Series: MAR 2024

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SCS – MAR 2024 – L3 – Q6c – Strategy, stakeholders, and mission

Describe and explain the four broad roles of NEDs identified in the Higgs Guidance (2003).

Question

Prestige’s Board acknowledges that by adopting and implementing the highest standards of
corporate governance, this sets the standards and values for the entire Company. The
Company seeks to comply with best practice in all areas of corporate governance and
continues to review the Company’s procedures to maintain proper control and
accountability.
Required

There are nine members on Prestige’s Board of Directors. They include the Chairman, Chief Executive, three executive directors, and four non-executive directors (NEDs). Describe and explain four broad roles for NEDs identified in the document published in the UK in 2003, known as the Higgs Guidance.

Answer

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Tags: Accountability, board roles, Corporate Governance, Non-Executive Directors
Level: Level 3

Topic: Strategy, stakeholders, and mission
Series: MAR 2024

SCS – MAR 2024 – L3 – Q6b – Strategy, stakeholders, and mission

Explain how Principles V and VI of the OECD Principles of Corporate Governance could be applied at Prestige.

Question

Describe and explain how Principles V and VI of the OECD Principles of Corporate Governance – 2015 Edition, could be applied at Prestige to ensure good corporate governance practices.

Answer

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Tags: Accountability, Corporate Governance, OECD principles, Transparency
Level: Level 3

Topic: Strategy, stakeholders, and mission
Series: MAR 2024

SCS – MAR 2024 – L3 – Q6a – Strategy, stakeholders, and mission

Describe and explain 5 key issues in corporate governance for Prestige.

Question

Prestige’s Board acknowledges that by adopting and implementing the highest standards of corporate governance, this sets the standards and values for the entire Company. The Company seeks to comply with best practices in all areas of corporate governance and continues to review its procedures to maintain proper control and accountability.

Required:
Describe and explain five key issues in corporate governance that would establish how well or badly Prestige is governed.

Answer

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Tags: Accountability, Board Structure, Corporate Governance, Transparency
Level: Level 3

Topic: Strategy, stakeholders, and mission
Series: MAR 2024

SCS – MAR 2024 – L3 – Q5c – International financial management

Evaluate the factors restricting foreign investment despite potential good returns.

Question

With reference to Option Three, evaluate the factors that restrict foreign investment despite the perceived potential for good returns.

Answer

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Tags: Barriers, Foreign Investment, international markets, Risk Assessment
Level: Level 3

Topic: International financial management
Series: MAR 2024

SCS – MAR 2024 – L3 – Q5b – Financial management

Calculate the effective rate of borrowing for three months and explain the advantages of convertible bonds.

Question

With reference to Option Two:

i) What would be its effective rate of borrowing for the three months if US dollar LIBOR is 4.50% at the start of the notional interest period for the FRA? (2 marks)
ii) What are the advantages of Convertible Bonds? (3 marks)

Answer

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Tags: Borrowing rate, Convertible Bonds, Financing, FRA
Level: Level 3

Topic: Financial management
Series: MAR 2024

SCS – MAR 2024 – L3 – Q5a – Financial management

Calculate various financial ratios including ROCE, EPS, DPS, and TSR based on given financial data.

Question

With reference to the information in Option One available to Prestige as presented by Professor Joseph Laing, a business consultant, calculate the following:

i) Return on Capital Employed (ROCE) (1 mark)
ii) Earnings Per Share (EPS) (1 mark)
iii) Dividend Per Share (DPS) (2 marks)
iv) Total Shareholders Return (TSR) (2 marks)
v) Explain the difference between ROCE and Accounting Rate of Return, their essential features, and relationship (4 marks)

Answer

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Tags: DPS, EPS, Financial Ratios, ROCE, TSR
Level: Level 3

Topic: Financial management
Series: MAR 2024

SCS – MAR 2024 – L3 – Q4b – Strategy implementation

Advise on an appropriate HR strategy to harmonize the organizational structure for effective delivery at Prestige.

Question

Each company acquired or merged by Prestige was allowed to maintain its human resource structure.

