...Taking Charge at Domtar: What it Takes for Turnaround 1. How did Domtar’s strategies align with its mission? Explain your answer. Domtar’s mission under new CEO Raymond Royer: * Meet the ever-changing needs of our customers, * Provide shareholders with attractive returns, and * Create an environment in which shared human values and personal commitment prevail. In order to achieve the goals in the Domtar mission statement, Royer established and communicated strategic direction and specific goals. The new strategic direction that Royer set for the company was one of preferred supplier status in the pulp and paper industry. The organization’s new goals focused on vastly improving return on investment and quality in customer service. Domtar was able to achieve and surpass its goals, all while keeping costs down, by focusing on Royer’s three pillars to the company: customers, shareholders, and ourselves. Notice the clear alignment when you compare Domtar’s mission, goals and pillars. The key component is what Royer meant by “ourselves.” He meant tapping into and motivating ALL employees in the organization. Royer knew that he and his executive team could not create the turnaround that Domtar’s balance sheet so desperately needed. Royer himself knew nothing of the pulp and paper industry before coming into the Domtar CEO position. But what he did know was how to create an organizational culture of empowerment, knowledge sharing and process improvement. And that’s...
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...customer service. Raymond Royer believed that there were three areas that made up the company: customers, shareholders, and employees. Domtar only presented two objectives which were customer service and return on investment. The mission of the company was to meet the needs of the customer, positive returns for shareholders, and create and maintain an atmosphere with common human values and commitment. The company should focus on returns and customer service to surpass the mission. The effect produced by the mission statement is being utilized by the strategy. Given the difficulty of organizational change, what factors contributed to the success at Domtar? How did Domtar's management at all levels contribute to reducing the resistance to change? What else might they have done? The factor for success was when Raymond Royer hired the Kaizen guru from Bombardier. This gave the company an opportunity to get employees involved by using their knowledge in the development plan of a new and more operative way of the process. By reducing the resistance to change, Raymond Royer knew that everyone had to understand the changes being made and have the capability the make the changes. Raymond Royer also understood that the employees some type of incentive, so the company allowed the employees to be part of the change and not just accept it. I feel Domtar could have involved its employees from the beginning instead of mid-way or after the fact. What are the major HRD challenges associated...
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...Term Project Part A: Understanding Financial Statements Locate and use an annual report STEP 1: The Company Assigned to you Find the most recent annual report online for the Canadian public company assigned to the last 2 digits of your student number as per the table provided below. The annual report obtained from SEDAR must contain audited financial statements and the MDA (management's discussion and analysis). Last 2 Company Assigned digits of your student number 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 Acadian Timber Corp. Acorn Energy, Inc. Adobe Systems Incorporated Advanced Micro Devices, Inc. AEterna Zentaris Inc. Ag Growth International Inc. Agrium Inc. Air Canada AlarmForce Industries Inc. ANI Pharmaceuticals, Inc. Bank of America Corporation Bank of Montreal Bank of Nova Scotia, The Barclays Bank PLC Barrick Gold Corporation BCE Inc. Brookfield Asset Management Inc Caledonia Mining Corporation Canadian Imperial Bank of Commerce Canadian National Railway Co. Canadian Oil Sands Limited Canadian Pacific Railway Limited Canadian Tire Corporation, Ltd Last 2 Company Assigned digits of your student number 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 Gildan Activewear Inc. Glencore Canada Corporation Helix BioPharma Corp. High Liner Foods Incorporated Hydro One Inc. IMAX Corporation Imperial Oil Limited Inovio Pharmaceuticals, Inc. Leon's...
