P2 Performance Management

23 November 2011 Wednesday Afternoon Session

Instructions to candidates
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, make
annotations 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 subquestions).
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.
ALL QUESTIONS ARE COMPULSORY.
Section A comprises 5 questions and is on pages 2 to 4.
Section B comprises 2 questions and is on pages 6 to 9.
Maths tables and formulae are provided on pages 11 to 14.
The list of verbs as published in the syllabus is given for reference on page
15.
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.

P2 Performance Management

Performance Pillar

TURN OVER

The Chartered Institute of Management Accountants 2011

SECTION A 50 MARKS
[You are advised to spend no longer than 18 minutes on each question in this
section.]

ANSWER ALL FIVE QUESTIONS IN THIS SECTION. EACH QUESTION IS

WORTH 10 MARKS. YOU SHOULD SHOW YOUR WORKINGS AS MARKS
ARE AVAILABLE FOR THE METHOD YOU USE.
Question One
A company has developed a new product. Details are as follows:
Selling price and product life cycle
The product will have a life cycle of 10,000 units. It is estimated that the first 9,000 units will
be sold for $124 each and then the product will enter the decline stage of its life cycle. It is
difficult to forecast the selling price for the 1,000 units that will be sold during this stage.
Costs
Labour will be paid at $12 per hour. Other variable costs will be $38 per unit. Fixed costs will
total $80,000 over the life cycle of the product. The labour rate and both of these costs will not
change throughout the products life cycle.
Learning curve
The first batch of 100 units will take 1,500 labour hours to produce. There will be an 85%
learning curve that will continue until 6,400 units have been produced. Batches after this level
th
will each take the same amount of time as the 64 batch. The batch size will always be 100
units.

Required:
Calculate

(a)

the cumulative average time per batch for the first 64 batches

(b)

the time taken for the 64 batch

(2 marks)
th

(3 marks)

(c)

the average selling price of the final 1,000 units that will allow the
company to earn a total profit of $100,000 from the product
(5 marks)
(Total for Question One = 10 marks)

Note: The learning index for an 85% learning curve is -0.2345

Ignore the time value of money.

Performance Management

November 2011

Question Two
SF manufactures and sells a limited range of flat pack furniture. Due to the standardisation of
its products, SF uses a standard costing system to monitor its performance. At the start of
each financial year the company directors agree a set of standard costs for each of the
companys products. Monthly variance reports are discussed at each monthly board meeting.
A few months ago the Production Director attended a conference on World Class
Manufacturing and was very interested in a presentation on Kaizen Costing. The presenter
illustrated how the use of Kaizen Costing had enabled her company to reduce its unit
manufacturing costs by 20%.

Required:
(a)

Explain the principles of Kaizen Costing.

(4 marks)

(b)

Discuss how Kaizen Costing conflicts with SFs current performance

reporting procedures.
(6 marks)
(Total for Question Two = 10 marks)

Question Three
LCG was established in 1998 and manufactures a range of garden tables and chairs which it
makes from timber purchased from a number of suppliers.
The recently appointed Managing Director has expressed increasing concern about the
trends in falling sales volumes, rising costs and hence declining profits over the last two
years. There is general agreement amongst the managers of LCG that these trends are the
result of the increased intense competition that has emerged over the last two years. LCG
continues to have a reputation for high quality but this quality is now being matched by the
competition.
The competitors are taking LCGs share of the market by selling equivalent products at lower
prices. It is thought that in order to offer such low prices the production costs of the
competitors must be lower than LCGs.

Required:
Discuss how LCG could improve its sales volumes, costs and profits by using (i)
value analysis and (ii) functional cost analysis.
(Total for Question Three = 10 marks)

TURN OVER
November 2011

Performance Management

Question Four
WX, a consultancy company, is preparing its budgets for the year to 31 December 2012. The
directors of the company have stated that they would like to reduce the companys overdraft
to zero by 30 June 2012 and to have a positive cash balance of $145,000 by the end of the
year. In addition, the directors would like to achieve a 20% growth in sales revenue compared
to 2011 and a pre-tax profit of $180,000 for the year.

