Questions

Answers wi th Fre d d i e Mac

&
MAC Week Home Dedication

What D&I innovations has Freddie Mac

planned for 2010?
In 2010, one of our primary objectives is to
increase diversity representation in the com-
pany’s officer and senior director ranks. This
objective will be met by continuing to focus
on ensuring that all interview slates are diverse,
and seeing that current senior management
supports diverse career events and network-
ing opportunities. Additionally, the Executive
Diversity Council, which is led by our CEO Ed
Haldeman, will be focused on ensuring we meet
this objective.

Most company leaders say diversity drives

business results. What part did diversity
and inclusion play in your company’s
2009 growth?
Our commitment to diversity and inclusion is
essential to the success of the company and its
critical mission to stabilize the housing market
and support the nation’s economic recovery.
We recognize that attracting, retaining, and
harnessing top talent from diverse backgrounds
and cultivating a spirit of inclusion within our
workforce is essential to successfully fulfilling
this mission and serving our customers, business
partners, and our diverse communities.
Last year, we took important steps to in-
crease diversity representation within our work-
force and among our senior leadership, foster
a more inclusive culture, and better serve our
diverse communities. Some of our diversity-
related successes include:
Workplace/Culture
Freddie Mac is truly a diverse workplace: with
almost 50 percent of our population female and
44 percent minority, we embrace a multitude
of cultures. Last year, minorities made up 44
percent of the total new hires and 42 percent of
all promotions. Also, 48 percent of our officer
promotions in 2009 were female and 26 percent
were minority.
Freddie Mac’s seven dynamic Employee
Network Groups (ENGs) work tirelessly to
ensure that all of our employees understand and
appreciate the various cultures in the workplace.
The network groups host a variety of monthly
and bi-monthly events such as DNA testing
to discover one’s African Heritage; a recent
event with Karem Dale, Special Assistant to
the President for Disability Policy; leadership
panels; and career coaching, just to name a few.
Throughout the year, more than a quarter of
our employees actively participate in network-
sponsored events.
This year, our new CEO Ed Haldeman
kicked off events sponsored by the ARISE
and ASIAN Employee Network Groups, and
hosted last year’s Employee Network Group
Recognition Luncheon.
We also encourage our employees to par-
ticipate in professional development programs
organized by diverse organizations such as
National Black MBA, National Association
of Black Accountants, Association of Latino
Professionals in Finance and Accounting, and
the Executive Leadership Council.
Pictured (l-r) at Freddie Mac’s 2009 MAC
Week Home Dedication Event are new
homeowners Nicole Smith and Kolowole
Marville and their daughter with Freddie
Mac CEO Ed Haldeman.
Marketplace
Freddie Mac continues to be recognized in the
marketplace as an ‘Employer of Choice’ in sev-
eral ‘best places’ lists including Hispanic Business
Top 60 Diversity Elite Companies, Working
Mother 100 Best Companies for Working
Mothers, Black Enterprise Top 40 Companies
for Diversity, Latina Style 50 Best Companies
for Latinas, and Black Collegian Top 100 U.S.
Employers, to name a few.
In addition, many of our executives have
received individual recognition, including our
Chief Diversity Officer as one of 50 Working
Mothers from across the country by Working
Mother magazine, Senior Vice President Ingrid
Beckles, and Vice President Tricia McClung as
top 100 Women Worth Watching® by Profiles
in Diversity Journal, Senior Vice Presidents
Dwight Robinson and Paul Mullings as Top 100

