General Manager Construction & Property Development

Nasharuddin Zaini

General Manager of a PLC Conglomerate.

Chief Operating Officer of 2 of its subsidiaries – Construction & Property

Cell MY : +601*-*******

Cell MY II: +601*********

Email: *.****.***@*****.***

Highest Education

B. Sc. (Hons) in Geology (Engineering Geology) University of Malaya

1994

Quality at a Glance

Proven strong command of leadership as well as a great team player

Proven skilled management and project acceleration during financial turmoil

Proven skilled in managing different scopes of works under a project with highly adverse working condition

Proven skills in handling spontaneous multiple project crises and managing projects to suite, local conditions/environment, company financial status and various cultural attitudes/attributes

Proven interpersonal skills to resurrect and maintain the cordial and trustful relationship between the Owner/Client emphasizing values of work despite of financial inadequacies

Proven to be able to embark on new project types even without prior experience

Career Development Chronology

Sato Kogyo Group

General Civil & Structural Project & Construction Management

1994 – 1995 – Sato Kogyo Co. Ltd Head Office : Civil Engineer

1995 – 1995 – Sato Amoy (M) Sdn Bhd : Site Engineer Petronas Second Refinery Site Preparation Project

1995 – 1996 – Hajadi Sato Amoy Sdn Bhd : Project Engineer/Superintendent Petronas Second Refinery On Plot Project

1996 – 1997 – Sato Kogyo (M) Sdn Bhd : Project Engineer NNKSB Shahpadu Highway

Reason for Leaving: Offered by PiGas Engineering for career advancement to managerial level.

PiGAS Engineering

General Civil & Structural with Focus on Major Water & Gas Pipelines

1997 – 2000 – Construction Manager leading 3 different projects with concentration on major water pipeline

2000 – 2002 – Project Manager leading multiple gas pipeline projects including Emergency Respond for Messrs. Gas Malaysia SB

Reason for Leaving: Company internal shareholder turmoil lead to company winding up within 6 months.

Cogeneration Group (Common Owner)

Combined Heat & Power System (COGEN)

2002 – 2003 – Novalogics Integrated Sdn Bhd : Project Manager

2003 – 2005 – TerraCorporis Sdn Bhd : Chief Operating Officer

Reason for Leaving: NISB & TCSB are practically of the same shareholders, unknown to me it was a trial endeavour and the shareholders decided to shut down the company and concentrate with their original business endeavour.

Technochase Sdn Bhd

Developer & Contractor (Client & Main Contractor)

2005 – 2005 – Project Manager

2005 – 2006 – General Manager

Reason for Leaving: Opening of a new challenge in overseas by Zelan. At this point of time majority of candidates turned down the offer to work in the middle of nowhere in Saudi Arabia. Hence the challenge was accepted.

Zelan Berhad Group

Major General Civil & Structural Contractor

2006 – 2009 – Zelan Construction Arabia Co. Ltd : Project Manager Zelan HQ Malaysia, Shoaibah IWPP & Shuqaiq IWPP in the Kingdom of Saudi Arabia

2009 – 2010 – Zelan Construction Arabia Co. Ltd/Zelan Arabia Co. Ltd : Senior Project Manager/Acting Project Director/Acting Country Manager

2010 – 2011 – Saudi Tumpane Co. Ltd (105 Shareholder of Zelan Construction Arabia Co. Ltd : Senior Project Manager

2011 – 2012 – Hyflux Ltd Singapore – Salalah, Oman*

2012 – 2013 – Zelan Holdings (M) Sdn Bhd : Senior Project Manager Meena Plaza Abu Dhabi, UAE

2013 – 2014 – Zelan Construction Sdn Bhd : Senior Project Manager Port of Tanjung Pelepas

Reason for Leaving: See

Reason for Leaving in 2011: Zelan had no new projects at that time and Hyflux was offering an even bigger challenge which was totally new. Having no prior experience in the field of Chemical Water Production, the whole process and all was an offer that could not be refused.

Reason for Leaving in 2014: Completed Port of Tanjung Pelepas project and offered a challenge in a new field Biotechnology. Since Zelan at that point of time had no clear idea of the future of company’s direction, accepted the offer by Biotec Asia Sdn Bhd.