Required:
Illustrate the differences between feedforward control and feedback control
using the above information about WXs cash budget.

(Total for Question Four = 10 marks)

Question Five
An airline company has operated short haul passenger and cargo flights to various
destinations from a busy airport for several years. Its competitive advantage has been the fact
that it offers low ticket prices to passengers. It now faces increased competition on a number
of its routes.
The company currently monitors its performance using financial measures. These financial
measures have served it well in the past, but a new director has suggested that non-financial
measures may also be used to provide a better indication of overall performance. She has
suggested that the company should consider using the Balanced Scorecard.

Required:
(a)

Explain the concepts of the Balanced Scorecard and how it could be used
by the airline company.
(6 marks)

(b)

Explain TWO non-financial measures that the airline company could use
to monitor its performance.
(4 marks)

(Total for Question Five = 10 marks)

(Total for Section A = 50 marks)

End of Section A
Section B starts on page 6
Performance Management

November 2011

This page is blank

TURN OVER
November 2011

Performance Management

SECTION B 50 MARKS
[You are advised to spend no longer than 45 minutes on each question in this section.]

ANSWER BOTH QUESTIONS IN THIS SECTION. EACH QUESTION IS

WORTH 25 MARKS. YOU SHOULD SHOW YOUR WORKINGS AS MARKS
ARE AVAILABLE FOR THE METHOD YOU USE.
Question Six
RFT, an engineering company, has been asked to provide a quotation for a contract to build a
new engine. The potential customer is not a current customer of RFT, but the directors of RFT
are keen to try and win the contract as they believe that this may lead to more contracts in the
future. As a result they intend pricing the contract using relevant costs.
The following information has been obtained from a two-hour meeting that the Production
Director of RFT had with the potential customer. The Production Director is paid an annual
salary equivalent to $1,200 per 8-hour day.
110 square metres of material A will be required. This is a material that is regularly used by
RFT and there are 200 square metres currently in inventory. These were bought at a cost of
$12 per square metre. They have a resale value of $10.50 per square metre and their current
replacement cost is $12.50 per square metre.
30 litres of material B will be required. This material will have to be purchased for the contract
because it is not otherwise used by RFT. The minimum order quantity from the supplier is 40
litres at a cost of $9 per litre. RFT does not expect to have any use for any of this material that
remains after this contract is completed.
60 components will be required. These will be purchased from HY. The purchase price is $50
per component.
A total of 235 direct labour hours will be required. The current wage rate for the appropriate
grade of direct labour is $11 per hour. Currently RFT has 75 direct labour hours of spare
capacity at this grade that is being paid under a guaranteed wage agreement. The additional
hours would need to be obtained by either (i) overtime at a total cost of $14 per hour; or (ii)
recruiting temporary staff at a cost of $12 per hour. However, if temporary staff are used they
will not be as experienced as RFTs existing workers and will require 10 hours supervision by
an existing supervisor who would be paid overtime at a cost of $18 per hour for this work.
25 machine hours will be required. The machine to be used is already leased for a weekly
leasing cost of $600. It has a capacity of 40 hours per week. The machine has sufficient
available capacity for the contract to be completed. The variable running cost of the machine
is $7 per hour.
The company absorbs its fixed overhead costs using an absorption rate of $20 per direct
labour hour.

Performance Management

November 2011

Required:
(a)

Calculate the relevant cost of building the new engine.

You should present your answer in a schedule that clearly shows the
relevant cost value for each of the items identified above. You should also
explain each relevant cost value you have included in your schedule and
why the values you have excluded are not relevant.
(13 marks)

(b)

HY, the company that is to supply RFT with the components that are
required for this contract, is another company in the same group as RFT.
Each component is being transferred to RFT taking account of HYs
opportunity cost of the component. The variable cost that will be incurred
by HY is $28 per component.
Discuss the factors that would be considered by HY to determine the
opportunity cost of the component.
(5 marks)

(c)

When there is no external market for the item being supplied between
divisions of a company the transfer price is often based on the supplying
divisions cost.

