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Playing our partPearsonTax report 2016ContentsIntroduction 2 Our global tax strategy 4 Taxation principles 4 Tax incentives and arrangements 6 Tax havens 6 Governance & risk management 7 Tax department 8 Public policy 9 Financial & tax data 10 Appendix 20IntroductionWe also believe that in order to create long-term sustainable value for our shareholders, we must deliver a benefit for the communities, economies, and countries in which we work.A key principle that underpins us in being a trusted partner is to operate ethically, responsibly, and transparently. Thiscommitment covers a range of issues, such as treating our suppliers as partners in stimulating economic growth, paying our employees fairly, and also paying tax due.As part of our commitment to greater transparency in how we run our business, Pearson is publishing detailed information on our tax on business profits around the world.Tax contributions—from individuals and businesses—are fundamental building blocks of well-functioning societies. They provide funds for governments to invest in public services including education, to create and maintain vital infrastructure, and to address inequalities.Yet tax systems and rules, both domestic and international, are often complex and difficult to understand for non-specialists. Trust in large institutions, both in government and in the private sector, has fallen, in partPearson’s mission is to help people make progress in their lives through learning. That mission informs how we invest, develop our products and services, and measure our success.because companies can do more to be transparent around tax contributions.Strengthening and maintaining public trust in the way businesses are taxed is vital. Addressing the public concern that some multinationals are not paying their fair share of tax requires both international tax reforms and better efforts to improve public understanding and awareness.This report sets out, for the first time, Pearson’s approach to tax on business profits and the contributions we make to public finances in the countries in which we operate. We have attempted to publish relevant information about our largest markets in an accessible way and to explain complex issues of accounting or tax law wherever possible. Where this report differs from Pearson’s annual report and accounts, we have sought to explain why this is.We intend this public report to provide greater insight into the way Pearson operates and we will make it a regular feature of our corporate reporting.Coram WilliamsChief Financial OfficerBe a trustedpartnerReach more learnersBuild a sustainable business1.2.3.Our strategy to deliver growth is to:Taxation principlesThis report concentrates on tax on business profits; however, our tax principles applyto all taxes, including indirect taxes or sales taxes and payroll taxes. The principles that guide us at Pearson are:1.T o comply with all relevant tax laws, regulations, and tax reporting requirements in all jurisdictions in which we operate, including claiming available tax incentives and exemptions that are available to all market participants and in accordance with generally recognized interpretationof the law.2.T o run our tax affairs in accordance with Pearson’s values, code of conduct, risk management, and governance procedures, which include regular reporting to the board, the chief financial officer, and to the audit committee on tax strategy and risks. In addition, any material changesin tax legislation, business environment, or operations will be assessed, and any resultant changes to strategy or risk will be reported as appropriate.3.T o pay tax on profits according to where value is created within the normal course of commercial activity, with transactionspriced within an appropriate arm’s-length range, i.e. cross-border transactions take place as if the parties were unconnected. Any exceptions to this are compliant with local laws and fully disclosed to the tax authorities concerned.4.T o align tax planning with business activities, for example, acquisitions, disposals, and changes in business objectives. We do not seek to avoidtax by the use of “tax havens” or by establishing arrangements that we consider to be artificial in nature or transactions that we would not fully disclose to a tax authority.5.T o achieve a more favorable tax outcome where a clear and legitimate choice exists between different options that each comply with our principles. In considering and deciding between different options, the factors we consider include commercial and reputational impact.6.T o have an open, proactive, and constructive working relationship with tax authorities. Where possible and in line with local country practice, to discuss and consult on our interpretation of the law with tax authorities as issues arise. To engage directly or indirectly with governments on proposed changes to tax legislation where appropriate.7.T o ensure our tax professionals are appropriately qualified and trained and to use external advice where appropriate.Our global tax strategyOur global tax strategy applies to all our businesses, including the UK, and this document therefore covers our obligation to publish our UK tax strategy, including governance, risk management, attitude to tax planning, and working with the UK and other tax authorities.Our approach to tax is guided by our corporate values and by our Code of Conduct. Our tax principles have been published on our corporate website since 2014. These were reviewed and refreshed this year and they guide tax strategy at Pearson.Tax incentives and arrangements We do not seek to avoid tax by establishing arrangements that we consider to be artificial in nature. We do claim available tax incentives and exemptions that are available and widely accepted as mainstream tax practice among the tax community (taxpayers, tax advisers, policymakers, and tax authorities). Tax law and regulation is complex and in each country where we operate, a common view on practice evolves over time within the relevant tax community on the interpretation and application of these rules. An important factor for us is the prevailing practice and attitude of the relevant tax authority.We have one structure in place where cross-border transactions are not pricedat arm’s length. We have set up a financing operation in Ireland which is recognizedby the tax authorities in Ireland and the UK and is subject to UK tax. These companies finance our global operations, are compliant with local laws, and are fully disclosed to the tax authorities concerned, in line with our tax principles. Tax havensThere are many different definitions of whatconstitutes a “tax haven.” Pearson does notseek to avoid tax by the use of tax havens.For this purpose, we define a tax haven asa country with a corporation tax rate of 10%or less. We assess group entities as beingin a tax haven if they are tax resident inthat country.In some instances, we have inherited somestructures with operations in tax havenswhich we unwind when we can do so at areasonable cost.In line with our principle on tax havens, weno longer have a presence in Luxembourg.As of April 2017, the group has five corporateentities based in tax haven countries, of these:– T wo were established as holdingcompanies in the Cayman Islands andBritish Virgin Islands prior to acquisitionby Pearson. Neither company is tradingand no tax benefit is derived from them,but disproportionate costs would beincurred to close them.