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CIMA CIMAPRO19-CS3-1 認定試験の出題範囲：

トピック	出題範囲
トピック 1	Strategic Control and Evaluation: The Strategic Control and Evaluation section underscores the significance of monitoring and evaluating the success of strategic plans.
トピック 2	Strategic Implementation: In the Strategic Implementation section, the emphasis is on converting strategic plans into actionable steps and ensuring their successful execution. You will learn how to define strategic objectives and develop detailed plans to accomplish them. This section includes change management strategies to address organizational changes and overcome resistance, ensuring that strategic initiatives are effectively carried out.
トピック 3	Strategic Choices: The Strategic Choices section explores the process of making well-informed strategic decisions based on thorough analysis. This includes identifying and assessing various strategic options using methods like cost-benefit analysis and risk assessment to determine the most effective alternatives.
トピック 4	Strategic Analysis: The Strategic Analysis section provides a basic understanding of how to evaluate both internal and external factors affecting an organization. You will start by examining strategic positioning using tools and frameworks such as PESTEL, SWOT, and Porter’s Five Forces to assess the business environment and the organization’s place within it.
トピック 5	Governance and Ethics: The Governance and Ethics section deals with the role of governance and ethical considerations in strategic management. It includes an exploration of corporate governance principles and their application to strategic decision-making.

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CIMA Strategic Case Study Exam 認定 CIMAPRO19-CS3-1 試験問題 (Q31-Q36):

質問 # 31
You received a telephone call at home early in the morning, asking you to check your emails. The following email was waiting for you:
From: William Seaton, Director of Finance
To: Finance Manager
Subject: Public relations crisis
Hi,
This email arrived from the Head of our Middle East office just now. They are a few hours ahead of us, so he rang me at home to make sure that I had seen his message.
We have a few hours before the news article will be published, so I need to make the best use of that time in order to limit the damage to Slide. Your priority is to protect our reputation because I have already woken up the engineers and geologists and they are going to deal with the actual oil spillage.
I am not thinking too clearly, so I need you to provide some initial thoughts on the following:
* Should we use our business relationship with Business News to have them withdraw the story? We are a major advertiser and we spend millions with them every month. What are the advantages and disadvantages?
* Should we respond with the facts as we know them? All we know for certain is that there have been reports of oil contamination in an area that has countless oil facilities nearby, and so we could deny all responsibility, at least until our experts have had the chance to get there and to investigate.
* If we do decide to make a public announcement then we will need to have a plan in place. We need to assemble a team to deal with the press. How should we structure our media response team?
* What are the key factors that the Board should consider when communicating with the press? Explain why the factors that you have identified are important.
I realise that it is still very early, but I need your thoughts very quickly.
Thanks
William
The email referred to above can be found by clicking on the Reference Materials button.

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質問 # 32
You have received the following email from Marcus Svenson, Finance Director:
From: Marcus Svenson, Finance Director
To: Senior Finance Manager
Subject: Biomass proposal
Hi,
The Board has just heard a presentation by an engineering consultancy concerning a proposal to develop a biomass power station adjacent to our North Forest.
The Board has asked us to put together some thoughts about the merits of this proposal. We would proceed on the basis that we would build the power station and sell the resulting electricity to the national power generator which has a number of coal-fired power stations, each of which is nearing the end of its useful life and the coal has to be shipped in, so we should find it relatively easy to guarantee sales. The power generator has indicated that it would be possible to negotiate a three year contract in the first instance, with the expectation that this would be extended by subsequent three year contracts, subject to price and performance.
We would be responsible for building and operating the power plant and we would also have to pay for 50% of the cost of power lines for connecting to the national electricity grid, with the other 50% being funded by the national power generator.
Please draft a briefing paper that I can present to the Board on the following:
How can we predict whether the share price is likely to increase or decrease if we commit ourselves to this project? You should identify the challenges associated with answering that question and indicate how we might address them.
What are the long-term risks associated with future revenues from the sale of electricity? How might we manage these?
Marcus
Reference Material:

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質問 # 33
Daily Gazette
Celebrities flock to release tax returns
Comedian Madd Wilkins is the latest celebrity to post his tax returns online. The comedian earned M$1,600,000 from his sell-out tour and from the sale of DVDs. He paid tax of M$608,000 on that income. The comedian quipped, "there's nothing funny about paying tax, but then there's nothing very funny about my act either so it's only fair that I should pay the full whack".
Public concern about the tax benefits enjoyed by wealthy celebrities using artificial schemes such as investing in forestry to minimise their tax bills has led to closing tax loopholes topping the political agend a. Many wealthy individuals have volunteered their tax files in order to reassure the public that they are not benefitting from such schemes.