Required:
Analyze and advise on an appropriate HR strategy Prestige should adopt to harmonize the organizational structure for effective delivery of the company’s objectives.

Answer

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Tags: HR Strategy, Mergers and Acquisitions, Organizational Structure, workforce planning
Level: Level 3

Topic: Strategy implementation
Series: MAR 2024

SCS – MAR 2024 – L3 – Q4a – Strategy implementation

Explain how Prestige could leverage ICT using the four broad stages of e-business development to compete.

Question

Prestige’s Board has shifted from their long-standing reluctance to venture into foreign markets to seriously consider the possibility of expansion overseas. An important implication of this decision is that as the size of the market increases, competition becomes international. The main rivals are no longer local suppliers to a domestic market.

Required:
Using the four broad stages of development to a full e-business model, explain how Prestige could leverage ICT to compete.

Answer

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Tags: Business model, Competitive Advantage, E-Business, ICT
Level: Level 3

Topic: Strategy implementation
Series: MAR 2024

SCS – MAR 2024 – L3 – Q3 – Functional strategies

Explain the potential benefits of resource sharing through common IT systems at Prestige.

Question

When five years ago the present regional divisional structure of Greater Accra, Ashanti, and Eastern was formalized, an attempt was made to ensure that common systems and ways of working were adopted across each of the three regions. However, due to the pressures on the Company, this was never fully implemented.

Required:
Explain the potential benefits of resource sharing (configuring an organization’s computing system in such a way that the information and resources within it can be accessed, and remotely accessed, across multiple administrative domains) to Prestige if they adopt common IT systems.

Answer

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Tags: Cost savings, IT Systems, remote access, resource sharing
Level: Level 3

Topic: Functional strategies
Series: MAR 2024

SCS – MAR 2024 – L3 – Q2 – Competitive advantage

Apply and appraise Porter’s three strategies for sustaining competitive advantage for Prestige Designers Ltd.

Question

A strategic clock can be used to consider different business strategies for gaining competitive advantage, based on providing a combination of price and perceived benefits. Porter has suggested three strategies for sustaining competitive advantage over rival firms and their products or services. They are a cost leadership strategy, a differentiation strategy, and a focus strategy.

Required:
Apply and appraise how effective the suggested three strategies for sustaining competitive advantage over rival firms would be useful to Prestige. (10 marks)

Answer

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Tags: Competitive Advantage, cost leadership, Differentiation, focus strategy
Level: Level 3

Topic: Competitive Advantage
Series: MAR 2024

BMIS – March 2024 – L1 – Q2c – Competitive forces and markets

Explain characteristics of a perfectly competitive market and how a monopolist can maximize revenue by choosing either price or quantity.

Question

A perfectly competitive market has been described as one in which buyers and sellers have no option but to take the price determined by the forces in the market. Whereas prices are determined by the forces in a perfectly competitive market, a monopolist firm can maximise its revenue by doing one of two things – choose price or quantity.

Required: i) Explain THREE (3) characteristics of a perfectly competitive market. (3 marks) ii) Explain the statement in bold. (3 marks)

Answer

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Tags: Economic theory, Market structure, Monopoly, Perfect competition, Price determination
Level: Level 1

Topic: Competitive forces and markets
Series: MAR 2024

BMIS – March 2024 – L1 – Q2b – The business organisation and its stakeholders

Briefly discuss how shareholders, customers, suppliers, and the government may be rewarded for a company's good financial performance.

Question

Briefly discuss how the following external stakeholder groups may be rewarded for a company’s good financial performance.

i) Shareholders ii) Customers iii) Suppliers iv) Government (4 marks)

Answer

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Tags: Customers, Financial Performance, Government, Shareholders, Stakeholder rewards, Suppliers
Level: Level 1

Topic: The Business Organisation and its Stakeholders
Series: MAR 2024

BMIS – March 2024 – L1 – Q2a – Introduction to business strategy

Explain five benefits of developing vision and mission statements for world-class organizations.

