...South African hospitality outlook: 2013-2017 (featuring analysis of Nigeria and Mauritius) 3rd annual edition June 2013 Destination Africa www.pwc.co.za/hospitality-and-leisure The information contained in this publication is provided for general information purposes only, and does not constitute the provision of legal or professional advice in any way. Before making any decision or taking any action, a professional adviser should be consulted. No responsibility for loss to any person acting or refraining from action as a result of any material in this publication can be accepted by the author, copyright owner or publisher. Destination Africa South African hospitality outlook: 2013-2017 PwC Third South African edition PwC’s team of hospitality specialists provide an unbiased overview of how the hospitality industry in South Africa is expected to develop over the coming years. The publication focuses on the following major industry segments: hotels, guest houses and farms, caravan/ camping sites, bush lodges and other accommodation. It details the key trends observed and challenges facing these sectors as well as considering their future prospects. South African hospitality outlook: 20132017 demonstrates deep knowledge of the local hospitality market and is a powerful tool for understanding critical business issues. To learn more about the challenges and opportunities that lie ahead for the hospitality industry in South Africa, please visit www.pwc...
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...2005 Entrance Examination – Part 1 The Societies of Management Accountants of Alberta, Manitoba, New Brunswick, Newfoundland, Northwest Territories, Nova Scotia, Ontario, Prince Edward Island, Saskatchewan, and the Yukon, Certified Management Accountants Society of British Columbia, Ordre des comptables en management accrédités du Québec 2005 Entrance Examination Part 1 Notes: i) ii) All answers must be indicated on the scannable multiple-choice answer sheet. Work done on the question paper and examination foolscap will NOT be marked. Included in the examination envelope is a supplement consisting of formulae and tables. It is a standard supplement that may be useful for answering questions on this paper. Examination materials must NOT BE REMOVED from the examination writing centre. All examination materials (i.e. answer sheet, used and unused foolscap sheets, envelope, supplement and question paper) must be submitted to the presiding officer before you leave the examination room. iii) Disclaimer: In order to provide associates with questions that reflect the depth of knowledge required for the core topics of Financial Accounting, Managerial Accounting, Taxation and Corporate Finance, this exam has been altered to remove the extended topics which will no longer be tested on the Entrance Exam. As a result this exam is short and is not representative of what could be expected in terms of number of questions that will be included in the June 2007 exam (approximately...
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...paper. Examination materials must NOT BE REMOVED from the examination writing centre. All examination materials (i.e. answer sheet, used and unused foolscap sheets, envelope, supplement and question paper) must be submitted to the presiding officer before you leave the examination room. iii) Copyright © 2007 by The Society of Management Accountants of Canada. All rights reserved. This material, in whole or in part, may not be reproduced or transmitted without authorization. Sample 2007 Entrance Examination TABLE OF CONTENTS Examinaton: Instructions ........................................................................................ 1 Management Accounting ................................................................... 2 Corporate Finance ........................................................................... 20 Financial Accounting........................................................................ 25 Taxation ........................................................................................... 41 Solution: Summary ......................................................................................... 45 Management Accounting...
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...accordance with Inter national Financial Reporting Standards (IFRS) as adopted by the European Union (EU), the supplementary requirements of German law pursuant to Section 315a (1) of the German Commercial Code (Handels esetzbuch) and full IFRS as g issued by the Inter ational Accounting n Standards Board (IASB). They give a true and fair view of the net assets, financial position and results of operations of the group in accordance with these requirements. WWW.SIEMENS.COM/AR/CONSOLIDATED-F INANCIAL-STATEMENTS 246 248 D.1 249 D.2 250 D.3 251 D.4 252 D.5 254 D.6 Consolidated Statements of Income Consolidated Statements of omprehensive Income C Consolidated Statements of Financial Position Consolidated Statements of Cash Flows Consolidated Statements of hanges in Equity C Notes to Consolidated Financial Statements 254 NOTE 1 – Basis of presentation 254 NOTE 2 – S ummary of significant accounting policies 262 NOTE 3 – Critical accounting estimates 264 NOTE 4 – A cquisitions, dispositions and discontinued operations 273 NOTE 13 – Inventories 273 NOTE 14 – Other current assets 274 NOTE 15 – Goodwill 275 NOTE 16 – Other intangible assets 276 NOTE 17 – Property, plant and equipment 278 NOTE 18 – Other financial assets 278 NOTE 19 – Other current financial liabilities 278 NOTE 20 – Other current liabilities ...
