MIDSTREAM

ACCESS MIDSTREAM PARTNERS INVESTOR PRESENTATION JULY 2013

FORWARD-LOOKING STATEMENTS
Certain statements and information in this presentation may constitute forward-looking statements. The words believe, expect, anticipate, plan, intend, foresee, should, would, could, or similar expressions are intended to identify forward-looking statements, which are generally not historical in nature. These forward-looking statements are based on current expectations and beliefs concerning future developments and their potential effect on us. While management believes that these forward-looking statements are reasonable as and when made, there can be no assurance that future developments affecting us will be those that we anticipate. All comments concerning our expectations for future revenues and operating results are based on our forecasts for our existing operations and do not include the potential impact of any future acquisitions. Our forward-looking statements involve significant risks and uncertainties (some of which are beyond our control) and assumptions that could cause actual results to differ materially from our historical experience and our present expectations or projections. Important factors that could cause actual results to differ materially from those in the forward-looking statements include, but are not limited to, those summarized below: dependence on Chesapeake Energy Corporation, Total E&P USA, Inc., Mitsui & Co., Anadarko Petroleum Corporation and Statoil for a majority of our revenues; the impact on our growth strategy and ability to increase cash distributions if producers do not increase the volume of natural gas they provide to our gathering systems; oil and natural gas realized prices; the termination of our gas gathering agreements; our potential inability to maintain existing distribution amounts or pay the minimum quarterly distribution to our unitholders; the limitations that Chesapeakes and our own level of indebtedness may have on our financial flexibility; our ability to obtain new sources of natural gas, which is dependent on factors largely beyond our control; the availability of capital resources to fund capital expenditures and other contractual obligations, and our ability to access those resources through the debt or equity capital markets; competitive conditions; the unavailability of third-party pipelines interconnected to our gathering systems or the potential that the volumes we gather do not meet the quality requirement of such pipelines; new asset construction may not result in revenue increases and will be subject to regulatory, environmental, political, legal and economic risks; our exposure to direct commodity price risk may increase in the future; our ability to maintain and/or obtain rights to operate our assets on land owned by third parties; hazards and operational risks that may not be fully covered by insurance; our dependence on Chesapeake for substantially all of our compression capacity; our lack of industry diversification; and

legislative or regulatory changes, including changes in environmental regulations, environmental risks, regulations by FERC and liability under federal and state environmental laws and regulations.

Other factors that could cause our actual results to differ from our projected results are described in our 2011 Form 10-K and our other SEC filings. Individuals are cautioned not to place undue reliance on forward-looking statements, which speak only as of the date hereof. We undertake no obligation to publicly update or revise any forward-looking statements after the date they are made, whether as a result of new information, future events or otherwise.

PARTNERSHIP OVERVIEW

Provides midstream gathering and processing services in leading unconventional plays including the Barnett, Eagle Ford, Haynesville, Marcellus, Niobrara and Utica Shales and Mid-Continent region As of December 2012, Global Infrastructure Partners and Williams each own 50% of the GP Customers include Chesapeake, Total, Statoil, Anadarko Petroleum, Mitsui, Shell and other producers The Partnership went public in July 2010 with a ~$513 million IPO; current public float is ~36% of outstanding units

BEST IN CLASS MLP

Best in Class Midstream Business Model

Industry Leading Organic Growth Platform

Key Investment Highlights

Protected Distributions Strategically Located Assets Substantial Growth Potential Operational Excellence World-Class Sponsorship Experienced Management Team

ACMP INVESTMENT HIGHLIGHTS

Low Risk Business Model Fixed fee revenue model with no direct commodity price exposure Contractual structure creates cash flow stability and visibility

Industry Leading Growth

~$3.5B of CAPEX in 2013 - 2015 generating contractual mid-teens return Enhanced strategic emphasis on third party opportunities

Conservative Financial Strategy

Maintain strong liquidity and a conservative balance sheet Target investment grade financial metrics to optimize cost of capital

Experienced Management Team

Same team that has delivered industry leading performance since IPO Dedicated and experienced with a proven midstream track record

Stable Ownership Structure

GIP provides strong M&A and financial capabilities Williams brings expertise across the midstream value chain