30 Pro f i les i n D i ve rsit y Journal M aY / J u n e 2 0 1 0


Pictured (l-r) at Freddie Mac’s 2009 MAC Week
Event is Freddie Mac CEO Ed Haldeman working
alongside Kolowole Marville, one of the recipients
Most Influential Blacks in Corporate America
by Savoy magazine, and Vice President Zenia
Raudsepp as a Top 20 Elite Woman of the Year
by Hispanic Business magazine.
Philanthropy
Freddie Mac also continues to be a leader in
the community. In 2009, we contributed more
than $2.2 million in funding to local non-
profit organizations, many of which serve ethnic
minority communities.
LEADERSHIP
What resources are allocated to diversity?
We have a dedicated Office of Diversity &
Inclusion, led by Freddie Mac’s Chief Diversity
Officer, Tujuanna B. Williams. The team in-
cludes two senior diversity advisors and support
staff, as well as a separate Supplier Diversity
team. This office integrates and aligns senior
leadership’s vision with daily business prac-
tices, and communicates goals and progress to
the organization.
The diversity and inclusion budget suffi-
ciently supports all outreach activity, education,
career, and networking events. Additionally, the
seven ENGs are funded through the Office of
Diversity & Inclusion.
How does Freddie Mac deal with/train
for cross-cultural competencies for its
leadership? What accountability do you
employ to meet objectives?
Diversity and inclusion training that raises
awareness and builds skills is a cornerstone of
professional development for both senior man-
agement and employees at Freddie Mac.
We provide the training and skills employ-
ees and senior leaders can use to forge strong
relationships, and make a positive impact on
our corporate environment. Our instructor-led
and web-based diversity training and education
programs include a mandatory on-line training
module for all new hires, and seven different
instructor-led courses offered through the year.
Questions & Answers Freddie Mac
of the newly built D.C. homes.
Some of the topics these courses are focused
on include:
• Four Generations—Four Approaches
to Work
• Enhancing Your Cultural Competency
• Managing Micro-Triggers
• Exploring Unconscious Bias
• Self-Efficacy (for African Americans,
LGBTs, Hispanics/Latinos, Women,
and families in diverse communities through
and Asians)
our philanthropic and housing-related efforts.
• Recruiting Through a Diversity Lens
• Performance, Image, and Exposure:
P.I.E. —Your Competitive Advantage EMPLOYEE INCLUSIVENESS
Sometimes diversity is referred to as a
Who chairs your company’s diversity
‘numbers game.’ How does your company
council? How are decisions about diversity
know its culture is not just tied up in
made in your organization?
numbers? How do the human stories
Freddie Mac will be launching its first internal
circulate in-house/celebrate success?
executive diversity council this year, led by the
At Freddie Mac, diversity is much more than
CEO, Ed Haldeman. The council will meet
a ‘numbers game’—we are cultivating a work
regularly to establish and review the diversity
environment where everyone feels included and
and inclusion goals and progress.
has a responsibility for appreciating, respecting,
and celebrating our differences.
MARKET ISSUES Our diversity is woven into everything we
How does a company in an industry as fast- do, and we have a number of opportunities for
changing as yours keep up with diversity employees to participate in a myriad of diver-
development throughout the organization? sity programs and activities, including Hispanic
Recognizing that the market is ever-changing, Heritage Month, Black History Month, and
our diversity and inclusion efforts are even Asian Lunar New Year activities; diversity train-
more focused on meeting corporate objectives, ing and education sessions; and external diver-
particularly in this current housing and sity networking and recruiting events. We not
economic climate. only strive to recruit top diverse candidates, but
Last year, we made progress in increas- foster an inclusive culture within our workforce
ing diversity representation—both within our that recognizes and celebrates the unique simi-
workforce, and among our leadership—to be larities and differences of all of our employees.
representative of the diverse communities that
How are employees more involved in
we serve. We also continued to provide employ-
diversity and inclusion efforts at the
ees with dynamic and comprehensive diversity
company than they were two years ago?
training and education, partnered with numer-
Our ENGs are open to all employees and
ous diversity-focused organizations to recruit
provide opportunities for professional advance-
diverse candidates and stay abreast of diversity
ment and personal development, as well as
best practices, provided employees with com-
an open environment to share insights and
petitive benefits and professional development
network. Participation in these network groups
opportunities, and helped strengthen children
has increased year after year; today, more than
Prof iles in Div er s it y Jou r na l M aY / J u n e 2 0 1 0 31
Questions & Answers Freddie Mac