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...RESEARCH TECHNIQUES CLASSIFICATION Uni-bi variant techniques • Uni-variant analysis – Frequency Tables (qualitative) – Descriptive Statistics (quantitative) – Summary Tables • Bi-variant analysis – Contingency Tables – Correlation analysis – Variance analysis Research Techniques II 2 Multivariant analysis techniques DESCRIPTIVE TECHNIQUES Factor Analysis Correspondence Factor analysis Cluster Analysis Output Association / Reducing dimensions Typology EXPLANATORY TECHNIQUES Varian Analysis Regression Analysis Discriminant Analysis CHAID AID Conjoint Analysis Multidimensional Analysis Research Techniques II Output Experiment results Prediction / Classification Segmentation Ideal Product Image / Positioning 3 VARIANCE ANALYSIS ONE FACTOR A random design is that where random simples are selected for each treatment. Yij = µi + εij where Yij: it is the answer of observation j who has received the treatment i µi: it is the mean of the treatment i, and εij: it is a specific random part for each observation Hypotheses: H0 : µ1 = µ2 = . . . = µp Ha: At least two treatments have different means. Assumptions: 1. The probability distributions of the p populations follow a normal distribution. 2. The variances of the p populations are equal. 3. Samples are selected randomly and independently from the populations. This model could be also expressed as the following: Yij = µ + τi + εij Where µ: it is the general mean, and τi: it is the differential effect of the treatment i. H 0 : τ...
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...have both a cross-sectional and time dimension. I spend almost an entire lecture talking about the problems inherent in drawing causal inferences in the social sciences. I do this mostly through the agricultural yield, return to education, and crime examples. These examples also contrast experimental and nonexperimental data. Students studying business and finance tend to find the term structure of interest rates example more relevant, although the issue there is testing the implication of a simple theory, as opposed to inferring causality. I have found that spending time talking about these examples, in place of a formal review of probability and statistics, is more successful (and more enjoyable for the students and me). 3 CHAPTER 2 TEACHING NOTES This is the chapter where I expect students to follow most, if not all, of the algebraic derivations. In class I like to derive at least the unbiasedness of the OLS slope coefficient, and usually I derive the variance. At a minimum, I talk about the factors affecting the variance. To simplify the notation, after I emphasize the assumptions in the population model, and assume random sampling, I just condition on the values of the explanatory variables in the sample. Technically, this is justified by random...
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...that have both a cross-sectional and time dimension. I spend almost an entire lecture talking about the problems inherent in drawing causal inferences in the social sciences. I do this mostly through the agricultural yield, return to education, and crime examples. These examples also contrast experimental and nonexperimental data. Students studying business and finance tend to find the term structure of interest rates example more relevant, although the issue there is testing the implication of a simple theory, as opposed to inferring causality. I have found that spending time talking about these examples, in place of a formal review of probability and statistics, is more successful (and more enjoyable for the students and me). 3 CHAPTER 2 TEACHING NOTES This is the chapter where I expect students to follow most, if not all, of the algebraic derivations. In class I like to derive at least the unbiasedness of the OLS slope coefficient, and usually I derive the variance. At a minimum, I talk about the factors affecting the variance. To simplify the notation, after I emphasize the assumptions in the population model, and assume random sampling, I just condition on the values of the explanatory variables in the sample. Technically, this is justified by random sampling...
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...QANTAS ANNUAL REPORT 2012 Broadening our horizons Qantas Annual Report 006 008 010 012 018 028 037 065 138 153 CHAIRMAN’S REPORT CEO’S REPORT FINANCIAL PERFORMANCE BOARD OF DIRECTORS REVIEW OF OPERATIONS CORPORATE GOVERNANCE STATEMENT DIRECTORS’ REPORT FINANCIAL REPORT SUSTAINABILITY REPORT FINANCIAL CALENDAR AND ADDITIONAL INFORMATION Broadening our horizons 002 QANTAS ANNUAL REPORT 2012 Broadening our horizons Building on unique Australian qualities – and the skills of its 33,600 people – the Qantas Group is broadening its horizons to secure a successful and profitable future. 003 004 QANTAS ANNUAL REPORT 2012 Heading For the Qantas Group, 2011/2012 was a year of transformation. We recorded an Underlying Profit Before Tax* despite significant challenges. We continued to build Qantas’ strong domestic network, Jetstar and Qantas Frequent Flyer. And we launched a five-year plan to turn around Qantas’ international network. FOR THE YEAR ENDED 30 JUNE 2012 *For explanations of non-statutory measures see the Review of Operations. 005 Building a stronger Qantas for our people, our customers, our shareholders and Australia The Qantas Group has a broad portfolio and a clearly defined strategy, with the following core goals: — Build on the Group’s strong domestic businesses through a clear focus on the customer. — Turn around Qantas International through the “four pillars” of targeting global gateways, growing with Asia, improving...
