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United States – Retail/WholesaleOverview of 2011 Product Portfolio and Survey Methodology
David Wathen and Eric ZitanerMarch 3, 2011
Towers Watson Data Services
United States – Energy ServicesOverview of U.S. Compensation Data Bank (CDB) Energy Services Survey
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Towers Watson Data Services Agenda
CDB Product Overview
Enhancements for 2011
Survey Job Structure
MMPS Survey Methodology
Job Matching
Energy Industry Trends
Participation Process
Survey Results
Questions and Comments
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Towers Watson Data ServicesCDB Product Overview
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Towers Watson Data Services Geographical Breadth – Survey coverage in over 100 countries
CanadaUnited States
AlbaniaAlgeriaAustriaAzerbaijanBahrainBelarusBelgiumBosniaBulgariaCroatiaCyprusCzech RepublicDenmarkEgyptEstoniaFinlandFranceGeorgiaGermanyGhanaGreeceHungary
IraqIrelandIsraelItalyIvory CoastJordanKazakhstanKenyaKuwaitLatviaLebanonLibyaLithuaniaLuxembourgMacedoniaMoldovaMontenegroMoroccoNetherlandsNigeriaNorway
OmanPolandPortugalQatarRomaniaRussiaSaudi ArabiaSenegalSerbiaSlovakiaSloveniaSouth AfricaSpainSwedenSwitzerlandTunisiaTurkeyUkraineUnited Arab EmiratesUnited Kingdom
ArgentinaBrazilChileColombiaCosta RicaDominican RepublicEcuadorEl SalvadorGuatemala
HondurasMexicoNicaraguaPanamaPeruPuerto RicoTrinidad & TobagoUruguayVenezuela
AustraliaBangladeshCambodiaChinaHong Kong IndiaIndonesiaJapanKoreaMalaysia
New ZealandPakistanPhilippinesSingaporeSri LankaTaiwanThailandVietnam
Europe, Middle East and Africa
Latin America
North America
Asia Pacific
Over 35,000 organizations participate, providing data on 9.2 million incumbents worldwide
Hernan Ventura
Jasbir Singh
Jeric Ramos
Marc McBrearty
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Towers Watson Data Services Compensation Data Bank (CDB)
Middle Management, Professional and Support Compensation Survey
• Functions and Disciplines reported by Career Level with reference to corresponding Global Grades
• Single data solution for support through middle management levels• Globally adopted methodology• Total direct compensation
Executive Survey• Executives reported by benchmark jobs• Long-term incentive values by benchmark and pay level• Total direct compensation• Results by organization unit by revenue
Leveling Approach
FunctionsDisciplines
Career Levels
Benchmark Job Approach
Exec. Benchmarks Scope Measures
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Towers Watson Data Services Long-Term Incentives
Towers Watson is a leader in long-term incentive expertise. In the U.S. market, we have been valuing long-term incentives for over 30 years
The CDB surveys collect long-term grants for all employee levels; providing a complete picture of the expected value of long-term incentives from the CEO to the lowest eligible salary level
Expected values are presented by pay level and also:Executive Benchmarks in the Executive SurveyFunction/Discipline/Career Level in the MMPS Survey
Accounting value is our standard methodology; we also have a proprietary valuation methodology
Long-term incentive policies and practices have been enhanced this year based on the extensive coverage in both of our legacy databases
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Towers Watson Data ServicesCDB Energy Services and General Industry Survey Integration
CDBGeneral IndustryDatabase
CDBEnergy ServicesSurvey Report
CDBGeneral IndustrySurvey Report
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Towers Watson Data ServicesEnhancements for 2011
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Towers Watson Data ServicesCDB Energy Services Enhancements for 2011
Executive Benchmark job codes changed to be compatible with MMPS
Enhanced leveling methodologyCareer Bands replace Career LaddersGlobal Grades underpin Career Levels and Executive Benchmarks
Support Career Levels added ─ three new Career BandsTechnical Support (T1−T4)Business Support (U1−U4)Production/Operations (W1−W4)
New AAT Administrative Transportation Services Function separated from AAS Administrative Services
Reconfigured/recoded Finance Functions/Disciplines
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Towers Watson Data ServicesCDB Energy Services Enhancements for 2011 (continued)
Moved Modeling, Forecasting and Economic Analysis and Business Operations Analysis to General Industry (AEM and AEO)
New All Industry Disciplines
Select GI Disciplines recoded to stay below the 200 number series (e.g., AHR)
CDB Renewable/Alternative Energy Survey jobs now covered in the CDB Energy Services Survey
New/enhanced Energy Functions/DisciplinesETM Electric Transmission Construction and/or Maintenance
ETO Electric Transmission Operations
APM080 Emerging Technologies Acquisition and Implementation Project Management
ARE500 Conduit Joint Use Agreement Coordination
AZT505 Geographical Information Systems (GIS) Technical Specialty
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Towers Watson Data ServicesNew Function: AAT – Administrative Transportation Services
2010
AAS Administrative Services
AAS000 Administrative Services Generalist/Multidiscipline
AAS010 Office/Location Services
AAS020 Library/Information Services
AAS050 Aircraft Management
AAS060 Aviation − Pilots
AAS070 Food Services
AAS080 Vehicle Fleet Management
2011
AAT Administrative Transportation Services
