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T4 Part B Case Study Examination

Specimen Examination Paper


Instructions to candidates
You are allowed three hours to answer this question paper.
You are allowed 20 minutes reading time before the examination begins
during which you should read the question paper and, if you wish, make
annotations on the question paper. However, you will not be allowed, under
any circumstances, to open the examination answer book and start writing
or to use your calculator during the reading time.
This booklet contains the examination question and both the pre-seen and
unseen elements of the case material.
Answer the question on page 13, which is detachable for ease of reference.
The Case Study Assessment Criteria are also included on page 14.
Maths Tables and Formulae are provided on pages 20 to 23.
Write your full examination number, paper number and the examination
subject title in the spaces provided on the front of the examination answer
book.
Also write your contact ID and name in the space provided in the right hand
margin and seal to close

Contents of this booklet:


Pre-seen material Electricity
Generating Corporation

Page
2-8

Pre-seen Appendices A D

9 - 12

Question requirement and Assessment


criteria

13 - 14

Unseen material

15 - 18

Unseen Appendix E
Maths Tables and Formulae

19
20 - 23

The Chartered Institute of Management Accountants 2009

T4 Test of Professional Competence - Part B Case Study Exam

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

The Electricity Generating Corporation


Introduction
The Electricity Generating Corporation (EGC) is located in a democratic Asian country. EGC
was established as a nationalised industry many years ago. Its home Government at that time
had determined that the provision of the utility services of electricity generation and gas
production should be managed directly by boards which were accountable directly to
Government. In theory, nationalised industries should be run efficiently, on behalf of the public,
without the need to provide any form of risk-related return to the funding providers. In other
words, EGC, along with other nationalised industries is a non-profit making organisation. This,
the Government claimed at the time, would enable prices charged to the final consumer to be
kept low.

Industry structure
EGC operates 12 coal fired power stations across the country and transmits electricity through
an integrated national grid system which it manages and controls. It is organised into three
regions, Northern, Eastern and Western. Each region generates electricity which is sold to 10
private sector electricity distribution companies which are EGC's only customers. The 10
distribution companies are the suppliers of electricity to final users including households and
industry within the country and are not under the management or control of EGC. They are
completely independent companies owned by shareholders.
The three EGC regions transmit the electricity they generate into the national grid system. A
shortage of electricity generation in one region can be made up by taking from the national grid.
This is particularly important when there is a national emergency, such as exceptional weather
conditions. However, there have been times when EGC has not been able to fully satisfy
demand and this has led to power cuts. The charges for electricity generated by EGC are
regulated by the Government. EGC sells the electricity it generates to the 10 distribution
companies at a uniform price. The 10 distribution companies then sell the electricity they
purchase from EGC to the final customer. The Government requires EGC to maintain electricity
generation at all times and has in the past guaranteed that its costs will be met in full by the
central Government treasury.
The nationalised utility industries were set up in a monopolistic position. As such, no other
providers of these particular services were permitted to enter the market within the country.
Therefore, EGC is the sole generator of electricity in the country. The electricity generating
facilities, in the form of the 12 coal fired power stations were all built over 15 years ago and
some date back to before EGC came into being. The structure of EGC is that it has a
Management Board headed by a Managing Director who reports to senior civil servants in the
Governments Ministry of Energy.

Financing of EGC
The Government uses its own cash-based accounting system for all the nationalised industries,
EGC included. EGC draws funding directly from the Government on a regular basis to cover its
cash requirements for its capital needs and any shortfall in its operating costs. The Government
does not operate an accruals-based accounting system for the nationalised industries.
When EGC was formed, a large amount of Government cash funding was required initially to
give it financial stability. The model of financing which emerged for EGC was one that resulted in
its costs being guaranteed. As EGC is the monopoly generator of electricity in the country it
charges the price approved by the Government to the 10 private sector electricity distribution
companies. Any overall financial deficit EGC incurs is made up through additional Government
funding. In practice, EGC continues to be a large cash consumer of Government funds. While
recognising that it provides funds for capital equipment and renewals, the Governments aim is

T4 Part B Case Study

Specimen Exam Paper

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

that EGC should at least cover its operating costs from revenue earned from the 10 private
sector electricity distribution companies.
There has been no other source of funding for EGC other than income from the 10 private
sector electricity distribution companies and funds provided directly from the Government. The
Government however, has now instituted a loan system to cover expenditure when EGC needs
more cash than it collects in revenue. The argument the Minister of Energy has made is that the
Government cannot simply provide unlimited funds for EGC. Any further demands for cash by
EGC beyond what it collects in revenue can only be met by loans from the Government. No
funding can be obtained from any other source.
The loan facilities have been established to emphasise the principle that any additional funding
from the Government is a liability to EGC and that it must pay interest on the loan and eventually
pay back the capital sum. This principle was established by the Government in a drive to
introduce a more commercial basis to EGCs financing. Government loans have no fixed
repayment dates and are made to EGC at a preferential rate of interest, fixed at 2% below the
Government-set bank rate.
Recently, the Minister of Energy has stated that productivity, return on assets and good
stewardship of public funds are of high importance in managing all the nationalised industries.
This is a particular challenge for EGC as it is subject to inflationary pressure which has
increased in the country over the last year, and its Government-approved prices are set for a
period on the basis of a low, rather than a commercial, price. The response of EGC's Managing
Director has been that the role of the Management Board is to maintain the provision of
electricity generation at any cost rather than maximising investment returns or providing value
for money.

