The Wirecard case is a recent and prominent example of how managerial accounting can be used to uncover fraudulent activity and unethical practices in a company. This case serves as a reminder of the importance of ethical behavior and internal controls in managerial accounting practices.

The Wirecard scandal involved a German financial services company, Wirecard AG, which was accused of inflating its revenues and profits by more than $2 billion, in what has been called one of the biggest accounting frauds in European history. The fraud was uncovered by journalists and market analysts who questioned the company's financial reports and accounting practices.

The first red flag came in January 2019, when the Financial Times published a series of investigative reports alleging that Wirecard's Singapore office was involved in accounting irregularities and fraudulent activity. The reports accused Wirecard of inflating its sales and profits through fraudulent transactions and fake customer contracts.

The allegations sparked an investigation by the German financial regulator, BaFin, which initially dismissed the accusations and even filed a criminal complaint against the journalists who published the reports. However, as more evidence emerged, including leaked documents and whistleblower reports, the scandal eventually led to Wirecard's bankruptcy and the arrest of its CEO, Markus Braun, and other top executives.

From a managerial accounting perspective, the Wirecard case highlights the importance of internal controls and ethical behavior in financial reporting. The company's auditors and accountants failed to detect the fraudulent activity, which suggests a lack of internal controls and oversight. In addition, the company's aggressive accounting practices, such as recognizing revenue before it was actually earned, indicate a disregard for ethical accounting practices.

One lesson that can be learned from the Wirecard case is the importance of transparency and accountability in financial reporting. Companies should ensure that their financial reports are accurate and truthful, and that they have appropriate internal controls and oversight mechanisms in place to detect and prevent fraudulent activity. Additionally, companies should prioritize ethical behavior and hold their employees accountable for any unethical practices.

Another lesson is the importance of skepticism and critical thinking in managerial accounting practices. Managers and accountants should question the accuracy and validity of financial reports, and should be vigilant for any red flags or suspicious activity. In addition, companies should encourage and protect whistleblowers who come forward with evidence of unethical behavior, and should take swift and decisive action to address any fraudulent activity that is uncovered.

In conclusion, the Wirecard case underscores the importance of ethical behavior and internal controls in managerial accounting practices. Companies must prioritize transparency, accountability, and critical thinking to ensure that their financial reports are accurate and truthful, and to prevent fraudulent activity. This case serves as a reminder that even large and seemingly successful companies can fall victim to unethical practices if they do not have appropriate controls and oversight in place.

Question 1 (CLO1,3):

What were the main accounting and financial management issues that led to Wirecard's downfall? How did Wirecard's management manipulate financial statements to hide losses and inflate revenue? Based on the case study, critically evaluate.

(25 Marks)

Question 2 (CLO1,3):

How could Wirecard have improved its internal accounting control systems to prevent fraudulent activities? Provide your critique by providing suitable improvement opportunities

(25 Marks)

Question 3 (CLO1,3):

Assuming that you are the founder of the Wirecard. Critically prepare and evaluate the following:

Financial and operating budgets under business uncertainty

Expected revenues and costs to be incurred in the year 2023

Note: You are required to assume the customer flow and prepare budgets for three conditions: good, normal and bad economic situations.