Hyflux Ltd (Singapore)

Desalination Projects & Products Specialist

2011 – 2012 – Salalah, Oman IWPP : Senior Project Manager. Completed this problematic project within 3 months when the top management expected the completion will take at least 1 year from the date of join.

Reason for Leaving: In 2012 the Gujerat, India project did not kick-off and the Non-Executive Chairman of Zelan has requested for my return after being advised by Operations Top Management members, answered Zelan request.

Biotec International Asia Sdn Bhd

Specialist In Methane Gas Harvesting Technology From Palm Oil Mill Effluent (POME)

Nov 2014 – Mar 2015 – A Belgium based company with new setup in Malaysia with small projects (averaging MYR 6 million per project in Peninsular Malaysia, Sarawak and Indonesia : Head of Project Management Office (Gear up for COO in the company’s future development plans).

Reason for Leaving: Different from what was portrayed during the interview with the Executive Chaiman of Biotec International Asia Sdn Bhd, their projects each costs in the range of MYR 6 million, considerably small. There was not much of transformation that the company can be subjected to for improvements as the Executive Chairman is dictating everything according to his previous experience, which does not match with our local culture.

General Manager of a PLC Conglomerate.

Chief Operating Officer of 2 of its subsidiaries – Construction & Property

April 2015 – Current – Multiple legacy (52 projects) and current projects (3 projects) in crisis with only one new project : General Manager of the Mother Company and seconded as the COO to 2 of its subsidiary and Alternate Director for Dekad Kaliber Sdn Bhd, for ICQS Project in Bukit Kayu Hitam, Kedah.

Reason for Leaving: No clear direction from Top Management of the Mother Company hence refuse the extension of contract.

Experience

General Manager of a PLC Conglomerate April 2015 – April 2017

Chief Operating Officer of 2 of its Subsidiary

Director, Dekad Kaliber Sdn Bhd

Restructured the company organization chart and line of command in order to enhance the productivity and clarity of responsibilities. Formed subsidiary’s Management Committee (HBMC) in order to strengthen the Core Management team’s impact for the company’s transformation.

Formed the Legacy Project Department in order to concentrate on all 52 Legacy Projects under different physical current situation classifications. Directly managed the subcontractors and vendors in order to avoid legal actions against the company. Introduced the Progress Monitoring Method and comprehensive reporting for both Site and HQ synchronized monitoring.

Directly managed the Head of Construction Management Department towards the completion of 3 disastrously delayed projects namely:

1.Proposed Infrastructure Works & External Electrical Infastructure Services at 66’ Road For Cadangan Pembangunan Di Atas Lot 19, Glenmarie Cove Development. Contract Value RM 8 million and has been delayed for 10 months (On halt now)

2.Proposed For Development of IUCAM University – Phase 2 (Tower 3), Mukim Pekan, Daerah Pekan, Pahang. Contract Value RM 18.3 million and the project have been delayed for 8 months (Completed)

3.Proposed Construction & Completion of 104 Unit 2 Storey Cluster House & 1 Unit of TNB Substation At Parcel 18C, Proton City, Tanjung Malim, Perak. Contract Value RM 24.4 million and has been delayed for 7 months (Completed)

Directly managed the one and only new project: DRB-HICOM Automotive Solution (DHAS) Proposed Temporary Carpark at ECER Peramu, Pekan, Pahang. Contract Value RM 8.1 million and completed 30 days ahead of time. Completed this project ahead of time, a historical event for HICOM Builders since establishment.

Appointed as Alternate Director to Datuk Mohamed Razeek Bin Md. Hussain Maricar for Dekad Kaliber Sdn Bhd, on August 24 2015 for Dekad Kaliber Sdn Bhd, a joint venture company between Hicom Builder Sdn Bhd (HBSB) and MRCB Engineering Sdn Bhd (MESB) for the project Cadangan Pembangunan Kompleks Imigresen, Kastam, Kuarantin dan Keselamatan (ICQS) Secara Bersepadu at Bukit Kayu Hitam. This project value is at RM335 million.

Biotec International Asia Sdn Bhd November 2014 – March 2015

Head of Project Management Office

Joined Biotec International Asia as the Head of Project Management Office. Reporting directly to the Executive Chairman, with main task to set up the Project Management System for Biotec International Asia specifically and the whole company management system improvement

Overview the completion of 2 disastrously delayed projects and guiding the Project Managers towards the completion of the projects.