Introduction of commercial accounting practices at EGC


At the request of the Minister of Energy, a pro forma set of accounts incorporating an income
statement, balance sheet, cash flow statement and a statement of the changes in equity have
been produced for 2007/8 and 2008/9. This is the first time EGC has prepared accounts using
commercial accounting principles. The purpose of these accounts is to illustrate how EGC's
financial position would appear in a commercial environment. Extracts from this set of pro forma
accounts are shown at Appendices A and B. Within these pro forma accounts some of EGC's
loans have been "notionally" converted by the Government into ordinary shares in a further
attempt to illustrate how EGC's financial reports would appear using the accepted format of
commercial accounting principles. Financing costs are only payable on the Government loans
as shown in the balance sheet.
The pro forma accounts show a loss for the year ended 31 March 2009. Being a nationalised
industry and effectively the first set of "commercially based" accounts, there are no retained
earnings brought forward into 2007/8. The "Other reserves" is a sum which was vested in EGC
when it was first nationalised. This represents the initial capital stock valued on a historical cost
basis from the former electricity generating organisations which became EGC when it was
nationalised.

Capital market
EGC exists in a country which has a well developed capital market relating both to equity and
loan stock funding. There are well established international institutions, which are able to
provide funds and corporate entities are free to issue their own loan stock in accordance with
internationally recognised principles.

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Published November 2009

Energy consumption within the country


Energy consumption has doubled in the country over the last 10 years. EGC continues to use
coal fired power stations and now consumes most of the coal mined within the country.

Governance of EGC
The Managing Director of the Management Board of EGC reports to senior civil servants in the
Ministry of Energy. There are no shareholders and ownership of the Corporation rests entirely
with the Government. There is a formal annual meeting with senior Government officials at
which the financial accounts of EGC are approved. Beyond this there are occasional informal
meetings between members of the Management Board and Government officials, particularly
when the Minister of Energy is required to present information relating to electricity generation to
the countrys Parliament.

Structure of EGC
All the staff employed by EGC are Government employees. The structure of EGC comprises a
hierarchy of many levels of management authority. EGC is managed by the Management Board
which comprises the Managing Director, the Directors of each of the Northern, Eastern and
Western regions, a Technical Director, the Corporation Secretary and the Finance Director. With
the exception of the Corporation Secretary and Finance Director, all the Management Board
members are qualified electrical engineers.
Within the structure of EGCs headquarters, there are four support functions; engineering,
finance, human resource management (HRM) and administration, each with its own chief
officers, apart from HRM. The Senior HRM Officers and Chief Administrative Officer report to the
Corporation Secretary. The Chief Accountant reports to the Finance Director and the Chief
Engineer to the Technical Director. These functions are replicated in each region, each with its
own regional officers and support staff. In the three regions, the Regional Accountants and their
staff focus mainly on producing management accounting rather than financial accounting
information. A structure chart and organisational staffing information is given at Appendices C
and D for headquarters and a sample region which shows the engineering function under the
heading of Technical Staff and Engineering Staff, the finance function under the heading of
Finance Staff and Accountancy Staff, and HRM and administrative functions under the
heading of Secretariat Staff.
The number of professional engineering and operational staff has increased over the last 10
years in a period when demand for electricity has been increasing. The increase in operational
employees has led to an increase in managerial and administrative staff at EGC. At EGC
headquarters the management and administrative staff head count has increased to three times
its level of a decade ago. In total, the number of staff employed by EGC at 31 March 2009 was
11,608 full time equivalent staff.

Management of EGC
The Managing Director and Regional Directors all studied in the field of electrical engineering at
the country's leading university and have worked together for a long time. Although they did not
all attend the university at the same time, they have a strong belief in the quality of their
education. After graduation from university, each of the Regional Directors and the Managing
Director started work at EGC in a junior capacity and then subsequently gained professional
electrical engineering qualifications. They believe that the experience of working up through the
ranks of EGC has enabled them to have a clear understanding of EGCs culture and the
technical aspects of the industry as a whole.
The Management Board meets formally on a monthly basis but the Regional Directors and the
Managing Director regularly meet together on a social level, outside the Management Board
meetings at least once a month. One Regional Director was overheard to remark to his Regional
Engineer that the only function of the Management Board meetings was to formally agree the
decisions made by the Regional Directors and the Managing Director on the golf course.
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CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

The Technical Director is also a qualified electrical engineer but is not a graduate of the same
university as the Managing Director and Regional Directors. She obtained a first class honours
degree in Engineering with Business. After qualifying as an electrical engineer she took an MBA
degree at a prestigious European university and is currently studying for a PhD in electrical
engineering on a part-time basis. The Technical Director and the Finance Director tend to work
closely together in attempting to introduce improvements in financial control within EGC.
The Corporation Secretary has held his post for 22 years and expects to retire in two years
time. He too has risen through the ranks of EGC, having first started working as a junior clerk in
a regional office nearly 40 years ago. He studied hard and obtained a recognised qualification
as a corporate secretary by undertaking correspondence courses. In his period of tenure he has
been proud to provide the statutory returns as required by different Government ministries. He
has always carried out the instructions of the Managing Directors of EGC without question as he
has a strong sense of duty. Similarly, he expects total loyalty from the EGC headquarters staff
who report to him.
The Finance Director is a graduate and a Fellow of CIMA. He has worked in several private
enterprise organisations, engaged both in the retail and manufacturing sectors. Since he joined
EGC in April 2009, he has been trying to introduce a system of budgetary control as he
recognises that the Government is aiming to improve economy and efficiency while, at the same
time, maintaining effectiveness in the nationalised industries as a whole. This initiative has been
hampered by the fact that all the staff in the regions, including the finance staff, report to the
relevant Regional Director and not the functional staff at headquarters.
At a recent Management Board meeting, the Managing Director made it clear to the Finance
Director that, in his view, the main purpose of EGC is to maintain electricity generation whatever
the financial implications. The Regional Directors and the Managing Director all agree that the
Government will not reduce its commitment to funding EGC as this would threaten electricity
generation. The Finance Director responded by reminding the members of the Management
Board that now the Government is making loans not financial grants to EGC and that there is an
obligation on EGC to repay these loans at some point in the future.
The Managing Director replied that:
Irrespective of whether it is a loan or a gifted payment, the money is still found by
Government and our job is to maintain electricity generation. It is not the role of the
Management Board to worry about where the money comes from or in what form it arrives.
We can leave that to the country's treasury."
The Managing Director then added to the Finance Director:
"Do you realistically expect the Government to demand repayment? I don't."

