DO NOT OPEN THIS QUESTION PAPER UNTIL YOU ARE TOLD TO DO SO.

Performance Pillar

P3 – Performance Strategy
19 November 2014 – Wednesday Morning Session

Instructions to candidates

P3 – Performance Strategy
You are allowed three hours to answer this question paper.

You are allowed 20 minutes reading time before the examination begins
during which you should read the question paper and, if you wish, highlight
and/or make notes on the question paper. However, you will not be allowed,
under any circumstances, to open the answer book and start writing or use
your calculator during this reading time.

You are strongly advised to carefully read ALL the question requirements
before attempting the question concerned (that is all parts and/or sub-
questions).

ALL answers must be written in the answer book. Answers written on the
question paper will not be submitted for marking.

You should show all workings as marks are available for the method you use.

The pre-seen case study material is included in this question paper on pages
2 to 6. The unseen case study material, specific to this examination, is
provided on pages 8 to 9.

Answer the compulsory question in Section A on page 11. This page is

detachable for ease of reference

Answer TWO of the three questions in Section B on pages 14 to 19.

Maths tables and formulae are provided on pages 21 to 24.

The list of verbs as published in the syllabus is given for reference on page
27.

Write your candidate number, the paper number and examination subject title
in the spaces provided on the front of the answer book. Also write your
contact ID and name in the space provided in the right hand margin and seal
to close.

Tick the appropriate boxes on the front of the answer book to indicate which
questions you have answered.

TURN OVER

Performance Strategy 1 November 2014

Pre-seen case study

Introduction
Y was formed in 1900. It manufactures and sells top quality confectionery. For many years, Y
has been recognised as a successful company and has become a household name particularly
throughout Europe. Its fame is built on the very high quality confectionery products it sells
through its own high street stores (some of which it owns and some which it leases). Y has just
over 3,500 employees.

All of Y’s products are manufactured in its factory in the European country in which it is based
(which is in the eurozone). The products are distributed through a multi-channel network
comprising of Y’s own stores and ‘online’ business, franchises and retail partners. In addition, Y
has now started to supply confectionery to large retail stores and supermarkets on a contract
basis. These stores sell Y’s products and also ‘own brand label’ confectionery that Y
manufactures for them.

Y’s product range includes a wide variety of milk, white, plain and diabetic chocolate products.
Previously Y’s main sales had been chocolate products but now the company has expanded into
producing other forms of confectionery which do not contain chocolate in any form, for example
cakes and other sweets (candies). Y’s customers continue to have strong regard for the quality
of its products.

Although Y exports its products throughout the world, its largest market is within Europe. Y’s
customers vary from individuals to corporate clients which purchase Y’s products to present to
their own clients as corporate gifts. Although individual customers buy from Y’s stores,
franchises or online, corporate clients purchase goods directly from Y on a contract basis.

Business structure
Y has a simple business structure. It has a head office (which includes its corporate treasury
function) and two divisions: Direct Customer Sales (DCS), and Manufacturing and Commercial
(MC). The activities of each division are as follows:

DCS
DCS has the following sales outlets:
• Y’s own stores
• Franchises
• Online sales

MC
MC undertakes all purchasing of ingredients and manufacturing of Y’s products. It then supplies
these products
internally to:
• DCS for its sales through its own outlets
externally to:
• Corporate clients
• External retail stores and supermarkets which sell Y’s products under Y’s own label and
also under the stores’ own labels.

Both divisions are investment centres but have limited capital investment authority, for
expenditure up to EUR 10,000 per item. Major capital investments, above EUR 10,000 per item,
have to be authorised by head office.

DCS does not allow any of its outlets to make any capital investment at all without its prior
approval. Each of DCS’s sales outlets is regarded as a profit centre, including online sales which
is a single profit centre in its own right. Brand development is carried out by both of the divisions.
Any brand development costs, such as promotion, above EUR 10,000 must be approved at
head office.

November 2014 2 Performance Strategy

The decline of high street sales has led Y to reduce the number of its stores and expand other
sales outlets. This has resulted in some staff being re-trained and re-deployed. Y currently has
just over 300 of its own stores and fewer than 200 franchises. It also has developed its own
website. This has been very popular and has enabled its international business to grow. In
addition, as internet shopping has become more popular, Y has been able to develop its online
sales business and has introduced ‘click and collect’ services using its stores and franchise
businesses as the collection points.

Mission, Aim and Objectives

Y’s mission statement, agreed by the Board of Directors last year is:

“To delight customers by providing luxurious products which strengthen the brand.”

