\n| (in thousand of R$)<\/i><\/td>\n | \n 2025<\/b><\/p>\n<\/td>\n | \n 2025 Ex
\n
Acquisitions*<\/b><\/p>\n<\/td>\n | \n 2024<\/b><\/p>\n<\/td>\n | \n % Chg<\/b><\/p>\n<\/td>\n | \n % Chg Ex
\n
Acquisitions<\/b><\/p>\n<\/td>\n<\/tr>\n\n| (a) Net Revenue<\/td>\n | \n \n936,360\n<\/p>\n<\/td>\n | \n \n891,527\n<\/p>\n<\/td>\n | \n \n804,239\n<\/p>\n<\/td>\n | \n \n16.4%\n<\/p>\n<\/td>\n | \n \n10.9%\n<\/p>\n<\/td>\n<\/tr>\n | \n(b) Adjusted EBITDA 2<\/sup><\/td>\n| \n \n491,971\n<\/p>\n<\/td>\n | \n \n460,603\n<\/p>\n<\/td>\n | \n \n397,853\n<\/p>\n<\/td>\n | \n \n23.7%\n<\/p>\n<\/td>\n | \n \n15.8%\n<\/p>\n<\/td>\n<\/tr>\n | \n| (c) = (b)\/(a) Adjusted EBITDA Margin<\/td>\n | \n \n52.5%\n<\/p>\n<\/td>\n | \n \n51.7%\n<\/p>\n<\/td>\n | \n \n49.5%\n<\/p>\n<\/td>\n | 300 bps<\/td>\n | 220 bps<\/td>\n<\/tr>\n | \n| Net income<\/td>\n | \n \n257,036\n<\/p>\n<\/td>\n | \n \n–\n<\/p>\n<\/td>\n | \n \n208,299\n<\/p>\n<\/td>\n | \n \n23.4%\n<\/p>\n<\/td>\n | \n \n–\n<\/p>\n<\/td>\n<\/tr>\n | \n| Adjusted Net income<\/td>\n | \n \n293,897\n<\/p>\n<\/td>\n | \n \n–\n<\/p>\n<\/td>\n | \n \n250,966\n<\/p>\n<\/td>\n | \n \n17.1%\n<\/p>\n<\/td>\n | \n \n–\n<\/p>\n<\/td>\n<\/tr>\n | \n*For the three months period ended March 31, 2025, “2025 Ex Acquisitions” excludes: UNIDOM (January to March, 2025; Closing of UNIDOM was in July 2024).<\/i><\/td>\n<\/tr>\n\n| (2) See more information on “Non-GAAP Financial Measures” (Item 08).<\/i><\/td>\n | | <\/tr>\n<\/table>\nMessage from Management<\/b><\/p>\n It is with much satisfaction that Afya starts another year of great operational and financial performance. This quarterly result shows the high predictability of our business and successful execution of our strategy, that once again, combines strong growth, with higher profitability and cash generation \u2013 Afya\u2019s three pillars business model. This quarter was marked by Gross margin expansion within our Undergraduate and Continuing Education segments, combined with solid cash generation, and robust EPS growth, showing our consistent business expansion.<\/i><\/p>\n Our Revenue Growth this quarter was supported by a successful intake process in all our medical school campuses, ensuring 100% occupancy in our integrated medical schools. Most notably, an example that highlights the effectiveness of our strategy was the acquisition of Unidom with a medical campus located in Salvador that had an occupancy rate below 60% prior to our acquisition. After only two intake processes the campus reached nearly 100% occupancy. This highlights the ongoing value of our ecosystem and the increasing recognition of our brand across the country.<\/i><\/p>\n We proudly present our highest Adjusted EBITDA Margin, ending the first quarter of 2025 with a record of 52.5%. This margin expansion reflects the strong performance of the Undergraduate segment, further enhanced by the continued ramp-up of the four Mais M\u00e9dicos campuses launched in 3Q22, and most recently the Unidom acquisition. Our ongoing operational restructuring in the Continuing Education and Medical Practice Solutions segments contributed to improve cost management across selling, general, and administrative expenses in addition to<\/i>enhancements to our shared services center, centralizing operations and increasing efficiency and operational synergies.