Question

World class organisations invest financial and non-financial resources in developing vision and mission statements because they believe that such investment will yield numerous benefits.

Required: Explain FIVE (5) of such benefits. (10 marks)

Answer

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Tags: Corporate direction, Mission Statement, Organizational Performance, Strategic Planning, Vision Statement
Level: Level 1

Topic: Introduction to Business Strategy
Series: MAR 2024

BMIS – March 2024 – L1 – Q1b – Business and Organisational Structure

Explain five reasons why Asanko Ltd, a multinational dry dock company, might have adopted a decentralization policy for its operations.

Question

Asanko Ltd is a dry dock company which repairs fishing trawlers. The company has its headquarters in Ghana with subsidiaries in Sierra Leone, Gambia and Liberia. The company has adopted decentralisation policy for its operations.

Required: Explain FIVE (5) reasons which might have accounted for the company’s decision to adopt this policy for its operations.

Answer

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Tags: Decentralization, Decision Making, Management policy, Multinational operations, Organizational Structure
Level: Level 1

Topic: Business and Organisational Structure
Series: MAR 2024

BMIS – March 2024 – L1 – Q1a – The business organisation and its stakeholders

Explain five features of a Public Limited Liability Company to a friend considering investment options.

Question

You have been approached by a high school friend for advice as to the form of business organisation in which he should invest. He indicates to you that he does not necessarily want to be directly involved in the day-to-day running of the business because he has family matters to attend to. You intend to recommend that he invests in a public limited liability company.

Required: Explain FIVE (5) features of a Public Limited Liability Company to your friend.

Answer

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Tags: Business organization, Companies Act, Company features, Investment advice, Public Limited Liability Company
Level: Level 1

Topic: The Business Organisation and its Stakeholders
Series: MAR 2024

AAA – Mar 2024 – L3 – Q1b – The regulatory environment, Practice management, The audit approach

Discussion of issues with an audit engagement letter for Kumanji Ltd in accordance with ISA 210.

Question

Ayesu & Associates, a reputable auditing firm, was approached by Kumanji Ltd to conduct an annual financial audit for the fiscal year ending December 31, 2023. Below is the audit engagement letter.

Re: Engagement Letter for the Audit of Financial Statements of Kumanji Ltd

We are pleased to confirm the terms of our engagement for the audit of your financial statements for the year ended December 31, 2023. This letter will serve as our agreement with Kumanji Ltd and outlines the scope of our services, responsibilities, and fee structure. Please review this letter carefully and let us know if you have any questions or concerns.

Audit Period: The audit will cover the financial statements of Kumanji Ltd for the fiscal year beginning January 1, 2023, and ending on March 31, 2023.

Audit Fees: Our fee structure will be based on a fixed fee of GH¢5,000 for the audit, payable in two installments. The first installment of GH¢2,500 will be due at the commencement of the audit, and the remaining GH¢2,500 will be due upon completion of the audit.

Timeline for Reporting: We will deliver the audit report and financial statements to you within two months after the conclusion of our fieldwork.

Conflicts of Interest: We do not anticipate any conflicts of interest that may affect our independence or objectivity during the audit. If any conflicts arise, we will address them promptly.

Audit Scope: We will perform audit procedures in accordance with Generally Accepted Auditing Standards (GAAS) to obtain reasonable assurance about whether the financial statements are free from material misstatement. Specific audit procedures will be determined during the audit process.

Contingency Plan: We do not have a contingency plan in place for unexpected disruptions or events that may affect the audit process.

Please acknowledge your agreement to the terms outlined in this letter by signing and returning a copy to us at your earliest convenience. If you have any questions or require clarification on any aspect of this engagement, do not hesitate to contact us.

We look forward to working with you and providing high-quality audit services to Kumanji Ltd. Thank you for entrusting us with this important engagement.

