔㼑㼑㼠㼟㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜
㻝㻞㻛㻞㻜㻝㻝
㻯㼡㼞㼞㼑㼚㼠㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻞㻘㻥㻟㻜
\㻟㻘㻞㻜㻝
㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌㼍㼚㼐㻌㼛㼠㼔㼑㼞㻌㼚㼛㼚㼏㼡㼞㼞㼑㼚㼠㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻞㻘㻝㻞㻥
㻞㻘㻝㻝㻡
㻯㼡㼞㼞㼑㼚㼠㻌㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻔㻟㻠㻕
㻔㻝㻤㻕
㻰㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻌㻔㼚㼛㼚㼏㼡㼞㼞㼑㼚㼠㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻔㻝㻝㻟㻕
㻔㻝㻜㻤㻕
㻺㼑㼠㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻠㻘㻥㻝㻝
\㻡㻘㻝㻤㻥

65

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝
㻐㻠㻝㻘㻝㻣㻡
㻞㻣㻘㻞㻜㻢
㻔㻞㻟㻝㻕㻔㻝㻘㻟㻤㻥㻕
㻐㻢㻢㻘㻣㻠㻤

㻺㼛㼠㼑㻚㻌㻾㼑㼢㼕㼟㼕㼛㼚㼟㻌㼕㼚㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼍㼟㼟㼑㼠㼟㻌㼍㼚㼐㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻌㼎㼥㻌㼏㼔㼍㼚㼓㼑㼟㻌㼕㼚㻌㼠㼔㼑㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㻌㼞㼍㼠㼑㻌㻲㼛㼘㼘㼛㼣㼕㼚㼓 㼠㼔㼑 㼜㼞㼛㼙㼡㼘㼓㼍㼠㼕㼛㼚 㼛㼒 㼠㼔㼑 㻎㻭㼏㼠 㼒㼛㼞 㻼㼍㼞㼠㼕㼍㼘 㻭㼙㼑㼚㼐㼙㼑㼚㼠 㼛㼒 㼠㼔㼑 㻵㼚㼏㼛㼙㼑 㼀㼍㼤 㻭㼏㼠㻘 㼑㼠㼏㻚 㼒㼛㼞 㼠㼔㼑 㻼㼡㼞㼜㼛㼟㼑 㼛㼒 㻯㼞㼑㼍㼠㼕㼚㼓㼍 㼀㼍㼤㼍㼠㼕㼛㼚 㻿㼥㼟㼠㼑㼙 㻾㼑㼟㼜㼛㼚㼐㼕㼚㼓 㼠㼛 㻯㼔㼍㼚㼓㼑㼟 㼕㼚 㻱㼏㼛㼚㼛㼙㼕㼏 㼍㼚㼐 㻿㼛㼏㼕㼍㼘 㻿㼠㼞㼡㼏㼠㼡㼞㼑㼟㻎㻔㻭㼏㼠 㻺㼛㻚 㻝㻝㻠㻘 㻞㻜㻝㻝㻕 㼍㼚㼐 㼠㼔㼑 㻎㻭㼏㼠 㼛㼚 㻿㼜㼑㼏㼕㼍㼘㻹㼑㼍㼟㼡㼞㼑㼟 㼒㼛㼞 㻿㼑㼏㼡㼞㼕㼚㼓 㻲㼕㼚㼍㼚㼏㼕㼍㼘 㻾㼑㼟㼛㼡㼞㼏㼑㼟 㻺㼑㼏㼑㼟㼟㼍㼞㼥 㼠㼛 㻵㼙㼜㼘㼑㼙㼑㼚㼠 㻹㼑㼍㼟㼡㼞㼑㼟 㼒㼛㼞 㻾㼑㼏㼛㼚㼟㼠㼞㼡㼏㼠㼕㼛㼚 㻲㼛㼘㼘㼛㼣㼕㼚㼓 㼠㼔㼑 㻳㼞㼑㼍㼠 㻱㼍㼟㼠㻶㼍㼜㼍㼚 㻱㼍㼞㼠㼔㼝㼡㼍㼗㼑㻎 㻔㻭㼏㼠 㻺㼛㻚 㻝㻝㻣㻘 㻞㻜㻝㻝㻕 㼛㼚 㻰㼑㼏㼑㼙㼎㼑㼞 㻞㻘 㻞㻜㻝㻝㻘 㼠㼔㼑 㼏㼛㼞㼜㼛㼞㼍㼠㼑 㼕㼚㼏㼛㼙㼑 㼠㼍㼤 㼞㼍㼠㼑 㼣㼕㼘㼘 㼎㼑 㼘㼛㼣㼑㼞㼑㼐 㼍㼚㼐 㼍 㼟㼜㼑㼏㼕㼍㼘㼞㼑㼟㼠㼛㼞㼍㼠㼕㼛㼚 㼟㼡㼞㼠㼍㼤 㼣㼕㼘㼘 㼎㼑 㼕㼙㼜㼛㼟㼑㼐 㼒㼞㼛㼙 㼠㼔㼑 㼒㼕㼟㼏㼍㼘 㼥㼑㼍㼞 㼎㼑㼓㼕㼚㼚㼕㼚㼓 㼛㼚 㻭㼜㼞㼕㼘 㻝㻘 㻞㻜㻝㻞㻚 㻭㼏㼏㼛㼞㼐㼕㼚㼓㼘㼥㻘 㼠㼔㼑 㼟㼠㼍㼠㼡㼠㼛㼞㼥 㼠㼍㼤 㼞㼍㼠㼑㼠㼛 㼎㼑 㼡㼟㼑㼐 㼕㼚 㼏㼍㼘㼏㼡㼘㼍㼠㼕㼚㼓 㼐㼑㼒㼑㼞㼞㼑㼐 㼠㼍㼤 㼍㼟㼟㼑㼠㼟 㼍㼚㼐 㼐㼑㼒㼑㼞㼞㼑㼐 㼠㼍㼤 㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟 㼣㼕㼘㼘 㼎㼑 㼘㼛㼣㼑㼞㼑㼐 㼒㼞㼛㼙 㼠㼔㼑 㼏㼡㼞㼞㼑㼚㼠 㻠㻜㻚㻢㻑 㼠㼛 㻟㻣㻚㻥㻑㼒㼛㼞 㼍 㼠㼑㼙㼜㼛㼞㼍㼞㼥 㼐㼕㼒㼒㼑㼞㼑㼚㼏㼑 㼣㼔㼕㼏㼔 㼕㼟 㼑㼤㼜㼑㼏㼠㼑㼐 㼠㼛 㼎㼑 㼞㼑㼢㼑㼞㼟㼑㼐 㼕㼚 㼠㼔㼑 㼒㼕㼟㼏㼍㼘 㼥㼑㼍㼞㼟 㼎㼑㼓㼕㼚㼚㼕㼚㼓 㼒㼞㼛㼙 㻶㼍㼚㼡㼍㼞㼥 㻝㻘 㻞㻜㻝㻟 㼠㼔㼞㼛㼡㼓㼔㻶㼍㼚㼡㼍㼞㼥 㻝㻘 㻞㻜㻝㻡㻘 㼍㼚㼐 㼠㼛 㻟㻡㻚㻡㻑 㼒㼛㼞 㼍 㼠㼑㼙㼜㼛㼞㼍㼞㼥 㼐㼕㼒㼒㼑㼞㼑㼚㼏㼑 㼣㼔㼕㼏㼔 㼕㼟 㼑㼤㼜㼑㼏㼠㼑㼐 㼠㼛 㼎㼑 㼞㼑㼢㼑㼞㼟㼑㼐 㼒㼞㼛㼙 㼠㼔㼑 㼒㼕㼟㼏㼍㼘 㼥㼑㼍㼞㼟 㼎㼑㼓㼕㼚㼚㼕㼚㼓㼛㼚 㼛㼞 㼍㼒㼠㼑㼞 㻶㼍㼚㼡㼍㼞㼥 㻝㻘 㻞㻜㻝㻢㻚 㻭㼟 㼍 㼞㼑㼟㼡㼘㼠 㼛㼒 㼠㼔㼑㼟㼑 㼏㼔㼍㼚㼓㼑㼟 㼕㼚 㼠㼔㼑 㼠㼍㼤 㼞㼍㼠㼑㻘 㼠㼔㼑 㼍㼙㼛㼡㼚㼠 㼛㼒 㼐㼑㼒㼑㼞㼞㼑㼐 㼠㼍㼤 㼍㼟㼟㼑㼠㼟 㻔㼍㼒㼠㼑㼞 㼐㼑㼐㼡㼏㼠㼕㼚㼓㼠㼔㼑㻌㼍㼙㼛㼡㼚㼠㻌㼛㼒㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼠㼍㼤㻌㼘㼕㼍㼎㼕㼘㼕㼠㼕㼑㼟㻕㻌㼔㼍㼟㻌㼐㼑㼏㼞㼑㼍㼟㼑㼐㻌㼎㼥㻌\㻡㻝㼙㼕㼘㼘㼕㼛㼚㻌㻔㻐㻢㻡㻢㻌㼠㼔㼛㼡㼟㼍㼚㼐㻕㻌㼍㼚㼐㻌㼠㼔㼑㻌㼍㼙㼛㼡㼚㼠㻌㼛㼒㻌㼐㼑㼒㼑㼞㼞㼑㼐㻌㼕㼚㼏㼛㼙㼑㻌㼠㼍㼤㼑㼟㼔㼍㼟㻌㼕㼚㼏㼞㼑㼍㼟㼑㼐㻌㼎㼥㻌\㻥㻣㻌㼙㼕㼘㼘㼕㼛㼚㻌㻔㻐㻝㻘㻞㻠㻣㻌㼠㼔㼛㼡㼟㼍㼚㼐㻕㻚㻌㻭㼚㼐㻌㼠㼔㼑㻌㼑㼒㼒㼑㼏㼠㻌㼛㼒㻌㼠㼔㼑㼟㼑㻌㼏㼔㼍㼚㼓㼑㼟㻌㼔㼍㼟㻌㼎㼑㼑㼚㻌㼕㼚㼏㼘㼡㼐㼑㼐㻌㼕㼚㻌㼕㼚㼏㼛㼙㼑㻌㼒㼛㼞㻌㼒㼕㼟㼏㼍㼘㻌㻞㻜㻝㻝㻚㻝㻡㻚㻌㻸㼛㼟㼟㻌㼛㼚㻌㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠㻌㼛㼒㻌㼒㼕㼤㼑㼐㻌㼍㼟㼟㼑㼠㼟㻴㻻㻾㻵㻮㻭 㼞㼑㼢㼕㼑㼣㼑㼐 㼕㼠㼟 㼘㼛㼚㼓㻙㼘㼕㼢㼑㼐 㼍㼟㼟㼑㼠㼟 㼒㼛㼞 㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠㻘 㼍㼚㼐㻘 㼍㼟 㼍 㼞㼑㼟㼡㼘㼠㻘 㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠 㼘㼛㼟㼟㼑㼟 㼣㼑㼞㼑 㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐 㼎㼥 㼠㼔㼑 㼏㼛㼙㼜㼍㼚㼥 㼒㼛㼞㼒㼛㼘㼘㼛㼣㼕㼚㼓㻌㼍㼟㼟㼑㼠㻌㼓㼞㼛㼡㼜㼟㻌㼍㼟㻌㼛㼠㼔㼑㼞㻌㼑㼤㼜㼑㼚㼟㼑㼟㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻚㻸㼛㼏㼍㼠㼕㼛㼚
㻷㼥㼛㼠㼛㻘㻌㻶㼍㼜㼍㼚