– O ne is a small trading entity in Hungarywhich pays tax at the local rate of 10%.– O ne is an investment in Learn CapitalIIIA, incorporated in the Cayman Islands.Learn Capital is a third-party impactventure capital fund that invests ininnovative start-up companies aroundthe world. Pearson is a minority investorand does not oversee the operations oradministration of the fund. The fund is alsoregistered in the United States and allincome is reported and taxed in theUnited States; therefore, no tax benefitis obtained.– W e operate a captive insurance companydomiciled in Bermuda. This company fulfillsa commercial purpose for us, coveringthird -party risks often required by ourcustomers. We do not gain any tax benefitfrom being based in Bermuda, as all profitsare subject to UK tax. We are domiciledthere for regulatory reasons and it is arecognized global insurance center.Governance and risk managementThe board has delegated responsibility forthe integrity of financial reporting and riskmanagement to the audit committee. Thisincludes setting tax strategy and monitoringtax risk.The Tax Department reports at leastbiannually to the audit committee.Tax is part of the Pearson Finance function,reporting to our chief financial officer, whoreceives regular updates throughout the yearfrom the tax team. The chief financial officerprovides regular updates to the board ontax matters.Risk managementPearson has a structured enterprise riskmanagement framework to support theidentification and effective managementof risks across the group. As part of ourdisclosures in the annual report, we setout our principal risks and uncertainties,one of which is tax. Principal risks aredefined by Pearson as having a potentialfinancial impact greater than £50M or asignificant impact on strategy, operations,or reputation. Executive responsibilityfor tax sits with the chief financial officer.See our annual report for moreinformation /corporate/ar2016We considered tax risk as having increased slightly in 2016. Our overall assessment is that the probability of change is almost certain, reflecting the introduction of new legislation as well as the dynamic nature of tax regulation and continued public concern around tax issues.We assessed the impact on the group to be moderate. This overall assessment is informed by a longer list of tax risks which are monitored and reviewed throughout the year by the tax team. For each individual tax risk, we decide on our risk appetiteor the tolerance we have to each typeof risk. Some risks such as those relatingto legislative change we accept, while others such as compliance we seek to mitigate or avoid. Pearson manages these risks through the application of our tax principles. Management of our tax affairsAs set out in our global tax principles,in managing our tax affairs we seek to protect value for our shareholders, comply fully with legal and regulatory requirements, and align with business activities.Tax DepartmentPearson has teams of tax professionalsin the United States, the United Kingdom,and China as our largest markets by revenue,along with accountable individuals drawnfrom the finance function responsible fortax in other markets.Over the last few years, as part of our widercompany strategy to integrate and simplifyour corporate functions, we have expandedthe tax team to introduce global oversightin areas such as transfer pricing.Our tax team leads on engagementwith governments, tax authorities,and stakeholders on tax-related issues.Public policyPearson is committed to adding its voiceto the global debate on tax transparency.We contributed to, and supported, theOECD consultation on country-by-countryreporting. We also support the OECDinternational tax reform work on baseerosion and profit shifting (BEPS).We operate in a global competitiveenvironment and urge tax policymakersto implement international tax reform ina coherent, coordinated way so that thereis a level playing field and the risk of payingtax twice on the same income is minimized.Recent areas of international or national policy change affecting Pearson are as follows:Financial & tax dataWe are a global business and have trading operations in more than 70 countries around the world.Our business pays and collects a wide range of taxes, including employee taxes and sales taxes in addition to tax on business profits. This report focuseson tax on business profits.2016 was a difficult year for Pearson.We continue to face market challengesin a number of countries, and we expect these challenges to continue through 2017. During 2016, we completed acost-reduction program and postedan impairment of goodwill of £2,548M, reflecting trading pressures in our North American businesses. As a result, our statutory results showed losses for 2016 in a number of markets. This impacted tax paid in 2016 and will also impact tax due in 2017.Pearson reports its results by geography. We sell a range of educational products and services to institutions, governments, professional bodies, and individual learners. Our country operationsare split into:North AmericaCore65% of revenue. Our largest geography including all 50US states and Canada.18% of revenue. Our international business in established and mature education markets including the UK, Australia, Germany, and Italy.17% of revenue. Our education businesses in emerging and developing economies including Brazil, India, China, and South Africa. % % % 65 18 17GrowthDetailed to the right is data for 2016 for our twelve largest countries drawn from all three of our geographies, as measured using 2016 sales revenues.We then include a brief explanation of our activities in each country and, if applicable, why tax paid may appear unusual compared to profit levels. We have also provided a summary of tax paid over the most recent five years on a regional basis.For more explanation on what this data represents, please see the Appendix.