2010 Diversity
Recognition Luncheon

Freddie Mac CEO Ed Haldeman

25 percent of our employees participate in
network-sponsored events.
In 2008, the Employee Network Ambassador
program was launched to support the
efforts of the Office of Diversity & Inclusion.
These volunteer Ambassadors accompany
recruiters to diversity recruiting events to
provide potential candidates with an objective
perspective about the company culture. The
Ambassadors also greet all new hires within
the first 60 days of employment, to welcome (Above) Paul Mullings, SVP, Single-
them to the company and deliver a packet of Family Sourcing; and (right) Ed Golding,
information about Freddie Mac’s diversity and SVP of Economics & Policy, and Making
inclusion offerings. Home Affordable Program executive.
Our employees also take part in our robust
diversity training and education programs
throughout the year. Last year, more than
40% of our workforce participated in diversity
education and training and employees
an Employee Network Mentoring Program Leadership and Achievement
participated in more than 60 instructor-led
enabling network members to be mentees and • Lambda: Gay, Lesbian, Bisexual,
training workshops. This denotes a significant
also select mentors of the same gender or ethnic Transgender Employee Network
year over year increase.
background if they choose to. • Sandwich Generation: Supporting those
caring for aging family members
How are employees’ opinions solicited/
How do you deal with those who perceive • WIN: Women’s Interactive Network
valued, and responded to?
inclusion programs for underrepresented
Employees are able to offer their opinions and/
groups as being exclusionary for others? Can you name specific ways Freddie Mac
or make suggestions on a variety of topics
Our diversity and inclusion programs have been supports upward development toward
and company offerings through an employee
very well received by employees. We have yet management positions?
‘feedback box’ on the company’s intranet site
to receive feedback that these programs have Freddie Mac provides employees with a myriad
‘Homefront.’ A member of the company’s em-
been perceived as exclusionary, as we are very of opportunities for professional growth and
ployee communications team regularly reviews
deliberate with the positioning of our diver- leadership development. An example of this is
employee comments, follows up with employ-
sity and inclusion programs. The messaging Freddie Mac University (FMU), the company’s
ees, and shares the feedback with the Office of
is consistently inclusive and emphasizes that integrated online and instructor-led learning
Diversity & Inclusion.
diversity and inclusion pertains to and affects curriculum that provides employees with pro-
Can you describe your method for orienting every employee. fessional learning and leadership development
new hires into your culture, and enriching Freddie Mac’s ENGs are open to all em- opportunities in a variety of areas.
awareness or introducing new issues? ployees. The goal of these groups is to provide We also have a robust Succession Planning
All new hires attend a one-day orientation class employees with both professional advancement Program to identify and groom employees for
to familiarize them with Freddie Mac’s mission, and personal development opportunities. management positions at the company. The
business and corporate culture. Presentations We make it clear through our internal com- Succession Planning Program includes both
are delivered by several divisions and provide munications that every employee is welcome to a Leadership Talent Review and a Leadership
detailed information about the company’s diver- participate in any one of our ENGs, regardless Development Program.
sity and inclusion efforts, benefits, professional of their race, gender, ethnicity, or physical abil-
ity or disability. How does Freddie Mac bring women and
development and mentoring opportunities, and
The seven ENGs are: minority employees into the fabric of the
key business area initiatives. Senior leaders,
• Abilities: Valuing Everyone’s Abilities organization?
including the CEO, often attend the new-hire
(focuses on employees touched by One of the ways Freddie Mac helps ensure
orientations to welcome new employees to
disabilities) women and minority employees are in the
Freddie Mac.
• ARISE: African-Americans, Resources pipeline for advancement and promotions
As part of our on-boarding efforts and
and Information Sharing for Everyone is through its newly developed Leadership
overall commitment to diversity at the company,
• ASIAN: Asians Supporting Inclusion and Development Program, spearheaded by the
we have our Employee Network Ambassador
Awareness Network company’s Office of Diversity and Inclusion.
Program. Last year, Freddie Mac also launched
• HOLA: Hispanic Organization for It is specifically designed to identify high-