AAT000 Administrative Transportation Services Generalist/Multidiscipline
AAT010 Vehicle Fleet Management
AAT015 Vehicle Maintenance
AAT020 Driver/Chauffeur
AAT030 Aircraft Management
AAT040 Aviation Operations
AAT050 Aviation − Pilots
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Towers Watson Data Services Finance Functions Reconfigured
2010
AFA Accounting, Credit and Collections
AFT Financial Analysis, Audit and Tax
2011
AFA Finance
AFB Accounting
AFC Credit and Collections
AFT Financial Analysis and Tax
AFU Audit and Financial/Business Controls
AFY Risk Management
AEC Economics
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Towers Watson Data Services Two Functions Moved To All Industry
2010
EBM Modeling, Forecasting and Economic Analysis
EBO Business Operations Analysis
2011
AEM Modeling, Forecasting and Economic Analysis
AEO Business Operations Analysis
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Towers Watson Data Services New All Industry Disciplines
AAS011 Clerical
AAS012 Word Processing/Presentations
AAS013 Print Services
AAS030 Receptionist/Switchboard
AAS040 Secretarial/Executive Administrative Assistance
AAS050 Travel Services
AAS072 Food and Beverage Service
AAS074 Food Preparation
AAY002 Security Armed
AAY003 Security Unarmed
AHR105 Employee Assistance Program Administration
AID055 Application Development Support
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Towers Watson Data Services New All Industry Disciplines (continued)
AIT085 Data Control
AIT086 Data Entry
AMK025 Advertising
AMK028 Marketing – Sponsorship
AMK110 E-Commerce Marketing
AMK111 Internet Search Optimization
AMK112 Social Media Marketing
AMK114 Website Traffic Analysis
AMS022 Customer Contact Center – Complaints Escalation
AMS024 Customer Contact Center Planning and Monitoring
AMS026 Customer Contact Center Process Improvement
AMS090 Customer Contact Center Training/Coaching
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Towers Watson Data Services ETM – Electric Transmission Construction and/or Maintenance
2010
ETM000 Electric Transmission Construction and/or Maintenance Generalist/Multidiscipline
ETM010 Electric Transmission Equipment Testing
ETM020 Electric Transmission Equipment Repair
2011
ETM000 Electric Transmission Construction and/or Maintenance Generalist/Multidiscipline
ETM002 Electric Transmission Construction
ETM004 Electric Transmission Maintenance
ETM010 Electric Transmission Equipment Testing
ETM020 Electric Transmission Equipment Repair
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Towers Watson Data Services ETO – Electric Transmission Operations
Detailed language in the Generalist/Multidiscipline moved to new ETO005 Electric Transmission System Operations – Reliability Discipline
Deleted ETO010 Electric Transmission System Operations – Load Balancing and Generation Dispatch since it blended too many responsibilities
Removed “ISO/RTO” from ETO020 and ETO030 titles
ETO000 Electric Transmission Operations Generalist/Multidiscipline
ETO005 Electric Transmission System Operations – Reliability
ETO014 Electric Transmission System Operations – Interchange Scheduling / Load Balancing
ETO016 Electric Transmission System Operations – Generation Operations
ETO020 Reliability Coordination
ETO030 Electric Transmission Tariff Administration
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Towers Watson Data ServicesSurvey Job Structure
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Towers Watson Data ServicesGeneral Industry Functions
All IndustryCode FunctionAAA + Top ExecutiveAAB + Profit Center ManagementAAS Administrative ServicesAAT + Administrative Transportation ServicesAAY SecurityACA Corporate Affairs/CommunicationsACD Strategic Planning/Corporate DevelopmentAEC + EconomicsAEM + Modeling, Forecasting and Economic AnalysisAEO + Business Operations AnalysisAFA + FinanceAFB + AccountingAFC + Credit and CollectionsAFT + Financial Analysis and TaxAFU + Audit and Financial/Business ControlsAFY + Risk ManagementAGA + General AdministrationAHR Human ResourcesAHS Environmental, Health and SafetyAIC + Information TechnologyAID IT DevelopmentAIT IT AdministrationALG LegalALS Legal SupportAMJ+ Sales and MarketingAMK MarketingAMS Customer Support/OperationsAMT Technical Customer SupportAPA Plant AdministrationAPM Project/Program ManagementAQY Quality Assurance Methods
Customer/Client Management and Sales Code FunctionCAM Account ManagementCBM Bid ManagementCDM Client Service Delivery ManagementCSD Direct SalesCUS Sales Support and AdministrationCUT Technical Sales Support
+ New or Revised/Recoded Function
ARE Real Estate and FacilitiesASC Supply Chain ManagementAZA + Engineering and ConstructionAZC + ConstructionAZE EngineeringAZT Technical Specialty/Skilled TradeAZU + Manual/Unskilled Labor
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Towers Watson Data ServicesEnergy Services Functions
Energy Services NuclearCode FunctionECG + Gas OperationsEDC + Distribution and Customer ServiceEDD Energy Delivery/DistributionEDE Energy Efficiency/ConservationEED + Territory ManagementEEM MeteorologyEFP + Power ProcurementEFS Energy SupplyEGD + Power Generation and DeliveryEGE + Power GenerationEGF + Fossil Power GenerationEGH + Hydroelectric Power GenerationEGR + Renewable/Alternative Power GenerationEML + Energy Marketing and TradingEMM + Energy Marketing EMT + Energy TradingEMU + Energy Trading Operations/SupportENP New Power Plant Development Project ManagementETG Gas TransmissionETM Electric Transmission Construction and/or MaintenanceETN + Transmission and Distribution SystemsETO Electric Transmission OperationsETS + Electric Transmission SystemsETT Electric System/Grid and Bulk Power TrainingEVM Vegetation Management and Forestry