㼁㼟㼑
㻵㼐㼘㼑

㼀㼥㼜㼑
㻸㼍㼚㼐

㻹㼕㼘㼘㼛㼚㻌㼛㼒㻌㼥㼑㼚\㻠㻜㻔㻮㼍㼏㼗㼓㼞㼛㼡㼚㼐㻕㻮㼑㼏㼍㼡㼟㼑 㼠㼔㼑㼞㼑 㼍㼞㼑 㼚㼛 㼏㼛㼚㼏㼞㼑㼠㼑 㼜㼘㼍㼚㼟 㼠㼛 㼜㼡㼠 㼠㼛 㼡㼟㼑 㼠㼔㼑 㼕㼐㼘㼑 㼘㼍㼚㼐 㼛㼣㼚㼑㼐 㼕㼚 㻷㼥㼛㼠㼛㻘 㻶㼍㼜㼍㼚㻘 㼠㼔㼑 㼎㼛㼛㼗 㼢㼍㼘㼡㼑 㼛㼒 㼠㼔㼕㼟 㼍㼟㼟㼑㼠 㼣㼍㼟 㼘㼛㼣㼑㼞㼑㼐㼠㼛㻌㼠㼔㼑㻌㼞㼑㼏㼛㼢㼑㼞㼍㼎㼘㼑㻌㼢㼍㼘㼡㼑㻘㻌㼍㼚㼐㻌㼠㼔㼑㻌㼞㼑㼟㼡㼘㼠㼕㼚㼓㻌㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠㻌㼘㼛㼟㼟㻌㼣㼍㼟㻌㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐㻌㼍㼟㻌㼛㼠㼔㼑㼞㻌㼑㼤㼜㼑㼚㼟㼑㼟㻚㻔㻹㼑㼠㼔㼛㼐㻌㼡㼟㼑㼐㻌㼒㼛㼞㻌㼓㼞㼛㼡㼜㼕㼚㼓㻕㻵㼚 㼏㼛㼚㼚㼑㼏㼠㼕㼛㼚 㼣㼕㼠㼔 㼠㼔㼑 㼡㼟㼑 㼛㼒 㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠 㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓㻘 㼍㼟㼟㼑㼠㼟 㼍㼞㼑 㼓㼞㼛㼡㼜㼑㼐 㼛㼚 㼍 㼞㼑㼜㼛㼞㼠㼕㼚㼓 㼟㼑㼓㼙㼑㼚㼠 㼎㼍㼟㼕㼟㻚 㻵㼐㼘㼑 㼍㼟㼟㼑㼠㼟 㼣㼔㼕㼏㼔 㼍㼞㼑 㼚㼛㼠㼑㼤㼜㼑㼏㼠㼑㼐㻌㼠㼛㻌㼎㼑㻌㼡㼟㼑㼐㻌㼕㼚㻌㼠㼔㼑㻌㼒㼡㼠㼡㼞㼑㻌㼍㼞㼑㻌㼓㼞㼛㼡㼜㼑㼐㻌㼛㼚㻌㼍㻌㼜㼞㼛㼜㼑㼞㼠㼥㻙㼎㼥㻙㼜㼞㼛㼜㼑㼞㼠㼥㻌㼎㼍㼟㼕㼟㻚㻔㻹㼑㼠㼔㼛㼐㻌㼡㼟㼑㼐㻌㼒㼛㼞㻌㼏㼍㼘㼏㼡㼘㼍㼠㼕㼚㼓㻌㼍㻌㼞㼑㼏㼛㼢㼑㼞㼍㼎㼘㼑㻌㼍㼙㼛㼡㼚㼠㻕㼀㼔㼑 㼞㼑㼏㼛㼢㼑㼞㼍㼎㼘㼑 㼍㼙㼛㼡㼚㼠 㼛㼒 㼕㼐㼘㼑 㼍㼟㼟㼑㼠㼟 㼣㼍㼟 㼙㼑㼍㼟㼡㼞㼑㼐 㼎㼥 㼠㼔㼑 㼑㼟㼠㼕㼙㼍㼠㼑㼐 㼚㼑㼠 㼞㼑㼍㼘㼕㼦㼍㼎㼘㼑 㼢㼍㼘㼡㼑㻚 㻱㼟㼠㼕㼙㼍㼠㼑㼐 㼚㼑㼠 㼞㼑㼍㼘㼕㼦㼍㼎㼘㼑 㼢㼍㼘㼡㼑㼣㼍㼟㻌㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼜㼡㼎㼘㼕㼏㼘㼥㻌㼍㼚㼚㼛㼡㼚㼏㼑㼐㻌㼙㼍㼞㼗㼑㼠㻌㼢㼍㼘㼡㼑㼟㻌㼒㼛㼞㻌㼘㼍㼚㼐㻚㻴㻻㻾㻵㻮㻭 㼞㼑㼢㼕㼑㼣㼑㼐 㼕㼠㼟 㼘㼛㼚㼓㻙㼘㼕㼢㼑㼐 㼍㼟㼟㼑㼠㼟 㼒㼛㼞 㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠㻘 㼍㼚㼐㻘 㼍㼟 㼍 㼞㼑㼟㼡㼘㼠㻘 㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠 㼘㼛㼟㼟㼑㼟 㼣㼑㼞㼑 㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐 㼎㼥 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼒㼛㼞㼠㼔㼑㻌㼒㼛㼘㼘㼛㼣㼕㼚㼓㻌㼍㼟㼟㼑㼠㻌㼓㼞㼛㼡㼜㼟㻌㼍㼟㻌㼛㼠㼔㼑㼞㻌㼑㼤㼜㼑㼚㼟㼑㼟㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻚㻸㼛㼏㼍㼠㼕㼛㼚
㼀㼛㼗㼥㼛㻘㻌㻶㼍㼜㼍㼚㻷㼥㼛㼠㼛㻘㻌㻶㼍㼜㼍㼚㻹㼛㼚㼠㼜㼑㼘㼘㼕㼑㼞㻘㻌㻲㼞㼍㼚㼏㼑㻌㼁㼟㼑㻭㼟㼟㼑㼠㼟㻌㼒㼛㼞㼐㼕㼟㼜㼛㼟㼍㼘
㻵㼐㼘㼑
㻵㼐㼘㼑

㼀㼥㼜㼑
㻮㼡㼕㼘㼐㼕㼚㼓㼟㻌㼍㼚㼐㻌㼟㼠㼞㼡㼏㼠㼡㼞㼑㼟㻸㼍㼚㼐㻹㼍㼏㼔㼕㼚㼑㼞㼥㻹㼕㼘㼘㼛㼚㻌㼛㼒㻌㼥㼑㼚㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟

\㻢㻣
\㻝㻣
\㻝㻞

㻐㻤㻢㻝
㻐㻞㻝㻤
㻐㻝㻡㻠

㻔㻮㼍㼏㼗㼓㼞㼛㼡㼚㼐㻕㻵㼚 㼠㼔㼑 㼏㼍㼟㼑 㼛㼒 㼍㼟㼟㼑㼠㼟 㼒㼛㼞 㼐㼕㼟㼜㼛㼟㼍㼘㻘 㼐㼕㼟㼜㼛㼟㼍㼘 㼛㼒 㼍 㼜㼍㼞㼠 㼛㼒 㼑㼝㼡㼕㼜㼙㼑㼚㼠 㼣㼍㼟 㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐 㼒㼛㼘㼘㼛㼣㼕㼚㼓 㼍 㼠㼞㼍㼚㼟㼒㼑㼞 㼛㼒 㼎㼞㼍㼚㼏㼔 㼛㼞 㼟㼍㼘㼑㼟 㼛㼒㼒㼕㼏㼑 㼛㼒㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼛㼞 㼟㼛㼙㼑 㼛㼒 㼕㼠㼟 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻚 㻵㼚 㼠㼔㼑 㼏㼍㼟㼑 㼛㼒 㼕㼐㼘㼑 㼍㼟㼟㼑㼠㼟㻘 㼠㼔㼑㼞㼑 㼣㼍㼟 㼚㼛 㼏㼛㼚㼏㼞㼑㼠㼑 㼜㼘㼍㼚 㼠㼛 㼡㼟㼑 㼠㼔㼑 㼍㼟㼟㼑㼠㼟 㼒㼛㼞㼎㼡㼟㼕㼚㼑㼟㼟㻚 㼀㼔㼡㼟㻘 㼠㼔㼑 㼎㼛㼛㼗 㼢㼍㼘㼡㼑 㼛㼒 㼠㼔㼑㼟㼑 㼍㼟㼟㼑㼠㼟 㼣㼍㼟 㼘㼛㼣㼑㼞㼑㼐 㼠㼛 㼠㼔㼑 㼞㼑㼏㼛㼢㼑㼞㼍㼎㼘㼑 㼢㼍㼘㼡㼑㻘 㼍㼚㼐 㼠㼔㼑 㼞㼑㼟㼡㼘㼠㼍㼚㼠 㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠 㼘㼛㼟㼟 㼣㼍㼟㼞㼑㼏㼛㼓㼚㼕㼦㼑㼐㻌㼍㼟㻌㼛㼠㼔㼑㼞㻌㼑㼤㼜㼑㼚㼟㼑㼟㻚㻔㻹㼑㼠㼔㼛㼐㻌㼡㼟㼑㼐㻌㼒㼛㼞㻌㼓㼞㼛㼡㼜㼕㼚㼓㻕㻵㼚 㼏㼛㼚㼚㼑㼏㼠㼕㼛㼚 㼣㼕㼠㼔 㼠㼔㼑 㼡㼟㼑 㼛㼒 㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠 㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓㻘 㼎㼡㼟㼕㼚㼑㼟㼟 㼍㼟㼟㼑㼠㼟 㼍㼞㼑 㼓㼞㼛㼡㼜㼑㼐 㼛㼚 㼍 㼞㼑㼜㼛㼞㼠㼕㼚㼓 㼟㼑㼓㼙㼑㼚㼠 㼎㼍㼟㼕㼟㻚 㻭㼟㼟㼑㼠㼟 㼒㼛㼞㼐㼕㼟㼜㼛㼟㼍㼘㻌㼍㼚㼐㻌㼕㼐㼘㼑㻌㼍㼟㼟㼑㼠㼟㻌㼣㼔㼕㼏㼔㻌㼍㼞㼑㻌㼚㼛㼠㻌㼑㼤㼜㼑㼏㼠㼑㼐㻌㼠㼛㻌㼎㼑㻌㼡㼟㼑㼐㻌㼕㼚㻌㼠㼔㼑㻌㼒㼡㼠㼡㼞㼑㻌㼍㼞㼑㻌㼓㼞㼛㼡㼜㼑㼐㻌㼛㼚㻌㼍㻌㼜㼞㼛㼜㼑㼞㼠㼥㻙㼎㼥㻙㼜㼞㼛㼜㼑㼞㼠㼥㻌㼎㼍㼟㼕㼟㻚㻔㻹㼑㼠㼔㼛㼐㻌㼡㼟㼑㼐㻌㼒㼛㼞㻌㼏㼍㼘㼏㼡㼘㼍㼠㼕㼚㼓㻌㼍㻌㼞㼑㼏㼛㼢㼑㼞㼍㼎㼘㼑㻌㼍㼙㼛㼡㼚㼠㻕㼀㼔㼑㻌㼞㼑㼏㼛㼢㼑㼞㼍㼎㼘㼑㻌㼍㼙㼛㼡㼚㼠㻌㼛㼒㻌㼕㼐㼘㼑㻌㼍㼟㼟㼑㼠㼟㻌㼣㼍㼟㻌㼙㼑㼍㼟㼡㼞㼑㼐㻌㼎㼥㻌㼠㼔㼑㻌㼑㼟㼠㼕㼙㼍㼠㼑㼐㻌㼚㼑㼠㻌㼞㼑㼍㼘㼕㼦㼍㼎㼘㼑㻌㼢㼍㼘㼡㼑㻚㻌㼀㼔㼑 㼞㼑㼏㼛㼢㼑㼞㼍㼎㼘㼑 㼢㼍㼘㼡㼑 㼛㼒 㼙㼍㼏㼔㼕㼚㼑㼞㼥 㼣㼍㼟 㼐㼕㼟㼏㼛㼡㼚㼠㼑㼐 㼠㼛 㼦㼑㼞㼛㻘 㼍㼟 㼕㼠㼟 㼞㼑㼡㼟㼑 㼛㼞 㼟㼍㼘㼑 㼣㼍㼟 㼑㼤㼜㼑㼏㼠㼑㼐 㼠㼛 㼎㼑 㼐㼕㼒㼒㼕㼏㼡㼘㼠㻘 㼣㼔㼕㼘㼑 㼠㼔㼑 㼑㼟㼠㼕㼙㼍㼠㼑㼐㼚㼑㼠 㼞㼑㼍㼘㼕㼦㼍㼎㼘㼑 㼢㼍㼘㼡㼑 㼛㼒 㼜㼞㼛㼜㼑㼞㼠㼕㼑㼟 㼣㼍㼟 㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐 㼡㼟㼕㼚㼓 㼠㼔㼑 㼏㼡㼞㼞㼑㼚㼠 㼑㼟㼠㼕㼙㼍㼠㼑㼐 㼙㼍㼞㼗㼑㼠 㼢㼍㼘㼡㼑 㼎㼍㼟㼑㼐 㼛㼚 㼜㼡㼎㼘㼕㼏㼘㼥 㼍㼚㼚㼛㼡㼚㼏㼑㼙㼑㼚㼠 㼜㼞㼕㼏㼑㼒㼛㼞 㼘㼍㼚㼐㻚 㼀㼔㼑 㼞㼑㼏㼛㼢㼑㼞㼍㼎㼘㼑 㼢㼍㼘㼡㼑 㼛㼒 㼍㼟㼟㼑㼠㼟 㼒㼛㼞 㼐㼕㼟㼜㼛㼟㼍㼘 㼣㼍㼟 㼙㼑㼍㼟㼡㼞㼑㼐 㼍㼠 㼞㼑㼍㼟㼛㼚㼍㼎㼘㼑 㼑㼟㼠㼕㼙㼍㼠㼑㼟 㼍㼚㼐 㼣㼍㼟 㼚㼛㼠 㼐㼕㼟㼏㼛㼡㼚㼠㼑㼐 㼍㼟 㼍㼐㼕㼟㼜㼛㼟㼍㼘㻌㼜㼑㼞㼕㼛㼐㻌㼣㼍㼟㻌㼑㼤㼜㼑㼏㼠㼑㼐㻌㼠㼛㻌㼎㼑㻌㼟㼔㼛㼞㼠㻚