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質問 # 34
Daily Gazette
Draft story for comment
The singer, the forester and the tax adviser
Popular singer Barry Crauder is regarded as one of our more financially-aware personalities. He works hard, releasing at least one new album every year and serving as a judge on a popular talent show. He has a reputation for investing this income wisely, choosing to save for his future rather than squandering on the trappings of the show business lifestyle.
Crauder's popularity was severely damaged when it emerged that he pays little or no tax on the investment income derived from his portfolio of investments. That is because he has used one of the few remaining tax loopholes, namely investment in forestry. He owns significant areas of forestry in the far North of Marland. We estimate his earnings from those investments to exceed M$800,000 every year and yet he has not paid a single Cent in tax on that income since he first invested in forestry ten years ago. In contrast, a typical fan who earns the national average wage of M$28,000 every year will pay approximately M$7,000 in tax.
So, could we all invest in forestry? Well, not unless we can afford it. I posed as a wealthy business entrepreneur and approached several leading tax advisers. Most were interested in helping me to invest a seven figure sum to avoid tax, but warned that saving tax could be expensive in terms of fees and commissions.
Four firms recommended forestry as the ideal investment. All recommended Wodd, with whom all four claimed to conduct "significant business". They said that a typical client would give Wodd a bank draft and leave the purchase and subsequent management to Wodd in return for a fee. Most clients had never even seen the forests that they own and none ever need to make a management decision concerning the growth or sale of timber.
Sadly, investing in forestry is a rich person's pursuit. I was warned that companies such as Wodd are unlikely to entertain a potential client whose initial investment does not run into the tens of millions of M$.
Please address any response to Sonia Jones, care of the Daily Gazette news desk, as quickly as possible.

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質問 # 35
Two months have passed since the threatened disruption of the building work on the biomass power station. The threat has been resolved and work is again under way on the development.
You have received the following email from Peter Sorchi, CEO:
From: Peter Sorchi, Chief Executive Officer
To: Senior Finance Manager
Subject: Wildlife survey
Hi,
I tried to obtain some trustworthy advice from your boss this afternoon, but have come away feeling quite unsure that we are on the same wavelength.
As you know, the law in Marland is very clear concerning the protection of rare species of wildlife. Before building work commences on our new power station the Government will send a survey team to check for the presence of protected species. The attached article shows how sensitive an issue this can be.
As part of our corporate social responsibility, every one of Wodd's forestry teams has a small team of wildlife officers, whose job is to survey the forest and to identify all natural habitats. Trees can grow undisturbed for many years in a commercial forest before they are harvested and so natural habitats can become well established. Our wildlife surveys enable us to limit the harm done when trees are felled.
One of Wodd's wildlife officers in the North Forest has submitted a report on the sighting of a rare species of bat in the area that will be cleared for the power station. The report states that these creatures tend to be difficult to observe because they only come out very late at night and tend to roost in dense forest. This could, potentially, delay the start of work for six months while the bats are captured and relocated. Relocating the bats will also be expensive.
The Finance Director's advice was to ask the wildlife officer to change the report, stating that the original version was submitted in error and that the sighting occurred in a completely different part of the forest, well away from the planned construction site. There is only a small possibility that the Government inspectors will find the bats during their own inspection. In the event that they do then Wodd can claim that it was unaware of the bats' presence.
This whole exchange raises a number of issues for me.
* Should we spend shareholder money on protecting wildlife in our forests?
* What are the implications for our internal control system of the Finance Director asking for this report to be changed?
* What are the difficulties in motivating our wildlife officers and how might we overcome these?
* The Chairman is always complaining about how the executive directors are too aggressive when it comes to making a profit. How might I address that concern?
I would appreciate your response on each of the above issues.
Peter

