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The document provides an overview of a presentation on expanding data quality practices at salesforce.com. It discusses de-duplicating existing data, managing data loads more effectively, and keeping data clean. Specific techniques are presented for determining what qualifies as a duplicate record, examining sample data to understand matching challenges, and using tools like the Excel Connector and Data Loader to facilitate the processes.
The document discusses the differences between using WHERE and IF statements in SAS, explaining that WHERE statements apply conditions before data enters the program data vector while IF statements apply conditions after, so WHERE is generally used with procedures and data set options and IF is used for other programming tasks like creating new variables or using automatic variables. Examples are provided to illustrate when each statement should be used based on the specific programming task.
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Base SAS,
Advanced SAS,
Proc SQl,
ODS,
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Clinical trials,
SAS Macros,
SAS BI,
SAS on Unix,
SAS on Mainframe,
SAS interview Questions and Answers,
SAS Tips and Techniques,
SAS Resources,
SAS Certification questions...
visit http://sastechies.blogspot.com
This document discusses key concepts related to business combinations, including defining a business combination, applying the acquisition method, determining goodwill, assessing goodwill impairment, and identifying the acquirer. It provides learning objectives and definitions from IFRS 3 and ASPE related to business combinations. Examples are provided to illustrate accounting for asset acquisitions, share acquisitions, and amalgamations. The calculation and subsequent accounting for goodwill and non-controlling interests are also summarized.
This document defines mergers and amalgamations under Indian company law. It explains that a merger involves one company absorbing another, while amalgamation creates a new company from two or more existing companies. It outlines the process for calling meetings of creditors/members to approve schemes, requirements for notice and documents to be circulated. The effect and sanctions of approved schemes by the tribunal are described, including provisions for transfers of assets/shares and dissolution of companies. Penalties for non-compliance with the process are also mentioned. The section also discusses cross-border mergers between Indian and foreign companies.
Example case study of Financial Statement of (Manufacturing and Trade Business) Sole proprietorship and Partnership.
Trial Balance
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Profit and Loss Statement
Profit Distribution Statement
Balance Sheet
The document summarizes the initiation phase of a project to construct Café Pink in Islamabad, Pakistan. The project aims to provide a safe environment exclusively for women. The initiation phase involves developing a project charter that outlines the objective to construct the café within 6 months for Rs. 10 lac. Key stakeholders are identified, including the project supervisor, sponsors, customers, and a contractor. Roles and responsibilities are defined.
Statutory Regulations under Company’s Act anddimpisanghavi
The document summarizes regulations around mergers and acquisitions under the Companies Act and SEBI listing agreement in India. It discusses procedures that must be followed for shareholder approval, court sanctions, minimum public shareholding levels, and takeover offer requirements. Key aspects include long approval processes, rules for reducing capital, treatment of foreign acquisitions, and disclosure obligations for listed companies undergoing a change in ownership.
The document provides an overview of a presentation on expanding data quality practices at salesforce.com. It discusses de-duplicating existing data, managing data loads more effectively, and keeping data clean. Specific techniques are presented for determining what qualifies as a duplicate record, examining sample data to understand matching challenges, and using tools like the Excel Connector and Data Loader to facilitate the processes.
The document discusses the differences between using WHERE and IF statements in SAS, explaining that WHERE statements apply conditions before data enters the program data vector while IF statements apply conditions after, so WHERE is generally used with procedures and data set options and IF is used for other programming tasks like creating new variables or using automatic variables. Examples are provided to illustrate when each statement should be used based on the specific programming task.
Learning
Base SAS,
Advanced SAS,
Proc SQl,
ODS,
SAS in financial industry,
Clinical trials,
SAS Macros,
SAS BI,
SAS on Unix,
SAS on Mainframe,
SAS interview Questions and Answers,
SAS Tips and Techniques,
SAS Resources,
SAS Certification questions...
visit http://sastechies.blogspot.com
This document discusses key concepts related to business combinations, including defining a business combination, applying the acquisition method, determining goodwill, assessing goodwill impairment, and identifying the acquirer. It provides learning objectives and definitions from IFRS 3 and ASPE related to business combinations. Examples are provided to illustrate accounting for asset acquisitions, share acquisitions, and amalgamations. The calculation and subsequent accounting for goodwill and non-controlling interests are also summarized.