* T otal revenue for each country includes intercompany sales andrecharge income, interest, and other income, all of which are excluded from the external sales reported in our Annual Report & Accounts. ** G roup adjustments include intercompany eliminations, our shareof profit from the Penguin Random House joint venture, and theimpact of disposals.A reconciliation from adjusted operating profit to statutory loss before tax is shownin the Appendix.£11M £14M £3MUnited StatesUnited Kingdom China K–12 School; HigherEducation and Professional–Assessment– Online and blended learning – Curriculum resources – Professional development– Work-based learning – Clinical assessment – TestingSchool; Higher Educationand Professional– Assessment and qualifications– Online and blended learning – Curriculum resources– Professional development– Clinical assessment – Work-based learning – D irect delivery (Pearson testing)School and Professional– C urriculum resources – E nglish language learningPearson incurred a significant restructuring cost in 2016 in the United States as well as a goodwill impairment relating to the Higher Education courseware business, resulting in a loss before tax for the year. The majority of the cash tax payments made in 2016 were at a state level.The UK is both our second-largest market by revenue and the location of our head office and central group functions. The UK also raises any external debt required by the group and this is used to fund overseas operations. Pearson also incurred a significant restructuring cost in 2016 in the UK and reported a loss before tax for the year. Tax was paid; however, some of this will be refunded in 2017.Pearson operations in China are loss-making. In February 2017, we announced our intention to either partner or sell our direct delivery business. We paid tax in 2016 on the disposal of a property.£10M £4M £4MCanadaBrazilItaly K–12 School; Higher Education and Professional– Assessment– C urriculum resources in English and French – Clinical assessment – English language learning – Professional development – TestingSchool; Higher Educationand Professional– O nline and blended learning – C urriculum resources – C linical assessment – E nglish language learning – T estingSchool; Higher Educationand Professional– C urriculum resources – P rofessional development – E nglish language learning – T estingCanada is a profitable market for Pearson. We paid tax at the federal and provincial level.Pearson operations in Brazil include our sistema business and English language learning. Under Brazilian tax legislation we are able to claim an annual tax deduction for amortization of goodwill, which will reduce our tax payments until it is utilized, which is estimated to be in 2022. In 2016, we paid tax on a foreign exchange gain, which is not expected to recur.Italy is a profitable market for Pearson. We paid tax.K e y o p e r a t i o n sK e y o p e r a t i o n sF a c t o r s i m p a c t i n g t a x i n 2016F a c t o r s i m p a c t i n g t a x i n 2016£3M £0M £8MSouth AfricaAustralia Hong Kong School; Higher Educationand Professional – C urriculum resources – P rofessional development – C linical assessment – U niversity (CTI Education Group and the Pearson Institute of Higher Education)School; Higher Educationand Professional– Online and blended learning– Curriculum resources – Professional development – Clinical assessment – English language learning –TestingSchool; Higher Education and Professional – Assessment and qualifications– Curriculum resources – Professional developmentOur university business in South Africa is loss-making. Student enrollment at CTI Education Group and the Pearson Institute of Higher Education fell 25%, driven by tightening consumer credit. This business was restructured in 2016. Our professional business is profitable and paid tax.Australia is a profitable market for Pearson. In 2016, we received a refund in respect of 2015.Our operations in Hong Kong are profitable and we paid £8M of tax in 2016, which covered two years, as due to the calculation method, no payment was required in 2015.£0M £0M £1MIndiaMexicoGermany School; Higher Education and Professional– A ssessment and qualifications– O nline and blended learning – C urriculum resources – E nglish language learning – T esting– S chool management (Pearson Schools India)School; Higher Educationand Professional– Qualifications– Online and blended learning – Curriculum resources – TestingSchool and Professional– C urriculum resources – Professional development – Clinical assessment – English language learning – Examination preparation – TestingOur business in India was restructured in 2016 to discontinue some loss making activities. We continue to invest in the remaining operations to drive growth; however, it is expected to take some time before they become profitable.Our operations in Mexico broke even in 2016.During 2016, we closed the unprofitable Wall Street English schools business in Germany. This resulted in a loss and restructuring charge. This reduced the tax paid.K e y o p e r a t i o n sK e y o p e r a t i o n sF a c t o r s i m p a c t i n g t a x i n 2016F a c t o r s i m p a c t i n g t a x i n 2016(50)050100150200250300USA Total United Kingdom £’m i l l i o nROW23% 8%1%2%France South Africa Canada Germany China Poland Brazil Colombia Italy Mexico At a group level, 2016 is the lowest level of corporation tax paid for five years. This is partly a result of business performance and partly a result of business disposals made in previous years, which reduced the ongoing profits of the group and resulted in tax payments on the profit on disposal. To analyze the rest of world countries in more detail, the table to the right shows the ten largest rest-of-world (ROW) countries and what their average proportion of rest-of-world tax paid has been in the last five years.Historical cash tax Cash tax payments over the last five years Proportion of rest-of-world tax paid over last five years USA UK Rest of World TotalTotal cash tax payments 2012 to 2016Contents Introduction Our global tax strategy Financial & tax data Appendix £413M £115M £222M£750M20162015201420132012AppendixAbout the data Country-by-country table Total revenue: In line with the country- by-country reporting requirements, we have included sales, intercompany transactions, interest and other income within this figure. Total revenue is therefore higher than the external sales number reported in our Annual Report and Accounts.Profit before tax: This is the profit before tax at a statutory level, which is the starting point to calculate tax on business profits. It differs from the adjusted operating profit measure which we publish in the annual report. Adjusted operating profit is a key financial measure used by management to evaluate performance and allocate resources to business segments. A reconciliation isshown to the right.Adjusted operating profit to statutory profit 2016。

