ࡱ> ` 3bjbj @6E"   * VxVxVx8x<xT* 2*y"Ly(tytytyOz1 UWWWWWW$hp{ ٤OzOz٤٤{  tyty٤^ ty tyU٤U  O tyy @,#Vx7^Zt0 B[ ix=1ߢkn==={{3^===٤٤٤٤* * d8D X* * 8X* *        SEQ chap \h \R17 PACIFIC GAS AND ELECTRIC COMPANY CHAPTER  SEQ chap \c17 benefit costs Introduction Scope and Purpose The purpose of this chapter is to demonstrate that the pension and benefit costs of Pacific Gas and Electric Company (PG&E or the Company) are reasonable and should be adopted by the California Public Utilities Commission (CPUC or Commission). This chapter will further demonstrate that the Supplemental Executive Retirement Plan (SERP) and relocation costs of PG&E Corporation are reasonable and should be adopted by the CPUC. PG&Es pension and benefit costs are included in the revenue requirement calculation in two ways: (1) as costs charged to administrative and general (A&G) expense Account 926 Pension and Benefits; and (2)as PG&E Corporation Corporate Items costs charged to Account923. Estimated costs represented in this chapter reflect pension and benefit plan costs that are paid on a cash or pay-as-you-go basis. Where benefit plan expenses are pre-funded through an employee benefit plan trust, the costs associated with related trust contributions are presented in Chapter18 of this exhibit. Summary of Dollar Request PG&E requests that the Commission adopt its 2007 forecast of $309.8million for the Companys pay-as-you-go pension and benefit expenses charged to A&G expense Account926, Pensions and Benefits. This expense forecast is $66.0million (27 percent) higher than the 2004 recorded adjusted amount of $243.8 million. A summary of the components of this forecast is shown in Table 17-1 at the conclusion of this chapter. Also, PG&E requests that the Commission adopt its 2007 forecast of $0.8 million for PG&E Corporation SERP and relocation costs, as shown in Table 17-1. This expense forecast is $0.6 million higher than the 2004 recorded adjusted amount of $0.16 million. All PG&E Corporation costs are charged to Account 923. This chapter describes PG&Es pay-as-you-go pension and benefit costs at a total-company level. These amounts are unbundled to the electric and gas distribution and generation unbundled cost categories in Chapter6 of Exhibit (PG&E-2). Support for Request PG&Es Pension and Benefit Program Is Essential to the Company, Employees and Customers Maintaining a comprehensive and competitive benefit program is an essential component of PG&Es total compensation package. The total compensation program provides a means for the Company to attract and retain the highly skilled workforce necessary to sustain daytoday operations and ensure service and reliability. There are compelling reasons for each of these key stakeholdersPG&E, its customers and employeesto expect that a well-designed and effectively managed benefits program will be provided to employees. From PG&Es perspective, a comprehensive benefits package provides the means to maintain a skilled workforce committed to delivering service to customers. To this end, PG&E is able to take advantage of economies of scale and provide more benefit value to the employee than an individual can purchase on the open market. PG&Es focus is on making the benefit as cost-efficient as possible for the Company, the employee and the customer. From the employees perspective, the Benefits Program provides protection against financial loss due to injury, illness, and death, and a means to provide income stability and protection during retirement. Employees perceive the Employee Benefit Program as key in evaluating PG&E as a prospective and ongoing employer of choice. For PG&Es customers, the ability of the Company to consistently provide trained, experienced and dedicated staff is essential to PG&Es mission of providing consistent and reliable service. Motivated employees who are focused on delivering valued service to the customer benefit the company, customers and the employees themselves. Plan design and implementation strategies that focus on maximizing the benefit delivered to employees ensure the benefits program is delivering the greatest value for employees and customers, and the greatest return on investment for the Company. Employee Benefits Have Been a Key Component of Labor Negotiations Approximately two-thirds of PG&Es employees are represented by one of three labor organizations: the International Brotherhood of Electrical Workers, Local1245 (IBEW); Engineers and Scientists of California, Local20 (ESC); and the Service Employees International Union (SEIU), Local 24/7. The IBEW and ESC each had collective bargaining agreements with the Company that concluded on December31, 2002; the agreement with the SEIU expired February28, 2003. During 2001 and 2002 negotiations, the bargaining unit workforce focused on enhancing pension and retiree medical benefits while maintaining all other benefit provisions. Negotiations stretched over more than a year, and included joint educational meetings for the negotiations teams on the status of pension plan funding and cost/competitiveness of the benefit plans. Despite extensive compromise on both sides, the first contract settlement was rejected by a significant majority of voting union employees, including 75percent of the IBEW clerical bargaining unit, and 85 percent of the IBEW physical bargaining unit. Following another round of negotiations, the second agreement was rejected once again by the IBEW physical bargaining unitthe largest group of represented employees at PG&E. Subsequently, a federal mediator directed the Company and the IBEW to review their respective bargaining positions in order to avoid the dire consequences for the California economy if parties failed to reach an agreement. With the input of the federal mediator, a thirdsettlement was reached by the Company and union leadership. This third settlement was approved by the IBEW physical bargaining unit in October2003. The final labor agreements contained enhancements to pension and retiree medical benefits, balanced by increased medical cost sharing by union employees, tightened eligibility for disability benefits, and expanded return to work efforts for disabled employees. Both the Company and the union leadership moved substantially from their stated positions to reach an agreement. The final contract balanced the interests of the Company and the employees, while recognizing the ongoing obligation to provide uninterrupted gas and electric service to PG&Es customers. Specific plan changes described in this testimonyboth enhancements and reductionsshould be viewed in light of the overall labor settlement and the environment in which the negotiations took place. The cost or savings estimated from these plan changes are reflected in test year estimates. Total Compensation Study Supports the Request PG&Es request for the cost of providing pension and benefits to its employees is reasonable based on the Total Compensation Study Results discussed in Exhibit (PG&E-8), Chapter9. PG&Es pension and benefit programs support a total compensation package that is within the range of benefits offered by competing firms in todays marketplace. Any reduction in the current pension and benefit programs would be a reduction in the current total compensation package, and could detrimentally affect Company staffing, and ultimately, service delivery. Organization of the Remainder of This Chapter The remainder of this chapter is organized as follows: Pension and Benefit Program Management Process; Estimating Methodology; Medical Programs; Dental Plans; Vision Plan; Group Life Insurance Plan; Flexible Benefit Program (Flex Program); Post-Retirement Benefit Plans Other Than Pension (PBOPs); Long Term Disability Plan; Retirement Plan Expenses; Retirement Savings Plan; Tuition Refund Program; Employee Relocation Expense, and Service Awards. Pension and BenefitProgram Management Process Employees in the Benefits Department manage the pension and benefit program to provide essential benefit coverage for employees, retirees and covered dependents. Program objectives are met through design and delivery of the individual benefit plans, managing and monitoring the performance of third-party plan administrators and consultants, and regular review and update of plan expense and forecasts. Additionally, the Companys Management Reporting and Corporate Accounting Departments review all Benefit Program costs and work with program managers to research any unexpected variances. Estimating Methodology PG&Es 2007 forecast of Pension and Benefit Program expenses was developed on a planspecific basis. Except where specifically noted, the projected costs were developed based on 2004 recorded adjusted expenses updated to reflect cost trends and expected changes. These estimates reflect PG&Es plan provisions and participant demographics, and were developed using generally accepted actuarial and underwriting practices and methods. Estimated forecasts for all programs in this chapter reflect the most recent plan provisions as of January 1, 2005, and assume a constant number of employees and retirees from 2004. For unionrepresented employees, estimates reflect benefits negotiated as part of the latest collective bargaining agreements. The last collective bargaining agreements with the IBEW, ESC, and SEIU have terms that began in 2003 and conclude on December 31, 2007 (IBEW and ESC) or February28, 2008 (SEIU). PG&E expects to begin negotiating new contract agreements with the unions in late 2006. Changes in expense estimates related to a contract renewal are not reflected in this chapter. This chapter describes PG&Es pension and benefit costs at a total-company level. All costs presented are shown prior to any allocations to capital or to utility lines of business. However, except where specifically indicated, all costs attributable to the continued participation of certain PG&E Corporation employees in Companysponsored benefit plans have been removed from the total Company presentation, consistent with affiliate transaction requirements.