Group assignment report businessethicsgrab and it’s ethical challenges

NATIONAL ECONOMICS UNIVERSITY SCHOOL OF ADVANCED PROGRAM ~~~~~~*~~~~~~ GROUP ASSIGNMENT REPORT: BUSINESS ETHICS GRAB AND IT’S ETHICAL CHALLENGES Lecturer Class : Dr Nguyen Bich Ngoc : International Business Management Group members : Nguyen Minh Phuong 63C Nguyen Thi Yen Nhi Nguyen Phuong Anh Nguyen Quynh Anh Do Quoc Viet Ha Noi, November 29th, 2022 Table of Contents I Introduction .3 Brief intro History and achievement .3 II Stakeholders .5 III Corporate Culture Heart: .5 Hunger: Honor: Humility: .8 IV GRAB’S SOCIAL RESPONSIBILITY TO PARTNER AND CUSTOMER 10 Responsibility to customer: 10 a First case 10 b Another case .11 Responsibility to partners (Technology drivers) 12 Specific cases: .15 Case 1: 15 Case 2: 17 V Future .18 VI Sources 20 This is a preview Do you want full access? Go Premium and unlock all 21 pages Access to all documents Get Unlimited Downloads Improve your grades Upload Share your documents to unlock Free Trial Get 30 days of free Premium Already Premium? Log in I Introduction Brief intro Grab is a technology company founded in June 2012 in Kuala Lumpur, Malaysia by Anthony Tan Hooi Ling, in 2014, the company's headquarters was moved to Singapore Grab specializes in providing transportation, delivery and digital payment services in countries in Southeast Asia Currently this company is operating in 319 cities and over countries according to updated data from September 2020 With the technological revolution and breakthroughs in development, Grab has established itself as a super app and in fact is the leader in its field company in many countries where the company is active History and achievement Grab has a network of over 630,000 drivers in Southeast Asia, but the startup's beginnings were humble, according to pioneer member Aaron Gill, Head of Business Solutions "Back in 2011, we didn't have ambitions to be a big company All we wanted was to fix the complicated traffic situation in Kuala Lumpur." In the past, people in Kuala Lumpur used to call taxi operators Dispatchers will manually find and assign a driver in a process that can take up to half an hour There are also rumors - which have never been verified - of dispatchers accepting bribes to assign jobs to drivers, much to the chagrin of honest drivers "We see this problem and think we can absolutely fix it We can save time for passengers and help drivers get a fairer salary." – said Aaron That was where Grab (then known as MyTeksi) started, and Aaron joined the founding team – which included co-founders Anthony Tan and Tan Hooi Ling – overseeing product and technology development When Grab started with only 40 drivers, the first difficulty the company encountered was convincing these driver partners to buy smartphones Embracing new technologies is also a rough start for Grab's first drivers, but with absolute trust in the company, they open up coffee gatherings and share their opinions with the company so that both sides can overcome After the company has invested in new technology, drivers have become more expectant, but many drivers also become angry because of the slow speed of the network, which makes them slow to receive customer information than other drivers Faced with that stressful situation, Grab's technical support team directly meets with partners and helps them improve the situation every two months After many months of improvement, the Grab application launched in June 2012 and became a phenomenon in the media It received 11,000 bookings on its first day, meaning finding more drivers became a top priority Therefore, the company has directly sought opportunities to approach drivers at cafes and gas stations The number of subscriptions increased from about 100 to 1,000 per month.These "hit straight, hit hard" tactics have been so successful that Grab has expanded the system to other countries Through years of continuous improvement, Grab, which started as an ondemand taxi business under the name GrabTaxi has grown out to be a platform where one can hire anything that runs on wheels The platform offers more than ten types of on-demand ride-hailing services, including taxis, private cars, bike taxis, carpooling, bike pooling, shuttle services, etc The giant expanded its operations in not just the ride-hailing sector but also set foot in new business verticals such as food delivery, grocery shopping, logistics delivery, on-demand video platform, hotel booking, ticket purchasing, financial services, etc Up to now, Grab is the leader in many Southeast Asian countries in the fields in which it operates and this growth has not stopped II Stakeholders Grab having their Investor and Stakeholders help them a lot and this