2008 IA SHRM Conference Breakout Presented by Linda Rubey, Handout Materials

1. Iowa SHRM Conference
Taking the HR Seat at Your Strategic Table
2008
Presented by:
Linda Rubey
Executive Director
Program materials may not be reproduced without the express consent of MRA.
MRA has offices in Wisconsin, Northern Illinois, and Iowa/Western Illinois.
www.mranet.org

2. How MRA Serves Its Members
MRA’s HR and business expertise extends to a wide variety of areas. A snapshot of our
services is listed below. Members receive these services at a discounted rate. For information,
call MRA at 888.516.6357 or visit www.mranet.org.
Affirmative Action/  Affirmative Action plans
EEO Services  OFCCP audit assistance
 Employment law compliance
Career Services  Assessment services
 Coaching
 Succession planning
 Networking/Information Groups: Forums, Roundtables
and Discussion Groups
 Society for Human Resource Professionals (SHRP)
 Training (see Institute of Management)
Compensation and  Job analysis and evaluation
Benefits Services  Performance appraisal design
 Full compensation plan design
 Evaluation of 401(k) plans and health insurance
 Benefits and pension administration
Employee Relations  Employment and labor law issues
Services  Local and national contract settlement reports
 Discipline and termination issues
Human Resource Services  Recruiting
 Reference checking
 Exit interviews
 Outplacement
 HR audits
 Handbook development
 HR Professionals for temporary assignments
Institute of Management  Training via the Web, at MRA facilities and
(Training) at company facilities – over 150 programs
 Organization-specific training
Safety and Health Services  Safety and environmental audits, inspections
 Onsite safety managers
 Development and implementation of OSHA-required programs
 Onsite safety training
Surveys  Customer surveys
 Employee satisfaction surveys
 Wage and salary surveys – benchmarked data
and customized surveys
 Compensation and benefits surveys – benchmarked data
and customized surveys

3. Linda K. Rubey
Executive Director, Iowa / Western Illinois
Linda Rubey holds the position of Executive Director, at MRA’s
Iowa / Western Illinois Division. Her primary responsibilities
include the development and implementation of strategies that
raise the visibility of MRA in this region and expand the
membership base and delivery of services and products in
accordance with Board objectives. She also facilitates
roundtables, conducts training classes and consults on various
human resources and leadership assignments.
Linda works with a diverse group of member organizations,
ranging from small to large, in several industries, including
manufacturing, government, banking, and health care. Prior to
joining MRA, Linda was in business operations in printing and advertising, manufacturing,
construction, and service industries, honing her skills as a resourceful liaison, facilitator, and
change agent in the midst of rapidly changing technologies and economic flux.
Linda is a highly motivated and team-oriented executive with over 20 years of leadership experience
excelling in building and managing business-to-business, client and employee relationships at all
levels of the organization. She has excellent communication skills one-on-one as well as in groups
and has an expansive background with qualifications in accounting, customer service, human
resources, marketing, operations, process improvement and sales with profitable results.
Linda graduated from Marycrest College, Davenport, Iowa where she earned a Bachelor of Arts
degree in Accounting and Business Administration. Her training also includes MBA
Management Certification from St. Ambrose University, Davenport and Human Resource
Management (HRM) Certification from Eastern Iowa Community College District. She is a
member of the Society for Human Resource Management and American Business Women’s
Association as well as a passionate volunteer and leader in her local community through the
United Way and Habitat for Humanity.
MRA helps member companies maximize the performance of their employees and organizations through
talent, tools, and training. Founded in 1901, MRA is a not-for-profit employers association that today
serves 4000 employers covering close to a half million employees. MRA's HR and business professionals
provide expertise in the areas of compliance, recruitment, retention, surveys, safety, outplacement, and
training and organizational development. MRA provides nearly 1000 training events each year.