Code FunctionNPA + Nuclear ExecutiveNPM Nuclear Plant MaintenanceNPO Nuclear Plant OperationsNQA Nuclear Quality AssuranceNRS Nuclear Plant Radiation SafetyNSA Nuclear Plant Administrative Support ServicesNST Nuclear Plant Technical Support ServicesNTR Nuclear Plant Training
+ New or Revised/Recoded Function
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Towers Watson Data Services Job Coding – Function, Discipline and Executive Benchmark
First letter of function codeA All functions included in multiple industriesC Customer/Client management and sales Industry specific Functions:E Energy, N Nuclear; M Media; P Pharma; T Technology (High Tech); F Financial Services; R Retail
Last two letters of the function code derived from title to maintain sequence and group related functions together
— AHR Human Resources— ACD Strategic Planning/Corporate Development
New functions for executive jobs responsible for multiple functions— AAA Top Executive— AAB Profit Center Management— AIC Information Technology— AMJ Sales and Marketing— NPA Nuclear Executive
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Towers Watson Data ServicesJob Codes ─ Executive Benchmarks and MMPS Disciplines
For Towers Watson surveys globally, codes are consistent
Executives continue to be matched to Benchmarks while MMPS jobs are matched to Disciplines and Career Levels
Job codes are eight digits consisting of the function/discipline and level,for example:
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Top Compensation Executive
Senior Compensation Analyst
Function: AHR–Human Resources AHR–Human ResourcesDiscipline: AHR020–Compensation
Generalist/MultidisciplineAHR020–Compensation Generalist/Multidiscipline
Level: Executive-EX Professional Level – P3-CareerJob Code: AHR020-EX AHR020-P3
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Towers Watson Data Services Supervisory/Management vs. Executive Career Band
Supervisory/Management(Operational)
Executive(Strategic)
Organization Strategy
Implements organization strategies through the effective direction and management of resources
Sets Discipline or area strategy consistent with established organization strategies
Ensures compliance with organization policies
Focuses mainly on the management and implementation of operational objectives that help achieve long term organization strategy
Accountable for business, functional, operational processes and/or program management
Primarily involved in the development, evolution and approval of the long-term vision across a market function, division, region or country (depending on scope of organization) or a Function
Establishes strategies for area of responsibility (i.e. corporate, regional, subsidiary)
Leads development of country or function strategies
Makes decisions on strategic investments
May be a board or executive committee member or will have a comparable level of influence
Functional Responsibility
Responsible for part of a function for a business segment. Reports to the most senior role within a major function for a business segment
Most senior level within a major function for a business unit
Impact on Organization
Impacts broader organization performance directly
Impact limited to own Discipline or area
Impacts broader organization performance directly
Compensation Program
Not covered by executive compensation programs Covered by executive compensation programs (e.g., executive long-term plans, perquisites, executive bonus plans)
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Towers Watson Data ServicesMMPS Survey Methodology
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Towers Watson Data ServicesSurvey Methodology – MMPS
Integrated approach based on our two proprietary leveling methodologies, Career Map and the Global Grading System (GGS)
Career Levels within Career Bands are underpinned by (provide the foundation for) Global GradesCDB MMPS survey participants match to Career Levels and results are presented by Career Level Global Grades are not reported in North America, however, a reference with the alignment between Career Levels and Global Grade(s) is included
Career Bands and the individual Career Levels describe the responsibilities, scope and breadth of work, and impact on the organization for incumbents in specific jobs
Functions and Disciplines identify the content and purpose of your organization’s job. Functions represent a broad family of jobs, and disciplines within the function correspond to the area of specialization
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Towers Watson Data ServicesChanges for 2011 – MMPS
CDB MMPS now covers all levels below executive
Six Career BandsSupervisory/Management (M1−M5)Professional (P1−P6)Customer/Client Management and Sales (S1−S6)Technical Support (T1−T4)Business Support (U1−U4)Production/Operations (W1−W4)Many new FunctionsSelect Disciplines have been recoded
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NEW! Career Band
NEW! Career Band
NEW! Career Band
NEW! S6-Elite Expert
NEW! M5-Senior Group Manager
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Towers Watson Data Services General Career Level/Global Grade Alignment Map(without consideration for organization size)
Only match to Career Levels in North America. No need to match to individual Global Grades.
