Motivational Theories To Redu

Business HL Internal Assessment Tuo Li | 002159-001
Candidate Name: Tuo Li
Candidate Number: 002159-001
Date: 14th of February, 2013
Business and Management HL:
Should “PetroKazakhstan” recruit a new in-house

translator or outsource this service, to solve its
regional director’s increasing workload?
Research Proposal: 337 words
Abstract: 281 words
Written Report: 1997 words
Number of Pages: 23
Miras International School, Astana | 002159 1

Table of Contents
Research proposal………………………………………………………………………………………………………………………………3
Acknowledgements…………………………………………………………………………………………………………………………….4
Abstract……………………………………………………………………………………………………………………………...................5
Introduction……………………………………………………………………………………………………………………………………….6
Determining problem……………………………………………………………………………………………………………..7
Analysis of options………………………………………………………………………………………………………………………………8
Data forecasting using Time Series Analysis and Jump Method……………………………………………….8
Data forecasting using Estimate Percentage Increase……………………………………………………………11
Financial calculations of the two options:……………………………………………………………………………..12
Outsourcing the translations service…………………………………………………………………………12
Recruiting a full time in-house translator………………………………………………………………….12
Evaluation…………………………………………………………………………………………………………………………………………13
Conclusion and recommendations……………………………………………………………………………………………………14
Bibliography……………………………………………………………………………………………………………………………………15
Appendices………………………………………………………………………………………………………………………………………16

Research Proposal:
The aim of this investigation will be to evaluate the two possible solutions to the problem of
PetroKazkhstan’s regional director’s secretary’s increasing workload in translation of the company’s
documents, answering the following research question:
“Should PetroKazakhstan recruit a new in-house translator or outsource this service, to solve its
regional director’s secretary’s workload?”
This topic primarily interests me as it deals with issues in the management of working conditions
and the motivation of workers. In rapidly developing world today, a stressful working condition is a
global problem that affects many company’s employers and employees. This research will require an
extensive knowledge on both business theories such as Fredrick Herzberg’s theory of motivation factors
and hygiene needs. In addition, various analytical tools will be needed to forecast the change in the
amount of documents required for translation, such as the Time Series Analysis and Jump Method.
In order to calculate the financial costs of the two options, I will also need to carry out primary
and secondary researches to gather data and background knowledge from a variety of sources including,
but not limited to interview, company records, textbook and internet.
After the comparing both financial and non-financial advantages and disadvantages of the two
possible solutions, I will be able to make a final recommendation to PetroKazakhstan about which one of
the option should they adopt.
Action Plan
Task Expect due time Source(s) of Delayed or not If yes, to what date
information and for what
reason
Gathering 2nd of September, Textbook, No
background 2012 internet
information, such as (secondary
motivation theories researches)
and exchange rate of
USD to KZT
Interview with the 6th of September, Interview Yes To 11th of
secretary, 2012 (primary September, 2012
AsselTaripova research) due to the
secretary went on
a business trip
Gathering 13th of September, PetroKazakhstan’s No
information from 2012 database (primary
PetroKazkhstan’s research)
database
First Draft 29th of October, No
2012
Final Draft 7th of December, No
2012
Final IA 14th of February, Yes To 18th of
2013 February, 2013 for
final modifications
Special thanks to:
Assel Taripova
Yonghong Li
Elinor Kurton

