Submitted by Ana Garcia Checoli (anagchecoli@gmail.com) on 2013-12-06T19:14:09Z No. of bitstreams: 1 Dissertação MPE - ANA CHECOLI V12 FINAL.pdf: 996393 bytes, checksum: a39ec6b8c4c8eb994d442d402e2c1297 (MD5) / Approved for entry into archive by Suzinei Teles Garcia Garcia (suzinei.garcia@fgv.br) on 2013-12-10T17:28:13Z (GMT) No. of bitstreams: 1 Dissertação MPE - ANA CHECOLI V12 FINAL.pdf: 996393 bytes, checksum: a39ec6b8c4c8eb994d442d402e2c1297 (MD5) / Made available in DSpace on 2013-12-10T17:31:31Z (GMT). No. of bitstreams: 1 Dissertação MPE - ANA CHECOLI V12 FINAL.pdf: 996393 bytes, checksum: a39ec6b8c4c8eb994d442d402e2c1297 (MD5) Previous issue date: 2013-12-03 / Commercial banks have as main sources of funds demand deposits, savings and time deposits. These liabilities have daily liquidity, ie, may be withdrawn at any time by their owners. The outcome and risk management of these non-maturing liabilities is a difficult task for financial institutions. This study aims to identify the transfer price of these liabilities, especially for automatic applications. As a result, it´s presented a transfer price for the core and the non-core portion of the automatic applications and also the revenue funding paid by treasury to the commercial channels. The formula used for calculating the transfer price of non-maturing liabilities follows the Central Bank rules, and can be used by any commercial financial institution in Brazil. In order to identify the maturity the Nonmaturation model was applied and transfer price is calculated by the Matched Maturity Funds Transfer Marginal Price ( MMMFTP ) model . / Os bancos comerciais têm como principais fontes de recursos os depósitos à vista, poupança e depósitos a prazo. Estes passivos têm liquidez diária, ou seja, podem ser sacados a qualquer momento por seus titulares. O gerenciamento do resultado e risco destes passivos sem vencimento é uma difícil tarefa para as instituições financeiras. Este estudo busca identificar o preço de transferência destes passivos, em especial das aplicações automáticas. Como resultado, são apresentados preços de transferência para a parcela estável e para a parcela instável das aplicações automáticas e a receita de funding paga pela tesouraria aos canais comerciais . A fórmula utilizada para o cálculo do preço de transferência de passivos sem vencimento considera as regras de exigibilidade do BACEN, e pode ser utilizada por qualquer instituição financeira comercial do Brasil. Para a identificação da maturidade foi utilizado o modelo de Nonmaturation e o preço de transferência é calculado pelo modelo de Matched Maturity Marginal Funds Transfer Price (MMMFTP).

The thesis is focused on holding companies legislation in the Czech Republic and related issue of tax optimization in the international business environment. First aim of this thesis is to map control and influence relations and therefrom arising legal obligations within Tescoma Group. Second aim is to explore Tescoma Group from the point of view of tax optimization and to compare advantages and disadvantages of alternative structures of the group.

臺灣現有移轉計價之規範未有明確的罰則(Penalty)，因而衍生許多稅負規避的問題。本文採用動態最適化(Dynamic Optimization)的模型來觀察跨國企業移轉計價的行為，在面臨懲罰與兩國稅差時企業會如何利用移轉價格及數量來進行獲利移轉以規避稅負，進而分析政府調降稅率以降低稅差並吸引獲利移轉的稅率政策對企業移轉計價的影響，最後再探討罰則在法規制定上的必要性。結果顯示，預料到的稅率政策在長期能有效減少企業從事移轉價格操弄(Transfer Price Manipulation)，但在短期﹝除了宣告那一刻之外﹞反而更助長移轉價格操弄的發生，特別是當政策宣告至執行之期間過長時更為嚴重。此外，由先前的文獻可知無罰則下的最適移轉價格為一邊界解(Boundary Solution)，本文也證明了此邊界解亦可能出現於有罰則的情況下。然而，罰則的存在創造了內部解(Interior Solution)的可能性，此內部解較邊界解更趨近於常規交易價格，因此我們仍建議政府制定罰則。 / This paper employs a dynamic optimization model to determine the equilibrium price and quantity in a multinational firm (MNF) faced with a threat of a penalty. We analyze the impact on transfer pricing that arises from the unanticipated and anticipated permanent taxation policy of home country and host country. Anticipated taxation policy for reducing tax differentials can reduce transfer price manipulation in the long term. However, except for the moment of announcement, such reduction of transfer price manipulation does not occur in the short term, especially in the case of a large time lag of policy. We also show that the boundary solution is possible even though transfer price penalty exists and suggest that governments impose penalty which creates the possibility of interior solution.