291st Revised Page 1CANCELS 290th Revised Page 1(This page filed under Transmittal No. 311 ) ACCESS SERVICERATES, RULES AND CHARGESTitle Page and Pages 1 to 22-45, inclusive of this tariff are effective as of the date shown. Original and revised pages as named below and Supplement No. 7 contains all changes from the original tariff that are in effect on the date hereof.CHECK SHEETNumber of Number of Revision Revision Except as Except asPageIndicated Page IndicatedTitle 4th 22.3 6th 1 291st*22.4 7th 1.1 26th 23O riginal 1.2 122nd* 24 O riginal 1.2.1 2nd 25 1st 1.3 11th 26 1st 1.4 37th 27O riginal 1.5 70th*28 1st 1.5.1 15th 29 1st 1.6 28th 30 2nd 1.7 12th 31 1st 1.7.1 3rd 1-1O riginal 1.8 18th 1-2 3rd 1.9 62nd 2-1 2nd 1.10 17th 2-2 2nd 1.11 26th 2-3 3rd 1.12 36th 2-4 5th 1.13 22nd 2-5 3rd 1.14 15th 2-5.1 1st 1.15 4th 2-6 1st 1.16 1st 2-7Original 2 4th 2-8Original 3 2nd 2-9Original 4 3rd 2-10Original 5 2nd 2-11Original 6 3rd 2-12 1st 7 4th 2-13Original 8 3rd 2-14 6th 9 1st 2-15 5th 10 7th 2-15.1 4th 11 2nd 2-16Original 12 1st 2-17 4th 13 2nd 2-18Original 14 1st 2-19Original 15 3rd 2-20Original 16 5th 2-21Original 17 6th 2-22Original 18 2nd 2-23Original 19 5th 2-24Original 20 2nd 2-25Original 21 6th 2-26 1st 22 7th 2-27Original 22.1 2nd 2-28Original 22.2 44th 2-29O riginal* New or Revised PageIssuing Officer: Kristen E. Shore, Assistant Vice President - RegulatoryRATES, RULES AND CHARGESCHECK SHEET (Cont’d)Number of Number ofRevision RevisionExcept as Except asPage Indicated Page Indicated3-13 2nd 5-11.2Original3-14 2nd 5-11.3Original3-15 2nd 5-12 1st3-16 1st 5-13 4th3-17 1st 5-14 4th3-18 1st 5-14.1Original3-19 Original 5-15 7th3-20 Original 5-16 3rd3-21 1st 5-17 11th3-22 1st 5-17.1 8th3-23 1st 5-17.1.1 6th3-24 2nd 5-17.2 7th3-25 1st 5-18 6th3-26 2nd 5-19 6th3-27 2nd 5-19.15th3-28 1st 5-19.2 4th3-29 2nd 5-19.3 4th3-30 1st 5-19.4 4th4-1 2nd 5-19.54th4-2 2nd 5-19.6 4th4-3 Original 5-19.74th4-4 4th 5-20 6th4-5 2nd 5-21Original4-6 1st 5-22Original4-7 1st 5-23Original4-8 2nd 5-24Original4th 5-25Original 4-8.14-9 67th*5-26 1st4-10 29th*5-27Original4-10.1 7th5-28Original4-11 72nd*6-1 3rd5-1 5th 6-2 1st5-2 2nd 6-31st5-3 7th 6-4 1st5-3.1 6th 6-5Original5-3.2 3rd 6-6Original5-3.3 3rd 6-7Original5-3.4 7th 6-8Original5-4 1st 6-9 1st5-5 1st 6-10 1st3rd 6-11Original 5-62nd 6-12Original 5-75-8 Original 6-13Original1st 6-14Original 5-93rd 6-15Original 5-105-11 2nd 6-16Original5-11.11st* New or Revised Page(This page filed under Transmittal No. 311 )ACCESS SERVICERATES, RULES AND CHARGESCHECK SHEET (Cont’d)Number of Revision Number of Revision Page Except as Indicated Page Except as Indicated7-26 Original 7-812nd 7-27 3rd 7-81.15th7-28 1st 7-81.24th7-29 Original 7-81.32nd 7-30 Original 7-81.49th 7-31 Original 7-81.56th7-32 Original 7-81.64th 7-33 3rd 7-81.6.1Original7-33.1 2nd 7-81.75th7-34 1st 7-81.8Original7-35 Original 7-8227th 7-36 Original 7-8311th 7-37 Original 7-8419th 7-38 Original 7-84.19th* 7-39 1st 7-852nd7-40 Original 7-85.11st 7-41 2nd 7-85.24th7-42 2nd 7-865th7-43 Original 7-875th 7-44 1st 7-87.15th7-45 Original 7-87.25th7-46 Original 7-87.34th 7-47 Original 7-87.44th 7-48 Original 7-882nd 7-49 2nd 7-892nd7-50 Original 7-903rd 7-51 Original 7-913rd 7-52 1st 7-91.15th7-53 1st 7-91.25th7-54 Original 7-91.2.12nd7-55 Original 7-91.32nd 7-56 10th 7-91.42nd7-57 Original 7-91.52nd 7-58 1st 7-91.62nd7-59 Original 7-91.72nd 7-60 Original 7-91.82nd 7-61 2nd 7-91.92nd7-62 3rd 7-91.102nd7-63 1st 7-926th7-64 3rd 7-935th7-65 1st 7-93.13rd7-66 5th 7-94Original7-66.1 2nd 8-13rd7-67 1st 8-24th7-68 Original 8-35th 7-69 3rd 8-3.13rd7-69.1 2nd 8-43rd7-69.2 2nd 8-53rd7-70 Original 8-62nd 7-71 Original 8-74th 7-72 Original 8-84th 7-73 10th 8-94th7-74 Original 8-104th 7-75 1st 8-114th7-76 Original 8-122nd 7-77 1st 8-132nd7-78 1st 8-142nd7-78.1 Original 8-155th 7-79 6th 8-163rd7-79.1 Original 8-175th 7-80 4th 8-184th8-193rd* New or Revised(This page filed under Transmittal No. 311 ) ACCESS SERVICE4. End User Access Service (Cont’d)4.6 Rate Regulations (Cont’d) 4.6.1 End User Common Line Rate Elements (Cont’d) (H) Federal Universal Service Fund (FUSF) Surcharge (Cont’d)(3) Other Non-recurring FUSF SurchargesIn addition to the applicable charges above, when a customer is assessed interstate end user chargesidentified in the table below, a FUSF Surcharge will also apply as set forth in Section 4.7(I) following. For example, customers assessed the PIC changecharge as specified in Section 13.3.3.