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Answers (Version A)
Booklet 2 of 3
To be used in conjunction with Ethics and Governance, 2nd edition. © Copyright CPA Australia unless otherwise indicated.
Page 2 ETHICS AND GOVERNANCE
CPA Program
Ethics and Governance
Scoring the exam practice questions
Now that you have completed your exam practice questions in booklet 1, you are ready to
see how you performed.
You’ll need to use this booklet alongside your ‘Self-assessment’ booklet (booklet 3).
Questions 1 to 30 are worth one (1) mark each. Please select only one option for each question.
1. Which one of the following is an attribute that traditionally distinguishes the accounting profession
from a non-professional occupation?
A community prestige
B pursuit of excellence
C membership exclusivity
D enlightened self-interest
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2. Which one of the following is part of the application of professional judgment by an accountant?
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ETHICS AND GOVERNANCE Page 5
3. Which of the following sets of attributes is included in the traditional concept of a profession?
A a code of ethics for its members, the existence of a governing body, and a lack
of autonomy
B
a code of ethics for its members, the existence of a governing body, and a
systematic body of theory and knowledge
D a code of ethics for its members, a systematic body of theory and knowledge,
and distinct government regulation over the governing body
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4. Which one of the following forms part of the co-regulatory model for the accounting profession
in Australia?
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ETHICS AND GOVERNANCE Page 7
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6. Mary is a CPA whose current work assignment is to analyse, for a possible court case, the
financial records of a company whose cash flow does not seem to match its revenue growth.
Which type of public practice role best describes Mary’s field of study?
A forensic accounting
D financial management
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ETHICS AND GOVERNANCE Page 9
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A professional scepticism
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ETHICS AND GOVERNANCE Page 11
9. While reviewing a client’s accounting records, Sally Strong CPA has found entertainment
expenses were classified as staff training expenses. Sally has explained to the client that she will
correct the classification because, personally and professionally, she can only act with integrity.
Which of the following ethical theories has Sally applied to justify her decision?
A virtue ethics
B egoism
C utilitarianism
D ethics of rights
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10. Rebecca Wong is a partner in a public practice. Rebecca receives a box of chocolates from a
client as an expression of appreciation for excellent service she provided to the client during
the past year. Under APES 110 Code of Ethics for Professional Accountants, which one of the
following is correct?
C Rebecca can accept the gift provided she declares this gift to her fellow partner.
D
Rebecca can accept the gift as its nature and intent are not likely to result in a
significant threat.
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ETHICS AND GOVERNANCE Page 13
11. A junior accountant of a manufacturing company suspects their employer has been illegally
dumping significant amounts of waste.
Under the ‘Responding to Non-Compliance with Laws and Regulations’ (NOCLAR) requirements,
what should the junior accountant do?
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12. Sarah works for a large corporation. She discovers that her department released a report that
contained false financial information. She reports the fraud as required by her corporation’s
guidelines and applicable legal standards.
Which of the following principles of the Accounting and Professional and Ethical Standards Board
(APESB) Code of Ethics does Sarah’s action demonstrate?
A maintaining loyalty
C maintaining confidentiality
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13. While auditing a listed company, Brigid uncovers large cash payments. Brigid suspects these
payments are bribes paid to suppliers in order to secure contracts. The chief financial officer
proposes to significantly increase the audit fee if Brigid agrees to overlook the cash payments.
Using the American Accounting Association (AAA) model, what should Brigid consider when
making her decision?
D the audit fee foregone if Brigid does not agree to overlook the payments
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14. Gerry works as an accountant for the Yellow Building Corporation (YBC). He discovers that
a member of the board of directors has an undisclosed financial interest in a company that is
currently tendering for a large contract with YBC. Gerry determines that this conflict of interest
may be an ethics violation.
According to the American Accounting Association (AAA) model for ethical decision-making,
which one of the following should Gerry next identify to help him make an ethical decision about
this situation?