Executive in NA reported by Revenues
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Towers Watson Data ServicesCareer Level Profiles
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M2Manager
M1Supervisor
M3Senior Manager
M4Group Manager
M5Senior Group Manager
● Coordinates and supervises the daily activities of business or technical support or production team
● Sets priorities for the team to ensure task completion; coordinates work activities with other supervisors
● Decisions are guided by policies, procedures and business plan; receives guidance and oversight from manager
● Typically does not spend more than 20% of time performing the work supervised
● Manages professional employees and/or supervisors or supervises large, complex technical or business support or production operations team(s)
● Is accountable for the performance and results of a team within own discipline or function
● Adapts departmental plans and priorities to address resource and operational challenges
● Decisions are guided by policies, procedures and business plan; receives guidance from senior manager
● Provides technical guidance to employees, colleagues and/or customers
● Provides leadership to managers, supervisors and/or professional staff
● Is accountable for the performance and results of multiple related units
● Develops departmental plans, including business, production and/or organizational priorities
● Controls resources and policy formation in area of responsibility
● Decisions are guided by resource availability and functional objectives
● Provides leadership and direction through Senior Managers and Managers
● Is accountable for the performance and results of:
● A large, strategically important discipline in an extremely large market
● Related disciplines or a medium-sized function in a large market or medium-sized division
● A medium-sized discipline or department in a major region
● Adapts and executes functional or departmental business plans and contributes to the development of functional or departmental strategies
● Decisions are guided by functional strategies and priorities
● Applies only to large international or global organizations
● Provides leadership and direction through Group and/or Senior Managers
● Is accountable for the performance and results of:
● A large, strategically important function in an extremely large market
● Diverse disciplines or departments within a large geography or division
● A large, strategically important discipline within a major region
● A medium-sized global corporate discipline or department
● Develops, adapts and executes functional or departmental strategy to achieve key business objectives in area of responsibility
● Decisions are guided by organization and functional strategies and objectives
Supervisory/Management (M1−M5)
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Towers Watson Data ServicesCareer Level Profiles
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P2Intermediate
P1Entry
P3Career
P4Specialist
P5Master
P6Renowned Expert
● Performs routine assignments in the entry level of the Professional Career Band
● Typically requires a college or university degree or the equivalent work experience that provides knowledge and exposure to fundamental theories, principles and concepts
● Develops competence by performing structured work assignments
● Uses existing procedures to solve routine or standard problems
● Receives instruction, guidance and direction from others
● Requires knowledge and experience in own discipline; still acquiring higher level knowledge and skills
● Builds knowledge of the organization, processes and customers
● Solves a range of straightforward problems
● Analyzes possible solutions using standard procedures
● Receives a moderate level of guidance and direction
● Requires in-depth knowledge and experience
● Uses best practices and knowledge of internal or external business issues to improve products or services
● Solves complex problems; takes a new perspective using existing solutions
● Works independently; receives minimal guidance
● Acts as a resource for colleagues with less experience; may direct the work of other staff members
● Represents the level at which career may stabilize for many years or even until retirement
● Is recognized as an expert in own area within the organization
● Requires specialized depth and/or breadth of expertise
● Interprets internal or external business issues and recommends solutions / best practices
● Solves complex problems; takes a broad perspective to identify solutions
● Works independently, with guidance in only the most complex situations
● Progression to this level is typically restricted on the basis of business requirement
● Is recognized as an expert within the organization, both within and beyond own function
● Anticipates internal and/or external business challenges and/or regulatory issues; recommends process, product or service improvements
● Solves unique and complex problems that have a broad impact on the business
● Contributes to the development of functional strategy
● Leads project teams to achieve milestones and objectives
● Progression to this level is typically restricted on the basis of business requirements
● Operates with no supervision in a complex environment
● Is recognized as an external thought leader within strategic function or discipline
● Influences the strategy to address internal or external business and regulatory issues
● Proactively identifies, defines, and solves the most complex problems that impact the management and direction of the business
● Significantly influences functional strategy; may participate in the development of the product or division strategy
● Leads multidisciplinary projects or initiatives
● Progression to this level is typically restricted on the basis of individual capabilities and business requirements
Professional (P1−P6)
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Towers Watson Data ServicesCareer Level Profiles
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S1Entry
S3Career
S4Expert
S5Senior Expert
S6Elite Expert
● Has general awareness of business, financials, products/services and the market
● Complexity is limited (territory/account, products/services, sales process)
● Has very limited authority/opportunity to set and negotiate product/service terms
● Relies on manager to provide planning and manage resources
● Is developing an understanding of business, financials, products/services, the market, or account needs
● Complexity is moderate (territory/assigned accounts, products/services, sales or account management process)
● Has moderate authority/opportunity to set and negotiate product/service terms
● Is beginning to plan own territory or account approach and monitor resources
● Has a solid understanding of business, financials, products/services, the market, and the needs of assigned accounts; may help develop colleagues' understanding; may be recognized as an expert in one area
● Complexity is high (territory/account, products/services, sales or account management process); may serve as team lead
● Has high level of authority/opportunity to set and negotiate product/service terms
● Plans own territory or account approach and manages own resources
● Has a deep understanding of business, financials, products/services, the market or the needs/challenges of assigned accounts
● Develops colleagues' and customers' understanding