Project In Crisis: Asia Plantation Mill (APM) in Miri Sarawak and Jengka 3 Mill (J3M) in Pahang (Completed within 3 months from date of joining)

There was only one ongoing project under SSM Plantation in Medan, Indonesia. Resolved the earthwork issues which has put the project on halt.

Introduced the management method to the company in order to enhance the productivity

Setting up of the Project Management System, KPI Monitoring and Skill Matrix for Project Management Team.

Leading the project towards effective Client Management, delay mitigation of works and progress monitoring

Managing and disciplining defiant subcontractors and maximizing daily progress output

Implemented the project progress monitoring and daily report

Zelan Construction Sdn Bhd March 2013 – September 2014

Senior Project Manager

Requested to join Zelan back to handle Final DLP argument with Mitsubishi Heavy Industries (MHI) in the Kingdom of Saudi Arabia and to mitigate the Port of Tanjung Pelepas project which Zelan is about to get terminated.

Project valued at approximately MYR 180 Million.

Project In Crisis: Port of Tanjung Pelepas – Construction of Wharf Structure for Berth 13 & 14 and back of wharf works.

Leading the project into setting up the effective delay mitigation works and progress monitoring.

Managing and disciplining defiant subcontractors and maximizing daily progress output.

Handling Client and Consultant and pacifying the unnecessary wish lists.

Completed the Wharf 13 portion 3 weeks earlier in October 2013 after the project suffered 3 months delayed since April 2013 with overall project final completion (Wharfs 13 & 14 including Back of Wharf) was 4 days ahead of contractual completion schedule.

Zelan Holdings (M) Sdn Bhd Nov 2012 – March 2013

Senior Project Manager

This project started at the same time as Shuqaiq IWPP in June 1 ‘2007 however, it is still under dispute and not completed until this day.

Meena Plaza Mixed Use Development Project, Abu Dhabi, United Arabs Emirates by Zelan Holdings (M) Sdn. Bhd. for Meena Holdings LLC. Meena Plaza Mixed Use Development Project is consists of 2 basements, Commercial, Retail & Medical Care (Level 1 – 3), Residential Car Park (Level 4 – 6), Recreational Area at Level 7, Residential Towers (Tower 1 – Level 8 – 20 and Level 22 – 46; Tower 2 – Level 8 – 34; Tower 3 – Level 8 – 34) and at Tower 4, Hospital (Level 8 – 19) and Office Level (Level 20 – 24). Meena Plaza is a project in critical delay and with his expertise in Critical Project Management and Project Acceleration Management, Z. Nash is seen as the most suitable candidate to handle the situation by Zelan Berhad Malaysia, the mother company

Project valued at approximately AED 925 Million.

Leading the Project Managers and Team toward concerted effort in problem solving and trouble shooting.

Enhancing staff discipline in order to obtain effective result in manoeuvring the project towards completion

The contract was disputed and the whole team were demobilized within the month of March 2013.

Hyflux Limited Oct 2011 – Nov 2012

Senior Project Manager

Joined Hyflux Limited as a Senior Project Manager and was stationed in Salalah IWPP, Sultanate of Oman, 490 megawatts gas-fired and steam turbine and a seawater desalination plant with a total water production capacity of 15 MIGD (69,000 cubic meters per day). This project was scheduled for PCOD on September 1st 2011. Z. Nash was deployed at site on Nov 7th 2011, two months after PCOD.

Project valued at approximately USD 69 Million.

Project In Crisis: Salalah Independent Power & Water Plant – Tech Pack Desalination Project, Sultanate of Oman, Salalah

Leading the Project Manager and team towards completing final installations for the Testing & Commissioning

Resolving impeding issues with Client and Owner on Mechanical, Electrical, Instruments & Control Installation and Testing & Commissioning coordination as civil construction is under the main contractor (Client).

Leading the site project team towards testing and commissioning and the LAD counter and EOT application from site level supporting HQ.

Completion of the project within 3 months which is 9 months ahead of Hyflux top management expectation (1 year)

Saudi Tumpane Co.; Ltd Jan 2011 – Oct 2011

Senior Project Manager

At the point of Commercial Operating Date II of Shuqaiq IWPP achievement, he has then returned to his sponsor Messrs' Saudi Tumpane Co.; Ltd. as requested to handle and manage a newly formed joint venture company between Messrs' Saudi Tumpane Co.; Ltd. and Azmeel Contracting Company Co.; Ltd

Oct 2010: By invitation to continue under current Saudi Sponsor – Messrs. Saudi Tumpane Co.; Ltd. On vacation from Nov 2010 – Jan 2011.