Annual Report 2011 | 66

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Notes to Consolidated Financial Statements㻝㻢㻚㻌㻭㼟㼟㼑㼠㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼛㼎㼘㼕㼓㼍㼠㼕㼛㼚㼟㻭㼟㼟㼑㼠㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼛㼎㼘㼕㼓㼍㼠㼕㼛㼚㼟㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㼀㼔㼑㻌㼚㼛㼠㼑㻌㼒㼛㼞㻌㼍㼟㼟㼑㼠㻌㼞㼑㼠㼕㼞㼑㼙㼑㼚㼠㻌㼛㼎㼘㼕㼓㼍㼠㼕㼛㼚㼟㻌㼔㼍㼟㻌㼎㼑㼑㼚㻌㼛㼙㼕㼠㼠㼑㼐㻌㼍㼟㻌㼠㼔㼑㼞㼑㻌㼣㼑㼞㼑㻌㼚㼛㻌㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㻌㼍㼙㼛㼡㼚㼠㻌㼛㼒㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼛㼞㻌㼞㼑㼚㼠㼍㼘㻌㼜㼞㼛㼜㼑㼞㼠㼥㻚㻝㻣㻚㻌㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼍㼚㼐㻌㼞㼑㼚㼠㼍㼘㻌㼜㼞㼛㼜㼑㼞㼠㼥㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼍㼚㼐㻌㼞㼑㼚㼠㼍㼘㻌㼜㼞㼛㼜㼑㼞㼠㼥㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㼀㼔㼑㻌㼚㼛㼠㼑㻌㼒㼛㼞㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼍㼚㼐㻌㼞㼑㼚㼠㼍㼘㻌㼜㼞㼛㼜㼑㼞㼠㼥㻌㼔㼍㼟㻌㼎㼑㼑㼚㻌㼛㼙㼕㼠㼠㼑㼐㻌㼍㼟㻌㼠㼔㼑㼞㼑㻌㼣㼑㼞㼑㻌㼚㼛㻌㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠㻌㼍㼙㼛㼡㼚㼠㻌㼛㼒㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼛㼞㻌㼞㼑㼚㼠㼍㼘㻌㼜㼞㼛㼜㼑㼞㼠㼥㻚㻔㻭㼐㼐㼕㼠㼕㼛㼚㼍㼘㻌㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻕㻲㼞㼛㼙 㼒㼕㼟㼏㼍㼘 㻞㻜㻝㻜㻘 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼍㼜㼜㼘㼕㼑㼐 㼠㼔㼑 㻎㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓 㻿㼠㼍㼚㼐㼍㼞㼐 㼒㼛㼞 㻰㼕㼟㼏㼘㼛㼟㼡㼞㼑㼟 㼍㼎㼛㼡㼠 㻲㼍㼕㼞 㼂㼍㼘㼡㼑 㼛㼒 㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠 㼍㼚㼐 㻾㼑㼚㼠㼍㼘 㻼㼞㼛㼜㼑㼞㼠㼥㻎 㻔㻭㻿㻮㻶㻿㼠㼍㼠㼑㼙㼑㼚㼠 㻺㼛㻚 㻞㻜㻘 㼕㼟㼟㼡㼑㼐 㼛㼚 㻺㼛㼢㼑㼙㼎㼑㼞 㻞㻤㻘 㻞㻜㻜㻤㻕 㼍㼚㼐 㼠㼔㼑 㻎㻳㼡㼕㼐㼍㼚㼏㼑 㼛㼚 㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓 㻿㼠㼍㼚㼐㼍㼞㼐 㼒㼛㼞 㻰㼕㼟㼏㼘㼛㼟㼡㼞㼑㼟 㼍㼎㼛㼡㼠 㻲㼍㼕㼞 㼂㼍㼘㼡㼑 㼛㼒 㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠 㼍㼚㼐㻾㼑㼚㼠㼍㼘㻌㻼㼞㼛㼜㼑㼞㼠㼥㻎㻌㻔㻭㻿㻮㻶㻌㻳㼡㼕㼐㼍㼚㼏㼑㻌㻺㼛㻚㻌㻞㻟㻘㻌㼕㼟㼟㼡㼑㼐㻌㼛㼚㻌㻺㼛㼢㼑㼙㼎㼑㼞㻌㻞㻤㻘㻌㻞㻜㻜㻤㻕㻚㻝㻤㻚㻌㻿㼑㼓㼙㼑㼚㼠㻌㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻳㼑㼚㼑㼞㼍㼘㻌㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼞㼑㼜㼛㼞㼠㼍㼎㼘㼑㻌㼟㼑㼓㼙㼑㼚㼠㼟㻔㻝㻕㻌㻯㼍㼘㼏㼡㼘㼍㼠㼕㼛㼚㻌㼙㼑㼠㼔㼛㼐㻌㼒㼛㼞㻌㼞㼑㼜㼛㼞㼠㼍㼎㼘㼑㻌㼟㼑㼓㼙㼑㼚㼠㼟㻴㻻㻾㻵㻮㻭㻓㼟 㼞㼑㼜㼛㼞㼠㼍㼎㼘㼑 㼟㼑㼓㼙㼑㼚㼠㼟 㼍㼞㼑 㼏㼛㼙㼜㼛㼚㼑㼚㼠㼟 㼛㼒 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼍㼎㼛㼡㼠 㼣㼔㼕㼏㼔 㼟㼑㼜㼍㼞㼍㼠㼑 㼒㼕㼚㼍㼚㼏㼕㼍㼘 㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚 㼕㼟 㼍㼢㼍㼕㼘㼍㼎㼘㼑 㼍㼚㼐 㼠㼔㼍㼠 㼕㼟 㼑㼢㼍㼘㼡㼍㼠㼑㼐㼎㼥㻌㼠㼔㼑㻌㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠㻌㼕㼚㻌㼐㼑㼏㼕㼐㼕㼚㼓㻌㼔㼛㼣㻌㼠㼛㻌㼍㼘㼘㼛㼏㼍㼠㼑㻌㼞㼑㼟㼛㼡㼞㼏㼑㼟㻌㼍㼚㼐㻌㼕㼚㻌㼍㼟㼟㼑㼟㼟㼕㼚㼓㻌㼜㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑㻚㻌㼀㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼔㼍㼟 㼑㼟㼠㼍㼎㼘㼕㼟㼔㼑㼐 㼠㼔㼑 㼟㼑㼓㼙㼑㼚㼠 㼟㼠㼞㼍㼠㼑㼓㼥 㼛㼒㼒㼕㼏㼑 㼒㼛㼞 㼑㼍㼏㼔 㼜㼞㼛㼐㼡㼏㼠 㼍㼚㼐 㼟㼑㼞㼢㼕㼏㼑 㼍㼠 㼕㼠㼟 㼔㼑㼍㼐㼝㼡㼍㼞㼠㼑㼞㼟 㼣㼔㼕㼏㼔 㼐㼞㼍㼣㼟 㼍 㼏㼛㼙㼜㼞㼑㼔㼑㼚㼟㼕㼢㼑㼜㼘㼍㼚㻌㼒㼛㼞㻌㻶㼍㼜㼍㼚㻌㼍㼚㼐㻌㼛㼢㼑㼞㼟㼑㼍㼟㻌㼙㼍㼞㼗㼑㼠㼟㻌㼒㼛㼞㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼐㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻚㻌㼀㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼠㼔㼡㼟 㼕㼟 㼏㼛㼙㼜㼛㼟㼑㼐 㼛㼒 㼎㼡㼟㼕㼚㼑㼟㼟 㼟㼑㼓㼙㼑㼚㼠㼟 㼎㼥 㼜㼞㼛㼐㼡㼏㼠 㼍㼚㼐 㼟㼑㼞㼢㼕㼏㼑 㼠㼔㼍㼠 㼍㼞㼑 㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐 㼍㼠 㼠㼔㼑 㼔㼑㼍㼐 㼛㼒㼒㼕㼏㼑㻚 㼀㼔㼑 㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑 㼀㼑㼟㼠㻿㼥㼟㼠㼑㼙㼟㻘 㻼㼞㼛㼏㼑㼟㼟 㻒 㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟 㻒 㻿㼥㼟㼠㼑㼙㼟㻘 㻹㼑㼐㼕㼏㼍㼘㻙㻰㼕㼓㼍㼚㼛㼟㼠㼕㼏 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟 㻒 㻿㼥㼟㼠㼑㼙㼟㻘 㻿㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟 㻒 㻿㼥㼟㼠㼑㼙㼟㼍㼚㼐㻌㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻌㼏㼛㼙㼜㼞㼕㼟㼑㻌㼒㼕㼢㼑㻌㼞㼑㼜㼛㼞㼠㼍㼎㼘㼑㻌㼟㼑㼓㼙㼑㼚㼠㼟㻚㻹㼍㼖㼛㼞㻌㼜㼞㼛㼐㼡㼏㼠㼟㻌㼛㼒㻌㼑㼍㼏㼔㻌㼟㼑㼓㼙㼑㼚㼠㻌㼍㼞㼑㻌㼐㼑㼟㼏㼞㼕㼎㼑㼐㻌㼎㼑㼘㼛㼣㻚㻔㼍㻕㻌㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑㻌㼀㼑㼟㼠㻌㻿㼥㼟㼠㼑㼙㼟㻱㼙㼕㼟㼟㼕㼛㼚 㻹㼑㼍㼟㼡㼞㼑㼙㼑㼚㼠 㻿㼥㼟㼠㼑㼙㼟㻘 㻵㼚㻙㼁㼟㼑 㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑 㻱㼙㼕㼟㼟㼕㼛㼚㼟 㻭㼚㼍㼘㼥㼦㼑㼞㼟㻘 㻻㼚㻙㻮㼛㼍㼞㼐 㻱㼙㼕㼟㼟㼕㼛㼚 㻹㼑㼍㼟㼡㼞㼑㼙㼑㼚㼠㻘 㻰㼞㼕㼢㼑㼘㼕㼚㼑 㼀㼑㼟㼠 㻿㼥㼟㼠㼑㼙㼟㻘 㻱㼚㼓㼕㼚㼑 㼀㼑㼟㼠㻿㼥㼟㼠㼑㼙㼟㻘㻌㻮㼞㼍㼗㼑㻌㼀㼑㼟㼠㻌㻿㼥㼟㼠㼑㼙㼟㻘㻌㻰㼞㼕㼢㼑㻌㻾㼑㼏㼛㼞㼐㼑㼞㼟㻌㻔㼎㻕㻌㻼㼞㼛㼏㼑㼟㼟㻌㻒㻌㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘 㻹㼑㼍㼟㼡㼞㼕㼚㼓 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟 㻔㻿㼠㼍㼏㼗 㻳㼍㼟 㻭㼚㼍㼘㼥㼦㼑㼞㼟㻘 㼃㼍㼠㼑㼞 㻽㼡㼍㼘㼕㼠㼥 㻭㼚㼍㼘㼥㼟㼕㼟 㼍㼚㼐 㻱㼤㼍㼙㼕㼚㼍㼠㼕㼛㼚 㻿㼥㼟㼠㼑㼙㼟㻘 㻭㼕㼞 㻼㼛㼘㼘㼡㼠㼕㼛㼚 㻭㼚㼍㼘㼥㼦㼑㼞㼟㻕㻘㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻌㼞㼍㼐㼕㼍㼠㼕㼛㼚㻌㼙㼛㼚㼕㼠㼛㼞㻔㼏㻕㻌㻹㼑㼐㼕㼏㼍㼘㻙㻰㼕㼍㼓㼚㼛㼟㼠㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻱㼝㼡㼕㼜㼙㼑㼚㼠 㼒㼛㼞 㻮㼘㼛㼛㼐 㻿㼍㼙㼜㼘㼑 㻭㼚㼍㼘㼥㼟㼕㼟 㻔㻴㼑㼙㼍㼠㼛㼘㼛㼓㼥 㻭㼚㼍㼘㼥㼦㼑㼞㼟㻘 㻱㼝㼡㼕㼜㼙㼑㼚㼠 㼒㼛㼞 㻹㼑㼍㼟㼡㼞㼕㼚㼓 㻵㼙㼙㼡㼚㼛㼘㼛㼓㼕㼏㼍㼘 㻾㼑㼟㼜㼛㼚㼟㼑㼟 㻯㼘㼕㼚㼕㼏㼍㼘㻘 㻯㼔㼑㼙㼕㼟㼠㼞㼥 㻭㼚㼍㼘㼥㼦㼑㼞㼟㻘㻮㼘㼛㼛㼐㻌㻿㼡㼓㼍㼞㻌㻹㼑㼍㼟㼡㼞㼑㼙㼑㼚㼠㻌㻿㼥㼟㼠㼑㼙㼟㻕㻔㼐㻕㻌㻿㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻹㼍㼟㼟 㻲㼘㼛㼣 㻯㼛㼚㼠㼞㼛㼘㼘㼑㼞㼟㻘 㻯㼔㼑㼙㼕㼏㼍㼘 㻯㼛㼚㼏㼑㼚㼠㼞㼍㼠㼕㼛㼚 㻹㼛㼚㼕㼠㼛㼞㼟㻘 㼀㼔㼕㼚㻙㻲㼕㼘㼙 㻭㼚㼍㼘㼥㼦㼑㼞㼟 㼒㼛㼞 㻿㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㼟 㼍㼚㼐 㻸㻯㻰 㻵㼚㼟㼜㼑㼏㼠㼕㼛㼚㻘 㻾㼑㼠㼕㼏㼘㼑㻛㻹㼍㼟㼗 㻼㼍㼞㼠㼕㼏㼘㼑㻰㼑㼠㼑㼏㼠㼕㼛㼚㻌㻿㼥㼟㼠㼑㼙㼟㻘㻌㻾㼑㼟㼕㼐㼡㼍㼘㻌㻳㼍㼟㻌㻭㼚㼍㼘㼥㼦㼑㼞㼟㻔㼑㻕㻌㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏 㻭㼚㼍㼘㼥㼟㼕㼟 㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟 㻔㼜㻴 㻹㼑㼠㼑㼞㼟㻘 㻼㼍㼞㼠㼕㼏㼘㼑㻙㻿㼕㼦㼑 㻰㼕㼟㼠㼞㼕㼎㼡㼠㼕㼛㼚 㻭㼚㼍㼘㼥㼦㼑㼞㼟㻘 㼄㻙㻾㼍㼥 㻲㼘㼡㼛㼞㼑㼟㼏㼑㼚㼏㼑 㻭㼚㼍㼘㼥㼦㼑㼞㼟㻘 㻾㼍㼙㼍㼚㻘 㻿㼜㼑㼏㼠㼞㼛㼜㼔㼛㼠㼛㼙㼑㼠㼑㼞㼟㻘㻳㼞㼍㼠㼕㼚㼓㼟㻕㻔㻞㻕㻌㻹㼑㼠㼔㼛㼐㻌㼛㼒㻌㼙㼑㼍㼟㼡㼞㼑㼙㼑㼚㼠㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼕㼚㼏㼛㼙㼑㻌㻔㼘㼛㼟㼟㻕㻘㻌㼍㼟㼟㼑㼠㼟㻌㼍㼚㼐㻌㼛㼠㼔㼑㼞㻌㼙㼍㼠㼑㼞㼕㼍㼘㻌㼕㼠㼑㼙㼟㻌㼎㼥㻌㼞㼑㼜㼛㼞㼠㼍㼎㼘㼑㻌㼟㼑㼓㼙㼑㼚㼠㼀㼔㼑 㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓 㼙㼑㼠㼔㼛㼐㼟 㼍㼜㼜㼘㼕㼑㼐 㼒㼛㼞 㼞㼑㼜㼛㼞㼠㼍㼎㼘㼑 㼟㼑㼓㼙㼑㼚㼠㼟 㼍㼞㼑 㼕㼐㼑㼚㼠㼕㼏㼍㼘 㼣㼕㼠㼔 㼠㼔㼛㼟㼑 㼟㼠㼍㼠㼑㼐 㼕㼚 㻺㼛㼠㼑 㻞㻘 㻎㻿㼡㼙㼙㼍㼞㼥 㼛㼒 㼟㼕㼓㼚㼕㼒㼕㼏㼍㼚㼠 㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓 㼜㼛㼘㼕㼏㼕㼑㼟㻚㻎㻌㻵㼚㼏㼛㼙㼑㻌㼒㼛㼞㻌㼑㼍㼏㼔㻌㼞㼑㼜㼛㼞㼠㼍㼎㼘㼑㻌㼟㼑㼓㼙㼑㼚㼠㻌㼕㼟㻌㼠㼔㼑㻌㼍㼙㼛㼡㼚㼠㼟㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼛㼜㼑㼞㼍㼠㼕㼚㼓㻌㼕㼚㼏㼛㼙㼑㻚㻔㻟㻕㻌㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼕㼚㼏㼛㼙㼑㻌㻔㼘㼛㼟㼟㻕㻘㻌㼍㼟㼟㼑㼠㼟㻌㼍㼚㼐㻌㼛㼠㼔㼑㼞㻌㼙㼍㼠㼑㼞㼕㼍㼘㻌㼕㼠㼑㼙㼟㻌㼎㼥㻌㼞㼑㼜㼛㼞㼠㼍㼎㼘㼑㻌㼟㼑㼓㼙㼑㼚㼠㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻜

㻿㼍㼘㼑㼟㻿㼍㼘㼑㼟㻌㼠㼛㻌㼛㼡㼠㼟㼕㼐㼑㻌㼏㼡㼟㼠㼛㼙㼑㼞㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼠㼑㼞㼟㼑㼓㼙㼑㼚㼠㻌㼟㼍㼘㼑㼟㻌㼍㼚㼐㻌㼠㼞㼍㼚㼟㼒㼑㼞㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼑㼓㼙㼑㼚㼠㻌㼕㼚㼏㼛㼙㼑㻌㻔㼘㼛㼟㼟㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼑㼓㼙㼑㼚㼠㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻌㼕㼠㼑㼙㼟㻦㻰㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻭㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚㻌㼛㼒㻌㼓㼛㼛㼐㼣㼕㼘㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌㼕㼚㻌㼍㼒㼒㼕㼘㼕㼍㼠㼑㼟㻌㼍㼏㼏㼛㼡㼚㼠㼑㼐㼒㼛㼞㻌㼡㼟㼕㼚㼓㻌㼠㼔㼑㻌㼑㼝㼡㼕㼠㼥㻌㼙㼑㼠㼔㼛㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼠㼍㼚㼓㼕㼎㼘㼑㻌㼍㼚㼐㻌㼕㼚㼠㼍㼚㼓㼕㼎㼘㼑㼒㼕㼤㼑㼐㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚67㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑㻼㼞㼛㼏㼑㼟㼟㻌㻒㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘\㻟㻡㻘㻣㻡㻝
㻙㻟㻡㻘㻣㻡㻝
\㻝㻘㻢㻟㻞
\㻞㻤㻘㻟㻣㻣

\㻝㻝㻘㻣㻤㻣
㻙㻝㻝㻘㻣㻤㻣
\㻤㻣㻡\㻝㻝㻘㻟㻢㻝

\㻞㻞㻘㻡㻝㻠
㻙㻞㻞㻘㻡㻝㻠
\㻞㻘㻟㻟㻜
\㻝㻢㻘㻣㻝㻞

\㻞㻣㻘㻢㻣㻢
㻙㻞㻣㻘㻢㻣㻢
\㻢㻘㻟㻠㻜
\㻞㻟㻘㻟㻟㻠

㻝㻘㻟㻜㻢
㻞

㻡㻝㻜
㻜

㻝㻘㻟㻣㻠
㻝㻝

㻞㻞

㻙

㻢㻢㻡

㻟㻝㻜

㻹㼑㼐㼕㼏㼍㼘㻙
㻰㼕㼍㼓㼚㼛㼟㼠㼕㼏㻭㼐㼖㼡㼟㼠㼙㼑㼚㼠㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐\㻞㻜㻘㻤㻞㻡
㻙㻌㻌㻌㻌㻌㻌㻌㻌㻞㻜㻘㻤㻞㻡\㻝㻘㻝㻞㻜
\㻝㻡㻘㻟㻣㻝㻙㻙㻙㻙\㻠㻞㻘㻝㻟㻟

\㻝㻝㻤㻘㻡㻡㻢
㻙㻝㻝㻤㻘㻡㻡㻢
\㻝㻞㻘㻞㻥㻥
\㻝㻟㻣㻘㻞㻥㻜

㻣㻜㻠
㻜

㻡㻥㻠
㻝㻥

㻙
㻙

㻠㻘㻠㻤㻥
㻟㻠

㻙

㻙

㻙

㻙

㻞㻞

㻝㻘㻞㻥㻡

㻣㻠㻢

㻝㻘㻜㻝㻠

㻙

㻠㻘㻜㻟㻟

㻿㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻹㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻝㻞㻛㻞㻜㻝㻝

㻿㼍㼘㼑㼟㻿㼍㼘㼑㼟㻌㼠㼛㻌㼛㼡㼠㼟㼕㼐㼑㻌㼏㼡㼟㼠㼛㼙㼑㼞㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼠㼑㼞㼟㼑㼓㼙㼑㼚㼠㻌㼟㼍㼘㼑㼟㻌㼍㼚㼐㻌㼠㼞㼍㼚㼟㼒㼑㼞㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼑㼓㼙㼑㼚㼠㻌㼕㼚㼏㼛㼙㼑㻌㻔㼘㼛㼟㼟㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼑㼓㼙㼑㼚㼠㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻌㼕㼠㼑㼙㼟㻦㻰㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻭㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚㻌㼛㼒㻌㼓㼛㼛㼐㼣㼕㼘㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌㼕㼚㻌㼍㼒㼒㼕㼘㼕㼍㼠㼑㼟㻌㼍㼏㼏㼛㼡㼚㼠㼑㼐㼒㼛㼞㻌㼡㼟㼕㼚㼓㻌㼠㼔㼑㻌㼑㼝㼡㼕㼠㼥㻌㼙㼑㼠㼔㼛㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼠㼍㼚㼓㼕㼎㼘㼑㻌㼍㼚㼐㻌㼕㼚㼠㼍㼚㼓㼕㼎㼘㼑㼒㼕㼤㼑㼐㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼍㼘㼑㼟㻿㼍㼘㼑㼟㻌㼠㼛㻌㼛㼡㼠㼟㼕㼐㼑㻌㼏㼡㼟㼠㼛㼙㼑㼞㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼠㼑㼞㼟㼑㼓㼙㼑㼚㼠㻌㼟㼍㼘㼑㼟㻌㼍㼚㼐㻌㼠㼞㼍㼚㼟㼒㼑㼞㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼑㼓㼙㼑㼚㼠㻌㼕㼚㼏㼛㼙㼑㻌㻔㼘㼛㼟㼟㻕㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼑㼓㼙㼑㼚㼠㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻻㼠㼔㼑㼞㻌㼕㼠㼑㼙㼟㻦㻰㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻭㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚㻌㼛㼒㻌㼓㼛㼛㼐㼣㼕㼘㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻌㼕㼚㻌㼍㼒㼒㼕㼘㼕㼍㼠㼑㼟㻌㼍㼏㼏㼛㼡㼚㼠㼑㼐㼒㼛㼞㻌㼡㼟㼕㼚㼓㻌㼠㼔㼑㻌㼑㼝㼡㼕㼠㼥㻌㼙㼑㼠㼔㼛㼐㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻵㼚㼏㼞㼑㼍㼟㼑㻌㼕㼚㻌㼠㼍㼚㼓㼕㼎㼘㼑㻌㼍㼚㼐㻌㼕㼚㼠㼍㼚㼓㼕㼎㼘㼑㼒㼕㼤㼑㼐㻌㼍㼟㼟㼑㼠㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑㻼㼞㼛㼏㼑㼟㼟㻌㻒㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘\㻟㻤㻘㻢㻣㻤
㻙㻟㻤㻘㻢㻣㻤
\㻞㻘㻤㻟㻠
\㻟㻝㻘㻟㻤㻟

\㻝㻠㻘㻡㻡㻤
㻙㻝㻠㻘㻡㻡㻤
\㻞㻘㻡㻟㻞
\㻝㻟㻘㻜㻢㻡

\㻞㻟㻘㻠㻤㻡
㻙㻞㻟㻘㻠㻤㻡
\㻟㻘㻝㻢㻢
\㻝㻣㻘㻠㻡㻤

\㻞㻠㻘㻢㻥㻠
㻙㻞㻠㻘㻢㻥㻠
\㻠㻘㻥㻟㻥
\㻞㻞㻘㻜㻝㻜

㻝㻘㻞㻜㻣
㻡

㻠㻣㻤
㻙

㻝㻘㻞㻜㻢
㻝㻜

㻞㻠

㻙

㻣㻜㻡

㻞㻟㻞

㻹㼑㼐㼕㼏㼍㼘㻙
㻰㼕㼍㼓㼚㼛㼟㼠㼕㼏㻿㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻭㼐㼖㼡㼟㼠㼙㼑㼚㼠㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐\㻞㻞㻘㻜㻠㻜
㻙㻞㻞㻘㻜㻠㻜
\㻝㻘㻠㻟㻟
\㻝㻢㻘㻟㻤㻤㻙㻙㻙㻙\㻠㻠㻘㻟㻠㻞

\㻝㻞㻟㻘㻠㻡㻢
㻙㻝㻞㻟㻘㻠㻡㻢
\㻝㻠㻘㻥㻜㻢
\㻝㻠㻠㻘㻢㻠㻥

㻢㻥㻟
㻙

㻡㻞㻡
㻝㻤

㻙
㻙

㻠㻘㻝㻝㻝
㻟㻠

㻙

㻙

㻙

㻙

㻞㻠

㻝㻘㻡㻞㻣

㻤㻠㻤

㻝㻘㻟㻥㻥

㻙

㻠㻘㻣㻝㻟

㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㻌㻌㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻝㻞㻛㻞㻜㻝㻝
㻹㼑㼐㼕㼏㼍㼘㻙
㻿㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞 㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻰㼕㼍㼓㼚㼛㼟㼠㼕㼏㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑㻼㼞㼛㼏㼑㼟㼟㻌㻒㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻐㻠㻥㻣㻘㻡㻟㻜
㻙㻠㻥㻣㻘㻡㻟㻜
㻐㻟㻢㻘㻠㻡㻠
㻐㻠㻜㻟㻘㻢㻥㻝