<p>Landstinget i Östergötland upphandlar sedan 2001 samtliga godstransporter från externa leverantörer. Detta examensarbete har som syfte att inför en kommande transportupphandling 2006 utreda behovet av godstransporter och hur kostnaderna för dessa transporter ska fördelas inom Landstinget i Östergötland. Målet var att förenkla existerande avtal och ta fram en lösning på hur förändringar av transportnätet ska kunna hanteras med minimal administrativ arbetsinsats. Lösningen skulle också innebära att landstingets kostnader kunde hållas låga.</p><p>Studien har visat att det genom att standardisera transporttider går att förenkla transportavtalen avsevärt. Transportören erbjuds också större frihet att anpassa landstingets körningar till övriga uppdrag, vilket möjliggör lägre priser. Genom att införa enhetstaxa inom huvudorterna Motala, Linköping och Norrköping och ortstaxa för övriga verksamhetsorter kan avtalsförhandlingar i möjligaste mån undvikas, eftersom det redan i avtalet är stipulerat hur förändringar ska hanteras ekonomiskt.</p><p>Landstinget i Östergötland har ett köp-och-säljsystem där varor och tjänster interndebiteras varje enhet. Huvuddelen av landstingets transporter är av sådan art att de inte kan påverkas av den betalande enheten, till exempel måste medicinska prover skickas in till centrallaboratoriet dagligen. Eftersom den styrande effekten av internpriset då uteblir kan transportkostnaden istället tas på högre nivå, vilket minskar administrationsbehovet. Därför rekommenderas Landstinget i Östergötland att föra upp kostnaden från varje enskild enhet upp på centrumnivå.</p><p>Då flera enheter från olika centrum delar på en transport bör kostnaden fördelas efter en viktningsprocent där enheter av olika typ har olika vikt. En vårdcentral har till exempel större behov av en provtransport än vad en tandvårdsklinik har av att frakta post med samma transport. Därför ska också vårdcentralen betala mer för denna transport.</p><p>Transportavtalet föreslås upphandlas i fem olika delar: lättgodstransporter i Motala, Linköping, Norrköping och Övriga Östergötland, samt förrådstransporter. Centrum för lättgodsnätet blir Universitetssjukhuset i Linköping.</p><p>Genom att genomföra de föreslagna förändringarna bör Landstinget i Östergötland kunna effektivisera sin avtalshantering, samtidigt som möjligheten för låga kostnader finns.</p> / <p>The County Council of Östergötland (CCÖ) purchases since year 2001 all transportation of goods from external suppliers. The purpose of this report is to investigate the need for transportation of goods and how to distribute the costs for the transports within the CCÖ. The underlying reason is a new procurement in year 2006. The goal was to simplify the supplier contracts and find a solution to how to handle changes in the transportation net with minimal need for administrative work. The solution should also make it possible to keep transportation costs low.</p><p>The study has shown that it through standardisation of transport time limits is possible to achieve considerable simplifications of contracts. The transport supplier is also given more time space to adjust the CCÖ transports to those of other customers. This will reduce the transportation cost and make lower prices possible. By introducing a unified fare for transports within the main cities Motala, Linköping and Norrköping and a specified fare to each other town or village where CCÖ has any activity, time consuming contract negotiations can be avoided. This can be achieved thanks to the fact that it is stipulated in the contract how to economically handle changes.</p><p>CCÖ uses a buy-and-sell system where costs for goods and services are distributed through transfer pricing to each unit. The main part of the CCÖ transports is of a kind that is not possible for each unit to have any influence on. For example the laboratory tests must be sent daily to the central laboratory. Since the cost managing effect of the transfer price then is zero the transportation cost can be moved to a higher organisational level instead, which will reduce administrative work. Therefore, the CCÖ is recommended to move transportation costs from single units to centres.</p><p>When several units from different centres share one transport a percentage share should divide the cost where different types of units will have different shares. A health centre is in more need of a test transport, than a dental clinic is of transporting mail with the same transport. Therefore the health centre should pay a bigger part of the cost than the dental clinic.</p><p>The transportation contract is suggested to be divided into five parts: supply transports as one and transport of mail, tests and parcels in Motala, Linköping, Norrköping and Other Östergötland as the other four. The transportation centre for mail, tests and parcels will be the Linköping University Hospital.</p><p>By conducting the suggested changes the CCÖ should be able to make its contract handling more effective. By doing that, there is also a possibility for low costs.</p>