[] Details regarding the specific estimating methods and data sources used to develop these forecasts are provided under the descriptions of the individual plans and in the workpapers supporting this chapter. Medical Programs PG&Es medical programs provide employees and their enrolled family members with comprehensive medical coverage to address a wide spectrum of health care needs. PG&Es medical programs include three self-funded plans currently administered by United Healthcare, four health maintenance organizations (HMOs), prescription drug care, the Employee Assistance Program (EAP), the Mental Health, Alcohol and Drug Care Program, as well as costs related to drug testing. PG&Es health care strategy continues to focus on a cost effective plan design, effective procurement of services and implementation of health management programs tailored to the needs of PG&Es population. Summary Description of Medical Program Self-Funded Medical Plans PG&E pays for the cost of all medical services provided to plan participants through the self-funded medical plans. The current plan administrator, United Healthcare, administers these plans by processing claims, performing utilization review and medical case management services, and contracting with preferred hospitals, physicians and other medical providers for discounted services. PG&E directly reimburses United Healthcare for claims costs incurred plus an administrative fee for services. PG&E provides three self-funded medical plans: the Network Access Plan (NAP), the Comprehensive Access Plan (CAP), and the Basic Plan. Sixty percent of PG&E employees and their dependents participate in the self-funded medical plans. Network Access Plan (NAP) Effective January 1, 2004, the Point of Service Plan (POS) and Preferred Provider Organization (PPO) plans offered through United Healthcare were converted to a more broadbased PPO. These changes were made because the Company was no longer experiencing significant cost savings or superior care delivery from the POS requirement to have all such care coordinated by a primary care physician. The NAP that replaced the POS and PPO plans does not coordinate care through a primary care physician. Although the plan allows participants to see specialists directly, without first seeking authorization from a primary care physician, the NAP encourages participants to use a network of providers who supply services at discounted rates by offering a higher level of reimbursement for in-network services. The extensive network of providers covering a large geographic area enables most PG&E employees to find network providers near their homes. Also, the increased level of required coinsurance provides incentive to seek out network providers. As a result, PG&E has found that the vast majority of services delivered to plan participants have been fulfilled by network providers. When participants procure services through the provider network, the prenegotiated discounts on services benefit both PG&E and the participant. Approximately 54percent of all active employees and their dependents are enrolled in the NAP. Comprehensive Access Plan (CAP) Some employees are unable to participate in the NAP because they live outside California or in areas where there are too few providers available within a prescribed distance to fulfill plan network criteria. In an effort to accommodate these employees and their families, PG&E offers the CAP, where employees can seek medical care from any licensed provider. CAP members receive the same level of benefits provided under NAP, with no reduction for using a non-network provider. However, to encourage use of network providers, CAP members receive network discounts and are not subject to charges over and above the established payment schedule when network providers are used. Approximately 4 percent of PG&E employees and their dependents participate in this plan. Basic Plan Additionally, PG&E offers a Basic Plan to management and Administrative and Technical (A&T) employees. This plan allows employees to elect a basic level of coverage that provides protection from financial hardship due to catastrophic medical events, but substantially less coverage for routine medical expenses. Approximately 1percent of employees and their dependents participate in this plan. Cost Control Efforts for Self Funded Medical Plans Effective January1, 2004, PG&E implemented a series of plan changes that provide improved cost controls while continuing to meet the diverse coverage needs of employees. Overall, these plan changes control costs by increasing employee cost sharing and encouraging employees to choose the most cost-efficient medical plans for their medical needs. These plan changes include: Introducing cost sharing equal to 3.75 percent of the medical premium for all bargaining unit participants; Moving from a POS self-funded medical plan that required use of a primary care physician to access specialty care to a PPO that allows participant self-referral to specialists, but requires larger participant co-pays for specialty service; Introducing annual deductibles and increased out-of-pocket maximums for in-network benefits, while maintaining higher deductibles for out-of-network benefits under the self-funded medical plans; Requiring additional employee cost sharing by reducing the percentage reimbursement under many medical service categories under the new PPO structure; Adding specific medical care coordination services where such coordination will provide better quality care for participants while more effectively managing costs; Renegotiating performance guarantees to increase the percentage of administrative fees dependent on delivery of optimal service to plan participants (i.e.,customer service, timely completion of projects, cost management, etc.); and Enhancing health plan monitoring and auditing to ensure the vendor is administering the plan accurately and in a timely fashion. At implementation, these plan changes were estimated to yield a first year savings totaling $15.4million. Avoided costs are expected to increase in subsequent years as medical inflation is applied to a lower base medical plan cost. The savings in the year of implementation as well as the cumulative cost savings in future years are captured in the medical cost estimates presented in this chapter. In addition to the activities outlined above, PG&E launched a competitive bid process for the self-funded plan administrator in 2004. The project was initiated to ensure that the Company continues to work with a medical plan vendor who offers the best package of network providers, services and plan administration for PG&E and its employees and retirees. Through this competitive bid process, five major healthcare vendors were evaluated based on the following criteria: (1)cost; (2)expansiveness of the network of health care providers; (3)capacity to handle the administration of PG&Es plans; (4) effective medical management programs; and (5)willingness to commit to performance standards acceptable to PG&E. PG&E recently announced that Blue Cross of California was selected through this competitive bid process as administrator for the self-funded plans, effective January 1, 2006. PG&E will incorporate an update regarding the selection decision and its expected effect on forecasted medical program cost in its 2007 General Rate Case Application filing. Health Maintenance Organizations Description of Plan PG&E offers employees and their dependents the option of medical coverage under one of fiveHMO plans. HMOs charge fixed, prepaid premiums for covered participants rather than the cost of actual medical services rendered to participants. Services are provided through a closed group network of providers, such as those provided through PacifiCare and Blue Shield, or on a staff model basis such as those provided through Kaiser Permanente. One of the basic goals of an HMO plan is to emphasize preventive care and closely manage delivery of care to reduce the demand and expense associated with medical services. Approximately 40percent of PG&E employees and their dependents participate in an HMO plan. Cost Control Efforts for HMOs Each year PG&E must renegotiate plan coverage and premium rates with the HMO providers. The HMOs adjust their plan provisions and contract rates to reflect recent claims experience, medical inflation trends and market conditions. PG&Es objective is to secure the best possible value for enrolled employees at the lowest possible cost. To this end, the Company has been a member of the Pacific Business Group on Health (PBGH) and has participated in its negotiating alliance since 1998. Through the PBGH membership, PG&E has gained leveraged buying power, administrative efficiencies, and access to comparable performance information across health plans, physician groups and hospitals. The negotiating alliance allows PG&E to purchase certain medical coverage in concert with other large companies, and affords PG&E the collective negotiation power to maximize overall quality of healthcare and savings related to HMO rates. PG&E has also taken steps to validate the group purchasing methodology and results to ensure that the negotiation alliance approach yields the best HMO renewal rates for the Company and plan participants. PG&E has also implemented key plan changes as a part of its continuing medical cost control efforts. Overall, these plan changes mitigate costs by increasing employee cost sharing and encouraging employees to choose the most cost-efficient medical plans for their medical needs. These plan changes include: Introducing cost sharing equal to 3.75 percent of the HMO premium