Decision making at EGC


Decision making within EGC is centralised. All decisions on capital expenditure are made by the
Management Board and the Regional Directors are able to strongly influence these decisions.
Operational decisions are made in each region. Any decision which requires non recurring
expenditure over $5,000 must be made by the Regional Management Board. If the sum required
is over $1 million, the decision is referred to the EGC Management Board. At EGC
headquarters, decisions on expenditure relating to headquarters operations are delegated to the
relevant EGC Management Board member but any non recurring expenditure over $5,000 must
be referred to the Managing Director for approval. There is a strong culture throughout EGC of
committee structures and of documentation being required to support almost any action or
activity.

Power generation
EGC operates 12 coal fired power stations across the country. There is a well developed coal
mining industry in the country but extraction is becoming more expensive. There is no other form
of electricity generation in the country except for some wind turbine power experiments which
only produce a small fraction of the countrys electricity needs.

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The Minister of Energy has stated that the country should progress towards more efficient and
also renewable forms of power generation methods. This followed an announcement by the
Prime Minister that the country needed to review how it could provide secure energy supplies
and also reduce its impact on global warming.
Researchers in the country have cited France as an example of a country with a nationalised
electricity industry which now generates most of its electricity from nuclear power. The country in
which EGC is situated has no nuclear power stations.
Some members of the scientific community have concluded that the country will not be able to
reduce its harmful emissions without developing a nuclear power generation programme. (The
term harmful emissions in this context, refers to pollution coming out of electricity generating
power stations which damage the environment.) The country's leading researcher into energy
development has warned that without nuclear power generation, there will be increased usage
of coal. This will generate ever more harmful emissions which will lead to an increase, not a
decrease, in global warming. This will attract major criticism from other countries.
The researcher added that reliance on wave and solar power was not realistic as their
development was not going to be speedy enough to replace existing power generation methods
and meet the ever increasing demands for electricity. He did however acknowledge the potential
benefit of using wind turbines as a means of environmentally friendly power generation. Another
researcher has encouraged the Minister of Energy to clearly set out for the public how nuclear
power can contribute to reducing harmful emissions.
In the past, EGC tended to over estimate demand and so over-capacity was built into the
system, which led to higher costs. That position has now changed and there have been power
cuts due to EGC sometimes being unable to fully satisfy demand. No new power stations have
been built in the last 15 years.
EGC generates electricity using coal fired power stations. The Managing Director and Regional
Directors of EGC are not very enthusiastic about other methods of electricity generation and
have publicly stated their opposition to nuclear power. Their main concern has been on the
grounds of public safety and the safe disposal of spent nuclear fuel. Quite apart from the very
large capital investment which would be needed to establish nuclear power stations, they claim
that the case for nuclear fuelled electricity production has not yet been proved. In particular, they
argue that the cost of decommissioning a nuclear power station is very high.
Little research has been undertaken by EGC into alternative methods of power generation or the
impact on the environment of continuing to use coal for fuel. The only research that has been
done in the past was on ways of generating greater power yields from coal fuel sources.
Unsurprisingly, much of this research has been funded by the country's coal production industry.

Price charged by EGC for electricity generated and EGCs cost structure
A kilowatt (kW) is a unit of energy, representing the rate at which energy is used or produced.
EGC, in line with most electricity generators and suppliers in other countries, charges its
customers by the kilowatt hour (kWh). A kWh is a unit of energy and represents one hour of
electricity consumption at a constant rate of 1 kW. For example an electric fire rated at 1 kWh
will consume 1 kW of electricity in one hour. The Government approved price charged by EGC
for electricity in 2008/9 was $022 per kWh.
In total, in the financial year 2008/9 EGC generated and sold 60,000 million kilowatt hours of
electricity to the 10 private sector distribution companies (compared with 58,000 million kilowatt
hours in 2007/8).

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The following costs were incurred by EGC in 2008/9 compared with 2007/8:

Generating costs (including fuel)


Regional staff costs and overheads
Headquarters staff costs and overheads
Repairs and maintenance
Research and development
Operating leases
Total generating costs
Depreciation
Total operating costs incurred

2008/9
$ million
10,145
845
820
228
11
58
12,107
799
12,906

2007/8
$ million
9,874
812
780
268
8
49
11,791
650
12,441

Accounting system in operation at EGC


The accounting system that is in operation at EGC provides for a calculation of the total
operating costs incurred in each region which includes the apportionment of headquarters staff
costs and overheads. The cost accounts for EGC as a whole are produced annually. The
method of apportionment of headquarters costs is simple. All headquarters costs are divided by
three and charged equally to each region. The rationale for this system, which has been in
operation since EGC was first established, is that since headquarters provides a service across
all three regions, they should bear the actual costs incurred on an equal basis. It has been
argued by the Regional Directors that this may not necessarily reflect the actual service
provided to each region by headquarters in any one year. All research and development is
carried out at headquarters and so these costs are charged equally to each region.
The Finance Director has expressed severe concerns about the lack of detailed management
information. Consequently, he has asked the Regional Accountants to establish a working
group, its task being to develop more detailed management accounting information.
The breakdown of operating costs across each of the three regions for 2008/9 is given below:

Generating costs
Regional staff costs and overheads
Headquarters staff costs and overheads
Repairs and maintenance
Research and development
Operating leases
Total generating costs
Depreciation
Total operating costs incurred

Northern
$ million
5,026
385
274
112
4
0
5,801
237
6,038

Eastern
$ million
2,618
248
273
56
4
35
3,234
284
3,518

Western
$ million
2,501
212
273
60
3
23
3,072
278
3,350

Total
$ million
10,145
845
820
228
11
58
12,107
799
12,906

In addition $1,248 million was spent in 2008/9 on renewals of plant and equipment. Of this,
$701 million was spent in the Northern Division, $320 million in the Eastern Division and
$227 million in the Western Division. The renewals are necessary to keep the plant and
equipment operational. These renewals enable EGC to maintain output at about the same level
although there may be some variation in total output and generating capacity between years.

