write a memo response.

Out of the case You are a qued a in praction, and you do tanpowing management con services, Incent years your prices undertaken several manw ing efficiency Improvements for a medium , td group of companies per though a number of divisions, but n on pas complicada gran control rests with low e n ough redors. The authority the director enhanced by their on the board You have lived god working relationship with the regle rator with whom are contact most frequently. The other onectoresked you to Investigate, amater of r e porter . He had been in to bed, Womofthedral of the greedy for the com this p a ge and will contract. Pred Acontender primary of the location of the factory that the Gnomos, you had gedre h t fundamental design ed that wordt bebrach y r rah dan berwarna make the project to completion es that y ou other glo directeur s On the p ing been witgo the Tour the fact termed to have obs. You that the whole to b uy to the grow o n One week before the final version of the reports , you never from the group's finance Health terabad meeling stonewa det for d ry of the report on A. Late the previo even the regional director had formed the f ire that your de used to provide the report. He says: Tappreciate that you re a d the releases yet the regional director mentioned that could be rendonte s e income delayed by perhaps tot weeks. The regione r has went is sponges to the board met hetaste and f u neral Hea "Hopefully the regional director ang out , but something o u t to be wrong with Project Ass these number the con ferred meheve warte importo for the group's cash flow. The bound to start ing O mellow. When your reported My fundamental prices Ingry How do you want your profesionalnegyby responding to the darbym e ting the fa ct the board to the sele these? i l Dos loyalty to the regional director, from whom your firmy Instruction, outweigh your respondility to the malbourd , your feeling of dation from the regional director that you may be perending? Confidentiality Confidentiality fundamental to the gameswawole to when is the duty of confidentiality wed Professional b o w the information you could the board with the charge of i t . Whether you see the information wer e Information you provide pendinga dh o n with the regional director, how can you protec t ion and there your firm? dentily relevant whicl es presented by consulting AICPA Code of Professional and Out of the case You are a qued a in praction, and you do tanpowing management con services, Incent years your prices undertaken several manw ing efficiency Improvements for a medium , td group of companies per though a number of divisions, but n on pas complicada gran control rests with low e n ough redors. The authority the director enhanced by their on the board You have lived god working relationship with the regle rator with whom are contact most frequently. The other onectoresked you to Investigate, amater of r e porter . He had been in to bed, Womofthedral of the greedy for the com this p a ge and will contract. Pred Acontender primary of the location of the factory that the Gnomos, you had gedre h t fundamental design ed that wordt bebrach y r rah dan berwarna make the project to completion es that y ou other glo directeur s On the p ing been witgo the Tour the fact termed to have obs. You that the whole to b uy to the grow o n One week before the final version of the reports , you never from the group's finance Health terabad meeling stonewa det for d ry of the report on A. Late the previo even the regional director had formed the f ire that your de used to provide the report. He says: Tappreciate that you re a d the releases yet the regional director mentioned that could be rendonte s e income delayed by perhaps tot weeks. The regione r has went is sponges to the board met hetaste and f u neral Hea "Hopefully the regional director ang out , but something o u t to be wrong with Project Ass these number the con ferred meheve warte importo for the group's cash flow. The bound to start ing O mellow. When your reported My fundamental prices Ingry How do you want your profesionalnegyby responding to the darbym e ting the fa ct the board to the sele these? i l Dos loyalty to the regional director, from whom your firmy Instruction, outweigh your respondility to the malbourd , your feeling of dation from the regional director that you may be perending? Confidentiality Confidentiality fundamental to the gameswawole to when is the duty of confidentiality wed Professional b o w the information you could the board with the charge of i t . Whether you see the information wer e Information you provide pendinga dh o n with the regional director, how can you protec t ion and there your firm? dentily relevant whicl es presented by consulting AICPA Code of Professional and Outline of the case You are a qualified accountant in practice, and you lead a team providing management consultancy services. In recent years your practice has undertaken several assignments on manufacturing efficiency Improvements for a medium-sized, quoted group of companies. It operates through a number of divisions, but line responsibility appears complicated, and so significant control rests with four semi-autonomous regional directors. The authority of these directors is enhanced by their seats on the group's main board. You have cultivated good working relationship with the regional director with whom you are in contact most frequently. Three weeks ago that replonal director asked you to investigate, as a matter of urgency, a particular project, Project A. He had been inritated to be told, Informally, of the likely deferral of the agreed delivery date for the components on this sophisticated design-and-bulld contract. Project A comes within the regional director's responsibility primarily because of the location of the factory that makes the key components. Once on site, your team had discovered a range of difficulties with the project, starting with fundamental design faults and extending deep into the manufacturing processes. It is clear that various contracts will be breached, and ligation is likely to follow. Your team has produced a prioritised list of