4. Taking the HR Seat
at Your Strategic Table
Presented by Linda Rubey, Executive Director
Setting A Career Roadmap
The Influence of Challenging assignments and
Experience experiences
The Influence of Continuous improvement in
Education the HR field
The influence of Gaining a broader perspective
Business Acumen
The influence of Discovering strategic
Relationships opportunities
Competencies
Best Practices
Personal
Assessment
Business
Assessment
1

5. Competencies in Action
Desired key behaviors aligned with an organization's
strategic initiatives that, when mastered,
result in excellent performance.
Which skills do employee have now?
Define current competencies required for success.
Which will they need to accomplish the company’s
strategic plans in the future?
Define future competencies that will focus on the strategic
direction of the business.
How will we address any gaps?
Conduct a gap analysis between current and future profiles
to focus on future development efforts.
Develop an action plan.
Sizing Up Your Leadership Strengths
Branding Myself
Creating an Effective Development Plan
2

6. Do I Have What It Takes?
Technical Skills
Leadership
Business Savvy
Connections
Understanding Barriers
Competency-Based Development Program
YES, I CAN!
Thanks for Participating
in this Session!
Linda Rubey, Executive Director
lindar@mranet.org; 888.516.6357
3

7. Competencies Developed by MRA
MRA identified 66 competencies, or specific behaviors, that businesses look for in their employees to
help them achieve their business goals.
Competency Title Definition
Flexible style; receptive to change. Processes the ability to change (or be
1 Adaptability changed) to fit circumstances. Adjusts with ease.
Puts others at ease by listening, allowing adequate time for interactions, and
2 Approachability giving undivided attention. Show receptivity to message being delivered.
Communicates position directly and honestly while demonstrating respect for
3 Assertiveness others.
Knows how business works; demonstrates knowledge of current business
4 Business Knowledge practices and future trends. Knows the competition.
Establishes structures and processes to manage change; aligns organization
5 Change Management with changing and/or emerging strategies.
6 Closing Moves others to a decision; asks for action.
candid, timely feedback on performance that is specific and supportive;
7 Coaching generously offers to share own experience and expertise.
8 Collaboration Seeks and enlists active participation of others to reach goals.
Responds to information and situations in a self controlled manner. Maintains a
9 Composure calm composed manner during stressful times.
Identifies and analyzes sources of conflict and methods of management and
10 Conflict Management chooses appropriate techniques to resolve issues.
Gives expert advise; is a knowledgeable resource. Works collaboratively to
11 Consulting develop possible solutions, analyze information, and/or to solve problems.
Builds effective relationships, identifies customer expectations, sees issues from
12 Customer Focus their point of view; offers practical recommendations.
Takes action and makes sound decisions while working in unknown
13 Dealing with Uncertainty circumstances or with limited information.
Gathers and analyzes information, considers consequences, and arrives at a
14 Decision Making Skills timely decision that meets organizational goals.
Assigns meaningful work to others with clear direction and time lines. Uses
delegation effectively to develop others, balance workload, and effectively
15 Delegation manage time.
Engages in behaviors and activities to help direct reports achieve career/job
16 Developing Direct Reports aspirations while enhancing organizational capabilities.
17 Directing Others Tells others what is required and when it is required to achieve desired outcome.
Possesses strong set of core values and beliefs consistent with social, ethical,
18 Ethics & Integrity and organizational principals. Confronts unethical situations.
Exhibits comfort and confidence in interactions with executive-level management.
19 Executive Ease Maintains composure, creates trust; demonstrates credibility.
Uses a variety of techniques and tools to conduct group discussions and to
20 Facilitation Skills assist in group problem-solving and decision-making.
Understands how organizations make money and the impact of his/her own role;
Connects how it can impact profit and loss; exercises sound judgment in decision
21 Financial Knowledge making regarding expenditures.
Provides timely, factual information to others about the impact and outcomes
22 Giving Feedback associated with their actions and performance.
Develops and communicates goals that are specific, measurable, attainable,
23 Goal Setting results-oriented, and time-oriented.
Recognizes staffing needs, identifies qualifications/criteria, and hires for job and
24 Hiring and Staffing cultural fit.

