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Barrick Gold must change from Canadian - GAAP to IFRS. Case covers the transition.

Ethiopia lacks the institutional resources to adopt full IFRS so opts for IFRS for small & medium entities.

The case describes the challenges that Ultimate Fighting Championship faced as a result of regulatory opposition and loss of the license to operate. The genesis of the business idea, the subsequent growth, and the fall of the UFC are described. The case concludes with Lorenzo Fertitta deciding whether to invest in the company.

Ornge’s management team is taking a look at its helicopter service contract, which accounts for 42 per cent of its annual costs. The firm is a not-for-profit organization tasked with providing air and ground ambulance services for Ontario, Canada. In the past, Ornge has subcontracted helicopter service to a service provider. But an analysis conducted within Ornge suggests that owning the helicopters might save the firm a lot of money. Any savings could be reinvested, allowing Ornge to respond to more service calls per year. There are benefits and drawbacks to each of the options facing Ornge, and Dr. Christopher Massa and his team are trying to determine which option makes the most sense for the firm.

Barrick Gold, the largest gold producer in the world, has taken steps to eliminate its longstanding gold hedging program. In its early years, Barrick’s hedging program was a key factor allowing the firm to grow amid falling gold prices. But Barrick’s management team faced questions about its hedging program when gold prices started to rise in the 2000s. The case allows students to review Barrick’s hedging program and consider the impact of its decision not to hedge going forward.

A consumer goods analyst has been asked to understand the governance structure and various risks facing Compagnie Financiere Richemont SA, a Swiss-based luxury goods conglomerate. Richemont has emerged as one of the premier luxury brand houses in the world and is controlled by a single person, Johann Rupert. The case describes the development of Richemont and provides information on various aspects of the firm, including its many luxury brand houses, management’s preferences, and competitor information with which to conduct a comparator analysis.

The superintendent of the St. Thomas Golf Course had to develop the 2010 operating budget for the maintenance of the golf course and recommend the extent of infrastructure expenditures for the upcoming year. The course was facing increased labour costs due to recent government-mandated increases in the minimum wage. The recommendations had to be made in terms of a weak economy in the area and a recent decline in membership. The student must first assess the financial position of the course prior to determining the extent to which discretionary expenditures should be recommended. The case requires the development of an operating budget and permits a discussion of follow-up procedures for monitoring the budget.

This case describes the precarious fiscal situation of the Illinois public pension system in the spring of 2009 and the accounting of pension plans by nonfederal municipalities more generally. In February 2009, in the midst of a recession, recently appointed Governor Quinn had to lay out his budget for the coming fiscal year and tackle the state's underfunded public pension, its largest liability. Immediately, the governor needed to raise funds to make the state's annual contribution to the pension plan, and at the same time he needed to come up with a plan for pension reform to prevent the future insolvency of the state. Governor Quinn had a number of levers he could employ, including changing the asset allocation of the pension funds; directly tackling entitlements through a defined benefit or defined contribution plan; or implementing a package of pension bonds, taxes, and employee contributions. Through this case, students should more fully understand pension accounting and the hard choices that many states will face because of their outstanding pension liabilities.

Jonathan Day, a recent MBA, is tasked with evaluating tax efficient divestitures for his company. Through his perspective, this case provides an overview of taxable and tax-free structures for corporate divestitures. Students will then analyze Disney's sale of ABC Radio, its portfolio of radio stations, to Citadel Broadcasting Corporation using a tax-free structure known as the reverse Morris Trust, and the tax advantages and financial ramifications of the ABC Radio sale for Disney, Disney's shareholders, and Citadel.

Jonathan Day, a recent MBA, is tasked with evaluating tax efficient divestitures for his company. Through his perspective, this case provides an overview of taxable and tax-free structures for corporate divestitures. Students will then analyze Disney's sale of ABC Radio, its portfolio of radio stations, to Citadel Broadcasting Corporation using a tax-free structure known as the reverse Morris Trust, and the tax advantages and financial ramifications of the ABC Radio sale for Disney, Disney's shareholders, and Citadel.

An acquisition decision by Satyam Corporation created discontent among shareholders and led to a series of investigations that revealed fraud of about INR 50 billion, leading to resignations by several board members and the CEO. This episode became a mockery of corporate governance practices, raising questions about the efficacy of well-accepted governance norms.<br><br>This case covers the events that led to the failure of Satyam. The roles of not only the “promoter” but also other parties, such as the managers, board of directors, auditors and bankers, are discussed in detail. The case draws attention to various corporate governance and ethical issues and provides an opportunity to discuss measures that should be taken by regulators, auditors, and other bodies to prevent fraud.