This document defines mergers and amalgamations under Indian company law. It explains that a merger involves one company absorbing another, while amalgamation creates a new company from two or more existing companies. It outlines the process for calling meetings of creditors/members to approve schemes, requirements for notice and documents to be circulated. The effect and sanctions of approved schemes by the tribunal are described, including provisions for transfers of assets/shares and dissolution of companies. Penalties for non-compliance with the process are also mentioned. The section also discusses cross-border mergers between Indian and foreign companies.
Example case study of Financial Statement of (Manufacturing and Trade Business) Sole proprietorship and Partnership.
Trial Balance
Cost of Goods Sold
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The document summarizes the initiation phase of a project to construct Café Pink in Islamabad, Pakistan. The project aims to provide a safe environment exclusively for women. The initiation phase involves developing a project charter that outlines the objective to construct the café within 6 months for Rs. 10 lac. Key stakeholders are identified, including the project supervisor, sponsors, customers, and a contractor. Roles and responsibilities are defined.
Statutory Regulations under Company’s Act anddimpisanghavi
The document summarizes regulations around mergers and acquisitions under the Companies Act and SEBI listing agreement in India. It discusses procedures that must be followed for shareholder approval, court sanctions, minimum public shareholding levels, and takeover offer requirements. Key aspects include long approval processes, rules for reducing capital, treatment of foreign acquisitions, and disclosure obligations for listed companies undergoing a change in ownership.
L Spring 2010 Alternative Summit About The Lisbon Strategy In Education And R...spring2010
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- The KT requires changes to education program design/delivery and new collaboration mechanisms between stakeholders like firms, academia, and regions.
- Laurea implements the KT through its Learning by Developing (LbD) model and living labs network, where students collaborate directly on real-world R&D projects that integrate learning and regional development.
- The LbD model views learning as a tool for developing competence and demonstrates this through new actions. It provides students experience
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The outline of the presentation is as follows:
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• Education-Research-Innovation in Slovak context
• Evaluation policy of Higher Education-Research activities and its impact on Innovation scheme
• Examples of “best practice” from Slovak environment
• The “University Scientific Park” programme at STU
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1) The document discusses how living labs are being integrated into regional policy and development strategies in the Brainport region of the Netherlands.
2) Policies from 2015 and 2018 emphasize using living labs and open innovation to strengthen the economy and allow citizens to experience and benefit from new innovations.
3) The region is focusing on investing in market-oriented collaborations between businesses, universities, and research centers using living labs and test beds to help solve societal challenges.
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Universities merging in France: the University of Lorraine as a case
1. Universities Merging in France
Global evolution
A Case Study :
the University of Lorraine
Jean-Pierre Finance,
Provisional administrator of UdL
Advisor for Europe of the CPU
Lisbon, march 2012
4. Birth, death and resurrection
13th Century: First universities in France
1793: suppression of 22 universities
From 1793 to 1968: no real universities in France :
“Grandes Ecoles” (Polytechnique, Centrale,
Mines,…) and independent faculties (law,
medicine, humanities, sciences)
Lisbon, 08-03-2012
5. The “Republic” of Faculties and Écoles:
Fragmentation of small structures
Weakness and fragmentation of research units
Lack of critical mass to face the new challenges of
research creation of national research bodies:
CNRS created in1930, INSERM, INRA …
Many competitions between institutions with the
state as single refereee
Atypical in the context of European and
international trends (Humboltian university)
6. Birth, death and resurrection
1968: New law (Faure) redefines “comprehensive
universities” as public institutions based on several
principles including autonomy and multidisciplinarity
Strengths and weaknesses :
– Good intentions:
• The will to create «real universities»
• The will to democratise (access)
– But:
• Over-bureaucratisation and inefficiencies, micro
management by the ministry
• Persistence of fragmentation with 3 types of institutions :
universities (83), “Grandes Ecoles” outside universities
(180), National research institutions (20)
Lisbon, 08-03-2012
7. A wide distribution of
HE institutions on the territory
March 1st 2010 Lisbon, 08-03-2012
9. Context evolution
Massification (from 600 000 students in 1965 to 2,2
millions today)
New needs and new hopes (society, students, business,
compagnies)
Competition between universities : noteasy to be managed
with a vision of public service
Laws of decentralization : role of the other stakeholders
(regions, other local collectivities) ?