B determine the amount of financial interest the board member has in the company to see
whether it is material
C decide whether to discuss the matter privately with the board member or bring it to the
attention of YBC’s CEO
D
obtain information on whether the board member’s interest violates rules or would
typically be seen as unacceptable
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ETHICS AND GOVERNANCE Page 17
15. Corporate governance in the public sector should have which one of the following guiding
principles?
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16. The system of corporate governance in Asia can be characterised by which one of the following?
_________________________________________________________________________________
ETHICS AND GOVERNANCE Page 19
17. Which one of the following statements best describes the concept of ‘comply or explain’?
A A corporation must disclose when management disagrees with a decision of the board
of directors.
B A corporation must provide an explanation when it does not comply with government
legislation.
C
A corporation must explain to its shareholders the reason behind non-compliance
with a governance recommendation.
D Management must explain to the board of directors the reason behind non-compliance
with a governance recommendation.
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18. Which one of the following remuneration methods best contributes to the alignment of
management and shareholder interests?
_________________________________________________________________________________
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19. A company’s chief executive officer (CEO) and other members of the executive team have
a comprehensive compensation package that includes a base salary, annual bonuses, and
share options. The annual bonuses are tied to company performance.
To align executive pay with the interests of the shareholders, which one of the following best
reflects current recommendations for the executive team’s compensation package.
A
Annual bonuses should be linked to performance on both short-term and
long-term goals.
B The base salary should be below market average and annual bonuses should be
above average.
C The base salary, annual bonuses and long-term share-option incentives should all be
above average.
D The compensation packages should be in line with the multiples outlined in the Economic
Times (Goyal 2012) report for the country.
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20. A company has been following current recommendations from the Financial Reporting Council
(FRC) on promoting diversity. A member of the board of directors resigns, and the company must
fill the open position.
To achieve diversity at the board level according to FRC, which of the following should the
company look for when evaluating candidates?
B a candidate with applicable skills and experience who is the same gender as the
departing board member
C
a candidate with applicable skills and experience who may have personality
attributes and a background that differs from those of most board members
D a female candidate with applicable skills and experience who is either younger or older,
who has a different background than most of the other board members
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ETHICS AND GOVERNANCE Page 23
21. The obligation to ensure potential employees are not misled in relation to advertised employment
positions is specified in which one of the following pronouncements?
A ASX Principles
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22. Which one of the following most accurately describes the ideal composition of an audit
committee, based on the auditing standards?
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ETHICS AND GOVERNANCE Page 25
23. A corporation plans to expand its business to include the manufacturing of consumer products.
Company management wants to get the products to market quickly because this will increase
their year-end bonuses. The compliance officer has stepped in to ensure the products will not be
sold until safety concerns are addressed.
To ensure the ongoing effectiveness of the compliance program, which of the following actions
should the company take?
C
regularly review compliance policies and procedures to determine whether they are
being followed and are effective
D have a reward system that compensates management and employees for complying with
company policies and procedures
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24. A group of friends work together in buying shares to artificially inflate their price and sell them at a
large profit. They are engaging in which one of the following offences?
A pools
B churning
C cartel operation
D insider trading
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ETHICS AND GOVERNANCE Page 27
25. ‘Development that meets the needs of the present world without compromising the ability of future
generations to meet their own needs.’
This is a definition of
A sustainable development.
B environmental development.
C financial development.
D economic development.
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26. Which one of the following explains why organisations might be motivated to provide social and
environmental information?
C to demonstrate that agents are behaving in accordance with the interests of principals
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27. Which one of the following represents a mandatory corporate obligation in relation to reporting
environmental risks?
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28. Which one of the following sections of an annual report includes mandatory social and
environmental reporting requirements?
A financial statements
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ETHICS AND GOVERNANCE Page 31
29. Which one of the following can explain why an entity volunteers to provide non-mandatory
information?