Abstract:
This investigation focuses on finding a solution to the problem of PetroKazkhstan’s regional

director’s secretary’s increasing workload in translation of the company’s documents. The investigation
evaluated two possible solutions to the problem, by answering the following research question:
The investigation collected information from a variety of sources including the interview with
the secretary, PetroKazakhstan’s records and the exchange rate on currency exchange websites. Thus,
with the aid of Fredrick Herzberg’s theory of motivation factors and hygiene needs, it was able to
determine the impact of the increasing workload on the secretary’s efficiency at work.
The increase of the secretary’s translation workload was calculated by using Time Series Analysis,
Jump Method and estimated percentage increase in documents. The results revealed that the company
should expect a 15~20 documents requiring for translation increase in the year 2012. To determine
which one of the two is a more effective solution to the problem, the financial costs of both options
were found through calculation. The price for translation paid per document for outsourcing the
translation service is around 13410 ~ 26820 Kazakh Tenge, whereas for recruiting a full time in-house
translator the price was 13301 Kazakh Tenge.
The two options were compared in both financial and non-financial perspectives, considering
the price for translation paid per document, flexibility of the translation services and possible threats
caused by vicious competition between employees. Based on the financial advantage shown by the
calculations made in this investigation and the efficacy of an in-house translator’s flexibility, it can hence
be recommended that PetroKazakhstan choose the option of recruiting a full time translator.

Introduction
The branch of the company PetroKazakhstan, Astana, Kazakhstan, opened in 2008 and is under
the control of China National Petroleum Corporation, owned by the Chinese government. It consists of a
regional director and five employees. The parent company deals with oil and natural gas extraction,
whereas PetroKazakhstan focuses on public relations with the government and the company’s suppliers.
During the past years, as PetroKazakhstan expanded in Kazakhstan, the subsection started to face an
increasing number of documents required for translation for successful communication with both
internal employees and external partners, who had a Chinese-Russian language barrier.
The secretary of the director is currently responsible for the translation task in the subsection.
According to her, she is able to “deal with ordinary documents, but the technical and legislative
documents are too time-consuming combined with other tasks *as a secretary+”. To solve this problem,
two possible solutions in the following research question should be considered:
This investigation’s objectives are:
 To discuss the difficulties the secretary is facing and their impacts
 To predict how the problem may evolve in the year of 2012
 To calculate the financial costs of the two possible solutions
 To evaluate the two possible solutions’ financial and non-financial advantages and
disadvantages
 To identify and justify the most beneficial option for the PetroKazakhstan carry out in
the final recommendation

Determining problem:
From the interview with the secretary1, one of the major difficulties she is facing is the
increasing amount of documents that require translation. The data of the number of documents
translated in year 2010 and 2011, collected from PetroKazakhstan’s records, supports her view. As the
bar graph above demonstrates, the total number of documents the secretary translated in 2011 is 15
(about 28.3%) more than those she translated in the previous year. Since the secretary already finds this
workload quite difficult to cope with, if the number of documents continues to grow in the same rate,
she will most probably be unable to complete not only the translation works, but also her other tasks as
a secretary.
In addition to the workload, the secretary also finds the translation of technical or legislative
documents especially difficult. Since the secretary’s qualifications are not in these areas, her translations
of these documents were probably not adequate enough for both time and quality. A two document
increase in technical or legislative per year may not seem a lot, but the extra workload can possibly lead
to a stressful working condition. According to Fredrick Herzberg’s theory of motivation, this situation
may evolve into a de-motivational factorthat may also decrease the secretary’s efficiency in other tasks,
as one of the secretary’s primary “hygiene needs2” of pleasant working condition is not satisfied.
The investigation will evaluate the following two possible solutions to the problem:
1. Recruiting of a new full time in-house translator
or
2. Outsourcing this service to an external business.

1 th
Interview with MsAssel, 4 of September, 2012, Appendix IV
2
“aspects of a worker’s job that have the potential to cause dissatisfaction if absent” - Stimpson, Peter, and Alex Smith.
Business and Management for the IB Diploma. P. 145. Cambridge University Press, 2011. Print.

