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正确答案：
(ii) Stakeholder claims
Four external stakeholders in the case and their claims are as follows.
The client, i.e. the government of the East Asian country. This stakeholder wants the project completed to budget and
on time. It may also be concerned to minimise negative publicity in respect of the construction of the dam and the
possible negative environmental consequences.
Stop-the-dam, the vocal and well organised pressure group. This stakeholder wants the project stopped completely,
seemingly and slightly paradoxically, for environmental and social footprint reasons.
First Nation, the indigenous people group currently resident on the land behind the dam that would be flooded after its
construction. This stakeholder also wants the project stopped so they can continue to live on and farm the land.
The banks (identified as a single group). These seem happy to lend to the project and will want it to proceed so they
make a return on their loans commensurate with the risk of the loan. They do not want to be publicly identified as being
associated with the Giant Dam Project.
Shareholders. The shareholders have the right to have their investment in the company managed in such a way as to
maximise the value of their shareholding. The shareholders seek projects providing positive NPVs within the normal
constraints of sound risk management.
Tutorial note: only four stakeholders need to be identified. Marks will be given for up to four relevant stakeholders
only.

正确答案：
(b) (i) Enquiries in respect of the external valuer
Enquiries would need to be made for two main reasons, firstly to determine the competence, and secondly the objectivity
of the valuer. ISA 620 Using the Work of an Expert contains guidance in this area.
Competence
Enquiries could include:
– Is the valuer a member of a recognised professional body, for example a nationally or internationally recognised
institute of registered surveyors?
– Does the valuer possess any necessary licence to carry out valuations for companies?
– How long has the valuer been a member of the recognised body, or how long has the valuer been licensed under
that body?
– How much experience does the valuer have in providing valuations of the particular type of investment properties
held by Poppy Co?
– Does the valuer have specific experience of evaluating properties for the purpose of including their fair value within
the financial statements?
– Is there any evidence of the reputation of the valuer, e.g. professional references, recommendations from other
companies for which a valuation service has been provided?
– How much experience, if any, does the valuer have with Poppy Co?
Using the above enquiries, the auditor is trying to form. an opinion as to the relevance and reliability of the valuation
provided. ISA 500 Audit Evidence requires that the auditor gathers evidence that is both sufficient and appropriate. The
auditor needs to ensure that the fair values provided by the valuer for inclusion in the financial statements have been
arrived at using appropriate knowledge and skill which should be evidenced by the valuer being a member of a
professional body, and, if necessary, holding a licence under that body.
It is important that the fair values have been arrived at using methods allowed under IAS 40 Investment Property. If any
other valuation method has been used then the value recognised in the statement of financial position may not be in
accordance with financial reporting standards. Thus it is important to understand whether the valuer has experience
specifically in providing valuations that comply with IAS 40, and how many times the valuer has appraised properties
similar to those owned by Poppy Co.
In gauging the reliability of the fair value, the auditor may wish to consider how Poppy Co decided to appoint this
particular valuer, e.g. on the basis of a recommendation or after receiving references from companies for which
valuations had previously been provided.
It will also be important to consider how familiar the valuer is with Poppy Co’s business and environment, as a way to
assess the reliability and appropriateness of any assumptions used in the valuation technique.
Objectivity
Enquiries could include:
– Does the valuer have any financial interest in Poppy Co, e.g. shares held directly or indirectly in the company?
– Does the valuer have any personal relationship with any director or employee of Poppy Co?
– Is the fee paid for the valuation service reasonable and a fair, market based price?
With these enquiries, the auditor is gaining assurance that the valuer will perform. the valuation from an independent
point of view. If the valuer had a financial interest in Poppy Co, there would be incentive to manipulate the valuation in
a way best suited to the financial statements of the company. Equally if the valuer had a personal relationship with a
senior member of staff at Poppy Co, the valuer may feel pressured to give a favourable opinion on the valuation of the
properties.
The level of fee paid is important. It should be commensurate with the market rate paid for this type of valuation. If the
valuer was paid in excess of what might be considered a normal fee, it could indicate that the valuer was encouraged,
or even bribed, to provide a favourable valuation.