BUSINESS MODEL COMPARISON

Comparative Assessment
Risk Factors Commodity Price Re-Contracting Volume Inflation Capital Cost
Overall Business Model

ACMP
Minimal exposure (fixed fee) Long-term acreage dedication Contractual protections Contractual protections Contractual protections Contractual protections Best in Class

Typical Long Haul Pipeline MLPs

Indirect Medium term Firm transport revenues Depreciated rate base Rate review Cost of service Low Risk

Typical G&P MLPs

Direct & Indirect Short term None None None Varies Moderate Risk

Business Model Provides Protected and Visible Distributions

LEADING CONTRACT STRUCTURE

STRUCTURE CREATES CASH FLOW STABILITY ACROSS ALL BASINS
Barnett Direct Commodity Price Exposure Contract Structure Marcellus Mid-Continent Haynesville Eagle Ford Utica Niobrara

100% Fixed Fee

100% Fixed Fee

100% Fixed Fee

100% Fixed Fee

100% Fixed Fee

100% Fixed Fee

100% Fixed Fee

MVC and Fee Redetermination

Cost of Service and EBITDA Commitment

Annual Fee Redetermination

Annual Fee Redetermination / Cost of Service and Fixed Fee with MVC Fee Tiers and Fee Tiers 10-20 Year Acreage Dedication 20 Year Acreage Dedication

Cost of Service (gathering) / Fixed Fee (processing) 15-20 Year Acreage Dedication

Cost of Service

Re-Contracting

20 Year Acreage Dedication

15 Year Acreage Dedication

20 Year Acreage Dedication

20 Year Acreage Dedication

Volume Protection

10 Year MVC Two Year EBITDA and Fee Commitment Redetermination in and Cost of Service 2012 and 2014 2.0% Fee Escalation Cost of Service

Annual Fee Redetermination

Annual Fee Redetermination / Two Year Fee Tiers 5 Year MVC and and Cost of Service Fee Tiers 2.5% Fee Escalation Cost of Service

Cost of Service (gathering only) Cost of Service (gathering) / 1.5% Fee Escalation (processing) Cost of Service (gathering only)

Cost of Service

Inflation Protection

2.5% Fee Escalation

Cost of Service

Capital Protection

Fee Redetermination in 2012 and 2014

Cost of Service

Annual Fee Redetermination

Annual Fee Redetermination (Springridge only)

Cost of Service

Cost of Service

LOW RISK BUSINESS MODEL

Considerations Mitigants MVC and long-term acreage dedications Volume & Capital Rate redetermination, cost of service and fee tiers Conservative maintenance capital Arms-length, 10-20 year contracts at market rates Re-Contracting Critical infrastructure providing access to market Dedicated acreage

100% fixed fee revenues

Commodity & Basin

Commitment to maintain contract structure / business model as business grows Concentrated in low cost basins

Gathering and processing services located in the core of leading U.S. basins Counterparty Producer required to transfer ACMP contracts in the event of an upstream property sale All gathering fees are based on market, mid-teen return economics

EXPANDING ASSET BASE

High quality, scalable asset base High growth unconventional plays Key Operating Data(1)
Total Assets: Dedicated Areas: Miles of Pipe: Volume: Direct Employees: ~$6.9 billion ~8.7 million acres 6,101 3,550 mmcf/d 1,279
ACMP Assets

1) Data as of quarter ended March 31, 2013. Volume is net to Partnership.

ACMP IS THE LARGEST G&P MLP

1Q 2013 Average Daily Throughput of Gathering Assets
Mmcfe/d 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 ACMP DPM NGLS MWE WES RGP XTEX APL CMLP

LEADING GROWTH PLATFORM

Contractual growth
Organic Growth CAPEX
$ in millions $1,600-$1,700

Escalating MVC and EBITDA Commitment Fee redeterminations, cost of service and fee tiers Annual fee escalations

$1,000-$1,100 $800-$900 $660 $345

Organic growth CAPEX $345 million in 2011 $660 million in 2012 $1.6-$1.7 billion in 2013 $1.0-$1.1 billion in 2014 $800-900 million in 2015 New producer opportunities Bolt-on M&A focus

2011A

2012A

2013E

2014E

2015E

Organic EBITDA Growth

$ in millions $1,200-$1,300 $1,000-$1,100 $800-$850 $478 $349

Business development growth

2011A

2012

2013E

2014E

2015E

11

RECENT TRANSACTION OVERVIEW

ACMP Acquisition of CHK Midstream Assets (CMD)