32 Pro f i les i n D i ve rsit y Journal M aY / J u n e 2 0 1 0


potential African-Americans and women
of every ethnicity to address their specific
leadership development needs in a single gender
and single identity training environment. This
high-impact leadership development program is
a multi-year training effort that includes online
and instructor-led courses, high visibility, and
access to senior leaders of the company. We also
offer individual career coaching opportunities
and specific leadership development programs
externally, such as our Executive Leadership
Council pipeline talent program.
Freddie Mac also identifies high-potential
female employees from all racial and ethnic
backgrounds through its Leadership Talent
Review Succession Planning Program. This
program is an ongoing effort that identifies
high-potential employees from 3 tiers: division
heads, direct reports, and those that report to
direct reports.
SUPPLIER Diversity
What is Freddie Mac’s commitment to
minority suppliers?
Freddie Mac’s Supplier Diversity program is
designed to increase awareness of the capabilities,
talents, and importance of Minority- and
Woman-owned Business Enterprises (M/WBEs).
Our M/WBE suppliers are critical to helping
Questions & Answers Freddie Mac
SDAC
Supplier Diversity
Action Council
Freddie Mac carry out its important mission to Pictured (l-r) are Freddie Mac
stabilize the housing market and support the Supplier Diversity Action Council
nation’s economic recovery. Supplier Diversity is (SDAC) members who attended the
Freddie Mac’s way of assuring that our suppliers inaugural meeting in August of last
reflect the diversity of the American workforce. year: Jay Inouye, Graham Kidner,
Our objective is to ensure that M/WBEs receive Anna Smith, Charlene Wilson, Tim
the opportunity to compete fairly in all of the Prime, Jennifer Meyer, Mandy
corporation’s business dealings.Diversity Mason, Julie Sun, Dean Blake,
Michael Barr, Cie Riley, Deborah
Do you set specific percentage or dollar Gladstone, Tamla Bias, Trang
targets? How do you measure success? Gueron, Eric Sorensen, John
Stickeler, Susan Russell, Lauren
We measure how well our Supplier Diversity
Englander, Alma Jadallah, Carlos
Program is meeting corporate and business
Martinez, and Bunni Wheeler-
area objectives by looking at the percentage Young. Not Pictured: Donna
of total spend, the number of diverse Brandveen, Donald Campbell,
suppliers, and the recognition we receive from Christina Diaz-Malone, Leigh
outside organizations. Guthrie, Devonna Kee, Alain
In 2009, Freddie Mac generated nearly Pakabomba, Gail Price, Boyd
$375 million in contracts with Minority- Stewart, and Zixta Martinez.
and Woman-owned Business Enterprises
(M/WBEs). This represents a 200% increase
over 2008 and was 26% of Freddie Mac’s
total procurement spend. Last year, we also
launched a Supplier Diversity Action Council
(SDAC), comprised of 25 members from
across the company that work to better integrate
diversity and inclusion into the contracting
practices of all business areas. PDJ
Prof iles in Div er s it y Jou r na l M aY / J u n e 2 0 1 0 33
Profile Ed Haldeman
Questions
Answers &
w i t h C E O E d H a lde m a n regularly for the past year. But what I
hedged my bets by going to business school
and law school simultaneously. found through my research is that the
public perception of Freddie Mac, its work,
I graduated in June of 1974 and got
Where does your personal belief in diversity and its people, is at odds with reality. The
incredibly lucky by finding work in the
and inclusion come from? Was there a pivotal
truth is that the company has a critically
asset management business. The U.S. stock
experience that helped shape your view?
important mission—to provide liquidity,
market peaked in 1966 at 1,000, when
Like many people, I was taught at home,
stability, and affordability to the nation’s
I graduated high school. By the time I
at church, and at school, that an important
housing finance system—and Freddie Mac
finished graduate school eight years later,
human value was a commitment to equal-
serves that mission every day. Freddie Mac’s
the Dow was in the 500s. So I got in at a
ity and inclusiveness.
employees are deeply committed to their
good time and stayed, which turned out
However, this teaching as a child was
work. And the company’s mission has
to be very fortunate for me. I joined an
about a concept. It became more real for
never been more important than it is today,
asset management firm in June of 1974
me later in life. My wife’s family is Chinese,
as the nation works its way out of this long,
and worked with the same five partners
and I heard stories from them about how,
deep recession.
for 23 years. We joined a company called
in the 1950s and 1960s, real estate agents
United Asset Management, which eventu-Freddie Mac not only plays a vital, ongo-
would not show them homes in certain
ing role in stabilizing the housing markets,
ally bought 53 different money manage-
neighborhoods of Baltimore be-

“
cause “they wouldn’t be happy
there.” I also saw my wife, a
Harvard-trained lawyer, attend law
firm luncheons at a downtown
club in Philadelphia and be unable
to walk in the front door with the
but we’re also working very closely
with the Obama Administration to
We are committed to diversity not help struggling families avoid fore-
closure and keep their homes.
only because it’s the right thing to So I took the job because I
do, but because it also makes good talented and committed workforce.
wanted to lead and motivate a