Landstinget i Östergötland upphandlar sedan 2001 samtliga godstransporter från externa leverantörer. Detta examensarbete har som syfte att inför en kommande transportupphandling 2006 utreda behovet av godstransporter och hur kostnaderna för dessa transporter ska fördelas inom Landstinget i Östergötland. Målet var att förenkla existerande avtal och ta fram en lösning på hur förändringar av transportnätet ska kunna hanteras med minimal administrativ arbetsinsats. Lösningen skulle också innebära att landstingets kostnader kunde hållas låga. Studien har visat att det genom att standardisera transporttider går att förenkla transportavtalen avsevärt. Transportören erbjuds också större frihet att anpassa landstingets körningar till övriga uppdrag, vilket möjliggör lägre priser. Genom att införa enhetstaxa inom huvudorterna Motala, Linköping och Norrköping och ortstaxa för övriga verksamhetsorter kan avtalsförhandlingar i möjligaste mån undvikas, eftersom det redan i avtalet är stipulerat hur förändringar ska hanteras ekonomiskt. Landstinget i Östergötland har ett köp-och-säljsystem där varor och tjänster interndebiteras varje enhet. Huvuddelen av landstingets transporter är av sådan art att de inte kan påverkas av den betalande enheten, till exempel måste medicinska prover skickas in till centrallaboratoriet dagligen. Eftersom den styrande effekten av internpriset då uteblir kan transportkostnaden istället tas på högre nivå, vilket minskar administrationsbehovet. Därför rekommenderas Landstinget i Östergötland att föra upp kostnaden från varje enskild enhet upp på centrumnivå. Då flera enheter från olika centrum delar på en transport bör kostnaden fördelas efter en viktningsprocent där enheter av olika typ har olika vikt. En vårdcentral har till exempel större behov av en provtransport än vad en tandvårdsklinik har av att frakta post med samma transport. Därför ska också vårdcentralen betala mer för denna transport. Transportavtalet föreslås upphandlas i fem olika delar: lättgodstransporter i Motala, Linköping, Norrköping och Övriga Östergötland, samt förrådstransporter. Centrum för lättgodsnätet blir Universitetssjukhuset i Linköping. Genom att genomföra de föreslagna förändringarna bör Landstinget i Östergötland kunna effektivisera sin avtalshantering, samtidigt som möjligheten för låga kostnader finns. / The County Council of Östergötland (CCÖ) purchases since year 2001 all transportation of goods from external suppliers. The purpose of this report is to investigate the need for transportation of goods and how to distribute the costs for the transports within the CCÖ. The underlying reason is a new procurement in year 2006. The goal was to simplify the supplier contracts and find a solution to how to handle changes in the transportation net with minimal need for administrative work. The solution should also make it possible to keep transportation costs low. The study has shown that it through standardisation of transport time limits is possible to achieve considerable simplifications of contracts. The transport supplier is also given more time space to adjust the CCÖ transports to those of other customers. This will reduce the transportation cost and make lower prices possible. By introducing a unified fare for transports within the main cities Motala, Linköping and Norrköping and a specified fare to each other town or village where CCÖ has any activity, time consuming contract negotiations can be avoided. This can be achieved thanks to the fact that it is stipulated in the contract how to economically handle changes. CCÖ uses a buy-and-sell system where costs for goods and services are distributed through transfer pricing to each unit. The main part of the CCÖ transports is of a kind that is not possible for each unit to have any influence on. For example the laboratory tests must be sent daily to the central laboratory. Since the cost managing effect of the transfer price then is zero the transportation cost can be moved to a higher organisational level instead, which will reduce administrative work. Therefore, the CCÖ is recommended to move transportation costs from single units to centres. When several units from different centres share one transport a percentage share should divide the cost where different types of units will have different shares. A health centre is in more need of a test transport, than a dental clinic is of transporting mail with the same transport. Therefore the health centre should pay a bigger part of the cost than the dental clinic. The transportation contract is suggested to be divided into five parts: supply transports as one and transport of mail, tests and parcels in Motala, Linköping, Norrköping and Other Östergötland as the other four. The transportation centre for mail, tests and parcels will be the Linköping University Hospital. By conducting the suggested changes the CCÖ should be able to make its contract handling more effective. By doing that, there is also a possibility for low costs.

