QUESTION 3 (10 marks) Olympia Ltd is the parent entity of the Olympi.pdf

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QUESTION 3 (10 marks) Olympia Ltd is the parent entity of the Olympia group and manufactures sporting equipment. Mr. Able holds the following positions: Managing director of Olympia Ltd; Controls Track Ltd through a 70% shareholding; and Director of Sporty Ltd. Mr. and Mrs. Able are married in community of property. Olympia Ltd is a subsidiary of Field Ltd. Field Ltd also controls Ball Ltd through its 80% shareholding in the ordinary shares of Ball Ltd. Olympia Ltd owns an 85% shareholding in the ordinary shares of Sprint Ltd, a company that manufactures sporting memorabilia. Olympia Ltd also has a 20% shareholding in Direct Ltd, a company that manufactures sporting watches. The 20% shareholding in Direct Ltd constitutes significant influence. The employees of Olympia Ltd are members of the Olympica Pension Fund, providing post-employment pension fund benefits to employees, and the Olympica Trade Union. REQUIRED: Indicate which of the parties are related to Olympia Ltd and which are not, in terms of IAS 24. (10 marks).

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Question 2 An older adult was being discharged from an intermediate care facility to hc Instrumental Activities of Daily Living Scale administered by a nurse indicat has deficits in Mode of Transportation and Ability to Handle Financial Matte At this time, the nurse should ask the physician if the discharge is premature. refer the older adult to another intermediate care facility. contract with home health agency to help the older adult. consult with the older adult.

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Question 1 Consider the following case study about knowledge management at Boeing and then answer the questions that follow: According to knowledge management experts at Boeing, 80 percent of what a company knows resides in its employees minds, while only 20 percent resides in repositories such as file shares, documents and wikis. Boeing, like many companies worldwide, faces the challenges of an aging work force, increasing demand for critical skills and work placement decisions, and decisions on how to support programs where the product will outlast the tenure of the talented people who designed and built it. Yet unlike many companies, Boeing leaders across the enterprise know the solution to these challenges, and they are beginning to value and protect knowledge assets. Boeings goal: to foster an environment where knowledge and the strength of its culture can be leveraged quickly to empower an adaptable, agile work force and improve productivity. The Engineering, Operations & Technology organization at Boeing is beginning to drive the knowledge-management culture across the company. As Boeing becomes more and more integrated through common processes, languages and tools, knowledge becomes an increasingly important asset to the company, not just one business unit. This becomes the foundation for a successful knowledge environment and allows for sharing, communication and finality of information. Therefore, knowledge management is considered a business imperative, and one that can be used for competitive advantage, knowledge-management leaders said. Blue noted that Boeing doesnt pursue knowledge management just for its own sake. Its not a goal in and of itself, she said. There are tangible business benefits that result when we improve the way we capture, retain, share and use knowledge. It enables us to be more productive and efficient, more innovative, and provide higher-quality products and services. Knowledge management can increase customer and employee satisfaction, reduce risk and flow times, and reduce costs as well. The value of knowledge never depreciates, Coogan said. We must optimize knowledge flow by focusing on culture, people, processes and technologyand in that order. Studies show time and again, knowledge-management efforts fail that are restricted to a technology solution. As cultures can vary even from site to site at Boeing, its imperative that Boeing teams gain better understanding of cultural and people issues, Coogan said. At Boeing, knowledge management is made up of a comprehensive system of processes, tools, methods and techniques that enable employees to capture and share information effectively. Raw data, when organized, becomes information that, when put into context, becomes knowledge, said Jeanne Blue, Commercial Airplanes Technical Excellence and Knowledge Management, at a knowledge management forum this year. Knowledge, when fine-tuned and combined over time with practical experience and prudence, becomes wisdo.

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QUESTION 13 Which is not correct? The financial markets serves as the mechanism whereby corporations (acting as deficit units) can obtain funds from investors (acting as surplus units). Financial institutions serve as intermediaries to connect the investment management activity with the corporate finance activity. If a security is lliquid, investors may not be able to find a willing buyer for it in the secondary market and may have to sell the security at a large discount just to attract a buyer. Primary markets facilitate the issuance of new securities The financial markets serves as the mechanism whereby corporations (acting as deficit units) can obtain funds from investors (acting as surplus units). Financial institutions serve as intermediaries to connect the investment management activity with the corporate finance activity. If a security is lliquid, investors may not be able to find a willing buyer for it in the secondary market and may have to sell the security at a large discount just to attract a buyer. Primary markets facilitate the issuance of new securities.

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Question 17 (4 points) Walt Disney acquired Pixar Animation Studios for $7.4 billion in 2006. Pixar was an innovative animation studio and had talented people. Walt Disney was a mass media and entertainment company. This an example of a Question 17 options: Horizontal merger Vertical merger Hostile takeover Conglomeration Acquisition of assets Horizontal merger Vertical merger Hostile takeover Conglomeration Acquisition of assets.