for all bargaining unit participants; Increasing participant co-payments for HMO services including office visits, prescription drugs and emergency room care; and Removing Aetna as an HMO provider and subsequently adding Blue Shield HMO as a new HMO provider based on cost for coverage provided. Prescription Drug Program Description of Plan PG&E offers comprehensive prescription drug coverage to participants in the self funded medical plans through a separate, self funded program administered by Medco Health. The Prescription Drug Program offers both retail and mail order drug coverage at a significant discount to PG&E and its employees. Through this program, employees are reimbursed for 85 percent of the cost of generic drugs, and 75 percent of the cost for brand-name drugs purchased through a participating retail pharmacy or by mail order. PG&E determined that prescription drug coverage for HMO participants could be more efficiently and economically provided directly through the HMO provider. As a result, all prescription drugs (both retail and mail order) for HMO participants have been provided by the HMO providers since January1, 2001. Cost Control Efforts for Prescription Drugs PG&E has implemented changes to mitigate prescription drug costs while continuing to provide quality service to our employees. For example, effective January 1, 2004, prescription drug reimbursement through Medco Health reflects stronger incentives for employees to choose the least expensive alternatives when purchasing prescription drugs. These stronger incentives include: (1)limiting reimbursement for retail brand name prescription drugs to the cost for a comparable generic drug less the required 25percent coinsurance; and (2)reducing the reimbursement rate for a long-term prescription (in excess of 90 days) filled through a retail pharmacy rather than through the lower cost mail order drug service. In addition, as a result of negotiations with Medco Health coordinated by the PBGH negotiating alliance, PG&E was able to secure improved discounts and drug rebates for the last two years of a three-year contract. Any rebates received by the Company are credited to the medical plan and reduce plan costs. The effects of the improved financial terms through 2006 are reflected in the 2007 forecast through adjustment of the cost escalation for 2005 and 2006. Employee Assistance and the Mental Health, Alcohol and Drug Care Programs Description of the Employee Assistance Program (EAP) Since January1, 1999, PG&E has contracted with Value Options to provide EAP services. Using a network of trained professionals, Value Options provides employees and their eligible dependents with counseling, confidential assessment, treatment, referral and crisisintervention services to address family and relationship problems, emotional problems, stress, alcohol and drug abuse, and other situations that may negatively affect work performance. The EAP offers each employee and any dependent up to threecounseling sessions in any sixmonth period. If additional help is needed, EAP will refer the employee to other resources by researching the most appropriate and affordable care for the employee in need. Employees are responsible for the cost of services provided beyond the threecounseling sessions. Value Options also provides expanded resource and referral services designed to address a variety of work and personal life issues including legal, child care and elder care needs. The services offered by Value Options provide a valuable resource to employees and their families in resolving issues earlier and more efficiently, thereby reducing the need to make costly participant referrals to external providers. Description of the Mental Health, Alcohol and Drug Care Program The Mental Health, Alcohol and Drug Care Program covers all self funded medical plan participants and provides substance abuse coverage for all HMO participants. This program is a managed care program administered by Value Options. Employees receive comprehensive coverage if the care is coordinated and managed by a Value Options network provider. Limited reimbursement is available for mental health treatment that is obtained without a referral by Value Options. Mental health and chemical dependency expenses covered under the program include: Outpatient treatment; Partial hospitalization; Inpatient hospitalization/residential program; and Detoxification, except medical detoxification that must be provided by a hospitals acute care unit. For mental health, the program covers 100percent of the cost of preauthorized inpatient hospitalization, partial hospitalization and/or a structured outpatient program and 100percent of the cost of approved outpatient mental health treatment, after the participant makes a $15copayment for each visit with a network physician. For alcoholism or drug dependency, the program covers 100percent of the cost of a course of preauthorized treatment including inpatient hospitalization, partial hospitalization and/or a structured outpatient program. For the second course of treatment, the participant must pay a $100deductible. Each participant is eligible for a lifetime maximum of two courses of preauthorized treatment. EAP and Mental Health, Alcohol and Drug Care Program Cost Control PG&E regularly audits Value Options administration of these programs to measure quality and efficiency of care provided. PG&E also participates with other large companies in a corporate customer group, consisting of firms that use Value Options to administer their EAP and/or mental health, alcohol and drug care programs. This customer group affords PG&E the pooled power of other large companies to maximize the services provided by Value Options and to negotiate reasonable fees. Drug Testing Program PG&E is required by the federal Omnibus Transportation Employee Testing Act of 1991 to test employees in certain safetysensitive jobs for the presence of drugs and/or alcohol in their systems. The federal Department of Transportation (DOT) monitors these tests. Under this program, drug testing is required: (1)before applicants are hired or transferred to safetysensitive positions; (2)following accidents where performance could have contributed to the accident; (3)if a reasonable suspicion of drug or alcohol abuse exists; (4)randomly prior to, during, or after the performance of safetysensitive functions; (5)when an individual who has violated the prohibited drug and alcohol conduct standards returns to performing safetysensitive duties; and (6)when an individual who has been on an inactive status for more than 30days is returning to work. Ensuring a drug- and alcohol-free workplace is an important safety issue that PG&E must address to avoid negative repercussions to the Company, its employees and customers. PG&E contracts with National Safety Compliance, Inc., to conduct these legally mandated tests. A total of 5,371drug and alcohol tests were conducted in 2004. Analysis of Recorded and Forecast Expenses Medical plan costs are influenced by a number of factors including: Benefit plan design; Health plan provider capabilities including hospital and physician networks, the level of discounts embedded in the fees negotiated with network providers, as well as disease and medical management programs; The number of enrolled employees and dependents, and their plan coverage elections (e.g. HMO or PPO plan, and individual employee vs. family coverage level); Participant demographics such as age that impacts utilization of plan benefits and services, and geographical location that impacts choice of plan options and providers; Participant cost sharing through employee premiums and coinsurance; Overall participant utilization of plan benefits and services; and Medical inflation rates. On average, PG&Es medical program costs increased 13 percent annually between 2001 and 2004. PG&Es experience has been influenced by all of the factors listed above. However, between 2001 and 2004, PG&Es increased costs were largely attributable to growth in the overall employee population and medical inflation. The PG&E employee population, as measured by medical plan enrollment, increased by over 1,900 participants (approximately 11percent) between 2001 and 2004. This growth in the size of the workforce accounts for approximately 28 percent of the medical plan cost increase over this period. After controlling for population growth, medical inflation over this period averaged 10.2 percent per year. Over this same time period, employers nationwide experienced similar significant medical inflation. According to the National Coalition on Health Care, the premiums for employer-based health insurance rose by 11.2percent in 2004, the fourth consecutive year of double-digit increases for all types of health plans including health maintenance organizations (HMOs), preferred provider organizations (PPOs) and point-of-service plans.[] The Milliman Medical Index, an annual index published by Milliman, Inc., a premier global consulting and actuarial firm, reports that the average annual medical cost for a family of four experienced an average annual rate of increase for the four year period 2001-2005 of 9.8 percent.[] These reported trends are consistent with the medical cost increases experienced by PG&E. Looking forward, average health care benefit costs are forecast to continue increasing at double-digit rates, although prominent forecasting organizations are predicting that the rate of increase is slowing. The 2005 Segal Health Plan Cost Trend Survey notes that projected trend rates for medical plans, which increased sharply for several years, have been decreasing slightly since 2003. Hewitt Health Resource reports that initial HMO rate increases for 2006 are averaging 12.4 percent nationally; however, these rates are expected to fall to the 8 percent to 9 percent range after negotiations between plan sponsors and the HMOs are complete.