● Recognized as an expert in one or more areas
● Complexity is extremely high (territory/account, products/services, sales or account management process); serves as team lead
● Has extremely high authority/opportunity to set and negotiate product/service terms
● Plans own territory or account approach and has input into colleagues' approaches; manages own and often others' resources
● Has an extremely deep understanding of business, financials, products/services, the market, and the needs/challenges of assigned accounts; develops colleagues' and customers' understanding; is recognized as an expert in many areas
● Works with large/important/global accounts
● Has full authority/opportunity to set and negotiate product/service terms
● Plans own account management approach and has input into colleagues' approaches; manages own and often others' resources
● Is recognized externally as a leading sales strategist and business expert, with highly sophisticated understanding of customer needs and competitors’ offerings
● Is recognized internally as a role model and leader in planning and executing successful sales strategies for the organization’s largest and most complex clients or markets
● Develops and implements new and innovative approaches to the sales process, including negotiation of sales and service terms, and approaches to account management and utilization of resources
● Leads projects or initiatives that extend beyond the sales organization
● Progression to this level is typically restricted on the basis of individual capabilities and business requirements
S2Intermediate
Customer/Client Management and Sales (S1−S6)
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Towers Watson Data ServicesCareer Level Profiles
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T2Intermediate
T1Entry
T3Senior
T4Lead
● Has basic skills in an analytical or scientific method or operational process
● Works within clearly defined standard operating procedures and/or scientific methods and adheres to quality guidelines
● Works with close supervision
● Expands skills in own work area within an analytical/scientific method or operational process
● Applies experience and skills to complete assigned work within own area of expertise
● Works within standard operating procedures and/or scientific methods
● Works with a moderate degree of supervision
● Has developed proficiency in a range of processes or procedures through job-related training and considerable on-the-job experience
● Completes a variety of atypical assignments
● Works within defined processes and procedures or methodologies and may help determine the appropriate approach for new assignments
● Works with a limited degree of supervision
● Acts as an informal resource for colleagues with less experience
● Has advanced and specialized expertise, typically developed through a combination of job-related training and considerable on-the-job experience
● Completes assignments and facilitates the work activities of others; may coordinate work beyond own area
● Proposes improvements to processes
● Acts as a lead, coordinating the work of others ⎯ but is not a supervisor
● Works autonomously within established procedures and practices
Technical Support (T1−T4)
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Towers Watson Data ServicesCareer Level Profiles
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U2Intermediate
U1Entry
U3Senior
U4Lead
● Entry level job with little or no prior relevant work experience
● Acquires basic skills to perform routine tasks
● Work is prescribed and completed with little autonomy
● Works with either close supervision or under clearly defined procedures
● Has developed knowledge and skills through formal training or considerable work experience
● Entry level often for those with work experience in the skill area
● Works within established procedures with a moderate degree of supervision
● Identifies the problem and all relevant issues in straightforward situations, assesses each using standard procedures, and makes sound decisions
● Has developed specialized skills or is multi-skilled through job-related training and considerable on-the-job experience
● Completes work with a limited degree of supervision
● Likely to act as an informal resource for colleagues with less experience
● Identifies key issues and patterns from partial/conflicting data
● Takes a broad perspective to problems and spots new, less obvious solutions
● Has developed expertise in a variety of work processes or activities typically developed through a combination of job-related training and considerable on-the-job experience
● Typically acts as a lead, coordinating the work of others, but not a supervisor
● Works autonomously within established procedures and practices
● Anticipates patterns and links; looks beyond the immediate problem to the wider implications
● Generates new and innovative solutions to complex problems
Business Support (U1−U4)
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Towers Watson Data ServicesCareer Level Profiles
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W2Intermediate
W1Entry
W3Senior
W4Lead
● Entry-level job with little or no prior relevant experience
● Work is prescribed and completed with close supervision and little autonomy
● Duties are clearly defined and methods and tasks are described in detail
● Has developed skills through formal training or considerable work experience
● Works within established procedures with a moderate degree of supervision
● Has developed proficiency through job-related training and considerable on-the-job experience
● Completes work with a limited degree of supervision
● Likely to act as an informal resource for colleagues with less experience
● Has developed expertise, typically through a combination of job-related training and considerable on-the-job experience
● Typically acts as a lead, coordinating the work of others – but is not a supervisor
● Works autonomously within established procedures and practices
● Has developed a specialized level of skill to perform assigned tasks
Production/Operations (W1−W4)
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Towers Watson Data ServicesJob Matching
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Towers Watson Data Services Job Matching Process for MMPS Jobs
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For Each Job
Align your internal structures to
Career Bands/Career Levels and review for
cross-functional consistency
Identify appropriate
Function (Job Family)
Select appropriate Discipline
(specialty within Function)
Select appropriate
Career Level based on your
alignment
Align internal structures
to survey levelsSelect
DisciplineIdentify
FunctionAssignCareer Level
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Towers Watson Data Services Job Matching Example Job to Match: Senior Computer Systems Administrator
Discipline Code Function/Discipline
AIT IT Administration
AIT000 IT Administration Generalist/Multidiscipline
AIT010 Computer Systems Administration
AIT015 Web Site Administration
AIT020 Help Desk Support
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1. Review and identify Career Band2. Select appropriate Career Level3. Corresponding Global Grade
4. Select Function and Discipline
Job Code: AIT010-P3
Grade 7 8 9 10 11 12 13 14 15 16 17
Professional (P)
P1 P2 P3 P4 P5 P6
Only match to Career Levels in North America. No need to match to individual Global Grades.