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Question 12 (11 marks) Read the following case and answer the questions that follow: Case study The citizens of Rouyn-Noranda lost against the Horne Foundry Marie-Andree Chouinard March 21, 2023 EDITORIAL Since the poison will always be present in the vicinity of the Horne Foundry, let's keep the citizens away from the poison and build them a place where it is good to breathe. Sixty years after the first warning signals sent by experts, the Quebec government is resigned to a resounding acknowledgment of failure: since it cannot guarantee that it will hold the multinational Glencore in check by imposing the security standard of 3 nanograms of arsenic per cubic meter (ng/m3) in the air, it limply bends the knee and moves the problem elsewhere. In this poisoned situation where no one, truly, will be able to lift a proud arm of victory, the citizens of the neighborhood where the metallurgical plant has been operating since 1927 remain undeniably the big losers. Not only have we knowingly tolerated, government after government, a situation harmful to their health and staggering levels of pollutants, but the lamentable conclusion of an equation which adds up economy, politics and public health returns to them responsibility for the solution. Ladies and gentlemen, the environment is too harmful to live in, so move your household elsewhere. The CAQ government found itself stuck with this "hot potato", which others before it had ignored. We cannot blame him for the characteristic indolence of others: he had the courage to correlate the inclinations and capacities of the company, the concerns and wishes of the population and the opinions of public health experts. But, let's say it frankly, in absolute terms, these three dials are irreconcilable. Over time, compromises emerged. Rather than targeting only the flagship value of 3 ng/m3, we have seen Public Health speak of a benchmark value of 15 ng/m3, the acceptable objective for the most vulnerable populations. Rather than refute any cleaner redevelopment plan, we saw Glencore and its Horne Smelter promise the construction of a new section of the plant that would reduce emissions at source in addition to implementing transitional improvements to here 2027. But the citizens, themselves, remained camped on their position: the vast majority, they would have liked the government not to be satisfied with the acceptable, but to impose the "security" to continue to live on the outskirts of the factory. This is not the chosen scenario. In a powerful brief submitted to the government during the citizen consultation conducted by Quebec in anticipation of the renewal of the ministerial authorization for the foundry, a resident of Rouyn-Noranda recounts the long road of battles and revolt that her own family and the population have gone through to arrive at this "false choice" that the government is dangling by consulting the population: the health of citizens or the maintenance of a business and its 650 jobs? Reco.

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Quain Lawn and Garden, Inc. Bill and Jeanne Quain spent a career as a husband-and-wife real estate investment partnership in Atlantic City, New Jersey. When they finally retired to a 25-acre farm in nearby Cape May County, they became ardent amateur gardeners. Bill planted shrubs and fruit trees, and Jeanne spent her hours potting all sizes of plants. When the volume of shrubs and plants reached the point that the Quains began to think of their hobby in a serious vein, they built a greenhouse adjacent to their home and installed heating and watering systems. By 2018, the Quains realized their retirement from real estate had really only led to a second careerin the plant and shrub businessand they filed for a New Jersey business license. Within a matter of months, they asked their attorney to file incorporation documents and formed the firm Quain Lawn and Garden, Inc. Early in the new businesss existence, the Quains recognized the need for a high-quality commercial fertilizer that they could blend themselves, both for sale and for their own nursery. Their goal was to keep their costs to a minimum while producing a top-notch product that was especially suited to the New Jersey climate. Working with chemists at Rutgers University, the Quains blended Quain-Grow. It consists of four chemical compounds, C-30, C-92, D-21, and E-11. The cost per pound for each compound is indicated in the following table: CHEMICAL COMPOUND COST PER POUND C-30 $.12 C-92 $.09 D-21 $.11 E-11 $.04 The specifications for Quain-Grow are established as: Chemical E-11 must constitute at least 15% of the blend. C-92 and C-30 must together constitute at least 45% of the blend. D-21 and C-92 can together constitute no more than 30% of the blend. Quain-Grow is packaged and sold in 50-lb bags. Solve: Describe the problem of the case study in as much detail as possible CHEMICAL COMPOUND COST PER POUND C-30 $.12 C-92 $.09 D-21 $.11 E-11 $.04.

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Question 1 (Marks: 70) Consider the following case study about knowledge management at Boeing and then answer the questions that follow. According to knowledge management experts at Boeing, 80 percent of what a company knows resides in its employees minds, while only 20 percent resides in repositories such as file shares, documents and wikis. Boeing, like many companies worldwide, faces the challenges of an aging work force, increasing demand for critical skills and work placement decisions, and decisions on how to support programs where the product will outlast the tenure of the talented people who designed and built it. Yet unlike many companies, Boeing leaders across the enterprise know the solution to these challenges, and they are beginning to value and protect knowledge assets. Boeings goal: to foster an environment where knowledge and the strength of its culture can be leveraged quickly to empower an adaptable, agile work force and improve productivity. The Engineering, Operations & Technology organization at Boeing is beginning to drive the knowledge-management culture across the company. As Boeing becomes more and more integrated through common processes, languages and tools, knowledge becomes an increasingly important asset to the company, not just one business unit. This becomes the foundation for a successful knowledge environment and allows for sharing, communication and finality of information. Therefore, knowledge management is considered a business imperative, and one that can be used for competitive advantage, knowledge-management leaders said. Blue noted that Boeing doesnt pursue knowledge management just for its own sake. Its not a goal in and of itself, she said. There are tangible business benefits that result when we improve the way we capture, retain, share and use knowledge. It enables us to be more productive and efficient, more innovative, and provide higher-quality products and services. Knowledge management can increase customer and employee satisfaction, reduce risk and flow times, and reduce costs as well. The value of knowledge never depreciates, Coogan said. We must optimize knowledge flow by focusing on culture, people, processes and technologyand in that order. Studies show time and again, knowledge-management efforts fail that are restricted to a technology solution. As cultures can vary even from site to site at Boeing, its imperative that Boeing teams gain better understanding of cultural and people issues, Coogan said. At Boeing, knowledge management is made up of a comprehensive system of processes, tools, methods and techniques that enable employees to capture and share information effectively. Raw data, when organized, becomes information that, when put into context, becomes knowledge, said Jeanne Blue, Commercial Airplanes Technical Excellence and Knowledge Management, at a knowledge management forum this year. Knowledge, when fine-tuned and combined over time with practical experience and prudence, b.

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