actions and begun working to establish a revised schedule to take the project to completion. At a recent meeting, you gave the regional director and the factory manager your estimate that the delay to Project A will be a minimum of three months. You indicated that extra direct costs are likely to be a million to 10 million. This is before any potential claims for compensation On the instructions of the regional director, your team has been working on a formal report specifying detailed recommendations. While still incomplete, the report appears certain to support your previous estimates. You are aware, from the financial press, that the group is rumoured to have difficulties with los bankers. You assume that the situation with Project A is likely to be seriously detrimental to the group's financial position. One week before the final version of the report is due, you receive a surprise telephone call from the group's finance director. He explains that he is about to enter a main board meeting, but needs to know a date for delivery of the report on Project A. Late the previous evening, the regional director had informed the finance director that your lim had been asked to provide the report. He says: "I appreciate that you have only just started, so there are no reliable estimates yet. But the regional director mentioned that Project A could incur aroundga million to $5 million in extra costs, with income delayed by perhaps she to elght weeks. The regional director has sent his apologies to the board meeting, as he has to attend a family funeral." He adds: "Hopefully, the regional director is being cautious, but if something dous tum out to be as wrong with Project A as those numbers suggest the extra costs and deferred Income have serious implications for the group's cash flow. The full board will need to start planning remedial action now. When will your report be ready?" Key fundamental principles Integrity: How do you maintain your professional integrity: by responding only to the question asked or by Immediately alerting the finance director and the main board to the seriousness of the situation? Objectivity: Does loyalty to the regional director, from whom your firm usually takes Instructions, outweigh your responsibility to the main board? If not, can you resist any feeling of Intimidation from the regional director that you may be experiencing? Confidentiality: Confidentiality is fundamental to the assignment as a whole. But to whom is the duty of confidentiality owed? Professional behaviour: The information you have could assist the main board significantly with the discharge of its duties. Whether you disclose the information now or restrict the Information you provide pending a discussion with the regional director, how can you protect your reputation and that of your firm? Identify relevant ethical issues presented by consulting AICPA Code of Professional Conduct. In your mema response, please site specific sections from the Code of Conduct that you used to resolve the dilemma. 6:50 Done Taxation II SP 2020 group proj... the gardeHehehe honden A hemen he m e Out of the case You are a qued a in praction, and you do tanpowing management con services, Incent years your prices undertaken several manw ing efficiency Improvements for a medium , td group of companies per though a number of divisions, but n on pas complicada gran control rests with low e n ough redors. The authority the director enhanced by their on the board You have lived god working relationship with the regle rator with whom are contact most frequently. The other onectoresked you to Investigate, amater of r e porter . He had been in to bed, Womofthedral of the greedy for the com this p a ge and will contract. Pred Acontender primary of the location of the factory that the Gnomos, you had gedre h t fundamental design ed that wordt bebrach y r rah dan berwarna make the project to completion es that y ou other glo directeur s On the p ing been witgo the Tour the fact termed to have obs. You that the whole to b uy to the grow o n One week before the final version of the reports , you never from the group's finance Health terabad meeling stonewa det for d ry of the report on A. Late the previo even the regional director had formed the f ire that your de used to provide the report. He says: Tappreciate that you re a d the releases yet the regional director mentioned that could be rendonte s e income delayed by perhaps tot weeks. The regione r has went is sponges to the board met hetaste and f u neral Hea "Hopefully the regional director ang out , but something o u t to be wrong with Project Ass these number the con ferred meheve warte importo for the group's cash flow. The bound to start ing O mellow. When your reported My fundamental prices Ingry How do you want your profesionalnegyby responding to the darbym e ting the fa ct the board to the sele these? i l Dos loyalty to the regional director, from whom your firmy Instruction, outweigh your respondility to the malbourd , your feeling of dation from the regional director that you may be perending? Confidentiality Confidentiality fundamental to the gameswawole to when is the duty of confidentiality wed Professional b o w the information you could the board with the charge of i t . Whether you see the information wer e Information you provide pendinga dh o n with the regional director, how can you protec t ion and there your firm? dentily relevant whicl es presented by consulting AICPA Code of Professional and Out of the case You are a qued a in praction, and you do tanpowing management con services, Incent years your prices undertaken several manw ing efficiency Improvements for a medium , td group of companies per though a number of divisions, but n on pas complicada gran control rests with low e n ough redors. The authority the director enhanced by their on the board You have lived god working relationship with the regle rator with whom are contact most frequently. The other onectoresked you to Investigate, amater of r e porter . He had been in to bed, Womofthedral of the greedy for the com this p a ge and will contract. Pred Acontender primary of the location of the factory that the