HomeMy WebLinkAboutDocumentation_Regular_Tab 12_08/14/2008VILLAGE OF TEQUESTA
AGENDA ITEM TRANSMITTAL FORM
Meeting Date:
August 14, 2008 Meeting Type: Regular Ordinance #: N/A
Consent Agenda: No Resolution #: Click here tt~ enter text.
Originating Department: Human Resources
2. AGENDA ITEM TITLE:
Report on Compressed Workweek Findings for Village Council's Consideration
3. BUDGET /FINANCIAL IMPACT:
Account #: Click here tt~ enter text. Amount of this item: Click here tta enter text.
Current Budgeted Amount Available: Amount Remaining after item:
Click here tc~ enter text. Click here to eater text.
Budget Transfer Required: Choose an Appropriate Fund Balance: Choose an iterr~.
item.
4. EXECUTIVE SUMMARY OF MAJOR ISSUES:
Village of Tequesta Employee attitude and Success Rate of 4-Day Workweek in other organizations have been
compiled in a formal report per the Village Council's request.
5.
APPROVALS:
~7
Dept. Head: ~`~i ~: ~ ,~~ Finance Director:
Attorney: (for legal sufficiency)
Village Manager:
~~
• SUBMIT FOR COUNCIL DISCUSSION: [-~`~
• APPROVE ITEM:
Yes ^ No ^
• DENY ITEM: ^
Memo
To: Michael R Couzzo, Jr., Village Manager
g //,;~~,,",.
From: Merlene Reid, HR Mana er ~~~^
Date: July 22, 2008
Re: 4-Day Workweek
I write further to your request in late June to:
1. Solicit feedback from staff in the Administrative, Public Works and Utilities
buildings, to determine their attitude towards a compressed workweek.
2. Solicit feedback from surrounding organizations with similar programs in place, to
determine their program's success rate.
Attached is a report outlining the findings.
REPORT ON COMPRESSED WORK-WEEK FINDINGS
BACKGROUND
The Village Council requested Village Manager Michael Couzzo, Jr. to conduct research and
prepare a proposal for the Council's consideration, in order to determine the level of savings and
benefits that could be realized if the Village opted to go to a compressed workweek of four 10-
hour days in certain departments. The savings on utilities and fuel was delegated to the Utilities
department, while the Human resources department was asked to:
1. Solicit feedback from staff in the Administrative, Public Works and Utilities (Bridge
Road) buildings, to determine their attitude towards a compressed workweek.
2. Solicit feedback from surrounding organizations with similar programs in place, to
determine their program's success rate.
METHODOLOGY
Employees
27 employees were identified in the 2 buildings proposed for closure (Appendix A), and a 5-point
questionnaire was sent out on June 30~' requesting their feedback, with a deadline of July 2"d (copy
of questionnaire attached as Appendix B). 25 employees responded (2 were out on FMLA). A
summary of their responses is outlined in Figure 1.
Organizations
Human Resource directors from the Public Employers Personnel Information Exchange (PEPIE)
membership list were contacted and asked to identify themselves or other organizations currently
operating compressed workweeks. Based on their responses, the Cities of Coconut Creek and
Tamarac were identified in Broward County, along with the PBC Property Appraiser's Office.
Data was collected from the HR management of these 3 organizations between June 20 -July 9,
2008, via emails (see Appendix C) and telephone conversations.
LIMITATIONS
Only one of the governmental institutions (Coconut Creek) exactly matched the scenario being
contemplated by Tequesta, i.e., full 1 day closure, thus limiting the number of organizations
available for analysis. The other 2 organizations continue to open Mondays -Fridays, with the
employees working 4 ten-hour workday schedules within the 5-day workweek.
FINDINGS
Compressed workweeks are defined by the Society of Human Resource Management as a benefit
"where full-time employees are allowed to work longer days for part of a week or pay period in
exchange for shorter days or a day off during that week or pay period." According to their 2008
Employee Benefits Report (pg. 58), 37% of HR Professionals nationally, indicated that their
organizations currently offer compressed workweek as a benefit.
1
Pillage of Teguesta Employee Feedback
The majority of the 25 Village employees contacted indicated that they are very interested in
implementing a 4 day, compressed workweek (19), with no one indicating total disagreement with
the concept. 4 employees were neutral (16%), 3 were somewhat interested (12%), and 1 was
somewhat against (4%).
Figure 1
Compressed Workweek Feedback from Staff
Somewhat Against
4%
~~ ~
Somewhat ~ ~ , ~ ~ r~=~~
Interested '~~°~ ~ '~
12% ~~~,
~~
Neutral
16%
Very Interested
68%
Employees were asked to give 3 reasons why they liked or disliked the idea, and the responses
were as follows:
Reasons for Interest
18 persons gave the following combination of reasons for liking the compressed workweek:
No of Persons Reasons
12 Better work-life balance
10 Gas and other savings for Employees
7 Save time for personal appts/less requests for time-off/more productivity
6 Improved opening hours for residents
6 Savings on utilities for Village
2 Morale booster for Employees
2 Less traffic for Employee
1 Contribution to a greener world
1 Regularly work long hours now
2
Reasons Given for Concerns
2 persons gave the following reasons for their concerns with the concept:
• Conflicts with day care and school schedule
• Less time at home with children
• Difficulty employees may have adjusting to the hours
Preference for Opening Days & Hours
Friday closure was preferred by 21 employees, while 4 persons indicated a Monday preference. In
respect of opening hours, 20 employees favored 7:OOam-5:30 opening hours, 1 individual favored
7:30am-6:OOpm and the other 4 preferred 8:OOam-6:30pm
Organization Feedback
The following organizations were contacted to share their experience:
Name of Organization No of Full-time City Population Closed 1 Day of the
employees Workweek
City of Coconut Creek 335 48,207 Yes
PBC Property Appraiser 279 N/A No
City of Tamarac 493 59,949 No
A summary of the main issues are outlined in Table 1 below and the details of their
correspondence are attached as Appendix C.
Table 1
Coconut Creek PBC Pro ert A raiser Cit of Tamarac
Year October 2005 Did not have exact year June 2007
Started but stated it was "a
number of years"
Days of Mon-Thurs Mon-Fri Mon-Fri
O eration
Customer 86% (at 10/1/07) Not measured Found public liked
Satisfaction longer opening hours
Employee 95% Not measured All depts. support
Satisfaction program continuation at
1 yr post-implementation
review
Savings on Not significant Not measured Not formally measured,
Utilities but "employees love it"
Savings to 20% on fuel 20% on fuel 20% on fuel
Em to ees
Problems • Did not work for everyone • Daycare issues • Payroll issues
experienced and some employees still • Busy seasonal period developed due to
work on Fridays made it hard to manage employees working
• Did not work well in alternating Friday
Coconut Creek PBC Pro ert A raiser Cit of Tamarac
some departments
• Long day was a
problem for some
employees
Benefits • Contribution to City's • Reduction in • Reduction in
gained "Green Initiative" absenteeism absenteeism
• 22% reduction in
unanticipated sick leave
usage
• Strong recruitment tool
The City of Coconut Creek comes closest to what Tequesta is seeking to achieve. After 2.6 years,
the majority of both employees and customers consider the compressed workweek a success,
which makes it a program worth considering for Tequesta. The Property Appraiser's office
indicate that they are having some problems and partially attribute this to opening 5 days, with a
relatively small staff complement.
RECOMMENDATIONS SHOULD PROGRAM BE APPROVED
a) Consideration be given to running the program for an established period of time, at
which point it should be reviewed for its effectiveness.
b) Specific measures such as reduction in utility costs, reduction in requests for time-off,
residents' and employee satisfaction levels should be determined in order to
quantitatively measure success levels in Tequesta.
Prepared By: Merlene Reid, HR Department
Date: July 9, 2008
4
APPENDIX A
LIST OF EMPLOYEES IN BUILDINGS IDENTIFIED FOR POSSIBLE 1-DAY CLOSURE
IE~~11Ca~~ .. ' l~lrst >~~r~„~ , ; ,. `De partment
1. . Shields '. Evelyn ' Finance
~2. Kuper j John Water-Dist
'3. Couzzo Michael Administration
4. Dittmeier Christopher Water-Dist
5. Ferina . Lorraine Finance
~...~__
6. Forsythe JoAnn Finance
'7. ' Gload Michelle Finance
8. Harding Catherine Community Development
--- ------- --
r_____~
10. Jackson
_______ ____
Kendrick Wayne
r____ ___________~
Natasha Public Works
____
Human Resources
11. Kuper Marilou Community Development
12. Mayo Deanna Village Clerk
13. McClintock Mark Water-Dist
14.
I
15. McGee
._____..___.:_.. --. _.-.- -.__._ . ~_._I
McGuinniss Ernest
--.-..--.--.-.-. ---------
Maureen Public Works
~~.__ _~... _.___ __._... _._. _.___ .. ___. __. ___. __ . _. ___. _
Community Development
16. McWilliams Lori Village Clerk
17. Mesagno Stephen Water-Dist
18. Morales Carlos Public Works
19. Paris Walter Water-Dist t
!20. ' Racanati Tatiana '. Finance
'21. Rahim . Monica Finance
22. Rebecchi Renee Water-Dist
'23.
i2~4. Reid
Roulund
~ Merlene
Michael T. Human Resources
Water-Dist
25. ~
Smith
-~ Ron
___ Public Works
26.
1~ Telfrin
T
~- Debra
_~____.~~~---- Administration ___~l
~ --------____
~ ~~~~
'27. White Russell Water-Dist
VILLAGE OF TEQUESTA
4-DAY WORK-WEEK QUESTIONNAIRE
APPENDIX B
Human Resources is collecting information from employees in Public Works and Village
Hall, to advise the Village Manager and Council on employees' feelings towards going
to a 4-day workweek schedule. Please note that individual forms will only be read by
the HR Manager, and compiled into 1 generic document for distribution. Your feedback
is greatly appreciated. Please complete and return questionnaire by Wednesday,
July 2, 2008.
Name:
Department
How interested would you be in having the Village go to a compressed work week of
4 days, working 10 hours daily? (Please select 1 response)
O Very Interested
~ Somewhat Interested
Q Neutral
~ Somewhat against the idea
O Totally against the idea
2. Please state the main reason(s) why you are for or against the idea of a
compressed work-week:
~~
iil
3
If the Village goes to a compressed work week,
O Opening hours of 7:OOam - 5:30pm, or
~ Opening hours of 8:OOam - 6:30pm, or
~ Other opening hours (please specify)
4. If the Village goes to a compressed work week, would you prefer?
~ Monday closure, or
~ Friday closure
5. Any other comments?
would you prefer?
THANK YOU FOR YOUR TIME AND COOPERATION
APPENDIX C
Reid, Merlene
From: Deng, Jenny [JDeng@coconutcreek.net]
Sent: Monday, June 30, 2008 4:32 PM
To: Reid, Merlene
Subject: Four Day Work Week
Attachments: ATT2289174.txt; ATT2289175.htm
Ms. Reid,
Below is information that our HR Director, Pam Kershaw, has compiled about the City's experience with the 4-
day workweek.
Effective October 2005, hours of operation for most departments (excluding Parks & Recreation, Fire, and non-
Administrative divisions of the Police Department) became Monday through Thursday, 7 a.m. - 6 p.m. Accordingly, the
majority of personnel in those departments also adjusted their work schedules, with exceptions made (e.g., flex time or
telecommuting) as needed.
Here is some additional information on our experience with the benefits, keys to success, and risks:
Customer Satisfaction- Per survey taken in October 2006 (approximately one year following the schedule change), 86%
of the customer responses favored the new 4-day schedule with extended hours over the previous 5-day schedule with
shorter hours. The most beneficial aspect of this schedule for customers is that we operate an hour earlier and an hour
later than we did previously, which is an added convenience for customers needing to conduct business on their way to or
from work, etc.
Energy Savings -Although the City may not realize a significant direct cost savings in electric/utilities (because we are
still operating the same number of hours per week), employees are saving by consuming 20% less fuel for commuting.
"Green" Initiative - Our City has always prided itself on being innovative in "green initiatives." Besides the lower fuel
consumption for commuting to/from work, fewer commutes to/from work also helps reduce the wear and tear on our
roadways, and reduces air pollution.
Employee Attendance -Unanticipated sick leave was measured the first nine months following the schedule
change. Seven of the nine months showed decreased usage (average of 22%) when compared to the same months in the
previous year. (One of the months with increased usage was the month immediately following Hurricane Wilma, which
may have had other causes associated with the leave usage. The other month seemed to be an anomaly, as it was much
higher than the months immediately preceding and following it.) Supervisors have reported fewer leave requests for
appointments, as many of those needs can now be met on Fridays.
Recruitment -The 4-day work schedule has proven to be a strong recruitment tool, as many applicants and new
employees cite the 4-day workweek as a major attraction.
Employee Satisfaction/Morale/Productivity -Employee morale has proven to be a positive "side effect" of the 4-day
workweek. Per survey taken in October 2006 (approximately one year following the schedule change), 95% of
the employee responses favored the new schedule. Some positive reports have been related to gas savings, less time
spent commuting (fewer days, as well as less time each day since they are no longer driving during rush hour), an extra
day to spend with family, hold a second job, or further education, and ability to make appointments and conduct business
during business hours (i.e., on Friday) without taking time away from work.
Keys to Success -Our City has a strong online presence, so much business can be conducted online, 24/7/365. We also
have adrive-up drop box outside City Hall so those who would prefer to drop off a check to pay their water bill rather than
pay it online (for example) can do so at any time. Communications with customers in as many ways as possible helped to
make customers aware of the new hours. Phone numbers are available for after-hours emergencies. Flexibility in
employee scheduling is needed, as some employees are not able to work the longer days. We were successful in offering
flexible schedules, including flex time and telecommuting in some cases. Some employees still work on Fridays.
Risks -Some customers/visitors/delivery services will continue to call or visit on Fridays, as most people are accustomed
to the "traditional business hours." It takes time and many forms of communications, but the volume has reduced
greatly. As described earlier, the schedule will not work for all employees.
Thanks,
Jenny $. Deng
Human Resourms l~ssistant
City of Coconut Creek
4800 West Copans Road
Coconut Creek, FL 33063
(954) 9561493
Reid, Merlene
From: Maria Swanson [marias@tamarac.org]
Sent: Wednesday, July 02, 2008 10:08 AM
To: Reid, Merlene
Subject: Compressed Work Schedule
Attachments: Work Schedule Policy.pdf
About 95% of our non-shift workforce has been on a compressed work schedule since June 1, 2007. Employees are
scheduled to work M-TH for 9 hours per day, and 8 hours on alternating Fridays. The payroll week for FLSA purposes
ends mid-day Friday at the mid-point of each employee's, or group of similarly-situated employees', scheduled work day.
The most complicated issue was programming the payroll system with, in effect, a different payroll week for each
classification/group of employees, which is allowed under FLSA, and teaching payroll staff to enter the payroll since hours
worked on Fridays are divided equally between two payroll weeks to maintain a 40-hour workweek each week. (FLSA
permits the employer to establish the pay week.)
The union endorsed it as we worked with employees to accommodate those who did not want to change to the new
schedule, although it was not completely voluntary as some positions, members of crews, etc, could not have opted to be
on a different schedule than the rest of their crew. Most employees "opted" for the compressed workweek so it did not
become a problem.
Since we are open every Friday, we were able to accommodate those who "opted" to stay on the 10-day work schedule
could do so in most situations. We don't schedule meetings on Friday so it becomes anon-meeting "work" day rather
than a day full of meetings -quieter than I expected. Work crews are divided so we have coverage in all functions on
Fridays. And directors and managers arrange their schedule so we have coverage every Friday with at least half the
executive team, and their deputies on alternating Fridays.
As part of this initiative, we were able to increase the hours we are open to the public so that helped us to get the needed
support. In the first month, productivity in the Utilities operations was down, but it was also a very rainy month. The
director met with the crews and advised that if we could not maintain our production numbers, they would have to return to
the 10-day schedule. The numbers shot up in July, so it's important to establish the alternative schedule as a
management operational decision, subiect to review and modification at anv time, and not as an entitlement. So far,
employees love it!
We have done an initial post-implementation review and all departments still support their decision. Employees seem to
understand and accept that productivity must be maintained and have embraced the cross-training required for us to be
fully functional on Fridays.
Attached is our policy on this matter. Hope this helps!
Maria Swanson
HR Director
City of Tamarac
7525 NW 88th Avenue
Tamarac FL 33321
954-597-3602
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City of Tamarac, Florida
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Administrative Policy
Title: Work Schedules Effective Date: May 7, 2007
Originating Department: Human Resources Supersedes: All previous and existing
memos or administrative policies in
conflict
Policy Number: 07-04 Page 1 of 4
Purpose: To establish compressed work schedules in order to reduce traffic
congestion by enabling employees to travel during off-peak hours
and reduce travel, to extend office hours to Improve public
accessibility to City services, and to assist employees to balance
personal and professional responsibilities. Compressed work
schedules for departments, divisions, work units and employees
shall be established by department directors or their designees, as
appropriate, after considering efficiency and effectiveness in
service delivery, operational performance, public accountability,
and applicable laws.
ll. Definitions:
A. "Compressed Work Schedule" shall mean a work week of fewer than five
days in a seven day period or fewer than ten days in a 14-day period.
B. "Regular work schedule" shall be a work week of flue 7-hour days {35-hour
per week} or five 8-hour days (40-hour per week schedule}.
Ill. Policy:
A. The Work Schedule Policy shall apply to all regular full-time and part-time
employees in the Administrative, Managerial/Professional, Executive and
FPE bargaining categories and non-shift Fire Rescue bargaining employees.
B. City of Tamarac departments are encouraged to implement compressed
work schedules in recognition of the positive impacts which such schedules
have on traffic congestion, commuter stress, public accessibility to City
Title: Work Schedules Page 2 of 4
Policy Number: 07-04
services and employee morale.
C. implementation, amendment and termination of compressed work schedules
within each department will be at the sole and exclusive discretion of the
department director, wi#h approval from the City Manager.
D. A compressed work schedule is not a right conferred upon an employee.
Any individual's compressed work schedule may be established or
rescinded at the discretion of the department director or designee, with at a
minimum, two week's written notice provided to the individual employee,
except in cases of emergency, or in accordance with the applicable
collective bargaining agreement.
E. At the discretion of department directors or their designees, employees will
be assigned to compressed work schedules, as appropriate. An employee
wishing to request a regular work schedule shall make a written request to
his or her immediate supervisor for review and approval or disapproval.
F. Should a conflict arise between two or more employees concerning their
assigned work schedule, the department director or designee shall have the
final authority to resolve the matter.
G, Employees may, at the discretion of the department director or designee, be
called to work during their scheduled time off to meet workload, operational
andlor emergency requirements. Compensation for such work shall be as
determined by overtimelcompensatory time provisions of appropriate
statutes, ordinances, or policies and in accordance with the appropriate
collective bargaining agreements.
H. Full time non-exempt (hourly) employees on a regular or compressed work
schedule shall be entitled to a normal day's pay for each holiday celebrated
by the City. Part-time non-exempt {hourly) employees shall be entitled to
four hours of pay for each holiday celebrated by the City.
1. Non-exempt (hourly) employees regularly assigned to work nine (9) days
during the two week pay period will be provided an alternate day off in lieu
of the holiday if the City observes the holiday on the day the employee is
scheduled to be off as a result of the nine {9) day schedule. Therefore, non-
exempt employseswho are scheduled to be off on alternating Fridays due to
the nine (9) day schedule, and who are scheduled off on a Friday which Is a
holiday, must take their holiday day off that workweek on the day
Title: Work Schedules
Policy Number: Q7-04
Page 3 of 4
immediately before the holiday. The limited number of non-exempt
employees assigned to a nine (9) day work schedule, who for operational
reasons will be regularly scheduled to be off on alternating Tuesdays or
Thursdays due to the nine (9) day schedule, and who are scheduled to be off
on a Tuesday or Thursday which is a holiday, wtii be assigned to take their
holiday day off that workweek on the day either Immediately before or
immediately after the holiday.
J. Exempt (salaried) employees regularly assigned to work on a nine (9) day
schedule during the two week pay period will not be provided an alternate
day off in lieu of the holiday if the Ctty observes the holiday on the day they
are scheduled to be off as a result of the nine (9) day schedule.
K. Vacation, personal and sick leave will accrue at the same rate for an
employee on a compressed or a regular work schedule. Leave shall be
charged on an hour-for-hour basis equal to the number of hours off from a
scheduled work period for non-exempt {hourly) employees. Exempt
employees will be charged leave for full day absences. For example,
employees scheduled to work nine (9} hours on a day they request to take
leave will be charged nine (9) hours against accumulated leave for that day.
L. Employees on a regular or compressed work schedule shall be entitled to
use bereavement leave with pay for three {3) working days, or in accordance
with the Personnel Manual or appropriate collective bargaining agreement.
M. A rest break cannot be scheduled at the beginning or the end of a workday
.nor can it be combined with a lunch break in order to change an employee's
start or ending time.
N. The City will establish the workweek for each employee or group of
employees in accordance with the requirements of the Fair Labor Standards
Act (ELBA.)
Procedures:
A. As determined by the Department Director or designee, employees shall be
assigned to work a compressed work schedule. Employees wishing to
remain on a regular work schedule may make a written request and submit it
to the Department Director or designee.
B. Supervisors are responsible for reviewing employee requests for regular
Title: Work Schedules
Policy Number: 07-04
Page 4 of 4
work schedules, for evaluating and discussing requests with managers or
department directors, and for notifying the employee if the request was
approved or denied. If denied, the supervisor shall explain to the employee
why the request was denied. The decision of the Department Director or
designee is final.
C. Once employee work schedules are established, routine changes to the
schedules may be made but are discouraged. Department Directors or
designees should notify Payroll at leasttwo (2) weeks in advance of making
schedule changes for non-exempt (hourly) employees.
D. Department Directors and designees are responsible for periodically
reviewing the Department's operations to determine if compressed work
schedules support the Department's mission, meet the Department's
operational requirements, promote efficient and effective service delivery,
and is in the best interest of the department and the City, Implementation,
amendment or termination of compressed work schedules is at the sole and
exclusive discretion of the Department Director, with approval from the Clty
Manager.
r---__ -
Approved: ~ ~ ~• ~~~ ~ ~ ~ 7
Jeffr L. filler Date
City Manager
Reid, Merlene
From: Stacey R Walker [SRWALKER@co.palm-beach.fl.us]
Sent: Friday, June 20, 2008 9:58 AM
To: Reid, Merlene
Subject: Re: 4 DAY WORK-WEEK
Marlene:
We have offered the 4 day work week here at the PBC Property Appraiser's Office. It
definitely has it's pro's and con's. We recently discussed the idea of offering it to more
staff but have not reached a decision yet. If you want to give me a call, I would be happy
to share our experience, policies, etc.
Stacey
Stacey Walker, SPHR
Manager of Employee Development
PBC Property Appraiser
301 N. Olive Avenue, 5th Floor
West Palm Beach, FL 33401
Phone: (561) 355-2850
Fax: (561) 355-3963
srwalker(~co.palm-beach.fl.us
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Instead, contact this office by phone or in writing
»> "Reid, Merlene" <mreid@teguesta.orP> 6/19/2008 4:50 PM »>
Does anyone have any information that they can share about the pros and
cons of a 4-day workweek. I will be especially happy to hear from
anyone who has this operating in their organization or have done some
previous research on it. Thanks.
Merlene
Merlene Reid, SPHR
Human Resources Manager
Village of Tequesta
345 Tequesta Drive
Tequesta, FL 33469-0273
Tel: (561) 575-6200 x256
Fax: (561) 575-6203
FROM ELECTRICL SYSTEMS INC
July 31, 2aa$
Mayor and Coiuicil lvlembers,
FAX N0. 561 747 4839 Jul. 31 2008 02:08PM P1
As you know I brought up the thought of pos.~ibly going to a four 10 hour day wozl~ week
with the following main thoughts in mind:
The Village would. save revenue in energy costs.
'V'illage Hall would still be accessible (perhaps more so) to the public, lam #o .
lour round trips a week by employees would reduce traffic.
Four round trips a week i.s better for the environment.
Employees would save on fuel casts.
Effozts by the Village would trickle down to other gov~rn+n~s,rncreasing effects.
I recently reviewed the' FP&L audit we reques#ed and can see how making improvez~aents
in some of our buildings would generate cost savings, and should be looked at down the
road, as at would require capitol outlay izAitially.
In reviewing 1 Z months of el~trical costs for only the Village Hall and Public Works
buildings, it is my opinion we would save approxinnately $12,a0a.00 annually. That
savings could be put toward the annual $23,aaa.aa we spend with FP&L for energy used
at Village Hall.
Just wanted to give you a few facts as I see thin prior to our discussion at the August
14a` Council Meeting.
Councilman Humpage
JUL-31-2008 01:12PM FAX:561 ~47 4839 ID: PAGE:001 R=100%