㻐㻝㻤㻣㻘㻞㻢㻡
㻙㻝㻤㻣㻘㻞㻢㻡
㻐㻟㻞㻘㻡㻣㻜
㻐㻝㻢㻤㻘㻜㻢㻜

㻐㻟㻜㻞㻘㻜㻥㻢
㻙㻟㻜㻞㻘㻜㻥㻢
㻐㻠㻜㻘㻣㻞㻡
㻐㻞㻞㻠㻘㻡㻢㻥

㻐㻟㻝㻣㻘㻢㻠㻤
㻙㻟㻝㻣㻘㻢㻠㻤
㻐㻢㻟㻘㻡㻟㻞
㻐㻞㻤㻟㻘㻝㻞㻟

㻝㻡㻘㻡㻞㻢㻢㻠㻢㻘㻝㻠㻤㻙㻝㻡㻘㻡㻝㻟
㻝㻞㻤

㻟㻜㻤

㻙

㻥㻘㻜㻢㻤

㻞㻘㻥㻤㻠

㻭㼐㼖㼡㼟㼠㼙㼑㼚㼠㻯㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㻌㻌㻌㻌 㻞㻤㻟㻘㻡㻜㻥㻙㻌㻌㻌㻌㻌 㻞㻤㻟㻘㻡㻜㻥㻌㻌㻌㻌㻌㻌㻌 㻝㻤㻘㻠㻟㻟㻐㻞㻝㻜㻘㻤㻜㻡㻙㻙㻙㻙㻐㻡㻣㻜㻘㻟㻤㻤

㻐㻝㻘㻡㻤㻤㻘㻜㻢㻞

㻤㻘㻥㻝㻠
㻙

㻢㻘㻣㻡㻟
㻞㻟㻝

㻙
㻙

㻡㻞㻘㻤㻤㻝
㻠㻟㻣

㻙

㻙

㻙

㻙

㻟㻜㻤

㻝㻥㻘㻢㻠㻞

㻝㻜㻘㻥㻜㻤

㻝㻣㻘㻥㻥㻡

㻙㻢㻜㻘㻢㻞㻡

㻙㻝㻘㻡㻤㻤㻘㻜㻢㻞㻐㻝㻥㻝㻘㻣㻠㻝
㻐㻝㻘㻤㻢㻜㻘㻢㻣㻢㻺㼛㼠㼑㻌㻝㻚 㻰㼑㼠㼍㼕㼘㼟㻌㼛㼒㻌㼍㼐㼖㼡㼟㼠㼙㼑㼚㼠㻌㼍㼙㼛㼡㼚㼠㼟㻌㼍㼞㼑㻌㼍㼟㻌㼒㼛㼘㼘㼛㼣㼟㻦㻔㻝㻕㻌㼁㼚㼍㼘㼘㼛㼏㼍㼠㼑㼐㻌㼍㼙㼛㼡㼚㼠㼟㻌㼠㼛㻌㼎㼑㻌㼕㼚㼏㼘㼡㼐㼑㼐㻌㼕㼚㻌㼠㼔㼑㻌㼍㼐㼖㼡㼟㼠㼙㼑㼚㼠㻌㼍㼙㼛㼡㼚㼠㻌㼛㼒㻌㼟㼑㼓㼙㼑㼚㼠㻌㼜㼞㼛㼒㼕㼠㼟㻌㼣㼍㼟㻌㼚㼛㼠㻌㼓㼑㼚㼑㼞㼍㼠㼑㼐㻚㻔㻞㻕㻌㼀㼔㼑㻌㼍㼐㼖㼡㼟㼠㼙㼑㼚㼠㻌㼍㼙㼛㼡㼚㼠㻌㼛㼒㻌\㻠㻞㻘㻝㻟㻟㻌㼙㼕㼘㼘㼕㼛㼚㻌㼍㼚㼐㻌\㻠㻠㻘㻟㻠㻞㻌㼙㼕㼘㼘㼕㼛㼚㻌㻔㻐㻡㻣㻜㻘㻟㻤㻤㻌㼠㼔㼛㼡㼟㼍㼚㼐㻕㻌㻌㼛㼒㻌㼟㼑㼓㼙㼑㼚㼠㻌㼍㼟㼟㼑㼠㼟㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻌㻌㻌㻌㻌㻞㻜㻝㻜㻌㼍㼚㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㼞㼑㼜㼞㼑㼟㼑㼚㼠㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼍㼟㼟㼑㼠㼟㻌㼠㼔㼍㼠㻌㼍㼞㼑㻌㼚㼛㼠㻌㼍㼘㼘㼛㼏㼍㼠㼑㼐㻌㼠㼛㻌㼑㼍㼏㼔㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼟㼑㼓㼙㼑㼚㼠㻚㻌㼀㼔㼑㼥㻌㼕㼚㼏㼘㼡㼐㼑㻌㼏㼍㼟㼔㻌㼍㼚㼐㻌㼏㼍㼟㼔㻌㻌㻌㻌㻌㼑㼝㼡㼕㼢㼍㼘㼑㼚㼠㼟㻘㻌㼟㼔㼛㼞㼠㻙㼠㼑㼞㼙㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㼟㻘㻌㼕㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㼟㼑㼏㼡㼞㼕㼠㼕㼑㼟㻘㻌㼕㼐㼘㼑㻌㼘㼍㼚㼐㻘㻌㼑㼠㼏㻚㻺㼛㼠㼑㻌㻞㻚 㻰㼑㼜㼞㼑㼏㼕㼍㼠㼕㼛㼚 㼍㼚㼐 㼕㼚㼏㼞㼑㼍㼟㼑㼟 㼕㼚 㼠㼍㼚㼓㼕㼎㼘㼑 㼍㼚㼐 㼕㼚㼠㼍㼚㼓㼕㼎㼘㼑 㼒㼕㼤㼑㼐 㼍㼟㼟㼑㼠㼟 㼕㼚㼏㼘㼡㼐㼑 㼘㼛㼚㼓㻙㼠㼑㼞㼙 㼜㼞㼑㼜㼍㼕㼐 㼑㼤㼜㼑㼚㼟㼑㼟 㼍㼚㼐 㼠㼔㼑 㼍㼙㼛㼡㼚㼠 㼛㼒 㼍㼙㼛㼞㼠㼕㼦㼍㼠㼕㼛㼚㼍㼟㼟㼛㼏㼕㼍㼠㼑㼐㻌㼣㼕㼠㼔㻌㼠㼔㼑㻌㼑㼤㼜㼑㼚㼟㼑㼟㻚

Annual Report 2011 | 68

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Notes to Consolidated Financial Statements㻨㻾㼑㼘㼍㼠㼑㼐㻌㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻪㻝㻚㻌㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼓㼑㼛㼓㼞㼍㼜㼔㼕㼏㻌㼍㼞㼑㼍㼟㻔㻝㻕㻌㻺㼑㼠㻌㼟㼍㼘㼑㼟㻹㼕㼘㼘㼛㼚㻌㼛㼒㻌㼥㼑㼚㻞㻜㻝㻝㻶㼍㼜㼍㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻠㻤㻘㻥㻤㻢
㼁㼚㼕㼠㼑㼐㻌㻿㼠㼍㼠㼑㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻠㻘㻥㻤㻤
㻱㼡㼞㼛㼜㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻟㻞㻘㻞㻜㻣
㻭㼟㼕㼍㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻞㻞㻘㻞㻥㻟
㻠㻘㻥㻤㻜㻻㼔㼠㼑㼞㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚 \㻝㻞㻟㻘㻠㻡㻢㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻞㻜㻝㻝㻐㻢㻟㻜㻘㻝㻞㻢
㻝㻥㻞㻘㻣㻥㻢
㻠㻝㻠㻘㻞㻥㻝
㻞㻤㻢㻘㻣㻢㻟
㻢㻠㻘㻜㻡㻥
㻐㻝㻘㻡㻤㻤㻘㻜㻢㻞㻺㼛㼠㼑㻚㻌㻺㼑㼠㻌㼟㼍㼘㼑㼟㻌㼍㼞㼑㻌㼏㼍㼠㼑㼓㼛㼞㼕㼦㼑㼐㻌㼎㼥㻌㼏㼛㼡㼚㼠㼞㼥㻌㼛㼞㻌㼓㼑㼛㼓㼞㼍㼜㼔㼕㼏㻌㼍㼞㼑㼍㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼠㼔㼑㻌㼘㼛㼏㼍㼠㼕㼛㼚㻌㼛㼒㻌㼠㼔㼑㻌㼏㼡㼟㼠㼛㼙㼑㼞㻚㻔㻞㻕㻌㻼㼞㼛㼜㼑㼞㼠㼥㻘㻌㼜㼘㼍㼚㼠㻌㼍㼚㼐㻌㼑㼝㼡㼕㼜㼙㼑㼚㼠㻹㼕㼘㼘㼛㼚㻌㼛㼒㻌㼥㼑㼚㻞㻜㻝㻝㻶㼍㼜㼍㼚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻝㻟㻘㻤㻝㻝
㻲㼞㼍㼚㼏㼑㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚
㻠㻘㻞㻡㻜
㻠㻘㻤㻢㻝
㻻㼔㼠㼑㼞㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻞㻞㻘㻥㻞㻠

㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟㻞㻜㻝㻝㻐㻝㻣㻣㻘㻢㻡㻢
㻡㻠㻘㻢㻢㻥
㻢㻞㻘㻡㻞㻤
㻐㻞㻥㻠㻘㻤㻤㻜

㻞㻚㻌㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼙㼍㼖㼛㼞㻌㼏㼡㼟㼠㼛㼙㼑㼞㼟㼀㼔㼑㼞㼑㻌㼕㼟㻌㼚㼛㻌㼏㼡㼟㼠㼛㼙㼑㼞㻌㼣㼔㼛㻌㼛㼏㼏㼡㼜㼕㼑㼟㻌㼙㼛㼞㼑㻌㼠㼔㼍㼚㻌㻝㻜㻑㻌㼛㼒㻌㼠㼔㼑㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼟㼍㼘㼑㼟㻚㻟㻚㻌㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼘㼛㼟㼟㻌㼛㼚㻌㼕㼙㼜㼍㼕㼞㼙㼑㼚㼠㻌㼛㼒㻌㼒㼕㼤㼑㼐㻌㼍㼟㼟㼑㼠㼟㻌㼎㼥㻌㼞㼑㼜㼛㼞㼠㼕㼚㼓㻌㼟㼑㼓㼙㼑㼚㼠㻹㼕㼘㼘㼛㼚㻌㼛㼒㻌㼥㼑㼚㻞㻜㻝㻝㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑㻌㼀㼑㼟㼠㻌㻿㼥㼟㼠㼑㼙㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻟㻜㻼㼞㼛㼏㼑㼟㼟㻌㻒㻌㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻞㻹㼑㼐㼕㼏㼍㼘㻙㻰㼕㼍㼓㼚㼛㼟㼠㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻞㻜㻞㻿㼑㼙㼕㼏㼛㼚㼐㼡㼏㼠㼛㼞㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻠㻻㼠㼔㼑㼞㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻣㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻥㻤㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟
㻞㻜㻝㻝
㻐㻟㻤㻡
㻝㻡㻠
㻞㻡㻣
㻞㻡
㻝㻤㻜
㻞㻝㻤
㻐㻝㻘㻞㻢㻜

㻺㼛㼠㼑㻚㻌㼀㼔㼑㻌㻎㻻㼠㼔㼑㼞㼟㻎㻌㼍㼙㼛㼡㼚㼠㻌㼕㼟㻌㼠㼔㼍㼠㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻓㼟㻌㼕㼐㼘㼑㻌㼍㼟㼟㼑㼠㼟㻚㻠㻚㻌㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㼞㼑㼓㼍㼞㼐㼕㼚㼓㻌㼠㼔㼑㻌㼍㼙㼛㼞㼠㼕㼦㼑㼐㻌㼍㼙㼛㼡㼚㼠㻌㼍㼚㼐㻌㼡㼚㼍㼙㼛㼞㼠㼕㼦㼑㼐㻌㼎㼍㼘㼍㼚㼏㼑㻌㼛㼒㻌㼓㼛㼛㼐㼣㼕㼘㼘㻹㼕㼘㼘㼛㼚㻌㼛㼒㻌㼥㼑㼚㻞㻜㻝㻝㻭㼡㼠㼛㼙㼛㼠㼕㼢㼑㻌㼀㼑㼟㼠㻌㻿㼥㼟㼠㼑㼙㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻠㻢㻹㼑㼐㼕㼏㼍㼘㻙㻰㼕㼍㼓㼚㼛㼟㼠㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻜㻿㼏㼕㼑㼚㼠㼕㼒㼕㼏㻌㻵㼚㼟㼠㼞㼡㼙㼑㼚㼠㼟㻌㻒㻌㻿㼥㼟㼠㼑㼙㼟㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻝㻡㻠㼀㼛㼠㼍㼘㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚㻚\㻞㻜㻝㼀㼔㼛㼡㼟㼍㼚㼐㼟㻌㼛㼒㼁㻚㻿㻚㻌㼐㼛㼘㼘㼍㼞㼟
㻞㻜㻝㻝
㻐㻡㻥㻝
㻜
㻝㻘㻥㻤㻜
㻐㻞㻘㻡㻤㻡