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...This McGraw-Hill Create text may include materials submitted to McGraw-Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content of such materials. Instructors retain copyright of these additional materials. ISBN-10: 1121789048 ISBN-13: 9781121789043 McGraw-Hill Create™ Review Copy for Instructor Espinoza. Not for distribution. Contents 1. Preface 1 2. Methods, Standards, and Work Design: Introduction 7 Problem-Solving Tools 27 3. Tex 29 4. Operation Analysis 79 5. Manual Work Design 133 6. Workplace, Equipment, and Tool Design 185 7. Work Environment Design 239 8. Design of Cognitive Work 281 9. Workplace and Systems Safety 327 10. Proposed Method Implementation 379 11. Time Study 413 12. Performance Rating and Allowances 447 13. Standard Data and Formulas 485 14. Predetermined Time Systems 507 15. Work Sampling 553 16. Indirect and Expense Labor Standards 585 17. Standards Follow-Up and Uses 611 18. Wage Payment 631 19. Training and Other Management Practices 655 20. Appendix 1: Glossary 685 21. Appendix 2: Helpful Formulas 704 22. Appendix 3: Special Tables 706 23. Index 719 iii McGraw-Hill Create™ Review Copy for Instructor Espinoza. Not for distribution. Credits 1. Preface:...
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...2014 ANNUAL REport Focused Performance Financial Calendar Contents Year ended 31 December 2014 1 With you all the way 2 Report from the Chairman and the Managing Director & CEO 07 MAY 2015 Annual General Meeting 4 Year ending 31 December 2015* 24 AUGUST 2015 Half year results and interim dividend announcement 08 SEPTEMBER 2015 Record date for interim dividend entitlement 30 SEPTEMBER 2015 Interim dividend payable if declared 22 FEBRUARY 2016 Full year results and final dividend announcement 08 MARCH 2016 Record date for final dividend entitlement 31 MARCH 2016 Final dividend payable if declared * These dates are subject to change. Corporate Governance Statement 16 2014 Financial Report for Caltex Australia Limited 17 Directors’ Report 62 Consolidated income statement 63 Consolidated statement of comprehensive income 64 Consolidated balance sheet 65 Consolidated statement of changes in equity 66 Consolidated cash flow statement 67 Notes to the financial statements 67 1. Significant accounting policies 76 2. Revenue and other income 76 3. Costs and expenses 77 4. Income tax expense 79 5. Dividends 79 Basic and diluted earnings per share 6. 80 7. Receivables 81 8. Inventories 81 9. Other assets 81 10. Other investments 82 11. Intangibles 83 12. Property, plant and equipment 85 13. Payables 85 14. Interest bearing liabilities 86 15. Provisions 86 16. Issued...
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...MANAGEMENT SCIENCE informs Vol. 55, No. 9, September 2009, pp. 1527–1546 issn 0025-1909 eissn 1526-5501 09 5509 1527 ® doi 10.1287/mnsc.1090.1028 © 2009 INFORMS INFORMS holds copyright to this article and distributed this copy as a courtesy to the author(s). Additional information, including rights and permission policies, is available at http://journals.informs.org/. Labor Market Institutions and Global Strategic Adaptation: Evidence from Lincoln Electric Jordan I. Siegel, Barbara Zepp Larson Harvard Business School, Harvard University, Boston, Massachusetts 02163 {jsiegel@hbs.edu, blarson@hbs.edu} A lthough one of the central questions in the global strategy field is how multinational firms successfully navigate multiple and often conflicting institutional environments, we know relatively little about the effect of conflicting labor market institutions on multinational firms’ strategic choice and operating performance. With its decision to invest in manufacturing operations in nearly every one of the world’s largest welding markets, Lincoln Electric offers us a quasi-experiment. We leverage a unique data set covering 1996–2006 that combines data on each host country’s labor market institutions with data on each subsidiary’s strategic choices and historical operating performance. We find that Lincoln Electric performed significantly better in countries with labor laws and regulations supporting manufacturers’ interests and in countries that allowed...
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...Dictionary of Travel, Tourism and Hospitality By the same author Britain – Workshop or Service Centre to the World? The British Hotel and Catering Industry The Business of Hotels (with H. Ingram) Europeans on Holiday Higher Education and Research in Tourism in Western Europe Historical Development of Tourism (with A.J. Burkart) Holiday Surveys Examined The Management of Tourism (with A.J. Burkart eds) Managing Tourism (ed.) A Manual of Hotel Reception (with J.R.S. Beavis) Paying Guests Profile of the Hotel and Catering Industry (with D.W. Airey) Tourism and Hospitality in the 21st Century (with A. Lockwood eds) Tourism and Productivity Tourism Council of the South Pacific Corporate Plan Tourism Employment in Wales Tourism: Past, Present and Future (with A.J. Burkart) Trends in Tourism: World Experience and England’s Prospects Trends in World Tourism Understanding Tourism Your Manpower (with J. Denton) Dictionary of Travel, Tourism and Hospitality S. Medlik Third edition OXFORD AMSTERDAM BOSTON LONDON NEW YORK PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann An imprint of Elsevier Science Linacre House, Jordan Hill, Oxford OX2 8DP 200 Wheeler Road, Burlington MA 01803 First published 1993 Reprinted (with amendments) 1994 Second edition 1996 Third edition 2003 Copyright © 1993, 1996, 2003, S. Medlik. All rights reserved The right of S. Medlik to be identified as the author of this work has been asserted...