Jan 1 2011: Managing a joint Venture Company between Messrs. Saudi Tumpane Co.; Ltd. And Messrs. Azmeel Contracting Company Co.; Ltd.

Feb 2011: Leading a 4 Party JV for tendering exercise. The additional 2 parties are Messrs Vinci Grand Projects and Entrepose for Yanbu-Madina Water Transmission Line.

Sept 2011: Due to lack of activities, decided to join Hyflux Ltd.

Zelan Construction Arabia Co.; Ltd Oct 2009 – Oct 2010

Senior Project Manager/Acting Project Director/Acting Country Manager

Shuqaiq Project IWPP a Greenfield crude-oil (AHC) fired combined power and seawater desalination plant with a net power capacity of 850MW and a desalination capacity of 212,000m3/day

October 2009: Promoted to Senior Project Manager. Entrusted to take over the Off-Shore scope of work from the previous management. At a record setting pace achieve the completion of the Fuel Oil Unloading Jetty, pipeline (with Leighton International) and other offshore related scope of works.

November 2009 : Achieved significant milestone in the offshore works and that is the powering up of the FOUJ

April 2010: Witnessed and achieved the reliability test run and its net dependable capacity test which prelude to the completion of ICOD1

May 2010: Successfully obtained Provisional Acceptance Certificate for Plant Unit 1 (ICOD 1)

Until Sept 2010: Leads the whole Shuqaiq II IWPP Project towards its completion up to Provisional Acceptance Certificate for Plant Unit 2 (ICOD II)

Zelan Construction Arabia Co.; Ltd Nov 2006 – Oct 2009

Project Manager

The beginning of career in Zelan Group of Companies

November 1 – December 26 ‘2006: In Zelan Holdings Berhad Kuala Lumpur Malaysia Head Quarters. Conducting preliminary submission documents for Mitsubishi Heavy Industries for Shuqaiq Integrated Water & Power Plant (IWPP) II, Kingdom of Saudi Arabia.

Preparation for Shuaibah IWPP III Project Deployment.

December 27 ‘2006: Deployed to Jeddah, Kingdom of Saudi Arabia office. Conducted feasibilities and logistics studies in preparation for Shuqaiq and Jizan Projects.

January 26 ‘2007: Deployed to Shuaibah to lead Zelan Construction Arabia Co.; Ltd team for Saudi Tumpane Civil & Building Onshore Project Package. Managed and steer the project back to track by introducing manpower efficiency calculation and distribution. Seconded for 6 months to lead Saudi Tumpane project management team.

February 14 – February 26 ‘2007: Acting Project Manager for ZCACL Civil Offshore Package and Saudi Tumpane Project Saviour Project Manager Shuaibah IWPP III. Automatically managing 2 projects for 2 different organizations.

June 1st 2007 – Project Manager for Earthwork, Soil Improvement, Desalination Plant & Balance of Plant for Shuqaiq IWPP II.

January 2008 – Officially completed Earthwork and Soil Improvement works 6 and 4 month respectively, ahead of schedule.

Head of Task Force for Project Logistics and Camp and Facilities

Head of Off-Shore Crisis Management for sunken Piling Rig salvaging.

Division Head for Desalination and Balance of Plant construction

February 2009 – October 2009 – Promoted to Senior Project Manager/Acting Project Director handling On-Shore package in totality (Power Island, Desalination & Balance of Plant). Planning and execution of strategy to accelerate the project overall progress.

Technochase Sdn Bhd July 2005 – Oct 2006

Project Manager/Acting General Manager

With Technochase Sdn Bhd, handling one project in crisis and one new PPRT project as well as managing the heavy machinery subsidiary.

Cadangan Membina Dan Menyiapkan (Fasa 1) 316 Unit Rumah Pangsa Kos Rendah (Untuk DiSewa), 1 Unit Dewan, 1 Unit Tadika, 1 Unit Surau Dan 2 Unit Sub Stesen TNB Di Atas Lot PTD 95457 dan PTD 95459, Taman Setia Indah, Mukim Tebrau, Daerah Johor Bahru, Johor Darul Takzim.