正解：

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Topic 1, Wodd
Company Background
You are a Senior Finance Manager employed by Wodd.
Wodd is a forestry company that invests in forestry projects and adds value through participation in associated industries, such as the manufacture of paper. The company was formed in 1983, when a large area of forest was sold to a consortium of wealthy individuals who had established a company to undertake the purchase.
Over time, the company grew and the original founders sold their shares. Wodd has been quoted since 2002.
Wodd is based in Marland, a European country whose currency is the M$. Marland is heavily industrialised in the South, but has large uninhabited areas in the North. Its climate is temperate and is well suited to growing timber.
Wodd
Extracts from integrated report for the year ended 30 September 2015
About our report
The consolidated financial statements have been prepared in accordance with International Financial Reporting Standards (IFRS).
Wodd's Board is committed to strong corporate governance and leadership as well as transparency in its disclosures. Over the coming years, Wodd will continue to review its reporting approach and routines, to ensure it meets best practice reporting standards, the expectations of its stakeholders and maintains the visibility of how the Group creates sustainable value for the communities it serves.
Strategic report
Wodd operates in the forestry industry. Wodd's activities include forestry management, harvesting timber and project work, such as helping to create amenity woodlands and forests.
Forestry Management
Wodd manages its own forests and also those of its clients. It is accredited by the Forestry Stewardship Council of Marland (FSCM) for managing sustainable forests.
The client management side of the business consists of forestry-related matters such as harvesting trees and replanting. Wodd can sell harvested timber on behalf of clients. Wodd also advises on taxation and grant applications.
Taxation and Grants
There are grants available for planting and fencing forests. Some grants are awarded by the Forestry Authority of Marland and some come from Government.
There are considerable tax benefits from buying and managing a forest in Marland. No income tax is paid when trees are felled and sold. No capital gains tax is paid if the forest is managed and sold in its entirety in the future. Investing in forestry can be extremely tax efficient for wealthy investors. Wodd has considerable expertise in advising on the tax aspects of forestry ownership.
Harvesting
Wodd fells standing timber in its own forests and on behalf of clients. Cutting down trees and replanting can enhance the health of a forest. Letting light penetrate to the forest floor encourages biodiversity. Removing diseased trees can reduce the risk of problems spreading. Gaps between stands of trees can act as firebreaks.
Wood is also a sustainable crop. The material itself has many uses. Mature trees absorb very little carbon dioxide, whereas freshly planted trees will capture carbon dioxide whilst they are growing.
Wodd has invested in the latest heavy logging machinery that can fell trees and strip their branches. This equipment is suited to clearing areas of trees. Individual trees are still cut down manually with chainsaws.
Forestry work is often carried out in remote areas and can be dangerous.
Projects
Wodd does considerable work with the Forestry Authority of Marland. The Forestry Authority offers substantial grants towards planting and for fencing.
Wodd has undertaken projects on behalf of the Forestry Authority of Marland to create amenity forests. Typically, this involves making picnic areas, footpaths and cycle paths in existing forests in order to encourage the public to use them for leisure and enjoyment.
Chairman's statement
In 2014 the company focused on stabilising its results after a number of difficult years in recession. The company has set its sights on achieving long-term stable returns from its activities with steady improvements in key areas to build a strong future for Wodd.
The company continued to strengthen its position in the markets and regions where it operates. Wodd is gaining an international reputation for excellent forest management which it hopes to enhance in the future.
Volatility in the US Dollar against the $M caused us some problems over the last year. It is hoped that the economic uncertainties that led to this will settle down.
The company has built on its core strengths and has now had the management of all its forests accredited.
Wodd has engaged in some new planting projects over the past year which have all gone well. The more stable weather during the winter meant we did not have much wind-blow and did not have to replant many areas.
The increase in house building and construction has seen an increase in demand for timber and Wodd has benefitted from this and from the increase in timber prices due to this demand. This has helped to sustain the profits that were so welcome last year.
The Forestry Authority in Marland commended our efforts to increase the sustainability of our forests. By replanting areas we have harvested with fast-growing Sitka Spruce, we have improved our carbon storage by 3% in 2014. This was greater than expected.
We entered into two projects last year assisting the Forestry Authority to improve the amenity forests in the north of Marland. These projects were completed during the year and have resulted in a 40% increase in the visitors to the forests; the cycle tracks and picnic areas have been especially popular.
The last few years have been challenging for Wodd. However, we believe the long-term fundamentals are now in place for Wodd to deliver its goal of steady long-term returns on its investments which it can pass on for the benefit of its shareholders.
Sustainability
Wodd's investment objective is to invest in assets which can be established and managed on an environmentally and socially sustainable basis.
We have invested in forests and have emphasised sustainability in all aspects of their management, including ensuring that the responsible harvesting of trees does not exceed the ability of the land to regenerate itself once replanted.