Required:
In accordance with ISA 210: Agreeing the terms of audit engagements, discuss FIVE (5) issues with the engagement letter. (10 marks)

Answer

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Tags: Audit Engagement, Audit Planning, Engagement letter, ISA 210
Level: Level 3

Topic: Practice management, The audit approach, The regulatory environment
Series: MAR 2024

AAA – Mar 2024 – L3 – Q1a – Rules of professional conduct, Professional responsibility and liability, The audit approach

Evaluation of ethical threats impacting audit independence and advice on mitigating actions.

Question

You are an audit manager of Afari & Partners and have been assigned to the audit of Jericho Plant Company Ltd (Jericho Plant), which has been an audit client for 6 years and specialises in manufacturing fertilizers in Ghana.

The company was introduced to the firm by Mr. Lartey 6 years ago when he was a Commissioner at the Ghana Revenue Authority (GRA). Mr. Lartey is not a member of the Institute of Chartered Accountants, Ghana. However, since his retirement from GRA, last year, he joined the firm as a tax partner to provide tax consultancy services. He has good relations with the client as his daughter is married to the son of the CEO for Jericho Plant.

Mr. Andani, who has been the audit engagement partner for Jericho Plant for the past 6 years, has recently been rotated off the audit engagement. The current audit partner, Mr. Nti, has suggested that in order to maintain a close relationship with Jericho Plant, Mr. Lartey should undertake the role of an engagement quality reviewer this year. In addition, Jericho Plant has requested that Mr. Andani assist them by attending their audit committee meetings, as a non-executive director has recently left the company.

Jericho Plant has also asked Mr. Lartey and the other partners at Afari & Partners to help them in recruiting a new non-executive director.

Fees paid by Jericho Plant form 35% of the firm’s total fee income (both audit and non-audit fees) and the partners have anticipated that the fees for this year would be greater than last year. Since joining as a tax partner, Mr. Lartey has been aggressive in generating revenue for the tax department and does not keep records of his work. He argues that the most important issue is for the firm to generate revenue, which he does. Some of the clients have complained about the cash collected by Mr. Lartey as part of his consultancy services.

The audit manager for Jericho Plant last year has just announced that he is leaving Afari & Partners to join Jericho Plant as the financial controller.

Required:

Using the information above

i) Evaluate FOUR (4) ethical threats which may affect the independence of Afari & Partners. (6 marks)

ii) For each threat, advise on how it might be mitigated to an acceptable level. (4 marks)

Answer

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Tags: Audit Independence, Engagement quality reviewer, Ethical Threats, Professional competence
Level: Level 3

Topic: Professional responsibility and liability, Rules of professional conduct, The audit approach
Series: MAR 2024

PSAF – March 2024 – L2 – Q5c – Financial Statements Discussion and Analysis

Discuss two pervasive constraints on the information included in financial statements in public sector reporting.

Question

In an ideal world, every financial information should be captured in the financial statements to ensure completeness. However, in practice, there exist certain constraints on information included in the general-purpose financial reports.

Required:
Discuss TWO (2) pervasive constraints on the information included in the financial statements.

Answer

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Tags: Cost-Benefit, Financial Statements, Information Constraints, Materiality, Public Sector Reporting
Level: Level 2

Topic: Financial Statements Discussion and Analysis
Series: MAR 2024

PSAF – March 2024 – L2 – Q5b – The context of public financial management

Discuss the constitutional provisions for authorizing withdrawals from public funds.

Question

The 1992 Constitution of the Republic of Ghana is the supreme framework for public financial management in Ghana. To protect the public purse, the Constitution makes provision on authorizing withdrawal from public funds.

Required:
In relation to public financial management, discuss THREE (3) ways of authorizing withdrawal from the public funds under the 1992 Constitution. (3 marks)

Answer

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Tags: 1992 Constitution, Appropriation Act, Public Financial Management, Public Funds, Supplementary Budget, Withdrawal Authorization
Level: Level 2

Topic: The context of public financial management
Series: MAR 2024

PSAF – March 2024 – L2 – Q5a – Public Financial Management

Differentiate between Principal Account Holder and Principal Spending Officer and explain the responsibilities of Principal Spending Officers.