(i)

Illustrate, using a numerical example, the performance measurement

problem that can arise when using a transfer price based on actual cost.
(3 marks)

(ii)

Explain how using standard costs rather than actual costs as the basis of
the transfer price would solve the problem identified in (i) above.
(4 marks)
(Total for Question Six = 25 marks)

Section B continues on page 8

TURN OVER
November 2011

Performance Management

Question Seven
SHG manufactures and installs heating systems for commercial customers. SHG commenced
trading in 1990. At first, all operations were confined to the northern region but since 2006
SHG has expanded its operations into the southern region. In May 2009 the directors of SHG
decided to adopt a divisionalised structure in order to facilitate better management control of
SHGs operations. SHG created two divisions, the Northern division and the Southern
division.
The following information is available:
1. Net assets of SHG as at 31 May were as follows:
Division
Non-current
assets (net book
value)
Net current
assets
Net assets
Non-current
assets acquired
in year

2011
Northern
Southern
$m
$m
78.75
146.25

2010
Northern
Southern
$m
$m
72.45
134.55

2009
Northern
Southern
$m
$m
70.00
130.00

47.25

87.75

46.55

86.45

42.00

78.00

126.00
15.05

234.00
27.95

119.00
10.50

221.00
19.50

112.00

208.00

Notes:
There were no disposals of non-current assets during the above periods.
Depreciation is charged at 10% per annum on a reducing balance basis in respect of all noncurrent assets held at the end of the year.
2. For the years ended 31 May 2010 and 2011, turnover and operating cashflows were as
follows:
Division
Turnover:
Northern
Southern
Operating cash flows:
Northern
Southern

2011
$m

2010
$m

168
240

148
220

42
60

37
55

3. Each division has a target return on capital employed (ROCE) of 20% on average capital
employed throughout each year. The managers of both divisions are entitled to receive
an annual bonus under a management incentive scheme if the target rate of ROCE is
achieved for their division.
NOTE: Ignore Taxation and Inflation

Performance Management

November 2011

Required:
(a)
(i)

Calculate the Return on Capital Employed (ROCE) (using average capital

employed) achieved by each division during the years ended 31 May 2010
and 31 May 2011.
(7 marks)

(ii)

Calculate (1) the asset turnover and (2) the profit/sales % achieved by
each division during the years ended 31 May 2010 and 31 May 2011.

(iii)

Discuss the relative performances of the two divisions.

(4 marks)
(4 marks)

(b)

SHG realises that its present performance reporting system does not highlight quality
costs. The reports contain the information below, but the directors require this to be
reported in an appropriate format.
The following information is available in respect of the year ended 31 May 2011:
1. Production data:
Units requiring rework
Units requiring warranty repair service
Design engineering hours
Inspection hours (manufacturing)

1,500
1,800
66,000
216,000

2. Cost data:
$
75

Design engineering cost per hour

Inspection cost per hour (manufacturing)
Rework cost per heating system unit reworked (manufacturing)
Customer support cost per repaired unit (marketing)
Transportation costs per repaired unit (distribution)
Warranty repair costs per repaired unit

40
3,000
200
240
3,200

3. Staff training costs amounted to $150,000 and additional product testing costs were
$49,000.
4. The marketing director has estimated that sales of 1,400 units were lost as a result of
bad publicity in trade journals. The average contribution per heating system unit is
estimated at $6,000.

Required:
Prepare a cost of quality report for SHG that shows its costs of quality (using
appropriate headings) for the year ended 31 May 2011.
(10 marks)
(Total for Question Seven = 25 marks)

(Total for Section B = 50 marks)

November 2011

Performance Management

End of question paper

Maths tables and formulae are on pages 11 to 14

Performance Management

10

November 2011

PRESENT VALUE TABLE

Present value of 1 unit of currency, that is 1+ r

periods until payment or receipt.