㻺㼛㼠㼑㻚 㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚 㼞㼑㼓㼍㼞㼐㼕㼚㼓 㼠㼔㼑 㻎㻭㼙㼛㼞㼠㼕㼦㼑㼐 㼍㼙㼛㼡㼚㼠 㼛㼒 㼓㼛㼛㼐㼣㼕㼘㼘㻎 㼕㼟 㼛㼙㼕㼠㼠㼑㼐 㼍㼟 㼠㼔㼑 㼟㼕㼙㼕㼘㼍㼞 㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚 㼕㼟㻌㻌㻌㻌㻌㻌㻌㻌㻌㼐㼕㼟㼏㼘㼛㼟㼑㼐㻌㼠㼔㼑㻌㻎㻿㼑㼓㼙㼑㼚㼠㻌㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻎㻚㻔㻭㼐㼐㼕㼠㼕㼛㼚㼍㼘㻌㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻕㻱㼒㼒㼑㼏㼠㼕㼢㼑 㻶㼍㼚㼡㼍㼞㼥 㻝㻘 㻞㻜㻝㻝㻘 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼍㼐㼛㼜㼠㼑㼐 㻎㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓 㻿㼠㼍㼚㼐㼍㼞㼐 㼒㼛㼞 㻰㼕㼟㼏㼘㼛㼟㼡㼞㼑㼟 㼍㼎㼛㼡㼠 㻿㼑㼓㼙㼑㼚㼠㼟 㼛㼒 㼍㼚㻱㼚㼠㼑㼞㼜㼞㼕㼟㼑 㼍㼚㼐 㻾㼑㼘㼍㼠㼑㼐 㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻎 㻔㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓 㻿㼠㼍㼚㼐㼍㼞㼐㼟 㻮㼛㼍㼞㼐 㼛㼒 㻶㼍㼜㼍㼚 㻔㻎㻭㻿㻮㻶㻎㻕 㻿㼠㼍㼠㼑㼙㼑㼚㼠 㻺㼛㻚 㻝㻣㻘 㼕㼟㼟㼡㼑㼐 㼛㼚㻹㼍㼞㼏㼔 㻞㻣㻘 㻞㻜㻜㻥㻕 㼍㼚㼐 㻎㻳㼡㼕㼐㼍㼚㼏㼑 㼛㼚 㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓 㻿㼠㼍㼚㼐㼍㼞㼐 㼒㼛㼞 㻰㼕㼟㼏㼘㼛㼟㼡㼞㼑㼟 㼍㼎㼛㼡㼠 㻿㼑㼓㼙㼑㼚㼠㼟 㼛㼒 㼍㼚 㻱㼚㼠㼑㼞㼜㼞㼕㼟㼑 㼍㼚㼐 㻾㼑㼘㼍㼠㼑㼐㻵㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻎㻌㻔㻭㻿㻮㻶㻌㻳㼡㼕㼐㼍㼚㼏㼑㻌㻺㼛㻚㻌㻞㻜㻘㻌㼕㼟㼟㼡㼑㼐㻌㼛㼚㻌㻹㼍㼞㼏㼔㻌㻞㻝㻘㻌㻞㻜㻜㻤㻕㻚69㻝㻥㻚㻌㻾㼑㼘㼍㼠㼑㼐㻌㼜㼍㼞㼠㼥㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻾㼑㼘㼍㼠㼑㼐㻌㼜㼍㼞㼠㼥㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻜㻌㼏㼛㼙㼜㼞㼕㼟㼑㻌㼠㼔㼑㻌㼒㼛㼘㼘㼛㼣㼕㼚㼓㻦㻔㻝㻕㻌㻾㼑㼘㼍㼠㼑㼐㻌㼜㼍㼞㼠㼥㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌㼣㼕㼠㼔㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㻰㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻌㼙㼍㼖㼛㼞㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟㻌㻔㼕㼚㼐㼕㼢㼕㼐㼡㼍㼘㼟㻌㼛㼚㼘㼥㻕㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㻯㼍㼠㼑㼓㼛㼞㼥
㻺㼍㼙㼑㻭㼐㼐㼞㼑㼟㼟
㻭㼙㼛㼡㼚㼠㻌㼛㼒㻌㼏㼍㼜㼕㼠㼍㼘㻌㼟㼠㼛㼏㼗㻔㼙㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻕㻰㼕㼞㼑㼏㼠㼛㼞㻓㼟㻌㼏㼘㼛㼟㼑㼒㼍㼙㼕㼘㼥㻌㼙㼑㼙㼎㼑㼞㻹㼍㼟㼍㼛㻌㻴㼛㼞㼕㼎㼍㻙㻙㻮㼡㼟㼕㼚㼑㼟㼟㻌㼛㼞㻌㼛㼏㼏㼡㼜㼍㼠㼕㼛㼚㻭㼐㼢㼕㼟㼛㼞㻌

㻼㼑㼞㼏㼑㼚㼠㼍㼓㼑㻌㼛㼒㻌㼢㼛㼠㼕㼚㼓㻌㼞㼕㼓㼔㼠㼟㻌㼔㼑㼘㼐㻾㼑㼘㼍㼠㼕㼛㼚㼟㼔㼕㼜㻟㻚㻝㻑㻌㻔㼐㼕㼞㼑㼏㼠㻕㻯㼛㼚㼟㼡㼘㼠㼕㼚㼓㻌㼏㼛㼚㼠㼞㼍㼏㼠㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼍㼙㼛㼡㼚㼠

㻯㼛㼚㼟㼡㼘㼠㼕㼚㼓㼒㼑㼑㻔㻺㼛㼠㼑㻌㻞㻕

\㻞㻠㻌㼙㼕㼘㼘㼕㼛㼚㻭㼏㼏㼛㼡㼚㼠

㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘
㻞㻜㻝㻜

㻙

㻙

㻺㼛㼠㼑㻌㻝㻚
㻺㼛㼠㼑㻌㻞㻚㼀㼔㼑 㼍㼎㼛㼢㼑 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚 㼍㼙㼛㼡㼚㼠㼟 㼐㼛 㼚㼛㼠 㼕㼚㼏㼘㼡㼐㼑 㼏㼛㼚㼟㼡㼙㼜㼠㼕㼛㼚 㼠㼍㼤㼑㼟㻘 㼣㼔㼕㼘㼑 㼠㼔㼑 㼎㼍㼘㼍㼚㼏㼑 㼍㼠 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼕㼚㼏㼘㼡㼐㼑㼟㼏㼛㼚㼟㼡㼙㼜㼠㼕㼛㼚㻌㼠㼍㼤㼑㼟㻚㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㻌㼍㼚㼐㻌㼜㼛㼘㼕㼏㼥㻌㼛㼚㻌㼐㼑㼠㼑㼞㼙㼕㼚㼕㼚㼓㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㼀㼔㼑 㼏㼛㼚㼟㼡㼘㼠㼕㼚㼓 㼒㼑㼑 㼒㼛㼞 㻹㼍㼟㼍㼛 㻴㼛㼞㼕㼎㼍 㼕㼟 㼏㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚 㼒㼛㼞 㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠 㼏㼛㼚㼟㼡㼘㼠㼕㼚㼓 㼟㼑㼞㼢㼕㼏㼑㼟 㼠㼛 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥㻘 㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㼛㼒 㼟㼛㼏㼕㼑㼠㼥㻙㼍㼏㼍㼐㼑㼙㼕㼍 㼏㼛㼘㼘㼍㼎㼛㼞㼍㼠㼕㼛㼚 㼒㼛㼞 㼕㼚㼚㼛㼢㼍㼠㼕㼛㼚㻘 㼍㼚㼐 㼜㼍㼞㼠㼕㼏㼕㼜㼍㼠㼕㼛㼚 㼕㼚 㼑㼏㼛㼚㼛㼙㼕㼏 㼛㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㼟㻚 㼀㼔㼑 㼜㼍㼥㼙㼑㼚㼠 㼣㼍㼟㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐㻌㼛㼚㻌㼍㻌㻌㼚㼑㼓㼛㼠㼕㼍㼠㼑㼐㻌㼎㼍㼟㼕㼟㻚㻔㻞㻕㻌㻾㼑㼘㼍㼠㼑㼐㻌㼜㼍㼞㼠㼥㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌㼣㼕㼠㼔㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㼠㼔㼍㼠㻌㼟㼡㼎㼙㼕㼠㼠㼑㼐㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻰㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻌㼙㼍㼖㼛㼞㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟㻌㻔㼕㼚㼐㼕㼢㼕㼐㼡㼍㼘㼟㻌㼛㼚㼘㼥㻕㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻯㼍㼠㼑㼓㼛㼞㼥
㻺㼍㼙㼑㻭㼐㼐㼞㼑㼟㼟
㻭㼙㼛㼡㼚㼠㻌㼛㼒㻌㼏㼍㼜㼕㼠㼍㼘㻌㼟㼠㼛㼏㼗㻔㼙㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻕㻰㼕㼞㼑㼏㼠㼛㼞㻓㼟㻌㼏㼘㼛㼟㼑㼒㼍㼙㼕㼘㼥㻌㼙㼑㼙㼎㼑㼞㻹㼍㼟㼍㼛㻌㻴㼛㼞㼕㼎㼍㻙㻙㻮㼡㼟㼕㼚㼑㼟㼟㻌㼛㼞㻌㼛㼏㼏㼡㼜㼍㼠㼕㼛㼚㻭㼐㼢㼕㼟㼛㼞㻌

㻼㼑㼞㼏㼑㼚㼠㼍㼓㼑㻌㼛㼒㻌㼢㼛㼠㼕㼚㼓㻌㼞㼕㼓㼔㼠㼟㻌㼔㼑㼘㼐㻾㼑㼘㼍㼠㼕㼛㼚㼟㼔㼕㼜㻟㻚㻝㻑㻌㻔㼐㼕㼞㼑㼏㼠㻕㻯㼛㼚㼟㼡㼘㼠㼕㼚㼓㻌㼏㼛㼚㼠㼞㼍㼏㼠㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼍㼙㼛㼡㼚㼠

㻯㼛㼚㼟㼡㼘㼠㼕㼚㼓㼒㼑㼑㻔㻺㼛㼠㼑㻌㻞㻕

\㻝㻞㻌㼙㼕㼘㼘㼕㼛㼚㻭㼏㼏㼛㼡㼚㼠

㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘
㻞㻜㻝㻜

㻙

㻙

㻺㼛㼠㼑㻌㻝㻚
㻺㼛㼠㼑㻌㻞㻚㼀㼔㼑 㼍㼎㼛㼢㼑 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚 㼍㼙㼛㼡㼚㼠㼟 㼐㼛 㼚㼛㼠 㼕㼚㼏㼘㼡㼐㼑 㼏㼛㼚㼟㼡㼙㼜㼠㼕㼛㼚 㼠㼍㼤㼑㼟㻘 㼣㼔㼕㼘㼑 㼠㼔㼑 㼎㼍㼘㼍㼚㼏㼑 㼍㼠 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻜 㼕㼚㼏㼘㼡㼐㼑㼟㼏㼛㼚㼟㼡㼙㼜㼠㼕㼛㼚㻌㼠㼍㼤㼑㼟㻚㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㻌㼍㼚㼐㻌㼜㼛㼘㼕㼏㼥㻌㼛㼚㻌㼐㼑㼠㼑㼞㼙㼕㼚㼕㼚㼓㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㼀㼔㼑 㼏㼛㼚㼟㼡㼘㼠㼕㼚㼓 㼒㼑㼑 㼒㼛㼞 㻹㼍㼟㼍㼛 㻴㼛㼞㼕㼎㼍 㼕㼟 㼏㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚 㼒㼛㼞 㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠 㼏㼛㼚㼟㼡㼘㼠㼕㼚㼓 㼟㼑㼞㼢㼕㼏㼑㼟 㼠㼛 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥㻘 㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㼛㼒 㼟㼛㼏㼕㼑㼠㼥㻙㼍㼏㼍㼐㼑㼙㼕㼍 㼏㼛㼘㼘㼍㼎㼛㼞㼍㼠㼕㼛㼚 㼒㼛㼞 㼕㼚㼚㼛㼢㼍㼠㼕㼛㼚㻘 㼍㼚㼐 㼜㼍㼞㼠㼕㼏㼕㼜㼍㼠㼕㼛㼚 㼕㼚 㼑㼏㼛㼚㼛㼙㼕㼏 㼛㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㼟㻚 㼀㼔㼑 㼜㼍㼥㼙㼑㼚㼠 㼣㼍㼟㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐㻌㼛㼚㻌㼍㻌㻌㼚㼑㼓㼛㼠㼕㼍㼠㼑㼐㻌㼎㼍㼟㼕㼟㻚

