Please help me to set up the same Memo format as the first picture based on the information indicated in the second picture. Thanks.

1Qno To: Berkshire Hathaway Managers ("The All-Stars") ce: Berkshire Directors From: Warren E. Buffett Date: December 19, 2014 This is my biennial letter to reemphasize Berkshire's top priority and to get your help on succession planning (yours, not mine!). The top priority - trumping everything else, including profits - is that all of us continue to zealously guard Berkshire's reputation. We can't be perfect but we can try to be. As l've said in these memos for more than 25 years: "We can afford to lose money - even a lot of money. But we can't afford to lose reputation - even a shred of reputation." We must continue to measure every act against not only what is legal but also what we would be happy to have written about on the front page of a national newspaper in an article written by an unfriendly but intelligent reporter. Sometimes your associates will say "Everybody else is doing it." This rationale is almost always a bad one if it is the main justification for a business action. It is totally unacceptable when evaluating a moral decision. Whenever somebody offers that phrase as a rationale, in effect they are saying that they can't come up with a good reason. If anyone gives this explanation, tell them to try using it with a reporter or a judge and see how far it gets them. If you see anything whose propriety or legality causes you to hesitate, be sure to give me a call. However, it's very likely that if a given course of action evokes such hesitation, it's too close to the line and should be abandoned. There's plenty of money to be made in the center of the court. If it's questionable whether some action is close to the line, just assume it is outside and forget it. As a corollary, let me know promptly if there's any significant bad news. I can handle bad news but I don't like to deal with it after it has festered for awhile. A reluctance to face up immediately to bad news is what turned a problem at Salomon from one that could have easily been disposed of into one that almost caused the demise of a firm with 8,000 employees. NOTE: You can download the memo template from the course homepage in Canvas. SCENARIO: You are the Chemical Stockroom Manager at A-1 Pharmaceuticals. Chemicals at A-1 are purchased and stored centrally, in the stockroom, for all departments, and then each department is individually billed for whatever it uses per quarter. It is your job to tell employees that at the first of next month the hours for the stockroom will change. This decision was made at last month's department manager's meeting to address longstanding complaints from stockroom users about lengthy wait times and inaccuracies in orders filled. The improved stockroom schedule should provide positive benefits for everyone involved. The weekday stockroom hours will change from 1:00-3:00 p.m. to 9:00-11:00 a.m. Most of the chemical shipments during the week arrive in the afternoon, and shifting the stockroom hours will allow staff to inventory and shelve new stock without interruption, which should improve accuracy and efficiency. However, the stockroom is still willing to fill weekday requests that arrive in the afternoon, but a 15 percent convenience fee will be added to the overall cost of the order. The stockroom will also be adding weekend hours for the first time to increase quarterly production, so beginning at the first of next month, Saturday orders will be filled between the hours of 8:00 a.m. and 12:00 p.m. The stockroom will be closed Saturday afternoons and Sundays. You should send "courtesy copies" (CC:) to your fellow department managers and the President of A-1 Pharmaceuticals, Jesse Pinkman. Because the addition of weekend hours also affects the current company policy for overtime pay, you should copy in the legal counsel for A-1, Saul Goodman, as well. NOTE: Be sure to proofread your work carefully for grammar, mechanics, usage, and typos. 1Qno To: Berkshire Hathaway Managers ("The All-Stars") ce: Berkshire Directors From: Warren E. Buffett Date: December 19, 2014 This is my biennial letter to reemphasize Berkshire's top priority and to get your help on succession planning (yours, not mine!). The top priority - trumping everything else, including profits - is that all of us continue to zealously guard Berkshire's reputation. We can't be perfect but we can try to be. As l've said in these memos for more than 25 years: "We can afford to lose money - even a lot of money. But we can't afford to lose reputation - even a shred of reputation." We must continue to measure every act against not only what is legal but also what we would be happy to have written about on the front page of a national newspaper in an article written by an unfriendly but intelligent reporter. Sometimes your associates will say "Everybody else is doing it." This rationale is almost always a bad one if it is the main justification for a business action. It is totally unacceptable when evaluating a moral decision. Whenever somebody offers that phrase as a rationale, in effect they are saying that they can't come up with a good reason. If anyone gives this explanation, tell them to try using it with a reporter or a judge and see how far it gets them. If you see anything whose propriety or legality causes you to hesitate, be sure to give me a call. However, it's very likely that if a given course of action evokes such hesitation, it's too close to the line and should be abandoned. There's plenty of money to be made in the center of the court. If it's questionable whether some action is close to the line, just assume it is outside and forget it. As a corollary, let me know promptly if there's any significant bad news. I can handle bad news but I don't like to deal with it after it has festered for awhile. A reluctance to face up immediately to bad news is what turned a problem at Salomon from one that could have easily been disposed of into one that almost caused the demise of a firm with 8,000 employees. NOTE: You can download the memo template from the course homepage in Canvas. SCENARIO: You are the Chemical Stockroom Manager at A-1 Pharmaceuticals. Chemicals at A-1 are purchased and stored centrally, in the stockroom, for all departments, and then each department is individually billed for whatever it uses per quarter. It is your job to tell employees that at the first of next month the hours for the stockroom will change. This decision was made at last month's department manager's meeting to address longstanding complaints from stockroom users about lengthy wait times and inaccuracies in orders filled. The improved stockroom schedule should provide positive benefits for everyone involved. The weekday stockroom hours will change from 1:00-3:00 p.m. to 9:00-11:00 a.m. Most of the chemical shipments during the week arrive in the afternoon, and shifting the stockroom hours will allow staff to inventory and shelve new stock without interruption, which should improve accuracy and efficiency. However, the stockroom is still willing to fill weekday requests that arrive in the afternoon, but a 15 percent convenience fee will be added to the overall cost of the order. The stockroom will also be adding weekend hours for the first time to increase quarterly production, so beginning at the first of next month, Saturday orders will be filled between the hours of 8:00 a.m. and 12:00 p.m. The stockroom will be closed Saturday afternoons and Sundays. You should send "courtesy copies" (CC:) to your fellow department managers and the President of A-1 Pharmaceuticals, Jesse Pinkman. Because the addition of weekend hours also affects the current company policy for overtime pay, you should copy in the legal counsel for A-1, Saul Goodman, as well. NOTE: Be sure to proofread your work carefully for grammar, mechanics, usage, and typos