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...Coastal Resources Management, Policy and Planning In Bangladesh Md. Masudur Rahman, Zubair Ahmed Chowdhury and Md. Nasir Uddin Sada Department of Fisheries Bangladesh Rahman M.M, Z.A Chowdhury and M.N.U Sada. 2003. Coastal resources management, policy and planning in Bangladesh, p. 689 - 756. In G. Silvestre, L. Garces, I. Stobutzki, M. Ahmed, R.A. Valmonte-Santos, C. Luna, L. Lachica-Aliño, P. Munro, V. Christensen and D. Pauly (eds.) Assessment, Management and Future Directions for Coastal Fisheries in Asian Countries. WorldFish Center Conference Proceeding 67, 1 120 p. Abstract This paper reviews the coastal fishery resources of Bangladesh emphasizing the coastal environment, capture fisheries and management issues relative to the sector. Bangladesh’s Exclusive Economic Zone (EEZ) covers an area of about 166 000 km2. This area has abundant natural resources such as fish, shrimps, crabs and other marine products. Shrimp and fish trawling is the most important economic activity in this area. The fishery sector makes a significant contribution to the national economy in terms of foreign exchange, income generation and employment. It is very important in nutrition, especially in providing animal protein. In 1997 - 99, the marine fisheries sector contributed 22% of the total fishery production of 1 373 000 t. However, the resources are being destroyed in many ways. The fisheries resources have declined and fishers are getting poorer. The decline is partly due to estuarine...
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...Building a stronger Qantas Annual Report 2011 4 6 8 10 14 16 22 31 49 110 120 Chairman’s Report CEO’s Report Financial Performance Board of Directors Information on Qantas Review of Operations Corporate Governance Statement Directors’ Report Financial Report Sustainability Report Financial Calendar A STRONG PERFORMANCE IN CHALLENGING CONDITIONS THE QANTAS GROUP IN 2011 In 2010/2011 the Qantas Group reported a strong result in a complex and challenging global operating environment, with increased revenue across all business segments. The result was achieved while overcoming a series of natural disasters and operational disruptions, and despite the underperformance of Qantas’ international business. THE AVIATION INDUSTRY IS CHANGING THE QANTAS GROUP IN 2011 The Qantas Group faces a unique range of challenges and opportunities. We are in a strong position to address the challenges and realise the opportunities – but we must take decisive action, as we have throughout our history. SAFETY IS ALWAYS THE QANTAS GROUP’S FIRST PRIORITY WE INVEST $1.5 BILLION IN AIRCRAFT MAINTENANCE EACH YEAR SAFETY FIRST From our response to the QF32 incident to the risks posed by volcanic ash disruptions, we never compromise on the highest standards of safety. A safety-first culture across the Group ensures that risks are identified and addressed swiftly and decisively. We invest hundreds of millions of dollars in training to ensure that when incidents do occur our people react...
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...1042-2587 © 2008 by Baylor University E T&P The Effect of Small Business Managers’ Growth Motivation on Firm Growth: A Longitudinal Study Frédéric Delmar1 Johan Wiklund This study addresses the role of small business managers’ growth motivation for business growth, taking into account the important effects of previous motives and feedback from earlier performance. We hypothesize that small business managers’ growth motivation has a unique influence on firm outcome measured as growth in sales and in number of employees. Data were gathered from two different Swedish samples of small firms using telephone interviews. Using cross-lagged regression analysis, we find support for our hypotheses when examining employment growth, but only partial support when examining sales. Introduction The psychological construct of motivation has an important role to play in entrepreneurship research. As stated by Shane, Locke, and Collins (2003, p. 257): “We believe that the development of entrepreneurship theory requires consideration of the motivations of people making entrepreneurial decisions.” One of the areas in entrepreneurship where motivation is potentially of great importance relates to firm growth. There is research to suggest that growth is one of the most important outcomes of entrepreneurial efforts because it indicates the degree of success of that effort (Bhidé, 1999; Venkataraman, 1997), and effort exerted is closely related to the individual’s motivation (Davidsson, Delmar...
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