Social responsibility
Sustainability is a key factor in all investment decisions. We aim to manage our forests to the highest standards. Our expectation is that Wodd will be a net planter of trees, with the number of living trees increasing over time in all of our forests.
We aim:
*to obtain all existing accreditation for responsible and sustainable forest management and always aim to exceed all industry and regulatory standards.
*for a clear and constructive dialogue with local communities and other stakeholders. We are proud of our achievements and are keen to communicate these as widely as possible.
*to combine sound economic stewardship with our stewardship of natural resources. We provide shareholders with sustainable dividends and capital growth while ensuring that we do not do so at a significant environmental cost.
Our strategy and objectives
Our mission is to be the world leader in sustainable forestry management.
Our long-term strategy continues to be to:
1. Provide stable, long-term returns to our investors.
2. Be the preferred supplier of raw wood-based materials to a broad customer base.
3. Be the leading player in the forest industry regarding environmental and social conduct.
4. Expand existing and develop new large-scale projects.
5. Seek new ways of working to improve the sustainability of forests in the future.
Code of conduct
Stakeholders - We work with all of our stakeholders, ensuring woodlands and forests meet the needs of present and future society.
Respect - We value our colleagues and our stakeholders, valuing diversity and treating everyone with consideration.
Professional behaviour - We act with integrity and objectivity to achieve high standards of health and safety, quality and sustainability in everything we do.
Learning and development - We are always learning, developing the skills and knowledge to support the company.
Communication - We are open and honest with colleagues and with our stakeholders.
Environment - We seek to protect the environment for the enjoyment of both people and wildlife in the future.
Stakeholder engagement
The communities in Marland trust us. That is the foundation of our business.
We have built up trust by integrating corporate social responsibility and sustainability into the way we run our company.
We have incorporated ten principles (see page 23) into our working practices. These encourage responsible behaviour in the areas of the environment, anti- corruption, our workforce and human rights.
Our sustainable forestry management practices are long-term investments building value for our company and the society of Marland. We have strict targets that we strive to achieve on carbon storage and are now in surplus when we take into account our harvesting and transportation emissions.
We aim to make our forests and woodlands attractive and healthy places that can be visited and enjoyed. We offer basic facilities such as woodland paths, picnic sites and cycle tracks. We locate these away from areas where timber is being harvested so that visitors are safe at all times.
We actively seek to improve the environment by sustainable planting while improving the return to our shareholders.
Employees
Our employees are our greatest asset. They add a huge amount of value to Wodd. They work together as a team to ensure Wodd runs efficiently and effectively.
We have a diverse group of employees. Some of our best lumberjacks have worked with us for over 30 years. The work is hard, but they enjoy the communal spirit and work ethic encouraged by Wodd. Lumberjacks work in small groups in remote areas, sometimes camping for several weeks. They are happy to continue this work even though it can be difficult and dangerous.
Wodd encourages safe working practices and training.
We have been improving our gender balance, although there are still too few women working in the forests. We are pleased that we now have a number of female senior employees and directors.
Customer relevance
Being aware of our customers' needs has played a large part in our steady growth over the last few years. We value our customers and work hard at understanding their needs.
Our customers support sustainable forestry and are proud of our accredited status. We listened to our customers when they said they wanted to protect the environment and they have repaid us with their loyalty. Our customer base has increased over the last few years as they know we work to create value for them. We seek to generate value in all aspects of our business while continuing to offer excellent quality.
Customer care and satisfaction
We opened a customer care department to respond to customer queries and complaints quickly. Its focus is to respond to customer queries and complaints within an agreed time frame which depends on the complexity of the query. We are proud that we responded to 97.5% of queries within the agreed timeframe.
The number of repeat queries has fallen considerably as a result of this initiative.
Risks and uncertainties
Fluctuating demand
Wodd's principal activities rely on demand for timber, which is a basic raw material used in many industries.
Some of our customers operate in volatile or cyclical industries. For example, the building industry buys significant quantities of timber and timber-based products. The building industry can be affected significantly by movements in economic indicators such as interest rates, the availability of credit and the property market.
Selling prices fall in response to declining demand for timber. Wodd can reduce production in response because there is very little point in selling timber when prices are low. However, there are economies of scale associated with operating at higher capacities and so we can suffer increased costs when we manage output in this way.