”
other lawyers because women had
to walk down a side alley and then business sense. I wanted to help the company
contribute all that it could to the
go in a back entrance. Through my
nation’s economic recovery. And
wife’s experiences, discrimination
ment firms. I became President and CEO I want to help reshape and strengthen
became more real for me.
of UAM in 1997. In 2000, I was recruited Freddie Mac for a successful future once
Who has shaped and influenced your thinking as to be CEO of Delaware Investments, and it emerges from conservatorship. Finally, I
a business leader? in late 2002 I joined Putnam Investment realized that Freddie Mac has a great story
One of my biggest and earliest influences Management. I became CEO of Putnam to tell, and I wanted to help tell it.
was my father, who worked 6-7 days a week on November 3, 2003 as a result of a mar-
at our storefront family business. Like so ket timing issue that eventually sparked a Were you aware of its D&I?
many in his generation, he was focused on series of regulatory probes into the indus- Not initially, but I was really pleased to
making a better life for the next generation. try’s business practices. From my very first learn about Freddie Mac’s long-standing
He thought of it as the responsible thing day on the job, I was focused on saving commitment to diversity and inclusion, be-
to do. And my mother, too—in fact, she the firm, reassuring our employees that cause it’s something I’ve believed strongly
continues to work at the family business Putnam would survive, and visiting our cli- in throughout my career. Freddie Mac
every day. I have them to thank for instill- ents. It took a huge effort by a lot of good strives to be an employer-of-choice for
ing in me a solid work ethic very early on people, but we successfully reorganized the workers of all backgrounds, by providing
in my life. satisfying professional development op-
business and restored Putnam’s reputation.
portunities, dynamic and comprehensive
How did you get to your present position?
When the opportunity came along to apply
diversity training and education, strong
What was your career path? that same skill set at Freddie Mac—a com-
compensation and benefits packages, and
I grew up in Philadelphia, and was fortu- pany facing similar challenges—I thought an inclusive work environment. Its com-
nate to be the first in my family to be able I could help. mitment to a diverse and inclusive work-
to attend college. I knew that I wanted to How did you come to Freddie Mac? place is paying off: minorities make up over
be successful in a traditional career, which I was intrigued when a search firm ap- 40% of our workforce, and more than 40%
at that time meant business, medicine, or proached me about the CEO position. of our new hires last year were minorities.
law. So I was pre-med as an undergradu- Of course, I knew about Freddie Mac
ate, while studying economics, and later generally, because it had been in the news

34 Pro f i les i n D i ve rsit y Journal M aY / J u n e 2 0 1 0


Who were/are your mentors? Are you mentoring
anyone today?
Norton Reamer, the founder of United
Asset Management Corporation, taught
me a lot about management. Jack Bogle,
the founder of Vanguard, has taught me a
lot about ethics and investing. They were
both important mentors for me.
In some unofficial capacity, I’d say
I am mentoring a young man who is
in his first year at Yale Law School. His
name is Damaris Walker, and his story
is amazing. Entirely by chance, I got
connected to him. He is from North
Philadelphia and he went to Dartmouth,
entirely on financial aid. He did so well
there that he got into Yale Law School.
We see each other 4 to 5 times a year and
we stay connected by e-mail. My whole
family has benefitted by knowing him.
If you were in a roomful of colleagues, what
might they say about you, your style, or your
business sense?
I hope that they would say that I seek
broad input and then decide. I also hope
they would say that I was fair and direct.
What books would you recommend for new leaders?
One of my favorite books is The Greatest
Generation, by Tom Brokaw, because it
speaks so well about the contributions
made by my father’s generation. A book on
leadership that I’ve always liked is Lincoln
on Leadership: Executive Strategies for Tough
Times, by Donald T. Phillips.
How would you describe your concept and style
of leadership?
First, ethics and integrity are essential
components of my management style. Some
people think there is a trade-off between
business success and ethical behavior, but
I believe high ethical standards and
integrity are necessary pre-conditions for
success. I want Freddie Mac to lead with
integrity and ethics. In fact, I believe we
can’t be successful unless we live up to that
standard. Second, I believe in transparent
and candid management. Of course, that’s
easy to say but hard to do sometimes. But
we have to be willing to be open and direct
with each other, and if there’s a problem,
we need to deal with it directly. Openness,
candor, transparency, and being direct are
always the best approach.
Were there any experiences that discouraged
you about D&I implementation?
I sometimes get discouraged because talk
is easy and it often doesn’t lead to action.
Talking and training are necessary pre-
conditions, and although it takes time to
change behavior and see results, if you
work hard enough at it, you can make a
real difference.
What has been your proudest moment as leader
at Freddie Mac?
My proudest moment at Freddie
Mac has been watching all the divisions
throughout the company come together
to support the Obama administration’s
Making Home Affordable program. The
hard work and passion of employees in
support of keeping families in their homes
has been amazing to watch. PDJ
personal
Profile
Company
Freddie Mac
Title
CEO
Time in current position
9 months
Education
M.B.A., Harvard Business School,
(Baker Scholar); J.D., cum laude,
Harvard Law School; A.B., summa
cum laude, Dartmouth College.
Professional
I am a Chartered Financial Analyst
(CFA), and currently Chairman of
the Board of Trustees of Dartmouth
College. I also serve on the Harvard
Business School Board of Dean’s
Advisors, and formerly served on the
Board of Governors of the Investment
Company Institute.
Age 61
First job
I began my career at Cooke & Bieler,
Inc., in 1974, where I was a Partner.
Cooke & Bieler later became an affiliate
of United Asset Management.
Philosophy
To be successful, we have to lead with
integrity and ethics. Manage people the
way you would like to be managed.
What I’m reading
Enough, by John “Jack” Bogle.
Family
Wife, Barbara, and three children.
Interests
Squash, paddle tennis, tennis, and golf.