[] CalPERS, the nations third largest purchaser of employee health benefits and the largest in California, recently reported HMO cost increases of 8.7percent on average for 2006 following increases that averaged 11.4percent for 2004, 18 percent for 2003 and 25.9 percent in 2002. Even the largest of purchasers, such as CalPERS, have been unable to control many of the forces that continue driving up medical costs, such as new medical technology and drugs, consolidation of insurers and providers, and an aging population.[] PG&E remains concerned about escalating health care costs. Like many employers, PG&E has focused on attacking the root causes of medical inflation through plan design, vendor management and increased consumerismproviding health care information and tools to plan participants to enable them to better manage their health care needs. PG&E implemented extensive plan design changes in 2004, including increased participant cost sharing and substitution of co-payments with coinsurance based on a percentage of the service fee for many benefit services. To increase consumerism, medical plan participants have been provided online access to information on health management, self-care and wellness. Participants may also access health advocacy programs and disease management programs to assist with medical treatment plans to optimally manage disease or health condition. Such plan design changes provide a financial incentive for participants to find cost-efficient care and have had a mitigating effect on PG&Es medical cost increases. The myriad of efforts undertaken by the Company have helped to contain medical cost escalation while retaining quality healthcare delivery to plan participants. PG&E will continue to seek opportunities to enhance the efficiency and quality of delivery of health care to its employees and their dependents. Summary of Medical Plan Forecast Forecast of Costs for Self-funded Medical Plans, HMOs, Prescription Drugs and Mental Health PG&E estimates that the 2007 costs for the self-funded medical plans, HMOs, prescription drug care and the mental health, alcohol and drug care program will be $226.4million. This estimate was determined by escalating PG&Es 2004 recorded adjusted costs by forecast medical trend factors developed by health care actuaries at Hewitt Associates. Hewitt Associates forecast medical trend for PG&E based on an analysis of PG&Es paid claims and enrollment information from July2003 through December 2004 and normative national trend factors from the Hewitt Health Value Initiative database. This Hewitt database contains information for over 300 employers (45percent are Fortune500 companies), 15.9 million plan participants, over 2,000 health plans and $46.8 billion in health care expenditures. Hewitt also took into consideration information from other key data sources including the Milliman USA Health Cost Index and DRI-WEFA (Global Insight) regarding forecasted trend in national health expenditures, and forecasts from PG&Es self-funded plan vendors. The use of a medical cost trend developed specifically to forecast expected PG&E experience is a departure from the forecast methodology employed in the 2003 GRC, but consistent with approaches used in the 1999 and earlier cases. In the 2003 GRC, PG&E elected to use a recognized national inflation factor with a composite inflationary trend increase to forecast medical costs. This factor, published by DRI-WEFA (Global Insight), resulted in medical trend escalation that was lower than both PG&E-specific trends and published trends applicable to employer-sponsored plans. For example, AON Consulting Inc.s Health Care Trend Survey forecast national health care trend rates of 15 to 16 percent for 2002 and 2003, compared to DRI-WEFAs trend of 10.4 percent for 2002, and 7.7percent for 2003. Consistent with the experience for employers nationwide, PG&E actually experienced double-digit increases in medical trend over this period. For this reason, PG&E has elected to return to an estimating methodology that relies on forecasts provided by actuarial consulting firms experienced in forecasting medical cost trends specific to employer-sponsored plans. Forecast of 2007 EAP and Drug Testing Costs The 2007 forecast for the EAP and DOT drug testing programs are $1.4million and $0.5 million, respectively. The EAP estimate is based on the 2004 recorded adjusted expense adjusted to reflect expected expansion of certain on-site services beginning in 2006. PG&Es 2007 forecast for DOT assumes that the program expense will be equal to the 2004 cost in constant dollars. Dental Plans Summary Description Dental coverage is offered to all employees and their eligible dependents. PG&Es plans are administered by Delta Dental of California, a statewide dental association plan that provides coverage at prenegotiated discounted rates. Under PG&Es Flexible Benefits Program, management and A&T participants can elect coverage through one of twoplans. The Dental1 Plan emphasizes the value of diagnostic and preventive care by paying 80to 100percent for preventive and basic care and 50percent for major dental care. The Dental2 Plan provides a flat 85percent reimbursement for most services. Both plans require employees to meet annual deductibles of up to $150per family prior to receiving certain benefits, and have an annual maximum benefit of $2,000per individual. Both plans also provide 50percent coverage for orthodontia up to a $1,500per individual lifetime benefit. Bargaining unit employees participate in a plan that has benefits similar to those provided by the Dental2 Plan. Dental Plan Cost Estimates All of the dental plans are selffunded plans for which PG&E pays actual employee claims for services provided plus an administrative fee to Delta Dental. PG&E estimates that 2007 costs for the Delta Dental plans, including projected claims costs and administrative fees, will be $29.5million. This forecast is based on 2004 recorded adjusted expense increased by trend increases provided by Delta Dental. Vision Plan Summary Description Vision care coverage is available to employees along with their eligible dependents. Covered expenses include exams, standard corrective lenses and frames, or contact lenses if medically necessary, available through a preferred provider network of optometrists and opticians. For all participants, there is a $10copayment for vision examinations and a $25copayment for materials (standard glasses, frames or necessary contact lenses). Vision Plan Cost Estimates The Vision Plan is a selffunded plan that is administered by VSP. PG&E estimates that its 2003 costs for the Vision Plan will be $3.5million based on a forecast trend provided by VSP. Group Life Insurance Plan Summary Description PG&E offers employees a group life insurance plan (Group Life) that includes an employer-provided basic life insurance benefit and the option for the employee to purchase supplemental insurance coverage at the employees expense. PG&Es group life insurance carrier is Metropolitan Life Insurance Company (MetLife). Basic group life insurance coverage of $10,000 is provided to every employee at no cost to the employee. Bargaining unit employees may elect additional coverage of up to two times annual base salary for a flat monthly premium cost of 40cents per $1,000 of coverage. Management and A&T employees may elect additional coverage of up to fourtimes their annual base salary through the Flexible Benefit Program. The cost for coverage is based on the employees age, the level of coverage elected, and whether the employee is a smoker. In addition, Company-provided accidental death and dismemberment coverage is extended to certain management employees and retirees and their spouses. Participants must cover the cost of benefits for their spouses if such coverage is elected. Group Life Plan Cost Estimates and Cost Control Efforts Since 1993, PG&E has negotiated contracts with MetLife that guarantee fixed life insurance premium rates for three-year periods. In accordance with this schedule, PG&E renewed all life insurance policies with MetLife for the three-year period January1, 2005 through December 31, 2007. The renewed policies provide for a fixed life insurance premium rate guarantee for the term of the agreement. Life insurance premiums are adjusted to better reflect claims experience and enrollment through the policy renewal process. The renewed policies hold constant the premium rates from the preceding contract period for basic life insurance, supplemental insurance through the Flexible Benefit Program and the accidental death and dismemberment policies. The renewal calls for premium increases for bargaining unit supplemental insurance based on recent claims experience and demographics. However, since participants fund the full cost of coverage under this policy, there is no effect on the Group Life cost estimate for 2007. Based on the number of participants and their elected levels of insurance coverage in 2005, PG&E estimates its 2007 Group Life cost will be $3.8 million. Flexible Benefits Program (Flex Program) The Flex Program is a vehicle for managing health care costs by providing employees with the flexibility to select benefit coverage levels that meet their individual needs and goals while providing economic incentives for wise decisions regarding their coverage options. In this way, the Flex Program offers financial benefits to both the employee and the Company. Flex Program Description All management and A&T employees make medical, dental and life insurance coverage elections through the Flex Program. Each employee receives a basic allocation of Company provided Flex Dollars and may be eligible to receive an additional Flex Dollar grant for low sick leave usage. The employee may