Analysis of options
Data Forecasting using Time Series Analysis and Jump Method
In order to compare and contrast the two solutions to the problem, the amount of documents
required for translation in 2012 must be predicted to calculate the financial cost of each one. The
prediction is made by first employing the Times Series Analysis, a method originally used to forecast a
product’s quantitative sales volume based on past sales data. The advantage of this tool is that it can
provide the trend of the change in number of documents, which will be used together with the Jump
Methodto estimate the documents required for translation in 2012. The disadvantage of this tool lies in
the fact the further it is used to forecast the data in the future, the less accurate the results will be,due
to the method is completely based on past data.
Data Forecasting: Number of documents in 2012
Year Month Actual 12 month 24 month Trend Seasonal

documents moving total moving total variation
2010 Jan 4
Feb 6
Mar 3
Apr 5
May 3
Jun 4
Jul 4 ≈4.58 -0.58
Aug 10 ≈4.58 5.42
Sep 5 ≈4.42 0.58
Oct 1 ≈4.58 -3.58
Nov 4 ≈4.92 -0.92
Dec 4 53 ≈5.13 -1.13
2011 Jan 7 57 110 5.25 1.75
Feb 3 53 110 ≈5.49 -2.49
Mar 3 53 106 5.50 -2.50
Apr 9 57 110 ≈5.54 3.46
May 7 61 118 ≈5.63 1.37

Jun 5 62 123 ≈5.63 -0.63
Jul 6 64 126
Aug 13 67 131
Sep 3 65 132
Oct 4 68 133
Nov 3 67 135
Dec 5 68 135
By using Jump Method3, which requires the trend (the “underlying movement of the data in a
time series”4) produced by the time series analysis, the predicted number of documents in 2012 from
January to Decemberis found5. However, the results do not show the patterns6 of reoccurring “hot
months” (when relatively more documents are required for translation, such as August) and “cool
months” (when relatively fewer documents are required for translation, such as November). Thus, the
data can only be used to calculate the total amount of documents required for translation in 2012 (≈83).
Predicteddocuments for translation
Year Month Number of documents
2011 Jul 5.73
Aug 5.83
Sep 5.96
Oct 6.09
Nov 6.20
Dec 6.30
2012 Jan 6.40
Feb 6.48
3
Barratt, Michael, and Mottershead, Andy. AS and A Level Business Studies. Pearson Education Ltd, 2000. Print.
4
Stimpson, Peter, and Alex Smith. Business and Management for the IB Diploma. Cambridge University Press, 2011. Print.
5
See Appendix V for actual calculations
6
See Appendix I

Mar 6.57
Apr 6.67
May 6.77
Jun 6.87
Jul 6.97
Aug 7.07
Sep 7.17
Oct 7.27
Nov 7.37
Dec 7.47
Total number of documents in 2012 ≈83

Data Forecasting using Estimated Percentage Increase
Re-calculation of the predicted total numbers of documents in 2012 was made by using
estimated percentage increase to verify the accuracy of the results produced by Time Series Analysis
and Jump Method. As the parent company continues to shift the responsibility of public relations to
PetroKazakhstan, one can expect the growth in documents in 2012 will maintain its rate similar to that
of 2011. In the following table, the estimated percentage increases in documents were calculated by
using the following formula:
After the estimated percentage increase was found, the estimated number of documents
required for translation in 2012 can be calculated using the following formula:
Keys:
 a – number of documents required for translation in 2010

 b – number of documents required for translation in 2011
 x – approximate percentage increase in documents in 2011
 y – estimated percentage increase in documents in 2012
 z – estimated number of documents required for translation in 2012
Year 2011 Percentage increase 2012 (est.)

(est.)7
Overall
Total number of non- 49 ≈36.1% ≈67

technical or legislative
documents translated
Total number of technical 19 ≈11.8% ≈21

or legislative documents
translated
Total number of 68 ≈28.3% ≈88*

*The estimated total number of documents required for translation in 2012 using estimated percentage
increase is 5 (≈6.02%) more than the amount found by using Time Series Analysis and Jump Method.
7
For detailed calculation see Appendix II

