CIMA SCS · May & Aug 2025
Leothayre past exam tasks: CIMA SCS May & Aug 2025
Leothayre (satellites) was the Strategic Case Study pre-seen for May & Aug 2025. Here is every sub-task CIMA set on it, across 6 exam variants, summarised in our own words.
CIMA's post-exam materials for May & Aug 2025 (the real variants, suggested answers, marking guidance and examiner's report)
- Exam variants
- 6
- Sub-tasks
- 36
- Topics tested
- 17
- Industry
- Satellites
Core activity mix
Sub-tasks across all variants, under the core activity CIMA's marking guidance gives each one.
- ADevelop business strategyBlueprint weighting 15–25%6
- BEvaluate business ecosystem and business environmentBlueprint weighting 15–25%9
- CRecommend financing strategiesBlueprint weighting 15–25%7
- DEvaluate and mitigate riskBlueprint weighting 15–25%8
- ERecommend and maintain a sound control environmentBlueprint weighting 15–25%6
Topics tested
- Boards, governance and pay4
- Ethics4
- Scenario planning3
- Stakeholders3
- Strategic choice, mission and SAF3
- Acquisitions and divestments2
- Currency risk2
- Internal controls2
- Political risk2
- Raising finance2
- Risk management and the risk register2
- Share price and market reaction2
- Cyber and digital security1
- Dividend policy1
- Ecosystem and environment analysis1
- ESG and non-financial capitals1
- Internal audit1
The tasks, variant by variant
Each candidate sat one variant. Every variant covers every core activity, but on different topics and new information.
- V1 · Task 1(a)Core activity A: Strategy
Whether campaigners' use of social media is a serious threat to the company.
- V1 · Task 1(b)Core activity B: Ecosystem and environment
Managing political risk from a protest campaign in the countries where launches take place.
- V1 · Task 2(a)Core activity C: Financing
Whether a fall in market value is a sound basis for predicting lost business.
- V1 · Task 2(b)Core activity D: Risk
Whether the campaign should have been in the risk register with a mitigation plan.
- V1 · Task 3(a)Core activity D: Risk
Whether the company's environmental impact can be justified by its mission and vision.
- V1 · Task 3(b)Core activity E: Control environment
For and against an extra executive director for sustainability.
- V2 · Task 1(a)Core activity A: Strategy
How far two managers should be made to own the risks of signing a contract.
- V2 · Task 1(b)Core activity D: Risk
Ethical conflicts for a manager and a client negotiating a contract.
- V2 · Task 2(a)Core activity B: Ecosystem and environment
Difficulties analysing the technological, environmental and legal issues in a large bid.
- V2 · Task 2(b)Core activity C: Financing
Relevance of rising sector share prices to a bid decision.
- V2 · Task 3(a)Core activity D: Risk
Arguments for introducing a whistleblowing policy.
- V2 · Task 3(b)Core activity E: Control environment
Internal audit work to make sure a whistleblowing policy works.
- V3 · Task 1(a)Core activity A: Strategy
Scenario planning for possible outcomes of a major contract.
- V3 · Task 1(b)Core activity B: Ecosystem and environment
Responses to currency transaction risks on launch costs, receipts and monthly fees.
- V3 · Task 2(a)Core activity B: Ecosystem and environment
Power and interest of two customers in the choice between their contracts.
- V3 · Task 2(b)Core activity C: Financing
Managing a two-year dividend suspension if a large contract goes ahead.
- V3 · Task 3(a)Core activity D: Risk
Risks of staff working remotely at a client's site and updating software over its network.
- V3 · Task 3(b)Core activity E: Control environment
Controls to reduce those remote working and network risks.
- V4 · Task 1(a)Core activity A: Strategy
Whether accepting a proposal means following an emergent strategy, and whether that suits the company.
- V4 · Task 1(b)Core activity B: Ecosystem and environment
Political risks of a partner's proposal and how to manage them.
- V4 · Task 2(a)Core activity B: Ecosystem and environment
Evaluating a counter-proposal for suitability, acceptability and feasibility.
- V4 · Task 2(b)Core activity C: Financing
Best way to finance a large development, build and launch programme.
- V4 · Task 3(a)Core activity D: Risk
Ethics of offering staff more pay to accept a dangerous assignment.
- V4 · Task 3(b)Core activity E: Control environment
Controls to reduce safety risks for staff on a dangerous assignment.
- V5 · Task 1(a)Core activity A: Strategy
Whether the company has the key resources to make an acquisition work.
- V5 · Task 1(b)Core activity C: Financing
Difficulties negotiating share exchange terms for an acquisition.
- V5 · Task 2(a)Core activity C: Financing
Suitability, acceptability and feasibility of an acquisition whose key product has no full prototype.
- V5 · Task 2(b)Core activity B: Ecosystem and environment
Scenario planning for possible events after an acquisition by share exchange.
- V5 · Task 3(a)Core activity D: Risk
Whether to mention a prototype launch in intellectual, human and social capital disclosures.
- V5 · Task 3(b)Core activity E: Control environment
Whether, and how, the acquired company's directors should be represented on the board.
- V6 · Task 1(a)Core activity A: Strategy
Scenario planning for a supplier's proposal, with recommended responses.
- V6 · Task 1(b)Core activity B: Ecosystem and environment
Customers' power and interest on the sustainability of a supplier's product.
- V6 · Task 2(a)Core activity D: Risk
Ethics of a director choosing not to follow up a conversation with a client's finance director.
- V6 · Task 2(b)Core activity B: Ecosystem and environment
Two ways to manage currency risk on a payment to an overseas supplier.
- V6 · Task 3(a)Core activity E: Control environment
Governance implications of a director committing the company to a contract.
- V6 · Task 3(b)Core activity C: Financing
Managing the risks of funding a large payment to a supplier.
Practise the same skills in Vennlisk
Leothayre won't be set again, but the core activities will. Timed SCS tasks in the current pre-seen, marked in about a minute. Try one task free, no card needed.