8. Competencies Developed by MRA
MRA identified 66 competencies, or specific behaviors, that businesses look for in their employees to
help them achieve their business goals.
Competency Title Definition
25 Humor Uses appropriate humor to maintain a positive environment.
Recognizes and values diversity. Respectfully accepts differences; works
26 Inclusion cooperatively to optimize contributions of all.
Presents information in a way that causes others to listen, consider alternate
27 Influencing forms of accomplishing goals, and take action to achieve goals.
Communicates information in a clear manner by sharing appropriate amount and
28 Informing content of information. Chooses appropriate medium.
Generates new ideas and approaches to enhance the organization's systems,
29 Innovation products, or effectiveness.
Conducts thorough gathering of factual information as a basis for decision
30 Investigation making.
Displays confidence and knowledge, while remaining approachable, in a variety
31 Leadership Presence of business situations.
Takes charge of a situation and inspires others to take action toward the
32 Leading accomplishment of a goal.
33 Learning Agility Learns and adapts quickly in new situations resulting in successful performance.
Gives attention to speaker, demonstrates non-verbal cues showing interest, and
34 Listening responds with information or questions, as appropriate.
Appropriately adapts management style and approach to a specific situation or
35 Managerial Flexibility person in order to achieve desired results.
Measuring Work & Creates and communicates standards and expectations for direct reports;
36 Performance Standards provides timely, accurate feedback.
37 Meeting Management Plans, conducts, and follows up on meeting action plans effectively.
Uses and creates analytical tools to document, assess, and measure information
38 Metrics to support business decisions.
Recognizes others' internal motivators and establishes appropriate rewards and
39 Motivating Others consequences that will result in desired performance.
Determines major objectives to be accomplished. Aims for best solution through
40 Negotiating compromise while balancing need to win against maintaining relationship.
Uses organization's formal and informal relationships and power structures and
possesses the ability to operate successfully within the parameters of that
41 Organizational Knowledge culture.
Knows how to get things done through the use of organizational processes –
both formal and informal. Positively influences when change is necessary.
42 Organizational Systems Exhibits political savvy.
Brings together people, paperwork, and other resources in an appropriate order
43 Organizing for a designated purpose.
Appropriately uses the concepts of both positive motivation and consequences to
44 Performance Management improve performance to preferred level.
Demonstrates persistence and employs alternate behaviors in the face of events
45 Perseverance which interfere with plans and schedules.
Accepts responsibility for own actions including failure. Embraces experience as
46 Personal Accountability learning opportunities and not chances to blame.
Develops a path to a desired outcome including sequence, feedback points, and
47 Planning time estimates.
Clearly communicates information in an audience appropriate manner using
48 Presentation Skills current and professional materials.
Determines the interrelationships and relative importance of tasks and takes
49 Priority Setting action accordingly.
Gathers and analyzes information, identifies goals, explores and selects
50 Problem Solving solutions, implements an action plan, and evaluates results.

9. Competencies Developed by MRA
MRA identified 66 competencies, or specific behaviors, that businesses look for in their employees to
help them achieve their business goals.
Competency Title Definition
Uses the necessary/established steps to successful execution of tasks; looks for
51 Process Management process improvement opportunities.
Plans and guides a project from start to finish using a methodical approach.
52 Project Management Garners and manages resources.
53 Resilience Recovers quickly from setbacks or difficult situations.
accomplishment. Is action oriented. Likes challenge. Pursues opportunities.
54 Results Oriented Consistently high achieving.
Takes action and makes decisions despite the existence of uncertainty. Not
55 Risk Taking fearful of acting with minimal planning.
Accepts responsibility for own continued learning and growth through a personal
plan ; reads books and career/technical publications; participates in
56 Self-Development organizations and educational opportunities; seeks diverse work experiences.
57 Self-Knowledge Accurately assesses own strengths and weaknesses.
Influences others by understanding their needs; positions information, products,
58 Selling and services; secures commitment.
the common good and exercises decision making consistent with organizational
59 Stewardship values; engages in appreciative inquiry (i.e. not finger-pointing or blaming) and a
60 Strategic Skills Focuses on the big picture to idetify trends and create opportuntiies.
Uses a systematic approach to attract, develop and retain people with the
61 Talent Management competencies to achieve the current and future objectives of the organization.
Builds on strengths and looks for ways to build positive relationships on the work
62 Team Building team. Demonstrates trust and respect for others.
elements to established standards. Remains current regarding developments
63 Technical Skills and trends in area's) of expertise.
Allocates time efficiently to the most important issues and knows what not to
64 Time Management spend time on; completes work in a timely fashion.
Offers respect to all in the work environment, adheres to high personal standards
65 Trust & Respect of acceptance, reliability, openness, and consistency of action with words.
Sees beyond the present, anticipates future results, and accurately predicts
66 Vision trends. Verbalizes the vision and leads the work group in that direction.
Revised April 10, 2008