<\/i><\/p>\n With the closing of the acquisition of Funic, we are excited to expand our undergraduate presence into the metropolitan area of Belo Horizonte, capital of Minas Gerais. This acquisition contributes 60 medical seats to Afya in Contagem, bringing our total approved medical seats to 3,653 in Brazil.<\/i><\/p>\n Furthermore, we are proud to highlight the excellent performance of our undergraduate medical schools in the most recent ENADE (Exame Nacional de Desempenho dos Estudantes \u2013 National Student Performance Exam), which reaffirms Afya\u2019s commitment to academic excellence and the quality of medical education we provide across Brazil.<\/i><\/p>\n In April, we were proud to receive two significant recognitions. Moody\u2019s Local Brazil upgraded our national scale credit rating from AA+.br to AAA.br with a stable outlook, reflecting our strong balance sheet, rewarded by cash generation, and financial discipline. They also highlighted our leadership in medical education and successful acquisition integration. We are also pleased to highlight that we successfully achieved all the IFC-defined targets for 2024, including the number of free medical consultations provided and the percentage of medical courses rated with the highest quality scores. This achievement will trigger a 15 bps step-down in our loan interest rate over the next 12 months, reinforcing and solidifying both our social impact and financial discipline. Additionally, we received our first ESG rating from MSCI, debuting with a solid BBB score. MSCI\u2019s sector relative methodology underscores that Afya outperformed a significant portion of its peers, particularly in areas like data privacy and security, where our practices were stronger than many in the industry.<\/i><\/p>\n Looking ahead, Afya remains committed to its mission: to provide an integrated ecosystem of education and medical practice solutions throughout the entire medical journey. We continuously strive to support healthcare professionals’ development, ongoing learning, and productivity. We are proud of our achievements and excited about what lies ahead.<\/i><\/p>\n 1. Key Events in the Quarter<\/b><\/p>\n\n- \nOn March 12, 2025, the Company\u2019s Board of Directors approved the first dividend distribution in the amount of R$129,784, representing 20% of the Company\u2019s consolidated net income for the year ended December 31, 2024 and a dividend per share of R$1.348923, paid in U.S. dollars on April 4, 2025, to the shareholders on record as of the close of business on March 26, 2025 at the exchange rate (PTAX) published by the Brazilian Central Bank on March 13, 2025.\n<\/li>\n