Y’s overall aim is to increase shareholder value by improving profit margins through increased
sales and reduced costs. Despite the difficult economic conditions in Europe, the chocolate
market has continued to grow in the last five years. Y’s customers engage particularly with
chocolate products in response to austere economic conditions seeing them as an affordable
alternative to higher priced gifts. Y is now placing greater emphasis on trying to ‘de-seasonalise’
its sales by not being reliant on the seasonal peak sales periods. Y is encouraging customers to
buy its products throughout the year through all of its sales channels. This demands a strong
focus on developing brand awareness.

Y intends to achieve the continued development and growth of its business by meeting two
strategic objectives which are to:

1. Engage with the widest range of customers through the development of Y’s markets and
products through a wide variety of sales channels. The focus of this is on the delivery of
products the customer demands, where they are required and when they are wanted.
2. Enhance the customer experience through strong and effective customer relationship
management. The focus of this is on clear and consistent branding and marketing to
encourage customer retention and loyalty all the year round.

Y’s Board and Divisional Management

The Board comprises a non-executive Chairman, a newly appointed Chief Executive, the
Managing Directors of the two divisions, the Finance Director and three non-executive directors.
The company applies good corporate governance principles and practice and the Board has a
committee structure which includes an Audit Committee.

The divisional structures reflect their different activities. The Managing Director of each division
has a team comprising three divisional directors covering the functions of Finance, Human
Resources and Information Technology. In addition, the DCS division has three divisional
directors, one each responsible for Y’s stores, franchises and online sales. In addition to the
divisional directors for Finance, Human Resources and IT, the MC division has three divisional
directors, one responsible for procurement, one for manufacturing and one for commercial
clients, retail stores and supermarkets. The structure for Y’s Board and its divisions is presented
at Appendix 1.

Financial overview
Extracts from the statement of profit or loss for the year ended 31 December 2013 and
statement of financial position as at 31 December 2013 are shown in Appendix 2. They show
that in the last financial year, Y achieved an operating profit margin of 12% and profit after tax of
7.7%.

Despite its best efforts in heavily re-investing in the business, Y’s bottom-line profit has
stagnated. The Board is concerned that the expected actual profit for the year ended 31
December 2014, when compared with the forecast, is not looking as promising as was first
thought. The Board is also mindful that some of Y’s borrowings are due for re-payment in 2015.

Performance Strategy 3 November 2014

In response to these concerns, the Board of Directors has determined the following financial
objectives for Y:

• That it should operate on a sound financial basis in order to increase profit and
shareholder value
• That it should pay a regular and consistent dividend each year.

Environmental and Corporate Social Responsibility

Y aims to carry out its business with as little damage to the environment as possible and to
operate in a fair manner with regard to all its stakeholders. It is keen to ensure that each of its
suppliers adheres to high ethical and environmental standards with regard to sources of
materials and treatment of employees.

Y imports cocoa from Africa and Indonesia. Y has initiated schemes to encourage sustainable
farming of cocoa and farmers are being trained in effective agricultural methods. The
introduction of an industry approved certification programme has enabled farmers to achieve
higher levels of income from increased production and to access additional training directed at
improving their production yields. All raw materials sourced from Africa and Indonesia are priced
in US Dollars (USD).

All of Y’s products contain only the ingredients listed on the packaging. The packaging also
shows nutritional content and gives advice on recommended volumes of consumption. Y tries to
ensure that the packaging used for its products is recyclable and kept as minimal as possible to
balance concerns over material usage with commercial marketing requirements.

Environmentally friendly lighting has been introduced in Y’s factory which has reduced
consumption of electricity and emission of carbon dioxide.

Y has introduced annual independent health and safety audits in its factory and retail outlets. All
factory staff have undertaken food safety and health and safety in the workplace training at the
required industry standard level. Workplace benefits, such as life and medical insurance, staff
discounts and membership of local gymnasia, as well as competitive salaries and wages are
offered to all of Y’s employees.

Strategic developments
In order to achieve its overall mission, aim and objectives, Y intends to expand its online channel
to increase its sales to corporate clients and external retail stores and supermarkets. These
sales yield a higher margin than that achieved through sales in Y’s own high street stores. The
Board also intends to further rationalise the number of its high street stores.

