I need help with problem 10. All of the information is attached to answer the question. Screen shots titled "Jimmy 1-4" is the information background needed to answer problem 10. Please show calculations in excel.

Jimmy Fu and Moog, Inc.: Understanding Shareholders' Equity Background Early in 2009, Jimmy Fu pondered the outcome of the interview he had just completed with the head of Human Resources at Moog, Inc. Jimmy was being considered for the role of Director of Financial Analysis and Planning at Moog, a position that was vacant due to the promotion of Jennifer Walter to Controller and Principal Accounting Ofcer. At the end of the discussion, he was handed a stack of paperwork on the company and its H.R. policies. Although impressed with the atmosphere at the company and its objective to make talented and enthusiastic employees work together to solve complex and difficult technical challenges (their words, not his), he really wanted to understand the employee compensation package he was being offered. The first page on the company claimed Moog to be a worldwide designer, manufacturer, and integrator of high performance precision motion and uid controls and systems for a broad range of applications in aerospace and defense, industrial and medical markets. The company had five operating segments: Aircraft Controls, Industrial Systems, Components, Space and Defense Controls, and Medical Devices which account for 35%, 28%, 18%, 14%, and 5% of sales, respectively. However, to Jimmy, it looked like Moog made highly engineered valves and controls used in some cool applications. Indeed, he had first become aware of the company in relation to its role providing the motion controls for the roofing system on Centre Court for the All England Tennis and Croquet Club at Wimbledon as well as its work on differential, clutch, and transmission controls for Formula 1 racing cars. He was also excited to see the rapid growth in Moog's wind turbine control business. Other than that, he thought that the company looked a lot like a small version of General Electric. As Jimmy reviewed the information he had been given, it continued with relatively conventional language: \"The people who work for Moog are the power and energy behind everything we do. We're c0mmitted to looking after them in a way that really says 'thank you.' In addition to salary, we offer a benets package that is designed to attract and motivate the best talent, and gives our employees genuine security.\" This supported what he had been told during the interviewthat although benefits varied from location to location, they would be competitive. Given that he would be relocating to East Aurora, New York, he had been told that his package would include a generous relocation package, comprehensive health program, retirement plan, and recreational activities which, he smiled, would apparently include holiday gatherings, picnics, and sporting events. As he read further, the language became less generic and stated that as a \"key employee\" he would receive 6,000 stock options issued \"at-the-money\" in relation to Class A stock which would vest in equal annual increments over a five-year period from the date of grant, as well as 300 shares of restricted Class B stock which would vest over a three-year period from the date of grant.1 Both classes of shares were traded on the New York Stock Exchange with tickers MOG-A and MOG-B respectively. Given Moog's generally strong retention of employees, Jimmy was highly confident that he would have a long career with Moog, so the vesting periods didn't worry him. However, he wasn't sure whether he should be concerned about some additional language which was supposedly \"standard\" at Moog: \"Where employment is terminated for cause, you will be entitled to the cash equivalent of any unutilized vacation, but will not be entitled to participate in any profit share award or incentive compensation payable after the date of termination. In such circumstances, the right to exercise any stock options is also terminated. Upon a voluntary termination, you will receive employment benets, up to the date of termination, as well as the cash value of any unutilized vacation benets and any vested stock options may be exercised but you will not be entitled to receive any profit share award or incentive compensation payable after termination. Upon an involuntary termination other than for cause, all stock option and restricted stock grants shall vest immediately and you will be entitled to receive, for one year, certain perquisites and insurance benets. Where involuntary termination occurs by reason of a change of control of Moog, you will receive the benets otherwise provided for an involuntary termination, with accelerated vesting of options and restricted stock.\" Although he could always look up the stock prices, Jimmy's challenge was to understand what he would actually own when holding the restricted stock and options and how their values might change depending on the actions that the company might take. He understood that if he held a 1% stake in the company's equity, this would represent 1% of both the assets and liabilities,2 but what did this really mean and how might this change over time? He therefore turned to the company' s 10-I