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Electricity generation
The following table shows the generation of electricity by the 12 power stations operated by
EGC in 2008/9 compared with the generated output in 2007/8:
2008/9
Output
produced

Northern Region:
Station N1
Station N2
Station N3
Station N4
Eastern Region:
Station E1
Station E2
Station E3
Station E4
Western Region:
Station W1
Station W2
Station W3
Station W4

Utilisation
of 100%
capacity

kWh
(million)

2,644
4,560
7,207
8,513
22,924

46
57
67
83

4,306
2,548
6,836
8,194
21,884

82
71
80
87

3,931
4,846
4,202
2,213
15,192

76
74
83
79

Electricity
generation
at 100%
capacity in
2008/9
kWh
(million)

2007/8
Output
produced

Utilisation
of 100%
capacity

kWh
(million)

51
58
61
78

34,761

2,950
4,640
6,538
8,018
22,146

80
71
75
84

26,803

4,218
2,531
6,433
7,909
21,091

73
72
81
75

19,585

3,796
4,745
4,113
2,109
14,763

EGC as a whole generated close to the maximum amount of electricity in 2008/9 that they were
capable of producing given the condition of some of the power stations. The total capacity of
EGCs electricity generation if all its power stations operated at 100% efficiency all of the time
with no breakdowns in 2008/9 was 81,149 million kWh.

Government drive for increased efficiency


The Minister of Energy has indicated to the Management Board members of EGC that the
Government wishes to encourage more efficient methods of energy production. This includes
the need to reduce production costs and reduce harmful emissions. The Government has limited
resources for capital investment in energy production and wishes to be sure that future energy
production facilities are more efficient and effective than at present.
The Minister of Energy is aware that the acceleration of the decline of the coal industry in
another country resulted in the loss of many jobs in that country. This not only affected the coal
industry itself but also other industries such as equipment suppliers, who were dependent on the
survival of coal mining.

General election called


In a surprise move, the Prime Minister has called a general election. Among a number of other
major proposals, the governing political party has proposed that one of its first tasks if re-elected
would be to make the nationalised industries more efficient and accountable. The main
opposition party has included the privatisation of all nationalised industries as a priority if it is
elected. There are two main political parties in the country and while other political parties do
exist and compete for seats in parliament, they have not been able to form a Government in the
past. The probability that one of the two main political parties will win the election is therefore
very high. A hung parliament, where no one political party has overall control, has a very low
probability and can be ignored.
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APPENDIX A
EXTRACTS FROM THE PRO FORMA ACCOUNTS OF THE ELECTRICITY GENERATING
CORPORATION
INCOME STATEMENT

Revenue
Total operating costs
Operating profit
Financing costs
Loss for the period

Year ended
31 March
2009
$ million
13,200
12,906
294
(430)
(136)

Year ended
31 March
2008
$ million
12,760
12,441
319
(319)
0

At
31 March
2009
$ million
15,837

At
31 March
2008
$ million
15,388

1,529
2,679
133
4,341

1,514
2,491
156
4,161

20,178

19,549

5,525
(136)
1,367
6,756

5,525
0
1,367
6,892

BALANCE SHEET

Non-current assets (net)


Current assets
Inventories
Receivables
Cash and cash equivalents
Total current assets
Total assets
Equity and reserves
Ordinary shares
Losses
Other reserves
Total equity and reserves
Long-term liabilities (Government loans)
Current liabilities
Payables
Total liabilities

9,560

8,471

3,862
13,422

4,186
12,657

Total equity and liabilities

20,178

19,549

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T4 Part B Case Study

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APPENDIX B
CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2009
$ million
Cash flows from operating activities:
Loss
Adjustments for:
Interest expense
Depreciation
(Increase)/decrease in inventories
(Increase)/decrease in receivables
Increase/(decrease) in payables

$ million
(136)

430
799
(15)
(188)
(324)
702
566
(430)
136

Cash generated from operations


Financing costs
Net cash from operating activities
Cash flows from investing activities:
Purchase of non-current assets
(renewals of plant and equipment)

(1,248)

Cash inflow/(outflow) before financing

(1,112)

Cash flows from financing activities:


Proceeds from Government loans

1,089

Net decrease in cash and cash equivalents


Cash and cash equivalents at 31 March 2007
Cash and cash equivalents at 31 March 2008

(23)
156
133

STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 31 MARCH 2009

Balance at 1 April 2008


Loss for the period
Balance at 31 March 2009

T4 Part B Case Study

Share
capital
$ million
5,525

Other
reserves
$ million
1,367

5,525

1,367

10

Retained
earnings
$ million
0
(136)
(136)

Total
$ million
6,892
(136)
6,756

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CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
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APPENDIX C

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11

T4 Part B Case Study

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

APPENDIX D

T4 Part B Case Study

12

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Published November 2009

Electricity Generating Corporation Unseen material provided on examination day

Additional (unseen) information relating to the case is given on pages 15 to 19.


Read all of the additional material before you answer the question.

ANSWER THE FOLLOWING QUESTIONS


You are the Divisional Management Accountant in the Northern Division. The Northern
Division was formerly known as the Northern Region. The post of Divisional
Management Accountant was formerly known (in the pre-seen material) as the
Regional Accountant.
The Northern Division General Manager (NDGM), recently appointed as head of the
Northern Division, has asked you to provide advice and recommendations on the
issues which the Northern Division Management Board must address, including how
cultural change may be brought about within the Northern Division.
Question 1
Prepare a report that prioritises, analyses and evaluates the issues facing the Northern
Division of EGC and makes appropriate recommendations.
(Total marks for question 1 = 90 Marks)

Question 2
Prepare two slides for presentation to NDGM which summarise the case from the
Northern Divisions point of view for making the investment proposed for power stations
N1 and N2. Your slides should contain no more than 5 bullet points on each and
include the financial justification for making the investment.
(Total marks for question 2 = 10 Marks)

Your script will be marked against the TOPCIMA Assessment Criteria shown on the
next page.