B enlightened self-interest
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30. Run Inc. (Run) is a multi-national company that manufactures sports equipment. The company
fulfils all mandatory reporting requirements but does not provide non-mandatory environmental
reporting.
Which one of the following statements describes the most important reason for Run to provide
non-mandatory environmental reporting?
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ETHICS AND GOVERNANCE Page 33
Ensure that you write your answers in the corresponding space provided for each question.
Sky-high ambitions
LLE Ltd (LLE) was established 15 years ago in Sydney and provided construction services to
property developers. Because of the company’s extensive use of cranes, the nature of LLE’s
business has since evolved to include importing and assembling cranes for use on building sites.
Some of these cranes are used by LLE, while others are sold to property developers who employ
their own workforces to operate the cranes.
LLE’s board currently consists of five people: Brian Long, the current chair; three directors, who were
the original founders; and Winnie Leung, who joined LLE’s board three years ago as a non-executive
director. Brian has a 12 per cent equity stake in LLE; the three original founders each hold a 10 per
cent equity share; and the general public holds 58 per cent. Winnie does not have an equity interest
in the firm.
Lately LLE has experienced challenging financial times due to several factors. These include
rising labour costs on construction sites, a sharp decline in the demand for new apartments, and a
weakening Australian dollar that has increased the cost of importing crane components. All of these
issues have led to LLE holding excessive stock of crane parts.
To counter these financial difficulties, Brian decided that drastic action was necessary. He therefore
sold some excess crane parts to his wife’s property development company. Brian advised Winnie of
this sale at a social lunch. Brian explained that, as the sale was done at market value, he did not think
it was necessary to notify other board members, even though LLE’s constitution provides that related
party transactions can only be undertaken with a majority of the board’s approval.
Another strategy devised by Brian to stimulate LLE’s business was to sell crane parts as well
as assembly services at a discount to his preferred property developers. This was a particularly
successful strategy in lifting LLE’s revenues, with one developer reciprocating the favour by agreeing
to build Brian’s new holiday home at a significant discount. Brian did not disclose this benefit to
LLE’s board as he considered the benefit of his strategy to LLE’s business to outweigh any personal
considerations.
Additionally, Brian devised a strategy where arrangements were made with other crane importers
and assemblers who were also experiencing financial difficulties due to the construction downturn.
They agreed to concentrate on geographic areas in which each individual business was the strongest.
This strategy enabled each company to cut operating costs relating to geographic areas where they
were the weakest. Brian also arranged for the companies to liaise with each other on acceptable
prices at which they would quote customers for crane assembly in order to maintain profit margins
in the industry. These strategies were endorsed by the other LLE directors.
Page 34 ETHICS AND GOVERNANCE
LLE’s advertising brochures claimed their assembled cranes were subjected to all current Australian
safety tests. However, over the past six months there have been several accidents arising from
the use of the cranes, which has resulted in serious injuries to LLE’s employees and to some of its
customers. Investigating workplace accident officers have reported that the cranes did not meet
Australian standards when subjected to heavy loads and when operating in strong winds.
Employees had previously raised such safety concerns with LLE’s senior management, but their
concerns were not taken seriously and the employees did not want to risk losing their positions by
making further complaints. LLE’s procedures were unclear as to how employee safety issues should
be dealt with. There is no information published on its intranet site or occupational health and safety
notice boards, and there have been no regular occupational health and safety meetings between
senior management and employees. LLE’s annual report was also silent on employee issues.
31. With reference to case facts, examine two (2) ways in which Brian has breached his statutory
duties as a director of LLE (maximum 2 marks). Provide one (1) recommendation for each breach
as to what the company could have done to prevent that breach (maximum 2 marks).
(4 marks)
32. Explain how LLE has breached the OECD Principles of Corporate Governance 4 and 5 in relation
to its employees. Your answer should clearly identify two (2) sub-principles (one for each of
Principles 4 and 5), and explain what the breach consists of, with reference to case facts.