November 2014 4 Performance Strategy

 Appendix 1

STRUCTURE CHART FOR Y

Board of Directors

Non-Executive Chair
Chief Executive
Finance Director
Managing Director (DCS)
Managing Director (MC)
3 Non-executive directors

Manufacturing and Commercial

Direct Customer Sales Division Division

Managing Director DCS Managing Director MC

Divisional Directors of: Divisional Directors of:
Finance Finance
Human Resources Human Resources
Information Technology Information Technology
Y’s Stores Procurement
Franchises Manufacturing
Y’s Online Sales Corporate clients, external retail stores
and supermarkets

Performance Strategy 5 November 2014

 Appendix 2

Y’s statement of profit or loss and statement of financial position

Statement of profit or loss for the year ended 31 December 2013

EUR 000
Revenue 248,589
Cost of sales (128,523)
Gross profit 120,066
Operating costs ( 90,239)
Operating profit 29,827
Finance income 120
Finance costs ( 5,008)
Profit before tax 24,939
Tax ( 5,736)
PROFIT FOR THE YEAR 19,203

Statement of financial position as at 31 December 2013

EUR 000
ASSETS
Non-current assets
Intangible assets: goodwill 2,407
Property, plant and equipment 158,822
Total non-current assets 161,229
Current assets
Inventories 44,856
Trade and other receivables 21,348
Cash and cash equivalents 12,368
Total current assets 78,572
Total assets 239,801

EQUITY AND LIABILITIES

Equity
Share capital (EUR 0.5 shares) 31,122
Share premium 12,120
Retained earnings 42,101
Total equity 85,343

Non-current liabilities
Borrowings 116,484
Provisions for liabilities 2,294
Total non-current liabilities 118,778
Current liabilities
Trade and other payables 33,936
Provisions for liabilities 1,744
Total current liabilities 35,680
Total liabilities 154,458
Total equity and liabilities 239,801

End of Pre-seen Material

The unseen material begins on page 8

November 2014 6 Performance Strategy

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Performance Strategy 7 November 2014

SECTION A – 50 MARKS
[You are advised to spend no longer than 90 minutes on this question.]

ANSWER THIS QUESTION. THE QUESTION REQUIREMENTS ARE ON

PAGE 11, WHICH IS DETACHABLE FOR EASE OF REFERENCE

Question One
Unseen case material

Peanut allergy

Some of Y’s most popular products contain peanuts. This creates a problem for Y because
many people are allergic to peanuts and some can suffer life-threatening reactions if they are
exposed to the slightest trace of peanuts. The products that contain peanuts are clearly
identified on the packaging but there is a danger that there can be ‘cross contamination’
amongst products. This can occur if Y’s equipment has been used to produce a product that
contains peanuts and it is then used for other products or if production staff have handled
peanuts and have not changed their gloves or overalls before working on another product.

Problems can also occur because some of Y’s bought-in ingredients contain peanut oil. Again,
small traces of those ingredients can be very dangerous to allergy sufferers. Y requires suppliers
to identify which of the ingredients that they supply contain peanut oil.

Y’s board has classified the risks associated with peanuts as high impact and high likelihood. Y’s
board requires that the risks are kept under constant review. It would be impossible to eliminate
peanuts from the production process altogether because too many products contain peanuts or
ingredients that include peanut oil.

Cocoa futures

The purchase of cocoa is one of Y’s biggest expenses. Cocoa prices can be volatile because of
factors such as weather conditions affecting crops in the main cocoa producing countries. There
are two main regions where cocoa is grown and a lack of rain in either of them can reduce yields
and consequently cause the price of cocoa to rise.

Y has always bought cocoa at the spot price because Y’s directors have always believed that
the disadvantages of hedging exceed the benefits.
Cocoa is grown and harvested on small, family-owned farms. The process is very labour
intensive and does not lend itself to mechanisation. The farmers themselves are exposed to
many of the risks that affect Y and other manufacturers which buy cocoa. If yields are healthy
then farmers will harvest more, but that gain is offset by a much lower market price per tonne. In
addition, individual farmers are exposed to local threats, such as disease affecting their crop.

Y has recently been approached by a charity that supports farmers in developing countries. The
charity proposes that Y should enter into an arrangement whereby it would lease a number of
cocoa farms in Africa and Indonesia. Y would pay the owners of the farms it leases a regular
fixed monthly amount for their labour during the year. In return, the farmers and their employees
would harvest the annual crop of cocoa on behalf of Y. There would be no inefficiencies in terms
of transportation.