leads to a great result:   Saving internal time and resources Investor and Stakeholders co-create solutions with them III Corporate Culture Grab has Values: Heart: ★ Consumer first ● As creators and stewards of marketplaces, we will constantly have to balance the needs of all sides of the marketplace to sustain its health over the long term While we will always strive to achieve the best outcomes for all our stakeholders within the constraints of our mission, there will be times when we will need to make difficult trade offs In these moments, we will prioritize the needs of consumers first, partners second (merchant, driver, delivery, agent and business partners), and Grab last This is premised on the beliefs that building healthy marketplaces is core to us achieving our mission, and that love and trust This is a preview Do you want full access? Go Premium and unlock all 21 pages Access to all documents Get Unlimited Downloads Improve your grades Upload Share your documents to unlock Free Trial Get 30 days of free Premium Already Premium? Log in of paying end-consumers ultimately determines the health and success of any marketplace ● In making decisions, we strive to take a long-term view of consumer and partner value to the Grab ecosystem instead of focusing solely on the short-term ★ OneGrab ● We recognise that we are stronger as OneGrab vs as individual functions or business lines We therefore actively work to overcome and break silos across verticals, functions, and hierarchies ● We work as teams (not individuals) and always endeavor to bring the best of Grab together to put our best foot forward for our stakeholders ● We before me We put Grab’s interests ahead of our team’s interests, and similarly our team’s interests ahead of our individual interests ★ Leaders coach, serve, and inspire ● Leaders at Grab are servant-leaders who not view power as something to hoard or lord over others They help Grabbers grow and succeed by coaching and inspiring everyone they work with, leading by example, and rolling up their sleeves to solve problems with their teams Blaming, shaming, and coercive tactics are not part of their DNA Hunger: ★ Kaizen, in big and small ways ● We recognise that the path to achieving our mission is going to involve its fair share of twists and turns, requiring us to continuously adapt to new information and changing circumstances Kaizen is the spirit of adaptability that Grab needs to navigate this winding road Adaptability implies that we inspire and encourage our colleagues to solve problems as they arise It implies that we constantly improve how we work And it implies that we seek disruptive innovations to continue to advance our mission ● In an organisation that is growing as fast as ours, it is easy to neglect the spirit of adaptability When busyness kicks in, reflection, ideation, and experimentation are often replaced by blame, pressure, and a fear of failure Instead, we have to remain steadfast in seeking help and feedback, reflecting on our impact, ideating, problem-solving as a team, and experimenting with courage With experimentation will come failure - that’s okay, as long as we own up to and learn from our mistakes ★ Build on ground truths ● The best solutions come from a deep understanding of the target audience and problems being solved To achieve this, we believe it’s important to personally go to the ground, apply our five senses to understand and experience the problems, and speak to stakeholders In doing so, we allow our conscious and unconscious assumptions to be challenged, and round out our understanding with insights often not evident from data and second hand information alone Honor: ★ Act with integrity Build trust ● Trust is both a key enabler of our mission and the secret sauce for high performing teams So we work to the right thing, honour our word and not compromise our integrity ● Likewise, trust is the foundation upon which successful marketplaces are built So we constantly strive to establish and build trust amongst all participants of the marketplaces we steward ★ Steward resources wisely ● We use resources that have been entrusted to us responsibly and with careful consideration—evaluating whether the result is worth the investment, or whether something can be done in a more efficient manner This will enable us to keep our costs competitive, and offer unbeatable value to our consumers and partners ● That said, we are also not pennywise and pound foolish We recognise that prudent investment is what drives growth This requires strategic discipline as well as wisdom to pick our battles, take calculated risks, and balance between our short- and long-term investments ● We recognise that Grabbers dedicate a significant