10. Competency Management Process Steps Summary
Step 1 Step 2 Step 3
Set the stage. Review Define competencies Define the levels of
agenda and desired and their relationship management/key
outcome. to business success. positions to which the
competencies will be
applied.
Step 4 Step 5 Step 6
Establish current Review company’s Establish future
management strategic plan and management
competencies. related people issues. competencies.
Step 7 Step 8 Step 9
Conduct gap analysis Reach consensus on Exercise: Participants
between current and future management rate direct reports
future competencies. competencies. against future
competencies.
Step 10 Step 11
Present an overview on Action
use of development plans/timetables
plans. established.
©2008 MRA – The Management Association. All Rights Reserved. Revised 04/08. www.mranet.org pg. 8
Material/LR/Iowa SHRM/SHRM—4

11. Strategic Planning and Competencies
Today’s human resource departments are moving rapidly into a partnership role to develop the strategic
direction of their organizations. Organizations continue to emphasize the need to flatten their structure,
respond more rapidly to ever-changing markets, and raise the bar of expectations for employees to assist in
the achievement of the organization’s strategic objectives. The following guidelines should be considered by
those in human resources who are looking for a roadmap towards that strategic role.
A critical first step is to determine the competencies required of the management team to accomplish the
business or strategic plan. Some organizations determine the competencies required for their entire exempt
workforce. The competencies should be established in a consensus-building process. Using an outside
facilitator to work with the senior management team frees up the head of human resources to participate in
the process as a peer. Various professional organizations have researched what competencies are required by
managers to achieve business success. MRA has recently developed a set of recommended competencies for
success based on its experience in training and consulting with member companies.
During the consensus-building process, the facilitator leads the discussion to determine the current
competency profile of the management team. An ideal number is 12 to 15 competencies, but up to 20
competencies may be selected.
Next, the president and/or CEO review the organization’s strategic direction using only four or five bullet-
point strategies. Discussion then centers on the human resource issues in those strategies that must be
successfully addressed in order to achieve the company’s objectives. For example, one of the issues could be
a significant turnover of key employees within the planning period due to anticipated retirements, plant
closings, normal turnover, etc., as revealed in the workforce planning process. How will these employees
be replaced in view of the upcoming crunch in number of employees in the workplace? Should jobs be
restructured? Eliminated? Outsourced? During this meeting, issues should be identified, not resolved.
With the identified issues in mind, the facilitator leads senior management in a discussion of the competencies
required for the future. A gap analysis comparing the current competencies with those established for the future
will reveal potential areas for group training or individual development plans. This analysis can also be used
to develop the company’s succession plan and candidates by assessing successor candidates against the future
competency profile.
Subsequent steps should include a review of the organization structure to determine appropriate changes for
alignment and consideration of staffing changes utilizing results from the competency assessment process.
Compensation philosophy should be reviewed to ensure that its objectives are aligned with organization
strategy. Should a merit pay system be retained or should a pay for performance program be considered?
These steps should be consolidated into a human resources plan with an executive summary from the
head of human resources highlighting the strategies that will be undertaken to align the function with the
organization’s strategic plan.
Material/LR/Iowa SHRM/SHRM—5