If the farms produce their average yields Y would obtain approximately 30% of cocoa it needs
from this arrangement. Obviously the yields from these farms are exposed to the same factors
as other farms. The accounting team at Y estimates that the charity’s proposal would not result
in any cost savings for Y.

The charity has stated that it intends to approach Y’s competitors if Y does not pursue this
arrangement.

November 2014 8 Performance Strategy

Cash takings and internal audit

New procedures for the handling of cash in Y’s stores were implemented in April 2014.
The directors were keen to ensure that the processes were running correctly and in October
2014 asked Y’s internal audit department to conduct a thorough investigation of the cash
handling procedures in the company’s stores.

The internal audit department sent teams to eight stores. The initial feedback from the audit
teams is that store managers view the new procedures as time-consuming and impractical. In
three of the stores that were visited the store staff had been instructed by the store managers to
revert to the old system. There has been no suggestion of any theft or fraud in any of those
stores. The store managers dislike the new system because store staff are required to count
cash more frequently during the store opening hours, which means that there are fewer staff
available to serve customers during busy periods.

The requirement for Question One is on page 11

Performance Strategy 9 November 2014

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November 2014 10 Performance Strategy

 Required:

(a) (i) Recommend, with reasons, FOUR precautions that Y should take to reduce
the risk associated with peanut contamination.
(12 marks)
(ii) Evaluate the drawbacks and benefits associated with the four precautions
suggested in your answer to (a)(i).
(6 marks)
(Total for part (a) = 18 marks)

(b) (i) Discuss the difficulties that would be faced when evaluating the financial
benefits of hedging the cost of cocoa.
(11 marks)

(ii) Evaluate the risks to Y associated with the charity’s proposal concerning
leasing cocoa farms and paying their owners a fixed sum to grow and
harvest the crop.
(13 marks)
(Total for part (b) = 24 marks)

(c) Advise Y’s directors of the most appropriate response to the internal audit
department’s findings in relation to the adoption of the new cash handling
procedures.
(8 marks)

(Total for Question One = 50 marks)

(Total for Section A = 50 marks)

End of Section A

Section B begins on page 14

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Performance Strategy 11 November 2014

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November 2014 12 Performance Strategy

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Performance Strategy 13 November 2014

SECTION B – 50 MARKS

[You are advised to spend no longer than 45 minutes on each question in this section.]

ANSWER TWO OF THE THREE QUESTIONS

Question Two

U is a data processing company that provides IT services for a number of clients that sell basic
utilities such as gas and electricity. These clients often have very large numbers of customers.
Such clients find that a specialist such as U can offer an efficient means of providing basic
accounting services such as billing customers and tracking receipts. Outsourcing the processing
and management of data to U permits the clients to focus on their core business activities.

U’s clients access their data using secure terminals in their own offices. They can access
individual customer accounts, gather data for reports and generally use the data in exactly the
same way as if they had their own IT departments.

U maintains a remote recovery site that is located ten miles from the main IT centre. Electronic
links automatically back up the main IT centre’s files up to the recovery site in real time. The
recovery site is designed to take over all processing activities in the event of a major disruption
at the main IT centre.

U signs a detailed service level agreement (SLA) with each of its clients. The purpose of this
letter is to clarify and document the commitments that U is making with respect to the
maintenance and storage of data.

The head of U’s internal audit department has reported the following findings for consideration
by U’s board, following recent audit investigations:

• An inspection of the software licences held by U indicated that there was a problem with the
licence for the industry-standard package used to maintain client records. U is licensed to
use this package at its primary site only. U should not run this package at its remote
recovery site without purchasing an additional licence. It would be expensive to buy an
additional licence in advance. It would take at least a week to negotiate terms with the
software supplier if the need arises.

U’s board has noted this, but the directors have decided that they will not take any action. In
the event of needing to activate the remote site they will simply run an unlicensed copy of
the software while the purchase of an additional licence is under negotiation.

• U conducts criminal records checks on all staff before they join the company. The internal
audit team has studied the paperwork relating to a sample of recent appointments and has
discovered that three employees were appointed despite having criminal records. One of
those had been convicted of credit card fraud. The human resources department claims that
all three appointments were made during a very busy period and that the criminal record
checks were overlooked for these three employees because of pressure of other work.

U’s board does not believe that it would be productive to conduct any additional
investigation, but greater care will be taken in future. The three staff members will not be
dismissed because that would attract unwelcome publicity, but their supervisors will be
warned to take care.