ACMP acquires a substantial majority of Chesapeake Energys remaining midstream assets (CMD) for $2.16 billion Unique opportunity to accelerate ACMPs drop down story
Partnership establishes a significant footprint in leading unconventional basins Enhances strategic scale and diversity

WMB Strategic Investment in ACMP

The Williams Companies, Inc. (WMB) partners with GIP, enhancing sponsorship of ACMP
WMB acquires 50% of ACMP GP and ~23% of LP Units; an endorsement of ACMPs strategic platform and potential Leading midstream operational and development capabilities complement ACMPs already strong position

Substantial GIP and WMB Equity Investment

Sponsors invest $700 million in new long-term equity in support of the transaction
Equity structured with PIK and subordinated features to support near-term build out of gathering and processing platform Demonstrates investment to ACMPs long term success
12

TRANSACTION HIGHLIGHTS
EXPANDS SCALE AND DIVERSITY WITH STRATEGIC SPONSOR SUPPORT
Expanding Footprint and Scale Increased Diversification Creates the largest gathering and processing MLP measured by volume Addition of CMD midstream assets positions ACMP among largest midstream MLPs Adds significant acreage dedications in key unconventional basins Enhanced exposure to oil/liquids focused drilling and entry into gas processing segment of the value chain Low-risk gathering and processing contracts with appropriate downside protection that provide stable cash flow profile No direct commodity exposure in all basins with contractual features supporting cash flow generation Contractual features deliver predictable, growing cash flows Near-term contractual downside protection provides near-term revenue risk mitigation Leading long-term organic growth project pipeline Substantial growth capex expected to be deployed in the next five years, earning a contractual mid-teens return Significant incremental equity investment from strong sponsors in GIP and WMB Williams adds vast expertise across the midstream value chain for natural gas and NGLs with its significant strategic investment and endorsement of ACMP
13

Low Risk Contract Structure

Predictable Cash Flow Growth

High Quality Organic Growth Platform

Strong Sponsorship from GIP / WMB

WORLD-CLASS SPONSORSHIP

Global Infrastructure Partners (GIP) is a leading global infrastructure investor Proven reputation as an infrastructure industry leader Deep energy sector expertise combined with industrial best practice operational management Energy investments include Access Midstream Partners, Ruby Pipeline, Transitgas Pipeline, Terra-Gen Power and Channelview Cogeneration GIP manages in excess of $15 billion within its two funds

Williams provides an established history of managing, developing and completing large scale organic projects within the midstream sector Williams management team adds further operational and development experience Potential to expand services to new customer base Ability to take advantage of shared services Benefit from best practices from industry leader

14

WORLD-CLASS MANAGEMENT TEAM

Name / Title Current / Prior Experience ACMP Management Team
J. Mike Stice Chief Executive Officer Robert S. Purgason Chief Operating Officer David C. Shiels Chief Financial Officer David A. Daberko Chairman, Independent Director Alan S. Armstrong William B. Berry Independent Director William J. Brilliant Donald R. Chappel Domenic J. DellOsso, Jr. Philip L. Frederickson Independent Director Matthew C. Harris Suedeen G. Kelly Independent Director Robert S. Purgason James E. Scheel J. Mike Stice William A. Woodburn

Yrs Experience

President and COO Chesapeake Midstream Development, LLC Various senior management roles ConocoPhillips COO Crosstex Energy Services, LP Various senior management roles The Williams Companies CFO GE Security Americas Various finance and operations roles Conoco, Inc.