)n where r = interest rate; n = number of

Periods
(n)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

1%
0.990
0.980
0.971
0.961
0.951
0.942
0.933
0.923
0.914
0.905
0.896
0.887
0.879
0.870
0.861
0.853
0.844
0.836
0.828
0.820

2%
0.980
0.961
0.942
0.924
0.906
0.888
0.871
0.853
0.837
0.820
0.804
0.788
0.773
0.758
0.743
0.728
0.714
0.700
0.686
0.673

3%
0.971
0.943
0.915
0.888
0.863
0.837
0.813
0.789
0.766
0.744
0.722
0.701
0.681
0.661
0.642
0.623
0.605
0.587
0.570
0.554

4%
0.962
0.925
0.889
0.855
0.822
0.790
0.760
0.731
0.703
0.676
0.650
0.625
0.601
0.577
0.555
0.534
0.513
0.494
0.475
0.456

Interest rates (r)

5%
6%
0.952
0.943
0.907
0.890
0.864
0.840
0.823
0.792
0.784
0.747
0.746
0705
0.711
0.665
0.677
0.627
0.645
0.592
0.614
0.558
0.585
0.527
0.557
0.497
0.530
0.469
0.505
0.442
0.481
0.417
0.458
0.394
0.436
0.371
0.416
0.350
0.396
0.331
0.377
0.312

7%
0.935
0.873
0.816
0.763
0.713
0.666
0.623
0.582
0.544
0.508
0.475
0.444
0.415
0.388
0.362
0.339
0.317
0.296
0.277
0.258

8%
0.926
0.857
0.794
0.735
0.681
0.630
0.583
0.540
0.500
0.463
0.429
0.397
0.368
0.340
0.315
0.292
0.270
0.250
0.232
0.215

9%
0.917
0.842
0.772
0.708
0.650
0.596
0.547
0.502
0.460
0.422
0.388
0.356
0.326
0.299
0.275
0.252
0.231
0.212
0.194
0.178

10%
0.909
0.826
0.751
0.683
0.621
0.564
0.513
0.467
0.424
0.386
0.350
0.319
0.290
0.263
0.239
0.218
0.198
0.180
0.164
0.149

Periods
(n)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

11%
0.901
0.812
0.731
0.659
0.593
0.535
0.482
0.434
0.391
0.352
0.317
0.286
0.258
0.232
0.209
0.188
0.170
0.153
0.138
0.124

12%
0.893
0.797
0.712
0.636
0.567
0.507
0.452
0.404
0.361
0.322
0.287
0.257
0.229
0.205
0.183
0.163
0.146
0.130
0.116
0.104

13%
0.885
0.783
0.693
0.613
0.543
0.480
0.425
0.376
0.333
0.295
0.261
0.231
0.204
0.181
0.160
0.141
0.125
0.111
0.098
0.087

14%
0.877
0.769
0.675
0.592
0.519
0.456
0.400
0.351
0.308
0.270
0.237
0.208
0.182
0.160
0.140
0.123
0.108
0.095
0.083
0.073

Interest rates (r)

15%
16%
0.870
0.862
0.756
0.743
0.658
0.641
0.572
0.552
0.497
0.476
0.432
0.410
0.376
0.354
0.327
0.305
0.284
0.263
0.247
0.227
0.215
0.195
0.187
0.168
0.163
0.145
0.141
0.125
0.123
0.108
0.107
0.093
0.093
0.080
0.081
0.069
0.070
0.060
0.061
0.051

17%
0.855
0.731
0.624
0.534
0.456
0.390
0.333
0.285
0.243
0.208
0.178
0.152
0.130
0.111
0.095
0.081
0.069
0.059
0.051
0.043

18%
0.847
0.718
0.609
0.516
0.437
0.370
0.314
0.266
0.225
0.191
0.162
0.137
0.116
0.099
0.084
0.071
0.060
0.051
0.043
0.037

19%
0.840
0.706
0.593
0.499
0.419
0.352
0.296
0.249
0.209
0.176
0.148
0.124
0.104
0.088
0.079
0.062
0.052
0.044
0.037
0.031

20%
0.833
0.694
0.579
0.482
0.402
0.335
0.279
0.233
0.194
0.162
0.135
0.112
0.093
0.078
0.065
0.054
0.045
0.038
0.031
0.026