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CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

Assessment Criteria
Criterion

Maximum marks
available

Analysis of issues (25 marks)


Technical

Application

15

Diversity

Strategic choices (35 marks)


Focus

Prioritisation

Judgement

20

Ethics

Recommendations (40 marks)


Logic

30

Integration

Ethics

Total

100

T4 Part B Case Study

14

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Electricity Generating Corporation unseen material provided on examination day


Read this information before you answer the question
Structural change at EGC
The governing political party won the general election and immediately set about putting its preelection proposals into action. One of the first announcements by the Prime Minister was that
the Electricity Generating Corporation (EGC) must become more efficient and accountable. It
will remain a single nationalised industry for now and will continue to be solely engaged in
electricity power generation.
The previous Managing Director, Regional Directors and Corporation Secretary have all left the
organisation. A new divisionalised structure for EGC was announced by the Minister of Energy.
The Governments intention is that the new structure for EGC will provide more autonomy for
decision making at divisional level. EGC now has a new Management Board, headed by a
newly appointed Chairman. There is a new Divisional General Manager for each of the
Northern, Eastern and Western divisions. All are members of the Management Board of EGC,
as are the Finance Director and Technical Director and the new Corporation Secretary. The
Chairman has made it very clear to Management Board members that EGC as a whole must
undergo cultural change to become more efficient and accountable.
The Northern Divisional General Manager (NDGM) has established his divisional structure
which includes a Divisional Management Accountant. This post was formerly known (in the preseen Appendix D) as the Regional Accountant.

Performance within the divisions of EGC


Each of the Northern, Eastern and Western divisions has its own management team, under the
direction of its respective Divisional General Manager. The 10 private sector electricity
distribution companies will continue to purchase their electricity as at present from EGC to
supply the final users. The divisions may now compete on price for the sale of electricity to these
10 private sector electricity distribution companies. The Management Board of EGC is required
by the Government to ensure that the three divisions generate electricity efficiently and
economically and maintain sufficient volumes to meet demand effectively.
The Chairman has made it clear that in order to compete effectively with each other, the
divisions all need to become more efficient in terms of reducing the cost of electricity generation.
This includes a review of their staffing levels. The Chairman stated that strong financial control
needs to be introduced within the divisions.
The Chairman also said the divisions need to provide management information to assist in the
effective control of their costs. They must also satisfy the demands being made of them by the
Government to introduce a range of performance measures. In addition, it is necessary for the
divisions to demonstrate that they are meeting targets on reducing harmful emissions into the
atmosphere.

Price and supply of generated electricity


The objective of the Government is to keep electricity prices as low as possible. Each of the
three divisions of EGC now publishes on a daily basis the quantity of electricity it plans to
generate each day and the price at which it will sell it to the 10 private sector electricity
distribution companies. This means that price and supply from the three divisions may fluctuate
on a daily basis and consequently supply may be controlled by the divisions to affect price.

Specimen Exam Paper

15

T4 Part B Case Study

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

Research and development


Currently all research and development is centrally controlled by EGC and the costs are
charged equally across the divisions. Following the introduction of the divisional structure it is
now proposed that the Divisional General Manager of the Eastern Division takes control of the
entire research function for EGC.
The new Northern Divisional General Manager (NDGM), feels particularly frustrated that he is
unable to obtain finance in order to carry out research. He is aware that there is much evidence
showing how effective wind turbines would be if they were built in the Northern Divisional area.

Government programme for electricity generation by using wind power


The Government has now stated clearly that it will not tolerate nuclear power generation of
electricity. Instead, the Minister of Energy has announced a very large programme for the
installation of turbines driven by wind power, all of which will be established within the area of
the Northern Division. These turbines will be phased in over a 4 year period and all will be
operational by November 2013. When compared with existing methods of electricity generation,
the new innovative wind turbines are expected to reduce harmful emissions per kilowatt hour
(kWh) of electricity produced. Similarly, the Government expects that the wind turbines will
effectively reduce overall electricity generation costs per kWh compared with the costs incurred
at present by EGC.
When they are fully operational, the wind turbines will generate 12,000 million kWh of electricity
in total each year in addition to the 60,000 million kWh generated by EGC in 2008/9. The
generation of 60,000 million kWh of electricity may be taken as the maximum generating
capacity in 2008/9 as it was so close to the limit of what EGC is actually capable of generating.
The Government has stated that to meet expected demand, the country will only require the
generation of 64,500 million kWh of electricity by November 2013, a 75% increase over the
2008/9 level of electricity generated. The operation of the wind turbines will enable some of the
most inefficient coal fired power stations to be scaled down so that they will only be used as a
reserve power source. This will significantly reduce variable running costs at each scaled down
power station. The erection of the wind turbines will be carried out by a specialist building
contractor, which has already been appointed.
The Government will provide funds for the initial capital cost of the wind turbines but has not yet
decided who will operate and manage the programme. The Minister of Energy has stated that
there will be only one organisation appointed to operate and manage the entire programme. He
also said that he will need assurance that if the Northern Division of EGC is appointed to
operate and manage the wind power generation programme, EGC as a whole must commit to
achieving the following two targets:
1. Ensure the overall average cost of electricity generation is no more than $0183 per kWh (at
2008/9 price levels) by November 2014. This target average cost applies across all forms of
electricity generating methods including the use of coal or wind power. (The average
operating cost per kWh in 2008/9 for EGC as a whole was $02151).
2. Produce a plan which enables the development of new technology which will provide for
improved electricity generation with less waste, resulting in an overall reduction of harmful
emissions by an average of 2% per year for 10 years commencing on 1 April 2010.
NDGM has made it clear to the Northern Divisions Management Board that when the
Government implements the wind turbine programme there may be a risk of job cuts if the
Northern Division is not appointed to operate and manage the programme.
NDGM estimates that if the Northern Division were appointed to operate and manage the wind
turbine power generation programme the total operating costs of the division, including
apportioned headquarters overheads, at the 2008/9 price level, would be reduced. The forecast
amount of this reduction in operating costs would be $570 million per year for each power
station that is scaled down to become a reserve power source. This scaling down will not
T4 Part B Case Study

16

Specimen Exam Paper

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

happen until November 2013 when all the wind turbines will be operational. This estimate takes
full account of the total cost of operating the wind turbines and remaining coal fired power
stations, including the savings from scaling down the power stations which are held in reserve.
Appendix E provides information on output, capacity utilisation and costs relating to each of the
power stations in the Northern Division in 2008/9.