Financial calculations of the two options:
The financial comparison of the two options (whether to outsource the translation service or
recruit a new in-house translator) can be done by calculating the price PetroKazakhstan will pay for the
translation of each document. The amount of translation tasks was based on the predicted number of
documents required for translation in 2012 found using estimated percentage increase rather than the
number found using Time Series Analysis and Jump Method. This is because the company can be more
readily prepared for a high rise in the amount of documents required for translation. Currency in the
calculations was converted to Kazakh Tenge by using the exchange rate given by exchangerates.org.uk.
Outsourcing translation service Recruiting a full time in-house translator
Formula used: Formula used:
Keys: Keys:
 P – price for translation paid per document in KZT  P – price for translation paid per document in KZT
10
 d – price of translation service per hour in USD (120  w – wage of translator per month
USD/hr)
8
 z – estimated number of documents required for
 e – exchange rate (1 USD ≈ 149 KZT)
9 translation in 2012
 k – price of translation service per hour in KZT
 t – time in hour
Calculations: For minimum time (hr.) used per Calculations:
document11
For maximum time (hr.) used per

document12
Price for translation paid per document

13410 ~ 26820 KZT 13301 KZT
8
Advantour. Translation service in Kazakhstan. Web. 12 September, 2012
<http://www.advantour.com/kazakhstan/translation.htm>
9
Exchange Rates. USD to KZT exchange history. Web. 3 September, 2012 <http://www.exchangerates.org.uk/USD-KZT-
exchange-rate-history.html>
10
the wage of translator per month (92000 KZT) was given by PetroKazakhstan’s Almaty Division
11
predicted using the secretary’s experience (see Appendix IV)
12
predicted using the secretary’s experience (see Appendix IV)

Evaluation
Both options to the problem of secretary’s workload, outsourcing the translation service and
recruiting a new full time in-house translator, have got benefits and drawbacks. On the first glance, the
latter option is clearly more advantageous for PetroKazakhstan financially, as the price for translation
paid per document is less than both prices the company has to pay if it outsources the translation
service, no matter the documents will require short or long time for translation. The financial advantage
of recruiting a full time in-house translator will be even more clearly shown if PetroKazkhstan receives
more than 88 documents for translation in 2012, because the price per document will continue to fall as
the amount of document increases. On the other hand, the price for outsourcing the translation service
will maintain the same.
However, there is a weakness in this financial comparison. Because the calculation for the
option of outsourcing the translation service is based on the secretary’s experiences in translation the
documents, the final results may not be very accurate. The professional translators in the potential
translation company for the outsourcing option may translate the documents with a faster speed than
the secretary. Therefore, the price for translation paid per document in real life can be much less than in
this investigation’s calculations, possibly even be similar to the price for the option of recruiting a full
time in-house translator. Thus under these circumstances, it became more important to compare the
non-financial advantages and disadvantages of the two options.
An advantage of outsourcing the translation service is that PetroKazakhstan will have more
freedom in selecting who will be translating the documents. If PetroKazakhstan is not satisfied with the
quality of translated documents of one company, it can easily switch to another translation service
agency, whereas it will be much harder and take longer time for PetroKazakhstan to find a new in-house
translator to replace old one. Nevertheless, this advantage is not equivalent to an in-house translator’s
flexibility in daily business activities. The full time in-house translator not only can translate documents,
but he/she can also serve as an oral translator during conferences, meetings and daily communications
between the employer and employees of PetroKazakhstan. This advantage is very useful, as the
company won’t be need pay for the cost of another oral translator, which it might be necessary if the
company chooses to outsource the translation serve. However, there may be a disadvantage of this
option: although the secretary acknowledges the fact she cannot deal with the increasing workload, she
might still see the new translator as a rival who took the responsibility away from her. The jealousy can
lead to vicious competition between the two employees and cause frictions inside the company. This is a
potential threat that PetroKazakhstan’s interpersonal roles should be prepared to solve.
Based on the financial advantage shown by the calculations made in this investigation and the
efficacy of an in-house translator’sflexibility, it will be more favorable for PetroKazakhstan to choose the
option of recruiting a full time translator.