November 2011

11

Performance Management

CUMULATIVE PRESENT VALUE TABLE

Cumulative present value of 1 unit of currency per annum, Receivable or Payable at the end of
each year for n years

Periods
(n)
1
2
3
4
5

1 (1+ r ) n
r

1%
0.990
1.970
2.941
3.902
4.853

2%
0.980
1.942
2.884
3.808
4.713

3%
0.971
1.913
2.829
3.717
4.580

4%
0.962
1.886
2.775
3.630
4.452

Interest rates (r)

5%
6%
0.952
0.943
1.859
1.833
2.723
2.673
3.546
3.465
4.329
4.212

7%
0.935
1.808
2.624
3.387
4.100

8%
0.926
1.783
2.577
3.312
3.993

9%
0.917
1.759
2.531
3.240
3.890

10%
0.909
1.736
2.487
3.170
3.791

6
7
8
9
10

5.795
6.728
7.652
8.566
9.471

5.601
6.472
7.325
8.162
8.983

5.417
6.230
7.020
7.786
8.530

5.242
6.002
6.733
7.435
8.111

5.076
5.786
6.463
7.108
7.722

4.917
5.582
6.210
6.802
7.360

4.767
5.389
5.971
6.515
7.024

4.623
5.206
5.747
6.247
6.710

4.486
5.033
5.535
5.995
6.418

4.355
4.868
5.335
5.759
6.145

11
12
13
14
15

10.368
11.255
12.134
13.004
13.865

9.787
10.575
11.348
12.106
12.849

9.253
9.954
10.635
11.296
11.938

8.760
9.385
9.986
10.563
11.118

8.306
8.863
9.394
9.899
10.380

7.887
8.384
8.853
9.295
9.712

7.499
7.943
8.358
8.745
9.108

7.139
7.536
7.904
8.244
8.559

6.805
7.161
7.487
7.786
8.061

6.495
6.814
7.103
7.367
7.606

16
17
18
19
20

14.718
15.562
16.398
17.226
18.046

13.578
14.292
14.992
15.679
16.351

12.561
13.166
13.754
14.324
14.878

11.652
12.166
12.659
13.134
13.590

10.838
11.274
11.690
12.085
12.462

10.106
10.477
10.828
11.158
11.470

9.447
9.763
10.059
10.336
10.594

8.851
9.122
9.372
9.604
9.818

8.313
8.544
8.756
8.950
9.129

7.824
8.022
8.201
8.365
8.514

Periods
(n)
1
2
3
4
5

11%
0.901
1.713
2.444
3.102
3.696

12%
0.893
1.690
2.402
3.037
3.605

13%
0.885
1.668
2.361
2.974
3.517

14%
0.877
1.647
2.322
2.914
3.433

Interest rates (r)