- \nOn December 27, 2024, Law 15,079\/2024 was enacted, establishing the implementation of the OECD\u2019s Pillar Two global minimum tax in Brazil, effective as of January 1, 2025. Law 15,079\/2024 aligns the Brazilian tax legislation to the OECD\u2019s Global Anti-Base Erosion (GloBE) rules by introducing a minimum effective taxation of 15% through an additional Social Contribution on Net Profit (\u201cCSLL\u201d). This regulation applies to multinational groups within the scope of the OECD\u2019s GloBE rules, specifically those whose ultimate parent entity reported annual consolidated revenues of at least \u20ac750 million in at least two of the four fiscal years immediately preceding the year under review. The rules are designed to ensure that the additional CSLL qualifies as a Qualified Domestic Minimum Top-up Tax (QDMTT) under the OECD Inclusive Framework, subjecting Brazilian entities to a minimum tax rate of 15%. On March 28, 2025, the Company filed a writ of mandamus with the Brazilian Federal Court challenging the enforceability of the newly enacted additional CSLL. The legal proceeding is grounded on constitutional and statutory arguments, and is waiting for court decision to prevent the collection of the additional CSLL, which is scheduled to be required in 2026 with respect to the 2025 fiscal year. The additional income tax expense as a result of Law 15,079\/2024 for the three-month period ended March 31, 2025 was R$23,212.\n<\/li>\n<\/ul>\n
2. Subsequent Event<\/b><\/p>\n\n- \nOn May 7, 2025, Afya Participa\u00e7\u00f5es announced the closing of its acquisition of 100% of the total share capital of Faculdade Masterclass Ltda. (\u201cFUNIC\u201d), located in Contagem, a city in the metropolitan area of Belo Horizonte, the capital of the State of Minas Gerais.\n<\/li>\n<\/ul>\n
\nThe acquisition contributes 60 medical school seats to Afya. FUNIC is pre-operational, with leased real estate prepared for a medical school operation, which is expected to start in the second semester of 2025.\n<\/p>\n \nThe aggregate purchase price is R$ 100 million, net of the estimated Net Debt deducted from the down payment. The price and payment conditions were: (i) R$ 60 million, net of the estimated Net Debt, paid in cash on May 07, 2025; and (ii) R$ 40 million will be paid in three annual installments adjusted by CDI.\n<\/p>\n \nAdditionally, the acquisition includes a contingent consideration for up to 60 additional medical school seats. If approved by MEC within 36 months from the closing date, it will result in an additional payment of R$1,000 per approved seat.\n<\/p>\n \nAfya expects an EV\/EBITDA of 3.3x at full maturity and post synergies in 2030 with expected Net Revenues of R$ 52.4 million, of which 100% will come from Medicine.\n<\/p>\n 3. 2025 Guidance<\/b><\/p>\n \nThe Company is reaffirming its guidance for 2025, which considers the successful acceptance of new students for the first semester of 2025. The guidance for 2025 is defined in the following table:\n<\/p>\n \n\n | \n | \nGuidance for 2025<\/b><\/td>\n<\/tr>\n\nNet Revenue 1<\/sup><\/td>\n | \nR$ 3,670 mn \u2264 \u2206 \u2264 R$ 3,770 mn<\/td>\n<\/tr>\n | \n| Adjusted EBITDA<\/td>\n | | \nR$ 1,620 mn \u2264 \u2206 \u2264 R$ 1,720 mn<\/td>\n<\/tr>\n | \n| CAPEX<\/td>\n | | \nR$ 250 mn \u2264 \u2206 \u2264 R$ 290 mn<\/td>\n<\/tr>\n | \n| (1) Excludes any acquisition that may be concluded after the issuance of the guidance, notably excluding Funic.<\/i><\/td>\n<\/tr>\n<\/table>\n 4. 