Conclusion and recommendations
In conclusion, this investigation had fully addressed to the objectives made in the introduction. The
impact of the stressful working condition had been identified as a lack of basic “hygiene need” using
Fredrick Herzberg’s theory. By using Time Series Analysis and Jump Method and calculation of estimated
percentage increase, a 15~20 documents requiring for translation increase in the year 2012 should be
expected. The financial cost of the two options, measured in price for translation paid per document,
had been calculated. For the outsourcing option the price is around 13410 ~ 26820 KZTper document,
whereas for the recruiting option the price is 13301 KZT per document. Judging from the advantages
and disadvantages of the two options, the final recommendation to PetroKazakhstan will be recruiting a
full time in-house translator to alleviate the secretary’s overload of tasks. By undertaking this solution,
PetroKazakhstan will most likely to gain the following benefits:
1. An increase of productivity in the secretary’s work

Because the translation tasks will be given to the new translator, the secretary can focus solely
on her responsibilities, such as “organizing documents and memorandum of business
conferences, arranging the timetable for the director’s meetings, ordering plane tickets for the
employees’ business trip”13. The reduced stress levels can motivate the secretary to complete
her tasks with higher quality and faster speed.
2. A higher quality of translated documents

By recruiting a professional who was trained to translate technical and legislative documents,
the message of such documents can be more accurately conveyed and easier to understand.
3. A better understanding between the employers and employees

There is a chance of the new translator may have a relatively large amount of spare time due to
his/her ability may exceed the amount of documents required for translation (the average
speed of a professional translator is around 2000 wards per day, whereas the non-legislative or
technical documents are usually around 500 to 800 words)14. However, this disadvantage can be
counterweighed by the flexibility of an in-house translator.This benefitgives the possibility of not
only translating documents, but also oral translation during conferences and meetings as well as
daily communications between the employer and employees of PetroKazakhstan.
Next time, when investigating a similar case, some additional factors should be considered in order
to improve the quality and reliability of the analysis:
1. During the research process only one outsourcing of translation service was considered. This
neglects the possibility of other existing translation services that might have a cheaper price of a
higher translation quality. It will be beneficial to consider more than one choice next time.
2. In Appendix I a trend of documents required translation can be noticed. There are months that
constantly have a higher amount of documents than others. Next time, the possibility of
outsourcing the translation during such months and keep the secretary to translate the
documents in less busy months should be considered and analyzed.
13
See Appendix IV
14
PROZ. What is the realistic translation speed. Web. 8 February, 2013
<http://www.proz.com/forum/getting_established/40966-what_is_the_realistic_translation_speed.html>

Bibliography:
Barratt, Michael, and Mottershead, Andy. AS and A Level Business Studies. Pearson Education Ltd, 2000.
Print.
Stimpson, Peter, and Alex Smith. Business and Management for the IB Diploma. Cambridge University
Press, 2011. Print.
Advantour. Translation service in Kazakhstan. Web. 12 September, 2012

<http://www.advantour.com/kazakhstan/translation.htm>
Exchange Rates. USD to KZT exchange history. Web. 3 September, 2012

<http://www.exchangerates.org.uk/USD-KZT-exchange-rate-history.html>
PROZ. What is the realistic translation speed. Web. 8 February, 2013

<http://www.proz.com/forum/getting_established/40966-what_is_the_realistic_translation_speed.html>

Appendices

Appendix I:
Month Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Total
Number of documents translated in 2010
Chinese to Russian
Non-technical or 1 3 0 2 1 1 3 3 1 0 1 1 17
legislative
Technical or legislative 0 1 1 1 0 2 0 1 2 0 0 1 9
Total 1 4 1 3 1 3 3 4 3 0 1 2 26
Russian to Chinese
Non-technical or 3 2 1 2 1 1 0 3 2 0 2 2 19
legistlative
Total 3 2 2 2 2 1 1 6 2 1 3 2 27
Number of documents translated in 2011
Chinese to Russian
Non-technical or 2 2 1 3 3 2 4 4 2 1 0 2 26
legislative
Total 3 2 2 5 3 3 4 6 2 2 1 3 36
Russian to Chinese
Non-technical or 2 1 1 4 3 2 1 4 1 1 2 1 23
legistlative
Total 4 1 1 4 4 2 2 7 1 2 2 2 32