November 2014 14 Performance Strategy

 Required:

(a) (i) Discuss, from the perspective of both parties, the importance of U insisting
that its clients sign a Service Level Agreement.
(10 marks)

(ii) Advise U’s board on why each of the two matters reported by the Head
of Internal Audit is likely to put U in breach of commitments made in its
SLA.

(8 marks)

(b) Advise U’s board on the ethical principles that are involved in its responses
to the matters reported by the Head of Internal Audit.
(7 marks)

(Total for Question Two = 25 marks)

Section B continues on the next page

TURN OVER

Performance Strategy 15 November 2014

Question Three

In 2004, Mark started a consultancy business that provides advice to the retail industry.
Previously, he had been an experienced store manager with a major retail company. He was
highly skilled in the business disciplines needed by retailers and decided to go into business as
a consultant.

Mark’s consultancy has several clients, including six major retail chains. The consultancy’s areas
of expertise comprise:

• Merchandising – laying out stores to maximise revenue

• Human resources – selecting and training sales staff
• Operations – administrative and accounting issues, generally arising from IT and systems

Initially Mark worked alone; but now his business employs 36 consultants, half of whom are
former retailers and half are graduates. The former retailers were generally store managers
before they joined Mark’s consultancy and between them have experience in all of the
consultancy’s areas of expertise. The graduates typically have degrees in marketing, HR or IT
and have since been trained in the retail issues associated with their specific area of expertise.

Mark still actively manages the consultancy. He negotiates contracts with clients, assigns teams
of suitable consultants and reviews all draft reports before they are submitted to clients. Mark
believes that it is time to delegate the routine management of the consultancy to some of his
more experienced employees so that he can develop relationships with clients and win more
business. Mark has identified three approaches that might be taken to organising this
arrangement:

Approach 1
Three departments would be created: merchandising, human resources and operations.
Consultants would be assigned to a department in accordance with their expertise and the best
qualified consultant in each area would be promoted to Head of Department.

Approach 2
Seven departments would be created, one for each major retail chain and one for all other
clients. The consultants would be assigned to departments so that each department would have
the necessary skills to serve the needs of its client or clients. A suitable consultant in each
department would be promoted to Head of Department.

Approach 3
The four most experienced consultants would be promoted to the rank of lead consultant. The
remaining consultants would remain in a pool of labour to assist as required. Each new
consultancy assignment would be given to one of the four lead consultants, who would select
the appropriate consultants from the pool.

Under Approaches 1 and 2 each department would be a cost centre. Under Approach 3 each
lead consultant would be a profit centre. Under all three approaches, all consultants’ time would
be charged to projects at a rate of four times their hourly rate of pay.

November 2014 16 Performance Strategy

 Required:

(a) Evaluate the strengths and weaknesses associated with each of Mark’s three
proposed approaches to the management of his consultancy.
(18 marks)

(b) Advise Mark of the factors that need to be considered before delegating the day
to day running of his consultancy business.
(7 marks)

(Total for Question Three = 25 marks)

TURN OVER

Performance Strategy 17 November 2014

Question Four

F is a manufacturing company, based in a country whose currency is the F$. All of F’s sales are
within its home country. F imports raw material from Country G, where the currency is the G$.

F’s treasury department manages the currency risks associated with F’s imports and generally
buys G$ forward in anticipation of making payments for identified purchases of materials. F’s
Chief Financial Officer (CFO) recently received a telephone call from the company’s bank to
confirm that an order for a large forward purchase had been completed. The CFO was surprised
by the size of the purchase and asked F’s treasurer to comment.

F’s treasurer has become an expert on the exchange rate for the G$. She believes that the
forward rate offered by the currency markets was unduly generous and so she bought
G$6million forward at a rate of G$/F$ 3.00 which means 1 G$ = 3.00 F$. This was in addition to
the purchase of the G$500,000 that F requires to meet its commitments to suppliers.

F’s treasury department is expressly forbidden to take open positions in foreign currencies. The
head of internal audit interviewed the treasurer, who explained that she had entered into this
position because she believed that it was an opportunity for F to make a profit from her
expertise. It was clear that she had not intended to defraud F in any way because the
transaction had been recorded correctly.

The Head of Internal Audit reported the facts to F’s directors, who suspended the treasurer on
full pay pending a more detailed investigation, including an evaluation of whether F makes a
gain or a loss from this position.

F’s CFO is uncertain about whether to cancel this position by selling G$ forward. At present, the
exchange rate is G$/F$ 3.10 . The forward rate on offer for the maturity date of the open position
is G$/F$ 3.20. There are 56 days to go until the open forward purchase matures.

