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401 Most of the definitions are a matter of common sense insofar as they specifically include parent companies (in relation to a subsidiary), subsidiaries (in relation to the parent), fellow subsidiaries, associates, joint ventures, and key management However, a number of definitions require in-depth analysis to comprehend the real meaning behind the terminology used 402 Interpretations and clarifications of the various aspects of the definitions follow to enable the Standard to be applied in its true spirit In fact, this is a requirement of the Standard, as IAS 24 categorically states that in considering each related-party relationship, attention is directed to the substance of the relationship and not merely the legal form (paragraph 10) 41 Key Management Personnel 411 Key management personnel include all those who have authority and responsibility for planning, directing, and controlling the activities of an entity.

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Therefore, these persons need not necessarily be directors The definition does indeed include directors, executive or otherwise Practical Insight This broad definition will include nonexecutive directors (NEDs) and what in some jurisdictions are termed shadow directors those persons in accordance with whose instructions the directors act, whether those persons are legally called directors or not This definition also includes key management personnel of the entity s parent 412 Thus in most cases it would be difficult to avoid the related-party label However, the Standard does state that two entities are not related solely because they have a director or other key management personnel in common This statement recognizes the increasing use by significant entities of nonexecutive directors in order to satisfy corporate governance issues and requirements.

This chapter describes the activities involved in developing an allocated architecture in detail: allocate functions to subsystems; trace non-input/output requirements and derive requirements; de ne and analyze functional activation and control structure; conduct performance and risk analysis; document architectures and obtain approval; and document subsystem speci cations The methods introduced in this chapter match the functions that comprise the development of the allocated architecture Various methods are discussed for allocating functions of the system in question to subsystems and components of the system The derivation of input/output, system-wide and technology, trade-off, and quali cation requirements is discussed as a key method for providing the material to complete the component speci cation Three methods for owing down system-wide and technology requirements that have been traced to the system are described.

Doing this can quite easily result in entities having common directors, as often such persons are retired politicians, civil servants, or prominent corporate executives, any one of whom may sit on various boards in their retirement 413 However, it must be remembered that for management personnel to be key, they must have authority and responsibility for planning, directing, and controlling the entity s activities For many of these professional NEDs, this will not be the case 42 Close Members of the Family of an Individual The issue of close members of the family of an individual is a thorny one International Accounting Standards have always been designed to cater to cross-border jurisdictions, but this issue has cross-cultural dimensions as well.

* This doesn t mean that half the population will have a mobile phone. This is for two main reasons: SIMs that are no longer used because of churn haven t been purged from the databases and multiple device ownership. In the most developed cellular markets, market penetration is well over 100% Italy for example is over 140%. Clearly, this means that there are multiple connections per real user and some statistics are becoming available to measure this phenomenon. In Italy the number of SIMs per real user is around 1.7. The real number might be 1.2 1.3 meaning that actual subscriptions are 30 40% lower than that actually reported in these countries.

Models for de ning and analyzing functional activation and control structures are discussed in 12 and are therefore not presented in this chapter However, critical system-wide issues associated with functional activation and control are discussed here A normative model for conducting trade studies and risk analyses is presented in 13 Examples of common trade studies and risk analyses are discussed and illustrated in this chapter No new models are introduced in this chapter The exit criterion for nishing the allocated architecture is the acceptance of the design by the stakeholders.

Although the Standard provides a list of persons that close members of the family of an individual are purported to include, the wording of the definition makes it clear that the list is by no means exhaustive This fact is obvious; the definition is an inclusive one that begins with the word includes, thus announcing clearly that related parties not specifically mentioned in the definition are not necessarily excluded under this principle and should not automatically be ruled out In other words, IAS 24 puts the onus on the person applying the Standard to apply the Standard correctly The Standard says that close members of the family of an individual are those who may be expected to influence, or be influenced by, that individual, in his dealings with the entity.

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