ACCAP1examtips-徐開金老師根據(jù)考題分析，為2015.6考生總結(jié)了19個考點(diǎn)和習(xí)題，希望大家能夠正確利用。重點(diǎn)習(xí)題訓(xùn)練不是為了 ，只是為了在有限的時間內(nèi)鞏固已學(xué)知識。參考，Dec2013–(i)Exintheconceptof‘sustainable’asusedby‘SaveourWilderness’(SOW)andcontrastthiswiththeconceptofeconomicsustainabilityasdiscussedbyExland.(4marks)(ii)Usinginformationfromthecase,discussthetensionswhichexistbetweenthesetwoconcepts.(8marks)Dec2013–Distinguishbetweenrulesandprinciples-basedapproachestocorporateernance,andexinthedisadvantagesofarules-basedsystemsuchasSarbanes-Oxley(7marks)Define‘a(chǎn)gency’inthecontextofcorporateernanceanddiscussthebenefitstoshareholdersof‘maintainingasystemofinternalcontroloverfinancialreporting’inarules-basedjurisdiction.(10marks)ConstructthecasetoexemptsmallercompaniesfromthefullreportingrequirementsofSarbanes-OxleyAct2002.(8ComponentsofarewardJune2013–Exinwhatismeantbya‘codeofcorporateernance’anddiscussthegeneralpurposesofsuchacodeinlistedcompaniessuchasBoomCo.(7marks)Proposehowthecomponentsofarewardpackagemightbebalancedto‘incentivisemediumtolong-termgrowthwhilstretainingtheexistingexecutiveboardinceaslongaspossible.’(8marks)Brieflyexinthegeneralrolesofnon-executivedirectorsinalisted suchasBoomCo,anddiscusswhynon-executivedirectorsshouldnotreceiveperformance-relatedelementsintheirrewardsasSamSouthenquired.(10marks)Dec2012–UseTucker’s‘fivequestion’modeltoassessthedecisiontochooseRouteA.(10DiscusstheimportancetoRDCofrecognisingallofthestakeholdersinadecisionsuchasdecidingbetweenRouteAandRouteB(8marks)Exinwhatastakeholder‘claim’is,andcriticallyassessthestakeholderclaimsofMrKrul,thelocalernmentauthorityandthecolonyofendangeredbirds.(7marks)SocialresponsibilityandGray,Owen&Adams’sDec2011-Exinthemeaningof‘rights’and‘responsibilities’inthecontextofBiggoanddescribehowthesetermsareinterpretedatthetwoendsoftheGray,Owen&Adams‘continuum’.(10marks)Justify,usingevidencefromthecase,whichofGray,Owen&Adams’spositionsarebestdescribedbythecommentsmadebyRobertTensandalsoMargaretHeggs.(6marks)Define‘socialresponsibility’asusedbyAlbertDoo.Contrasthowshortandlong-termshareholderinterestsmayaffectBiggo’sattitudetotherequestedcontributionforthechildren’syarea.(9marks)Needforriskassessment,TARAframework,cultureofriskJune2011–Criticisebeliefsabouttheneedforriskassessment.Exinwhyrisksaredynamicandthereforeneedtobeassessedregularly.(8marks)UsingtheTARAframework,selectandexintheappropriatestrategyformanagingeachrisk.Justifyyourselectionineachcase.(6marks)Exinwhat‘relatedrisks’areanddescribehowRisksEandFmightbepositivelycorrelated.(5marks)TheriskconsultantsreportedthatYGTneededtocultivateacultureofriskawarenessandthatthisshouldpermeatealllevelsofthe .Exinandassessthisadvice.(6marks)Environmentalauditing,strategicandoperationalrisks,non-executivedirectors,riskembeddedness;socialresponsibilityDecQuestion(a) in‘sustainability’inthecontextofenvironmental6andcriticisethefinancedirector’sunderstandingof(b)Exinthethreestagesinanenvironmentalauditandexplore9issuesthatJGPwillhaveindevelothese(c)Define‘environmentalrisk’.DistinguishbetweenstrategicoperationalrisksandexinwhytheenvironmentalrisksatJGPQuestion(a)Exintheterm‘ofinterest’inthecontextofnon-executivedirectorsanddiscussthepotentialsofinterestrelatingtoKKandSoriasifJohnSoriawere eanon-8directordirectorofKKAssesstheadvantagesofappointingexperiencedand non-executivedirectorstotheKKboardduringtheperiodinwhichthewasgrowingrapidly.(7marks) inthetypicalcontentsofa‘bestpractice’ ernancereportwithinanannualreportandhowitscontentscouldhelpmeettheinformationneedsofFinBrun.Question(a)Define‘liquidityrisk’andextoUULimitedinwhyitmightbeasignificant Define‘riskembeddedness’andex inthemethodsbywhichrisk awarenessandmanagementcanbeembeddedinorganisations.Examinetheobstaclestoembeddingliquidityriskmanagementat UULimited.Criticisethevoluntary rpayment asameansof demonstratingUU’ssocialresponsibility. ernanceissuesofafamilyorinsider-dominated(b)MrShreevesisaprofessionalaccountantandauditor.ernanceissuesofafamilyorinsider-dominated(b)MrShreevesisaprofessionalaccountantandauditor. inwhy7isconsideredaprofessionalbysocietyanddescribethefundamentalprinciples(orresponsibilities)ofprofessionalismthatsocietyexpectsfromhimandallotheraccountants.