Appendix II:
Year 2010 2011 Percentage increase
Chinese to Russian
Total number of non- 17 26 ≈52.9%

Total number of technical 9 10 ≈11.1%

translated
Total number of 26 36 ≈38.5%

Russian to Chinese

Total number of technical 8 9 12.5%

translated

Overall

Total number of technical 17 19 ≈11.8%

translated


Appendix III:
Graph 1: Number of Documents Translated from Chinese to Russian

Graph 2: Number of Documents Translated from Russian to Chinese

Graph 3: Total Number of Documents Translated

Appendix IV:
Interview with Ms. Assel, the secretary of PetroKazakhstan, Astana subsection on 11th of September,
2012:
I – interviewer, S – secretary:
I: Hello, would you please briefly describe your job?
S: My main tasks are organizing documents and memorandum of business conferences, arranging the
timetable for the director’s meetings, ordering plane tickets for the employees’ business trip and
translation of documents. The latter I find quite difficult for completion.
I: Why do you find translation of documents is difficult for you?
S: The problem is the increasing amount of documents. Since PetroKazakhstan is developing rapidly, our
subsection in Astana, which focuses on public relations, has to solve a lot more issues between our
company and government and other companies. Because the majority of the leadership team is
consisted of Chinese people who only speak Chinese and some English, many more contracts and
change in laws need to be translated from Russian to Chinese so they can understand. At the same time,
their replies and decisions must be translated back into Russian so our partners can understand.
Therefore, the workload grows significantly.
I: So is it only the amount of work hard to deal with?
S: Well, not exactly. Even though the number of documents I need to translate is increasing, the main
difficulty I am facing is the technical and legislative documents such as reports on gas and petroleum
extraction. I did not major oil industry during my higher education, so I had to find the meanings of
many technical words. This takes relatively a long time, which began to affect other tasks I am
responsible for.
I: How much time for translation do you spent on each document on average?
S: It depends. For non-technical or legislative documents like letters and memorandum of meetings it
usually takes only about 45 minutes to 1 hour 30 minutes. However, the technical and legislative papers
require much longer time, about 5 to 6 hours each. Once I remember it took me nearly two full working
days to translate a report about the purpose and use of buying a special drilling instrument.
Appendix V:
Calculation of number of total documents in 2012 using jump method
Jul 2011 Gap = (6.57 – 5.54)/11 ≈ 0.10
Gap = (5.63 – 4.58)/11 ≈ 0.10 6.57 + 0.10 = 6.67
5.63 + 0.10 = 5.73 May 2012
Aug 2011 Gap = (6.67 – 5.63)/11 ≈ 0.10
Gap = (5.73 – 4.58)/11 ≈ 0.10 6.67 + 0.10 = 6.77
5.73 + 0.10 = 5.83 Jun 2012
Sep 2011 Gap = (6.77 – 5.63)/11 ≈ 0.10
Gap = (5.83 – 4.42)/11 ≈ 0.13 6.77 + 0.10 = 6.87
5.83 + 0.13 = 5.96 Jul 2012
Oct 2011 Gap = (6.87 – 5.73)/11 ≈ 0.10
Gap = (5.96 – 4.58)/11 ≈ 0.13 6.87 + 0.10 = 6.97
5.96 + 0.13 = 6.09 Aug 2012
Nov 2011 Gap = (6.97 – 5.83)/11 ≈ 0.10
Gap = (6.09 – 4.92)/11 ≈ 0.11 6.97 + 0.10 = 7.07
6.09 + 0.11 = 6.20 Sep 2012
Dec 2011 Gap = (7.07 – 5.96)/11 ≈ 0.10
Gap = (6.20 – 5.13)/11 ≈ 0.10 7.07 + 0.10 = 7.17
6.20 + 0.10 = 6.30 Oct 2012
Jan 2012 Gap = (7.17 – 6.09)/11 ≈ 0.10
Gap = (6.30 – 5.25)/11 ≈ 0.10 7.17 + 0.10 = 7.27
6.30 + 0.10 = 6. 40 Nov 2012
Feb 2012 Gap = (7.27 – 6.20)/11 ≈ 0.10
Gap = (6.40 – 5.49)/11 ≈ 0.08 7.27 + 0.10 = 7.37
6.40 + 0.08 = 6.48 Dec 2012
Mar 2012 Gap = (7.37– 6.30)/11 ≈ 0.10
Gap = (6.48 – 5.50)/11 ≈ 0.09 7.37 + 0.10 = 7.47
6.48 + 0.09 = 6.57
Apr 2012