Northern Division investment proposal


Each division is now an investment centre in its own right. The members of the Divisional
Management Boards now have authority to make investments within prescribed limits normally
up to $100 million. Projects which exceed $100 million must be approved by the EGC
Management Board. EGC uses a cost of capital charge in line with the Government's rate of
6%. Capital funding to EGC will continue to be made by loans from the Government. Taxation
can be ignored as EGC does not pay tax.
NDGM has agreed with EGCs Chairman and Finance Director that the total operating costs of
generation in the Northern Division in 2008/9 of $6,038 million would be reduced in determining
the controllable costs of the division. They have agreed that all except the headquarters staff
costs and overheads of $274 million and research and development costs of $4 million, which
were charged by headquarters, will be regarded as the controllable costs within the division.
Other information relating to the 2008/9 accounts:

Non-current assets (net)


Total revenue
Total operating costs
Total controllable costs

Northern Division
$ million
5,751
5,043
6,038
5,760

EGC
$ million
15,837
13,200
12,906
12,906

An investment project which would be operational by 31 March 2010 is being considered by the
Northern Divisions Management Board. NDGM is very keen to improve the division's return on
investment as he recognises that the other two divisions significantly outperform his own. EGC
uses two investment criteria, Return on Investment and Residual Income. Return on Investment
is defined as total revenue less total controllable costs expressed as a percentage of net noncurrent assets (as shown above).
This investment project involves a capital cost of $1,800 million (depreciated at 10% per year on
a straight line basis) for equipment which would increase fuel efficiency and be introduced into
power stations N1 and N2. This would reduce the amount of coal used and consequently
significantly reduce harmful emissions from N1 and N2. In 2008/9, N1 and N2 accounted for
65% of the entire harmful emissions from the power stations in the Northern Division. (The
Northern Division emitted 42% of the total harmful emissions for EGC as a whole in 2008/9).
The project would enable staffing at these power stations to be reduced. It is estimated that the
total savings generated by the introduction of this equipment, before depreciation, will be $315
million per year at 2008/9 price levels. This will commence immediately following the installation
of the equipment.
NDGM is aware that some members of the EGC Management Board are not in favour of this
investment project taking place as they expect the Northern Division to be appointed to operate
and manage the wind turbine programme and consequently they believe that power stations N1
and N2 will be scaled down.

Earth tremor damage to power station N4


A report by geological researchers at the country's leading university has stated that buildings in
the Northern Division are becoming increasingly subject to the threat of earth tremors. The
report was clear that the area was not subject to serious earthquakes but only to the far less
damaging earth tremors. There has been an increase in earth tremors within the area of the
Northern Division. These have caused damage to the infrastructure in the area, including to
Specimen Exam Paper

17

T4 Part B Case Study

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

power station N4. The Government has now introduced strict construction regulations requiring
all new buildings to be able to withstand earth tremors. Any new power stations across the
country will be subject to these construction regulations.
A structural report on the damage to power station N4 has concluded that it is safe and can
continue to operate at the moment and should be able to do so for the next five years without
any reduction of its generating capacity, even if earth tremor activity increases as expected.
However, in order to guarantee continuity of its generating capacity after this period, repairs
should be carried out within the five-year period. These will cost $1,500 million at the 2008/9
price level. As with other buildings whose capital cost was financed by the Government, power
stations do not have any building repair or renewal insurance.
The power station, which produced 8,513 million kWh in 2008/9 or about 37% of the total
electricity generated in the Northern Division, would have to close down for a period of six
months while the repairs are carried out. These repairs would enable the power station to meet
the new Government construction regulations and allow it to maintain its long term electricity
generating levels at about 83% of capacity. (See Appendix E)

Divisional Management Accountant


As Divisional Management Accountant you are required to provide NDGM with immediate
advice and recommendations on the issues which the Northern Divisional Management Board
must address, including how cultural change may be brought about within the Northern Division.
In addition, you are required to prepare two slides for presentation to NDGM, summarising the
case for the investment proposal, including the financial justification, for power stations N1 and
N2.

T4 Part B Case Study

18

Specimen Exam Paper

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

APPENDIX E
NORTHERN DIVISIONS OUTPUT, CAPACITY UTILISATION, TOTAL AND AVERAGE
OPERATING COSTS IN 2008/9 AND COMPARISON OF TOTAL OPERATING COSTS
ACROSS THE DIVISIONS
2008/9
Output
produced

Utilisation
of 100%
capacity

Total operating
costs

kWh (million)

$ million

2,644
4,560
7,207
8,513
22,924

46
57
67
83

1,051
1,478
1,708
1,801
6,038

Northern Region:
Station N1
Station N2
Station N3
Station N4

Average
operating
costs per
kWh
$
0398
0324
0237
0212

The total operating costs of the divisions and for EGC as a whole in 2008/9 were as follows:

Total operating costs

Northern
$ million

Eastern
$ million

Western
$ million

EGC
$ million

6,038

3,518

3,350

12,906

The Government-approved price charged by EGC for electricity in 2008/9 was $022 per kWh.