15%
16%
0.870
0.862
1.626
1.605
2.283
2.246
2.855
2.798
3.352
3.274

17%
0.855
1.585
2.210
2.743
3.199

18%
0.847
1.566
2.174
2.690
3.127

19%
0.840
1.547
2.140
2.639
3.058

20%
0.833
1.528
2.106
2.589
2.991

6
7
8
9
10

4.231
4.712
5.146
5.537
5.889

4.111
4.564
4.968
5.328
5.650

3.998
4.423
4.799
5.132
5.426

3.889
4.288
4.639
4.946
5.216

3.784
4.160
4.487
4.772
5.019

3.685
4.039
4.344
4.607
4.833

3.589
3.922
4.207
4.451
4.659

3.498
3.812
4.078
4.303
4.494

3.410
3.706
3.954
4.163
4.339

3.326
3.605
3.837
4.031
4.192

11
12
13
14
15

6.207
6.492
6.750
6.982
7.191

5.938
6.194
6.424
6.628
6.811

5.687
5.918
6.122
6.302
6.462

5.453
5.660
5.842
6.002
6.142

5.234
5.421
5.583
5.724
5.847

5.029
5.197
5.342
5.468
5.575

4.836
4.988
5.118
5.229
5.324

4.656
7.793
4.910
5.008
5.092

4.486
4.611
4.715
4.802
4.876

4.327
4.439
4.533
4.611
4.675

16
17
18
19
20

7.379
7.549
7.702
7.839
7.963

6.974
7.120
7.250
7.366
7.469

6.604
6.729
6.840
6.938
7.025

6.265
6.373
6.467
6.550
6.623

5.954
6.047
6.128
6.198
6.259

5.668
5.749
5.818
5.877
5.929

5.405
5.475
5.534
5.584
5.628

5.162
5.222
5.273
5.316
5.353

4.938
4.990
5.033
5.070
5.101

4.730
4.775
4.812
4.843
4.870

Performance Management

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November 2011

FORMULAE
PROBABILITY
A B = A or B.
A B = A and B (overlap).
P(B | A) = probability of B, given A.
Rules of Addition
If A and B are mutually exclusive:
If A and B are not mutually exclusive:

P(A B) = P(A) + P(B)

P(A B) = P(A) + P(B) P(A B)

Rules of Multiplication
If A and B are independent:
If A and B are not independent:

P(A B) = P(A) * P(B)

P(A B) = P(A) * P(B | A)

E(X) = (probability * payoff)

DESCRIPTIVE STATISTICS
Arithmetic Mean

x =

x
n

x=

fx
f

(frequency distribution)

Standard Deviation

SD =

( x x ) 2
n

SD =

fx 2
x 2 (frequency distribution)
f

INDEX NUMBERS
Price relative = 100 * P1/P0

Price:

Quantity:

Quantity relative = 100 * Q1/Q0

P
w 1
Po
w

x 100

Q
w 1
Qo x 100
w

TIME SERIES
Additive Model
Series = Trend + Seasonal + Random
Multiplicative Model
Series = Trend * Seasonal * Random

November 2011

13

Performance Management

FINANCIAL MATHEMATICS
Compound Interest (Values and Sums)
Future Value S, of a sum of X, invested for n periods, compounded at r% interest
n
S = X[1 + r]
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:
PV =

1
r

LEARNING CURVE
b

Yx = aX
where:
Yx = the cumulative average time per unit to produce X units;
a = the time required to produce the first unit of output;
X = the cumulative number of units;
b = the index of learning.
The exponent b is defined as the log of the learning curve improvement rate divided by log 2.
INVENTORY MANAGEMENT
Economic Order Quantity
2C o D

EOQ =

Ch

where:

Co
Ch
D

=
=
=

cost of placing an order

cost of holding one unit in inventory for one year
annual demand

Performance Management

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November 2011

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
Level 1 - KNOWLEDGE
What you are expected to know.

Level 2 - COMPREHENSION
What you are expected to understand.

VERBS USED

DEFINITION

List
State
Define

Make a list of
Express, fully or clearly, the details/facts of
Give the exact meaning of

Describe
Distinguish
Explain

Communicate the key features

Highlight the differences between
Make clear or intelligible/State the meaning or
purpose of
Recognise, establish or select after
consideration
Use an example to describe or explain
something

Identify
Illustrate
Level 3 - APPLICATION
How you are expected to apply your knowledge.

Apply
Calculate
Demonstrate
Prepare
Reconcile
Solve
Tabulate

Level 4 - ANALYSIS
How are you expected to analyse the detail of
what you have learned.

Level 5 - EVALUATION
How are you expected to use your learning to
evaluate, make decisions or recommendations.

November 2011

Analyse
Categorise
Compare and contrast

Put to practical use

Ascertain or reckon mathematically
Prove with certainty or to exhibit by
practical means
Make or get ready for use
Make or prove consistent/compatible
Find an answer to
Arrange in a table

Construct
Discuss
Interpret
Prioritise
Produce

Examine in detail the structure of

Place into a defined class or division
Show the similarities and/or differences
between
Build up or compile
Examine in detail by argument
Translate into intelligible or familiar terms
Place in order of priority or sequence for action
Create or bring into existence

Advise
Evaluate
Recommend

Counsel, inform or notify

Appraise or assess the value of
Advise on a course of action

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Performance Management

Performance Pillar

Management Level Paper

P2 Performance Management

November 2011

Wednesday Afternoon Session

Performance Management

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November 2011