International rankings (Shanghai, Times ...)
Europe : Bologna process, knowledge triangle
Lisbon, 08-03-2012
10. France has to face many questions to
improve his HE system
How to manage the balance between Competition and
cooperation in the framework of a public service ?
Laws of decentralization : role of the other stakeholders
(regions, other local collectivities) ?
Origin of funding and sustainability ?
How to improve the attractiveness and the visibility of the
French universities ?
How to enhance the capacity of initiative and the efficiency
of the universities ?
What kind of autonomy for the French universities ?
How to reconstruct the universities, and more generally
the HE&R landscape ?
Lisbon, 08-03-2012
11. Main actions developped over the last 20
years
Four-year contracts between each university and State
emergence of institutional strategies, notably in
research
Shared labs with the national research bodies
Creation of :
doctoral schools (~ 300),
incubators to support innovative start-ups…
poles of competitivity
National Agency for Research (ANR)
National Agency for University Evaluation (AERES)
Emergence of a regional development policy
Bologna process and Lisbon, 08-03-2012
the creation of the
bachelor/master/doctorate (2002 -2005)
12. Two main Laws for HE&R in France
LRU : law on autonomy and accountability of the
universities (august 2007), law of decentralization :
Statutory changes : governance
HR & financial autonomy
Funding increased by 1B€ per year during 5 years (in fact
from 2008 to 2009, less in the following 3 years due to the
crisis)
Law on research (2006) with, in particular, the
capacity to develop cooperation between universities
and between universities and “grandes ecoles”
through the PRES.
Lisbon, 08-03-2012
13. PRES : A strategic approach for
neighbouring institutions
To avoid needless competition a forum for building
consensus and regulation
To reinforce visibility identification and
communication
To reach critical mass and increase scientific impact
Lisbon, 08-03-2012
14. PRES : A large diversity
Various size of territory :
City
Region
Inter Region
Transfrontier
Several type of missions :
Mutualize the best jewels (labs, doctoral school ..)
Organize common facilities and services
Support joint projects
Prepare the merging
Lisbon, 08-03-2012
15. State of the PRES Today (about 20)
Lisbon, 08-03-2012
15
16. Two important initiatives of the government
Main objectives :
To promote “world champions” at international level
To enhance the scientific quality of the French HE&R system
Campus Operation :
Distinguish 12 “campus of excellence”
5Md€ mobilized for real estate and site architecture operations
Investments for the Future :
35 Md€ mobilized, including 22 Md€ for HE&R
Many call for projects :
Excellence laboratories
Excellence research equipment
Technological Research Institutes
Excellence initiative
Lisbon, 08-03-2012
17. Two important initiatives of the government
(follow)
Consequences for the university system organisation :
For the operation campus : the project leader should be a
PRES
For the initiative of excellence :
The main criteria were the strength of the research, the
critical mass and the quality of the governance
Thus, the last criteria implies an engagement of merging
the institutions concerned, if it was not yet the case.
Finally, for the 8 winners of IDEX :
2 of then have already merge : Strasbourg and Marseille
6 should do the same within the next years (if possible
???)
Lisbon, 08-03-2012
22. Universities in Lorraine
Nancy:
Creation of the university in 1572 (Art, Theology,
Medicine and Law)
1850 1968: 4 faculties (law, medicine -
pharmacy, sciences, humanities) and 6
engineering schools,1 school of management and
3 schools independent of the university (forestry,
architecture, arts)
Lisbon, 08-03-2012
22
24. Universities in Lorraine ( 1 in Metz)
Metz (60 km from Nancy):
– 1970 A branch of the Strasbourg university
– 1970 2008 : new university, comprehensive (but
without health sciences), no school within the
university, 14 000 students
Lisbon, 08-03-2012
25. Universities in Lorraine (1970 2004)
Facets of competition :
Creation of new study programmes leading to
redundancies, especially between Nancy and Metz
Access to same regional funding sources
But also aspects of cooperation :
In Nancy: many research labs are shared
Graduate schools (écoles doctorales) created in 1999 : 7
out of 8 are shared by the 4 universities
In 2004 : shared willingness to make more coherent the
education curricula
Lisbon, 08-03-2012
25
26. Why an unique university in Lorraine ?
To face as one university the national, European and
international competition
To enhance recognition, reputation, attractiveness
To promote regional economic and social
development ( Lorraine being in trouble from an
economical and demographical point of view)
To increase responsiveness based on different
SWOT analyses (demography, economic context,
competition...)