Specimen Exam Paper

19

T4 Part B Case Study

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

APPLICABLE MATHS TABLES AND FORMULAE

Present value table


Present value of 1.00 unit of currency, that is (1 + r)-n where r = interest rate; n = number of periods until
payment or receipt.
Periods
(n)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

1%
0.990
0.980
0.971
0.961
0.951
0.942
0.933
0.923
0.914
0.905
0.896
0.887
0.879
0.870
0.861
0.853
0.844
0.836
0.828
0.820

2%
0.980
0.961
0.942
0.924
0.906
0.888
0.871
0.853
0.837
0.820
0.804
0.788
0.773
0.758
0.743
0.728
0.714
0.700
0.686
0.673

3%
0.971
0.943
0.915
0.888
0.863
0.837
0.813
0.789
0.766
0.744
0.722
0.701
0.681
0.661
0.642
0.623
0.605
0.587
0.570
0.554

4%
0.962
0.925
0.889
0.855
0.822
0.790
0.760
0.731
0.703
0.676
0.650
0.625
0.601
0.577
0.555
0.534
0.513
0.494
0.475
0.456

Interest rates (r)


5%
6%
0.952
0.943
0.907
0.890
0.864
0.840
0.823
0.792
0.784
0.747
0.746
0705
0.711
0.665
0.677
0.627
0.645
0.592
0.614
0.558
0.585
0.527
0.557
0.497
0.530
0.469
0.505
0.442
0.481
0.417
0.458
0.394
0.436
0.371
0.416
0.350
0.396
0.331
0.377
0.312

7%
0.935
0.873
0.816
0.763
0.713
0.666
0.623
0.582
0.544
0.508
0.475
0.444
0.415
0.388
0.362
0.339
0.317
0.296
0.277
0.258

8%
0.926
0.857
0.794
0.735
0.681
0.630
0.583
0.540
0.500
0.463
0.429
0.397
0.368
0.340
0.315
0.292
0.270
0.250
0.232
0.215

9%
0.917
0.842
0.772
0.708
0.650
0.596
0.547
0.502
0.460
0.422
0.388
0.356
0.326
0.299
0.275
0.252
0.231
0.212
0.194
0.178

10%
0.909
0.826
0.751
0.683
0.621
0.564
0.513
0.467
0.424
0.386
0.350
0.319
0.290
0.263
0.239
0.218
0.198
0.180
0.164
0.149

Periods
(n)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

11%
0.901
0.812
0.731
0.659
0.593
0.535
0.482
0.434
0.391
0.352
0.317
0.286
0.258
0.232
0.209
0.188
0.170
0.153
0.138
0.124

12%
0.893
0.797
0.712
0.636
0.567
0.507
0.452
0.404
0.361
0.322
0.287
0.257
0.229
0.205
0.183
0.163
0.146
0.130
0.116
0.104

13%
0.885
0.783
0.693
0.613
0.543
0.480
0.425
0.376
0.333
0.295
0.261
0.231
0.204
0.181
0.160
0.141
0.125
0.111
0.098
0.087

14%
0.877
0.769
0.675
0.592
0.519
0.456
0.400
0.351
0.308
0.270
0.237
0.208
0.182
0.160
0.140
0.123
0.108
0.095
0.083
0.073

Interest rates (r)


15%
16%
0.870
0.862
0.756
0.743
0.658
0.641
0.572
0.552
0.497
0.476
0.432
0.410
0.376
0.354
0.327
0.305
0.284
0.263
0.247
0.227
0.215
0.195
0.187
0.168
0.163
0.145
0.141
0.125
0.123
0.108
0.107
0.093
0.093
0.080
0.081
0.069
0.070
0.060
0.061
0.051

17%
0.855
0.731
0.624
0.534
0.456
0.390
0.333
0.285
0.243
0.208
0.178
0.152
0.130
0.111
0.095
0.081
0.069
0.059
0.051
0.043

18%
0.847
0.718
0.609
0.516
0.437
0.370
0.314
0.266
0.225
0.191
0.162
0.137
0.116
0.099
0.084
0.071
0.060
0.051
0.043
0.037

19%
0.840
0.706
0.593
0.499
0.419
0.352
0.296
0.249
0.209
0.176
0.148
0.124
0.104
0.088
0.079
0.062
0.052
0.044
0.037
0.031

20%
0.833
0.694
0.579
0.482
0.402
0.335
0.279
0.233
0.194
0.162
0.135
0.112
0.093
0.078
0.065
0.054
0.045
0.038
0.031
0.026

T4 Part B Case Study

20

Specimen Exam Paper

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

Cumulative present value of 1.00 unit of currency per annum, Receivable or Payable at the end of
1(1 r ) n
each year for n years r

Periods
(n)
1
2
3
4
5

1%
0.990
1.970
2.941
3.902
4.853

2%
0.980
1.942
2.884
3.808
4.713

3%
0.971
1.913
2.829
3.717
4.580

4%
0.962
1.886
2.775
3.630
4.452

Interest rates (r)