(b)(5)(e)(ii) will also be assessed the PIC change FUSF Surcharge as set forth in Section 4.7(I) following.To the extent an IC is assessed a PIC Change Charge, the Non-recurring FUSF Surcharge will also apply to the IC.(4) Other FUSF SurchargesA percentage surcharge factor is assessed monthly on billed recurring and non-recurring charges of end user services other than surcharges described in Section 4.FUSF Surcharge factor: 0.201Tariff Reference Rate Element13.3.3(A)PIC Change Charge(I)(This page filed under Transmittal No. 311 ) ACCESS SERVICE4. End User Access Service (Cont’d)4.7 Rates and ChargesThe rates for End User Access are:(A) End User Common Line (EUCL) - Primary Residence SubscriberUSOC Rates Per Month - Individual lineor trunk, each 9ZEU1 $4.72(B) End User Common Line (EUCL) Non-Primary Residence Subscriber USOC Rates Per Month - Individual lineor trunk, each 9ZEU2 $4.72- BRI ISDN Facility, each wire pair 9ZEU5 4.72(C) End User Common Line (EUCL) -Single Line BusinessUSOC Rates Per Month - Individual lineor trunk, each 9ZEU3 $4.72(D) End User Common Line (EUCL) - Multiline Business SubscriberUSOC Rates Per Month - Individual lineor trunk, each 9ZEU4 $4.72- Public Telephone Access line, each 9ZEU4 4.72 - PRI ISDN Facility, each 9ZEU6 23.60(E) End User Common Line (EUCL) - Centrex CO and CO-like (Installedor on order prior to July 28, 1983)USOC Rates Per Month- Individual lineor trunk, each 9ZEU4 4.72(R) (R) (R) (R) (R) (R) (R) (R)ACCESS SERVICE4. End User Access Service (Cont’d)4.7 Rates and Charges (Cont’d)(G) Presubscribed Interexchange Carrier ChargesUSOC Rate Per Month(A) Multi-Line Business 9PCC4 0.00(B)ISDN-PRI-per service 9PCC6 0.00(C) Centrex CO andCentrexCO-Like-Nine or more lines, per line 9PCC7 0.00-Eight or less lines, per service 9PCC9 0.00(H) End User Port Charge USOC Rate Per Month(1) BRI ISDN Port- Per Port 9SDN1 $3.90(2) PRI ISDN Port- Per Port 9SDN2 $36.29(I)Basic FUSF Surcharge:USOC Rate Per Month(1) Residential 9PZRS $ 0.94(2) Single-Line Business 9PZBU $ 0.94(3) ISDN BRI 9PZL1 $ 1.73(4) Multiline Business 9PZLM $ 2.34(5) PRI ISDN 9PZP1 $18.99(6) PBX 9PZPX $ 2.34(7) Centrex CO and CO-Like 9PZCX $ 0.26(8) Other FUSF Surcharges USOC Rate Per Occurrence PIC Change Charge(a) Per Manual Change 9PZGM $ 0.78(b) Per Mechanized Change 9PZGE $ 0.32 (I) (I) (I) (I) (I) (I) (I) (I) (I)(This page filed under Transmittal No. 311 )(This page filed under Transmittal No. 311 ) ACCESS SERVICE7. Special Access Service (Cont'd)7.11 High Capacity Service 7.11.5 Rates and Charges General Description (Cont'd) 7.11.5.3 Rates and Charges (Cont'd)(F) DS1 Term Payment PlanRates and Charges for the DS1 Term Payment Plan (1)(1)Channel Termination - Per Point of TerminationUSOC1 Year2 Year3 Year 5 Year 7 Year TMECS $122.50 $120.00 $115.00 $104.00(R) $98.50(2) Channel Mileage- Channel Mileage Termination (per termination)- Channel Mileage Facility (per mile)USOC 1 Year 2 Year 3 Year 5 Year 7 Year 1L5XX$ 9.00$ 9.00$ 8.70$ 8.40$ 8.25(3) Central Office Multiplexing DS1 to DS0 voice/digital-Per arrangementUSOC1 Year2 Year3 Year 5 Year 7 Year MQ1, MQ1++,QMU, QMUA1, QMU++$180.00 $170.00 $170.00 $ 160.00 $150.00(4) Collocation Transport-Channel Mileage - FixedUSOC 1 Year 2 Year 3 Year 5 Year 7 Year 1H48S$ 51.00 $ 45.00 $ 40.00 $ 35.00 $ 32.50– Per Mile USOC 1 Year2 Year3 Year 5 Year 7 Year 1H48S$ 9.25$ 9.00$ 8.75$ 8.50$ 8.25(5) Nonrecurring Charges-One Time Charges- Per point of channel termination USOC DESCRIPTION RATE TMECS Channel Termination NonrecurringCharge$ 900.001H48S Collocation Transport NonrecurringChargeNOTE: Channel Termination Nonrecurring Charges and Collocation Transport Nonrecurring Chargesare waived on new installations of DS1 High Capacity Service with a 2, 3, 5, or 7 year DS1 TPP.(1) Effective on September 13, 2017, DS1 TPP 5- and 7-year Payment Plans are no longer available,including for any otherwise available conversions. Circuits already subject to a DS1 TPP 5- or 7-year Payment Plan, as of September 13, 2017, will continue to be provided under the then-current DS1 TPP 5- and 7-year Payment Plan term for the remainder of that term.USOC 1 Year 2 Year 3 Year 5 Year 7 Year 1L5XX$ 51.00$ 45.00$ 40.00$ 35.00$ 32.50。