The company regularly reviews the movement in market prices and seeks to obtain the best value for the company's products from existing and new customers.
International business
Many countries import large quantities of timber and their economies can further affect demand.
Apart from fluctuations in their economies, our ability to export to particular markets can be affected by trade disputes, tariffs, import restrictions and so on.
Exchange rate fluctuations
The company is exposed to foreign exchange risk. Pulpwood is priced in USD which can be volatile against the M$.
Wodd is able to utilise financial instruments to hedge against adverse currency movements; there is no guarantee that it will be possible to hedge against a particular change at an acceptable price, or that any attempt to hedge would be successful.
Employee safety
Forestry workers are highly skilled. Harvesting timber in a safe and efficient manner requires training and experience. Working in forests can be difficult and dangerous and we provide advanced safety training for all our lumberjacks. We make sure we have the most advanced safety equipment available for the workforce.
However, there is the risk that serious accidents can occur in remote areas which could be serious. We are insured fully for accidents.
Labour relations
Our forestry workers are unionised. There is an annual negotiation cycle for determining pay and working conditions. The involvement of the union tends to ensure that all companies in the industry pay broadly similar rates.
Production will be affected in the event that an agreement cannot be reached with union negotiators. It would be difficult to locate suitable temporary staff during a strike and the logistics of timber production would make industrial action, such as picketing vehicle entrances, highly effective.
Physical risks
Wodd may experience the impact of physical risks associated with forest assets such as fire, insect infestation or wind-blow in extreme weather.
Wodd's forests are managed, or insured as appropriate, in a manner to mitigate these. Advice on insect infestation is taken from the Forestry Authority.
Tax
Changes to tax and grant regimes governing forestry would have an adverse effect on the number of customers interested in investing in forestry and planting.
Changes in certain tax and grant regimes may adversely affect Wodd's financial performance.
Board of Directors
Peter Sorchi, Chief Executive Officer
Peter has had a long and successful career in forestry. He started in the industry 30 years ago and worked in the forests in Scotland for several years before starting his own business managing forests for the UK's Forestry Commission. He became involved in the certification of forests in the UK and regularly inspected woodlands for the Forestry Commission. He left Scotland and moved to Marland where he joined Wodd as a senior manager in charge of certification.
He joined the Board as Forestry Director in 2008 and became CEO in 2012.
Ibrahim Bengassa - Forestry Director
Ibrahim has been Forestry Director since 2013, having previously been the forestry manager in a large plantation in Nigeria.
Ibrahim has had a number of prestigious roles in the forestry trade. As Forestry Director, his role is to manage the forests and look after the investors.
Marcus Svenson - Finance Director
Marcus is a professionally qualified accountant. He also holds a Bachelor of Arts degree in Accounting.
He joined Wodd's Board in 2008 after working in a number of senior roles in the timber industry in Sweden.
Sarah Johns - Marketing Director
Sarah has a degree in Marketing and has two prestigious awards for marketing gained when she previously worked for a major US company, rising to a senior managerial position.
She joined the company as Marketing Director in 2014.
Dr Maritza Lenzo - Human Resources Director
Maritza holds a Masters degree in Human Resource Management and she is a Fellow of the Marland Institute of Personnel and Development.
She has served in a variety of different entities. She joined the Wodd Board in 2013.
Dr Anton Carlov- Non-executive Chairman
Anton holds a Doctorate in Forestry Management and he is a Master of Business Administration.
He was a senior manager in a forestry management group in Siberia and became a director of it in 2008. Anton retired in 2014 and Wodd's Board was delighted to welcome such a prestigious person to serve as non-executive Chairman.
Dr Carlov is a highly respected business person in Marland and wider afield.
He chairs both the Audit and Remuneration committees.
Stuart McLellan - Non-executive director
Stuart has been a non-executive director on Wodd's Board since 2012. He worked in the timber industry in Canada for 15 years before joining Wodd. He worked as a lumberjack and safety officer for most of this time.
Stuart sits on the Health and Safety, Audit and Remuneration committees.
Xai Ling - Non-executive director
Xai was appointed a non-executive director in 2013. He also has experience in the timber trade. He worked in one of China's largest building companys as a timber buyer. He is a member of the Health and Safety committee and the Nomination committee.
Lianne Edwards - Non-executive director
Lianne has been a non-executive member of Wodd's Board since 2012. She is also a non-executive director of a major Croatian sawmill. She has had a long and distinguished association with that company, having served as senior purchasing manager for 15 years. Lianne sits on both the Nomination and Remuneration committees.