portion of our precious time to the company, and we respect every second by using it effectively, avoiding wasted or duplicative effort Humility: ★ Learn from every experience ● We recognise that no matter how experienced or accomplished we are, we will always have room to learn and grow So we actively seek out the learning from every encounter and experience As we execute on our mission, the best source of learning often comes from the very people we seek to serve - our consumers, partners, communities and Grabbers ★ Seek first to understand, then to be understood ● We listen actively, with an open heart and mind (being conscious of our biases), and always begin by assuming good intent ● We continuously work to improve our understanding and appreciation of diverse socioeconomic backgrounds, so we can be better contextual listeners ● We solve problems by fully understanding each other’s context, intent and challenges, so that we can work on finding win-win solutions together => Solution: - Grab has had insurance that is offered to its passengers and driver-partners Grab has launched their own investigation on the incident to find main cause in order to avoid repeating the happen of same accident - Lawmakers need implement “stronger laws and guidelines” in regulating the country’s transport network companies like Grab b Another case As noted by reporters, many drivers wearing Grab's uniforms often commit traffic violations, including: Running red lights; scurrying, swinging; no helmet; go counterclockwise; go up the sidewalk; Using mobile phones when participating in traffic, People living in areas with a large concentration of Grab drivers said: “These drivers often gather in groups, sometimes spilling into the roadway to rob passengers This causes traffic to be affected a lot, if it's light, it's only congestion, and if it's heavy, it can lead to traffic collisions." Many road users as well as Grab customers expressed concern at the situation of these drivers disregarding traffic laws, especially the use of mobile phones while driving, the risk of causing an accident is always present In order to increase profits and satisfy customers, many drivers are willing to clip 3, even customers who not want or require helmets This inadvertently endangers not only drivers but also their customers and other road users This is a preview Do you want full access? Go Premium and unlock all 21 pages Access to all documents Get Unlimited Downloads Improve your grades Upload Share your documents to unlock Free Trial Get 30 days of free Premium Already Premium? Log in =>Solution: - In order to minimize the number of traffic law violations, the police need to coordinate with Technology companies providing transportation services such as Grab to propagate and mobilize drivers to raise their awareness Be aware and strictly obey the road traffic laws when participating in traffic - Traffic police force should regularly patrol, control and strictly handle violations and fines - Customers have the right to ask the driver to join the traffic safely, by scoring that driver, even refusing the trip if they feel the risk of an accident or unsafety - Technology businesses that cooperate with drivers need to manage their driver teams closely When there are complaints from customers, they must strictly handle or stop cooperating with that driver Responsibility to partners (Technology drivers)  Issues In 2014, when Grab entered Vietnam, many people started to know what the sharing economy is “When leaving the house, instead of leaving the car seat empty, the application will help you find the nearest person in need of a ride; you will have more income, and the people coming with you also save money than taking a taxi” The message that the companies gave was very suitable for the situation at that time To entice partners (drivers) to participate, owners of ride-hailing apps have come up with extremely favorable policies for drivers, from free app experiences to discount offers: If a GrabBike ride costs 100,000 VND, the driver will make a profit of 85,00090,000 VND, depending on the company The number of people becoming Grab partners has increased dramatically Many people who are office workers, students, delivery workers, from taking advantage of the free time to take advantage of a few rides have decided to become full-time drivers for these "tech" car companies, including both people with motorbikes and people with cars Many people who not have a car also mortgage their property to the bank to buy a car This is a part of the reason why GrabCar initially applied a 20% starting discount to drivers in the Vietnamese market while in other Southeast Asian countries like Indonesia, Thailand and Singapore only