对RAID进行操作很可能会导致数据丢失，请在操作之前务必将重要数据妥善备份，以防万一。

名称解释：Disk Group：磁盘组，这里相当于是阵列，例如配置了一个RAID5，就是一个磁盘组VD(Virtual Disk)：虚拟磁盘，虚拟磁盘可以不使用阵列的全部容量，也就是说一个磁盘组可以分为多个VDPD(Physical Disk)：物理磁盘HS：Hot Spare 热备Mgmt：管理【一】，创建逻辑磁盘1、按照屏幕下方的虚拟磁盘管理器提示，在VD Mgmt菜单（可以通过CTRL+P/CTRL+N切换菜单），按F2展开虚拟磁盘创建菜单2、在虚拟磁盘创建窗口，按回车键选择”Create New VD”创建新虚拟磁盘3、在RAID Level选项按回车，可以出现能够支持的RAID级别，RAID卡能够支持的级别有RAID0/1/5/10/50，根据具体配置的硬盘数量不同，这个位置可能出现的选项也会有所区别。

选择不同的级别，选项会有所差别。

选择好需要配置的RAID级别（我们这里以RAID5为例），按回车确认。

4、确认RAID级别以后，按向下方向键，将光标移至Physical Disks列表中，上下移动至需要选择的硬盘位置，按空格键来选择（移除）列表中的硬盘，当选择的硬盘数量达到这个RAID级别所需的要求时，Basic Settings的VD Size 中可以显示这个RAID的默认容量信息。

有X标志为选中的硬盘。

选择完硬盘后按Tab键，可以将光标移至VD Size栏，VD Size可以手动设定大小，也就是说可以不用将所有的容量配置在一个虚拟磁盘中。

如果这个虚拟磁盘没有使用我们所配置的RAID5阵列所有的容量，剩余的空间可以配置为另外的一个虚拟磁盘，但是配置下一个虚拟磁盘时必须返回VD Mgmt创建（可以参考第13步，会有详细说明）。

VD Name根据需要设置，也可为空。

注：各RAID级别最少需要的硬盘数量，RAID0=1 RAID1=2 RAID5=3 RAID10=4 RAID50=65、修改高级设置，选择完VD Size后，可以按向下方向键，或者Tab键，将光标移至Advanced Settings处，按空格键开启（禁用）高级设置。

用户指南注和注意本说明文件中的信息如有更改，恕不另行通知。

© 2007 Dell Inc. 版权所有，翻印必究。

未经 Dell Inc. 书面许可，严禁以任何形式进行复制。

本文中用到的商标：Dell 、DELL 徽标、Dell OpenManage 和 PowerEdge 是 Dell Inc. 的商标；Microsoft 、Active Directory 、Internet Explorer 、Windows 、Windows NT 、Windows Server 和 Windows Vista 是 Microsoft 公司在美国和其他国家/地区的商标或注册商标；Red Hat 是 Red Hat, Inc. 的注册商标；Novell 和 SUSE 是 Novell Corporation 的注册商标。

Intel 是 Intel 公司的注册商标；UNIX 是 The Open Group 在美国和其他国家/地区的注册商标。

Avocent 是 Avocent 公司的商标； OSCAR 是 Avocent 公司或其子公司的注册商标。

版权 1998-2006 The OpenLDAP Foundation 。

版权所有，翻印必究。

无论修改与否，以源代码和二进制的形式重新分发或使用都必须经过 OpenLDAP Public License 的授权许可。

此许可证的副本包括在分发目录顶层中的 LICENSE 文件中，您也可以在 /license.html 中找到。

OpenLDAP 是 The OpenLDAP Foundation 的注册商标。

一些单独文件和/或附送软件包的版权可能归其它方所有，受其它条款的制约。

此软件系根据 University of Michigan LDAP v3.3 分发版本开发出来。

此软件还包含来自公共资源的材料。

有关 OpenLDAP 的信息可以从 / 获得。

部分版权 1998-2004 Kurt D 。

2950交换机简明配置维护手册目录说明 (3)产品特性 (3)配置端口 (4)配置一组端口 (4)配置二层端口 (6)配置端口速率及双工模式 (6)端口描述 (7)监控及维护端口 (8)监控端口和控制器的状态 (8)刷新、重置端口及计数器 (10)关闭和打开端口 (10)配置VLAN (11)理解VLAN (11)可支持的VLAN (12)配置正常范围的VLAN (12)生成、修改以太网VLAN (13)删除VLAN (14)将端口分配给一个VLAN (15)配置VLAN Trunks (16)使用STP实现负载均衡 (19)配置Cluster (23)说明本手册只包括日常使用的有关命令及特性，其它未涉及的命令及特性请参考英文的详细配置手册。