30 35 25

Board of Directors

Retired Chairman and CEO National City Corp

35 25 35 15 35 15 35 25 30 35 25 30 35
15

President and CEO Williams Retired EVP of ConocoPhillips

Principal Global Infrastructure Partners SVP and CFO Williams EVP and CFO Chesapeake Energy Retired EVP of Planning, Strategy and Corporate Affairs ConocoPhillips Founding Partner Global Infrastructure Partners Co-Chair Akin Gump Strauss Hauer & Feld, LLP Former FERC Commissioner (2003 2009) COO Access Midstream Partners SVP Williams CEO Access Midstream Partners Founding Partner Global Infrastructure Partners

ASSET OVERVIEW

BARNETT OVERVIEW
MATURE ASSET WITH 10-YEAR MVC PROTECTION
Asset Summary
Resource Services Gas Gathering Systems Miles of Pipeline Gas Gathered Gas Compression (horsepower) Dedicated Area Contract Structure Dry Gas Gathering, Compression, Treating 34 854 1,066 mmcf/d 153,115 930,987 acres MVC and Fee Redetermination

Barnett Shale Assets

17

EAGLE FORD OVERVIEW

KEY ASSETS IN LEADING LIQUIDS RICH BASIN
Asset Summary
Resource Services Gas Gathering Systems Miles of Pipeline Gas Gathered Gas Compression (horsepower) Dedicated Area Contract Structure Associated Gas (Oil), Wet Gas Gathering, Compression, Treating 13 687 228 mmcf/d 58,667 1,382,000 acres Cost of Service, Fee Tiers in 2013, 2014

Eagle Ford Shale Assets

18

HAYNESVILLE OVERVIEW
MATURE ASSET WITH CONTRACTUAL PROTECTIONS
Asset Summary
Resource Services Gas Gathering Systems Miles of Pipeline Gas Gathered Gas Compression (horsepower) Dedicated Area Contract Structure Dry Gas Gathering, Compression, Treating 17 581 770 mmcf/d 20,195 546,739 acres Fixed fee with MVC, fee redetermination and fee tiers

Haynesville Shale Assets

19

MARCELLUS OVERVIEW
STRATEGICALLY POSITIONED IN LEADING SHALE BASIN
Asset Summary
Resource Services Gas Gathering Systems Miles of Pipeline Gas Gathered (net) Gas Compression (horsepower) Dedicated Area Contract Structure Ownership Accounting Treatment Dry and Wet Gas Gathering, Compression 50 1,204 863 mmcf/d 94,975 1,739,640 acres Cost of Service and EBITDA Commitment ~ 48% ACMP owned and operated Equity Investment

Marcellus Shale Assets

20

MID-CONTINENT OVERVIEW
LIQUIDS RICH GATHERING DEDICATION WITH RATE REDETERMINATION CONTRACT STRUCTURE
Asset Summary
Resource Services Gas Gathering Systems Miles of Pipeline Gas Gathered Gas Compression (horsepower) Dedicated Area Contract Structure Associated Gas (Oil), Dry and Wet Gas Gathering, Compression, Treating 178 2,603 559 mmcf/d 107,356 1,964,245 acres Annual Fee Redetermination

Mid-Continent Assets

21

NIOBRARA OVERVIEW
LIQUIDS-RICH GATHERING & PROCESSING DEDICATION WITH COST OF SERVICE CONTRACT STRUCTURE
Asset Summary
Resource Services Gas Gathering Systems Miles of Pipeline Gas Gathered Gas Compression (horsepower) Dedicated Area Contract Structure Ownership Accounting Treatment Associated Gas (Oil), Wet Gas Gathering, Compression, Processing 3 100 19 mmcf/d 9,455 311,000 acres Cost of Service 50% ACMP owned and operated Consolidated

Niobrara Shale Assets

22

UTICA GATHERING SYSTEM OVERVIEW

WET GAS, DRY GAS AND NGL SERVICES
Asset Summary
Asset Resource Services Gas Gathering Systems Miles of Pipeline Gas Gathered Gas Compression (horsepower) Dedicated Area Contract Structure Ownership Cardinal Gas Services (CGS) Associated Gas (Oil), Wet Gas Gathering, Compression, Dehydration 3 67 47 mmcf/d 11,555 1,453,000 acres Cost of Service ACMP 66%, Operator TOTAL 25% EnerVest 9% Consolidated Utica Gas Services (UGS) Dry Gas Gathering, Compression, Dehydration 4 5 7 mmcf/d 0 393,000 acres Cost of Service 100% ACMP owned and operated N/A