(4 marks)
33. With reference to case facts, examine two (2) ways LLE has breached competition laws and
provide two (2) recommendations for how LLE could have prevented these breaches.
(4 marks)
Ensure that you write your answers in the corresponding space provided for each question
on the following pages.
ETHICS AND GOVERNANCE Page 35
31. With reference to case facts, examine two (2) ways in which Brian has breached his statutory
duties as a director of LLE (maximum 2 marks). Provide one (1) recommendation for each breach
as to what the company could have done to prevent that breach (maximum 2 marks).
(4 marks)
OR OR
2. Brian sold the crane parts to his wife’s company. 2. LLE could have provided training to the directors
This is a related-party transaction, and therefore to inform them on how a conflict of interest is
Brian had a conflict between his concerns for his identified and what steps should be undertaken
wife and his concerns for LLE. when such a conflict arises.
Act in the best interests of the corporation 1. As a matter of policy, LLE could have required
1. Brian failed to act in the best interests of LLE by directors to always submit operational equipment
obtaining a personal discount on the construction sales made at a discount to market value to a
cost of his new holiday home (not disclosed board decision in a formal meeting.
to LLE) to the detriment of LLE (as it failed to
receive full market value on the sale of the
cranes).
OR OR
2. Brian failed to act in the best interests of LLE by 2. LLE could have put in place a policy on directors
selling the cranes in exchange for a discount on receiving bribes or gifts and benefits above a
the construction cost of his holiday home. In this certain value.
way, Brian diverted benefits of the transaction to
himself instead of the company.
OR OR
3. Brian failed to act in the best interests of LLE as 3. LLE could have had a compliance program that
a result of engaging in cartel conduct together included training directors on identifying legal
with other businesses in the same industry. By issues and avoiding legal risks to the company.
agreeing to allocate different geographic areas
to each business for the purpose of exercising
monopoly, they breached competition laws, thus
potentially attracting legal action and penalties for
the company.
Page 36 ETHICS AND GOVERNANCE
OR
Mark allocation:
• 1 mark for examining each relevant statutory duty breached provided this is supported by
a relevant case fact (maximum 2 marks)
• 1 mark for each recommendation for how these breaches could have been avoided
(maximum 2 marks)
ETHICS AND GOVERNANCE Page 37
32. Explain how LLE has breached the OECD Principles of Corporate Governance 4 and 5 in relation
to its employees. Your answer should clearly identify two (2) sub-principles (one for each of
Principles 4 and 5), and explain what the breach consists of, with reference to case facts.
(4 marks)
Principle and sub-principle breached Supporting case fact and reason for breach
Principle 4: The role of stakeholders in corporate The employees of LLE are working with unsafe
governance cranes that have failed safety inspections. The
employees have a right to a safe workplace, but
4B. Where stakeholders’ interests are protected by the directors have breached the law to provide a
law the stakeholder should have the opportunity to safe workplace and have breached the OECD sub-
obtain effective redress for violation of their rights. principle 4B because there are no procedures in
place for the employees to question the management
about their safety.
Principle 4: The role of stakeholders in corporate There are no regular meetings between senior
governance management (as the board’s agent) and employees
to facilitate employee participation in matters such as
4C. Mechanisms for employee participation should employee safety.
be permitted to develop.
Employees are also not provided with access
to information regarding their safety, such as a
company intranet site, emails or an occupational
health and safety notice board.
Mark allocation:
• 1 mark for identifying each sub-principle breached (maximum 2 marks)
• 1 mark for each explanation of the breach and supporting case fact (maximum 2 marks)
Page 38 ETHICS AND GOVERNANCE
33. With reference to case facts, examine two (2) ways LLE has breached competition laws and
provide two (2) recommendations for how LLE could have prevented these breaches.
(4 marks)
Mark allocation:
• 1 mark for examining each breach of competition laws provided it is also accompanied by
a relevant case fact (maximum 2 marks)
• 1 mark for each recommendation for how these breaches could have been prevented
(maximum 2 marks)