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...Scott, Financial Accounting Theory, 6th Edition Instructor’s Manual Chapter 2 Suggested Solutions to Questions and Problems 1. P.V. Ltd. Income Statement for Year 2 Accretion of discount (10% × 286.36) $28.64 P.V. Ltd. Balance Sheet As at Time 2 Financial Asset Cash $315.00 Shareholders’ Equity Opening balance Net income Capital Asset Present value 0.00 $315.00 $315.00 $286.36 28.64 Note that cash includes interest at 10% on opening cash balance of $150. 2. Suppose that P.V. Ltd. paid a dividend of $10 at the end of year 1 (any portion of year 1 net income would do). Then, its year 2 opening net assets are $276.36, and net income would be: P.V. Ltd. Income Statement For Year 2 Accretion of discount (10% × 276.36) $27.64 Copyright © 2012 Pearson Canada Inc 11 Scott, Financial Accounting Theory, 6th Edition Instructor’s Manual P.V.’s balance sheet at time 2 would be: P.V. Ltd. Balance Sheet As at Time 2 Financial Asset Cash: (140 + 14 + 150) $304.00 Chapter 2 Shareholders’ Equity Opening balance: $276.36 (286.36 - 10.00 dividend) Capital Asset, at Present value 0.00 $304.00 $304.00 Net income 27.64 Thus, at time 2 the shareholders have: Cash from dividend Interest at 10% on cash dividend, for year 2 Value of firm per balance sheet $10.00 1.00 304.00 $315.00 This is the same value as that of the firm at time 2, assuming P.V. Ltd. paid no dividends (see Question 1). Consequently, the firm’s dividend policy does not matter to the shareholders...
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...brewery executive, Conrad Moffat Black was born August 25, 1944, in Montreal. After leaving home at age 18, he earned a history degree at Carleton University, a law degree at Laval, and an MA from McGill. An avid student of history, he has written several books (including an autobiography) about political figures such as Maurice Duplessis, Napoleon, and most recently, Franklin Roosevelt. Mr. Black purchased his first newspaper, the Sherbrooke Record, when he was 25 years old. Two years later, he added about 20 Canadian newspapers to his belt with the acquisition of the Sterling Company chain. Five years later, at age 33, he gained control of Argus Corporation (the parent company of Massey-Ferguson, a then prominent maker of farm machinery) and Domtar mining, and he acquired other interests including of course, more newspaper companies. The audacious, and some say ruthless, businessman followed a system of buying up titles in trouble, and then selling assets and downsizing until at one point he controlled more...
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...ROYAL CARIBBEAN CRUISES LTD. 2008 Annual Report ANCHORED IN EXCELLENCE We always provide service with a friendly greeting and a smile. * We anticipate the needs of our customers. * We make all effort to exceed our customers’ expectations. * We take ownership of any problem that is brought to our attention. * We engage in conduct that enhances our corporate reputation and employee morale. * We are committed to act in the highest ethical manner and respect the rights and dignity of others. * We are loyal to the Royal Caribbean Cruises Ltd. family of companies, and strive for continuous improvement in everything we do. * B efore 4 97 $175 98 $331 99 $384 00 $445 01 $254 02 $351 03 $281 04 $475 05 $663 06 $634 07 $603 08 $574 97 $2,019 98 $2,455 99 $3,261 00 $3,616 01 $3,757 02 $4,035 03 $4,263 04 $4,805 05 $5,554 06 $6,092 07 $6,757 08 $6,803 95 $149 94 $137 93 $107 92 $ 61 91 $ 90 $ 52 89 $ 42 88 $ 14 96 $151 SH AREHO L DERS ’ EQ UI TY ($ millions) 96 $1,085 95 $ 965 94 $ 846 93 $ 733 92 $ 464 91 $ 404 90 $ 400 89 $ 348 88 $ 295 c umulative effec t of a c hange in ac c o u n t in g p r in c ip le 08 $6,533 07 $6,149 06 $5,230 05 $4,903 04 $4,555 03 $3,784 (dollars in thousands, except per share data) 02 $3,434 Total Revenues Operating Income Net Income Earnings Per Share (diluted) Shareholders’ Equity 01 $3,145 ...
