1.000.000 De Marie De story 200.00 700.000 250.000 Arte G dem w ODOC BE SD an 1.000.000 S. Motor OM Dreate ROBE 20.000 A 11. DOO 2.200 300 000 E300 De Mona Da Patay Go Gordo 2.100.000 3.000.00 2 Ang 300.00 GOOD 0.00 11.00 V Note DM Dette . 175.0 200.000 The first table is the budget, and the second table is the actual results for the year. Round amounts to dollars and percentages to one decimal. Note that there are several cost centres, profit centres and investment centres in the budget and actuals results. The "Total" column is the entire company managed by a chief executive officer while Plants, Departments (e.g., Dept 1 and 2) and specific period costs are managed by other managers given their assigned responsibilities. Within the plants, there are two departments per Plant (e.g., Plant A has departments 1 and 2 and Plant B also has departments 1 and 2, separately managed). Period costs are allocated based on an activity-based accounting driver and are not separate cost centres within the plants. The company manages with four investments centres, four profit centres and nine costs centres. The company has set goals for return on sales of 10%, return on women and positive 1.000.000 De Marie De story 200.00 700.000 250.000 Arte G dem w ODOC BE SD an 1.000.000 S. Motor OM Dreate ROBE 20.000 A 11. DOO 2.200 300 000 E300 De Mona Da Patay Go Gordo 2.100.000 3.000.00 2 Ang 300.00 GOOD 0.00 11.00 V Note DM Dette . 175.0 200.000 The first table is the budget, and the second table is the actual results for the year. Round amounts to dollars and percentages to one decimal. Note that there are several cost centres, profit centres and investment centres in the budget and actuals results. The "Total" column is the entire company managed by a chief executive officer while Plants, Departments (e.g., Dept 1 and 2) and specific period costs are managed by other managers given their assigned responsibilities. Within the plants, there are two departments per Plant (e.g., Plant A has departments 1 and 2 and Plant B also has departments 1 and 2, separately managed). Period costs are allocated based on an activity-based accounting driver and are not separate cost centres within the plants. The company manages with four investments centres, four profit centres and nine costs centres. The company has set goals for return on sales of 10%, return on women and positive