Regulatory bodies
The Forestry Authority of Marland
The mission of the Forestry Authority of Marland is to provide an ecological framework for the promotion of a healthy and cleaner environment for future generations by expanding forests and improving sustainable forest management.
The Authority offers partnership opportunities for forestry companies to create amenity woodlands for Marland, so that everyone can enjoy the benefits of the outdoors.
The Authority encourages forestry management companies to become accredited by the Forestry Stewardship Council of Marland (FSCM).
The Authority offers grants for planting and fencing forestry plantations and also offers assistance in applying for government forestry grants.
It offers advice on insect infestation in forests and other matters of sound stewardship of forests.
The Forestry Stewardship Council of Marland
The Forest Stewardship Council of Marland (FSCM) exists to support the responsible management of Marland's forests. We are a non-profit making and independent organisation.
FSCM publishes standards that promote environmentally sound and socially responsible development of forest lands. Companies who adhere to our standards are eligible to use our logo on their promotional materials and to display it on their products.
Consumers are increasingly concerned with the safe and responsible sourcing of timber-based products. The FSCM logo reassures customers that they are not contributing to the irresponsible destruction of forest lands, with associated harm to the environment and natural habitats.
The FSCM's has developed ten principles, which form the basis for our standard setting programme. These principles are listed below:
Principle 1 - Compliance with laws and FSCM Principles
Those responsible for forestry management shall respect all applicable laws of the country in which they operate and shall comply with all FSCM Principles and Criteria.
Principle 2 - Rights and responsibilities
The right to exploit land and any associated forestry resources shall be formally documented so that the legal right to conduct operations can be demonstrated.
Principle 3 - Respect for indigenous peoples
Those responsible for forestry management shall recognise and respect the legal and customary rights of indigenous peoples to own, use and manage their lands and other resources.
Principle 4 - Respect for employees and local communities
The social and economic wellbeing of forestry workers and of local communities shall be preserved.
Principle 5 - Good use of available resources
Those responsible for forestry management shall identify the various resources that can be found in the forest, with a view to maximising environmental and social benefits.
Principle 6 - Environmental impact
Those responsible for forestry management shall maintain biological diversity and shall preserve resources such as water, soil and other ecological resources.
Principle 7 - Management plan
Forestry lands shall be managed in accordance with a specific management plan that states the long-term objectives of management and the means by which they will be achieved. The plan will be tailored to the land and the nature and scale of operations.
Principle 8 - Monitoring and assessment
Those responsible for forestry management shall monitor operations so that the economic and environmental effects of operations are kept under review.
Principle 9 - Sensitive locations
Particular care will be taken in the management of activities in forests that have a high conservation value. Those responsible will pay particular attention to maintaining and enhancing the factors that create that high value.
Principle 10 - Plantations
Principles 1 to 9 apply equally to plantations. In addition, those responsible for the creation and management of plantations shall aim to complement the value of natural forests.
Press clippings

質問 # 36
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