正确答案：
(c) Examiner’s Note:
The topic of managerial motivation and budgeting has been a subject of discussion for a number of years. There are links
here to the topics of performance measurement and responsibility accounting. Discussion should be focused on the area of
budgets and the budgeting process, as specified in the question.
Setting targets for financial performance
It has been reasonably established that managers respond better in motivation and performance terms to a clearly defined,
quantitative target than to the absence of such targets. However, budget targets must be accepted by the responsible
managers if they are to have any motivational effect. Acceptance of budget targets will depend on several factors, including
the personality of an individual manager and the quality of communication in the budgeting process.
The level of difficulty of the budget target will also influence the level of motivation and performance. Budget targets that are
seen as average or above average will increase motivation and performance up to the point where such targets are seen as
impossible to achieve. Beyond this point, personal desire to achieve a particular level of performance falls off sharply. Careful
thought must therefore go into establishing budget targets, since the best results in motivation and performance terms will
arise from the most difficult goals that individual managers are prepared to accept4.
While budget targets that are seen as too difficult will fail to motivate managers to improve their performance, the same is
true of budget targets that are seen as being too easy. When budget targets are easy, managers are likely to outperform. the
budget but will fail to reach the level of performance that might be expected in the absence of a budget.
One consequence of the need for demanding or difficult budget targets is the frequent reporting of adverse variances. It is
important that these are not used to lay blame in the budgetary control process, since they have a motivational (or planning)
origin rather than an operational origin. Managerial reward systems may need to reward almost achieving, rather than
achieving, budget targets if managers are to be encouraged by receiving financial incentives.
Participation in the budget-setting process
A ‘top-down’ approach to budget setting leads to budgets that are imposed on managers. Where managers within an
organisation are believed to behave in a way that is consistent with McGregor’s Theory X perspective, imposed budgets may
improve performance, since accepting the budget is consistent with reduced responsibility and avoiding work.
It is also possible that acceptance of imposed budgets by managers who are responsible for their implementation and
achievement is diminished because they feel they have not been able to influence budget targets. Such a view is consistent
with McGregor’s Theory Y perspective, which holds that managers naturally seek responsibility and do not need to be tightly
controlled. According to this view, managers respond well to participation in the budget-setting process, since being able to
influence the budget targets for which they will be responsible encourages their acceptance. A participative approach to
budget-setting is also referred to as a ‘bottom-up’ approach.
In practice, many organisations adopt a budget-setting process that contains elements of both approaches, with senior
management providing strategic leadership of the budget-setting process and other management tiers providing input in terms
of identifying what is practical and offering detailed knowledge of their area of the organisation.

正确答案：
(b) There are several issues which need to be addressed when developing IFRSs for SMEs:
(i) The purpose of the standards and type of entity
The principal aim of the development of an accounting framework for SMEs is to provide a framework which generates
relevant, reliable and useful information. The standards should provide high quality and understandable accounting
standards suitable for SMEs globally. Additionally they should meet the needs set out in (a) above. For example reduce
the financial reporting burden for SMEs. It is unlikely that one of the objectives would be to provide information for
management or meet the needs of the tax authorities as these bodies will have specific requirements which would be
difficult to meet in an accounting standard. However, it is likely that the standards for SMEs will be a modified version
of the full IFRSs and not an independently developed set of standards in order that they are based on the same
conceptual framework and will allow easier transition to full IFRS if the SME grows or decides to become a publicly listed
entity.
It is important to define the type of entity for which the standards are intended. Companies who have issued shares to
the public would be expected to use full IFRS. The question arises as to whether SME standards should apply to all
unlisted entities or just those listed entities below a certain size threshold. The difficulty with size criteria is that it would
have to apply worldwide and it would be very difficult to specify such criteria. Additionally some unlisted companies, for
example public utilities, have a reporting obligation that is equivalent to that of a listed company and should follow full
IFRS.
The main characteristic which distinguishes SMEs from other entities is the degree of public accountability. Thus the
definition of what constitutes an SME could revolve around those entities that do not have public accountability.
Indicators of public accountability will have to be developed. For example, a listed company or companies holding assets
in a fiduciary capacity (bank), or a public utility, or an entity with economic significance in its country. Thus all entities
that do not have public accountability may be considered as potential users of IFRSs for SMEs.
Size may not be the best way to determine what is an SME. SMEs could be defined by reference to ownership and themanagement of the entity. SMEs are not necessarily just smaller versions of public companies.