上海市非会计专业考生能报名参加ACCA国际会计师考试吗？

正确答案：
(b) Separation of the roles of CEO and chairman
Benefits of separation of roles
The separation of the roles of chief executive and chairman was first provided for in the UK by the 1992 Cadbury provisions
although it has been included in all codes since. Most relevant to the case is the terms of the ICGN clause s.11 and OECD
VI (E) both of which provide for the separation of these roles. In the UK it is covered in the combined code section A2.
The separation of roles offers the benefit that it frees up the chief executive to fully concentrate on the management of the
organisation without the necessity to report to shareholders or otherwise become distracted from his or her executive
responsibilities. The arrangement provides a position (that of chairman) that is expected to represent shareholders’ interests
and that is the point of contact into the company for shareholders. Some codes also require the chairman to represent the
interests of other stakeholders such as employees.
Having two people rather than one at the head of a large organisation removes the risks of ‘unfettered powers’ being
concentrated in a single individual and this is an important safeguard for investors concerned with excessive secrecy or
lack of transparency and accountability. The case of Robert Maxwell is a good illustration of a single dominating
executive chairman operating unchallenged and, in so doing, acting illegally. Having the two roles separated reduces
the risk of a conflict of interest in a single person being responsible for company performance whilst also reporting on
that performance to markets. Finally, the chairman provides a conduit for the concerns of non-executive directors who,
in turn, provide an important external representation of external concerns on boards of directors.
Tutorial note: Reference to codes other than the UK is also acceptable. In all cases, detailed (clause number) knowledge
of code provisions is not required.
Accountability and separation of roles
In terms of the separation of roles assisting in the accountability to shareholders, four points can be made.
The chairman scrutinises the chief executive’s management performance on behalf of the shareholders and will be
involved in approving the design of the chief executive’s reward package. It is the responsibility of the chairman to hold
the chief executive to account on shareholders’ behalfs.
Shareholders have an identified person (chairman) to hold accountable for the performance of their investment. Whilst
day-to-day contact will normally be with the investor relations department (or its equivalent) they can ultimately hold
the chairman to account.
The presence of a separate chairman ensures that a system is in place to ensure NEDs have a person to report to outside the
executive structure. This encourages the freedom of expression of NEDs to the chairman and this, in turn, enables issues to
be raised and acted upon when necessary.
The chairman is legally accountable and, in most cases, an experienced person. He/she can be independent and more
dispassionate because he or she is not intimately involved with day-to-day management issues.

正确答案：
(ii) Payment by instalments
The inheritance tax can be paid by instalments because Messier Ltd is an unquoted company controlled by Kepler at
the time of the gift and is still unquoted at the time of his death.
The tax is due in ten equal annual instalments starting on 30 November 2008.
Interest will be charged on any instalments paid late; otherwise the instalments will be interest free because Messier is
a trading company that does not deal in property or financial assets.
All of the outstanding inheritance tax will become payable if Galileo sells the shares in Messier Ltd.
Tutorial note
Candidates were also given credit for stating that payment by instalments is available because the shares represent at
least 10% of the company’s share capital and are valued at ￡20,000 or more.

正确答案：
(ii) Vehicles
■ Agreeing opening ledger balances of cost and accumulated depreciation (and impairment losses) to the non-current
asset register to confirm the comparative amounts.
■ Physically inspecting a sample of vehicles (selected from the asset register) to confirm existence and condition (for
evidence of impairment). If analytical procedures use management information on mileage records this should be
checked (e.g. against milometers) at the same time.
■ Agreeing additions to purchase invoices to confirm cost.
■ Reviewing the terms of all lease contracts entered into during the year to ensure that finance leases have been
capitalised.
■ Agreeing the depreciation rates applied to finance lease assets to those applied to similar purchased assets.
■ Reviewing repairs and maintenance accounts (included in materials expense) to ensure that there are no material
items of capital nature that have been expensed (i.e. a test for completeness).

正确答案：
(b) Kohlberg’s levels of moral development
Description of levels
Kohlberg described human moral development in terms of three consecutive levels.
Preconventional moral responses view morality in terms of rewards, punishments and whether or not the act will be
penalised, found out or rewarded.
Conventional moral responses view morality in terms of compliance with the agreed legal and regulatory frameworks relevant
at the time and place in which the decision is taking place.
Postconventional responses go beyond the other two and frame. morality in terms of the effects of the action on oneself and
others, on how it will affect one’s own moral approach and how it will accord with wider systems of ethics and social norms.
Three people in the case
The three people mentioned in the case exhibit different levels of moral development.
Gary Howells is demonstrating the preconventional in that he sees the decision to disclose or not in terms of whether WM
can get away with it. He was inclined to conceal the information because of the potential impact on the company’s share
price on the stock market. His suggestion was underpinned by his belief that the concealment of the incorrect valuation would
not be ‘found out’.
Vanda Monroe demonstrates conventional behaviour, reminding the WM board of its legal and regulatory obligations under
the rules of its stock market listing. In particular, she reminded the board about the importance of the company’s compliance
with corporate governance and ethics codes by the stock market. To fail to disclose would, in Vanda’s view, be a breach of
those stock market expectations. Rather than rewards and punishments, Vanda was more concerned with compliance with
rules and regulations.
Martin Chan is demonstrating postconventional morality by referring to consistency of treatment and the notion of ‘do as you
would be done by’. He said that he wouldn’t want to be deceived if he were an outside investor in the company. His response
was underpinned neither by rewards or punishments, nor by compliance with regulations, but rather than a persuasion that
moral behaviour is about doing what one believes to be right, regardless of any other factors.