The daily volatility of the G$/F$ exchange rate is 1.2%.

F has approached an economics professor at a local university. The professor has prepared two
scenarios concerning potential movements on the exchange rate:

• One possible scenario is that credit agencies will devalue G’s sovereign debt, which would
weaken the currency significantly, perhaps to as little as G$/F$ 2.50.
• An alternative scenario is that G’s government could pre-empt the possibility of a
devaluation by announcing significant economic measures that could strengthen the rate to
anything up to G$/F$3.40.

November 2014 18 Performance Strategy

 Required:

(a) (i) Calculate the 56-day 95% value at risk (VaR), in F$, for the position held
by F.
(4 marks)
(ii) Calculate the potential gains and losses implied by each of the economic
professor’s scenarios.
(2 marks)
(iii) Discuss the relevance of the analysis commissioned from the economics
professor relative to the VaR calculated in (i) above.
(5 marks)
(Total for part (a) = 11 marks)

(b) (i) Advise F’s board on the relevance of the outcome of the unauthorised
position before deciding on the action to take against the treasurer.
(7 marks)
(ii) Advise F’s board on the controls that could be introduced to prevent a
recurrence of such unauthorised foreign exchange deals using the
company’s money.
(7 marks)
(Total for part (b) = 14 marks)

(Total for Question Four = 25 marks)

(Total for Section B = 50 marks)

End of Question Paper

Maths tables and formulae are on pages 21 to 24

Performance Strategy 19 November 2014

 This page is blank

November 2014 20 Performance Strategy

Performance Strategy 21 November 2014
 PRESENT VALUE TABLE

(
Present value of $1, that is 1+ r )−n where r = interest rate; n = number of periods until
payment or receipt.
Periods Interest rates (r)
(n) 1% 2% 3% 4% 5% 6% 7% 8% 9% 10%
1 0.990 0.980 0.971 0.962 0.952 0.943 0.935 0.926 0.917 0.909
2 0.980 0.961 0.943 0.925 0.907 0.890 0.873 0.857 0.842 0.826
3 0.971 0.942 0.915 0.889 0.864 0.840 0.816 0.794 0.772 0.751
4 0.961 0.924 0.888 0.855 0.823 0.792 0.763 0.735 0.708 0.683
5 0.951 0.906 0.863 0.822 0.784 0.747 0.713 0.681 0.650 0.621
6 0.942 0.888 0.837 0.790 0.746 0.705 0.666 0.630 0.596 0.564
7 0.933 0.871 0.813 0.760 0.711 0.665 0.623 0.583 0.547 0.513
8 0.923 0.853 0.789 0.731 0.677 0.627 0.582 0.540 0.502 0.467
9 0.914 0.837 0.766 0.703 0.645 0.592 0.544 0.500 0.460 0.424
10 0.905 0.820 0.744 0.676 0.614 0.558 0.508 0.463 0.422 0.386
11 0.896 0.804 0.722 0.650 0.585 0.527 0.475 0.429 0.388 0.350
12 0.887 0.788 0.701 0.625 0.557 0.497 0.444 0.397 0.356 0.319
13 0.879 0.773 0.681 0.601 0.530 0.469 0.415 0.368 0.326 0.290
14 0.870 0.758 0.661 0.577 0.505 0.442 0.388 0.340 0.299 0.263
15 0.861 0.743 0.642 0.555 0.481 0.417 0.362 0.315 0.275 0.239
16 0.853 0.728 0.623 0.534 0.458 0.394 0.339 0.292 0.252 0.218
17 0.844 0.714 0.605 0.513 0.436 0.371 0.317 0.270 0.231 0.198
18 0.836 0.700 0.587 0.494 0.416 0.350 0.296 0.250 0.212 0.180
19 0.828 0.686 0.570 0.475 0.396 0.331 0.277 0.232 0.194 0.164
20 0.820 0.673 0.554 0.456 0.377 0.312 0.258 0.215 0.178 0.149

Periods Interest rates (r)