An entrepreneur and her father have purchased exclusive Canadian distribution rights to Nutrifusion, a new health supplement that provides servings of fruits and vegetables when added to a variety of foods. They are contemplating launching Healthy Life Group, a company to market and distribute Nutrifusion in Canada. They want to evaluate the product’s financial feasibility for the company’s first year of operations, ending December 31, 2011. If the financials look favourable and the business plan seems feasible, the father and daughter will proceed with the new venture.

In 2011, the European Commission was deciding on how to best modify the existing European Union policy on corporate disclosure of environmental, social, and governance (ESG) information. Previous directives had recommended that European companies report ESG information, but now the EC was deciding if organizations should be required to disclose nonfinancial information. The EC had to determine what types of organizations would be required to disclose, which international framework would serve as a standard reporting guideline, and if ESG disclosure would be integrated with financial material in one annual report. This case outlines the history and trends of corporate social responsibility reporting to encourage a discussion around the decision points and implications of reporting regulations.

The case details the history of AIG, its organizational structure, and involvement in the market for credit default swaps and the financial crisis. Edward Liddy has been appointed by Treasury Secretary Henry Paulson as CEO and chairman of AIG during the government's bailout of the insurance giant. He is preparing to address the U.S. House of Representatives' Financial Services Subcommittee on Capital Markets, Insurance, and Government-Sponsored Enterprises to provide testimony related to AIG's payment of $165 million in bonuses to several of its managers at the same time the government had been injecting billions of dollars into the company to help keep it afloat. Students are asked to reflect on the bonus payments, what factors in the organization might have contributed to the issues AIG faced in the financial crisis, and how to ensure the company did not face similar issues again in the future.

The general manager of Horseshoe Resort is finalizing the proposal for a new adventure park with his management team. Horseshoe is a recently purchased all-season resort, and new ownership wants to increase Horseshoe’s attractions to entice visitors to the resort in the summer months. The general manager wants to determine how best to use the land and investment money to cater to Horseshoe’s target market and add to its portfolio of activities.

The general manager of Horseshoe Resort is finalizing the proposal for a new adventure park with his management team. Horseshoe is an all-season resort recently purchased and new ownership wants to increase Horseshoe's attractions to entice visitors to the resort in the summer months. The general manager wants to determine how best to use the land and investment dollars to cater to Horseshoe's target market and add to its portfolio of activities.

In 2002, Wendy Lane had been a member of the board of directors at Tyco International a little more than a year when the company's CEO, Dennis Kozlowski, and other top executives were accused of fraud, which ultimately led to resignations, imprisonments, lawsuits, and SEC filings. In a short period of time Tyco lost two-thirds of its market value. Many outside the company questioned the board's leadership and diligence. Lane, who had a successful career in investment banking before becoming a professional director, was caught in the firestorm. The case discusses the events that led to the crisis, her reflections on managing the crisis both personally and professionally, the reputational risk she encountered, and the lessons she learned as a director.

This case unfolds the financial undertakings of Lehman Brothers Inc., which was once the fourth largest investment bank in the world. On September 15, 2008, less than a year after the bank presented its largest profit ever, the world saw it descending. In terms of size of assets, Lehman is considered the largest bankruptcy in history, with assets summing up to US$639 billion and liabilities of US$613 billion. The U.S. credit crisis uprooted the strength of Wall Street, with Lehman announcing a petition it filed under Chapter 11 of the U.S. bankruptcy code. The bankruptcy raised some interesting questions. The biggest among them being: How could a large-sized company such as Lehman with a track record of reporting huge profits, become so helpless that it had to file for bankruptcy?Undoubtedly, the financial scenario in the United States had become bad, especially for those companies that were into mortgage banking. Lehman had some additional drawbacks. This case tries to deal with a couple of such problems, one of them being the accountancy of its Repo 105 transactions. The modus operandi of the company has been unveiled to show how it managed to hide its true financial state by using gaps in the financial reporting system across the borders and remain clean handed for years.

This exercise reviews depreciaton of fixed assets. It covers double-declining balance method, units-of-output, straight-line depreciation, trade-ins and depreciating pooled assets, and it emphasizes the principle of depreciating assets according to their use.

The financial meltdown made clear that the executives of many major financial institutions were operating with inadequate or distorted information about the values and risks of their firms' assets. It's fair to say that business scholars bear some responsibility for that. Most of them are neither studying nor teaching emerging best practices in asset valuation and risk management. They need to begin exploring the interior of leading-edge companies to provide detailed, qualitative case studies.