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Business HL Internal Assessment Tuo Li | 002159-001

Candidate Name: Tuo Li

Candidate Number: 002159-001

Date: 14th of February, 2013

Business and Management HL:

Should “PetroKazakhstan” recruit a new in-house

Research Proposal: 337 words

Abstract: 281 words

Written Report: 1997 words

Miras International School, Astana | 002159 1

Data forecasting using Time Series Analysis and Jump Method……………………………………………….8

Data forecasting using Estimate Percentage Increase……………………………………………………………11

Financial calculations of the two options:……………………………………………………………………………..12

Outsourcing the translations service…………………………………………………………………………12

Recruiting a full time in-house translator………………………………………………………………….12

Conclusion and recommendations……………………………………………………………………………………………………14

Miras International School, Astana | 002159 2

Special thanks to:

Miras International School, Astana | 002159 4

This investigation focuses on finding a solution to the problem of PetroKazkhstan’s regional

Miras International School, Astana | 002159 5

This investigation’s objectives are:

 To discuss the difficulties the secretary is facing and their impacts

 To predict how the problem may evolve in the year of 2012

 To calculate the financial costs of the two possible solutions

Miras International School, Astana | 002159 6

1. Recruiting of a new full time in-house translator

2. Outsourcing this service to an external business.

Miras International School, Astana | 002159 7

Data Forecasting using Time Series Analysis and Jump Method

Data Forecasting: Number of documents in 2012

Year Month Actual 12 month 24 month Trend Seasonal

Jul 4 ≈4.58 -0.58

Aug 10 ≈4.58 5.42

Sep 5 ≈4.42 0.58

Oct 1 ≈4.58 -3.58

Nov 4 ≈4.92 -0.92

Dec 4 53 ≈5.13 -1.13

2011 Jan 7 57 110 5.25 1.75

Feb 3 53 110 ≈5.49 -2.49

Mar 3 53 106 5.50 -2.50

Apr 9 57 110 ≈5.54 3.46

May 7 61 118 ≈5.63 1.37

Miras International School, Astana | 002159 8

Predicteddocuments for translation

Year Month Number of documents

2011 Jul 5.73

2012 Jan 6.40

Miras International School, Astana | 002159 9

Total number of documents in 2012 ≈83

Miras International School, Astana | 002159 10

 a – number of documents required for translation in 2010

Year 2011 Percentage increase 2012 (est.)

Total number of non- 49 ≈36.1% ≈67

Total number of technical 19 ≈11.8% ≈21

Total number of 68 ≈28.3% ≈88*

Miras International School, Astana | 002159 11

Outsourcing translation service Recruiting a full time in-house translator

Formula used: Formula used:

For maximum time (hr.) used per

Price for translation paid per document

Miras International School, Astana | 002159 12

Miras International School, Astana | 002159 13