Achievement 1: This Project was awarded to Technochase on May 31 ‘2005. However, activities only started in July 16 ‘2005. Responsible to manage, plan and execute to complete building platforms and road sub-base earthwork and complete 644 numbers of piling for 5 blocks within one and half months. Turning the Project status from delayed 45 days to ahead by 13 days within one and half months.

Achievement 2: Trusted by the Chief Executive Officer to fill the General Manager position for Technochase’s 3 subsidiary/sister company namely TNC Concrete, TNC Heavy Machineries and TNC Integrated in September 2005

Achievement 3: Trusted and instructed by the Chief Executive Officer to replace the current non-performing Project Manager for the Project Cadangan Merekabentuk, Membina dan Menyiapkan 2000 Unit Rumah Pangsa 5 Tingkat Untuk Program Perumahan Rakyat (PPR DiSewa) Di Tebrau Johor Darul Takzim. Managed to achieve 10% progress within 6 months from date in charge pushing the project from a stagnant 86% to 96% progress.

Cogeneration Group (TerraCorporis & Novalogics Integrated Sdn Bhd) July 2002 – July 2005

TerraCorporis Sdn Bhd July 2003 – July 2005

Chief Operations Officer

Combined Power and Heat Project for Felda Rubber Products Sdn Bhd, at Dioh Industrial Park, Kuala Pilah.

-Single-handedly established the organization of the Operation Department for the Company.

-Carry out the liaison with authorities such as the Energy Commission in getting the license for self-generation system.

-Fully responsible for the integration project design and implementation.

-Responsible for the completion the Integration project design and implementation.

-Responsible for managing the team from SIRIM for energy audit exercise.

-Responsible for further integration system modifications.

-Completed the Testing and Commissioning of the CHP Unit for the Project.

-Responsible to resolve the specification discrepancies between TerraCorporis and Hess Microgen (Subsidiary of Amerada Hess)

Novalogics Integrated Sdn Bhd July 2002 – July 2003

Project Manager

Combined Power and Heat Project for Oon Corp Resources (M) Sdn Bhd, at Senawang Industrial Park. The project is owned by Gas Malaysia Sdn Bhd. First of its kind and a Demonstration Project in Malaysia and South East Asia.

-Responsible for the integration project design and implementation.

-Completed the Integration project design and implementation.

-Responsible for further integration system modification.

-Successfully adding temperature controller and secondary pump inverter as the solution to the “Boiler Too Hot” fault that causes multiple trips to the Micro Turbine Generator.

-Responsible for the trouble shooting of the total CHP System.

-Responsible for the servicing and maintenance of the Micro Turbine Generator and Client “On Call” Service for 24/7.

Pigas Engineering Sdn Bhd April 2000– July 2002

Project Manager

EPCC Of Natural Gas Distribution System To Bus Depot, PNGV (Precinct 9)

EPCC Of Gas Pipeline Relocation Works At Jalan Kebun

EPCC Of Natural Gas Distribution System To Precinct 2 & 16, Putrajaya

-Responsible for the total project planning for the engineering, procurement, construction and future commissioning.

-Directly reporting to the CEO on daily, weekly and monthly basis.

-Monitoring of the construction progress

-Overall management of the construction works

Pigas Engineering Sdn Bhd 1997 – April 2000

Construction Manager

Sg. Selangor Water Supply Scheme – Phase 2 Stage 1, Distribution Supply System for Punchak Niaga Sdn. Bhd. – 8400m of 2000mm Mild Steel Concrete Lined Water Pipelines.

Extension of Power House, Supply and Installation of 2 x 2.4 MW Diesel Engine Generators at Pulau Tioman Power Station for TNEC/TNB – Civil Works.

Sultan Salahuddin Abdul Aziz Power Station Phase 3 Minor Civil Works (Package B) for TNB.

EPCC of NGDS to MHE-Dematic Logistic (M) Sdn. Bhd., Hicom Industrial Area, Section 26, Shah Alam, Selangor Darul Ehsan.

EPCC of NGDS to Top Glove 4, Meru Industrial Area, Meru, Klang, Selangor Darul Ehsan.

-Involved in ISO 9002 – Certification and Implementation.