(n) 11% 12% 13% 14% 15% 16% 17% 18% 19% 20%
1 0.901 0.893 0.885 0.877 0.870 0.862 0.855 0.847 0.840 0.833
2 0.812 0.797 0.783 0.769 0.756 0.743 0.731 0.718 0.706 0.694
3 0.731 0.712 0.693 0.675 0.658 0.641 0.624 0.609 0.593 0.579
4 0.659 0.636 0.613 0.592 0.572 0.552 0.534 0.516 0.499 0.482
5 0.593 0.567 0.543 0.519 0.497 0.476 0.456 0.437 0.419 0.402
6 0.535 0.507 0.480 0.456 0.432 0.410 0.390 0.370 0.352 0.335
7 0.482 0.452 0.425 0.400 0.376 0.354 0.333 0.314 0.296 0.279
8 0.434 0.404 0.376 0.351 0.327 0.305 0.285 0.266 0.249 0.233
9 0.391 0.361 0.333 0.308 0.284 0.263 0.243 0.225 0.209 0.194
10 0.352 0.322 0.295 0.270 0.247 0.227 0.208 0.191 0.176 0.162
11 0.317 0.287 0.261 0.237 0.215 0.195 0.178 0.162 0.148 0.135
12 0.286 0.257 0.231 0.208 0.187 0.168 0.152 0.137 0.124 0.112
13 0.258 0.229 0.204 0.182 0.163 0.145 0.130 0.116 0.104 0.093
14 0.232 0.205 0.181 0.160 0.141 0.125 0.111 0.099 0.088 0.078
15 0.209 0.183 0.160 0.140 0.123 0.108 0.095 0.084 0.079 0.065
16 0.188 0.163 0.141 0.123 0.107 0.093 0.081 0.071 0.062 0.054
17 0.170 0.146 0.125 0.108 0.093 0.080 0.069 0.060 0.052 0.045
18 0.153 0.130 0.111 0.095 0.081 0.069 0.059 0.051 0.044 0.038
19 0.138 0.116 0.098 0.083 0.070 0.060 0.051 0.043 0.037 0.031
20 0.124 0.104 0.087 0.073 0.061 0.051 0.043 0.037 0.031 0.026

November 2014 22 Performance Strategy

Cumulative present value of $1 per annum, Receivable or Payable at the end of each year for n
1− (1+ r ) − n
years r

Periods Interest rates (r)

(n) 1% 2% 3% 4% 5% 6% 7% 8% 9% 10%
1 0.990 0.980 0.971 0.962 0.952 0.943 0.935 0.926 0.917 0.909
2 1.970 1.942 1.913 1.886 1.859 1.833 1.808 1.783 1.759 1.736
3 2.941 2.884 2.829 2.775 2.723 2.673 2.624 2.577 2.531 2.487
4 3.902 3.808 3.717 3.630 3.546 3.465 3.387 3.312 3.240 3.170
5 4.853 4.713 4.580 4.452 4.329 4.212 4.100 3.993 3.890 3.791
6 5.795 5.601 5.417 5.242 5.076 4.917 4.767 4.623 4.486 4.355
7 6.728 6.472 6.230 6.002 5.786 5.582 5.389 5.206 5.033 4.868
8 7.652 7.325 7.020 6.733 6.463 6.210 5.971 5.747 5.535 5.335
9 8.566 8.162 7.786 7.435 7.108 6.802 6.515 6.247 5.995 5.759
10 9.471 8.983 8.530 8.111 7.722 7.360 7.024 6.710 6.418 6.145
11 10.368 9.787 9.253 8.760 8.306 7.887 7.499 7.139 6.805 6.495
12 11.255 10.575 9.954 9.385 8.863 8.384 7.943 7.536 7.161 6.814
13 12.134 11.348 10.635 9.986 9.394 8.853 8.358 7.904 7.487 7.103
14 13.004 12.106 11.296 10.563 9.899 9.295 8.745 8.244 7.786 7.367
15 13.865 12.849 11.938 11.118 10.380 9.712 9.108 8.559 8.061 7.606
16 14.718 13.578 12.561 11.652 10.838 10.106 9.447 8.851 8.313 7.824
17 15.562 14.292 13.166 12.166 11.274 10.477 9.763 9.122 8.544 8.022
18 16.398 14.992 13.754 12.659 11.690 10.828 10.059 9.372 8.756 8.201
19 17.226 15.679 14.324 13.134 12.085 11.158 10.336 9.604 8.950 8.365
20 18.046 16.351 14.878 13.590 12.462 11.470 10.594 9.818 9.129 8.514

Periods Interest rates (r)