12. Material/LR/Iowa SHRM/SHRM—
3-Competent
5-Outstanding
4-Very Competent
Names/Job Title
How to rate competency:
2-Needs some development
1-Needs extensive development
Assertiveness
Department__________________
Business Knowledge
Dept. Manager_________________
Date of Rating__________________
Business Systems
Collaboration
Customer Focus
Decision Making Skills
Developing Direct Reports
Ethics Integrity
Hiring Staffing
Influencing
Innovation
XYZ
Leadership Presence
Measuring Work
Performance Standards
Results Oriented
CONFIDENTIAL
Risk Taking
Selling
Strategic Skills
Team Building
Competency Ratings For Exempt Professionals
Technical Skills
Trust Respect
Vision

13. Human Resources Strategic
Effectiveness—Self-Assessment
Scoring Guidelines
The Human Resources Strategic Effectiveness—Self-Assessment is a confidential self-awareness tool.
Its purpose is to make you aware of the skills and behaviors required to be an effective strategic leader of
Human Resources and to provide an informal measurement of your strengths and areas for development.
The assessment does not represent the total domain of skills required for a Human Resources professional.
Its focus is only on the strategic component of the human resources role.
You are encouraged to solicit additional feedback from those who know you best. Feedback from senior
leaders can be particularly helpful. The assessment tool can be used as a guide for obtaining additional
directed feedback.
Interpreting the Results
Most individuals will have a number of areas rated as strengths and areas for development. The key to
any assessment and developmental planning is to review the assessment results in the context of your
current and future job requirements. Ask yourself, “What strengths do I need to emphasize over the next
12 months to ensure success?” “What areas for development do I need to work on?”
The following steps are recommended to interpret your results:
1. List or circle the items rated as “effective” or “very effective.”
2. Pick out the top three “effective” and “very effective” items based on your job requirements/expectations
for the next two years and place a star next to the item number.
3. List or circle the items rated as “not effective” or “somewhat effective.”
4. Pick out the top three “not effective” and “somewhat effective” items based on your job requirements
for the next two years and place a square next to the item number.
5. Select the most critical item for development from the three “not effective” and “somewhat effective” items.
6. Prepare a development plan for the highest priority need.
Material/LR/Iowa SHRM/SHRM—

14. Human Resources Strategic Effectiveness—Self-Assessment
Please rate each item below in terms of your perceived effectiveness. Place a check
mark next to the rating that best depicts your current level of effectiveness.
1. Deliver on agreed to actions, goals, and commitments on time, with high quality and within
budget; exceed expectations when delivering services to senior managers.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
2. Make timely decisions in the face of risk and uncertainly that support business strategies.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
3. Establish a high level of trust with line managers and senior leadership that results in frequent
requests for advice.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
4. Display a thorough business knowledge of the organization’s financials, business model,
strategies, markets, customers, competition, goals, drivers, challenges, internal politics,
industry trends, and metrics.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
5. Think, act, and solve issues in a strategic manner by seeing the big picture, thinking long
term, being market driven, using logic and facts, asking thought-provoking questions, and
integrating disparate information into actionable strategies.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
6. Consistently behave with high levels of emotional intelligence by being self aware, displaying
high motivation, being empathic, having self-control, and displaying social skills that result in
good mission-critical networks.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
7. Build strong, trusting working relationships with senior leadership that instill confidence and
result in inclusion in important business decisions and planning.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
8. Build a team of highly competent professionals that effectively and efficiently delivers human
resource systems, products, services and advice that measures and reports the impact of those
services using business metrics.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
9. Coach line managers and senior executives in solving individual leadership development
issues by building trust, listening, showing interest, identifying real needs/goals, and providing
confidential coaching resulting in improved performance and job satisfaction.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
Material/LR/Iowa SHRM/SHRM—