产品特性2950是只支持二层的交换机支持VLAN•到250 个VLAN•支持VLAN ID从1到4094（IEEE 802.1Q 标准）•支持ISL及IEEE 802.1Q封装安全•支持IOS标准的密码保护•支持标准及扩展的访问列表来定义安全策略•支持基于VLAN的访问列表监视•交换机LED指示端口状态•SPAN及远端SPAN (RSPAN) 可以监视任何端口或VLAN的流量•内置支持四组的RMON监控功能（历史、统计、告警及事件）配置端口配置一组端口当使用interface range命令时有如下的规则:•有效的组范围:o vlan从1 到4094o fastethernet槽位/{first port} - {last port}, 槽位为0o gigabitethernet槽位/{first port} - {last port},槽位为0o port-channel port-channel-number - port-channel-number, port-channel号从1到64•端口号之间需要加入空格，如：interface range fastethernet 0/1 – 5是有效的，而interface range fastethernet 0/1-5是无效的.•interface range命令只能配置已经存在的interface vlan•所有在同一组的端口必须是相同类别的。

返回目录页面关于系统Dell™ PowerEdge™ 2950 系统硬件用户手册您可能需要的其它信息在系统启动过程中访问系统配置前面板部件和指示灯背面板部件和指示灯电源指示灯代码NIC 指示灯代码LCD 状态信息系统信息警告信息诊断程序信息警报信息本节介绍物理、固件和软件接口部件，它们提供了系统的必备功能，确保系统能够正常运行。

系统的前面板和背面板上的物理连接器提供了方便的连接和系统扩充功能。

系统的固件、应用程序和操作系统监测系统和组件状态并在出现问题时发出警报。

以下指示灯、信息均可以报告系统情况：•前面板或背面板指示灯•系统信息•警告信息•诊断信息•警报信息本节将介绍每一类信息，并列出可能的原因以及解决信息所指示问题的步骤。

本节说明了系统指示灯和部件。

您可能需要的其它信息警告：《产品信息指南》，提供了重要的安全信息和管制信息。

保修信息可能包括在该说明文件中，也可能作为单独的说明文件提供。

•您的机架解决方案附带的《机架安装指南》或《机架安装说明》，介绍了如何将系统安装到机架中。

•《使用入门指南》，概要介绍了系统功能、如何设置系统以及技术规格。

•系统附带的 CD 提供了配置和管理系统时可使用的说明文件和工具。

•系统管理软件说明文件，介绍了软件的功能、要求、安装和基本操作。

•操作系统说明文件，介绍了如何安装（如果有必要）、配置和使用操作系统软件。

•单独购买的任何组件所附带的说明文件，提供了有关配置和安装这些选件的信息。

•系统有时附带更新，用于说明对系统、软件和/或说明文件所作的更改。

注：请经常访问以获得更新，并首先阅读这些更新，因为这些更新通常用于替代其它说明文件中的信息。

•系统可能附带版本注释或自述文件，提供系统或说明文件的最新更新，或者为有经验的用户或技术人员提供高级技术参考资料。

在系统启动过程中访问系统配置表 1-1介绍了在系统启动过程中访问系统配置可能需要输入的击键。

如果输入击键之前已开始载入操作系统，请让系统完成引导过程，然后重新启动系统并再试一次。

Dell PowerEdge 机架式服务器可帮助您构建现代基础架构，更大限度地减少 IT 挑战并推动业务成功。

我们的快速参考指南 (QRG) 包含我们整个机架式服务器产品组合的简要视图。

* 未来的版本将包含 R7625、R6625、R7615 和 R6615 中的额外 DIMM 容量。

* 未来的版本将包含 R660 中的额外 GPU 插槽。

1U 服务器中提供强大的性能，适用于生产强大的计算能力，适用于常见业务应用程序并1并非所有功能在所有平台上都可用。

2驱动器使用混合托盘装入 3.5" 驱动器托架。

（适用于 R740xd2 —混合配置可提供多达 10 个 2.5" SSD）安全性集成在 PowerEdge 生命周期的每个阶段，包括受保护的供应链和工厂到站点完整性保障。

基于硅片的信任根内置端到端启动弹性，而多因素身份验证 (MFA) 和基于角色的访问控制可确保可信操作。

从我们产品和包装中的回收材料，到高能效的深思熟虑的创新选项，PowerEdge 产品组合旨在制造、交付和回收产品，以帮助减少碳排放量并降低运营成本。

我们甚至可以轻松地使用 Dell Technologies Services 负责任地淘汰旧式系统在 170 个国家/地区提供咨询、ProDeploy 和 ProSupport 套件、数据迁移等全面服务，并由我们超过 6 万名员工和合作伙伴提供支持，从而更大限度地利用您的 PowerEdge 服务器。

Dell OpenManage ™ 系统管理产品组合为 PowerEdge 服务器提供安全、高效且全面的解决方案。

利用 OpenManage Enterprise 控制台和 iDRAC ，简化、自动化和集中化一对多管理。

借助带 Power Manager 的 OpenManage Enterprise ，您可以通过监视电源使用情况，真正受益于数据中心级别的冷却效率。

当您可以管理服务器散热时，您将减少能源浪费，减少设备磨损，延长投资设备的使用寿命。

Dell™ PowerEdge™ R210 系统 硬件用户手册关于系统使用系统设置程序和 UEFI 引导管理器 安装系统组件 系统故障排除 运行系统诊断程序 跳线和连接器 获得帮助 词汇表注、小心和警告本说明文件中的信息如有更改，恕不另行通知。

© 2009 Dell Inc. 版权所有，翻印必究。

未经 Dell Inc. 书面许可，严禁以任何形式复制这些材料。

文本中使用的商标：Dell 、DELL 徽标和 PowerEdge 是 Dell Inc. 的商标；Microsoft 、Windows 、Windows Server 和 MS-DOS 是 Microsoft Corporation 在美国和/或其它国家/地区的商标或注册商标。