use these Flex Dollars to purchase health and insurance coverage that is appropriate for their needs. Where the cost of coverage elected is greater than the Flex Dollars provided to the employee, the employee pays the difference through pretax payroll deductions. If the cost is less than the Flex Dollars provided, the employee may elect to purchase additional vacation days, fund pretax healthcare or dependent care reimbursement accounts, or receive the difference as taxable income. Flex Program Cost Estimates and Cost Control Efforts The Flex Program design offers a menu of benefit options carrying different price tags based on the cost of the benefit offered. This design provides an incentive for employees to select lowercost health options and reduce coverage for dependents. While the Flex Dollars provided to participating employees have been held constant over past years, the price tags for benefit choices have been adjusted annually to reflect cost trends. For example, the medical and dental price tags increased by 9.3 percent for 2005 coverage relative to the 2004 price tags. For 2005, each employee received $1,849 in Flex Dollars to purchase benefits (excluding bonus Flex Dollars earned through low sick leave usage). However, on average, Flex participants were subject to additional payroll deductions totaling $1,270 per year for that coverage. The Company cost of the Flex Program equals the total amount of the Flex Dollars provided to all management and A&T employees (approximately onethird of the active employee population) less any Flex Dollars used by participants to make their benefit selections. PG&E estimates that the 2007 cost attributable to Flex Dollars remaining after participant coverage elections will be $1.1 million, based on 2005 experience. The Company cost for Flex Dollars is offset by estimated employee contributions into the Flex Program. The forecast assumes that this outofpocket cost to employees will grow annually with medical trend such that the total employee payroll deduction will total $8.0million in 2007. The forecast for the Flex Program is a net of these two estimates, resulting in a negative expense (income) of $6.9 million. PostRetirement Benefit Plans Other Than Pensions (PBOPs) PG&E offers continued medical and life insurance coverage to employees who retire from the Company. As required by financial accounting rules, plan costs are calculated under Statement of Financial Accounting Standards No.106 (SFAS106), Employers Accounting for PostRetirement Benefits Other Than Pensions, which requires accrual of the expected cost of these retiree benefits during the employees years of service. PBOP Medical Plan Description Retiree medical benefits include continued coverage through one of the self-funded medical plans or HMOs, substance abuse benefits under the Mental Health, Alcohol and Drug Care Program, and prescription drug benefits. Retirees have access to essentially the same health care coverage available to active employees. However, PG&Eprovided benefits are reduced for any benefits covered by Medicare PartA and PartB benefits, if applicable. Participants in this plan have been required to share in the cost of coverage for many years. Prior to January 2004, retirees over age65, and retirees under age 65 with fewer than 25 years of service with PG&E, were responsible for a portion of the cost of medical coverage. Effective January2004, all retirees are required to have at least ten years of service to qualify for coverage, and at least 25 years of service to receive the full company contribution towards retiree medical. Additionally, since January1, 2001, retirees have been responsible for all inflationary cost increases experienced under the plan. Company contributions for postretirement medical premiums were frozen at the amount in effect for the year2000. Since that time medical inflation has significantly increased the cost of retiree medical coverage. Reflecting national trends, the premium equivalents for the self-funded plans, which have the largest retiree enrollment, have increased by 20percent, 6.5percent and an estimated 12 percent for 2003, 2004 and 2005, respectively. Kaiser Permanente, representing 27 percent of the retiree enrollment, increased premiums by 27 percent, 14 percent and 20percent in 2003, 2004 and 2005, respectively. However, the percentage increase experienced by retirees was much higher since inflation on both employer-paid and retiree-paid portions of medical premiums is borne by the retirees. Implementation of this fixed employer contribution in 2000 has resulted in a cumulative increase in retiree contributions from 2001-2005 of approximately $211 per month for the average under age65 retiree, and $173per month for the average over age65 retiree. In addition to the retiree contribution schedule described above, effective 2004, a number of plan design changes were implemented that required retirees to pay more out-of-pocket at the time they receive medical services. The combination of increased monthly premiums coupled with increased co-payments at the time of service has dramatically increased the cost of medical benefits for retirees. In recognition that medical inflation was resulting in financial hardship for many retirees, the Company established one-time spending accounts for current and future retirees who have ten or more years of service at retirement. The Retiree Premium Offset Account allows an eligible retiree to offset 50 percent of the Company medical premium with spending account credits until the account is exhausted. To establish each account, the Company credited up to $500 for each year of service beyond 10years, up to a maximum lifetime account balance of $7,500. Accounts were established as of January 1, 2004. The accounts have no cash value and may only be used as a credit to reduce the retirees out-of-pocket costs for medical premiums. Under the accounting rules of Statement of Financial Accounting Standard (SFAS) 106, the Company was required to recognize an increase in plan liability (i.e., the present value of the plan design changes) upon adoption. This liability is recognized as a component of SFAS 106 expense over the average future service of active plan participants, or 12 years at the time of adoption. As a result, the plan design changes introduced in 2004, including the Retiree Premium Offset Accounts for current and future retirees, increased the annual SFAS 106 expense by approximately $27million. PG&E will continue to concentrate on ensuring that retirees receive highquality care through costeffective administration of these benefits. PBOP Medical Cost Control Efforts Generally, the cost control provisions applicable for plans offered to active employees apply to retiree medical benefits. In addition, PG&E engaged ALLSUP, Inc. to provide Medicare entitlement advocacy for PG&Es retirees and their dependents. Increasing the number of Medicare entitlements reduces PG&Es health plan liabilities by coordinating health care costs with government benefits. These changes help to deliver more benefit value at a lower cost to the Company. As described above, retirees experienced increased cost sharing beginning in 2001. Although retirees have traditionally paid a portion of the cost of medical coverage, the Company contribution towards the cost of retiree coverage was frozen effective 2000 and beginning in 2001 retirees covered any increased cost due to inflation. When adopted in 1993, this cap on the Company contribution resulted in an immediate reduction in the accumulated post-retirement obligation as determined under SFAS 106 of approximately $450 million, and an annual reduction in expense of approximately $70 million. While the creation of the Retiree Premium Offset Account provided much needed relief to retirees from the cumulative effects of sustained medical inflation, it allowed the Company to retain the benefits of the cap into the future. Given the current escalation in medical cost and anticipated future increases, this fixed company contribution toward medical premiums will help to contain Company benefit costs. Increased service requirements for plan eligibility and qualification for the full company contribution will further enhance the Companys cost control efforts. As mentioned in PG&Es discussion on active medical costs, PG&E recently completed a review of competitive bids from external vendors to administer the self-funded medical plans, including such plans provided for retirees and their dependents. As a result, Blue Cross of California will become the new administrator of the self-funded retiree medical plans, effective January 1, 2006. PG&E will update the forecast postretirement medical costs in the Application filing to reflect this change. PBOP Medical Cost Estimates PG&E provides for payment of most PBOP Medical Plan expenses through tax-deductible contributions to Voluntary Employee Benefits Association (VEBA) trusts. Forecast contributions to the trust are discussed in Chapter 18 of Exhibit (PG&E-6). Tax-deductible PBOP medical benefits for retired officers and related actuarial and administrative costs cannot be paid through the VEBA trusts under current Internal Revenue Service rules. PG&E estimates that the 2007 PBOP medical pay-as-you-go costs will be $0.3 million. PBOP Life Insurance Plan Description Management employees with 15or more years of service are eligible at retirement for life insurance coverage equal to their annual salary (limited to $50,000 if the employee was hired or placed into a management position after January1, 1986). Nonmanagement employees and management employees with less than 15years of service at retirement receive a flat $8,000 of coverage. PG&E pre-funds life insurance benefits through a trust at State Street Bank and Trust. However, since the Internal Revenue Code