Annual Report 2011 | 70

FINANCIAL DATAHORIBA, Ltd. and Consolidated Subsidiaries | Notes to Consolidated Financial Statements㻾㼑㼘㼍㼠㼑㼐㻌㼜㼍㼞㼠㼥㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌㼒㼛㼞㻌㼠㼔㼑㻌㼥㼑㼍㼞㻌㼑㼚㼐㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘㻌㻞㻜㻝㻝㻌㼏㼛㼙㼜㼞㼕㼟㼑㻌㼠㼔㼑㻌㼒㼛㼘㼘㼛㼣㼕㼚㼓㻦㻔㻝㻕㻌㻾㼑㼘㼍㼠㼑㼐㻌㼜㼍㼞㼠㼥㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌㼣㼕㼠㼔㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㻰㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻌㼙㼍㼖㼛㼞㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟㻌㻔㼕㼚㼐㼕㼢㼕㼐㼡㼍㼘㼟㻌㼛㼚㼘㼥㻕㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㻯㼍㼠㼑㼓㼛㼞㼥
㻺㼍㼙㼑㻭㼐㼐㼞㼑㼟㼟
㻭㼙㼛㼡㼚㼠㻌㼛㼒㻌㼏㼍㼜㼕㼠㼍㼘㻌㼟㼠㼛㼏㼗㻔㼙㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻕㻰㼕㼞㼑㼏㼠㼛㼞㻓㼟㻌㼏㼘㼛㼟㼑㼒㼍㼙㼕㼘㼥㻌㼙㼑㼙㼎㼑㼞㻹㼍㼟㼍㼛㻌㻴㼛㼞㼕㼎㼍㻙㻙㻮㼡㼟㼕㼚㼑㼟㼟㻌㼛㼞㻌㼛㼏㼏㼡㼜㼍㼠㼕㼛㼚㻭㼐㼢㼕㼟㼛㼞㻌

㻼㼑㼞㼏㼑㼚㼠㼍㼓㼑㻌㼛㼒㻌㼢㼛㼠㼕㼚㼓㻌㼞㼕㼓㼔㼠㼟㻌㼔㼑㼘㼐㻾㼑㼘㼍㼠㼕㼛㼚㼟㼔㼕㼜㻟㻚㻜㻑㻌㻔㼐㼕㼞㼑㼏㼠㻕㻯㼛㼚㼟㼡㼘㼠㼕㼚㼓㻌㼏㼛㼚㼠㼞㼍㼏㼠㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼍㼙㼛㼡㼚㼠

㻯㼛㼚㼟㼡㼘㼠㼕㼚㼓㼒㼑㼑㻔㻺㼛㼠㼑㻌㻞㻕

\㻞㻠㻌㼙㼕㼘㼘㼕㼛㼚㻭㼏㼏㼛㼡㼚㼠

㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘
㻞㻜㻝㻝

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㻺㼛㼠㼑㻌㻝㻚
㻺㼛㼠㼑㻌㻞㻚

㻔㻐㻟㻜㻤㼠㼔㼛㼡㼟㼍㼚㼐㻕㼀㼔㼑 㼍㼎㼛㼢㼑 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚 㼍㼙㼛㼡㼚㼠㼟 㼐㼛 㼚㼛㼠 㼕㼚㼏㼘㼡㼐㼑 㼏㼛㼚㼟㼡㼙㼜㼠㼕㼛㼚 㼠㼍㼤㼑㼟㻘 㼣㼔㼕㼘㼑 㼠㼔㼑 㼎㼍㼘㼍㼚㼏㼑 㼍㼠 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻝 㼕㼚㼏㼘㼡㼐㼑㼟㼏㼛㼚㼟㼡㼙㼜㼠㼕㼛㼚㻌㼠㼍㼤㼑㼟㻚㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㻌㼍㼚㼐㻌㼜㼛㼘㼕㼏㼥㻌㼛㼚㻌㼐㼑㼠㼑㼞㼙㼕㼚㼕㼚㼓㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㼀㼔㼑 㼏㼛㼚㼟㼡㼘㼠㼕㼚㼓 㼒㼑㼑 㼒㼛㼞 㻹㼍㼟㼍㼛 㻴㼛㼞㼕㼎㼍 㼕㼟 㼏㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚 㼒㼛㼞 㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠 㼏㼛㼚㼟㼡㼘㼠㼕㼚㼓 㼟㼑㼞㼢㼕㼏㼑㼟 㼠㼛 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥㻘 㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㼛㼒 㼟㼛㼏㼕㼑㼠㼥㻙㼍㼏㼍㼐㼑㼙㼕㼍 㼏㼛㼘㼘㼍㼎㼛㼞㼍㼠㼕㼛㼚 㼒㼛㼞 㼕㼚㼚㼛㼢㼍㼠㼕㼛㼚㻘 㼍㼚㼐 㼜㼍㼞㼠㼕㼏㼕㼜㼍㼠㼕㼛㼚 㼕㼚 㼑㼏㼛㼚㼛㼙㼕㼏 㼛㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㼟㻚 㼀㼔㼑 㼜㼍㼥㼙㼑㼚㼠 㼣㼍㼟㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐㻌㼛㼚㻌㼍㻌㻌㼚㼑㼓㼛㼠㼕㼍㼠㼑㼐㻌㼎㼍㼟㼕㼟㻚㻔㻞㻕㻌㻾㼑㼘㼍㼠㼑㼐㻌㼜㼍㼞㼠㼥㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌㼣㼕㼠㼔㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼟㼡㼎㼟㼕㼐㼕㼍㼞㼕㼑㼟㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻌㼠㼔㼍㼠㻌㼟㼡㼎㼙㼕㼠㼠㼑㼐㻌㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐㻌㼒㼕㼚㼍㼚㼏㼕㼍㼘㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㼟㻰㼕㼞㼑㼏㼠㼛㼞㼟㻌㼍㼚㼐㻌㼙㼍㼖㼛㼞㻌㼟㼔㼍㼞㼑㼔㼛㼘㼐㼑㼞㼟㻌㻔㼕㼚㼐㼕㼢㼕㼐㼡㼍㼘㼟㻌㼛㼚㼘㼥㻕㻌㼛㼒㻌㼠㼔㼑㻌㻯㼛㼙㼜㼍㼚㼥㻯㼍㼠㼑㼓㼛㼞㼥
㻺㼍㼙㼑㻭㼐㼐㼞㼑㼟㼟
㻭㼙㼛㼡㼚㼠㻌㼛㼒㻌㼏㼍㼜㼕㼠㼍㼘㻌㼟㼠㼛㼏㼗㻔㼙㼕㼘㼘㼕㼛㼚㼟㻌㼛㼒㻌㼥㼑㼚㻕㻙㻮㼡㼟㼕㼚㼑㼟㼟㻌㼛㼞㻌㼛㼏㼏㼡㼜㼍㼠㼕㼛㼚㻭㼐㼢㼕㼟㼛㼞㻌

㻼㼑㼞㼏㼑㼚㼠㼍㼓㼑㻌㼛㼒㻌㼢㼛㼠㼕㼚㼓㻌㼞㼕㼓㼔㼠㼟㻌㼔㼑㼘㼐㻾㼑㼘㼍㼠㼕㼛㼚㼟㼔㼕㼜㻟㻚㻜㻑㻌㻔㼐㼕㼞㼑㼏㼠㻕㻯㼛㼚㼟㼡㼘㼠㼕㼚㼓㻌㼏㼛㼚㼠㼞㼍㼏㼠㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼍㼙㼛㼡㼚㼠