Utica Shale Assets

Accounting Treatment

23

UTICA EAST OHIO PROCESSING OVERVIEW

PROCESSING DEDICATION IN WET GAS WINDOW
Project Summary
Current Status Processing Plants Fractionation NGL Storage Under Construction 4 (200 mmcf/d each) 135,000 Bbl/d (C2+) 870,000 Bbls Propane 450,000 Bbls Butane 300,000 Bbls Natural Gasoline 120,000 Bbls 24 processing spine pipeline 12 NGL pipeline 2 2 Fixed Fee with capex protection ACMP 49% Momentum 30% EnerVest 21% Equity Investment

Utica Shale Assets

Processing Spine Pipeline NGL Pipeline Residue Gas Delivery Points NGL Delivery Points Contract Structure Ownership

Accounting Treatment

24

FINANCIAL OVERVIEW

FINANCIAL POLICIES
CONSISTENT, CONSERVATIVE FINANCIAL STRATEGY
ACMP Commentary

Maintain Stable Cash Flows

Capitalize on the value of key contractual commitments Continue to seek long-term, fee-based revenues Preserve revenue model with no direct commodity exposure Strong sponsorship in both GIP and WMB Maintain conservative and flexible capital structure with ample liquidity and target
investment grade metrics

Capitalize on Financial Flexibility

Use strong balance sheet to pursue broad range of growth opportunities Right business model for consistent, predictable cash flow generation Strong portfolio of assets with growing EBITDA profile Attractive distribution coverage; excess cash flow reduces equity need

Deliver Consistent Performance

26

FINANCIAL PERFORMANCE
FINANCIAL PERFORMANCE HIGHLIGHTS STRENGTH OF ACMP MODEL
Adjusted EBITDA(1)
$ in millions $ in billions

Enterprise Value
$184 $9.0 $10.6

$73 $76

$84

$92

$97

$118 $121 $120 $119 $4.3 $2.6 $5.0

4Q'10 1Q'11 2Q'11 3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13

IPO July 2010

2010

2011

2012

1Q 2013

Distribution / Unit
$ / unit basis $0.4675 $0.435 $0.450 $0.405 $0.420 $0.390 $0.375 $0.350 $0.3625 $0.3375

Distribution Coverage Ratio

1.40x 1.23x 1.15x 1.23x

4Q'10 1Q'11 2Q'11 3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13
(1) Includes quarterly allocation of MVC payments in 2010, 2011 and 2013.

2010

2011

2012

1Q 2013

27

HIGHLY VISIBLE GROWTH

ACMP FINANCIAL OUTLOOK UPDATED WITH 2015
2013 - 2015 ACMP Financial Outlook
($ million)

2013 800 850 1,600 1,700 ~110

2014 1,000 1,100 1,000 1,100 ~110

2015 1,200 1,300 800 - 900 ~110

EBITDA Growth Capital Maintenance Capital

Capable of delivering sustained ~15% annual distribution growth

28

PARTNERSHIP STRUCTURE
STRATEGIC GENERAL PARTNERS; STRONG GOVERNANCE
Global Infrastructure Partners II
39.4% Limited Partner Interest

The Williams Companies, Inc

22.8% Limited Partner Interest

50%

50%

Access Midstream Partners GP, LLC

100% of 2% GP interest + IDRs

Public Common Unit Holders

35.8% Limited Partner Interest

Access Midstream Partners, LP (NYSE:ACMP)

Barnett

Eagle Ford

Haynesville

Marcellus

MidContinent

Niobrara

Utica

29

OUR COMMITMENT TO SAFETY & ENVIRONMENTAL EXCELLENCE

Every day, across every part of our business, Access is committed to
safety and environmental excellence Excellence Safety Environment Community Focus Continuous Improvement Through: Continuous Training Screening Contractors Implementing Safety Programs Stewardship Projects Minimizing our Environmental Footprint
30

Every day, we commit to:

CORPORATE INFORMATION
ACMP Headquarters
525 Central Park Dr. Oklahoma City, OK 73105 (877) 413-1023 Web site: www.accessmidstream.com

Contact:
Dave Shiels Chief Financial Officer dave.shiels@accessmidstream.com (405) 727-1740

