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A.Sailing Charts of the Caribbean Sea
B.Pilot Charts of the North Atlantic
C.Light Lists，Atlantic and Gulf Coast
D.Tidal Current Tables
Bee Ltd was extremely perturbed by the news, especially as it had acquired the contract to supply all of the
accountancy body’s study manuals and had already incurred extensive preliminary expenses in relation to the publication of the new manual.
Required:
In the context of the law of contract, advise Bee Ltd whether they can take any action against Arti.
(10 marks)
(a) The senior management of Universal University (UU) intend to develop both quantitative and qualitative
measures of performance in relation to lecturing staff.
As part of UU’s mission to provide ‘quality education’ to its students, lecturers are encouraged to apply their skill and judgement in the creation, delivery and assessment aspects of the learning process.
Academic staff are organised on a departmental basis. Each department is expected to achieve and improve on targets in the achievement of its role. As part of their development both personally and as departmental members, staff are encouraged to participate fully in research publication, new course design and innovation in teaching and learning methods.
Academic staff have differing views on whether action on their part in pursuing aspects of such goals is
compatible with their personal goals.
Required:
Using the above scenario, discuss in relation to the lecturing staff within (UU) each of the following:
(i) The application of Agency Theory to staff, in their role as agents and provide examples of the
observability of their role in relation to outcomes and effort;
(ii) The application of Expectancy Theory with specific reference to the relationship between:
– strength of motivation to do (X);
– strength of preference for outcome (Y);
– expectation that doing (X) will result in (Y). (12 marks)
(b) ‘Hard Accountability’ is deemed to apply to lecturing staff in each of three specific areas as follows:
(i) accounting for the numbers;
(ii) ensuring the numbers are accounted for;
(iii) being held accountable for events and circumstances leading to the numbers.
Required:
Describe how each of the areas (b)(i) to (iii) may be applied at UU and critically evaluate this approach to
performance measurement in the context of the scenario described above. (8 marks)
1 The board of Worldwide Minerals (WM) was meeting for the last monthly meeting before the publication of the yearend
results. There were two points of discussion on the agenda. First was the discussion of the year-end results;
second was the crucial latest minerals reserves report.
WM is a large listed multinational company that deals with natural minerals that are extracted from the ground,
processed and sold to a wide range of industrial and construction companies. In order to maintain a consistent supply
of minerals into its principal markets, an essential part of WM’s business strategy is the seeking out of new sources
and the measurement of known reserves. Investment analysts have often pointed out that WM’s value rests principally
upon the accuracy of its reserve reports as these are the best indicators of future cash flows and earnings. In order to
support this key part of its strategy, WM has a large and well-funded geological survey department which, according
to the company website, contains ‘some of the world’s best geologists and minerals scientists’. In its investor relations
literature, the company claims that:
‘our experts search the earth for mineral reserves and once located, they are carefully measured so that the company
can always report on known reserves. This knowledge underpins market confidence and keeps our customers
supplied with the inventory they need. You can trust our reserve reports – our reputation depends on it!’
At the board meeting, the head of the geological survey department, Ranjana Tyler, reported that there was a problem
with the latest report because one of the major reserve figures had recently been found to be wrong. The mineral in
question, mallerite, was WM’s largest mineral in volume terms and Ranjana explained that the mallerite reserves in
a deep mine in a certain part of the world had been significantly overestimated. She explained that, based on the
interim minerals report, the stock market analysts were expecting WM to announce known mallerite reserves of
4·8 billion tonnes. The actual figure was closer to 2·4 billion tonnes. It was agreed that this difference was sufficient
to affect WM’s market value, despite the otherwise good results for the past year. Vanda Monroe, the finance director,
said that the share price reflects market confidence in future earnings. She said that an announcement of an incorrect
estimation like that for mallerite would cause a reduction in share value. More importantly for WM itself, however, it
could undermine confidence in the geological survey department. All agreed that as this was strategically important
for the company, it was a top priority to deal with this problem.
Ranjana explained how the situation had arisen. The major mallerite mine was in a country new to WM’s operations.
The WM engineer at the mine said it was difficult to deal with some local people because, according to the engineer,
‘they didn’t like to give us bad news’. The engineer explained that when the mine was found to be smaller than
originally thought, he was not told until it was too late to reduce the price paid for the mine. This was embarrassing
and it was agreed that it would affect market confidence in WM if it was made public.
The board discussed the options open to it. The chairman, who was also a qualified accountant, was Tim Blake. He
began by expressing serious concern about the overestimation and then invited the board to express views freely. Gary
Howells, the operations director, said that because disclosing the error to the market would be so damaging, it might
be best to keep it a secret and hope that new reserves can be found in the near future that will make up for the
shortfall. He said that it was unlikely that this concealment would be found out as shareholders trusted WM and they
had many years of good investor relations to draw on. Vanda Monroe, the finance director, reminded the board that
the company was bound to certain standards of truthfulness and transparency by its stock market listing. She pointed
out that they were constrained by codes of governance and ethics by the stock market and that colleagues should be
aware that WM would be in technical breach of these if the incorrect estimation was concealed from investors. Finally,
Martin Chan, the human resources director, said that the error should be disclosed to the investors because he would
not want to be deceived if he were an outside investor in the company. He argued that whatever the governance codes
said and whatever the cost in terms of reputation and market value, WM should admit its error and cope with
whatever consequences arose. The WM board contains three non-executive directors and their views were also
invited.