1Q25 Overview<\/b><\/p>\n Segment Information<\/b><\/p>\n \nThe Company has three reportable segments as follows:\n<\/p>\n \nUndergraduate, which provides educational services through undergraduate courses related to medical school, undergraduate health science and other ex-health undergraduate programs;\n<\/p>\n \nContinuing education, which provides medical education (including residency preparation programs, specialization test preparation and other medical capabilities), specialization and graduate courses in medicine, delivered through digital and in-person content; and\n<\/p>\n \nMedical Practice Solutions, which provides clinical decision, clinical management and doctor-patient relationships for physicians and provide access, demand and efficiency for the healthcare players.\n<\/p>\n Key Revenue Drivers \u2013 Undergraduate Programs<\/b><\/p>\n\n\n| Table 2: Key Revenue Drivers<\/b><\/td>\n | Three months period ended March 31,<\/b><\/td>\n<\/tr>\n\n | \n\n 2025<\/b><\/p>\n<\/td>\n | \n 2024<\/b><\/p>\n<\/td>\n | % Chg<\/b><\/td>\n<\/tr>\n\n| Undergraduate Programs<\/b><\/td>\n | | \n | \n | <\/tr>\n \n| MEDICAL SCHOOL<\/b><\/td>\n | | \n | \n | <\/tr>\n \n| Approved Seats<\/td>\n | \n \n3,593\n<\/p>\n<\/td>\n | \n \n3,203\n<\/p>\n<\/td>\n | \n 12.2%<\/i><\/p>\n<\/td>\n<\/tr>\n\nOperating Seats 1<\/sup><\/td>\n| \n \n3,543\n<\/p>\n<\/td>\n | \n \n3,153\n<\/p>\n<\/td>\n | \n 12.4%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Total Students (end of period)<\/td>\n | \n \n25,879\n<\/p>\n<\/td>\n | \n \n22,609\n<\/p>\n<\/td>\n | \n 14.5%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Average Total Students<\/td>\n | \n \n25,879\n<\/p>\n<\/td>\n | \n \n22,609\n<\/p>\n<\/td>\n | \n 14.5%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Average Total Students (ex-Acquisitions)*<\/td>\n | \n \n24,263\n<\/p>\n<\/td>\n | \n \n22,609\n<\/p>\n<\/td>\n | \n 7.3%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Net Revenue (Total – R$ ‘000)<\/b><\/td>\n | \n 714,713<\/b><\/p>\n<\/td>\n | \n 603,025<\/b><\/p>\n<\/td>\n | \n 18.5%<\/b><\/p>\n<\/td>\n<\/tr>\n\n| Net Revenue (ex- Acquisitions* – R$ ‘000)<\/b><\/td>\n | \n 672,589<\/b><\/p>\n<\/td>\n | \n 603,025<\/b><\/p>\n<\/td>\n | \n 11.5%<\/b><\/p>\n<\/td>\n<\/tr>\n\n| Medical School Net Avg. Ticket (ex- Acquisitions* – R$\/month)<\/b><\/td>\n | \n 9,240<\/b><\/p>\n<\/td>\n | \n 8,891<\/b><\/p>\n<\/td>\n | \n 3.9%<\/b><\/p>\n<\/td>\n<\/tr>\n\n| UNDERGRADUATE HEALTH SCIENCE<\/b><\/td>\n | | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Total Students (end of period)<\/td>\n | \n \n26,134\n<\/p>\n<\/td>\n | \n \n24,881\n<\/p>\n<\/td>\n | \n 5.0%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Average Total Students<\/td>\n | \n \n26,134\n<\/p>\n<\/td>\n | \n \n24,881\n<\/p>\n<\/td>\n | \n 5.0%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Average Total Students (ex-Acquisitions)*<\/td>\n | \n \n25,348\n<\/p>\n<\/td>\n | \n \n24,881\n<\/p>\n<\/td>\n | \n 1.9%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Net Revenue (Total – R$ ‘000)<\/b><\/td>\n | \n 62,811<\/b><\/p>\n<\/td>\n | \n 58,736<\/b><\/p>\n<\/td>\n | \n 6.9%<\/b><\/p>\n<\/td>\n<\/tr>\n\n| Net Revenue (ex- Acquisitions* – R$ ‘000)<\/b><\/td>\n | \n 61,730<\/b><\/p>\n<\/td>\n | \n 58,736<\/b><\/p>\n<\/td>\n | \n 5.1%<\/b><\/p>\n<\/td>\n<\/tr>\n\n| OTHER EX- HEALTH UNDERGRADUATE<\/b><\/td>\n | | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Total Students (end of period)<\/td>\n | \n \n34,995\n<\/p>\n<\/td>\n | \n \n28,563\n<\/p>\n<\/td>\n | \n 22.5%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Average Total Students<\/td>\n | \n \n34,995\n<\/p>\n<\/td>\n | \n \n28,563\n<\/p>\n<\/td>\n | \n 22.5%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Average Total Students (ex-Acquisitions)*<\/td>\n | \n \n33,492\n<\/p>\n<\/td>\n | \n \n28,563\n<\/p>\n<\/td>\n | \n 17.3%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Net Revenue (Total – R$ ‘000)<\/b><\/td>\n | \n 49,848<\/b><\/p>\n<\/td>\n | \n 42,758<\/b><\/p>\n<\/td>\n | \n 16.6%<\/b><\/p>\n<\/td>\n<\/tr>\n\n| Net Revenue (ex- Acquisitions* – R$ ‘000)<\/b><\/td>\n | \n 48,220<\/b><\/p>\n<\/td>\n | \n 42,758<\/b><\/p>\n<\/td>\n | \n 12.8%<\/b><\/p>\n<\/td>\n<\/tr>\n\n| Total Net Revenue<\/b><\/td>\n | | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Net Revenue (Total – R$ ‘000)<\/b><\/td>\n | \n 827,372<\/b><\/p>\n<\/td>\n | \n 704,519<\/b><\/p>\n<\/td>\n | \n 17.4%<\/b><\/p>\n<\/td>\n<\/tr>\n\n| Net Revenue (ex- Acquisitions* – R$ ‘000)<\/b><\/td>\n | \n 782,539<\/b><\/p>\n<\/td>\n | \n 704,519<\/b><\/p>\n<\/td>\n | \n 11.1%<\/b><\/p>\n<\/td>\n<\/tr>\n\n*For the three months period ended March 31, 2025, “2025 Ex Acquisitions” excludes: UNIDOM (January to March, 2025; Closing of UNIDOM was in July 2024).<\/i><\/td>\n<\/tr>\n\n| (1) The difference between approved and operating seats refers to Camet\u00e1, a campus that is still pre-operational.<\/i><\/td>\n<\/tr>\n<\/table>\n Key Revenue Drivers \u2013 Continuing Education<\/b><\/p>\n\n\n| Table 3: Key Revenue Drivers<\/b><\/td>\n | Three months period ended March 31,<\/b><\/td>\n<\/tr>\n\n | \n\n 2025<\/b><\/p>\n<\/td>\n | \n 2024<\/b><\/p>\n<\/td>\n | % Chg<\/b><\/td>\n<\/tr>\n\nContinuing Education 1<\/sup><\/b><\/td>\n | \n | \n | <\/tr>\n\n| Total Students (end of period)<\/b><\/td>\n | | \n | \n | <\/tr>\n \n| Residency Journey – Business to Physicians B2P<\/td>\n | \n \n12,203\n<\/p>\n<\/td>\n | \n \n14,693\n<\/p>\n<\/td>\n | \n -16.9%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Graduate Journey – Business to Physicians B2P<\/td>\n | \n \n8,542\n<\/p>\n<\/td>\n | \n \n7,366\n<\/p>\n<\/td>\n | \n 16.0%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Other Courses – B2P and Business to Business Offerings<\/td>\n | \n \n26,164\n<\/p>\n<\/td>\n | \n \n26,983\n<\/p>\n<\/td>\n | \n -3.0%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Total Students (end of period)<\/b><\/td>\n | \n 46,909<\/b><\/p>\n<\/td>\n | \n 49,042<\/b><\/p>\n<\/td>\n | \n -4.3%<\/b><\/p>\n<\/td>\n<\/tr>\n\n| Net Revenue (R$ ‘000)<\/b><\/td>\n | | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Business to Physicians – B2P<\/td>\n | \n \n65,444\n<\/p>\n<\/td>\n | \n \n60,538\n<\/p>\n<\/td>\n | \n 8.1%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Business to Business – B2B<\/td>\n | \n \n5,660\n<\/p>\n<\/td>\n | \n \n4,877\n<\/p>\n<\/td>\n | \n 16.0%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Total Net Revenue<\/b><\/td>\n | \n 71,103<\/b><\/p>\n<\/td>\n | \n 65,415<\/b><\/p>\n<\/td>\n | \n 8.7%<\/b><\/p>\n<\/td>\n<\/tr>\n\n| (1) The figure