FINANCIAL STATEMENTS
Three Months Ended March 31, 2013 2012 Revenues(1) ........................................................................................ Operating Expenses Operating expenses ............................................................................ Depreciation and amortization expense .............................................. General and administrative expense ................................................... Other operating (income) expense ...................................................... Total operating expenses............................................................ Operating income ................................................................................ Other income (expense) Income from unconsolidated affiliates ................................................ Interest expense .................................................................................. Other income ....................................................................................... Income before income tax expense..................................................... Income tax expense ............................................................................ Net income.................................................................................. Net income attributable to noncontrolling interests ..................... Net income attributable to Access Midstream Partners, L.P. ...... Limited partner interest in net income Net income attributable to Access Midstream Partners, L.P................ Less general partner interest in net income......................................... Limited partner interest in net income ................................................. Net income per limited partner unit basic and diluted Common units ............................................................................... Subordinated units ........................................................................ Weighted average limited partner units outstanding used for net income per unit calculation basic and diluted (in thousands) Common units ............................................................................... Subordinated units ........................................................................ 59,538 (4,792) 54,746 52,366 (1,429) 50,937 $ $ 236,959 82,763 66,650 23,734 91 173,238 63,721 $ 154,674 48,682 38,438 11,478 (45) 98,553 56,121

25,008 (27,062) 269 61,936 1,240 60,696 1,158 59,538 $

12,987 (15,958) 55 53,205 839 52,366 52,366

0.14 0.29

0.34 0.34

98,421 69,076

79,276 69,076

(1) Excludes revenue from equity investments of $47.1 million and $29.3 million for the three months ended March 31, 2013 and 2012, respectively that is included in Income from Unconsolidated Affiliates.

32

FINANCIAL STATEMENTS
As of March 31, 2013 Assets Total current assets ............................................................................. Property, plant and equipment Gathering systems............................................................................ Other fixed assets............................................................................. Less: Accumulated depreciation ....................................................... Total property, plant and equipment, net ................................. Investment in unconsolidated affiliates ............................................. Intangible customer relationships, net .............................................. Deferred loan costs, net ................................................................... Total assets.............................................................................. Liabilities and Partners Capital Total current liabilities.......................................................................... Long-term liabilities Long-term debt ................................................................................. Other liabilities .................................................................................. Total long-term liabilities .......................................................... Total partners capital .......................................................................... Total liabilities and partners capital ......................................... $ $ 274,541 2,777,000 5,501 2,782,501 3,794,372 6,851,414 $ $ 259,261 2,500,000 5,333 2,505,333 3,796,506 6,561,100 $ $ 179,945 5,365,728 109,824 (650,849) 4,824,703 1,443,033 349,339 54,394 6,851,414 $ $ 219,766 5,125,746 96,916 (590,614) 4,632,048 1,297,811 355,217 56,258 6,561,100 As of December 31, 2012

33

FINANCIAL STATEMENTS
Three Months Ended March 31, 2013 2012 Cash flows from operating activities Net income ........................................................................................ $ Adjustments to reconcile net income to net cash provided by operating activities: Depreciation and amortization ..................................................... Income from unconsolidated affiliates.......................................... Other non-cash items .................................................................. Changes in assets and liabilities Increase in accounts receivable ............................................. Increase in other assets ......................................................... Decrease in accounts payable ............................................... Increase in accrued liabilities ................................................. Net cash provided by operating activities ............................ Cash flows from investing activities Additions to property, plant and equipment ....................................... Investments in unconsolidated affiliates ............................................ Proceeds from sale of assets ............................................................ Net cash used in investing activities.................................... Cash flows from financing activities Proceeds from long-term borrowings................................................. Payments on long-term borrowings ................................................... Issuance of senior notes.................................................................... Distribution to unitholders .................................................................. Proceeds from noncontrolling interests ............................................. Debt issuance costs .......................................................................... Other adjustments ............................................................................. Net cash provided by (used in) financing activities.............. Net increase (decrease) in cash and cash equivalents ...................................................................... Cash and cash equivalents Beginning of period ........................................................................... End of period ..................................................................................... $ 60,696 $ 52,366

66,650 (25,008) 4,135 (29,774) (4,054) (11,743) 19,228 80,130 (270,954) (86,981) 1,307 (356,628) 715,900 (438,900) (84,073) 18,980 (91) 211,816 (64,682) 64,994 312 $

38,438 (12,987) 1,932 (33,058) (1,694) (7,832) 30,050 67,215 (80,593) (45,276) 421 (125,448) 245,600 (870,500) 750,000 (58,932) (13,653) 5,721 58,236 3 22 25

34