本说明文件中述及的其它商标和产品名称是指拥有相应商标和产品名称的公司或其制造的产品。

Dell Inc. 对本公司的商标和产品名称之外的其它商标和产品名称不拥有任何专有权。

2009 年 8 月 Rev. A00注： "注"表示可以帮助您更好地使用计算机的重要信息。

小心： "小心"表示如果不遵循说明，就有可能损坏硬件或导致数据丢失。

警告： "警告"表示可能会造成财产损失、人身伤害甚至死亡。

项指示灯、按钮或连图标说明1 链路指示灯2 活动指示灯警报信息系统管理软件可以为系统生成警报信息。

警报信息包括针对驱动器、温度、风扇和电源状况的信息、状态、警告和故障信息。

有关详情，请参阅系统管理软件说明文件。

可能需要的其它信息l 机架解决方案附带的机架说明文件介绍了如何将系统安装到机架中。

l 《使用入门指南》概述了系统功能、系统设置以及技术规格。

l系统随附的任何介质，它提供了用于配置和管理系统的说明文件和工具，包括与操作系统、系统管理软件、系统更新以及随系统购买的系统组件相关的说明文件和工具。

返回目录页面警告： 请参阅系统附带的安全与管制信息。

PE2950阵列增加硬盘»如何向现有的RAID阵列添加新硬盘1.安装新硬盘后，打开服务器。

2.系统出现提示时，按<Ctrl> + <M>组合键进入PERC BIOS实用程序。

3.按键盘上的<上箭头>和<下箭头>键选中“Reconstruct（重构）”选项，然后按<Enter>键。

4.按键盘上的<上箭头>和<下箭头>键选中要展开的相应逻辑驱动器，然后按<空格键>。

5.按键盘上的<上箭头>和<下箭头>键选中要展开的相应逻辑驱动器，然后按<空格键>。

6.按键盘上的<上箭头>和<下箭头>键选中“Ready hard drive（就绪硬盘）”，然后按<空格键>。

7.按<Enter>键。

8.按键盘上的<上箭头>或<下箭头>键选中RAID级别，然后按<Enter>键。

9.按<上箭头>或<下箭头>键选择相应的RAID级别，选中“Reconstruct（重构）”，然后按<Enter>键。

10.按<下箭头>键选中“Yes（是）”，然后按<Enter>键。

11.完成此过程后，按<Esc>键两次（2）以退出PERC BIOS。

不过在此之前最好确认下你的磁盘控制器型号确定系统中安装的PERC控制器第一次打开服务器时，开机自检（POST）显示每个PowerEdge Expandable RAID Controller（PERC）的制造商BIOS。

在开机自检过程中，在系统初始化RAID控制器时，应看到下面两则信息之一：1.如果您具有Adaptec PERC，您将看到以下信息：Dell PowerEdge Expandable RAID Controller 2, BIOS VX.X [Build XXXX](c) 1998-2000 Adaptec, Inc. All Rights Reserved.<<< Press <CTRL>+<A> for Configuration Utility!（按下<CTRL> + <A>组合键运行配置实用程序！） >>>2.如果您具有LSI Logic（以前称为American Megatrends Inc. [AMI]）PERC，您将看到以下信息：Dell PowerEdge Expandable RAID ControllerCopyright (C) AMERICAN MEGATRENDS INC.Press <CTRL>+<M> to Run Configuration Utility.（按下<CTRL> + <M>组合键运行配置实用程序。

对RAID进行操作很可能会导致数据丢失，请在操作之前务必将重要数据妥善备份，以防万一。

名称解释：Disk Group：磁盘组，这里相当于是阵列，例如配置了一个RAID5，就是一个磁盘组VD(Virtual Disk)：虚拟磁盘，虚拟磁盘可以不使用阵列的全部容量，也就是说一个磁盘组可以分为多个VDPD(Physical Disk)：物理磁盘HS：Hot Spare 热备Mgmt：管理【一】，创建逻辑磁盘1、按照屏幕下方的虚拟磁盘管理器提示，在VD Mgmt菜单（可以通过CTRL+P/CTRL+N切换菜单），按F2展开虚拟磁盘创建菜单2、在虚拟磁盘创建窗口，按回车键选择”Create New VD”创建新虚拟磁盘3、在RAID Level选项按回车，可以出现能够支持的RAID级别，RAID卡能够支持的级别有RAID0/1/5/10/50，根据具体配置的硬盘数量不同，这个位置可能出现的选项也会有所区别。

选择不同的级别，选项会有所差别。

选择好需要配置的RAID级别（我们这里以RAID5为例），按回车确认。

4、确认RAID级别以后，按向下方向键，将光标移至Physical Disks列表中，上下移动至需要选择的硬盘位置，按空格键来选择（移除）列表中的硬盘，当选择的硬盘数量达到这个RAID级别所需的要求时，Basic Settings的VD Size 中可以显示这个RAID的默认容量信息。

有X标志为选中的硬盘。

选择完硬盘后按Tab键，可以将光标移至VD Size栏，VD Size可以手动设定大小，也就是说可以不用将所有的容量配置在一个虚拟磁盘中。

如果这个虚拟磁盘没有使用我们所配置的RAID5阵列所有的容量，剩余的空间可以配置为另外的一个虚拟磁盘，但是配置下一个虚拟磁盘时必须返回VD Mgmt创建（可以参考第13步，会有详细说明）。

VD Name根据需要设置，也可为空。

注：各RAID级别最少需要的硬盘数量，RAID0=1 RAID1=2 RAID5=3 RAID10=4 RAID50=65、修改高级设置，选择完VD Size后，可以按向下方向键，或者Tab键，将光标移至Advanced Settings处，按空格键开启（禁用）高级设置。