(c)DiscusstheprofessionalandethicaldilemmafacingMr AdviseMrShreevesofthemostappropriatecourseof JuneQuestion(a)CriticisetheperformanceofremunerationcommitteeinMrWoof’sreward(b)DescribethecomponentsofanappropriaydesignedrewardpackageandexinwhyamorebalancedpackageofshouldhavebeenusedtorewardMr(c)ConstructanethicalcaseforMrWooftovoluntarilyaccept5reductioninhispensionvalueinrecognitionofhisfailureasexecutiveofTomatoQuestion(a) inhowafamily(orinsider-dominated)businessdiffersapublic and,usingevidencefromthecase,exploreAmericanAccountingAssociation(AAA)model;internalcontrolsandrisks;embeddedrisksystems;externalriskauditingDecQuestion(a)Usingtheseven-stepAmericanAccountingAssociationmodelforethicaldecision-making,examine ’sdilemmawhetherornottodisclosethisinformation(b)Usinginformationfromthecase,identifyandysethecontrolfailuresatSeaShipsandontheMary(c)Assessthecontributionthatnon-executivedirectorsmight8madeinimprovingthecorporate(d)Drafta(i)AnassessmentoftheimportancefortheboardofSeaShipstohavealltheinformationrelatingtokeyoperationalinternalcontrolsandrisks;(ii)Anexnationofthequalitativecharacteristicsofinformationfortheassessmentofinternalcontrolsandrisks.Professionalmarksinpart(d)fordraftinga664(50QuestionDescribewhat‘embedding’riskmeanswithreferenceto.AssesstheabilityofSaltoc’smanagementculturetoimplementembeddedrisksystems.ExinwhatexternalriskauditingcontainsandconstructthecaseforanexternalriskauditatSaltoc.68Corporatecodeofethics;deontologicaland eological(consequentialist)ethicalsDecQuestionDescribethepurposesandtypicalcontentsofacorporatecodeofWithreferencetothecaseasappropriate,exinhowacodeofethicscanbeusedaspartofa ’soverallstrategicpositioning.AssessMrHogg’sbeliefthatemployingchildlabouris‘a(chǎn)lwaysethicallywrong’fromdeontologicaland eological(consequentialist)ethical979DecQuestion(a)Define‘stakeholder’and intheimportanceofidentifyingthestakeholdersinthestadium(b)CompareandcontrastGray,OwenandAdams’s8capitalist’positionwiththe‘socialcontractarian’position.Exhowthesepositionswouldaffectresponsestostakeholderconcernsinnewstadium(c)Exinwhat‘fiduciaryresponsibility’meansandconstructthe7forbroadeningthefootballclubboard’sfiduciaryresponsibilityinEnvironmentalfootprintandenvironmentalreporting;ethicalresponsibilitiesofaprofessionalaccountantPilotQuestion(a)EvaluateJPX’scurrent ernancearrangementsexinwhytheyarelikelytobeconsideredinadequatebythe(b)Illustratingfromthecaseasrequired,identifytherisksthatmightincurinacquiringJPXandexinhowriskcanbe(c)ConstructthecaseforJPXadoptingaunitaryboardstructuretheproposedacquisition.YouranswershouldincludeanexnationtheadvantagesofunitaryboardsandaconvincingcaseFORtheboardchangingtoaunitarystructure.(Including2professionalExinFOURrolesofnon-executivedirectors(NEDs)andassessthespecificcontributionsthatNEDscouldmaketoimprovetheernanceoftheJPXWriteamemotoLeenaSharifdefining‘environmentalfootprint’andbrieflyexiningtheimportanceofenvironmentalreportingforJPX.(Including2professionalmarks)78(50QuestionDescribehowtheinternalcontrolsystemsatFFCodifferfroma‘sound’systemofinternalcontrol,suchasthatsetoutintheTurnbullguidance,for(b)Define‘reputationrisk’andevaluatethepotentialeffectsof8poorreputationonitsfinancial(c)Exin,withreferencetoFFasappropriate,the7responsibilitiesofaprofessionalaccountantbothasanemployeeasaAgencycost;institutionalinvestortointerveneina ;conventionalandpre-conventionalmoraldevelopments.Pilotpaper-supplementarysectionQuestionyseJenny’sandAlan’smotivationsforadoptingthecodeethicsusingthenormative-instrumentalformsofstakeholder