restricts prefunding to a maximum individual benefit of $50,000, benefits in excess of $50,000 are provided through a separate insurance policy with Metropolitan Life Insurance Company. Also, certain management employees have an option to receive the cash equivalent of continued life insurance coverage at retirement. The Company pays the premiums for this policy and any cash equivalent payments on a payasyougo basis. PBOP Life Plan Cost Estimates Forecast contributions to the trust are discussed in Chapter18 of Exhibit(PG&E-6). Estimated taxdeductible costs that cannot be paid from the trust, such as life insurance coverage in excess of the IRS funding limits, and cash equivalent payments are also included in PG&Es cost estimate. PG&E estimates that the 2007 pay-as-you-go costs of this program will be $1.3million. Actuarial and administrative costs associated with this plan are included in the estimates for PBOP medical. Long Term Disability Plan PG&Es Long Term Disability Plan (LTD) provides partial income replacement and continued medical and life insurance coverage to employees who become disabled and are unable to work. Long Term Disability Plan Description An employee is eligible for LTD benefits if the employee becomes disabled due to illness or accidental injury, can no longer perform the duties of his/her own job, and PG&E is unable to employ the employee in a job suited to the employees reduced work capabilities. Employees become eligible to receive monthly LTD benefits after being disabled for fivemonths (sixmonths if disability occurred prior to 2003). Employees receiving LTD income benefits are also eligible for continued health and life insurance coverage. Benefits provided under the LTD Plan vary based on the date the disabled employee becomes eligible for benefits. For employees who became eligible for LTD before January1, 2000, PG&E provides disability benefits equal to 50percent of predisability pay offset by 50percent of any disability payments awarded to the individual by Social Security. The length of time such a disabled employee is eligible to receive LTD benefits is determined in part by the number of years of service the employee attained prior to the onset of the disability. In 2000, PG&E began to provide disability benefits equal to 662/3percent of predisability pay offset by 100percent of any individual disability payments awarded by Social Security. Certain mental/nervous disability coverage was limited to a maximum of twoyears, and the duration of disability payments was no longer affected by the number of years of service the employee attained prior to the onset of the disability. Effective in 2003, employees who become eligible for LTD benefits receive 66-2/3 percent of pre-disability pay offset by 100 percent of any family disability payments awarded by the Social Security Administration. The duration of LTD benefits has been limited to a maximum of twoyears unless the disabled employee qualifies for Social Security Disability Insurance (SSDI) benefits. Long Term Disability Plan Cost Control Efforts PG&E has engaged the services of two third party administrators to manage LTD plan costs: Assurant Employee Benefits and ALLSUP, Inc. Assurant provides streamlined administration of disability claims and LTD applications while ALLSUP provides expert Social Security Disability and Medicare representation services to LTD recipients and retirees. Because ALLSUPs fees are contingent upon employees obtaining successful SSDI awards, there is no additional cost to the company for their services unless ALLSUP produces reductions in LTD benefit obligation costs. Together, these administrators have enabled PG&E to better manage its LTD costs by increasing the number of approved SSDI awards and Medicare enrollments which offsets the Companys cost for both disability and medical payments for the disabled population. In 2003, the LTD Program was revised to improve protection to newly disabled employees in the short-term, enhance return to work efforts, and limit the duration of benefits where the disability does not meet SSDI criteria. These plan changes and continued facilitation by plan administrators are expected to reduce the costs incurred under this plan. Long Term Disability Plan Cost Estimates Income replacement, medical and life insurance benefits are paid through pre-funded VEBA trusts. Forecast contributions to the LTD trusts are discussed in Chapter 18 of Exhibit (PG&E-6). PG&E also estimates 2007 expense of $0.1 million for actuarial consulting and administrative support, including consulting on plan design refinements to better align and integrate disability benefits. Retirement Plan Expenses There are two components to PG&Es pension benefits. The Retirement Plan is a taxqualified pension plan that provides monthly income at retirement based on a formula using the employees years of service, age and ending base pay. This plan is the foundation of PG&Es retirement program and provides coverage for virtually all employees. Retirement Plan benefits are funded through a tax-qualified trust subject to the funding requirements of the Employee Retirement Income Security Act of 1974 (ERISA). PG&E has filed a petition to modify the decision in its 2003 GRC (Decision 04-05-055) to allow PG&E to file an application requesting a resumption of pension contributions in 2006. PG&E also provides non-qualified, unfunded pension benefits to employees whose Retirement Plan benefits are limited by ERISA, and for certain former non-employee members of PG&Es board of directors. The Supplemental Excess Retirement Plan (SERP) and the Retirement Excess Benefit Plan provide benefits to certain officers and other key employees based on the same benefit formula as the qualified pension plan, although the SERP includes Short-Term Incentive Plan payments as part of covered compensation. SERP benefits are reduced by amounts paid from the tax-qualified Retirement Plan. The Retirement Excess Benefit Plan only provides benefits earned through the qualified pension plan that cannot be paid from the tax-qualified trust due to ERISA limitations. Employees who receive such benefits are not covered by the SERP. The Non-Employee Directors Retirement Plan provides a fixed benefit based upon the time served as a member of the board of directors. Expenses related to benefits paid to former Company employees and directors are charged to A&G Account 926, while expenses related to former employees and directors of PG&E Corporation are charged to A&G Account 923. Supplemental Executive Retirement Plan (SERP) Changes Since the 2003 GRC PG&E has sponsored a SERP since 1985, and the costs associated with this plan have been included in rates for more than a decade. The SERP currently provides retirement benefits to approximately 60retired officers, including two officers who transferred directly from the Company to PG&E Corporation and ultimately retired from the Corporation. Effective January 1, 2005, PG&E Corporation adopted a new SERP that covers all SERP obligations for current active employees (both PG&E Corporation and Pacific Gas and Electric Company employees and future retirees) on a prospective basis. The benefit formula under the new SERP remains the same as that of the Company-sponsored plan. The SERP sponsored by PG&E is frozen, and will continue to pay benefits for retirees who began receiving payments from the plan on or before January1, 2005. Both SERP plan costs are paid on a payasyougo basis and recorded as a current year expense. Consistent with affiliate rules, each plan segregates costs attributable to the Company and PG&E Corporation, and each entity is responsible for the respective costs of its participants. As noted above, expenses related to Company retirees are charged to A&G Account926 while expenses related to PG&E Corporation retirees are charged to A&G Account 923. Estimates for Supplemental Pension Benefits and AdministrativeCosts PG&E is requesting recovery of the cost of nonqualified pension benefits that are paid to Utility retirees on a pay-as-you-go basis. Nonqualified pension benefits include amounts paid out for SERP, Retirement Excess Benefit Plan and the Non-Employee Directors Plan benefits. Actuarial and other administrative fees are also reflected in this amount. The 2007 estimate for pay-as-you-go expenses related to PG&E retirees is $3.2million. Recovery is also requested for the estimated 2007 cost attributable to PG&E Corporation retirees. The 2007 estimate for PG&E Corporation payasyougo expenses is $0.1 million. This cost is based on benefits paid from the Company-sponsored SERP to PG&E Corporation retirees in 2004. This request is reflected in the tables for Chapter 2 of Exhibit(PG&E6). Retirement Savings Plan In addition to its pension plan, PG&E provides a defined contribution Retirement Savings Plan (RSP) for its employees. This defined contribution plan (or 401(k) plan) provides a vehicle for employees to set aside funds to provide financial security for retirement, death or disability. The pension plan and the RSP, along with Social Security, are designed to enable employees to accumulate sufficient retirement income. Retirement Savings Plan Description Effective June1999, PG&E Corporation established the Retirement Savings Plan to provide retirement savings opportunity under oneplan for PG&E Corporation employees, PG&E (Company) employees, and employees of all other affiliates. PG&Es management and A&T employees began to participate in the RSP concurrent with its inception on June1, 1999. Union employees were transferred to the RSP from the Savings Fund Plan, a predecessor 401(k) plan sponsored by the Company, as labor agreements were renewed. The last bargaining unit group to join the RSP transferred from the Savings Fund Plan in March 2004. Employees are eligible to participate in the RSP upon