㻯㼛㼚㼟㼡㼘㼠㼕㼚㼓㼒㼑㼑㻔㻺㼛㼠㼑㻌㻞㻕

\㻝㻞㻌㼙㼕㼘㼘㼕㼛㼚㻭㼏㼏㼛㼡㼚㼠

㻮㼍㼘㼍㼚㼏㼑㻌㼍㼠㻰㼑㼏㼑㼙㼎㼑㼞㻌㻟㻝㻘
㻞㻜㻝㻝

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㻺㼛㼠㼑㻌㻝㻚
㻺㼛㼠㼑㻌㻞㻚

71㻰㼕㼞㼑㼏㼠㼛㼞㻓㼟㻌㼏㼘㼛㼟㼑㼒㼍㼙㼕㼘㼥㻌㼙㼑㼙㼎㼑㼞㻹㼍㼟㼍㼛㻌㻴㼛㼞㼕㼎㼍㻙㻔㻐㻝㻡㻠㼠㼔㼛㼡㼟㼍㼚㼐㻕㼀㼔㼑 㼍㼎㼛㼢㼑 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚 㼍㼙㼛㼡㼚㼠㼟 㼐㼛 㼚㼛㼠 㼕㼚㼏㼘㼡㼐㼑 㼏㼛㼚㼟㼡㼙㼜㼠㼕㼛㼚 㼠㼍㼤㼑㼟㻘 㼣㼔㼕㼘㼑 㼠㼔㼑 㼎㼍㼘㼍㼚㼏㼑 㼍㼠 㻰㼑㼏㼑㼙㼎㼑㼞 㻟㻝㻘 㻞㻜㻝㻝 㼕㼚㼏㼘㼡㼐㼑㼟㼏㼛㼚㼟㼡㼙㼜㼠㼕㼛㼚㻌㼠㼍㼤㼑㼟㻚㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㻌㼍㼚㼐㻌㼜㼛㼘㼕㼏㼥㻌㼛㼚㻌㼐㼑㼠㼑㼞㼙㼕㼚㼕㼚㼓㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㻌㼏㼛㼚㼐㼕㼠㼕㼛㼚㼟㼀㼔㼑 㼏㼛㼚㼟㼡㼘㼠㼕㼚㼓 㼒㼑㼑 㼒㼛㼞 㻹㼍㼟㼍㼛 㻴㼛㼞㼕㼎㼍 㼕㼟 㼏㼛㼙㼜㼑㼚㼟㼍㼠㼕㼛㼚 㼒㼛㼞 㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠 㼏㼛㼚㼟㼡㼘㼠㼕㼚㼓 㼟㼑㼞㼢㼕㼏㼑㼟 㼠㼛 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥㻘 㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㼛㼒 㼟㼛㼏㼕㼑㼠㼥㻙㼍㼏㼍㼐㼑㼙㼕㼍 㼏㼛㼘㼘㼍㼎㼛㼞㼍㼠㼕㼛㼚 㼒㼛㼞 㼕㼚㼚㼛㼢㼍㼠㼕㼛㼚㻘 㼍㼚㼐 㼜㼍㼞㼠㼕㼏㼕㼜㼍㼠㼕㼛㼚 㼕㼚 㼑㼏㼛㼚㼛㼙㼕㼏 㼛㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㼟㻚 㼀㼔㼑 㼜㼍㼥㼙㼑㼚㼠 㼣㼍㼟㼐㼑㼠㼑㼞㼙㼕㼚㼑㼐㻌㼛㼚㻌㼍㻌㻌㼚㼑㼓㼛㼠㼕㼍㼠㼑㼐㻌㼎㼍㼟㼕㼟㻚㻞㻜㻚㻌㻿㼡㼎㼟㼑㼝㼡㼑㼚㼠㻌㼑㼢㼑㼚㼠㼟㻔㼀㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻌㼡㼚㼐㼑㼞㻌㼏㼛㼙㼙㼛㼚㻌㼏㼛㼚㼠㼞㼛㼘㻕㼀㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼞㼑㼟㼛㼘㼢㼑㼐 㼍㼠 㼕㼠㼟 㻮㼛㼍㼞㼐 㼛㼒 㻰㼕㼞㼑㼏㼠㼛㼞㼟 㼙㼑㼑㼠㼕㼚㼓 㼔㼑㼘㼐 㼛㼚 㻿㼑㼜㼠㼑㼙㼎㼑㼞 㻞㻜㻘 㻞㻜㻝㻝 㼠㼛 㼙㼑㼞㼓㼑 㼕㼠㼟 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼥㻴㻻㻾㻵㻮㻭 㻵㼀㻱㻯 㻯㼛㻚㻘 㻸㼠㼐㻚㻘 㻔㻴㻻㻾㻵㻮㻭 㻵㼀㻱㻯㻕 㼍㼚㼐 㼜㼡㼞㼟㼡㼍㼚㼠 㼠㼛 㼠㼔㼑 㼙㼑㼞㼓㼑㼞 㼍㼓㼞㼑㼑㼙㼑㼚㼠 㼟㼕㼓㼚㼑㼐 㼛㼚 㼠㼔㼑 㼟㼍㼙㼑 㼐㼍㼠㼑㻘 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼍㼎㼟㼛㼞㼎㼑㼐㻴㻻㻾㻵㻮㻭㻌㻵㼀㻱㻯㻌㼛㼚㻌㻶㼍㼚㼡㼍㼞㼥㻌㻝㻘㻌㻞㻜㻝㻞㻚㻝㻚㻌㻿㼡㼙㼙㼍㼞㼥㻌㼛㼒㻌㼠㼔㼑㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㻔㻝㻕㻌㻹㼑㼞㼓㼑㼐䚷㼏㼛㼙㼜㼍㼚㼥㻘䚷㼚㼍㼠㼡㼞㼑䚷㼛㼒䚷㼕㼠㼟䚷㼎㼡㼟㼕㼚㼑㼟㼟㻘䚷㼍㼚㼐䚷㼛㼎㼖㼑㼏㼠㼕㼢㼑䚷㼛㼒䚷㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㻴㻻㻾㻵㻮㻭 㻵㼀㻱㻯 㼕㼟 㼠㼔㼑 㻯㼛㼙㼜㼍㼚㼥㻓㼟 㼣㼔㼛㼘㼘㼥㻙㼛㼣㼚㼑㼐 㼏㼛㼚㼟㼛㼘㼕㼐㼍㼠㼑㼐 㼟㼡㼎㼟㼕㼐㼕㼍㼞㼥 㼍㼚㼐 㼕㼟 㼑㼚㼓㼍㼓㼑㼐 㼕㼚 㼙㼍㼚㼡㼒㼍㼏㼠㼡㼞㼕㼚㼓 㼍㼚㼐 㼟㼍㼘㼑㼟 㼛㼒 㼕㼚㻙㼢㼑㼔㼕㼏㼘㼑㼐㼞㼕㼢㼕㼚㼓 㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠 㼟㼥㼟㼠㼑㼙 㼟㼡㼏㼔 㼍㼟 㼐㼕㼓㼕㼠㼍㼘 㼠㼍㼏㼔㼛㼓㼞㼍㼜㼔 㼍㼚㼐 㼐㼞㼕㼢㼑 㼞㼑㼏㼛㼞㼐㼑㼞㼟㻚 㼀㼔㼑 㻯㼛㼙㼜㼍㼚㼥 㼔㼍㼟 㼍㼎㼟㼛㼞㼎㼑㼐 㼍㼚㼐 㼙㼑㼞㼓㼑㼐 㻴㻻㻾㻵㻮㻭㻵㼀㻱㻯 㼣㼕㼠㼔 㼠㼔㼑 㼍㼕㼙 㼛㼒 㼑㼚㼔㼍㼚㼏㼕㼚㼓 㼏㼡㼟㼠㼛㼙㼑㼞 㼟㼑㼞㼢㼕㼏㼑㼟 㼍㼚㼐 㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠 㼑㼒㼒㼕㼏㼕㼑㼚㼏㼥 㼍㼚㼐 㼞㼍㼕㼟㼕㼚㼓 㼠㼔㼑 㼏㼛㼙㼜㼑㼠㼕㼠㼕㼢㼑 㼟㼠㼞㼑㼚㼓㼠㼔 㼛㼒 㼕㼠㼟 㼎㼡㼟㼕㼚㼑㼟㼟㼎㼥㻌㼡㼠㼕㼘㼕㼦㼕㼚㼓㻌㻴㻻㻾㻵㻮㻭㻓㼟㻌㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠㻌㼞㼑㼟㼛㼡㼞㼏㼑㼟㻚㻔㻞㻕㻌㻰㼍㼠㼑㻌㼛㼒㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼏㼛㼙㼎㼕㼚㼍㼠㼕㼛㼚㻌㻌㻌㻶㼍㼚㼡㼍㼞㼥㻌㻝㻘㻌㻞㻜㻝㻞㻔㻟㻕㻌㻸㼑㼓㼍㼘㻌㼒㼛㼞㼙㻌㼛㼒㻌㼎㼡㼟㼕㼚㼑㼟㼟㻌㼏㼛㼙㼎㼕㼚㼍㼠㼕㼛㼚㻌㻌㻌㻭㼎㼟㼛㼞㼜㼠㼕㼛㼚㻙㼠㼥㼜㼑㻌㼙㼑㼞㼓㼑㼞㻘㻌㼣㼕㼠㼔㻌㼠㼔㼑㻌㻯㼛㼙㼍㼜㼚㼥㻌㼍㼟㻌㼠㼔㼑㻌㼟㼡㼞㼢㼕㼢㼕㼚㼓㻌㼑㼚㼠㼕㼠㼥㻌㼍㼚㼐㻌㻴㻻㻾㻵㻮㻭㻌㻵㼀㻱㻯㻌㼍㼟㻌㼠㼔㼑㻌㼐㼕㼟㼟㼛㼘㼢㼕㼚㼓㻌㼑㼚㼠㼕㼠㼥㻚㻔㻠㻕㻌㻺㼍㼙㼑㻌㼛㼒㻌㼠㼔㼑㻌㼏㼛㼙㼜㼍㼚㼥㻌㼍㼒㼠㼑㼞㻌㼠㼔㼑㻌㼏㼛㼙㼎㼕㼚㼍㼠㼕㼛㼚㻌㻌㻌㻴㻻㻾㻵㻮㻭㻘㻌㻸㼠㼐㻚㻞㻚㻌㻿㼡㼙㼙㼍㼞㼥㻌㼛㼒㻌㼍㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㼠㼞㼑㼍㼠㼙㼑㼚㼠㼀㼔㼕㼟 㼙㼑㼞㼓㼑㼞 㼕㼟 㼠㼞㼑㼍㼠㼑㼐 㼍㼟 㼍 㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚 㼡㼚㼐㼑㼞 㼏㼛㼙㼙㼛㼚 㼏㼛㼚㼠㼞㼛㼘 㼍㼟 㼐㼑㼒㼕㼚㼑㼐 㼕㼚 㼠㼔㼑 㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓 㻿㼠㼍㼚㼐㼍㼞㼐 㼒㼛㼞 㻮㼡㼟㼕㼚㼑㼟㼟 㻯㼛㼙㼎㼕㼚㼍㼠㼕㼛㼚㼟㻔㻭㻿㻮㻶 㻿㼠㼍㼠㼑㼙㼑㼚㼠 㻺㼛㻚 㻞㻝㻘 㼕㼟㼟㼡㼑㼐 㻰㼑㼏㼑㼙㼎㼑㼞 㻞㻢㻘 㻞㻜㻜㻤㻕㻘 㼍㼚㼐 㼠㼔㼑 㻎㻾㼑㼢㼕㼟㼑㼐 㻳㼡㼕㼐㼍㼚㼏㼑 㼛㼚 㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓 㻿㼠㼍㼚㼐㼍㼞㼐 㼒㼛㼞 㻮㼡㼟㼕㼚㼑㼟㼟㻯㼛㼙㼎㼕㼚㼍㼠㼕㼛㼚㼟㻌㼍㼚㼐㻌㻭㼏㼏㼛㼡㼚㼠㼕㼚㼓㻌㻿㼠㼍㼚㼐㼍㼞㼐㻌㼒㼛㼞㻌㻮㼡㼟㼕㼚㼑㼟㼟㻌㻰㼕㼢㼑㼟㼠㼕㼠㼡㼞㼑㼟㻎㻌㻔㻭㻿㻮㻶㻌㻳㼡㼕㼐㼍㼚㼏㼑㻌㻺㼛㻚㻌㻝㻜㻘㻌㼕㼟㼟㼡㼑㼐㻌㻰㼑㼏㼑㼙㼎㼑㼞㻌㻞㻢㻘㻌㻞㻜㻜㻤㻕㻚

Annual Report 2011 | 72

Independent Auditors’ Report73

CORPORATE PHILOSOPHY

Corporate Philosophy

HORIBA’s company motto“Joy a nd Fun”
Originates from the belief that if we take interest and pride in the work that occupies most of the active time in our lives,in the place where we spend the large part of each day, then as a result our satisfaction with life will increase, and wewill be able to enjoy our lives even more. Taking interest and pride in our work leads us to “Joy and Fun.”Business Operations
We, at the HORIBA, apply our most advanced
analytical technologies to provide highly original
analytical and measuring products and equipmentin such f ields as engine emissions, scientif ic
analysis, industrial and process control, environment
monitor ing, se mi- conductor proc e s s control,
me dic al a nd he alth-c are, a nd biote chnolog y,thereby contributing to the progress of science andtechnology, improvement in the quality, development
and benefit of human health. We are engaging in
the new businesses for derivative and peripheralproducts aim to develop scientific technology andimprove the life of the community, while at the sametime minimizing the impact on the environment.
We strictly abide by all environmental protection laws
and regulations in our business activities. In addition,
all HORIBA Group companies are required toattain the highest levels of quality for establishing,developing, and maintaining environmental systems,
including implementing internal control standards thatminimize the impact that our business activities haveon the environment.
We strive to deliver higher value-added products
and ser vices in the shor test possible time tocustomers all over the world, combining the functions
and specialties of development, production, sales,and services from globally located points throughout
the world. Furthermore, we aim to be the leader inthe global market in the fields and product segments
in which we operate, to meet all customers’ needs
consistently, and to effectively maximize our limited
resources through a policy of selective investment.

Customer ResponsivenessWe maintain a philosophy of pursuing technology
to the ultimate degree in both the fundamental andapplied technology fields, supplying products that
continuously satisfy customers’ requirements. We

are committed to offering top-quality, highly reliable
products and services with a consistent level of
excellence throughout the world. We are obliged
to observe the highest standards for establishing,developing, and maintaining quality control systems.
To provide products and services to customers in thefastest delivery time possible, we have adopted theslogan “Ultra-Quick Supplier” for all our activities. Thisslogan encompasses not only production lead times
but also development, marketing and sales, service,
and control functions.

Responsibility to Shareholders and Investors
Our basic policy is to calculate annual dividends onan allocated rate of net income. Important information
regarding management and business operations are
fully disclosed on a regular basis to shareholders andpotential investors. A timely responsive management
control system should be maintained by HORIBAGroup companies to ensure that company objectives
are met, profit generated and the information
disclosed represents the true performance of thecompany as well as its management.

Employees
We are proud of the entrepreneurial spirit that led
to the creation of HORIBA Group companies. Each
employee is made aware of this heritage, and we
actively encourage ideas and innovations fromindividual employees. HORIBA promotes an open andfair business environment that allows all employees
to achieve their individual goals and maximize theirpotential. To further each employee’s personal andprofessional growth, we encourage thinking froma global perspective and have established a global
personnel development program and performanceeva lu atio n syste m. We va lu e e m ploye e s w hochallenge their personal abilities and recognize theirown accomplishments.

Annual Report 2011 | 74

CORPORATE DATA

Corporate Data

Corporate Information
Head Office2, Miyanohigashi-cho, Kisshoin, Minami-ku, Kyoto 601-8510, JapanFounded

October 17, 1945

Incorporated

January 26, 1953

Paid in Capital

12,011 million yen

As of December 31, 2011

Number of Employeees

5,448(Consolidated)

As of December 31, 2011

Fiscal Closing Date

December 31, annually

Annual Meeting of Shareholders

Held in March

Transfer Agent

Sumitomo Mitsui Trust Bank, Limited

Independent Auditors

KPMG AZSA LLC

Stock Listings

Tokyo Stock Exchange, First Section
Osaka Securities Exchange, First Section
Securities Code: 6856

Major Shareholders

As of December 31, 2011

Name of Shareholders

Shares (Thousands)

Percentage (%)

Japan Trustee Service Bank, Ltd.

2,567

6.03

Taiyo Fund , L. P.

2,471

5.80

The Master Trust Bank of Japan, Ltd.

2,439

5.73

Masao Horiba

1,275

2.99

Japan Trustee Service Bank, Ltd. 9

969

2.27

THE CHASE MANHATTAN BANK, N. A. LONDON SECS LENDING OMNIBUS ACCOUNT

958

2.25

NORTHERN TRUST CO. (AVFC)SUB A/C AMERICAN CLIENTS

835

1.96

The Bank of Kyoto, Ltd.

828

1.94

Atsushi Horiba

808

1.90

HORIBA Raku-Raku Kai

773

1.81

Stock Price Trend

Foreign investors 2.54%
Others 2.62%

Securities companies 0.47%
Financial institutions 0.71%

Yen
6,000

Ratio of
Shareholders

Number of
Shareholders
8,136

5,000

Individual investors
93.66%

4,000

3,000

Others 8.58%

2,000

Ratio of Shares
Foreign investors
35.59%

1,000

Number of
Shares42,532,752

0
2002

75

Individual investors
21.44%

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

Securities companies 0.77%

Financial institutions
33.63%

HORIBA ANNUAL REPORT 2011

Annual Report 2011 | 76

ANNUAL REPORT 2011

HORIBA, Ltd.
2, Miyanohigashi-cho, Kisshoin, Minami-ku,
Kyoto 601-8510, Japan
Phone: +81-75-313-8121 Fax: +81-75-312-7389

E-mail : ir-info@horiba.com

http://www.horiba.com© 2012 HORIBA, Ltd. All rights reserved.

ANNUAL REPORT 2011