The result of the global integration of the world economy are globally operating corporations. Multinational enterprises operate in different countries whose economic policies are different from each other. These differences have considerable impact on tax policy. Taxes are the subject of conflicting interests of the international business and tax policy. One of the current objectives of the MNEs is to reduce the total cost in order to achieving competitive advantage in the global market as well as to minimize the global tax liability through its optimization. To achieve these objectives the international tax planning is a widely used means. International tax planning uses tax havens and their favourable tax conditions to divert profits. Minimizing tax liability often leads to tax avoidance or tax evasion. Different legislative adjustments and mutual meeting of local and international legislation gradually uncover gaps and weaknesses enabling reduction and shedding of profits. Consequently, states are deprived of significant tax revenue. One of the most common and most important methods to minimize the tax liability of MNEs is transfer pricing. Transfer prices are to be determined in accordance with the arm's length principle, using comparative analysis and an appropriate method of assessment. Transactions carried out between associated enterprises may be regarded as a risk area which gets to the fore states and tax administrations. The first part of thesis focuses on tax policy in terms of international taxation of income and international tax planning. The second part presents a transfer pricing. The third and last part describes the practices of MNEs in transfer pricing and corresponding initiatives of national and international organizations.

This master´s thesis deals with setting a transfer price of controlled transaction between associated enterprises. The goal is to choose the appropriate method for setting transfer prices for controlled transaction of selected associated enterprises and to compare the set transfer prices with prearranged transfer prices stated in the contract between selected associated enterprises. The thesis contains the theoretical basis and legal regulations for transfer prices, possible solutions to the problem of the setting transfer price, procedure for determining transfer price and recommendations for companies on the subject. The final part of the thesis reviews findings from the practical part and offers arising from the reviewed findings.

This thesis defines the issue of financial management of a construction contract and its application in practical analysis of the financial management of the real costs of real construction contracts. The aim is to analyze the model of financial management and analysis of building contract cost management and financing on selected construction contract.

La cession est une technique de redressement d’une entreprise, comparable à un "Janus bifrons" (deux profils) à maints égards, et pour ce faire, la ligne directrice du législateur a été de dissocier l’homme de l’entreprise. Elle suit un cheminement chronologique.La phase préparatoire repose sur l'engagement d’un candidat repreneur, pris en toute connaissance des risques. Si l’offrant parvient à s’exonérer de la réalisation d’un contrat préalable – pourtant conseillé – comme un contrat de location ou de gestion, s’ensuit alors une phase judiciaire. Celle-ci ne peut pas être éludée car les offres de reprise sont enserrées dans des conditions temporelles, formelles strictes et les voies de recours dédiées sont plus que limitées. Les risques d’une inapplicabilité du droit commun des contrats ou d’une concurrence par une réinstallation du débiteur sont réels, ce qui impose la mise en place de garde-fous pour anticiper les contentieux.A l’issue de ce processus judiciaire, le regard du repreneur se tourne vers un résultat fructueux ou infructueux. En cas de succès, il y a un transfert variable de propriété et des contrats, selon les engagements pris et l'échéancier du prix de cession. A cet effet, la poursuite des contrats en cours obéit à un régime classique ou dérogatoire de transfert. A contrario, l’insuccès déclenche une décourageante responsabilisation du repreneur pouvant être contrebalancée sous certaines conditions par un désengagement de ce dernier et/ou une modification salutaire des objectifs et des moyens fixés. L’échec produit une regrettable résolution du plan de cession, eu égard à l'impact humain et financier que cela représente. / Transfer is a business recovery technique, comparable to "Janus Bifrons" (two profiles) in many respects, and to do this the legislator’s guideline has been to separate man from company. It follows a time path.The preparation phase rests on the undertaking by a transferee candidate, made in full knowledge of the risks. If the bidder succeeds in being exonerated from signing a prior contract – recommended, however – such as a hire or management contract, there is then a legal phase. This cannot be avoided as takeover bids are subject to strictly formal time conditions and the dedicated appeal procedures are more than limited. The risks from the inapplicability of the common law of contracts or from competition by a fresh start up by the debtor are real, requiring the implementation of safeguards to anticipate the disputes.At the end of this legal process, the transferee’s view turns to a fruitful or unfruitful result. If successful, there is a variable transfer of ownership and contracts, in accordance with the undertakings made and the transfer price payment schedule. To this end, the continuation of current contracts follows a classic or exceptional transfer regime. Conversely, a lack of success triggers a discouraging accountability on the part of the transferee, but that might be counterbalanced under certain conditions by a withdrawal made by the latter and/or by an advantageous modification of the objectives and methods set. Failure results in the regrettable cancellation of the transfer plan, in view of the human and financial impact that this represents.