-Overall project planning.

-Total construction management and progress monitoring.

-Manpower planning and control.

-Sub-contractor co-ordination and Progress monitoring.

Sato Kogyo Group of Companies End 1994 – 1997

Sato Kogyo (M) Sdn Bhd 1996 – 1997

Project Engineer

NNKSB – Shahpadu Highway

-Performing under the supervision of the Senior Project Engineer

-Responsible for the total project planning for Bukit Raja Area.

-Utilities Construction Proposal to respective authority, Planning and Co-ordination for TNB, STM and JBA.

-Co-ordinating the road works construction.

-In charge of the Raft Foundation piling and earthwork.

-Responsible for the arrangement of the bridge beams launching for the bridges in Jalan Haji Sirat, Bukit Raja and Bukit Rajah Estate.

-Monitoring of sub-contractor’s construction activity and progress.

-Liaison with Main Contractor, Consultant and Authorities.

-Acting Safety Officer for Sato Kogyo.

Hajadi Sato Amoy Sdn. Bhd. (Subsidiary of Sato Kogyo) 1995 – 1996

Project Engineer/Superintendent

Petronas Second Refinery, Pantai Tanah Merah, Sg. Udang, Melaka- On Plot Project

-Planning, scheduling and progress monitoring for pipe racks construction.

-In charge of beam casting bed cycle schedule for pipe racks

-In charge of column casting and launching schedule

-Involved in design alteration and conducting demonstration of the newly design top most moment joint pre-cast beam launching method for the Consultant and Owner (Petronas) in order to obtain the approval to utilise the newly design beam

-Established work procedures related to the above-mentioned works.

-In charged of the concrete repair works proposal and implementation on site.

-Progress monitoring and scheduling of oily sewer pipe culvert and manholes construction.

-Progress monitoring and scheduling for column casting and launching schedule.

-Progress monitoring and scheduling of superstructure foundation construction.

-Conducted 2 weeks training program for fresh graduate Engineers.

-In charge in the handing over of complete structures to the Main Contractors and Owner.

-Preparing all necessary submission o the client.

-Establish part of the Quality System, which was included in the Project Overall Quality Manual and Quality Plan.

Sato Amoy (M) Sdn. Bhd. (Subsidiary of Sato Kogyo) 1995 – 1995

Site Engineer

Petronas Second Refinery, Pantai Tanah Merah, Sg. Udang, Melaka- Site Preparation Project

-Established work procedures and method statements for all construction works as part of ISO 9002 requirement.

-Involved hands-on managing the Site Clearing works.

-Initiated the Seashore flexible slab FX-100 construction along the Pantai Tanah Merah seashore.

-Involved in major earthworks (cut & fill) – co-ordination of cutting and filling sequence with Yamazaki-Ablemerge

-JV.

-Fully manage the temporary fencing construction and the preparation of the 10 acres dumpsite.

-In charge of the rock blasting procedure and activities.

-Involved in the preparation for the road formation and initiated the road works construction.

-Supervision for the sub-soil drains construction.

-Manage and supervise the construction of the temporary drainage system.

-Design and construct the silt-trap for the whole project under the supervision of the Construction Manager, Mr. Shigeki Seki

Sato Kogyo Co. Ltd. 1994 – 1995

Civil Engineer

Sato Kogyo Head Office

-Under the training and supervision of the Civil Department Head carried out the final quantity measurement for the seashore protection works, fencing, drainage, turfing and road works.

-Review of contracts, specification and method of measurement as part of preparation prior to the mobilisation to Melaka Petronas Second Refinery Phase 2 Project.

Certificates

i.Occupational Safety and Health in the Construction Industry.

ii.Educational Achievement ISO 9002 Awareness Training.

iii.Educational Achievement ISO 9002 Internal Quality Audit Training.

iv.American Association of Petroleum Geologist (AAPG) Short Course by Robert M. Sneider “Development and Reservoir Management” August 20 – 21 ‘1994

Referees

i.Dato’ Mohd. Nor Idrus : Ex – Managing Director/CEO of Zelan Berhad

: Email – *.*******@*****.***

: Cell - +601******** / +601********

ii.Kang Thian Jian : Managing Director of Hyflux Co. Ltd.

: Email – **************@******.***

: Cell - +659*******(Singapore) / +213*********(Algeria)

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