applied 10% And as the number of partners (drivers) increases, rewards and discounts become more and more "difficult" To be rewarded according to sales, drivers must run more, the discount rate is also adjusted gradually, 3-5% each time Part time drivers also find it difficult to maintain partnerships due to the increasing quota It's no different from a partner purge of "technological" car companies Full-time runners who want to ensure sales, also have to wear more energy Grab has been present in Vietnam for years, but there are 3-4 times, drivers gather in groups of thousands to protest new policies, but the companies never bear the loss,sometimes they didn't even show up to respond One of the most prominent strikes is the case of Grab increasing service charge and deductions for drivers At that time, Grab made a statement to its partners that: “On October 19, 2020, the Government issued Decree 126/2020/ND-CP detailing a number of articles of the Law on Tax Administration, effective from December 5, 2020 (“Decree 126”).” Accordingly, from December 5, 2020, the value-added tax (VAT) policy applied to activities performed under the business cooperation contract between Grab and the Partners will change as follows: Grab will declare VAT on the entire revenue of the cooperation, by immediately deducting the VAT liability (tax rate of 10%) for the entire ride before dividing the revenue under the contract to the Partner at a COMPREHENSIVE rate (75% or 80%) Personal income tax (PIT) remains unchanged at 1.5% This level is explained by Grab as still ensuring the same 80:20 sharing rate (driver 80% and Grab 20%) as before, and the difference is to collect VAT However, this argument was not approved by drivers because of the fact that their real income per ride with the equivalent distance has decreased compared to the day before December 5th This shows that the driver's real income per ride at the new rate decreased by 1.5 - 4.5% To explain this, before December 5th, the total earning of a ride was divided by 20% for Grab and 80% for the driver before calculating VAT, 10% for Grab and 3% for the driver, respectively (if their annual revenue is over 100 million dong) But after December 5th, the total fare increased, but drivers had to pay 10% of the total VAT and then shared 20% with Grab and earned 80% This means, Grab kept the same sharing rate but took the full 20% This is a preview Do you want full access? Go Premium and unlock all 21 pages Access to all documents Get Unlimited Downloads Improve your grades Upload Share your documents to unlock Free Trial Get 30 days of free Premium Already Premium? Log in For example, before December 5, with a GrabBike ride costing VND 50,000, after deducting the application usage fee (20%) and VAT (3% on 80% of shared revenue), the real driver received VND 38,800 and Grab received 9,000 VND From 5th December toward, with the 6% adjusted average rate, the new GrabBike ride costs VND 53,000 After deducting 10% of VAT paid to the budget, then dividing 20% of the discount to Grab, the driver actually received VND 38,545 (down 225 VND), Grab received 9,540 VND (up 540 VND) Specific cases: Case 1: On the morning of December 7, 2020, hundreds of GrabBike drivers gathered at the office of this business on Duy Tan Street (Cau Giay, Hanoi), protesting the newly increased deduction after Grab increased the fare with customers and increase the deduction rate on each ride with the drivers, starting from 5/12 Most drivers turned off the application, went on strike, and did not accept customers this morning Hundreds of drivers gathered at the headquarters also called for a livestream and went online to urge Grab drivers to continue to gather to protest Nguyen Van S (Hanoi), a driver's running GrabBike said: “Every day, we have to run continuously for 14-16 hours to get 400,000 VND to bring home But if 10% VAT is deducted, there is only more than 300,000 VND remaining So we want Grab to recalculate that VAT Since no one was protecting us, we had to gather here to protest and have a representative come in and talk to the company's management.” At noon, the number of drivers coming to Grab's headquarters on Duy Tan Street became more and more crowded, all of them turned off the app and looked forward to working with the company's representatives Not stopping there, this line of people continued to organize a parade around Ho Guom, Hoan Kiem District, Hanoi This group walked, and held up a banner with the slogan "oppose Grab to increase VAT discounts for drivers" Police must come to the scene to ensure security and order At about 2pm, this group temporarily disbanded, then divided into small groups towards Cau Giay district The situation in the region was