Question

The Principal Account Holders and Principal Spending Officers are responsible for effective financial management of the covered entities. The Public Financial Management Act, 2016 (Act 921) has assigned specific responsibilities to both officers. However, the ability to work together will bring out greater results.

Required:

i) In the context of Public Financial Management, explain, with examples, the difference between a Principal Account Holder and a Principal Spending Officer of a covered entity. (2 marks)
ii) Explain FIVE (5) responsibilities of the Principal Spending Officers of a covered entity under the PFM Act 2016.(10 marks)

Answer

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Tags: Financial Responsibilities, Principal Account Holder, Principal Spending Officer, Public Financial Management Act
Level: Level 2

Topic: The context of public financial management
Series: MAR 2024

Series: MAR 2024

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SCS – MAR 2024 – L3 – Q6c – Strategy, stakeholders, and mission

Describe and explain the four broad roles of NEDs identified in the Higgs Guidance (2003).

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SCS – MAR 2024 – L3 – Q6b – Strategy, stakeholders, and mission

Explain how Principles V and VI of the OECD Principles of Corporate Governance could be applied at Prestige.

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SCS – MAR 2024 – L3 – Q6a – Strategy, stakeholders, and mission

Describe and explain 5 key issues in corporate governance for Prestige.

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SCS – MAR 2024 – L3 – Q5c – International financial management

Evaluate the factors restricting foreign investment despite potential good returns.

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SCS – MAR 2024 – L3 – Q5b – Financial management

Calculate the effective rate of borrowing for three months and explain the advantages of convertible bonds.

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SCS – MAR 2024 – L3 – Q5a – Financial management

Calculate various financial ratios including ROCE, EPS, DPS, and TSR based on given financial data.

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SCS – MAR 2024 – L3 – Q4b – Strategy implementation

Advise on an appropriate HR strategy to harmonize the organizational structure for effective delivery at Prestige.

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SCS – MAR 2024 – L3 – Q4a – Strategy implementation

Explain how Prestige could leverage ICT using the four broad stages of e-business development to compete.

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SCS – MAR 2024 – L3 – Q3 – Functional strategies

Explain the potential benefits of resource sharing through common IT systems at Prestige.

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SCS – MAR 2024 – L3 – Q2 – Competitive advantage

Apply and appraise Porter’s three strategies for sustaining competitive advantage for Prestige Designers Ltd.

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BMIS – March 2024 – L1 – Q2c – Competitive forces and markets

Explain characteristics of a perfectly competitive market and how a monopolist can maximize revenue by choosing either price or quantity.

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BMIS – March 2024 – L1 – Q2b – The business organisation and its stakeholders

Briefly discuss how shareholders, customers, suppliers, and the government may be rewarded for a company's good financial performance.

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BMIS – March 2024 – L1 – Q2a – Introduction to business strategy

Explain five benefits of developing vision and mission statements for world-class organizations.

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BMIS – March 2024 – L1 – Q1b – Business and Organisational Structure

Explain five reasons why Asanko Ltd, a multinational dry dock company, might have adopted a decentralization policy for its operations.

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BMIS – March 2024 – L1 – Q1a – The business organisation and its stakeholders

Explain five features of a Public Limited Liability Company to a friend considering investment options.

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AAA – Mar 2024 – L3 – Q1b – The regulatory environment, Practice management, The audit approach

Discussion of issues with an audit engagement letter for Kumanji Ltd in accordance with ISA 210.

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AAA – Mar 2024 – L3 – Q1a – Rules of professional conduct, Professional responsibility and liability, The audit approach

Evaluation of ethical threats impacting audit independence and advice on mitigating actions.

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PSAF – March 2024 – L2 – Q5c – Financial Statements Discussion and Analysis

Discuss two pervasive constraints on the information included in financial statements in public sector reporting.

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PSAF – March 2024 – L2 – Q5b – The context of public financial management

Discuss the constitutional provisions for authorizing withdrawals from public funds.

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PSAF – March 2024 – L2 – Q5a – Public Financial Management

Differentiate between Principal Account Holder and Principal Spending Officer and explain the responsibilities of Principal Spending Officers.

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