(n) 11% 12% 13% 14% 15% 16% 17% 18% 19% 20%
1 0.901 0.893 0.885 0.877 0.870 0.862 0.855 0.847 0.840 0.833
2 1.713 1.690 1.668 1.647 1.626 1.605 1.585 1.566 1.547 1.528
3 2.444 2.402 2.361 2.322 2.283 2.246 2.210 2.174 2.140 2.106
4 3.102 3.037 2.974 2.914 2.855 2.798 2.743 2.690 2.639 2.589
5 3.696 3.605 3.517 3.433 3.352 3.274 3.199 3.127 3.058 2.991
6 4.231 4.111 3.998 3.889 3.784 3.685 3.589 3.498 3.410 3.326
7 4.712 4.564 4.423 4.288 4.160 4.039 3.922 3.812 3.706 3.605
8 5.146 4.968 4.799 4.639 4.487 4.344 4.207 4.078 3.954 3.837
9 5.537 5.328 5.132 4.946 4.772 4.607 4.451 4.303 4.163 4.031
10 5.889 5.650 5.426 5.216 5.019 4.833 4.659 4.494 4.339 4.192
11 6.207 5.938 5.687 5.453 5.234 5.029 4.836 4.656 4.486 4.327
12 6.492 6.194 5.918 5.660 5.421 5.197 4.988 4.793 4.611 4.439
13 6.750 6.424 6.122 5.842 5.583 5.342 5.118 4.910 4.715 4.533
14 6.982 6.628 6.302 6.002 5.724 5.468 5.229 5.008 4.802 4.611
15 7.191 6.811 6.462 6.142 5.847 5.575 5.324 5.092 4.876 4.675
16 7.379 6.974 6.604 6.265 5.954 5.668 5.405 5.162 4.938 4.730
17 7.549 7.120 6.729 6.373 6.047 5.749 5.475 5.222 4.990 4.775
18 7.702 7.250 6.840 6.467 6.128 5.818 5.534 5.273 5.033 4.812
19 7.839 7.366 6.938 6.550 6.198 5.877 5.584 5.316 5.070 4.843
20 7.963 7.469 7.025 6.623 6.259 5.929 5.628 5.353 5.101 4.870

Performance Strategy 23 November 2014

 Formulae

Annuity
Present value of an annuity of £1 per annum receivable or payable for n years,
commencing in one year, discounted at r% per annum:

 
PV = 1 1 − 1

r  [1 + r ] 
n

Perpetuity
Present value of £1 per annum, payable or receivable in perpetuity,
commencing in one year, discounted at r% per annum:
1
PV =
r

Growing Perpetuity
Present value of £1 per annum, receivable or payable, commencing in one year,
growing in perpetuity at a constant rate of g% per annum, discounted at r% per
annum:
1
PV =
r −g

November 2014 24 Performance Strategy

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Performance Strategy 25 November 2014

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November 2014 26 Performance Strategy

LIST OF VERBS USED IN THE QUESTION REQUIREMENTS
A list of the learning objectives and verbs that appear in the syllabus and in the question requirements for
each question in this paper.

It is important that you answer the question according to the definition of the verb.
LEARNING OBJECTIVE VERBS USED DEFINITION

Level 1 - KNOWLEDGE
What you are expected to know. List Make a list of
State Express, fully or clearly, the details/facts of
Define Give the exact meaning of

Level 2 - COMPREHENSION
What you are expected to understand. Describe Communicate the key features
Distinguish Highlight the differences between
Explain Make clear or intelligible/State the meaning or
purpose of
Identify Recognise, establish or select after
consideration
Illustrate Use an example to describe or explain
something

Level 3 - APPLICATION
How you are expected to apply your knowledge. Apply Put to practical use
Calculate/compute Ascertain or reckon mathematically
Demonstrate Prove with certainty or to exhibit by
practical means
Prepare Make or get ready for use
Reconcile Make or prove consistent/compatible
Solve Find an answer to
Tabulate Arrange in a table

Level 4 - ANALYSIS
How are you expected to analyse the detail of Analyse Examine in detail the structure of
what you have learned. Categorise Place into a defined class or division
Compare and contrast Show the similarities and/or differences
between
Construct Build up or compile
Discuss Examine in detail by argument
Interpret Translate into intelligible or familiar terms
Prioritise Place in order of priority or sequence for action
Produce Create or bring into existence

Level 5 - EVALUATION
How are you expected to use your learning to Advise Counsel, inform or notify
evaluate, make decisions or recommendations. Evaluate Appraise or assess the value of
Recommend Advise on a course of action

Performance Strategy 27 November 2014

 Performance Pillar

Strategic Level Paper

P3 – Performance Strategy

November 2014

Wednesday Morning Session

November 2014 28 Performance Strategy