Question 1

The primary purpose of making an organisation sustainable is to:

Accepted Answer

A) make sure the organisation survives in the long-term. 
B) ensure that present needs are met without compromising the needs of future generations. 
C) reduce greenhouse gases to a very low level. 
D) make sure its profits are sustainable over the long-term. 
A) make sure the organisation survives in the long-term. 
B) ensure that present needs are met without compromising the needs of future generations. 
C) reduce greenhouse gases to a very low level. 
D) make sure its profits are sustainable over the long-term.

Question 2

The objectives for sustainability are unlikely to be completely met within an organisation.

Accepted Answer

A) True 
 B)False

Question 3

A possible method of reducing a company's carbon footprint is:

Accepted Answer

A) planting trees. 
B) injecting carbon dioxide into porous rock and thereby 'burying' it. 
C) piping carbon dioxide kilometres below the ocean. 
D) All of the above. 
A) planting trees. 
B) injecting carbon dioxide into porous rock and thereby 'burying' it. 
C) piping carbon dioxide kilometres below the ocean. 
D) All of the above.

Question 4

Which of these is not a Global Reporting Initiative principle for ensuring report quality?

Accepted Answer

A) Clarity 
B) Accuracy 
C) Length 
D) Timeliness 
A) Clarity 
B) Accuracy 
C) Length 
D) Timeliness

Question 5

A criticism of the Global Reporting Initiative (GRI)is that compliance with its principles just means that an organisation is reporting only those aspects of social and environmental reporting that make it look good.

Accepted Answer

A) True 
 B)False

Question 6

A scheme that is designed to reduce greenhouse gases by providing economic incentives to achieve a reduction in these gas emissions is known as:

Accepted Answer

A) systems thinking. 
B) a balanced scorecard. 
C) an emissions trading scheme. 
D) the ecological footprint scheme. 
A) systems thinking. 
B) a balanced scorecard. 
C) an emissions trading scheme. 
D) the ecological footprint scheme.

Question 7

Currently,very few organisations are truly sustainable.

Accepted Answer

A) True 
 B)False

Question 8

What is the best way to make businesses take into account the external costs of their activities?

Accepted Answer

A) Implement fines 
B) Internalising those costs 
C) Implement penalties 
D) None of the above. 
A) Implement fines 
B) Internalising those costs 
C) Implement penalties 
D) None of the above.

Question 9

What is the world's most widely used sustainability reporting framework referred to as?

Accepted Answer

A) The Global Reporting Initiative 
B) The International Standards for Environmental Management 
C) The Corporate Social Responsibility Reporting Framework 
D) The Australian Sustainability Index 
A) The Global Reporting Initiative 
B) The International Standards for Environmental Management 
C) The Corporate Social Responsibility Reporting Framework 
D) The Australian Sustainability Index

Question 10

With crisis comes opportunity.

Accepted Answer

A) True 
 B)False

The primary purpose of making an organisation sustainable is to:

The objectives for sustainability are unlikely to be completely met within an organisation.

A possible method of reducing a company's carbon footprint is:

Which of these is not a Global Reporting Initiative principle for ensuring report quality?

A criticism of the Global Reporting Initiative (GRI)is that compliance with its principles just means that an organisation is reporting only those aspects of social and environmental reporting that make it look good.

A scheme that is designed to reduce greenhouse gases by providing economic incentives to achieve a reduction in these gas emissions is known as:

Currently,very few organisations are truly sustainable.

What is the best way to make businesses take into account the external costs of their activities?

What is the world's most widely used sustainability reporting framework referred to as?

With crisis comes opportunity.

Management Accounting in Context

Different Costs for Different Purposes

Determining How Costs Behave

Costvolumeprofit Analysis

Estimating the Cost of Producing Services

Estimating the Costs of Products and Inventory

Target Costing, Managing Activities and Managing Capacity

Activity-Based Management and Activity-Based Costing

Pricing and Customer Profitability

Decision Making and Relevant Information

Budgeting, Management Control and Responsibility Accounting

Flexible Budgets, Direct Cost Variances and Management Control

Flexible Budgets, Overhead Cost Variances and Management Control

Allocation of Support-Department Costs, Common Costs and Revenues

Strategy Formation, Strategic Control and the Balanced Scorecard

Quality, Time and the Balanced Scorecard

Inventory Management, Just-In-Time and Simplified Costing Methods

Capital Budgeting and Cost Analysis

Management Control Systems, Transfer Pricing and Multinational Considerations

Performance Measurement, Compensation and Multinational Considerations

Filters

Exam 21: Measuring and Reporting Sustainability

The primary purpose of making an organisation sustainable is to:

The objectives for sustainability are unlikely to be completely met within an organisation.

A possible method of reducing a company's carbon footprint is:

Which of these is not a Global Reporting Initiative principle for ensuring report quality?

A criticism of the Global Reporting Initiative (GRI)is that compliance with its principles just means that an organisation is reporting only those aspects of social and environmental reporting that make it look good.

A scheme that is designed to reduce greenhouse gases by providing economic incentives to achieve a reduction in these gas emissions is known as:

Currently,very few organisations are truly sustainable.

What is the best way to make businesses take into account the external costs of their activities?

What is the world's most widely used sustainability reporting framework referred to as?

With crisis comes opportunity.

Management Accounting in Context

Different Costs for Different Purposes

Determining How Costs Behave

Costvolumeprofit Analysis

Estimating the Cost of Producing Services

Estimating the Costs of Products and Inventory

Target Costing, Managing Activities and Managing Capacity

Activity-Based Management and Activity-Based Costing

Pricing and Customer Profitability

Decision Making and Relevant Information

Budgeting, Management Control and Responsibility Accounting

Flexible Budgets, Direct Cost Variances and Management Control

Flexible Budgets, Overhead Cost Variances and Management Control

Allocation of Support-Department Costs, Common Costs and Revenues

Strategy Formation, Strategic Control and the Balanced Scorecard

Quality, Time and the Balanced Scorecard

Inventory Management, Just-In-Time and Simplified Costing Methods

Capital Budgeting and Cost Analysis

Management Control Systems, Transfer Pricing and Multinational Considerations

Performance Measurement, Compensation and Multinational Considerations

Filters