At the preliminary results presentation some time later, one analyst, Christina Gonzales, who had become aware of
the mallerite problem, asked about internal audit and control systems, and whether they were adequate in such a
reserve-sensitive industry. WM’s chairman, Tim Blake, said that he intended to write a letter to all investors and
analysts in the light of the mallerite problem which he hoped would address some of the issues that Miss Gonzales
had raised.
Required:
(a) Define ‘transparency’ and evaluate its importance as an underlying principle in corporate governance and in
relevant and reliable financial reporting. Your answer should refer to the case as appropriate. (10 marks)
Required:
(a) (i) Discuss the approach taken by IFRS 9 in measuring and classifying financial assets and the main effect that IFRS 9 will have on accounting for financial assets. (11 marks)
(ii) Grainger, a public limited company, has decided to adopt IFRS 9 prior to January 2012 and has decided to restate comparative information under IAS 8 Accounting Policies, Changes in Accounting Estimates and Errors. The entity has an investment in a financial asset which was carried at amortised cost under IAS 39 but will be valued at fair value through profit and loss (FVTPL) under IFRS 9. The carrying value of the assets was $105,000 on 30 April 2010 and $110,400 on 30 April 2011. The fair value of the asset was $106,500 on 30 April 2010 and $111,000 on 30 April 2011. Grainger has determined that the asset will be valued at FVTPL at 30 April 2011.
Required:
Discuss how the financial asset will be accounted for in the financial statements of Grainger in the year ended 30 April 2011. (4 marks)
(b) Recently, criticisms have been made against the current IFRS impairment model for financial assets (the incurred loss model). The issue with the incurred loss model is that impairment losses (and resulting write-downs in the reported value of financial assets) can only be recognised when there is evidence that they exist and have been incurred. Reporting entities are not allowed currently to consider the effects of expected losses. There is a view that earlier recognition of loan losses could potentially reduce the problems incurred in a credit crisis.
Grainger has a portfolio of loans of $5 million which was initially recognised on 1 May 2010. The loans mature in 10 years and carry an interest rate of 16%. Grainger estimates that no loans will default in the first two years, but from the third year onwards, loans will default at an annual rate of about 9%. If the loans default as expected, the rate of return from the portfolio will be approximately 9·07%. The number of loans are fixed without any new lending or any other impairment provisions.
Required:
(i) Discuss briefly the issues related to considering the effects of expected losses in dealing with impairment of financial assets. (4 marks)
(ii) Calculate the impact on the financial statements up to the year ended 30 April 2013 if Grainger anticipated the expected losses on the loan portfolio in year three. (4 marks)
Professional marks will be awarded in question 4 for clarity and quality of discussion. (2 marks)
1 Geno Vesa Farm (GVF), a limited liability company, is a cheese manufacturer. Its principal activity is the production
of a traditional ‘Farmhouse’ cheese that is retailed around the world to exclusive shops, through mail order and web
sales. Other activities include the sale of locally produced foods through a farm shop and cheese-making
demonstrations and tours.
The farm’s herd of 700 goats is used primarily for the production of milk. Kids (i.e. goat offspring), which are a
secondary product, are selected for herd replacement or otherwise sold. Animals held for sale are not usually retained
beyond the time they reach optimal size or weight because their value usually does not increase thereafter.
There are two main variations of the traditional farmhouse cheese; ‘Rabida Red’ and ‘Bachas Blue’. The red cheese
is coloured using Innittu, which is extracted from berries found only in South American rain forests. The cost of Innittu
has risen sharply over the last year as the collection of berries by local village workers has come under the scrutiny
of an international action group. The group is lobbying the South American government to ban the export of Innittu,
claiming that the workers are being exploited and that sustaining the forest is seriously under threat.
Demand for Bachas Blue, which is made from unpasteurised milk, fell considerably in 2003 following the publication
of a research report that suggested a link between unpasteurised milk products and a skin disorder. The financial
statements for the year ended 30 September 2004 recognised a material impairment loss attributable to the
equipment used exclusively for the manufacture of Bachas Blue. However, as the adverse publicity is gradually being
forgotten, sales of Bachas Blue are now showing a steady increase and are currently expected to return to their former
level by the end of September 2005.
Cheese is matured to three strengths – mild, medium and strong – depending on the period of time it is left to ripen,
which is six, 12 and 18 months respectively. When produced, the cheese is sold to a financial institution, Abingdon
Bank, at cost. Under the terms of sale, GVF has the option to buy the cheese on its maturity at cost plus 7% for
every six months which has elapsed.
All cheese is stored to maturity on wooden boards in GVF’s cool and airy sheds. However, recently enacted health
and safety legislation requires that the wooden boards be replaced with stainless steel shelves with effect from 1 July
2005. The management of GVF has petitioned the government health department that to comply with the legislation
would interfere with the maturing process and the production of medium and strong cheeses would have to cease.
In 2003, GVF applied for and received a substantial regional development grant for the promotion of tourism in the
area. GVF’s management has deferred its plan to convert a disused barn into holiday accommodation from 2004
until at least 2006.
Required:
(a) Identify and explain the principal audit risks to be considered when planning the final audit of GVF for the
year ending 30 September 2005. (14 marks)
A.y’(t)/x(t)
B.-y’(t)/x(t)
C.y’(t)/x’(t)
D.y(t)/x’(t)
E.-y(t)/x’(t)
I will make sure that you ______.
A．won't get lost
B．don't get lost
C．won't lost
D．lost
A.isn't it
B.doesn't it
C.wasn't it
D.hasn't it