15. 10. Consult with line managers and senior leaders by building an authentic collaborative relationship
for solving talent management and business issues through a process of contracting, assessing
needs, identifying solutions, executing a plan, and tracking results.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
11. Work as a change master by proactively providing managers and senior leadership with change
management techniques, practices, and guidelines that result in effective implementation of
new business initiatives.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
12. Develop a value added business partnership with the CEO (or other senior leaders responsible
for talent management) that results in joint talent management collaborations and actions in a
environment of trust and mutual respect.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
13. Listen with in-depth understanding in a way that communicates sincere interest paraphrasing, in
the thinking of others, trying to understand first, and observing body language.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
14. Influence/negotiate (without position power) with key stakeholders in a collaborative and
respectful manner by listening, understanding positions and beliefs, determining what is important,
preplanning, defining limits, and being flexible.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
15. Advocate for new ideas, programs, concepts, and other organizational changes that will support
organizational objectives.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
16. Manage human resources using an ROI business model that aids in decision making for new
programs and provides a framework for measuring progress using measurable metrics and a
scorecard (or other tracking system).
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
17. Demonstrate agility and flexibility in driving change by making strategy adjustments based
on organizational dynamics by being able to accept reality, and by keeping a good work/life
balance.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
18. Have knowledge and experience in all aspects of human resource/talent management.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
19. Proactive in moving the human resource/talent management agenda forward by not waiting
for guidance or to be asked to “sit at the table”; continually take actions that would support the
organization’s business strategy more effectively.
____ Not effective ____ Somewhat effective ____ Effective ____ Very effective
Material/LR/Iowa SHRM/SHRM—

16. Individual Development Plan
Period of Plan:____________________________________________
Name (Last, First) Current Position Manager’s Name
Developmental Goal (describe the specific behavioral changes you would like to make):
Material/LR/Iowa SHRM/SHRM—10
Developmental Description of Planned Date for Evidence of
Objectives Purpose Priority Developmental Activities Accomplishment Accomplishment
Barriers To Goal Accomplishment:
Actions/Plan:

17. Keys to Successful
Development Plans
 Be specific about what you are going to do.
 Set deadlines, both interim and ultimate.
 Make sure your development plan is realistic in terms of what you want to accomplish
and when. Do not set yourself up for failure.
 Schedule, and then carry out, your periodic progress checks.
 Build in personal rewards—for small as well as big accomplishments.
 As much as possible, design your plan around things you want and like to do.
(If your development plan is just hard work, you will find ways to avoid it.)
 Plan ways to work on your skills and goals as part of your everyday routine, both
at work and at home. This way, you won’t have to set aside (or wait until you have
completed) “everything else” in order to work on your development plan.
 “Go public with your plan.” Share it with others so they can help you maintain your
commitment and measure your progress.
 Make your plan visible. Post it in front of you. Incorporate notes about it on your calendar.
Material/LR/Iowa SHRM/SHRM—11

18. HR Partnership With
Senior Management
HR Partnership
The HR senior management partnership is critical in order to select the high return HR
projects, to gain the needed support and funding, and to get the ongoing involvement
and ownership for sustained success.
Obtaining this partnership requires a planned, ongoing effort to grow and to maintain the
partnership. Delivering value and solving key business challenges is the fuel to build the
relationship. The partnership can always get better. It is never done. The dynamics of
the business and the changing leadership needs require constant nurturing.
You need to have a plan for growing your key relationships. To start, identify those
critical relationships, assess current quality of those relationships, and map out an
approach for better understanding their needs and communication styles.
Please complete the information requested below and share it with your small group.
Partnership Assessment
1. Identify your critical senior management relationships and rate each one on
a one-to-ten scale. A ten means a perfect partnership. The communication is
frequent, respectful, honest, open, and meaningful/useful to both parties.
Material/LR/Iowa SHRM/SHRM—12

19. 2. For the senior management relationships requiring work, describe the current status
of the relationship, the needs and style of the individual and some thoughts on how
to move it forward.
3. List some actions that would move the relationship forward. Complete one chart for
each senior relationship.
Senior Leader
Action to Take Start Date Notes/Learnings
Material/LR/Iowa SHRM/SHRM—13

20. Notes
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________

21. Notes
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________