Lisbon, 08-03-2012
26
27. Objectives
To develop a full comprehensive university,
associating engineering and academic domains, with
two missions :
International excellence
Territorial excellence
To reinforce visibility, transparency and
attractiveness both for education and research
To enhance the efficiency
To increase critical mass and scientific impact
To share, merge and reinforce services and activities
in order to do more, better and faster
To coordinate 2008, Nancy-Université, cooperation and competition
21 June and develop ambitious strategies
Lisbon, 08-03-2012
27
28. A series of steps
Implementing a coordinated 4-year contract with
the state in 2005-2008 focused on a common
research strategy at regional level
Creation of the “PRES Nancy-University” in 2007
A joint project to answer to the “campus call for
project” (2008)
A decree changed the PRES into a new one at
regional level : PRES of “the University of
Lorraine” (October 2009, still as an “EPCS”)
Lisbon, 08-03-2012
29. Identification of locking risk
Many fears :
From the scientific communities (e.g. humanities)
From the people (e.g. administrative staff)
Will not lose any privileges/rigths (engineers,
lawyers, doctors ..)
Willingness to respect the territorial balances
Oppositions between various visions of the
university
Lisbon, 08-03-2012
30. Cautious approach, progressive and
sustained (1)
Study the conditions for merging into a new
university : witch kind of organisation and
governance ?
Need to derogate with the general law (LRU)
partially should be taken into consideration
Reminding of this project is not imposed by either
the government or by the communities
Lisbon, 08-03-2012
32. Cautious approach, progressive and
sustained (3)
To elaborate an original university model
To involve many faculties and staff members :
The 4 councils of the existing universities
A steering group with the 4 university presidents
A lot of working groups :
Governance and organisation
Human resources
Research
Education …
Many discussions with the community
Communication with stakeholders and ministry
Lisbon, 08-03-2012
33. Cautious approach, progressive and
sustained (4)
In January 2010 : transition from the “mode
hypothesis” to the “mode project”, with a retro
schedule leading to January 1st 2012
Prepare the merging
Future administrative organisation
New rules
Process to follow the evolution
Lisbon, 08-03-2012
37. First organisational principles
With 45 faculties, Engineer Schools and
Polytechnics; and about 65 labs it was decided :
To accept, but not to oblige the fusion of such internal
structures : more precisely, the fusion should not directly
modify the basic structures of the university (if they don’t
want to do)
To introduce an intermediate structuration in order to be
able to manage such number of basic components :
The collegiums, grouping faculties, polytechnics
and/or Engineers Schools
The Scientific Poles, grouping labs
Lisbon, 08-03-2012
38. A Two dimensional organisation
8 Collégiums
IAEM
BMS
10 scientific poles
MMM
Law
Engineers Health Economy
Humanities
Schools Manag.