1. Professional2. Career–P33. Global Grade 11–12
Professional (P)
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Towers Watson Data Services Support Levels vs. Support Functions
Support LevelsTypical jobs— Technicians— Clerks— Assembly/Production workersCommon characteristics— Typically has vocational training, but no university degree— Understands basic skills in a hands-on environment
Support FunctionsDistinguish incumbents who work with professionals who have specific training— Lawyers— Engineers— Traders— Nuclear plant operatorsMany typically have professional education (i.e., university) and are matched to the Professional Career Band
● Vocational training is also called Career and Technical Education (CTE)
● Preparation for careers that are based in manual or practical activities
● Traditionally non-academic and totally related to a specific trade, occupation or vocation
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Towers Watson Data Services Support Levels vs. Support Functions (continued)
Provides legal advice and services.Incumbents must have a law degree that qualifies them to practice as a lawyer
ALS – Legal Support(M, P and U levels)
ALG – Legal(M and P levels only)
Legal
Intellectual Property/Patent Law (ALG030)
PROFILE SAMPLE DISCIPLINESFUNCTION
Other Functions
AZE – Engineering
AZT – Technical Specialty/Skilled Trade
Paralegal (ALS010)
Contract Administrator (ALS020)
Provides support for a variety of law-related activities that do not require a law degree
EMT – Energy Trading
EMU– Energy Trading Operations/Support
NPO – Nuclear Plant Operations
NSA – Nuclear Plant Administrative Support Services
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Towers Watson Data Services Three Types of Technical Employees
● University engineering degree
● Works in research/product development or operations (production, operation, construction or maintenance)
● Analyzes, models and develops complex interactions among many components that comprise artificial systems
● Applicable Career Levels: P1 – P6
● University graduate but no engineering degree
● Not a licensed engineer
● Key elements of technical expertise are acquired on the job
● Sufficient experience to work on engineering type projects
● Applies a combination of technical and business knowledge to a wide spectrum of roles
● Applicable Career Levels: P1 – P5
● No university or engineering degree
● Operates with an understanding of basic technical skills typical in a hands-on environment
● Typically attends vocational training programs for specific technical skills and technologies
● Applicable Career Levels: T1 – T4
Qualified Engineer
Technical Professional
Technician
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DISCIPLINECAREER
BANDPROFILE
AMS020Customer
Contact Center
M Manager Call/Contact Center
P Rare
U 1st and 2nd level operators dealing with customer operational issues
Towers Watson Data Services Help Desk
NonTechnical
Technical
AIT020Help Desk Support
M Manager Technical Support Center
AMT000Technical
Customer Support –Remote/Help Desk
P 2nd level support dealing with technical problems in a call/contact center environment
T 1st level support dealing with technical problems in a call/contact center environment
ALL can be OUTSOURCED or INTERNAL
(Organization's) internal
External (customer)
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Towers Watson Data Services Interactive/Online Media
Marketing Staff Jobs
Internal
DISCIPLINE LEVEL PROFILE
AMK110E-Commerce Marketing M/P/T Markets the organization's products/
services through the Web
AMK120Web Content
Management/ProductionM/P/T Manages/produces content on the
organization’s Web sites for customers
AMK130Web Graphic/Visual Design M/P/T
Develops and maintains graphic design and layout of the organization’s Web sites for customers
AMK140Web Multimedia Production M/P/T
Designs a diverse mix of media (e.g., audio, video) for the organization’s Web sites for customers
AMK designs and produces content for
the organization’s web sites that AID builds and AIT administers
AIT015Website Administration M/P/T Maintains the technical aspects of the
organization’s own Web sites
AID015Internet/Web Application
DevelopmentM/P/T Designs and develops organization’s own
Intranet and Extranet applications
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Towers Watson Data Services Energy Services Disciplines in All Industry Functions (excludes AZE and AZT)
AAY500 Nuclear Power Plant Security
AAY510 Nuclear Security Trainer
ACA500 Economic Development
ACA510 ISO/RTO Market Participant Relations/Services/Resources
ACA520 ISO/RTO Market Participant Committee Support
ACA530 Renewable/Alternative Power Grid Access Regulatory and Market Affairs
AEM510 Bulk Power Market Strategy Design and Development
AEM520 Bulk Power Market Operations
AEM530 Bulk Power Market Monitoring and Compliance
AEM540 Renewable/Alternative Energy Market Intelligence
AEO510 Bulk Power Market Settlements
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Towers Watson Data Services Energy Services Disciplines in All Industry Functions (excludes AZE and AZT) (continued)
AID500 Energy Management System (EMS) Software Development
AID510 Energy Management System (EMS) Architecture
AID520 Nuclear Simulator Software
AMS500 Customer Billing Systems Planning and Analysis
AMS510 Meter Reading – Residential
AMS520 Meter Reading – Industrial
APM510 Major Construction Project Management
APM530 Electric Transmission and/or Distribution Project Management
APM540 Gas Transmission and/or Distribution Project Management
APM550 Fossil Power Generation Project Management
APM560 Hydroelectric Power Generation Project Management
APM570 Nuclear Power Generation Project Management
ARE500 Conduit Joint Use Agreement Coordinator
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Towers Watson Data ServicesUtility Industry Compensation Review and Emerging Issues
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Introduction
This briefing presents a review of utility industry executive compensation trends and key issues