Gnomos, you had gedre h t fundamental design ed that wordt bebrach y r rah dan berwarna make the project to completion es that y ou other glo directeur s On the p ing been witgo the Tour the fact termed to have obs. You that the whole to b uy to the grow o n One week before the final version of the reports , you never from the group's finance Health terabad meeling stonewa det for d ry of the report on A. Late the previo even the regional director had formed the f ire that your de used to provide the report. He says: Tappreciate that you re a d the releases yet the regional director mentioned that could be rendonte s e income delayed by perhaps tot weeks. The regione r has went is sponges to the board met hetaste and f u neral Hea "Hopefully the regional director ang out , but something o u t to be wrong with Project Ass these number the con ferred meheve warte importo for the group's cash flow. The bound to start ing O mellow. When your reported My fundamental prices Ingry How do you want your profesionalnegyby responding to the darbym e ting the fa ct the board to the sele these? i l Dos loyalty to the regional director, from whom your firmy Instruction, outweigh your respondility to the malbourd , your feeling of dation from the regional director that you may be perending? Confidentiality Confidentiality fundamental to the gameswawole to when is the duty of confidentiality wed Professional b o w the information you could the board with the charge of i t . Whether you see the information wer e Information you provide pendinga dh o n with the regional director, how can you protec t ion and there your firm? dentily relevant whicl es presented by consulting AICPA Code of Professional and Outline of the case You are a qualified accountant in practice, and you lead a team providing management consultancy services. In recent years your practice has undertaken several assignments on manufacturing efficiency Improvements for a medium-sized, quoted group of companies. It operates through a number of divisions, but line responsibility appears complicated, and so significant control rests with four semi-autonomous regional directors. The authority of these directors is enhanced by their seats on the group's main board. You have cultivated good working relationship with the regional director with whom you are in contact most frequently. Three weeks ago that replonal director asked you to investigate, as a matter of urgency, a particular project, Project A. He had been inritated to be told, Informally, of the likely deferral of the agreed delivery date for the components on this sophisticated design-and-bulld contract. Project A comes within the regional director's responsibility primarily because of the location of the factory that makes the key components. Once on site, your team had discovered a range of difficulties with the project, starting with fundamental design faults and extending deep into the manufacturing processes. It is clear that various contracts will be breached, and ligation is likely to follow. Your team has produced a prioritised list of actions and begun working to establish a revised schedule to take the project to completion. At a recent meeting, you gave the regional director and the factory manager your estimate that the delay to Project A will be a minimum of three months. You indicated that extra direct costs are likely to be a million to 10 million. This is before any potential claims for compensation On the instructions of the regional director, your team has been working on a formal report specifying detailed recommendations. While still incomplete, the report appears certain to support your previous estimates. You are aware, from the financial press, that the group is rumoured to have difficulties with los bankers. You assume that the situation with Project A is likely to be seriously detrimental to the group's financial position. One week before the final version of the report is due, you receive a surprise telephone call from the group's finance director. He explains that he is about to enter a main board meeting, but needs to know a date for delivery of the report on Project A. Late the previous evening, the regional director had informed the finance director that your lim had been asked to provide the report. He says: "I appreciate that you have only just started, so there are no reliable estimates yet. But the regional director mentioned that Project A could incur aroundga million to $5 million in extra costs, with income delayed by perhaps she to elght weeks. The regional director has sent his apologies to the board meeting, as he has to attend a family funeral." He adds: "Hopefully, the regional director is being cautious, but if something dous tum out to be as wrong with Project A as those numbers suggest the extra costs and deferred Income have serious implications for the group's cash flow. The full board will need to start planning remedial action now. When will your report be ready?" Key fundamental principles Integrity: How do you maintain your professional integrity: by responding only to the question asked or by Immediately alerting the finance director and the main board to the seriousness of the situation? Objectivity: Does loyalty to the regional director, from whom your firm usually takes Instructions, outweigh your responsibility to the main board? If not, can you resist any feeling of Intimidation from the regional director that you may be experiencing? Confidentiality: Confidentiality is fundamental to the assignment as a whole. But to whom is the duty of confidentiality owed? Professional behaviour: The information you have could assist the main board significantly with the discharge of its duties. Whether you disclose the information now or restrict the Information you provide pending a discussion with the regional director, how can you protect your reputation and that of your firm? Identify relevant ethical issues presented by consulting AICPA Code of Professional Conduct. In your mema response, please site specific sections from the Code of Conduct that you used to resolve the dilemma. 6:50 Done Taxation II SP 2020 group proj... the gardeHehehe honden A hemen he m e