employment, and may elect to contribute up to 20 percent of base pay on a pretax or aftertax basis to the RSP. PG&E matches the employees contribution up to a maximum of 6percent of covered compensation, depending on years of service. Following general negotiations with the unions in 2004, the company match schedule for all union employees was accelerated such that employees with three or more years of service are eligible for an employer matching contribution up to 6 percent of pay. Under the previous plan design, union employees became eligible for the full level of employer matching contributions only after 15 years of service. The Company matching contribution continues to be 75cents for each dollar contributed for management and A&T employees; and 50cents for union employees. Participants can make their own investment choices and defer taxes on money they contribute on a pre-tax 401k basis (up to a limit set by the Internal Revenue Service). The participant is fully vested in the value of the account including all company matching contributions and accumulated investment earnings. Fidelity is the recordkeeper, trustee and investment manager for this plan. Cost Estimates for Plans PG&E estimates that 2007 costs for the RSP will be $40.9million, based on recorded 2004 costs. All costs to PG&E for participation in the RSP will be specifically related to the Companys participants only. PG&E Corporation and any participating affiliates are responsible for costs related to their respective employees. Components of costs related to the defined contribution plans are: (1)employer contributions; (2)recordkeeping fees; (3)investment management fees; and (4)trustee fees. Tuition Refund Program Description of Program Customer expectations, advancing technology and the changing demographics of PG&Es employee population put pressures on the Company to ensure its employees are adequately trained to fulfill service delivery requirements. Employees must continually update existing skills, and acquire new skills, in order to remain efficient and effective at their jobs. As part of PG&Es overall Human Resources strategy, the Company encourages employees to take responsibility for their professional development through education. The Tuition Refund Program is part of PG&Es commitment to encourage employees to avail themselves of external educational opportunities to meet changing business requirements and provide customers with efficient high-level service. PG&Es tuition refund plan is available to all full-time and certain parttime employees. The plan reimburses tuition, registration, laboratory and textbook fees incurred through coursework at qualified educational institutions up to a dollar maximum reimbursement per year. Effective January 1, 2005, management and A&T employees are eligible for 100percent reimbursement of costs up to an annual reimbursement limit of $8,000. IBEW-represented employees are eligible for 90percent reimbursement up to $1,200, and ESC-represented employees are eligible for 100 percent reimbursement up to $5,250 or $3,000 based on degree major. Only costs associated with accredited job or career-related courses, certificates or degree programs are eligible for reimbursement through this program. Tuition Refund Cost Estimate PG&E estimates that total 2007 costs for the Tuition Refund Plan will be $1.7million. For management and A&T employees, the estimate was based on 2004 participation and recorded costs taking into consideration the program changes effective January 1, 2005. For union-represented employees, the estimate assumed no increase from 2004 recorded costs. Employee Relocation Expense Plan Description and Cost Control Efforts Given the cost of moving to a new location and the high cost of living in the Bay Area, the employee relocation program is designed to assist employees with costs associated with Companyinitiated relocations. Lack of such assistance would restrict efforts to attract and place experienced workers into specialized vacancies that occur throughout PG&Es service territory. This program also allows PG&E to compete with other employers in attracting and retaining new employees. Relocation expenses include costs associated with household goods moving and storage, home sale, home purchase, travel to the new location, interim living expenses, and home search. PG&E and PG&E Corporation employees participate in the Relocation Program sponsored by PG&E Corporation. Since PG&E does not have staff to administer this program, the relocation specialist located at PG&ECorporation is responsible for the overall relocation process for both Company and PG&E Corporation employees. As the program manager, the relocation specialist monitors all charges from service providers to ensure they are reasonable, and to ensure charges related to PG&E Corporation employees are separated from Company related costs. PG&E estimates increased expenditures for relocations in 2007 due to increased housing-related costs for both the Company and PG&E Corporation. In addition, relocation activity in 2004 for PG&E Corporation was uncharacteristically low due to pending bankruptcy proceedings. PG&E Corporation expects that the number of relocations will return to historical levels. Therefore, test year 2007 estimates were calculated based on a five-year average of PG&E Corporation relocation activity. Employee Relocation Expense Cost Estimates PG&E estimates 2007 costs for the Relocation Program will be $3.8million, based on historical and 2004 experience and anticipated 2005 costs from the relocation program specialist. This estimate includes $3.1million in relocation costs associated with PG&E and $0.7 million in relocation costs associated with PG&E Corporation. Expenses related to the relocation of Company employees are charged to A&G Account926, while expenses related to PG&E Corporation relocations are charged to A&G Account 923. Service Awards Description of Program PG&Es Service Awards Program is a means for the Company to provide special recognition to employees who have made a sustained contribution and demonstrated commitment to the Company through continuous service. The Company expresses appreciation for these employees with a thank you gift at every fiveyear anniversary and at retirement. The award recipient chooses from a selection of awards dependent on his/her anniversary year. PG&Es Service Award Program is administered by BI, an external vendor providing employment-related reward and recognition programs. BI sends Service Award Program information to the recipient with award selections, ordering instructions, and also sends the award to the recipient. Service Awards Cost Control Effort and Cost Estimates The Company has reduced the cost of printing brochures and mailing costs by allowing recipients who have email access to order their awards online. The cost for 2007 is estimated to be $1.1 million based on 2004 award selections, the anticipated number of participants who will be eligible for a service award, and the terms of the current negotiated contract with BI. [1] D.9904068, 1999 Cal. PUC Lexis 242, *146, Ordering Paragraph No. 3. [] National Coalition on Health Care, Facts About Healthcare Health Insurance Cost, http://www.nchc.org. [] www.milliman.com. [] Business Wire. 2005. HMOs Propose Lowest Rate Increases In Five Years; Hewitt Associates Data Shows Aggressive Cost Management Strategies Paying Off, June 9, http://www.businesswire.com. [] Colliver, Victoria. 2005. "Healthy Signs at CalPERS." San Francisco Chronicle, June 14.     (PG&E-6)  SEQ chap \c17- PAGE \* MERGEFORMAT 1 =>JKMN4 5 a b q t ?ABcd-.=>R -  L!M!m!n!?"l"""###### #Q%_%%%%%&&F&N&,,;/h^Xs h-hs h|hs hfhshlhyBoh!mHnHuhsjhsUM5O]j|p ( : v 2iVjS!@?"m"$$edc 2$$'%?%Q%_%l%%%%&&8&P&q&&&))*+m-?/ 002234;//T3U3566888899::::+;<;;;F<G<O>P>h>i>@@FGGGGDHFHHHI=INIUI_I`IiIIIIII8JCJJJJJKKKKLL/L?LGLbLmLuLа h?Mhs h8:hshKhsB*ph hhshlhyBo h#[hs h[jhshsjhs5EHU\hs5EH\E4557;;=>>C@v@A\BLCDDJE3FFFHvLLLOoOOPS2U uLvLVVYY\\\\j\j~jjjj&k(kkkMoNoVooopppqs#spsusssvvxxxxyyyy||||~~~~ŀƀSTUW%EXYjhs0J$Uhs5B*EH^Jph h3PhshyBo h hshlh.=n hMdhs hmhs hKwhs hPPhshs h?MhsB2UUVVVVXY)Z\^_E_a)cdSd(fzffffAghj\jBlWlo oq1quqq[rrss+tDtuwIz~92S ؈e)֍TUȔɔ&FWYz—Ǘȗ̗͗֗ח(, >!1F>?ABBE}>^v]^cd h//hs hLhsh}wh|f h+hs hF*)hshl h0Hhs hhshyBohsaJhsB*phhyBohsF.ɔՔ{(,Ơ]vť ҫO33Q 2i|>jsCitCdef<\M_z=>?^9Qiw|3 @\d~23f4_  h.5EH\ hk hs hHqhsh h7Ohsh}wh|f hZhs hc&hshyBo hyBohshsHC*p9RM=Fh'K?Jf'I4_\ k  8 S   G`#  GHIJ,-./12˿哊哊h.mHnHujh.U h.\hwh[B*CJphh[B*CJphjh[Uh[hKHh.>* hKHh.jh.0J$Uh.5EH^Jh.h.CJaJh.5EH\ h.0J$50123:$a$$da$ 23hs>00 P&P1P/ =!"#$%h q\@\ Normaldp`%B*CJOJQJ_HmH phsH tH H@H Heading 1$ & F!x@&5CJH@H o Heading 2$ & F!x@&5CJ@@!"@ p Heading 3 & F!<@&CJ8@128 Heading 4  & F!@&8@AB8 Heading 5  & F!@&P@QRP Heading 6# & F! @  P@&^ `PR@abR Heading 7& & F!   P@&^ `PV@qrV Heading 8& & F!   P@&^ `P6R @R Heading 9& & F! x0P@&^0`PDA@D Default Paragraph FontViV  Table Normal :V 44 la (k(No List (O( Body 00O0 Body 1 ^:O: lBody 2 `^` B*ph0O"0 mBody 3 ^0O!20 nBody 4 ^0O1B0 Body 5 p^p0OAR0 Body 6  ^ 0OQb0 Body 7  ^ 0Oar0 Body 8  ^ 0Oq0 Body 9 0^06B@6 Body Text `0@0 Header `LOL QNum  p@ `^`` B*ph4O4 Bullet 2 ^4O4 Bullet 1 `^`@O@ Bullet 0 & Fx^<O< Bullet 3 & F^<O< Bullet 4 & Fp^p<O< Bullet 5! & F ^ LC@"L Body Text Indent">^`>X@2X Footnote Text##$0d<<^`0n&@An Footnote Reference25@B*CJEHH*KHOJQJRHdS*ehkH.)@Q. Page NumberZZ TOC 1,& (# hd]^h` B*phZZ TOC 2,' (# d]^` B*ph.q. TOC 3 (8^866 TOC 4) $ ^66 TOC 5* $^jOj Table Caption,+$$$d^`a$ 5;CJFOF Table,$$d^`CJBOB Table - First Row-xnOn Line Number - Testimony.