We begin by looking back at 2010Pay level results based on data from approximately 62 US utility companiesInformation drawn from Towers Watson’s 2009 and 2010 CDB Energy Services Executive Compensation DatabaseExamined year-over-year changes, focusing on CEO pay as an indicator of broader executive compensation trends
We conclude by discussing 2011 compensation changes and the current environment for executive pay
Note that data trends are not meant to be prescriptive but are intended to provide an overview of market developments
In determining the right programs for your company, external data must be balanced with critical internal factors
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Looking Back2010 – The Year in Review
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Year-over-Year Comparison of CEO Pay
Base salary saw a modest increase but annual bonus and long-term incentives rebounded from 2009 depressed levels due to the improvement of the economy
Utility’s long-term incentives were not as greatly impacted by the economic downturn in 2009 as compared to other industries
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Pay ElementMedian Percent Change
2009 to 2010
Base Salary 4%
Annual Bonus Paid 18%
Total Cash Compensation 29%
Long-term Incentives 14%
Total Direct Compensation 21%
Source: Towers Watson’s 2009 and 2010 CDB Energy Services Executive Compensation Database
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Average Mix of CEO Pay
The shift in mix is subtle but the heavier emphasis on long-term incentives is not unexpected given the economic recovery
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2010 Pay Mix2009 Pay Mix
Base Salary
Target Bonus
Long-term Incentives
Source: Towers Watson’s 2009 and 2010 CDB Energy Services Executive Compensation Database
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Long-term Incentive Prevalence and Plan Types
Performance plans continue to be the most widely used long-term incentive among utilities, followed by restricted stock and then stock options
Multiple LTI vehicles are still common Most prevalent combination is performance plans and restricted stock
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Long-Term Plan Type Prevalence
Source: Towers Watson’s 2010 Long-term Incentive Plan Report
Long-Term Plan Combinations
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Looking AheadA Crystal Ball into 2011
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Anticipated Changes in CEO Compensation in 2011
With the economy continuing to rebound since the downturn of 2008/2009, an internal survey of Towers Watson consultants was conducted to predict 2011 CEO compensation changes across all industries over 2010 levels
The table below outlines the anticipated changes for each element of compensation:
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Pay Element PredictionBase Salary More than half of the survey respondents feel that base salary will increase
by more than 3%
Target Bonus 2011 target bonuses are expected to remain flat or increase only modestly in relation to 2010 levels (85% of survey respondents)
Long-term Incentive Grant Values
LTI award growth will decelerate in 2011 with 49% of respondents believing LTI values will only increase between 4% and 9%
Total Direct Compensation
Single digit increases in Total Direct Compensation are expected with anticipated increases ranging from 4 – 6% (66% of survey respondents)
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Emerging Issues
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Emerging IssuesBased on anecdotal consulting experience the following emerging issues have been observed among utilities:Annual Incentives
Continued focus on financial performance and fiscal conservatism— Emphasis on the bottom line performance (EPS, income) — Some payout opportunities recalibrated to be more conservative (i.e., increased
rigor in goal setting process)
Financial performance focus can jeopardize rate recovery of incentives, given continued scrutiny of incentives in rate cases
Long-Term IncentivesContinued emphasis on TSR as a performance plan measure given increased pay-for-performance focus
Risk MitigationOngoing focus on compensation programs to ensure plans do not drive excessive risk taking behaviors— A key difficulty is ensuring pay plans do not encourage unnecessary risk while still
motivating executives 53
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Emerging Issues (continued)
Other IssuesStriking the balance between pay programs that are both aligned with performance and still able to retain key talentStruggling to balance the different “deals” between employees that are grandfathered into legacy programs and new executives who need to work toward the same set of goals
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Say When on Pay:What Are Companies Recommending?
In mid-December, Towers Watson conducted an online survey of 135 U.S. companies
51% of respondents indicated a preference for annual say-on-pay votes
Towers Watson also is monitoring proxy filings for the first companies holding annual meetings on or after January 21, 2011
As of February 28, 2011, 51% of Russell 3000 companies and 47% of Fortune 1000 companies recommended votes every three years
* Percentages may not add to 100% due to rounding errors.
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Say When on Pay:What Are Companies Recommending? (continued)
A triennial say on pay is most frequently recommended by companies so far, although we’re seeing an increase in the percentage of companies recommending annual say-on-pay votes
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Say When on Pay: What Are Companies Recommending? (continued)
The following list is a sample of companies recommending each specific vote frequency for future say-on-pay votes:
Company Recommendation No RecommendationAnnual Vote Biennial Vote Triennial Vote
Agilent TechnologiesApple
Applied MaterialsAtmos Energy
CarnivalDeere & Co.
EatonEli Lilly & Co.