5%
6%
0.952
0.943
1.859
1.833
2.723
2.673
3.546
3.465
4.329
4.212

7%
0.935
1.808
2.624
3.387
4.100

8%
0.926
1.783
2.577
3.312
3.993

9%
0.917
1.759
2.531
3.240
3.890

10%
0.909
1.736
2.487
3.170
3.791

6
7
8
9
10

5.795
6.728
7.652
8.566
9.471

5.601
6.472
7.325
8.162
8.983

5.417
6.230
7.020
7.786
8.530

5.242
6.002
6.733
7.435
8.111

5.076
5.786
6.463
7.108
7.722

4.917
5.582
6.210
6.802
7.360

4.767
5.389
5.971
6.515
7.024

4.623
5.206
5.747
6.247
6.710

4.486
5.033
5.535
5.995
6.418

4.355
4.868
5.335
5.759
6.145

11
12
13
14
15

10.368
11.255
12.134
13.004
13.865

9.787
10.575
11.348
12.106
12.849

9.253
9.954
10.635
11.296
11.938

8.760
9.385
9.986
10.563
11.118

8.306
8.863
9.394
9.899
10.380

7.887
8.384
8.853
9.295
9.712

7.499
7.943
8.358
8.745
9.108

7.139
7.536
7.904
8.244
8.559

6.805
7.161
7.487
7.786
8.061

6.495
6.814
7.103
7.367
7.606

16
17
18
19
20

14.718
15.562
16.398
17.226
18.046

13.578
14.292
14.992
15.679
16.351

12.561
13.166
13.754
14.324
14.878

11.652
12.166
12.659
13.134
13.590

10.838
11.274
11.690
12.085
12.462

10.106
10.477
10.828
11.158
11.470

9.447
9.763
10.059
10.336
10.594

8.851
9.122
9.372
9.604
9.818

8.313
8.544
8.756
8.950
9.129

7.824
8.022
8.201
8.365
8.514

11%
0.901
1.713
2.444
3.102
3.696

12%
0.893
1.690
2.402
3.037
3.605

13%
0.885
1.668
2.361
2.974
3.517

14%
0.877
1.647
2.322
2.914
3.433

Interest rates (r)


15%
16%
0.870
0.862
1.626
1.605
2.283
2.246
2.855
2.798
3.352
3.274

17%
0.855
1.585
2.210
2.743
3.199

18%
0.847
1.566
2.174
2.690
3.127

19%
0.840
1.547
2.140
2.639
3.058

20%
0.833
1.528
2.106
2.589
2.991

6
7
8
9
10

4.231
4.712
5.146
5.537
5.889

4.111
4.564
4.968
5.328
5.650

3.998
4.423
4.799
5.132
5.426

3.889
4.288
4.639
4.946
5.216

3.784
4.160
4.487
4.772
5.019

3.685
4.039
4.344
4.607
4.833

3.589
3.922
4.207
4.451
4.659

3.498
3.812
4.078
4.303
4.494

3.410
3.706
3.954
4.163
4.339

3.326
3.605
3.837
4.031
4.192

11
12
13
14
15

6.207
6.492
6.750
6.982
7.191

5.938
6.194
6.424
6.628
6.811

5.687
5.918
6.122
6.302
6.462

5.453
5.660
5.842
6.002
6.142

5.234
5.421
5.583
5.724
5.847

5.029
5.197
5.342
5.468
5.575

4.836
4.988
5.118
5.229
5.324

4.656
7.793
4.910
5.008
5.092

4.486
4.611
4.715
4.802
4.876

4.327
4.439
4.533
4.611
4.675

16
17
18
19
20

7.379
7.549
7.702
7.839
7.963

6.974
7.120
7.250
7.366
7.469

6.604
6.729
6.840
6.938
7.025

6.265
6.373
6.467
6.550
6.623

5.954
6.047
6.128
6.198
6.259

5.668
5.749
5.818
5.877
5.929

5.405
5.475
5.534
5.584
5.628

5.162
5.222
5.273
5.316
5.353

4.938
4.990
5.033
5.070
5.101

4.730
4.775
4.812
4.843
4.870

Periods
(n)
1
2
3
4
5

Specimen Exam Paper

21

T4 Part B Case Study

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

Formulae
Valuation Models
(i)

Irredeemable preference share, paying a constant annual dividend, d, in perpetuity,


where P0 is the ex-div value:
d

P0 =
k pref

(ii)

Ordinary (Equity) share, paying a constant annual dividend, d, in perpetuity, where P0 is


the ex-div value:
d
P0 =
ke

(iii)

Ordinary (Equity) share, paying an annual dividend, d, growing in perpetuity at a constant


rate, g, where P0 is the ex-div value:
d1

P0 =

or P0 =

d 0 [1 g ]
ke g

ke - g

(iv)

Irredeemable (Undated) debt, paying annual after tax interest, i (1-t), in perpetuity, where
P0 is the ex-interest value:
i [1 t ]

P0 =
k dnet

or, without tax:


i

P0 =
kd

(v)

Future value of S, of a sum X, invested for n periods, compounded at r% interest:


S = X[1 + r]n

(vi)

Present value of 1 payable or receivable in n years, discounted at r% per annum:


1

PV =
[1 r ]

(vii)

Present value of an annuity of 1 per annum, receivable or payable for n years,


commencing in one year, discounted at r% per annum:

1
1
[1 r ] n
r

PV =
(viii)

Present value of 1 per annum, payable or receivable in perpetuity, commencing in one


year, discounted at r% per annum:
1

PV =
r

T4 Part B Case Study

22

Specimen Exam Paper

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

(ix)

Present value of 1 per annum, receivable or payable, commencing in one year, growing
in perpetuity at a constant rate of g% per annum, discounted at r% per annum:
PV =

1
r g

Cost of Capital
(i)

Cost of irredeemable preference capital, paying an annual dividend, d, in perpetuity, and


having a current ex-div price P0:
kpref =

d
P0

(ii)

Cost of irredeemable debt capital, paying annual net interest, i (1 t), and having a
current ex-interest price P0:
i [1 t ]
kdnet =

(iii)

P0
Cost of ordinary (equity) share capital, paying an annual dividend, d, in perpetuity, and
having a current ex-div price P0:
ke =

(iv)

P0
Cost of ordinary (equity) share capital, having a current ex-div price, P0, having just paid a
dividend, d0, with the dividend growing in perpetuity by a constant g% per annum:
d1

d 0[1 g ]

g
P0
P0
Cost of ordinary (equity) share capital, using the CAPM:

ke =

(v)

g or ke =

ke = Rf + [Rm Rf]
(vi)

Weighted average cost of capital, k0:

k0 = ke

Specimen Exam Paper

VE
VD
kd
V V
V V
E D
E D

23

T4 Part B Case Study

CIMA 2010 Chartered Management Accounting Qualification - Specimen Examination Paper T4 Part B
Published November 2009

T4 Part B Case Study Examination

Specimen Paper

Thursday Afternoon Session

T4 Part B Case Study

24

Specimen Exam Paper

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