temporarily stabilized Not only Grab drivers in Hanoi, in other cities like Hai Phong and Ho Chi Minh City, drivers also called in to turn off the app to protest the policy of Grab Co., Ltd => Solution: Responding to the reaction of GrabBike drivers, a representative of Grab Vietnam Co., Ltd explained that in the absence of an increase in the basic fare, the driver partner's income will decrease by about 7% a year And after adjusting the new fare, the driver's income only decreased by 1%/year New charges still ensure competitiveness in the market The price increase is also aimed at reinvesting in new initiatives, helping research to bring more benefits to customers in the future, and maintaining the competitiveness of services Grab also said that according to Decree 126, business cooperation individuals (in this case, driver partners) are not eligible to directly declare and pay taxes; the business is responsible for collecting and paying tax on behalf of the driver partner Therefore, Grab's deduction of payable tax, declaration and payment for driver partners is in compliance with Vietnamese law All taxes collected on behalf of Grab are paid to the State Treasury by Grab and certified by the tax authority to have fulfilled tax obligations In the discussion on the afternoon of December 10th, Ms Hoang Thi Bich Ha, who was empowered by Grab's Board of Directors to coordinate, said "if the price adjustment is stereotyped, customers will leave Grab, so the price adjustment has been considered very carefully.” Moreover, according to Ms.Ha, Grab cannot reduce the discount rate because "2020 was a very difficult year due to Covid-19" In the long run, customers booking cars decreased, the company had to open other services to meet the needs apart from moving to ensure a ride for partners Until now, although the drivers think that they are disadvantaged, the company still asserts that the new policy is "reasonable to balance the interests of the three parties: the company, the driver and the passenger" Case 2: In fact, this is not the first time drivers have gathered to strike to protest Grab In Ho Chi Minh City, on 10/1/2018, frustrated by the continuous motorbike taxi ride but the income was reduced, and the discount was increased from 20% to 23.6%, hundreds of GrabBike drivers gathered at Big C Mien Dong, District 10 (Grab Vietnam headquarters) to protest At 8:30 a.m, many drivers gathered in the Big C Mien Dong area, then through social networks simultaneously called on colleagues to turn off the application and go on strike At the same time in Ha Noi many Grab partners gathered in front of Kim Anh building (Cau Giay, Hanoi), where Grab's office is located, to protest against the company's unilateral increase in discounts => Solution: When the driver came to work, the Grab side took them to a closed meeting room, but many drivers said that it would not go to an end, because Grab announced that it would deal with each individual if there were any This is a preview Do you want full access? Go Premium and unlock all 21 pages Access to all documents Get Unlimited Downloads Improve your grades Upload Share your documents to unlock Free Trial Get 30 days of free Premium Already Premium? Log in questions and arranged to be resolved next week Therefore, many people had been angry and left but still not been satisfactorily resolved V Future In 2019, In Jakarta, Indonesia Grab announced its “Grab For Good” social impact programme that aims to empower people in Southeast Asia to be part of the fast-growing digital economy through digital literacy and greater digital inclusion Two flagship initiatives under the programme includes “Tech for Good,” a skills training and digital literacy partnership with Microsoft; and regional “Break the Silence” initiative that enables the deaf and hearing-impaired to better participation in the Grab ecosystem “Leave no man behind,” said Anthony Tan, Group CEO and Co-founder of Grab in his opening keynote, referring to Grab’s goal of creating equal access for all, specifically in Southeast Asia As Southeast Asia continues to grow into a global economic powerhouse, he says Grab has the responsibility to serve the communities that drive its business — the micro-entrepreneurs and businesses — to create sustainable livelihoods for themselves This is especially crucial seeing that SMEs contribute almost half of the region’s gross domestic product (GDP)  Grab for Good goals: By leveraging on its technology, platform, and partnerships, Grab has set lofty goals for its “Grab for Good’ programme to be achieved by 2025: Improve digital inclusion and digital literacy in Southeast Asia: Grab aims to bring digital literacy and greater inclusion to million Southeast