我是一名大学生,国际会计专业,ACCA的会员可...

发布时间:2021-04-14


我是一名大学生,国际会计专业,ACCA的会员可以申请免考AIA的课程吗?


最佳答案

ACCA与AIA相同点:都是全球五大会计认证机构之一,也都是英国法定承认的五大会计团体之一;都受到全球其他国家和地区的认可;都是欧盟指定的公司审计师团体;享有同等的法律地位,都具备执业资格,都具备审计报告签字权。
ACCA与AIA不同点:ACCA成立于1904年,AIA成立于1928年,ACCA在中国发展时间相对较长,所以ACCA的知名度可能大一些,但是随着近几年来AIA毕业生人数的增加及AIA总部中国战略的发展,AIA的信息资源在网上的任何地方都能找到;从专业资格来讲:ACCA注重的是财务管理资格,而AIA具有的是“一证双师”的资格,即会计师和审计师资格。
CICPA-AIA的转换课程只要通过两门课程(公司治理,道德与审计;国际财务报告)的考试就可以申请具有签字权的AIA的证书,而CICPA要获取如ACCA证书则只能免考5门课程,需要考取剩余的9门课程才能获取ACCA证书。
AIA与其它会计师区别
(AIA)国际会计师公会(会员专业资格代号为AAIA或FAIA)。目前AIA在国内学习人数很少,不太受欢迎。
(ACCA)特许公认会计师公会(会员专业资格代号为ACCA或FCCA )(ICAEW)英格兰及威尔士特许会计师协会(会员专业资格代号为ACA或FCA)(ICAS)苏格兰特许会计师协会
(ICAI)爱尔兰特许会计师协会
(CIPFA)特许公共财务和会计师协会
根据英国《公司法》、《欧盟第8号公司法指令》、英国贸易工业部(DTI)指定AIA等六家会计师公会为RQB(Recognized Qualifying Body)法定资格认证机构,绝对平等的享受英国公司法所赋予的权利和义务。可从事法定审计、破产管理、及商业投资顾问等法定工作。
根据欧盟互认协定,AIA等六家会计师公会得到欧盟及欧共体成员国、瑞士等国的法律认可,赋予它们法定权力,可以在当地执业。
英国是世界上最早创立会计师制度的国家,英国的会计师专业发展亦是全球最发达的地区。同样是实行“国际财务报告准则”的国家,其中(AIA)国际会计师公会、(ACCA)特许公认会计师公会、(ICAEW )英格兰及威尔士特许会计师协会先后进入中国发展,针对有中国注册会计师(CPA)资格的考生实行相应的豁免政策。
再看看一些专业人士对于ACCA与AIA区别上的描述:
AIA的录取标准是 IFAC 成员协会的会员就可以直接加入会籍。
ACCA相反会有更高的要求,只有合作和有 MRA 的会员才能申请到ACCA 正式会籍。
学生的描述:
没考过AIA - 不知道难度
ACCA - 难度比较高,有朋友考过,认知度比较高,欧洲亚洲认知度比较高。
综上 -
ACCA 认知度,知名度要比AIA高很多。我们实际工作中很少有人是AIA,基本上都是ACA,ACCA 或者 AICPA。 在欧洲和英联邦国家 会计师排名如下:
ACA - 基本上英联邦国家4大所合伙人和注册会计师以及50%以上上市公司的CFO都是 ACA, 认知度极高,是最受尊重的资格。
ACCA - 英联邦中型事务所,在企业里考会计师的大部分拿到的是ACCA,因为很多公司不具备ACA的培训资格要求。亚洲4大所会支持ACCA,所以ACCA在亚洲的市场很好。
CPA (如果CPA 的话,不是所有国际都有CPA,比如英国的CPA不是正式的注册资格,不需要考试。)Note: 这是国外实际工作中的认知度,国内和亚洲 ACCA 因为进入比较早,认知度非常好。


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。

(b) Illustrate EACH of the six problems chosen in (a) using the data from the Bettamould division/TRG scenario;

and (6 marks)

正确答案:
(b) An illustration of each of the problems using the data from the Battamould division/TRG scenario is as follows:
Meeting only the lowest targets
– In the scenario, the budgeted variable cost of $200 per tonne has been agreed. There is no specific incentive for the
Bettamould division to try to achieve a better level of performance.
Using more resources than necessary
– In the scenario, the current budget allows for 5% machine idle time. There is evidence that a move to outsourcing
machine maintenance from a specialist company could help reduce idle time levels and permit annual output in excess
of 100,000 tonnes.
Making the bonus – whatever it takes
– At present, the only sanction/incentive is to achieve 100,000 tonnes of output. There is no mention of any sanction for
example, if processing losses (and hence costs) rise to 20% of material inputs.
Competing against other divisions, business units and departments
– At present, the Bettamould division sources its materials from chosen suppliers who have been used for some years.
There is evidence that materials of equal specification could be sourced for 40% of the annual requirement from another
TRG division which has spare capacity. Why has this not been investigated?
Ensuring that what is in the budget is spent
– In the Bettamould scenario, there is a fixed cost budget allowance of $50,000,000. We are told in the question that
salaries of all employees and management are paid on a fixed salary basis. Bettamould’s management will not want a
reduction in the fixed budget allowance, since this could lead to the need to reduce the number of employees, which
they may see as having a detrimental effect on the ability of the division to meet its annual budget output target of
100,000 tonnes.
Providing inaccurate forecasts
– In the scenario there may have been deliberate efforts to increase the agreed budget level of aspects of measures and
costs. For example, by putting forward the argument that the budget requirement of 15% processing losses is acceptable
because of the likelihood that ageing machinery will be less effective in the coming budget period.
Meeting the target but not beating it
– In the scenario the bonus of 5% of salary is payable as long as the 100,000 tonnes of output is achieved. This does
not require that actual results will show any other aspects of the budget being improved upon. For example there is no
need to consider a reduction in the current level of quality checks (25% of daily throughput) to the 10% level that current
evidence suggests is achieved by competitor companies. The current budget agreement allows the Bettamould division
to transfer its output to market based profit centres at $200 + $500 = $700 per tonne. There is no specified penalty
if costs exceed this target level.
Avoiding risks
– Bettamould has not yet incorporated the changes listed in note 4 in the question. For example why has the sourcing of
40% of required materials from another TRC division not been quantified and evaluated. It is possible that the division
with spare capacity could supply the material at cost (possibly based on marginal cost) which would be less than
currently paid to a supplier external to TRC. It may be that Bettamould have not pursued this possibility because of risk
factors relating to the quality of the material transferred or its continued availability where the supplying division had an
upturn in the level of more profitable external business.

(c) non-consolidated entities under common control. (4 marks)

正确答案:
(c) Non-consolidated entities under common control
■ Horizontal groups of entities under common control were a significant feature of the Enron and Parmalat business
empires.
■ Such business empires increase audit risk as fraud is often disguised through labyrinthine group structures. Hence
auditors need to understand and confirm the economic purpose of entities within business empires (as well as special
purpose entities (SPEs) and non-trading entities).
■ Horizontal groups fall outside the requirement for the preparation of group accounts. It is not only finance that is offbalance
sheet when controlled entities are excluded from consolidated financial statements.
■ In the absence of consolidated financial statements, users of accounts of entities in horizontal groups have to rely on the
disclosure of related party transactions and control relationships for information about transactions and arrangements
with other group entities. Difficulties faced by auditors include:
? failing to detect related party transactions and control relationships;
? not understanding the substance of transactions with entities under common control;
? excessively creative tax planning;
? the implications of transfer pricing (e.g. failure to recognise profits unrealised at the business empire level);
? a lack of access to relevant confidential information held by others;
? relying on representations made in good faith by those whom the auditors believe manage the company when
control rests elsewhere.
■ Audit work is inevitably increased if an auditor is put upon inquiry to investigate dubious transactions and arrangements.
However, the complexity of business empires across multiple jurisdictions with different auditors may deter auditors from
liaising with other auditors (especially where legal or professional confidentiality considerations prevent this).

(c) Critically discuss FOUR principal roles of non-executive directors and explain the potential tensions between

these roles that WM’s non-executive directors may experience in advising on the disclosure of the

overestimation of the mallerite reserve. (12 marks)

正确答案:
(c) Non-executive directors
Roles of NEDs
Non-executive directors have four principal roles.
The strategy role recognises that NEDs are full members of the board and thus have the right and responsibility to contribute
to the strategic success of the organisation for the benefit of shareholders. The enterprise must have a clear strategic direction
and NEDs should be able to bring considerable experience from their lives and business experience to bear on ensuring that
chosen strategies are sound. In this role they may challenge any aspect of strategy they see fit and offer advice or input to
help to develop successful strategy.
In the scrutinising or performance role, NEDs are required to hold executive colleagues to account for decisions taken and
company performance. In this respect they are required to represent the shareholders’ interests against the possibility that
agency issues arise to reduce shareholder value.
The risk role involves NEDs ensuring the company has an adequate system of internal controls and systems of risk
management in place. This is often informed by prescribed codes (such as Turnbull in the UK) but some industries, such as
chemicals, have other systems in place, some of which fall under ISO standards. In this role, NEDs should satisfy themselves
on the integrity of financial information and that financial controls and systems of risk management are robust and defensible.
Finally, the ‘people’ role involves NEDs overseeing a range of responsibilities with regard to the management of the executive
members of the board. This typically involves issues on appointments and remuneration, but might also involve contractual
or disciplinary issues and succession planning.
Tutorial note: these four roles are as described in the UK Higgs Report and are also contained in the Combined Code 2003.
Tensions in NED roles in the case
This refers to a potential tension in the loyalties of the NEDs. Although the NED is accountable, through the chairman to the
shareholders and thus must always act in the economic best interests of the shareholders, he or she is also a part of the board
of the company and they may, in some situations, advise discretion. Withholding information might be judged correct because
of strategic considerations or longer-term shareholder interests. In most situations, NEDs will argue for greater transparency,
less concealment and more clarity of how and why a given action will be in the interests of shareholders.
The case of mallerite overestimation places the WM NEDs in a position of some tension. Any instinct to conceal the full extent
of the overestimate of the reserve for the possible protection of the company’s short-term value must be balanced against the
duty to serve longer-term strategic interests and the public interest. Whilst concealment would protect the company’s
reputation and share price in the short term, it would be a duty of the NEDs to point out that WM should observe transparency
as far as possible in its dealing with the shareholders and other capital market participants.

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:

 


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