Fortune BrandsHewlett-Packard
Marathon OilNavistar Int’l
OshkoshProgressiveStarbucks
SunTrust BanksTD Ameritrade Holdings
VisaWalt Disney Co.Weyerhaeuser
Brocade CommunicationsCanandaigua National
Fair Issac Corp.Hormel Foods
Rochester MedicalSchlumberger
Whole Foods Market
AccentureAECOM Technology
Air products & ChemicalsAlcoa
Analog DevicesAmerisourceBergen
AshlandCostco Wholesale
Discover Financial ServicesEmerson Electric
Jacobs EngineeringJohnson Controls
MonsantoQualcomm
Rockwell AutomationRockwell Collins
SCANAToll Brothers
ToroTyson Foods
Viacom
Becton, Dickinson & Co.
CoherentGreif, Inc.
J&J Snack FoodsJack-in-the-Box
Rock-TennUnited Technologies
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Say When on Pay:What Are Shareholders Approving?
Results for frequency proposals suggest companies recommending annual votes will receive broad support for those recommendations, while companies recommending triennial votes could face a split vote
Companies recommending biennial votes may likely face a situation where no particular frequency receives an overwhelming mandate from shareholders
None of the vote frequency options won majority support at two of the six companies recommending biennial votes
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Results of Early Say-on-Pay Votes
Results for 73 say-on-pay proposals are available so far. Most proposals have won support of 80% or more of the votes cast
Beazer Homes USA and Jacobs Engineering Group are the only two companies to fail to get majority support for their say-on-pay proposals to date
54% of shareholders at each company voted against the proposal
Institutional Shareholder Services (ISS) recommended votes against these proposals, citing a pay-for-performance disconnect at each company
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Managing Compensation through the Current Challenges
The struggle for balance in the increasingly public world of executive compensation is challenging
There will always be critics of executive compensation decisions
At a minimum, a company needs to pursue a thorough process before reaching a decision on major pay programs
Process must take into account critical internal and external factorsInternal factors: company strategy, talent needs, cultureExternal factors: market practice, stakeholder interests, governance groups, and the perceptions of an often skeptical outside world
This may mean the need for Longer lead times on executive pay decisions, Involving more stakeholders in the process,Reaching out to investor groups
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Towers Watson Data ServicesParticipation Process
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Towers Watson Data Servicestwdataservices.com – Home page
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Towers Watson Data Services View a list of products by region and/or industry
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Towers Watson Data Services View details of each survey, including key dates and prices
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Towers Watson Data Services Survey Selection Screen
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Towers Watson Data Services Participation – Sample Home Screen – General Industry – U.S.
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Towers Watson Data Services Participation – Register and Login
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Towers Watson Data Services Participation – Survey Home Page
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Towers Watson Data Services Participation Survey Resources – Mapping Matrix
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Towers Watson Data Services Participation – Survey Home Page
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Towers Watson Data Services Participation Survey Resources – Output Options
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Towers Watson Data Services Participation – Survey Home Page
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Towers Watson Data Services Participation Survey Resources – Participant Guide
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Towers Watson Data Services Participate Online – 4 Easy Steps
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Towers Watson Data Services Participate Online – Step 1 – RSVP
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Towers Watson Data Services Participate Online – Step 2 – Order Your Results
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Towers Watson Data Services Participate Online – Step 3 – Download the Data Submission Workbook
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Towers Watson Data Services Participate Online – Step 4 – Submit Survey Data
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Towers Watson Data Services Participate Online – Step 4 – Upload File and Submit Survey
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Towers Watson Data Services Participate online – Submission Confirmation
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Towers Watson Data ServicesSurvey Results
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Towers Watson Data Services Survey Results Delivery
CompSource – Published Published – online access to pre-compiled dataOnline survey report view, download and printPresentation-ready resultsExport data in a variety of formats, create color graphs, presentation-ready PDFs and spreadsheet output for uploading to other systemsAge data
CompSource – AdvancedAdvanced – online access to self-service custom analysesAll Published option capabilities includedCreate custom peer groups by company name or characteristic (e.g., industry type, company size)Customize report layoutsCombine jobs and levelsCompare your organization’s data to the marketProduce year-to-year comparisonsRun single regression for one, many or all positions using revenue and other size measures for total sample or custom peer groups
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Results AvailableMeetingsWebcastQuestionnaire
Available
Mid-March March 3rd March 7th and 8th August
Data effective March 1st*
* or the most recent pay adjustment date for companies with April 1 or May 1 cycles
Towers Watson Data Services Energy Services Survey Timeline
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Towers Watson Data Services 2011 PricesCDB Energy Services U.S. (participants only)
Survey Published Advanced
Executive $4,600 $6,200Middle Management, Professional $3,000 $4,800and Support (MMPS)Energy Services Reports Package $6,500 $9,000(Executive and MMPS) ($1,100 savings) ($2,000 savings)
Added Value for Advanced SubscribersFree General Industry Executive N/A ($6,200 savings)Free General Industry MMPS N/A ($4,800 savings)
Reports Package Subscriber Savings Free results with participation:Board of Directors, Salary Budget, Workforce ($2,700 savings) ($2,700 savings) Efficiency, Compensation Policies and Practices, Perquisite Policies and PracticesReduced price of $700 for the Employee Benefits ($300 savings) ($300 savings) Practices Report ($1,000 value, no participation required)
Total potential savings ($4,100 total savings) ($14,000 total savings)NOTE: Multi-year, multi-country discounts available when purchased as part of a Global Data Agreement
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Questions and Comments
Client CarePhone: +1 800 645 [email protected]