ACCA对于会计职业生涯有帮助吗?

发布时间:2019-07-20


ACCA是特许公认会计师,在我国也俗称为国际注册会计师,知名度仅次于CPA,以全英文考试、科目众多、难度较大、含金量高等的特点,在财会领域的地位不可撼动,目前在中国已拥有超过2万多名会员和4万多名学员,深受各位财会人的喜爱,但是关于ACCA对于财会人具体有什么帮助,小编整理了如下内容。

一、就业优势

1.工资待遇的涨幅空间大

ACCA从上世纪90年代进入中国,受到的认可度也越来越高。主要在欧美背景的外企、外资会计事务所、在海外上市的企业受到了广泛的认可。ACCA为在中国的跨国公司、大型企业和国际"五大"会计公司全面认可,年薪在30-80RMB。据统计,伦敦刚获得ACCA资格会计师预计可以得到高薪大概在平均年薪3-3.5万英镑,随着英国经济的不断景气,收入还在上升。

2.对ACCA人才潜在需求量大

ACCA岗位缺口大,ACCA人才缺口近40万,具有享誉国际,薪资待遇高,知识体系完善,科目可免考,报考门槛低,考试周期灵活等优势。根据ACCA官方调查,其会员目前在中国的年薪分布在30-200万不等。在中国超过75%ACCA会员在任职财务岗位三年内获得职位大幅提升,41%以上的ACCA会员取得财务总监及以上职位,ACCA成为财务人士职位晋升的黄金资质。

二、职业生涯帮助

1.求职

ACCA证书在HR眼里是一个黄金标签,ACCA证书是求职者对财务知识掌握的证明,也是求职者学习能力和时间管理能力的证明,这些都是工作中最重要的能力,自然也是最吸引HR的东西。

2.升职

ACCA作为一张稀有且高含金量的财会类高端证书,一直以来,都被视为财务管理层岗位招聘条件之一。特别是在外企或是涉及跨国业务的本土企业,ACCA会员掌握的国际会计准则一直是企业财务报告的刚需。在四大中,毕马威的咨询版块一直将ACCA视为升经理的qualification之一,ACCA的重要性毋庸置疑。

3.跳槽

ACCA证书是资深财务人最好的证明,一大原因在于,在拿下ACCA证书多年后可以直接变为FCCA,即资深ACCA会员。别人简历上写“5年财务管理经验”,而你,写的则是“8ACCA会员”,一下就从众多求职者中脱颖而出了。

ACCA证书在求职、升职和跳槽时均能发挥不同的价值,这也是ACCA证书倍受财务人青睐的一大原因。ACCA证书会帮助财务人在职场中走的更稳,更远。

 


下面小编为大家准备了 ACCA考试 的相关考题,供大家学习参考。

3 Susan Paullaos was recently appointed as a non-executive member of the internal audit committee of Gluck and

Goodman, a public listed company producing complex engineering products. Barney Chester, the executive finance

director who chairs the committee, has always viewed the purpose of internal audit as primarily financial in nature

and as long as financial controls are seen to be fully in place, he is less concerned with other aspects of internal

control. When Susan asked about operational controls in the production facility Barney said that these were not the

concern of the internal audit committee. This, he said, was because as long as the accounting systems and financial

controls were fully functional, all other systems may be assumed to be working correctly.

Susan, however, was concerned with the operational and quality controls in the production facility. She spoke to

production director Aaron Hardanger, and asked if he would be prepared to produce regular reports for the internal

audit committee on levels of specification compliance and other control issues. Mr Hardanger said that the internal

audit committee had always trusted him because his reputation as a manager was very good. He said that he had

never been asked to provide compliance evidence to the internal audit committee and saw no reason as to why he

should start doing so now.

At board level, the non-executive chairman, George Allejandra, said that he only instituted the internal audit committee

in the first place in order to be seen to be in compliance with the stock market’s requirement that Gluck and Goodman

should have one. He believed that internal audit committees didn’t add materially to the company. They were, he

believed, one of those ‘outrageous demands’ that regulatory authorities made without considering the consequences

in smaller companies nor the individual needs of different companies. He also complained about the need to have an

internal auditor. He said that Gluck and Goodman used to have a full time internal auditor but when he left a year

ago, he wasn’t replaced. The audit committee didn’t feel it needed an internal auditor because Barney Chester believed

that only financial control information was important and he could get that information from his management

accountant.

Susan asked Mr Allejandra if he recognised that the company was exposing itself to increased market risks by failing

to have an effective audit committee. Mr Allejandra said he didn’t know what a market risk was.

Required:

(a) Internal control and audit are considered to be important parts of sound corporate governance.

