Latest news with #JustinCrump
The Independent
2 days ago
- Business
- The Independent
How Gen Z could be nudged into conscription – from military gap years to reduced University and home loans
At the beginning of March, Poland outpaced other European nations by announcing plans to introduce universal military service for all men. Speaking in the Polish parliament, president Donald Tusk said: 'We will try to have a model ready by the end of this year so that every adult male in Poland is trained in the event of war, ensuring that this reserve is comparable and adequate to potential threats.' Even though Poland has taken a step that many other European nations are hesitant to take, it is evident that, despite their reluctance, forms of military service are being examined, studied, and debated among European policymakers. And all the signs suggest that the UK will follow suit sooner rather than later. Nearly a year ago, Rishi Sunak pledged that if the Conservatives won the general election, 18-year-olds would be required to take part in a scheme involving military or civilian service. While Sunak was short on details regarding who would conduct the training or how it would be funded, the proposals were pitched as a 'bold new model of national service'. Participants could opt to spend one weekend per month volunteering in civic roles such as an RNLI volunteer or NHS responder. The country, he argued, needed to be 'open and honest' about long-term challenges, and the scheme would provide young people with 'real-world skills while contributing to their country and community'. The plan was quickly derided across the political spectrum, with Justin Crump, a defence expert and veteran of 25 years, capturing the mood when he said the plans were 'ill-thought-through' and would be an 'enormous potential burden' on Britain's military. He added: 'It's certainly not the solution to the military's problems, and I think everyone I've spoken to this morning still has their head in their hands.' However, 12 months on, it no longer seems like such an outlandish idea. Sir Alex Younger told Independent TV recently that people in the UK must realise that the threat from Russia – and its closeness to the US – is real, adding: ' Putin and Trump together have done their best to persuade us that the rules have changed.' Discussing what needs to be done to prepare, Sir Alex, known as 'C' during his time as spy chief, added: 'You'd have to ask a soldier about the actual efficacy of things like conscription. I have no idea… I know that it just needs to be a more integrated feature of everyday life. 'I think that will bring broader benefits. So I think this is probably more about a more creative and broader conception of what the reserves is.' The ex-spy chief then told the BBC 's Today Podcast that a new type of enrolment should be looked at. He said: "In extremis, I think we'd be looking at something like the model I understand exists in places like Sweden, where the Government theoretically has the power to compel people to give their service one way or another, but doesn't exercise it except in areas where it's really needed." As the US becomes a less reliable ally in an increasingly volatile world, the government has said it will implement all 62 recommendations of the Strategic Defence Review, and has promised to increase defence spending to 2.5 per cent of GDP by 2027, with an 'ambition' – but no firm commitment – to hike it to 3 per cent in the next parliament. Meanwhile, defence secretary John Healey has warned that Britain would not be ready to fend off an invasion given the state of its armed forces, and agrees that a recruitment drive is needed to bolster Britain's depleted military. The review includes improving recruitment to tackle the hiring crisis, with innovative new ways and points to Australia's military gap year as an 'exciting model'. The Australian Defence Force offers a 12-month gap year programme which allows youngsters to experience military life without a long-term commitment, training them in a number of roles while giving them benefits like salary, accommodation and healthcare. The SDR also suggests that Cadet Forces should be expanded across the country by 30 per cent by 2030. With almost a million young people not in education, employment, or training, this group has also become a key focus as ministers cut benefits while seeking to strengthen defence. As Rachel Reeves announced substantial cuts to the welfare bill earlier this year, former Tesco chair John Allan suggested that out-of-work young people should be required to undergo military training in exchange for benefits. Under the government's new welfare reforms, those aged 18 to 21 will be given a 'youth guarantee' offer of training or employment but risk losing their benefits if they decline. The chancellor told ITV: 'In the changed world we face today, there are opportunities for good jobs in our armed forces, but also in the defence sector that produces the tanks, machinery, and ships that our military uses. And of course, as this government increases defence spending, more good jobs with decent wages will become available in that sector.' So, could a voluntary national service or conscription 'with benefits' soon become a reality? Conscription ran in the UK from 1916-1920 and again from 1939-1960. It was renamed 'national service' after the Second World War. The last national serviceman left the military in 1963, more than 60 years ago. The traditional argument for ending national service was that it consumed too many regular personnel to train conscripts, many of whom were reluctant and of lower quality. A motivated professional force was deemed preferable. However, a combination of factors has brought the issue back into sharp focus. First, the Ukraine war has demonstrated that small, professional armies, which are costly and limited in numbers, can be quickly depleted. While precise forecasts are difficult, some suggest that the British army 's war-fighting arm, 3rd (UK) Division, could become combat-ineffective within six months in a Ukraine-style conflict due to casualties and exhaustion. Another challenge is filling recruitment gaps in modern armed forces, a common issue across Europe as populations age. The British army currently has about 71,300 personnel, the lowest number since the Napoleonic era. Of these, only 55,005 are fully deployable (able to serve without medical restrictions). The army's target is 73,000, yet the Royal Navy alone has missed its recruitment targets for sailors and commandos every year for over a decade. For the UK, there are concerns about protecting the home front in the event of war. The current forces can either deploy to Europe alongside Nato allies or stay to defend the UK, but they lack the depth to do both. The Office for National Statistics states that around 750,000 people turn 18 in the UK each year. The armed forces neither need nor can absorb anywhere near that number of recruits. This brings us to the question of what a new national service model could look like. In the Nordic and Baltic states, there is universal conscription with a twist: not everyone is called up. The armed forces select recruits based on their needs, and people are encouraged to volunteer through a number of incentives. In these countries, national service is highly valued. In Norway, being accepted for national service is sometimes called 'the Golden Ticket' because it significantly improves life prospects. Government jobs are prioritised for those who serve, and many private companies offer fast-track recruitment for national service volunteers. Around 15 per cent of 18-year-olds in Norway (both men and women) are conscripted or volunteer, totalling about 9,000 annually, with numbers expected to rise due to the perceived Russian threat. In Finland, the army can expand from a peacetime strength of 20,000 (including conscripts) to 300,000 within a week in a crisis. Many countries with military national service also offer civilian alternatives. Sweden and Finland, for example, as Sir Alex Younger pointed to, both provide civil defence options. Those refusing both military and civil service can face imprisonment without parole. Finns living abroad who fail to return for service can have their passports revoked. However, in countries bordering Russia, national service is seen as part of the national culture and duty. By contrast, a study by The Times and YouGov revealed that only 11 per cent of the UK's Gen Z would be willing to fight for their country in a war. Could they be persuaded if national service provided tangible benefits? In the past, British national service helped improve literacy and numeracy by sending illiterate recruits to the Royal Army Education Corps. A modern version could integrate education, offering student loan forgiveness or education vouchers for those who serve. Extending service commitments of, say, up to five years could result in complete student debt cancellation or preferential financial backing for property purchases. As in Norway, those who serve could receive priority for civil service jobs, making national service an attractive opportunity. Ultimately, national service need not replicate the model of the 1950s and 60s. The military once numbered over 350,000 personnel, but today, only a fraction of the 750,000 18-year-olds each year would be needed – perhaps 10-15,000 for military service and a few thousand more for civilian roles. Bringing back national service would require a major cultural and mind shift in the UK. However, proven models from European countries are being closely examined. Unless Russia collapses, a version of national service seems increasingly likely within the next five years and military 'gap years' are just one innovative ideas being considered. To make it work, though, the UK must shed outdated negative perceptions of national service and recognise its broader societal benefits. In an age where young people are increasingly isolated by algorithms and social media, engaging them in shared experiences that promote national values could be a profoundly positive step – if done well.
Yahoo
3 days ago
- Business
- Yahoo
How Britain's biggest companies are preparing for a Third World War
The year is 2027 and a major global conflict has erupted. Perhaps China has launched an attempted invasion of Taiwan, or Russian forces have crossed into the territory of an eastern European Nato country. Whatever the case, Justin Crump's job is to advise big companies on how to respond. And with tensions rising, a growing number of chief executives have got him on speed dial. The former Army tank commander, who now runs intelligence and security consultancy Sibylline, says his clients range from a top British supermarket chain to Silicon Valley technology giants. They are all drawing up plans to keep running during wartime, and Crump is surprisingly blunt about their reasoning: a global conflict may be just two years away. 'We're in a world which is more dangerous, more volatile than anything we've seen since the Second World War,' he explains. There are lots of crises that can happen, that are ready to go. 'Chief executives want to test against the war scenario, because they think it's credible. They want to make sure their business can get through that environment.' He rattles off a series of smouldering international issues – any one of which could ignite the global tinderbox – from Iran's nuclear ambitions, to China's threats to Taiwan, to Vladimir Putin's designs on a Russian sphere of influence in Ukraine and beyond, as well as Donald Trump's disdain for the post-1940s 'rules-based international order'. Against this backdrop, planning for war is not alarmist but sensible, Crump contends. With all these issues building, 2027 is viewed as the moment of maximum danger. 'The worst case scenario is that all these crises all overlap in 2027,' he explains. 'You've got the US midterms, which will have taken place just at the start of that year, and whatever happens there will be lots of upset people. It's also the time when a lot of the economic disruption that's happening now will have really washed through the system, so we'll be feeling the effects of that. And it's also too early for the change in defence posture to have really meant anything in Europe.' Putin and Xi Jinping, the president of China, are acutely aware of all this, he says, and may conclude that they should act before the US and Europe are more fully rearmed in 2030. 'In their minds now, the clock is ticking,' he adds. He also points to major British and Nato military exercises scheduled to take place in 2027, with American forces working to a 2027 readiness target as well. 'There's a reason they're doing it that year – because they think we have to be ready by then,' Crump says. 'So why shouldn't businesses also work off the same thinking and plan for the same thing?' He is not alone in arguing that society needs to start expecting the unexpected. In 2020, the Government established the National Preparedness Commission to ensure the UK was 'significantly better prepared' for the likes of floods, power outages, cyber attacks or wars. It has urged households to keep at least three days' worth of food and water stockpiled, along with other essential items such as a wind-up torch, portable power bank, a portable radio, spare batteries, hand sanitiser and a first aid kit. 'In recent years a series of high-impact events have demonstrated how easily our established way of life can be disrupted by major events,' the commission's website says – pointing to the coronavirus pandemic, recent African coups, Russia's invasion of Ukraine and turmoil in the Middle East. Britain is also secretly preparing for a direct military attack by Russia amid fears that it is not ready for war. Officials have been asked to update 20-year-old contingency plans that would put the country on a war footing after threats of attack by the Kremlin. All of this has led major businesses to conclude that perma crisis is the new normal, Crump says. In the case of Ukraine, Western sanctions on Russia forced companies to choose between continuing to operate heavily-constrained operations in Russia, selling up, or walking away entirely. Crump recalls speaking to several clients including a major energy company in the run-up to Russia's invasion of Ukraine in February 2022. He and his colleagues urged the business to evacuate their staff, at a point when it was still received wisdom that Putin wouldn't dare follow through with his threats. 'I had almighty arguments with some people in the run-up, because I was very firmly of the view, based on our data and insights, that the Russians were not only invading, but they were going for the whole country. But other people in our sector were saying, 'No, it's all a bluff'. 'Their team came to me afterwards and said: 'After that call, we were convinced, and we got our people out'. They got a lot of grief for that at the time, from people who were saying it was all nonsense. 'But then on the day of the invasion, they told me they got so many calls actually saying 'thank you for getting us out'.' Yet even in Ukraine, much of which remains an active war zone, life must go on – along with business. 'I've been to plenty of war zones,' says Crump. 'And people are still getting on with their lives, there's still stuff in supermarkets, and things are being made in factories – but that certainly all gets a lot more difficult.' In the case of a major British supermarket, how might executives plan for, say, a Chinese invasion of Taiwan? The first question is how involved the UK expects to be, says Crump. But if Britain, as might be expected, sides with the US at least in diplomatic terms, 'we're not buying anything from China'. That immediately has implications for a company's supply chains – are there any parts of the supply chain that would be crippled without Chinese products? But as the recent cyber attack on Marks & Spencer has demonstrated, attacks on critical digital infrastructure are also a major risk to supermarkets in the event of a war with China or Russia. 'If you look at a retailer, the vulnerability is not necessarily whether or not they can transport stuff to the shop, even in a war zone,' says Crump. 'The problem becomes when you can't operate your systems. 'If you can't take money at the point of sale, or if you have no idea where your stock is because your computer system has been taken down, you've got major problems and you can't operate your business.' In a scenario where Britain becomes involved in a war itself, Crump says employers may also suddenly find themselves with gaps in their workforces. He believes things would need to get 'very bad indeed' for the Government to impose conscription, which applied to men aged 18-41 during the Second World War. But he points out that the calling up of British armed forces reservists would be very likely, along with the potential mobilisation of what is known as the 'strategic reserve' – those among the country's 1.8 million veterans who are still fit to serve. There are around 32,000 volunteer reservists and an undisclosed number of regular reserves, former regular members of the armed forces who are still liable to be called up. 'There's a big pool of people we don't tap at the moment who are already trained,' explains Crump. 'But there would be consequences if the entire reserve was called forward, which would have to happen if we entered a reasonably sized conflict. It would certainly cause disruptions. 'The medical services are hugely integrated with the NHS, for example, and we saw the effects of them being called forward with Iraq and Afghanistan.' The sort of supermarket chaos that erupted during the Covid-19 pandemic would also return with a vengeance if a significant conflict broke out. During that crisis, grocers had to limit how many packs of loo rolls and cans of chopped tomatoes shoppers were allowed to take home, among other items, because of supply chain problems. 'If we're in a conflict, that sort of supply chain activity would increase,' notes Crump. 'So you don't necessarily have rationing imposed, but there might be issues with food production, delivery, payment and getting things to the right place. 'In a world where we don't have our own independent supply chains, we're reliant on a lot of very interconnected moving parts that have been enabled by this period of peace. 'We've never been in a conflict during a time where we've had 'just in time' systems.' Crump brings up the recent blackouts in Spain and Portugal. British grocers initially thought their food supplies would be completely unaffected because truck loads of tomatoes had already made their way out of the country when the problem struck. But the vehicles were electronically locked, to prevent illegal migrants attempting to clamber inside when they cross the English Channel and could only be unlocked from Spain – where the power cuts had taken down computer systems and telecoms. 'People in Spain couldn't get online, so we had locked trucks full of tomatoes sitting here that we couldn't open because of technology,' Crump says. 'No one had ever thought, 'But what happens if all of Spain goes off the grid?' And I'm sure the answer would have been, 'That'll never happen' anyway.' This tendency towards 'normalcy bias' is what Crump tries to steer his clients away from. While it isn't inevitable that war will break out, or that there will be another pandemic, humans tend to assume that things will revert to whatever the status quo has been in their lifetimes, he says. This can mean we fail to take the threat of unlikely scenarios seriously enough, or use outdated ways of thinking to solve new problems. 'We've had this long period of peace and prosperity. And, of course, business leaders have grown up in that. Military leaders have grown up in it. Politicians have grown up in it. And so it's very hard when that starts to change. 'People have grown up in a world of rules. And I think people are still trying to find ways in which the game is still being played by those old rules.' Unsurprisingly, given his line of work, Crump believes businesses must get more comfortable contemplating the unthinkable. 'Go back a decade and most executives did not want to have a crisis because a crisis is bad for your career, so they didn't want to do a test exercise – because you might fail,' Crump adds. 'But the whole point is that you can fail in an exercise, because it's not real life.' At least, not yet. Broaden your horizons with award-winning British journalism. Try The Telegraph free for 1 month with unlimited access to our award-winning website, exclusive app, money-saving offers and more.
Telegraph
4 days ago
- Business
- Telegraph
How Britain's biggest companies are preparing for a Third World War
The year is 2027 and a major global conflict has erupted. Perhaps China has launched an attempted invasion of Taiwan, or Russian forces have crossed into the territory of an eastern European Nato country. Whatever the case, Justin Crump's job is to advise big companies on how to respond. And with tensions rising, a growing number of chief executives have got him on speed dial. The former Army tank commander, who now runs intelligence and security consultancy Sibylline, says his clients range from a top British supermarket chain to Silicon Valley technology giants. They are all drawing up plans to keep running during wartime, and Crump is surprisingly blunt about their reasoning: a global conflict may be just two years away. 'We're in a world which is more dangerous, more volatile than anything we've seen since the Second World War,' he explains. There are lots of crises that can happen, that are ready to go. 'Chief executives want to test against the war scenario, because they think it's credible. They want to make sure their business can get through that environment.' The year of worst case scenarios He rattles off a series of smouldering international issues – any one of which could ignite the global tinderbox – from Iran's nuclear ambitions, to China's threats to Taiwan, to Vladimir Putin's designs on a Russian sphere of influence in Ukraine and beyond, as well as Donald Trump's disdain for the post-1940s 'rules-based international order'. Against this backdrop, planning for war is not alarmist but sensible, Crump contends. With all these issues building, 2027 is viewed as the moment of maximum danger. 'The worst case scenario is that all these crises all overlap in 2027,' he explains. 'You've got the US midterms, which will have taken place just at the start of that year, and whatever happens there will be lots of upset people. It's also the time when a lot of the economic disruption that's happening now will have really washed through the system, so we'll be feeling the effects of that. And it's also too early for the change in defence posture to have really meant anything in Europe.' Putin and Xi Jinping, the president of China, are acutely aware of all this, he says, and may conclude that they should act before the US and Europe are more fully rearmed in 2030. 'In their minds now, the clock is ticking,' he adds. He also points to major British and Nato military exercises scheduled to take place in 2027, with American forces working to a 2027 readiness target as well. 'There's a reason they're doing it that year – because they think we have to be ready by then,' Crump says. 'So why shouldn't businesses also work off the same thinking and plan for the same thing?' He is not alone in arguing that society needs to start expecting the unexpected. In 2020, the Government established the National Preparedness Commission to ensure the UK was 'significantly better prepared' for the likes of floods, power outages, cyber attacks or wars. It has urged households to keep at least three days' worth of food and water stockpiled, along with other essential items such as a wind-up torch, portable power bank, a portable radio, spare batteries, hand sanitiser and a first aid kit. 'In recent years a series of high-impact events have demonstrated how easily our established way of life can be disrupted by major events,' the commission's website says – pointing to the coronavirus pandemic, recent African coups, Russia's invasion of Ukraine and turmoil in the Middle East. Britain is also secretly preparing for a direct military attack by Russia amid fears that it is not ready for war. Officials have been asked to update 20-year-old contingency plans that would put the country on a war footing after threats of attack by the Kremlin. All of this has led major businesses to conclude that perma crisis is the new normal, Crump says. In the case of Ukraine, Western sanctions on Russia forced companies to choose between continuing to operate heavily-constrained operations in Russia, selling up, or walking away entirely. Crump recalls speaking to several clients including a major energy company in the run-up to Russia's invasion of Ukraine in February 2022. He and his colleagues urged the business to evacuate their staff, at a point when it was still received wisdom that Putin wouldn't dare follow through with his threats. 'I had almighty arguments with some people in the run-up, because I was very firmly of the view, based on our data and insights, that the Russians were not only invading, but they were going for the whole country. But other people in our sector were saying, 'No, it's all a bluff'. 'Their team came to me afterwards and said: 'After that call, we were convinced, and we got our people out'. They got a lot of grief for that at the time, from people who were saying it was all nonsense. 'But then on the day of the invasion, they told me they got so many calls actually saying 'thank you for getting us out'.' Yet even in Ukraine, much of which remains an active war zone, life must go on – along with business. 'I've been to plenty of war zones,' says Crump. 'And people are still getting on with their lives, there's still stuff in supermarkets, and things are being made in factories – but that certainly all gets a lot more difficult.' In the case of a major British supermarket, how might executives plan for, say, a Chinese invasion of Taiwan? The first question is how involved the UK expects to be, says Crump. But if Britain, as might be expected, sides with the US at least in diplomatic terms, 'we're not buying anything from China'. That immediately has implications for a company's supply chains – are there any parts of the supply chain that would be crippled without Chinese products? But as the recent cyber attack on Marks & Spencer has demonstrated, attacks on critical digital infrastructure are also a major risk to supermarkets in the event of a war with China or Russia. 'If you look at a retailer, the vulnerability is not necessarily whether or not they can transport stuff to the shop, even in a war zone,' says Crump. 'The problem becomes when you can't operate your systems. 'If you can't take money at the point of sale, or if you have no idea where your stock is because your computer system has been taken down, you've got major problems and you can't operate your business.' Workforce gaps In a scenario where Britain becomes involved in a war itself, Crump says employers may also suddenly find themselves with gaps in their workforces. He believes things would need to get 'very bad indeed' for the Government to impose conscription, which applied to men aged 18-41 during the Second World War. But he points out that the calling up of British armed forces reservists would be very likely, along with the potential mobilisation of what is known as the 'strategic reserve' – those among the country's 1.8 million veterans who are still fit to serve. There are around 32,000 volunteer reservists and an undisclosed number of regular reserves, former regular members of the armed forces who are still liable to be called up. 'There's a big pool of people we don't tap at the moment who are already trained,' explains Crump. 'But there would be consequences if the entire reserve was called forward, which would have to happen if we entered a reasonably sized conflict. It would certainly cause disruptions. 'The medical services are hugely integrated with the NHS, for example, and we saw the effects of them being called forward with Iraq and Afghanistan.' Food supplies The sort of supermarket chaos that erupted during the Covid-19 pandemic would also return with a vengeance if a significant conflict broke out. During that crisis, grocers had to limit how many packs of loo rolls and cans of chopped tomatoes shoppers were allowed to take home, among other items, because of supply chain problems. 'If we're in a conflict, that sort of supply chain activity would increase,' notes Crump. 'So you don't necessarily have rationing imposed, but there might be issues with food production, delivery, payment and getting things to the right place. 'In a world where we don't have our own independent supply chains, we're reliant on a lot of very interconnected moving parts that have been enabled by this period of peace. 'We've never been in a conflict during a time where we've had 'just in time' systems.' Spanish blackouts: A dry run Crump brings up the recent blackouts in Spain and Portugal. British grocers initially thought their food supplies would be completely unaffected because truck loads of tomatoes had already made their way out of the country when the problem struck. But the vehicles were electronically locked, to prevent illegal migrants attempting to clamber inside when they cross the English Channel and could only be unlocked from Spain – where the power cuts had taken down computer systems and telecoms. 'People in Spain couldn't get online, so we had locked trucks full of tomatoes sitting here that we couldn't open because of technology,' Crump says. 'No one had ever thought, 'But what happens if all of Spain goes off the grid?' And I'm sure the answer would have been, 'That'll never happen' anyway.' This tendency towards 'normalcy bias' is what Crump tries to steer his clients away from. While it isn't inevitable that war will break out, or that there will be another pandemic, humans tend to assume that things will revert to whatever the status quo has been in their lifetimes, he says. This can mean we fail to take the threat of unlikely scenarios seriously enough, or use outdated ways of thinking to solve new problems. 'We've had this long period of peace and prosperity. And, of course, business leaders have grown up in that. Military leaders have grown up in it. Politicians have grown up in it. And so it's very hard when that starts to change. 'People have grown up in a world of rules. And I think people are still trying to find ways in which the game is still being played by those old rules.' Unsurprisingly, given his line of work, Crump believes businesses must get more comfortable contemplating the unthinkable. 'Go back a decade and most executives did not want to have a crisis because a crisis is bad for your career, so they didn't want to do a test exercise – because you might fail,' Crump adds. 'But the whole point is that you can fail in an exercise, because it's not real life.'
Express Tribune
08-05-2025
- Politics
- Express Tribune
BBC finds videos showing wreckage of Indian jets downed by Pakistan
Pakistani officials have claimed their forces shot down five Indian fighter jets on Wednesday morning amid heightened tensions between the two nuclear-armed neighbours. While India has not yet issued an official response, BBC Verify has authenticated multiple videos that appear to support parts of Pakistan's claim. One verified video shows what appears to be wreckage from a French-manufactured Rafale fighter jet — part of the Indian Air Force fleet — scattered in a field near Bathinda, in India's Punjab state. In the clip, geolocated by BBC Verify, Indian troops are seen collecting debris from the crash site. Two additional night-time videos from the same area have also been verified. One shows burning debris in a field, while another captures a projectile streaking across the sky before igniting on impact. Analysts believe the footage lends credibility to reports of an aerial confrontation. Justin Crump, a former British Army officer and current CEO of risk intelligence firm Sibylline, told BBC Verify that the debris shown in the videos resembles a French-made air-to-air missile commonly deployed on both Mirage 2000 and Rafale jets. An image circulating on social media further corroborates the claim, showing a tail fin bearing the markings "BS001" and "Rafale". A reverse image search conducted by BBC Verify found no evidence that the image had appeared online previously, suggesting it is not recycled material. The Indian government has yet to confirm or deny the incident, and no official casualty or equipment loss figures have been released. The situation remains tense, and both nations face increasing international pressure to de-escalate.