above does not contemplate intercompany transactions<\/i><\/td>\n<\/tr>\n<\/table>\n Key Revenue \u2013 Medical Practice Solutions<\/b><\/p>\n\n\n| Table 4: Key Revenue Drivers<\/b><\/td>\n | Three months period ended March 31,<\/b><\/td>\n<\/tr>\n\n | \n\n 2025<\/b><\/p>\n<\/td>\n | \n 2024<\/b><\/p>\n<\/td>\n | \n % Chg<\/b><\/p>\n<\/td>\n<\/tr>\n\nMedical Practice Solutions 1<\/sup><\/b><\/td>\n | \n | \n | <\/tr>\n\n| Active Payers (end of period)<\/b><\/td>\n | | \n | \n | <\/tr>\n \n| Clinical Decision<\/td>\n | \n \n163,071\n<\/p>\n<\/td>\n | \n \n159,183\n<\/p>\n<\/td>\n | \n 2.4%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Clinical Management<\/td>\n | \n \n34,934\n<\/p>\n<\/td>\n | \n \n31,806\n<\/p>\n<\/td>\n | \n 9.8%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Total Active Payers (end of period)<\/b><\/td>\n | \n 198,005<\/b><\/p>\n<\/td>\n | \n 190,989<\/b><\/p>\n<\/td>\n | \n 3.7%<\/b><\/p>\n<\/td>\n<\/tr>\n\n| Monthly Active Users (MaU)<\/b><\/td>\n | | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Total Monthly Active Users (MaU) – Digital Services<\/b><\/td>\n | \n 244,518<\/b><\/p>\n<\/td>\n | \n 262,717<\/b><\/p>\n<\/td>\n | \n -6.9%<\/b><\/p>\n<\/td>\n<\/tr>\n\nNet Revenue (R$ ‘000)2<\/sup><\/b><\/td>\n | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Business to Physicians – B2P<\/td>\n | \n \n37,231\n<\/p>\n<\/td>\n | \n \n32,730\n<\/p>\n<\/td>\n | \n 13.7%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Business to Business – B2B<\/td>\n | \n \n4,453\n<\/p>\n<\/td>\n | \n \n3,843\n<\/p>\n<\/td>\n | \n 15.9%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Total Net Revenue<\/b><\/td>\n | \n 41,684<\/b><\/p>\n<\/td>\n | \n 36,573<\/b><\/p>\n<\/td>\n | \n 14.0%<\/b><\/p>\n<\/td>\n<\/tr>\n\n(1) The figure above does not contemplate intercompany transactions<\/i><\/td>\n<\/tr>\n\n| (2) Net Revenue from ‘Shosp’, the clinical management software, was reclassified from B2B to B2P.<\/i><\/td>\n<\/tr>\n<\/table>\n Key Operational Drivers \u2013 Users Positively Impacted by Afya<\/b><\/p>\n \nThe Users Positively Impacted by Afya represents the total number of medical students from the Undergraduate segment, students from the Continuing Education and users from Medical Practice Solutions. For the first quarter of 2025, Afya\u2019s ecosystem reached 317,306 users.\n<\/p>\n \n\n| Table 5: Key Revenue Drivers<\/b><\/td>\n | Three months period ended March 31,<\/b><\/td>\n<\/tr>\n\n | \n\n 2025<\/b><\/p>\n<\/td>\n | \n 2024<\/b><\/p>\n<\/td>\n | \n % Chg<\/b><\/p>\n<\/td>\n<\/tr>\n\nUsers Positively Impacted by Afya 1<\/sup><\/b><\/td>\n | \n | \n | <\/tr>\n\n| Undergraduate (Total Medical School Students – End of Period)<\/td>\n | \n \n25,879\n<\/p>\n<\/td>\n | \n \n22,609\n<\/p>\n<\/td>\n | \n 14.5%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Continuing Education (Total Students – End of Period)<\/td>\n | \n \n46,909\n<\/p>\n<\/td>\n | \n \n49,042\n<\/p>\n<\/td>\n | \n -4.3%<\/i><\/p>\n<\/td>\n<\/tr>\n\n| Medical Practice Solutions (Monthly Active Users)<\/td>\n | \n \n244,518\n<\/p>\n<\/td>\n | \n \n262,717\n<\/p>\n<\/td>\n | \n -6.9%<\/i><\/p>\n<\/td>\n<\/tr>\n\n | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |