Vehicle-Related Benefits Programs. research. A report by WorldatWork July 2011
|
|
- Matthew Morton
- 7 years ago
- Views:
Transcription
1 Vehicle-Related Benefits Programs research A report by WorldatWork July 2011
2 Contact: WorldatWork Customer Relations N. Northsight Blvd. Scottsdale, Arizona USA Toll free: Fax:
3 1 Introduction & Methodology This report summarizes the results of a March 2011 survey of WorldatWork members to gather information about current trends in vehicle-related benefits programs. Specifically, the research is designed to better understand the prevalence and perceptions of vehicle-related benefits programs within organizations. On March 16, 2011, survey invitations were sent electronically to 5,527 WorldatWork members. Members selected for participation were all members who specified total rewards as their specific function area along with randomly selected members who had designated a responsibility level of executive, top or senior level responsibility area. The survey was open to all members meeting specific criteria domestic, Canadian and foreign. The survey closed on April 1, 2011, with 511 responses, a 9% response rate. The closing dataset was cleaned, resulting in a final dataset of 466 responses. In order to provide the most accurate data possible, data was cleaned and analyzed using statistical software. Any duplicate records were removed. The demographics of the survey sample and the respondents are similar to the WorldatWork membership as a whole. The typical WorldatWork member works at the managerial level or higher in the headquarters of a large company in North America. The frequencies or response distributions listed in the report show the number of times or percentage of times a value appears in a data set. Due to rounding, frequencies of data responses provided in this survey may not total exactly 100 percent.
4 2 Table of Figures Figure 1: Prevalence of Vehicle-Related Benefits Programs... 5 Figure 2: Region and Vehicle-Related Benefits Programs... 5 Figure 3: Elimination of Vehicle-Related Benefits Programs... 6 Figure 4: Reason for the Elimination of Vehicle-Related Benefits Programs... 6 Figure 5: Types of Vehicle-Related Benefits Programs Offered... 7 Figure 6: Numbers of Vehicle-Related Benefits Programs Offered... 7 Figure 7: Vehicle-Related Benefits Options... 8 Figure 8: Groups Eligible for Vehicle-Related Benefits... 9 Figure 9: Vehicle-Related Benefit Difference Compensation... 9 Figure 10: Vehicle-Related Benefit Monthly Allowance Amount Figure 11: Impact of Fuel Costs and Vehicle-Related Benefits Figure 12: Considered Changes to the Vehicle-Related Benefits Making the Program Less Generous Figure 13: Implemented Changes to the Vehicle-Related Benefits Making the Program Less Generous Figure 14: Considered Changes to the Vehicle-Related Benefits Making the Program More Generous Figure 15: Implemented Changes to the Vehicle-Related Benefits Making the Program More Generous Figure 16: Perceived Effects of Vehicle-Related Benefits Programs on the Workforce Figure 17: Vehicle-Related Benefits Programs and the Use in Attraction Figure 18: Vehicle-Related Benefit Type and Attraction Figure 19: Vehicle-Related Benefit Type and Employee Satisfaction Figure 20: Vehicle-Related Benefit Type and Employee Motivation Figure 21: Vehicle-Related Benefit Type and Employee Engagement Figure 22: Vehicle-Related Benefit Type and Voluntary Turnover Figure 23: Vehicle-Related Benefit Type and Organization Type Figure D1: Number of Employees Figure D2: Organization Type Figure D3: Voluntary Turnover Figure D4: Industry... 18
5 3 Executive Summary The majority of organizations (89%) continue offer some type of vehicle benefit to employees. Of these organizations, 49% offer a minimum of three vehicle benefit programs to their workforce. Fuel or mileage reimbursement, automobile/vehicle allowance and company-owned automobile provided are the most common programs offered. The impact of fuel costs on an organization s vehicle-related benefits program is considerably less in 2011 compared to In 2008, 68% of organizations reported implementing changes that made the vehicle-related benefits program less generous to employees in response to fuel costs, compared to only 6% in Furthermore, 79% of organizations in 2011 reported they were not considering changes to the vehicle-related benefits program in response to fuel cost; only 3% of organizations reported the same in The highlights below show key findings on a variety of vehicle-related benefits as well as the impact on employee motivation, engagement, satisfaction and turnover. Almost nine out of 10 (89%) of respondent organizations offer a car allowance, company car or other vehicle benefit to at least some employees. (Figure 1) Vehicle-related benefits programs were most prevalent in the United States (75%), followed by Canada (19%), United Kingdom (16%), Western Europe (16%) and Asia Pacific (10%). (Figure 2) For those organizations with no current vehicle benefit programs, 18% said they had eliminated their program in the past three years up from 11% that had eliminated programs in the 2008 survey. (Figure 3) Of those that eliminated their vehicle benefit programs, the major reason was cost in both 2008 and 2011 with a few companies citing negative perception when offered only to executives and affect on culture. The most common car-related benefits in 2011 were fuel/mileage reimbursement programs and vehicle allowances (72 and 65%, respectively), while in 2008 the order for the top two was reversed. (See Figure 5) For companies that provide vehicle-related benefits, the most prevalent number of programs was two (29%) followed by three (28%) and one program (22%). As in 2008, the eligibility for a car allowance or use of a company car is concentrated among executives and sales employees, but 29% of companies also provide a vehicle to any employee with a bona-fide business need. In addition, three quarters of organizations (76%) offer mileage or fuel reimbursement to any employee with a bona-fide business reason. (Figure 3) Although the majority of the organizations (65%) still do not allow eligible employees to choose between vehicle benefit programs, the number has decreased from 72% in 2008 when fewer companies allowed choices. When an employee selects a car below the value of the allowance, most companies (56%) will not refund the employee in cash. (Figure 9)
6 4 Although there are a wide range of car allowances provided based on employee level, the most prevalent for all levels of employees is $500 to $999. Record-high fuel prices have had little or no effect on vehicle benefit programs in 2011, with only 13% of companies considering or implementing changes to make the programs less generous compared to 2008 when 78% of companies either considered or implemented such changes. With the exception of employee satisfaction (51% positive), vehicle-related benefit programs appear to have little positive affect on the workforce in terms of attraction, motivation or engagement.
7 5 Results and Analysis Figure 1: Prevalence of Vehicle-Related Benefits Programs Does your organization currently offer at least one vehicle-related benefit (e.g., car allowance, company car, fuel reimbursement, etc.) to any employee or group of employees? (n=466) Yes 89% No 11% 0% 20% 40% 60% 80% 100% In 2008, 75% of organizations reported offering a car allowance or company car benefit to employees, but the question was limited in scope and did not request information on other vehicle-related benefits programs (i.e. use of fleet vehicles, fuel reimbursement, insurance and maintenance subsidies). Figure 2: Region and Vehicle-Related Benefits Programs When considering the vehicle-related benefits program that applies to the greatest number of employees at your organization, please specify to which regions and countries this program applies. (Check all that apply.) (n=402) Only participants answering yes in Figure 1 received this question. United States Canada United Kingdom Western Europe Asia-Pacific Caribbean/Latin America Australia/New Zealand Eastern Europe China India Middle East Africa 19% 16% 16% 10% 8% 7% 7% 6% 5% 5% 4% 75% 0% 20% 40% 60% 80%
8 6 Figure 3: Elimination of Vehicle-Related Benefits Programs Have you eliminated the entire vehicle-related benefit program within the past three years? (n=49) Only participants answering no in Figure 1 received this question (n=118) Yes 11% No 89% 2011 (n=49) Yes 18% No 82% 0% 20% 40% 60% 80% 100% Figure 4: Reason for the Elimination of Vehicle-Related Benefits Programs What was the primary reason the vehicle-related benefits program was eliminated? (n= 9) Only participants answering no in Figure 1 received this question. Notable reasons listed: Cost was cited as a majority. The occasional negative perception of a car allowance as an executive perk. Vehicles were not needed and average use was around 10% a year. We have a few company vehicles at each site to use for equipment pick-up or transportation to other sites if applicable. In 2008, cost was the primary reasons cited for program elimination followed by eliminatation of an entitlement culture.
9 7 Figure 5: Types of Vehicle-Related Benefits Programs Offered Please indicate the type of vehicle-related benefits program(s) that your organization currently offers. (Please check all that apply.) (n=394) Only participants answering yes in Figure 1 received this question. Option 2008 (n=416) 2011 (n=394) Fuel or mileage reimbursement 74% 72% Automobile/vehicle allowance 76% 65% Automobile provided (company owns) n/a 1 53% Eligible employees may use a vehicle from the company s fleet 40% 29% Reimburses, pays or provides cash for insurance, maintenance and/or fuel n/a 20% Eligible employees are reimbursed for a vehicle purchase (employee owns) 5% 6% Fuel or mileage subsidy or discounted fuel 5% 5% Other program 11% 3% Other programs listed: Parking allowance/reimbursement Awards for commuters Figure 6: Numbers of Vehicle-Related Benefits Programs Offered (n=394) 30% 29% 28% 20% 22% 15% 10% 0% 5% 1% 0% Average number of programs: 3 Median number of programs: 2 Mode number of programs: 2 1 In 2008, the survey question did not distinguish between company car (owned) and car allowance so no information was available for comparison to company-owned vehicles.
10 8 Figure 7: Vehicle-Related Benefits Options Does your organization allow eligible employees to choose between vehicle allowance and/or a company car and/or other options? Only participants answering yes in Figure 1 received this question. Option 2008 (n=414) 2011 (n=397) No, employees eligible for this type of benefit have only one option 72% 65% Yes, all eligible employees have choices 16% 9% Executives have choices n/a 9% Sales and other eligible employees have choices n/a 3% Some employees have choices, others do not 10% 6% Other 2% 8% Submitted answers under Some employees have choices, others do not: Executives only get the allowance, all other eligibles get a choice. Some are given vehicle allowance and others mileage reimbursement for employees who drive for meetings outside of their office. Director and above have choices. Benefit is negotiated.
11 9 Figure 8: Groups Eligible for Vehicle-Related Benefits Please specify which groups are eligible for each vehicle-related benefit. (Select all that apply.) Only participants answering yes in Figure 1 received this question. Executives Outside sales employees Any employee with a bonafide business need Expatriates depending on the country of operations Managers Directors Field technicians/ employees Automobile provided (company owns) (n=180) 66% 40% 29% 16% 17% 24% 28% 8% Eligible employees are reimbursed for a vehicle purchase (employee 74% 32% 21% 21% 26% 5% 5% 0% owns) (n=19) Automobile/vehicle allowance (n=247) 76% 43% 21% 16% 19% 29% 16% 7% Fuel or mileage reimbursement (n=272) 47% 42% 76% 14% 37% 37% 38% 15% Fuel or mileage subsidy or discounted fuel (n=15) 53% 73% 60% 27% 53% 53% 40% 20% Eligible employees may use a vehicle from the 34% 25% 67% 9% 27% 27% 37% 9% company s fleet (n=110) Reimburses, pays or provides cash for insurance, maintenance 70% 43% 28% 15% 12% 24% 16% 7% and/or fuel (n=74) Other program (n=24) 71% 38% 21% 17% 38% 42% 29% 25% Other Figure 9: Vehicle-Related Benefit Difference Compensation If an employee chooses a vehicle that is below the allowance limit, is the employee eligible to receive the difference as cash compensation? (n=185) Only participants answering automobile provided (company owns) in Figure 5 received this question. Yes 8% No 56% Not applicable 36% 0% 20% 40% 60% 80% 100%
12 10 Figure 10: Vehicle-Related Benefit Monthly Allowance Amount Please tell us the monthly allowance by position for your vehicle allowance program. Only participants answering automobile/vehicle allowance in Figure 5 received this question. $1-$499 $500 - $999 $1,000 - $1,499 $1,500 - $1,999 $2,000 and up Executives: Level I (highest level) (n=175) 8% 36% 35% 11% 10% Executives: Level II (mid level) (n=143) 9% 52% 22% 10% 6% Executives: Level III (n=113) 14% 50% 25% 6% 4% Managers (n=69) 20% 58% 16% 4% 1% Directors (n=78) 19% 53% 18% 9% 1% Outside sales employees (n=102) 37% 55% 5% 3% 0% Any employee with a bona-fide business need (n=59) Expatriates depending on the country of operations (n=31) 37% 51% 5% 7% 0% 19% 52% 16% 6% 6% Other (n=17) 47% 41% 6% 0% 6% Figure 11: Impact of Fuel Costs and Vehicle-Related Benefits Have fuel costs caused your organization to either consider or actually make changes to your vehicle-related benefit program? Only participants answering yes in Figure 1 received this question. Option 2008 (n=412) 2011 (n=387) We are not considering any changes at this time 3% 79% We are considering changes to make the program less generous to employees 10% 7% We are considering changes to make the program more generous to employees 8% 4% We have implemented changes that make the program less generous to employees 68% 6% We have implemented changes that make the program more generous to employees 10% 4%
13 11 Figure 12: Considered Changes to the Vehicle-Related Benefits Making the Program Less Generous What changes are you considering? (Select all that apply.) (n=28) Only participants answering We are considering changes to make the program less generous to employees in Figure 10 received this question. Limiting/reducing the number of employees eligible 57% Reducing the cash amount of allowances, leases and reimbursements 43% Reducing the number of companyowned vehicles 29% Restrictions on car options or models 25% Other 36% 0% 20% 40% 60% Figure 13: Implemented Changes to the Vehicle-Related Benefits Making the Program Less Generous What changes have you implemented? (Select all that apply.) (n=23) Only participants answering We have implemented changes that make the program less generous to employees in Figure 10 received this question. Limiting/reducing the number of employees eligible 61% Restrictions on car options or models 43% Reducing the number of companyowned vehicles 39% Reducing the cash amount of allowances and reimbursements 26% Other 22% 0% 20% 40% 60% 80%
14 12 Figure 14: Considered Changes to the Vehicle-Related Benefits Making the Program More Generous What changes are you considering? (Select all that apply.) (n=17) Only participants answering We are considering changes to make the program more generous to employees in Figure 10 received this question. Increasing car allowances and reimbursements 41% Increasing the mileage rate 35% Adjusting rates according to IRS guideline 18% Increasing the number of eligible employees 6% Other 12% 0% 20% 40% 60% Figure 15: Implemented Changes to the Vehicle-Related Benefits Making the Program More Generous What changes have you implemented? (Select all that apply.) (n=15) Only participants answering We have implemented changes that make the program more generous to employees in Figure 10 received this question. Increased car allowances and reimbursements 53% Increased the mileage rate 47% Adjusted rates according to IRS guidelines 13% Increased the number of eligible employees 0% Other 7% 0% 20% 40% 60%
15 13 Figure 16: Perceived Effects of Vehicle-Related Benefits Programs on the Workforce What would your workforce say is the effect of your organization s vehicle-related benefit program on: Only participants answering yes in Figure 1 received this question. Extremely negative/ negative effect No effect/neutral Extremely positive/positive effect Employee engagement (n=374) 2% 65% 33% Employee motivation (n=373) 2% 67% 31% Employee satisfaction (n=377) 5% 44% 51% Figure 17: Vehicle-Related Benefits Programs and the Use in Attraction Does your organization feature or market the vehicle-related benefit program as a key employee benefit when attempting to attract new employees? (n=380) Only participants answering yes in Figure 1 received this question. Yes 20% Sometimes, but not always 34% No 46% 0% 20% 40% 60% 80% 100%
16 14 Figure 18: Vehicle-Related Benefit Type and Attraction Yes Sometimes No Overall (n=380) 20% 34% 46% Fuel or mileage reimbursement (n=275) 16% 35% 49% Automobile/vehicle allowance (n=246) 21% 38% 41% Automobile provided (company owns) (n=200) 22% 39% 40% Eligible employees may use a vehicle from the company s fleet (n=110) 15% 37% 47% Reimburses, pays or provides cash for insurance, maintenance and/or fuel (n=77) 29% 38% 34% Eligible employees are reimbursed for a vehicle purchase (employee owns) (n=23) 2 26% 48% 26% Fuel or mileage subsidy or discounted fuel (n=17) 2 18% 41% 41% Other program (n=12) 2 25% 25% 50% Figure 19: Vehicle-Related Benefit Type and Employee Satisfaction Extremely negative/ negative effect No effect/neutral Extremely positive/ positive effect Overall (n=377) 5% 44% 51% Fuel or mileage reimbursement (n=274) 6% 44% 50% Automobile/vehicle allowance (n=244) 6% 41% 52% Automobile provided (company owns) (n=198) 6% 37% 57% Eligible employees may use a vehicle from the company s fleet (n=111) 5% 41% 55% Reimburses, pays or provides cash for insurance, maintenance and/or fuel (n=76) 3% 38% 59% Eligible employees are reimbursed for a vehicle purchase (employee owns) (n=22) 2 18% 32% 50% Fuel or mileage subsidy or discounted fuel (n=17) 2 18% 41% 41% Other program (n=11) 2 6% 31% 63% 2 Count for group is less than 30; data corresponding to larger sample sizes will have stronger statistical power and validity.
17 15 Figure 20: Vehicle-Related Benefit Type and Employee Motivation Extremely negative/ negative effect No effect/neutral Extremely positive/ positive effect Overall (n=373) 2% 67% 31% Fuel or mileage reimbursement (n=270) 2% 69% 29% Automobile/vehicle allowance (n=240) 2% 68% 30% Automobile provided (company owns) (n=195) 2% 63% 36% Eligible employees may use a vehicle from the company s fleet (n=110) 2% 66% 33% Reimburses, pays or provides cash for insurance, maintenance and/or fuel (n=75) 1% 61% 37% Eligible employees are reimbursed for a vehicle purchase (employee owns) (n=22) 3 0% 59% 41% Fuel or mileage subsidy or discounted fuel (n=17) 3 12% 53% 35% Other program (n=11) 3 9% 64% 27% Figure 21: Vehicle-Related Benefit Type and Employee Engagement Extremely negative/ negative effect No effect/neutral Extremely positive/ positive effect Overall (n=374) 2% 65% 33% Fuel or mileage reimbursement (n=271) 2% 68% 31% Automobile/vehicle allowance (n=241) 3% 64% 34% Automobile provided (company owns) (n=196) 2% 60% 38% Eligible employees may use a vehicle from the company s fleet (n=110) 1% 66% 34% Reimburses, pays or provides cash for insurance, maintenance and/or fuel (n=75) 1% 59% 40% Eligible employees are reimbursed for a vehicle purchase (employee owns) (n=22) 3 0% 59% 41% Fuel or mileage subsidy or discounted fuel (n=17) 3 12% 59% 29% Other program (n=11) 3 10% 64% 27% 3 Count for group is less than 30; data corresponding to larger sample sizes will have stronger statistical power and validity.
18 16 Figure 22: Vehicle-Related Benefit Type and Voluntary Turnover All Participants (n=360) 0% to 5% (Low) (n=113) 6% to 10% (Medium) (n=145) 11% to 15% (High) (n=109) Fuel or mileage reimbursement 72% 62% 74% 81% Automobile/vehicle allowance 65% 50% 71% 72% Automobile provided (company owns) 53% 56% 52% 49% Eligible employees may use a vehicle from the company s fleet Reimburses, pays or provides cash for insurance, maintenance and/or fuel Eligible employees are reimbursed for a vehicle purchase (employee owns) 29% 34% 28% 27% 20% 17% 23% 19% 6% 6% 6% 6% Fuel or mileage subsidy or discounted fuel 5% 4% 6% 6% Other program 3% 3% 3% 3% Figure 23: Vehicle-Related Benefit Type and Organization Type All Participants (n=360) Public sector (n=49) Private sector - publicly traded (n=171) Private sector - privately held (n=117) Nonprofit/Notfor-profit (n=45) Fuel or mileage reimbursement 72% 71% 71% 75% 69% Automobile/vehicle allowance 65% 67% 71% 61% 51% Automobile provided (company owns) Eligible employees may use a vehicle from the company s fleet Reimburses, pays or provides cash for insurance, maintenance and/or fuel Eligible employees are reimbursed for a vehicle purchase (employee owns) Fuel or mileage subsidy or discounted fuel 53% 53% 61% 46% 38% 29% 61% 29% 15% 29% 20% 16% 24% 20% 13% 6% 4% 6% 8% 4% 5% 6% 6% 3% 4% Other program 3% 4% 1% 5% 4%
19 17 Demographics Figure D1: Number of Employees Please choose the total number of employees your organization employs worldwide: (n=426) Option Percent Less than 100 employees 6% 100 to % 500 to % 1,000 to 2,499 17% 2,500 to 4,999 14% 5,000 to 9,999 13% 10,000 to 19,999 9% 20,000 to 39,999 6% 40,000 to 99,999 6% 100,000 or more 5% Figure D2: Organization Type Your organization is: (n=429) Non-profit/Not-for-profit (educational organizations, charitable organizations, etc.) 14% Private sector - privately held 31% Private sector - publicly traded 43% Public sector (local, state, federal government) 13% 0% 10% 20% 30% 40% 50%
20 18 Figure D3: Voluntary Turnover What is the approximate annual voluntary turnover for employees? (n=414) Option Percent 0-5% 31% 6-10% 40% 11-15% 15% 16-20% 9% 21-26% 3% 27-40% 2% 41% or more 1% Figure D4: Industry Please choose one category that best describes the industry in which your organization operates: (n=425) Option Percent All Other Manufacturing 15% Finance & Insurance 11% Utilities, Oil & Gas 10% Healthcare & Social Assistance 9% Consulting, Professional, Scientific & Technical Services 6% Public Administration 4% Computer and Electronic Manufacturing 4% Retail Trade 3% Information (includes Publishing, IT Technologies, etc.) 3% Transportation 3% Pharmaceuticals 3% Educational Services 2% Other Services (except Public Administration) 2% Construction 2% Real Estate & Rental & Leasing 2% Mining 1% Arts, Entertainment & Recreation 1% Accommodations & Food Services 1% Other 16%
Promotional Guidelines. research. A report by WorldatWork December 2012
Promotional Guidelines research A report by WorldatWork December 2012 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll free: 877-951-9191 Fax: 480-483-8352
More informationPaid Time Off Programs and Practices. research. A Survey of WorldatWork Members May 2010
Paid Time Off Programs and Practices research A Survey of WorldatWork Members May 2010 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll free: 877-951-9191
More information2012 Metrics and Analytics: Patterns of Use and Value. research. A report by WorldatWork and Mercer July 2012
2012 Metrics and Analytics: Patterns of Use and Value research A report by WorldatWork and Mercer July 2012 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601
More informationTotal Rewards and Employee Well-Being. research. A report by WorldatWork February 2012
Total Rewards and Employee Well-Being research A report by WorldatWork February 2012 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll free: 877-951-9191
More informationCompensation Programs and Practices 2012. research. A report by WorldatWork, October 2012
Compensation Programs and Practices research A report by WorldatWork, October Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll free: 877-951-9191
More informationTrends in 401(k) Plans and Retirement Rewards. research. A Report by WorldatWork and the American Benefits Institute March 2013
and Retirement Rewards research A Report by WorldatWork and the American Benefits Institute March 2013 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601
More informationSales Compensation Programs and Practices. research. A report by WorldatWork October 2010
Sales Compensation Programs and Practices research A report by WorldatWork October 2010 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll free: 877-951-9191
More informationAttraction and Retention: The Impact and Prevalence of Work-Life & Benefit Programs. research. A Research Report by WorldatWork October 2007
Attraction and Retention: The and Prevalence of Work-Life & Benefit Programs research A Research Report by WorldatWork October 2007 About WorldatWork Media Contact: Marcia Rhodes 14040 N. rthsight Blvd.
More informationEmerging Technology in Health Engagement. research. A Report by WorldatWork and Buck Consultants February 2013
Emerging Technology in Health Engagement research A Report by WorldatWork and Buck Consultants February 2013 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601
More informationSalary Structure Policies and Practices. research. A report by WorldatWork and Deloitte Consulting LLP October 2012
Salary Structure Policies and Practices research A report by WorldatWork and Deloitte Consulting LLP October 2012 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA
More informationSurvey on Workplace Flexibility. research. A report by WorldatWork February 2011
Survey on Workplace Flexibility research A report by WorldatWork February 2011 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll free: 877-951-9191
More informationPaid Time Off Programs and Practices. A Report by WorldatWork June 2016
Paid Time Off Programs and Practices A Report by WorldatWork June 2016 About WorldatWork The Total Rewards Association WorldatWork (www.worldatwork.org) is a nonprofit human resources association for professionals
More informationSurvey on Workplace Flexibility 2013. research. WorldatWork October 2013
Survey on Workplace Flexibility 2013 research WorldatWork October 2013 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll free: 877-951-9191 Fax:
More informationPaid Time Off Programs and Practices. WorldatWork September 2014
Paid Time Off Programs and Practices WorldatWork September 2014 About WorldatWork The Total Rewards Association WorldatWork (www.worldatwork.org) is a nonprofit human resources association for professionals
More informationTrends in. Paid Time Off and. 401(k) Plans. PTO Banks: research. A Survey of WorldatWork Members and American Benefits Council Members March 2009
8 06 Trends in Paid Time Off and 401(k) Plans PTO Banks: research A Survey of WorldatWork Members and American Benefits Council Members March 2009 Introduction and Methodology This report summarizes the
More informationSeverance and Change-in-Control Plans. research. A report by WorldatWork and Innovative Compensation and Benefits Concepts, LLC August 2011
Severance and Change-in-Control Plans research A report by WorldatWork and Innovative Compensation and Benefits Concepts, LLC August 2011 About WorldatWork Contact: WorldatWork Customer Relations 14040
More informationCurrent and Future Need for Bilingual Employees Survey of Northern Illinois Employers. August 2015
Bilingual Employees Survey of Northern Illinois Employers August 2015 Table of Contents Executive Summary... iii Methodology... 1 Findings... 3 Current and Future Importance to Employers That College Graduates
More informationPrivate Company Incentive Pay Practices. research. A Research Report by WorldatWork and Vivient Consulting October 2007
Private Company Incentive Pay Practices research A Research Report by WorldatWork and Vivient Consulting October 2007 About WorldatWork Media Contact: Marcia Rhodes 14040 N. Northsight Blvd. Scottsdale,
More informationThe Impact of Rewards Programs on Employee Engagement. research. Dow Scott, Ph.D., Loyola University Tom McMullen, Hay Group WorldatWork June 2010
The Impact of Rewards Programs on Employee Engagement research Dow Scott, Ph.D., Loyola University Tom McMullen, Hay Group WorldatWork June 00 Media Contact: Marcia Rhodes 00 N. Northsight Blvd. Scottsdale,
More informationSHRM Survey Findings: Employee Recognition Programs, Spring 2013. In collaboration with and commissioned by Globoforce
SHRM Survey Findings: Employee Recognition Programs, Spring 2013 In collaboration with and commissioned by Globoforce May 29, 2013 Introduction Twice a year, Globoforce conducts a survey with the Society
More information2010 Study on the State of Performance Management. research. A report by WorldatWork and Sibson Consulting October 2010
2010 Study on the State of research A report by WorldatWork and Sibson Consulting October 2010 About WorldatWork Media Contact: Marcia Rhodes 14040 N. Northsight Blvd. Scottsdale, Arizona USA 852-31 480-304-6885
More informationA WorldatWork Survey Brief. Trends in Employee Recognition 2005
A WorldatWork Survey Brief Trends in Employee Recognition 2005 A Survey of Members of WorldatWork and the National Association of Employee Recognition (NAER) May, 2005 About WorldatWork and WorldatWork
More informationresearch Using Result-Driven Programs to Power Employee Recognition A supplemental report to Trends in Employee Recognition 2013
Using Result-Driven Programs to Power Employee Recognition A supplemental report to Trends in Employee Recognition 2013 research A Report by WorldatWork August 2013 About WorldatWork The Total Rewards
More informationThe State of Performance Management. research. A Survey Brief by WorldatWork and Sibson Consulting July 2007
The State of Performance Management research A Survey Brief by WorldatWork and Sibson Consulting July 2007 Media Contact: Marcia Rhodes 14040 N. Northsight Blvd. Scottsdale, Arizona 85260-3601 480/348-7285
More informationUniversity Health Network Policy & Procedure Manual Administrative Expense Reimbursement
University Health Network Policy & Procedure Manual Administrative Expense Reimbursement Policy At University Health Network (UHN), standards and processes are in place governing reimbursement for expenses
More informationP&D OWNER OPERATOR PROGRAMS
P&D OWNER OPERATOR PROGRAMS DECEMBER 2013 T A B L E O F CONTENTS GROUP BENEFITS Owner Operator Group Insurance Downtime Insurance Program AWARDS & RECOGNITION Safety Pin Program Million Miles Award Program
More information70% Fuel for HR Careers
Fuel for HR Careers In 2012, in conjunction with the Human Resources Professionals Association (HRPA), Canada s HR thought leader, PayScale conducted the first comprehensive 5-year look-back at HR salaries
More informationresearch Reward Fairness
Reward Fairness research A report by WorldatWork Dow Scott, Ph.D., Loyola University Chicago Tom McMullen, Hay Group Mark Royal, Ph.D., Hay Group May 2011 Contact: WorldatWork Customer Relations 14040
More informationKey Sales Incentive Plan Practices. research. A WorldatWork Survey Brief October, 2006
Key Sales Incentive Plan Practices research A WorldatWork Survey Brief October, 2006 About WorldatWork WorldatWork (www.worldatwork.org) is the association for human resources professionals focused on
More information2010 Expatriate, Returnee and China Hired Foreigner, Compensation and Benefits Survey
2010 Expatriate, Returnee and China Hired Foreigner, Compensation and Benefits Survey Result Sharing Presentation The American Chamber of Commerce in Shanghai Agenda Study Background Growth Expatriates
More informationThe Borderless Workforce 2011. Australia and New Zealand Research Results
The Borderless Workforce 2011 Australia and New Zealand Research Results Introduction Given the fact that neither Australia or New Zealand are facing problems, like high unemployment rates during the labour
More information2015/2016 CPSA Media Kit
2015/2016 CPSA Media Kit The Canadian Professional Sales Association (CPSA) has been serving business travelers since 1874. For over 140 years, CPSA has been helping sales professionals and business executives
More informationTravel Policy Philosophy Purpose Scope Guidelines Auditing and Internal Control
Travel Policy Philosophy Travel and entertainment related expenses will be paid by the Association if they are deemed to be reasonable, appropriately documented, properly authorized and within the guidelines
More informationS Corporation Tax Organizer
S Corporation Tax Organizer CLIENT INFORMATION S Corporation Name: Email: Date of Incorporation: EIN#: Best Phone#: Corporate Address: Tax Period City: State: ZIP Code: What date was the corporation first
More information2010 Industry Pulse: Business Travel Buyers Sentiment
National Business Travel Association Foundation 2010 Industry Pulse: Business Travel Buyers Sentiment North America Unauthorized Distribution Prohibited by Copyright Law 1 Methodology Email invitation
More informationThe European 3PL Market A brief analysis of eyefortransport s recent survey. September 2008
The European 3PL Market A brief analysis of eyefortransport s recent survey September 2008 For further details please contact: Chris Saynor - eyefortransport Email: csaynor@eyefortransport.com Telephone:
More informationWORKING WELL: A Global Survey of Health Promotion and Workplace Wellness Strategies
[ essential intelligence ] BUCK SURVEYS WORKING WELL: A Global Survey of Health Promotion and Workplace Wellness Strategies Executive Summary Executive Summary Overview For the third consecutive year,
More informationExpatriate Trends Study 2013: Understanding Their Perspective Executive Summary
Expatriate Trends Study 2013: Understanding Their Perspective Executive Summary INTRODUCTION Introduction: Methodology and Sampling In the summer of 2013, the National Foreign Trade Council (NFTC) and
More informationTS Channels and Alliances. Travel & Expense Reimbursement Policy. for. U.S. Based Partners
TS C&A Policy Number 4, Rev 12, April 2006 TS Channels and Alliances Travel & Expense Reimbursement Policy for U.S. Based Partners 1 EMC Corporation has developed this document to clearly define it s travel
More informationA Labour Economic Profile of New Brunswick
A Labour Economic Profile of New Brunswick January 2016 Table of Contents New Brunswick Highlights........................... 2 Current Business Environment....................... 3 GDP Snapshot....................................
More informationListowel Wingham Hospitals Alliance
Listowel Wingham Hospitals Alliance =============================================================== TITLE: Business & Travel Expense Reimbursement Policy Statement: The Business Expense & Travel Reimbursement
More informationBENEFITS GUIDE. RBC Royal Bank Visa Platinum Avion. Welcome to a world of travel rewards AVION
BENEFITS GUIDE RBC Royal Bank Visa Platinum Avion Welcome to a world of travel rewards AVION Enjoy a world of rewards. Reward yourself Your new RBC Royal Bank Visa Platinum Avion card offers an unparalleled
More information70% of the world is covered by water,
70% of the world is covered by water, the rest is covered by clements. Global broker NetworK ProsPectUS Global Broker Network About the Network: Clements Worldwide, the leading provider of insurance solutions
More informationNEW AGE FASTENING SYSTEMS, INC. NEW AGE FASTENING SYSTEMS, INC. 512 Business Travel Expenses
Travel Expense Policy: Detailed Introduction Overview It is the policy of New Age Fastening Systems, Inc. to reimburse staff for reasonable and necessary expenses incurred in connection with approved travel
More informationGE: Positioned for Growth*
GE Capital GE: Positioned for Growth* GE Energy Infra $37.5B GE Tech Infra $37.9B GE Capital $47.0B Energy Healthcare $16.9B Oil & Gas Aviation $17.6B Home & Business Solutions, Media $25.5B Power & Water
More informationAn insight into the salaries of management system auditors around the world
An insight into the salaries of management system auditors around the world The International Register of Certificated Auditors (IRCA) is the leading professional body for management system auditors.
More informationVehicle-Related Benefits Programs. A Report by WorldatWork, Underwritten by Runzheimer International August 2015
Vehicle-Related Benefits Programs A Report by WorldatWork, Underwritten by Runzheimer International August 2015 About WorldatWork The Total Rewards Association WorldatWork (www.worldatwork.org) is a nonprofit
More informationAftermath of a Data Breach Study
Aftermath of a Data Breach Study Sponsored by Experian Data Breach Resolution Independently conducted by Ponemon Institute LLC Publication Date: January 2012 Ponemon Institute Research Report Aftermath
More informationUSA SWIMMING TRAVEL POLICY (VOLUNTEER) & EXPENSE REIMBURSEMENT
USA SWIMMING TRAVEL POLICY (VOLUNTEER) & EXPENSE REIMBURSEMENT TRAVEL USA Swimming will pay for reasonable travel expenses for volunteers that are incurred in the performance of their duties for USA Swimming.
More informationUSA SWIMMING TRAVEL POLICY SUMMARY
USA SWIMMING TRAVEL POLICY SUMMARY AIR TRAVEL A travel authorization must be done before a reservation can be ticketed for any trips. Travel authorizations must be sent by e-mail to travelauthorizations@usaswimming.org.
More informationExhibit 1. General Motors Company and Subsidiaries Supplemental Material (Unaudited)
Exhibit 1 General Motors Company and Subsidiaries The accompanying tables and charts include earnings before interest and taxes adjusted for special items, presented net of noncontrolling interests (EBIT-adjusted)
More informationSelf Employed & Single Member LLC Tax Organizer
Self Employed & Single Member LLC Tax Organizer CLIENT INFORMATION Business Name (DBA): Email: Date of Formation: EIN#: Best Phone#: Business Address: Tax Period City: State: ZIP Code: What date was the
More information[ C o m p a n y A d d r e s s ]
[Author Name] [Type the abstract of the document here. The abstract is typically a short summary of the contents of the document.] Take Home Policy Example Governing the Assignment of Vehicles [ C o m
More informationExhibit 1. General Motors Company and Subsidiaries Supplemental Material (Unaudited)
Exhibit 1 General Motors Company and Subsidiaries The accompanying tables and charts include earnings before interest and taxes adjusted for special items, presented net of noncontrolling interests (EBIT-adjusted),
More informationSHRM Survey Findings: Social Media in the Workplace. November 10 th, 2011
SHRM Survey Findings: Social Media in the Workplace November 10 th, 2011 SHRM Survey Findings: Social Media in the Workplace SHRM 2011 Key Findings Are organizations leveraging social media to reach external
More informationRE: - 2015 W-2 REPORTING REQUIREMENTS FOR FRINGE BENEFITS TO BE ADDED TO EMPLOYEES' W-2 AS COMPENSATION
December 2015 To Our Clients: RE: - 2015 W-2 REPORTING REQUIREMENTS FOR FRINGE BENEFITS TO BE ADDED TO EMPLOYEES' W-2 AS COMPENSATION - SPECIAL RULES FOR S-CORPORATION SHAREHOLDERS In this letter, we will
More informationProcedure 20345: Moving and Relocation Expenses
Procedure 20345: Moving and Relocation Expenses The university may reimburse moving and relocation expenses in accordance with the Commonwealth of Virginia and Internal Revenue Service (IRS) policies and
More informationExhibit 1. General Motors Company and Subsidiaries Supplemental Material (Unaudited)
Exhibit 1 General Motors Company and Subsidiaries The accompanying tables and charts include earnings before interest and taxes adjusted for special items, presented net of noncontrolling interests (EBIT-adjusted),
More informationSpecial report SALARY FORECASTS
Special report SALARY FORECASTS 2015 President s Message Access to high quality labour, at a competitive cost, is one of the main conditions for prosperity. This is why, every year, the Quebec Employers
More informationTRAVEL, MEAL AND HOSPITALITY EXPENSES POLICY. November 18, 2015
TRAVEL, MEAL AND HOSPITALITY EXPENSES POLICY 1. Purpose and Principles Expenses Policy (1) This policy provides a framework of accountability and rules to guide the effective oversight of public resources
More information60.1 60.8. Overall Small Business Medium Business Large Business Oil and Gas Professional Services
Purpose of this Report This report is a regular tool for HR professionals in Alberta. Good labour market information can help human resources practitioners make better decisions in giving human resources
More informationMarketing and Sales Highlights of the Volkswagen Group. Investor Meeting London, 13 July 2006
Marketing and Sales Highlights of the Volkswagen Group Stefan Jacoby, Executive Vice President Marketing & Sales Volkswagen Group Investor Meeting London, 13 July 2006 1. Marketing and Sales structure
More informationHow To Get Points From Worldpoints
WorldPoints Rewards Program Rules It s easy to earn Points simply use your credit card for everyday purchases, like buying groceries, filling the gas tank or paying your utility bill. Your rewards at a
More information2008 Corporate Recruiters Survey California Regional Outlook
2008 Corporate Recruiters Survey California Regional Outlook Key Findings Participating business schools in primarily work with high technology and financial firms. Employers in are as likely to hire graduating
More information2013 Global Contact Center Survey Results
2013 Global Contact Center Survey Results Deloitte Consulting LLP March 2013 Contents About the survey 3 Top 10 Insights 5 Survey results: Survey participant profile 8 Geography 11 Organization & Scope
More informationACCOUNTABLE PLAN FOR MINISTRY EXPENSES
ACCOUNTABLE PLAN FOR MINISTRY EXPENSES The Importance of an Accountable Plan and How to Implement It An Accountable Plan appropriately enables the church, rather than the minister, to pay for ministry
More informationWorkforce Strategy Survey: Global Key Findings
Workforce Strategy Survey: Global Key Findings A Manpower Survey Insights on Whether Organizations Workforce Strategies are Aligned to Their Business Strategies and Their People are Prepared to Execute
More informationPage 1 OLSON CPAs, PLLC CERTIFIED PUBLIC ACCOUNTANTS 2015 INCOME TAX ORGANIZER ********************************************************
Page 1 OLSON CPAs, PLLC CERTIFIED PUBLIC ACCOUNTANTS 2015 INCOME TAX ORGANIZER ******************************************************** Client Name: E-mail: Telephone: Day Evening NOTES: If we DID NOT
More informationESOPs as Retirement Benefits
ESOPs as Retirement Benefits An analysis of data from the U.S. Department of Labor September 20, 2010 For more information, contact Loren Rodgers J. Michael Keeling National Center for Employee Ownership
More informationUnderstanding Security Complexity in 21 st Century IT Environments:
Understanding Security Complexity in 21 st Century IT Environments: A study of IT practitioners in the US, UK, France, Japan & Germany Sponsored by Check Point Software Technologies Independently conducted
More informationCalgary Small Businesses: Fact Sheet
Calgary Small Businesses: Fact Sheet Calgary small businesses account for nearly 95 per cent of all businesses they are a driving force within the city s business community. Small business owners have
More informationJobs Trends & Demand for Business School in China & Hong Kong 2012
Jobs Trends & Demand for Business School in China & Hong Kong 2012 This Data-to-Go report highlights 2012 hiring outcomes for MBA and graduate management degree holders in mainland China and Hong Kong
More informationThe 2014. Executive Search Industry Global Outlook Report
The 2014 Executive Search Industry Global Outlook Report About The Association of Executive Search Consultants The Association of Executive Search Consultants (AESC) is the worldwide professional association
More informationFinancial Results for the First Quarter Ended June 30, 2014
July 28, 2014 Company name : Nissan Motor Co., Ltd. Code no : 7201 (URL http://www.nissan-global.com/en/ir/) Representative : Carlos Ghosn, President Contact person : Joji
More informationWho is TOD in Metro Denver? April 2010. Employee Survey Report. Appendix E: Survey Methodology. Benchmarking the Evolution of TOD in Metro Denver
Who is TOD in Metro Denver? April 2010 Benchmarking the Evolution of TOD in Metro Denver Employee Survey Report Appendix E: Survey Methodology DRCOG Who is TOD in Metro Denver? Survey of Employees near
More informationNSBA SMALL BUSINESS HEALTH CARE SURVEY
NSBA 2015 SMALL BUSINESS HEALTH CARE SURVEY FOREWORD America s small businesses continue to face huge cost increases and struggle to navigate significant confusion and complexity with the new system. As
More informationExhibit 1. General Motors Company and Subsidiaries Supplemental Material (Unaudited)
Exhibit 1 General Motors Company and Subsidiaries The accompanying tables and charts include earnings before interest and taxes adjusted for special items, presented net of noncontrolling interests, (EBIT-adjusted)
More informationTravel Policy 1. INTRODUCTION
Page 1 of 6 1. INTRODUCTION It is the policy of the Diocese of the West (DOW) to reimburse travel expenses of those clergy and laity who are conducting business on behalf of the diocese. The diocese strongly
More informationresearch Retention of Key Talent and the Role of Rewards
Retention of Key Talent and the Role of Rewards research A report by WorldatWork, Dow Scott, Ph.D., Loyola University Chicago, Tom McMullen, Hay Group, Mark Royal, Ph.D., Hay Group June 2012 Contact: WorldatWork
More informationTRAVEL AND EXPENSE REIMBURSEMENT POLICY
TRAVEL AND EXPENSE REIMBURSEMENT POLICY POLICY The Santa Margarita Water District ( District ) takes its stewardship over the use of the District s limited public resources seriously. The District s public
More informationEXPENSE REIMBURSEMENT POLICY
1.0 PURPOSE This policy governs reimbursement for expenses incurred in the performance of Toronto Central CCAC duties. Toronto Central CCAC is bound by the Broader Public Sector Expenses Directive issued
More informationDEDUCTING EXPENSES AS AN EMPLOYEE
DEDUCTING EXPENSES AS AN EMPLOYEE Employees are very limited in the expenses that they can deduct in calculating the tax they owe to the Canada Revenue Agency ( CRA ). Self-employed individuals have much
More informationGovernance & Policies
Governance & Policies Effective: July 1, 2009 Administrative Policy TRAVEL EXPENSE REGULATIONS Approved: September 1, 2009 President s Cabinet General Policy These travel expense regulations are applicable
More informationOverview. Main Findings
This Report reflects the latest trends observed in the data published in June. Remittance Prices Worldwide is available at http://remittanceprices.worldbank.org Overview The Remittance Prices Worldwide*
More informationCORPORATE TRAVEL POLICY Revised 2/27/15
CORPORATE TRAVEL POLICY Revised 2/27/15 Spectra Logic has always taken a conservative approach to corporate travel and entertainment. With travel costs on the rise and pressure to be a lean competitor,
More informationForeign Direct Investors Outlays to Acquire or Establish U.S. Businesses Rose in 2004
EMBARGOED UNTIL RELEASE AT 8:30 A.M. EDT, WEDNESDAY JUNE 1, 2005 Thomas Anderson: (202) 606-9879 BEA 05-23 Foreign Direct Investors Outlays to Acquire or Establish U.S. Businesses Rose in 2004 In 2004,
More informationOFFSHORE SOFTWARE DEVELOPMENT: SURVEY RESULTS
OFFSHORE SOFTWARE DEVELOPMENT: SURVEY RESULTS Jason Dedrick, Kenneth L. Kraemer, and Debora Dunkle, University of California, Irvine Erran Carmel, American University February, 29 OFFSHORE SOFTWARE DEVELOPMENT:
More information2013 GLOBAL PERFORMANCE MANAGEMENT SURVEY REPORT
2013 GLOBAL PERFORMANCE MANAGEMENT SURVEY REPORT Executive Summary contents Overview Key Findings: Critical Drivers of Performance Management Success Industry Insights Regional and Country Insights Participant
More informationVEHICLE RELATED GUIDES EMPLOYER POLICIES REGARDING USE OF COMPANY VEHICLES
VEHICLE RELATED GUIDES EMPLOYER POLICIES REGARDING USE OF COMPANY VEHICLES Three policies have been included that may be provided to clients as examples. Policies 1 and 2 are optional for an employer.
More informationFIS Mergent Online. Walsh College Library. Select one or more of the databases to search
Walsh College Library FIS Mergent Online U.S. Company Data Financial information on over 25,000 U.S. public companies (active & inactive) International Company Data Financial information for over 20,000
More informationMODERN LOW EMISSION VEHICLE FLEET MANAGEMENT SERVICE
MODERN LOW EMISSION VEHICLE FLEET MANAGEMENT SERVICE Achieving financial and environmental savings for public and private organisations SOCIAL ENTERPRISE PARTNERSHIP COMMUNITY INTEREST COMPANY Community
More informationMAXWELL LAW FIRM,PLLC
MAXWELL LAW FIRM,PLLC Please fill in the answers to the questions below, so we can properly evaluate your unique financial situation. Please note that Debt, Bankruptcy, and Tax Laws are often the same
More informationPersonalised recruitment and search services
Today, progressive organisations sustain a competitive edge and add value to their business by having the best people in the right positions. We can source those people for you. Tony Andony, the Principal,
More informationEmployee Overview/Allowable Expenses by Category
Employee Overview/Allowable Expenses by Category Use this information as a reference for allowable expenses. Reimbursement categories A - G are excerpts from the Moving and Relocation Policy. Always refer
More information1960-61. United States
61-61 United States By, the U.S. population had surpassed 179 million, a gain of 19.0 percent from. The median age had decreased to 29.5 (28.7 for men and.3 for women), the first decline since 1900. The
More informationThe future of leasing*
Accounting and Valuation Advisory Services Leasing The future of leasing* *connectedthinking PricewaterhouseCoopers (PwC) provides industry-focused assurance, tax, human resource and advisory services
More informationresearch report SHRM / GLOBOFORCE Employee Recognition Survey SPRING 2013 REPORT DRIVING STRONGER PERFORMANCE THROUGH EMPLOYEE RECOGNITION
SHRM / GLOBOFORCE Employee Recognition Survey SPRING 2013 REPORT DRIVING STRONGER PERFORMANCE THROUGH EMPLOYEE RECOGNITION research report EXECUTIVE SUMMARY SHRM/Globoforce Spring 2013 Report // 2 Employee
More informationONTARIO RETIREMENT PENSION PLAN
THE ONTARIO RETIREMENT PENSION PLAN DISCUSSING A MADE-IN-ONTARIO SOLUTION ASSOCIATE MINISTER S MESSAGE Ask a child what they want to be when they grow up and they ll tell you. A doctor. An astronaut.
More informationAssessing Reward Effectiveness
Assessing Reward Effectiveness HR Tomorrow 2014 April 2014 Tom McMullen, Adam Kahle, and Dow Scott, Ph.D About Hay Group Hay Group consults with 9,000 clients worldwide in a wide variety of areas, including:
More informationFiscal Year 2015 1st Quarter Earnings Conference Call
Fiscal Year 2015 1st Quarter Earnings Conference Call January, 2015 www.jacobs.com worldwide Forward-Looking Statement Disclaimer Statements included in this presentation that are not based on historical
More information