Asians by 2025 through partnerships with governments, private companies and non-profit organisations Empower micro-entrepreneurs and small business: Grab aims to help over million more traditional businesses, and small merchants digitise their workflows and processes Building future-ready workforces: Grab aims to train 20,000 students through its tech talent initiatives in partnership with educational institutions, nonprofits and leading technology companies like Microsoft According to a report by the World Economic Forum (Aug 2019), 16 percent of ASEAN youth want to work in the technology sector in the future  Tech for Good As part of Grab for Good, Grab announced a regional partnership with Microsoft that aims to empower workers with the necessary technology skills for them to thrive in the new digital economy As many as 6.6 million workers across the six major ASEAN economies will require refs killing by 2028 According to Grab, about 41 percent lack the relevant IT skills that new jobs will demand The collaboration will see Grab and Microsoft collaborate in three ways:  Building technical talent among young people in universities across Southeast Asia  Empowering driver partners and their families through the development of digital skills  Creating a pathway for driver partners to pursue tech-enabled careers, with support from global non-profit GenerationL: You Employed  Break the Silence Starting from the announcement day, Grab will expand its “Break the Silence” initiative to Indonesia and Singapore, after pioneering it in Malaysia and now also running in Thailand Currently, there are over 500 deaf and hearing-impaired driver-partners on the platform Grab plans to double this number over the course of the coming year During the year’s International Week of the Deaf (23-30 September, 2019), Grab would announce partnerships with Gerkatin in Indonesia, Malaysia Federation of the Deaf, Singapore Association of the Deaf, and National Association of the Deaf Thailand Aside from opening more opportunities for the specially-abled, Grab is also implementing process improvements and new features into its Grab passenger and driver apps to facilitate better communication It will also be easier to access customer support via a dedicated live chat feature In Malaysia, Grab will also be creating The Sign Dictionary to teach people how to communicate with the deaf community through a Grab app widget Internally, the company conducts monthly trainings to equip driver-partners to better assist passengers with disabilities VI Sources https://l.facebook.com/l.php?u=https%3A%2F%2Fnewsinfo.inquirer.net %2F1056789%2Flist-grab-ph-controversies-and-issues%3Ffbclid %3DIwAR2u8HQTB4IiGxHQIA-g2jeKzWBS70bgmJaVC3ycNVxVDBQgmKGN1BYbhs&h=AT3Ul_f31uqCzz6V8Qi0HLTqYEKwJutUbj9t4QCPltXXVstip6WfiQvSnltBcvz7L7d6X 5hp68Vh9Z3u38h6NqkiAcXgLX4MvWWr0S1qLt9QA8TDznjI3DVExe5PXsVy GbMaQ https://l.facebook.com/l.php?u=https%3A%2F%2Ftapchigiaothong.vn%2Fhanoi-nhan-nhan-tai-xe-mac-ao-grab-vi-pham-giao-thong-18394688.htm%3Ffbclid %3DIwAR2yabLXYu37itqO1dtxuB47X1KzztQfUCuNeYP5ej3ZaV95Caglu4XuhQ&h=AT3Ul_f31uqCzz6V8Qi0HLTqYEKwJutUbj9t4QCPltXXVstip6WfiQvSnltBcvz7L7d6X 5hp68Vh9Z3u38h6NqkiAcXgLX4MvWWr0S1qLt9QA8TDznjI3DVExe5PXsVy GbMaQ https://l.facebook.com/l.php?u=https%3A%2F%2Fwww.thinkswap.com %2Fmy%2Ftar-uc%2Fbbdm3193-strategic-planning-management %2Fstakeholders-and-csr-initiatives-grab%3Ffbclid%3DIwAR0HT_-hNSm-00LlBrUqUWQZoBX0WxRuATMAVnwEl7Yl35vRzYDeqMoxzE&h=AT3Ul_f31uqCzz6V8Qi0HLTqYEKwJutUbj9t4QCPltXXVstip6WfiQvSnltBcvz7L7d6X This is a preview Do you want full access? Go Premium and unlock all 21 pages Access to all documents Get Unlimited Downloads Improve your grades Upload Share your documents to unlock Free Trial Get 30 days of free Premium Already Premium? Log in 5hp68Vh9Z3u38h6NqkiAcXgLX4MvWWr0S1qLt9QA8TDznjI3DVExe5PXsVy GbMaQ https://l.facebook.com/l.php?u=https%3A%2F%2Fgrab.careers%2Flife-atgrab%2F%3Ffbclid%3DIwAR10eQrQMj7rQCwGN3ajKOJIjib8CUWu3iohbNzYLYIkz6WT4uPqBQDvTg&h=AT3Ul_f31uqCzz6V8Qi0HLTqYEKwJutUbj9t4QCPltXXVstip6WfiQvSnltBcvz7L7d6X 5hp68Vh9Z3u38h6NqkiAcXgLX4MvWWr0S1qLt9QA8TDznjI3DVExe5PXsVy GbMaQ https://l.facebook.com/l.php?u=https%3A%2F%2Fwww.comparably.com %2Fuk-UK%2Fcompanies%2Fgrab%3Ffbclid %3DIwAR1lAmqvOkaOF2dXz52iJ_tk8bjffDrFMrbAPonZk9JtxPtmqWFyh8pcs GM&h=AT3Ul_f31uqCzz6V8Qi0HLTqYEKwJutUbj9t4QCPltXXVstip6WfiQvSnltBcvz7L7d6X 5hp68Vh9Z3u38h6NqkiAcXgLX4MvWWr0S1qLt9QA8TDznjI3DVExe5PXsVy GbMaQ https://l.facebook.com/l.php?u=https%3A%2F%2Fsg.indeed.com%2Fcmp %2FGrab%2Freviews%3Fftopic%3Dculture%26fbclid%3DIwAR2PLTVu0DZ_MUSPtKKRIfsUF24MHaNMGIbu_6nxKbczHsesgc2bi00CU&h=AT3Ul_f31uqCzz6V8Qi0HLTqYEKwJutUbj9t4QCPltXXVstip6WfiQvSnltBcvz7L7d6X 5hp68Vh9Z3u38h6NqkiAcXgLX4MvWWr0S1qLt9QA8TDznjI3DVExe5PXsVy GbMaQ