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...Commercial Transactions: Complete Notes: MacDougall: 2010/2011 Term 1 • These notes are a compilation of my class notes and the course package. I also used Atiyah Sale of Goods Act for clarification at times. • The spelling and grammar below is atrocious, but I couldn't be bothered to fix it. • Good luck! Hopefully some of this is helpful. I. Introduction • This is mostly a common law course, since the SGA merely codifies as closely as possible the existent common law. • US has replaced the SGA with the UCC, which is comprehensive and covers all of commercial law. • The BC SGA also includes some material that is covered in the "Factors Act" in other jurisdictions • BC has the oldest version of the SGA in Canada o close to the original version • At its heart, commercial transactions is about buying and selling goods Property • May be real • or Personal: "choses" o chattels real o Chattels personal ▪ chose in possession (goods), meaning things that are capable of being possessed ▪ chose in action (intangibles), which cannot be possessed or seized physically, like an an account or a debt. • documentary intangibles (ie. a bank note), the document represents the intangible • pure intangible, which does not even have a document to represent it (increasingly common) Property Interests • ownership ...
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...Volume 10, Issue 3 Fall 2010 No Double Dip On July 5th, 6th, and very early on the 7th of this year, I engaged in 70 minutes of rigorous stationary biking, a full cycle of weightlifting, and my daily stretching regimen. Oh sure, I had some hip pain and a sore knee, but at age 59, I was rocking and rolling. In this regard, I was not unlike the U.S. economy in 2005-April 2007, which was doing great in spite of some fundamental problems. Then in the course of a few hours on July 7th, I was unable to walk more than a few steps after having a hip replaced. Just like the U.S. economy in late 2008, my infirmity had taken me down a few notches! My subsequent recovery was remarkably similar to that facing the U.S. economy: a satisfactory recovery to unremarkable mediocrity. As I describe my recovery, bear in mind that the U.S. economy shed 8.4 million jobs and 4.1% of GDP in roughly 18 months. This is a lot of economic damage. On July 8th, I was able to walk twice a day for 20 minutes, bearing weight on crutches, lifting light hand weights, and doing simple leg therapy. By July 19th, I did not need any pills or a cane, and was able to walk an hour twice a day at a 23-minute-mile pace. By August 19th, I biked at full resistance for 50 minutes, walked 15-minute-miles for an hour, actively lifted leg weights, Thru Latest Available as of Sept 20, 2010 3.0 $420.5 20.5 1.9 960.1 $418 15.8 6.3 1,458.0 723.0 -50.0 261.0 681.0 15.8 4.5 20.0 93.9 -2.3 2.4 -190.2 $305.1 -$351.9 On the...
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...COLLAPSE HOW S O C I E T I E S CHOOSE TO FAIL OR S U C C E E D JARED DIAMOND VIK ING VIKING Published by the Penguin Group Penguin Group (USA) Inc., 375 Hudson Street, New York, New York 10014, U.S.A. Penguin Group (Canada), 10 Alcorn Avenue, Toronto, Ontario, Canada M4V 3B2 (a division of Pearson Penguin Canada Inc.) Penguin Books Ltd, 80 Strand, London WC2R ORL, England Penguin Ireland, 25 St. Stephen's Green, Dublin 2, Ireland (a division of Penguin Books Ltd) Penguin Books Australia Ltd, 250 Camberwell Road, Camberwell, Victoria 3124, Australia (a division of Pearson Australia Group Pty Ltd) Penguin Books India Pvt Ltd, 11 Community Centre, Panchsheel Park, New Delhi—110 017, India Penguin Group (NZ), Cnr Airborne and Rosedale Roads, Albany, Auckland 1310, New Zealand (a division of Pearson New Zealand Ltd) Penguin Books (South Africa) (Pty) Ltd, 24 Sturdee Avenue, Rosebank, Johannesburg 2196, South Africa Penguin Books Ltd, Registered Offices: 80 Strand, London WC2R ORL, England First published in 2005 by Viking Penguin, a member of Penguin Group (USA) Inc. 13579 10 8642 Copyright © Jared Diamond, 2005 All rights reserved Maps by Jeffrey L. Ward LIBRARY OF CONGRESS CATALOGING IN PUBLICATION DATA Diamond, Jared M. Collapse: how societies choose to fail or succeed/Jared Diamond. p. cm. Includes index. ISBN 0-670-03337-5 1. Social history—Case studies. 2. Social change—Case studies. 3. Environmental policy— Case studies. I. Title. HN13. D5 2005 304.2'8—dc22...
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