38
Lisbon, 08-03-2012
39. Other organisational principles
Toward a single public institution with legal statut
Precisely define the internal subsidiarity
Accept derogation to the law : special statutes of
“Grand Etablissement”
Taking the time to gain the support of the faculty,
staff and students
Double structuration : collegiums and poles
Lisbon, 08-03-2012
40. Collegium
Beyond the simple coordination and harmonization, it
has a decisive role
It allocates resources (jobs, credit) that are assigned
among its constituents, maintaining its own share of
budget
It approves agreements and conventions to matters that
concern them
Administrative services remain light. It is based on
platforms of site administrative and financial
Lisbon, 08-03-2012
41. The 8 Collegiums
Engineering Science
Technology
Health
Sciences
Law, Economy, Management
Arts, Humanities, Languages
Social Sciences
Interface
Lisbon, 08-03-2012
42. The 10 Scientific Poles
A2F : Agronomy, Agribusiness Forest
BMS : Biology, Medicine, Health
CLCS : Knowledge, Language, Communication, Companies
CPM : Chemistry and Molecular Physics
EMPP : Energy, Mechanics, Processes, Products
GSC : Geosciences
IAEM : Computer Science, Control, Electronics and
Mathematics
M4: Material, Materials, Metallurgy, Mechanics
SJPEG : Legal Science, Policy, Economics and Management
TELL : Time, Space, Literature, Languages
Lisbon, 08-03-2012
43. Central Organisation
Board :
President, Vice presidents, heads of the collegiums
and of the scientific poles
Administration Council
Research Council
Education Council
Council of the university life
Senate
Lisbon, 08-03-2012
44. Evolution of Tools and Methods
First : 4 different ruling process (notably in GRH) :
Process
Political decisions
Huge converging process :
Process working group focusing on jobs
Tools (information system)
Political choices (bonus,work time, statuts)
Should be followed in 2012 and more
Positive point : Arbitration legal framework
Lisbon, 08-03-2012
45. Administrative organisation
Part of 2011 has been devoted to :
Préparation of the organising the administrative services
The setting-up of administrative and financial plate-form to
welcome the staff to be reallocated
The new organisation will be set-up progressively in
2012
16 directions
Geographical reallocations, new services
Lisbon, 08-03-2012
46. Agenda (1)
September 2008 : first steps
January 2010 : « mode project »
January 26th 2011 : affirmative vote of the 4
administration councils
July 26th 2011 : Positive opinion of the State
Council
September 24th 2001: publication of the decree
creating the Université de lorraine
October 2011 : Provisional administrator, provisional
council
Lisbon, 08-03-2012
47. Agenda (2)
January 1st, 2012 : the Université de Lorraine, is the
single university in Lorraine
January, February, March : elections
Lisbon, 08-03-2012
49. Some remarks on the process (1/2)
Summon up all Presidents’ energy on political project
and on arbitration on organisation
Fears of various members of the Academic communities
Against LRU in 2007, then … don’t accept any derogation
in 2011! (paradoxe)
Some students : against well established institutions
« grand établissements » because of the registration fees and
selection (December 2011 : summary proceedings from
UNEF at the Council of State)
Fears of changing even if a lot guarantees have been given
Arbitration to intervene on time scheduled and
composative policy
Lisbon, 08-03-2012
50. Some remarks on the process (2/2)
Complex process, risk of major deadlocks several
times (sit-in in the Management board, National
Councilof the universities, appeals from the students
against the decree, appeals against elections)
A lot of supports :
Local/ regional Authorities
Ministry
EPST (RTO)
Demand to slow down the process but the Agenda
has been respected
Lisbon, 08-03-2012
51. PRES of the University of Lorraine :
Missions (1)
As a facilitator to build the future university :
– To accompany the political approach leaded by the presidents
of the 4 universities
– To support the design and the implementation of the future
university
– To manage many working groups
– To organize the communication
– To Speed up the merger of administrative services
Lisbon, 08-03-2012
51
52. PRES of the University of Lorraine :
Missions (2)
As a federation of universities :
– Organise the strategic development on behalf of the four
institutions
– Ensure the implementation and management of shared
services, resources and equipment
– Prepare the next 4-years contract with the State
– Negotiate contracts with partners, on behalf of the founding
institutions
– Develop activities to increase international visibility
– Promote student mobility within Lorraine and coordinate
student support service
Lisbon, 08-03-2012
52
54. Expected results
Capacity to take into account the great diversity of
French universities :
– Each university should be able to develop its own
strategy, according to the local , national and
international context
– Developing several type of excellence (question :
place of international rankings ?)
– BUT : maintaining a national general framework
based on shared values (education is a public good,
public service …)
Lisbon, 08-03-2012
55. Au départ : une analyse croisée
Plus ou moins Secteurs scientifiques
GSC A2F CPM MMM EMPP IAEM BMS SJPE L2SH
de transversalité G
IUFM
Science
Répartie s
« Grandes » composantes
1 Ecoles
1
IUT
0
5
0
10 Santé
0
20
0 Droit
Eco.
Effectifs EC
Gestio
n
SH
Concentrée
L.L.
Lisbon, 08-03-2012
08-07-201030-04-2010
55