(i) Describe FIVE general objectives of internal control. (5 marks)

正确答案:
3 (a) (i) FIVE general objectives of internal control
An internal control system comprises the whole network of systems established in an organisation to provide reasonable
assurance that organisational objectives will be achieved.
Specifically, the general objectives of internal control are as follows:
To ensure the orderly and efficient conduct of business in respect of systems being in place and fully implemented.
Controls mean that business processes and transactions take place without disruption with less risk or disturbance and
this, in turn, adds value and creates shareholder value.
To safeguard the assets of the business. Assets include tangibles and intangibles, and controls are necessary to ensure
they are optimally utilised and protected from misuse, fraud, misappropriation or theft.
To prevent and detect fraud. Controls are necessary to show up any operational or financial disagreements that might
be the result of theft or fraud. This might include off-balance sheet financing or the use of unauthorised accounting
policies, inventory controls, use of company property and similar.
To ensure the completeness and accuracy of accounting records. Ensuring that all accounting transactions are fully and
accurately recorded, that assets and liabilities are correctly identified and valued, and that all costs and revenues can be
fully accounted for.
To ensure the timely preparation of financial information which applies to statutory reporting (of year end accounts, for
example) and also management accounts, if appropriate, for the facilitation of effective management decision-making.
[Tutorial note: candidates may address these general objectives using different wordings based on analyses of different
study manuals. Allow latitude]

4 Coral is the owner and managing director of Reef Ltd. She is considering the manner in which she will make her first

pension contributions. In November 2007 she inherited her mother’s house in the country of Kalania.

The following information has been extracted from client files and from telephone conversations with Coral.

Coral:

– 1972 – Born in the country of Kalania. Her father, who died in 2002, was domiciled in Kalania.

– 1999 – Moved to the UK and has lived and worked here since then.

– 2001 – Subscribed for 100% of the ordinary share capital of Reef Ltd.

– Intends to sell Reef Ltd and return to live in the country of Kalania in 2012.

– No income apart from that received from Reef Ltd.

Reef Ltd:

– A UK resident company with annual profits chargeable to corporation tax of approximately £70,000.

– Four employees including Coral.

– Provides scuba diving lessons to members of the public.

Payments from Reef Ltd to Coral in 2007/08:

– Director’s fees of £460 per month.

– Dividends paid of £14,250 in June 2007 and £14,250 in September 2007.

Pension contributions:

– Coral has not so far made any pension contributions in the tax year 2007/08 but wishes to make gross pension

contributions of £9,000.

– The contributions are to be made by Reef Ltd or Coral or a combination of the two in such a way as to minimise

the total after tax cost.

– Any contributions made by Coral will be funded by an additional dividend from Reef Ltd.

House in the country of Kalania:

– Beachfront property with potential rental income of £550 per month after deduction of allowable expenditure.

– Coral will use it for holidays for two months each year.

The tax system in the country of Kalania:

– No capital gains tax or inheritance tax.

– Income tax at 8% on income arising in the country of Kalania.

– No double tax treaty with the UK.

Required:

(a) With the objective of minimising the total after tax cost, advise Coral as to whether the gross pension

contributions of £9,000 should be made:

– wholly by Reef Ltd; or

– by Coral to the extent that they are tax allowable with the balance made by Reef Ltd.

Your answer should include supporting calculations where necessary. (9 marks)

正确答案:

 


(ii) Evaluate the relative advantages and disadvantages of Chen’s risk management committee being

non-executive rather than executive in nature. (7 marks)

正确答案:
(ii) Advantages and disadvantages of being non-executive rather than executive
The UK Combined Code, for example, allows for risk committees to be made up of either executive or non-executive
members.
Advantages of non-executive membership
Separation and detachment from the content being discussed is more likely to bring independent scrutiny.
Sensitive issues relating to one or more areas of executive oversight can be aired without vested interests being present.
Non-executive directors often bring specific expertise that will be more relevant to a risk problem than more
operationally-minded executive directors will have.
Chen’s four members, being from different backgrounds, are likely to bring a range of perspectives and suggested
strategies which may enrich the options open to the committee when considering specific risks.
Disadvantages of non-executive membership (advantages of executive membership)
Direct input and relevant information would be available from executives working directly with the products, systems
and procedures being discussed if they were on the committee. Non-executives are less likely to have specialist
knowledge of products, systems and procedures being discussed and will therefore be less likely to be able to comment
intelligently during meetings.
The membership, of four people, none of whom ‘had direct experience of Chen’s industry or products’ could produce
decisions taken without relevant information that an executive member could provide.
Non-executive directors will need to report their findings to the executive board. This reporting stage slows down the
process, thus requiring more time before actions can be implemented, and introducing the possibility of some
misunderstanding.

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