Prof iles in Div er s it y Jou r na l M aY / J u n e 2 0 1 0 35

Questions & Answers Freddie Mac

Some of Freddie Mac’s very busy ENGs in 2009:

HOLA Hispanic Heritage Month

Pictured (l-r) at our 2009
Hispanic Heritage Month
Opening event: Gabriela
Silva, HOLA Co-Chair; Carol
Wambeke, HOLA Executve
Sponsor; Ed Haldeman;
Marie Ruiz, HOLA Chair;
Eileen Torres, External Guest
Speaker.

ARISE Black History Month Celebration

Below (l-r): Chris T. Morris, VP, Mission Division—Strategy, Planning

and Reporting; Jeanne Woods, VP, Human Resources Business
Partner; Hyacinth Kucik, VP, Deputy General Counsel of Litigation;
Bruce Witherell, COO (speaking); Wendell Chambliss, VP, Deputy
General Counsel—Mission & Anti-Predatory Lending; and Preston
Lee, Director, Industry Relations & Housing Outreach.

Above (l-r): Darren Sharpe, Managing

Associate, General Counsel; Bruce Witherell,
COO; Preston Lee, Director, Industry
Relations & Housing Outreach; Hyacinth
Kucik, VP, Deputy General Counsel of
Litigation; Ed Haldeman, CEO; Jeanne
Woods, VP, Human Resources Business
Partner; Chris T. Morris, VP, Mission
Division—Strategy, Planning and Reporting;
Wendell Chambliss, VP, Deputy General
Counsel—Mission & Anti-Predatory Lending.

ALPFA Beginning of Year Celebration

Pictured (l-r) at the ALPFA (Association of Latino
Professionals in Finance and Accounting) Beginning of Year
Celebration: Gabriela Silva, HOLA Co-Chair; Marie Ruiz, HOLA
Chair; Ross Kari, Freddie Mac CFO; Luisa Fernandez, ALPFA
DC Chapter President; Maria Landesman, ALPFA DC Chapter
Secretary; Tujuanna Williams, Freddie Mac Chief Diversity Officer;
Camila Lorca, ALPFA DC Chapter Treasurer.

WIN & Sandwich Generation Network

Pictured (l-r) at our 2009 WIN and Sandwich

Generation Employee Network Event: Dr.
Julia Wheeler; Rose Smith, on-site professional
counselor at Freddie Mac; Linda Blossom, Sandwich
Network Co-Lead; Karen Prante, WIN Network
Secretary; Alice Deely, Sandwich Network Co-Chair;
Anne Kaiser, WIN member; Hyacinth Kucik, WIN
Executive Sponsor; Emily Belanger, WIN member;
and Heidi Keller, WIN Chair.

36 Pro f i les i n D i ve rsit y Journal M aY / J u n e 2 0 1 0