$da$OJQJ_HmH sH tH LOL ANum / p@ `^`` B*phPOP Quotation 2 0dxx^`:O: Quotation 3 1^:O": Quotation 4 2p^pNO2N TOC Title3$d`a$;.. TOC 6 4^.A. TOC 7 5^.Q. TOC 8 6^.a. TOC 9 7{^{D(@D Line NumberB*CJH*OJQJS*:O!: Quotation 5 9 ^ 0 @0 Footer :`PR@P Body Text Indent 2;^`4O4 Bullet 6 < ^ :O: Quotation 6 = ^ 4O4 Bullet 7 > ^ :O: Quotation 7 ? ^ 4O4 Bullet 8 @0^0:O: Quotation 8 A0^04O"4 Bullet 9 B^:OA2: Quotation 1 C`^`POBP Quotation 0 D dxx^ `DORD Table - Last Row E$xrObr Cover TitleF$d a$/5;@ B*CJOJQJ_HmH phsH tH :Or: Quotation 9 G^<O< QA-Text H`^` B*phFO!F Body 0 - listIB^`B@O@ Body 0 - no indentJFOF Body 1 - listK`P^``PHOH Body 1 - no indent L^>O> Body 2 - list M^HOH Body 2 - no indent N`^`>O> Body 3 - list O^HOH Body 3 - no indent P^>O> Body 4 - list Qp^pHO"H Body 4 - no indent R^>O2> Body 5 - list S ^ HO!BH Body 5 - no indent Tp^p>O1R> Body 6 - list U ^ HOAbH Body 6 - no indent V ^ >OQr> Body 7 - list W ^ HOaH Body 7 - no indent X ^ >Oq> Body 8 - list Y0^0HOH Body 8 - no indent Z ^ FOF Body 9 - list[P^`PPOP Body 9 - no indent\0^0`.O. QA-bullet]0O0 QA-bullet2^ZO1Z Table Footnote_ $Pd^`PCJBOB Bullet 0 - indent`x\O\ Table Footnote2a $d<^`CJHO"H Footnote Text2b$<`BO2B TITLE 1c$`a$ 5;CJ*O1B* TITLE 2d.OA. TITLE 3ehBObB Bullet 1 - indentfxBO!rB Bullet 2 - indentgxBO1B Bullet 3 - indenthxJO1J Bullet 4 - indentipx^pXX  Footnote Body#j$0d<<^`0rOr End Table Caption+k$$$ $d^`a$ 5;CJJOJ  Body 2 CharCJOJQJ_HmH sH tH .O.  Body 3 Char.O.  Body 4 Char\O\ Heading 2 Char(5B*CJOJQJ_HmH phsH tH 8O8 Heading 3 CharCJ<'pqtv3J3 6|p(:v2iVj S!@?m'?!!"#m%?' ((**+,--/33566C8v89\:L;<<J=3>>F@vDDDGoGGHK2MMNNNNPQ)RTVWEWY)[\S\(^z^^^^A_`b\bBdWdgi1iuii[jjkk+lDlmoIrv9xz2|S|| ~؀e).ɌՌ{(,Ƙ]vŝ ңO3Q 2i|>jsCitC*p9RM=4A! 0]]@0j@0j@0j@0jA! 0]]@0@0@0A! 0]]*B! 0@0 @0 @0 @0 *B! 0@0@0@0@0*B! 0@0LA! 0]]@0@ 0@ 0@ 0 @! 0@0 @! 0@0^!@0^!@0^!@0^!@0^! @! 0@0(A! 0((*B! 0++@0+@0+:C! 0++@0.@0.:C! 0++@0u4@0u4:C! 0++@07:C! 0++@0^9@ 0^9@ 0^9@ 0^9@ 0^9@ 0^9@ 0^9@ 0^9@0^9@0^9*B! 0++@0/F@0/F@0/F:@0/F@0OI@0OI@0OI@ 0OI@ 0OI@ 0 OI*B! 0++*! 0+@0P@0P:@0P@0S@0S*B! 0++:C! 0XX@0Y@0Y@0Y*B! 0++@0Z^@0Z^@ 0 Z^@ 0 Z^@ 0 Z^@ 0 Z^@0Z^@0Z^:C! 0^^@07d*B! 0++@0Kf@0KfA! 0((@0k@ 0k@ 0k@ 0k@ 0k@ 0k@ 0k@ 0 k@0k@0k@0k@0k@0k@0k@0kA! 0((*B! 0@01@01@01*B! 0@0t @! 0A! 0!!@0.@0.A! 0!!@0: @! 0A! 0@0A! 0@0 @! 0A! 0@0֒@0֒@0֒A! 0@0W@0W@0W @! 0@0BA! 0BB@0A! 0BB@0y@0y@0y@0y@0y @! 0@0A! 0@0@0@0@0@0@0@0A! 0@0O@0O@0OA! 0@0@0A! 0@0@0A! 0@0@0 @! 0 @0A! 0@0@0@0@0@0A! 0@0@0A! 0@0@0 @! 0 @0.@0. 0@0@0@05O]j|p(:v2iVj S!@?m'?Q_l8Pq!!"#m%?' ((**+,--/33566C8v89\:L;<<J=3>>F@vDDDGoGGHK2MMNNNNPQ)RTVWEWY)[\S\(^z^^^^A_`b\bBdWdgi1iuii[jjkk+lDlmoIrv9xz2|S|| ~؀e).ɌՌ{(,Ƙ]vŝ ңO3Q 2i|>jsCitC*p9RM=Fh'K?Jf'I4_\k8SG014c0d0e0! 0! 0]]0j0j0j0j! 0]]0v0v0v! 0]](! 0VV0j0j0j0j(! 0VV0000(! 0VV0?! 0]]0 0 0 0 0 0 0 0 0 0 0  0  0  0  0 ! 00! 00!0!0!0!0!! 00 (! 0 ( ((! 0**0*0*8! 0**0-0-8! 0**03038! 0**068! 0**0C8 0C8 0C8 0C8 0C8 0C8 0C8 0C80C80C8(! 0**8! 0vDvD0D0D8! 0vDvD0oG0oG0oG 0oG 0oG 0 oG(! 0**8! 0NN0N0N8! 0NN0Q0Q(! 0**8! 0VV0W0W0W8! 0VV0\0\ 0 \ 0 \ 0 \ 0 \0\0\8! 0VV0b(! 0**0Bd0Bd! 0 ( (0i 0i 0i 0i 0i 0i 0i 0i0i0i0i0i0i0i0i! 0 ( ((! 02|2|0S|0S|0S|(! 02|2|0e! 0! 000! 00! 0! 0ɌɌ0Ռ! 0ɌɌ0! 0! 0{{000! 0{{000! 00Ƙ! 0ƘƘ0]! 0ƘƘ00000! 00O! 0OO03030303030303! 0OO000! 0OO0|0|! 0OO00! 0OO0j0j! 0 0s! 0ss0C0C0C0C0C! 0ss00! 0ss00! 0 0909! 099000! 09900! 0 0h! 0hh0'0'0'! 0hh0! 0 ! 000! 00! 0 ! 0JJ0f0f0f! 0JJ04! 0! 0\\0k0k! 0\\0@#0@#0@#0@#0@#000@0ي00@0ي00@0ي00@0ي00@0@0@:0@0ي000 5O]j|p(:v2iVj S!@?m'?_l8Pq!!"#m%?' ((**+,--/33566C8v89\:L;<<J=3>>F@vDDDGoGGHK2MMNNNNPQ)RTVWEWY)[\S\(^z^^^^A_`b\bBdWdgi1iuii[jjkk+lDlmoIrv9xz2|S|| ~؀e).ɌՌ{(,Ƙ]vŝ ңO3Q 2i|>jsCitC*p9RM=Fh'K?Jf'I4_\k8SG04c0d0e0! 0! 0]]0j0j0j0j! 0]]0v0v0v! 0]](! 0VV0j0j0j0j(! 0VV0000(! 0VV0I! 0]]0 0 0 0 0 0 0 0 0 0 0  0  0  0 ! 00! 00 !0 !0 !0 !0 !! 00(! 0(((! 0**0*0*8! 0**0-0-8! 0**03038! 0**068! 0**0O8 0O8 0O8 0O8 0O8 0O8 0O8 0O80O80O8(! 0**8! 0CC0C0C8! 0CC0F0F0F 0F 0F 0 F(! 0))8! 0MM0M0M8! 0MM0Q0Q(! 0))8! 0UU0+V0+V0+V8! 0UU0.[0.[ 0 .[ 0 .[ 0 .[ 0 .[0.[0.[8! 0UU05a(! 0))0Ic0Ic! 0<'<'0h 0h 0h 0h 0h 0h 0h 0 h0h0h0h0h0h0h0h! 0<'<'(! 0C{C{0d{0d{0d{(! 0C{C{0|! 0! 0!!0.0.! 0!!0,! 0! 00! 00! 0! 0000! 00 0 0 ! 00! 00! 000000! 00~! 0~~0b0b0b0b0b0b0b! 0~~000! 0~~0~0~! 0~~00! 0~~0o0o! 0 0x! 0xx0H0H0H0H0H! 0xx00! 0xx00 ! 0 00! 0000! 00n0n ! 0 0! 0000! 0@0> @! 0 A! 0KK@0Z@0ZA! 0KK@0y @! 0 A! 0@0@0@0A! 0@0 @! 0A! 0@0@0A! 0@#0@#0@#0@#0@#0 00@0@0@0@0@0C00@:0 00 DDDG;/uLd 23$42Uo3C32=JM3  #&(?AG !8@0(  B S  ? _Toc444673305 _Toc456757346 _Toc457640563 _Toc525353236 _Toc104090133 _Toc524335739 _Toc5705656 _Toc21927432 _Toc24000195 _Toc104090134 _Toc524335740 _Toc5705657 _Toc21927433 _Toc24000196 _Toc104090135 _Toc524335741 _Toc5705658 _Toc21927434 _Toc24000197 _Toc104090136 _Toc104090137 _Toc104090138 _Toc104090139 _Toc524335742 _Toc5705659 _Toc21927435 _Toc24000198 _Toc104090140 _Toc524335745 _Toc5705662 _Toc21927438 _Toc24000201 _Toc524335747 _Toc5705664 _Toc21927440 _Toc24000203 _Toc104090141 _Toc104090142 _Toc104090143 _Toc104090144 _Toc104090145 _Toc104090146 _Toc104090147 _Toc104090148 _Toc524335752 _Toc5705669 _Toc21927445 _Toc24000208 _Toc104090149 _Toc524335753 _Toc5705670 _Toc21927446 _Toc24000209 _Toc104090150 _Toc104090151 _Toc524335756 _Toc5705673 _Toc21927449 _Toc24000212 _Toc104090152 _Toc104090153 _Toc524335759 _Toc5705676 _Toc21927452 _Toc24000215 _Toc104090154 _Toc524335760 _Toc5705677 _Toc21927453 _Toc24000216 _Toc104090155 _Toc524335762 _Toc5705679 _Toc21927455 _Toc24000218 _Toc104090156 _Toc104090158 _Toc524335765 _Toc5705682 _Toc21927458 _Toc24000221 _Toc104090159 _Toc104090160 _Toc104090161 _Toc524335767 _Toc5705684 _Toc21927460 _Toc24000223 _Toc104090162 _Toc104090163 _Toc524335770 _Toc5705687 _Toc21927463 _Toc24000226 _Toc104090164 _Toc524335771 _Toc5705688 _Toc21927464 _Toc24000227 _Toc104090165 _Toc524335773 _Toc5705690 _Toc21927466 _Toc24000229 _Toc104090166 _Toc524335774 _Toc5705691 _Toc21927467 _Toc24000230 _Toc104090167 _Toc524335775 _Toc5705692 _Toc21927468 _Toc24000231 _Toc104090168 _Toc524335776 _Toc5705693 _Toc21927469 _Toc24000232 _Toc104090169 _Toc524335777 _Toc5705694 _Toc21927470 _Toc24000233 _Toc104090170 _Toc104090171 _Toc524335779 _Toc5705696 _Toc21927472 _Toc24000235 _Toc104090172 _Toc524335781 _Toc5705698 _Toc21927474 _Toc24000237 _Toc104090173 _Toc524335782 _Toc5705699 _Toc21927475 _Toc24000238 _Toc104090174 _Toc524335783 _Toc5705700 _Toc21927476 _Toc24000239 _Toc104090175 _Toc524335785 _Toc5705702 _Toc21927478 _Toc24000241 _Toc104090176 _Toc524335786 _Toc5705703 _Toc21927479 _Toc24000242 _Toc104090177 _Toc524335787 _Toc5705704 _Toc21927480 _Toc24000243 _Toc104090178 _Toc524335788 _Toc5705705 _Toc21927481 _Toc24000244 _Toc104090179 _Toc524335789 _Toc5705706 _Toc21927482 _Toc24000245 _Toc104090180 _Toc524335791 _Toc5705708 _Toc21927484 _Toc24000247 _Toc104090182 _Toc524335792 _Toc5705709 _Toc21927485 _Toc24000248 _Toc104090183 _Toc524335793 _Toc5705710 _Toc21927486 _Toc24000249 _Toc104090184 _Toc524335794 _Toc5705711 _Toc21927487 _Toc24000250 _Toc104090185 _Toc524335796 _Toc5705713 _Toc21927489 _Toc24000252 _Toc104090187 _Toc524335797 _Toc5705714 _Toc21927490 _Toc24000253 _Toc104090188 _Toc524335800 _Toc5705717 _Toc21927493 _Toc24000256 _Toc104090191 _Toc524335801 _Toc5705718 _Toc21927494 _Toc24000257 _Toc104090192 _Toc524335803 _Toc5705720 _Toc21927496 _Toc24000259 _Toc104090193 _Toc524335802 _Toc5705719 _Toc21927495 _Toc24000258 _Toc524335804 _Toc5705721 _Toc21927497 _Toc24000260 _Toc104090194 _Toc524335805 _Toc5705722 _Toc21927498 _Toc24000261 _Toc104090195 _Toc524335806 _Toc5705723 _Toc21927499 _Toc24000262 _Toc104090196 _Toc524335811 _Toc5705728 _Toc21927504 _Toc24000267 _Toc517141376 _Toc517141375 _Toc104090197 _Toc104090198 _Toc517141377 _Toc104090199 _Toc517141378 _Toc104090200 _Toc104090201 _Toc524335812 _Toc5705729 _Toc21927505 _Toc24000268 _Toc104090202 _Toc524335813 _Toc5705730 _Toc21927506 _Toc24000269 _Toc104090203]]]]]jjjjjvvvvvVVVVVj? (**-36C8C8C8C8C8vDvDvDvDvDoGNNNNNQVVVVVWWWWW\\\\\bBdBdBdBdBdi2|S|S|S|S|S|eɌɌɌɌɌՌՌՌՌՌ{{{{{Ƙ]]]]]OOOOO33333|||||jjjjjsssssCCCCCBBBB99999hhhhh'''''Jff+4\kkkkkSSSSS4 !"#$ %&'()*+-./0,123456789:;<=>?@ABCDEFGHIJKLMNOPQRSUVWXTYZ[\]^_`abcdefghijklmnopqrtuvwsxyz{|}~iiiii{{{{{iiiiiRl!!!!!(**-36t8vDvDvDvDDDDDDGNNNNN(RVVVVVDWDWDWDWDWR\R\R\R\R\[bVdVdVdVdVd0iR||(((((-----ԌԌԌԌԌ'''''ߘߘߘߘߘuuuuuĝĝĝĝĝPPPPPhhhhhQQQQQ EJJJJJee^^jjjjj4iKr TawjKr|`wkKrawlKr \NmmKrԁinKrlnoKrkpKr4kqKr$rKrsKrTtKruKr vKrwKr txKrziyKr }i)33 NV5\f\v4     )44%NV7\h\x4 >*urn:schemas-microsoft-com:office:smarttags PersonName9*urn:schemas-microsoft-com:office:smarttagsState9*urn:schemas-microsoft-com:office:smarttagsplace8*urn:schemas-microsoft-com:office:smarttagsCity 81414=Nppqt P^66FNF4G4_A`AaAaAGG~bbbb&c(ccck#kokokpkukS}T}U}W}BEM_z=>?^nn9Qiw|[[/1414*|Zh}Vz*~*R2RC,F?aXޅ(m n^yVT[ \=`QLUƾkb \Fd`=`x`r<u=,I$`w%`3&`RIk(芲])rTQ),2E2M.` .`O5Uƾ@p9(n)?EUƾ O`(T`1"WаP$?XX8SGh`dh`k`1nL,Qs`^`.^`.88^8`.^`. ^`OJQJo( ^`OJQJo( 88^8`OJQJo( ^`OJQJo(hh^h`. hh^h`OJQJo(P^`P.`P`^``P.P^`P.P^`P.pPp^p`P()@ 0^@ `0()0^`0()0^`0()0^`0()*@ OJQJo(@P^`PB*CJOJQJo(@`P^``PB*CJOJQJo(@ OJQJo(@pP^p`PB*CJOJQJo(@pP^p`PB*CJOJQJo(@pP^p`PB*CJOJQJo(@P^`PB*CJOJQJo(@P^`PB*CJOJQJo(-@pP^p`PB*CJOJQJo(@pP^p`PB*CJOJQJo(@P^`PB*CJOJQJo(^`OJQJ^Jo(hH^`OJQJ^Jo(hHopp^p`OJQJo(hH@ @ ^@ `OJQJo(hH^`OJQJ^Jo(hHo^`OJQJo(hH^`OJQJo(hH^`OJQJ^Jo(hHoPP^P`OJQJo(hH@P^`PB*CJOJQJo(P^`P.`P`^``P.P^`P.P^`P()pPp^p`P()@ 0@ ^@ `0()0^`0()0^`0()0^`0()@P^`PB*CJOJQJo(@`P^``PB*CJOJQJo(@`P^``PB*CJOJQJo(@`P^``PB*CJOJQJo(@`P^``PB*CJOJQJo(@P^`PB*CJOJQJo(@ P^ `PB*CJOJQJo(@P^`PB*CJOJQJo(@P^`PB*CJOJQJo(@`^``CJOJQJo(@P^`PB*CJOJQJo(@pP^p`PB*CJOJQJo(@pP^p`PB*CJOJQJo(0^`0o(()@P^`PB*CJOJQJo(.((\(ď( .Qs,I$dw%(Tdhk=SGh3&=1"Wx OM.$?XO5QL?E@p9[kbX])r<Q),1n((~}|RIk(( @P^`PB*CJOJQJo(( D@``^``B*CJOJQJo(h(@hh^h`CJOJQJo(Џ(`z@h h^h`OJQJo(4(@`P^``PB*CJOJQJo(**           @=Y|fKHX[2d.=nyBo^Xsw?w}w3.X{w]U[Dl!&usB]j|{04 C60C60@$3@UnknownGz Times New Roman5Symbol3& z Arial?5 z Courier New;Wingdings"hpFݗf+"''!4dxx2QX ?yBo65G:\DocSvcs-General\Word-8 Templates\GRC Testimony.dot TITLE *                           ! " # $ % & ' ( ) Oh+'0  4 @ L Xdlt| TITLE GRC Testimony.dot43Microsoft Office Word@L5(@#@ 4/[@#'՜.+,0 px  x  TITLE Title  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~    Root Entry F@#1TableWordDocument@6SummaryInformation(DocumentSummaryInformation8 CompObjq  FMicrosoft Office Word Document MSWordDocWord.Document.89q