2020年辽宁ACCA考试成绩查询 了解一下！

发布时间：2020-10-18

好消息，好消息！2020年9月ACCA考试成绩查询入口已经开通了，趁着空闲时间，先来了解一下成绩查询事项再完成查询工作吧。

2020年9月ACCA考试成绩已公布，考生现在登录ACCA官网即可查询。

ACCA考试成绩查询方式一共有三种，分别是：手机短信通知、邮件通知、在线查询。

（一）手机短信通知

（二）邮件通知

ACCA官方会根据所有考生的预留手机号和注册邮箱地址，通过短信和电子邮件的形式将成绩单发送给各位考生。不过，要实现这一功能，需要学员自行登录My ACCA账户中，设置邮件或短信通知成绩这一选项。

（三）在线查询

1. 进入ACCA官网http://www.accaglobal.com/hk/en.html 点击右上角My ACCA进行登录；

2. 输入账号、密码登录后进入主页面，点击Exam status & Results；

3. 跳转页面后选择View your status report；

ACCA成绩查询结果显示：

到ACCA全球官方网站http://www.accaglobal.com/hk/en.html；点击Myacca登陆，点左面框架里的“EXAMS”进入页面，中间有一段：

EXAM STATUS REPORT Your status report provides details of the ACCA exams you have already passed and those you have still to complete EXAM STATUS REPORT Your status report provides details of the ACCA exams you have already passed and those you have still to complete View your status report——这个是超级链接，点击进入就可以查看学员全部的考试分数记录。

9月ACCA考试成绩常见问题：

1、ACCA成绩有效期

ACCA 应用知识和技能课程阶段的成绩永久有效，但战略阶段课程成绩仅7年内有效。即：从学员通过战略阶段的第一门科目开始，7年内需完成战略阶段所要求的所有科目，否则从第8年开始第1年所考过的战略阶段科目成绩将会被视为过期作废。

此政策实行滚动式废除，也就是说不会在第8年时把之前7年所有考过的P阶段科目成绩都废除，只会废除第1年考过的战略阶段科目成绩，第9年会废除前2年所通过的战略阶段科目成绩，以此类推。

2、何时申请成绩复议，具体步骤

学员须在考试成绩发布日后的15个工作日内提出复议申请，具体申请的步骤为：

(1)：登录进入Myacca；

(2)：点击“Exam Status and Results”里面有“Administrative Review”；

(3)：填写和提交表格即可。

一旦成绩有误，那么学员会在下次报考截止日期前收到改正后的考试成绩。

说明：因考试政策、内容不断变化与调整，51题库考试学习网提供的考试信息仅供参考，如有异议，请考生以权威部门公布的内容为准！

以上就是今日51题库考试学习网分享的全部内容，各位小伙伴可要抓紧时间完成成绩查询，如需了解更多ACCA考试的相关内容，记得关注51题库考试学习网！

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。

(c) Assuming that Joanne registers for value added tax (VAT) with effect from 1 April 2006:

(i) Calculate her income tax (IT) and capital gains tax (CGT) payable for the year of assessment 2005/06.

You are not required to calculate any national insurance liabilities in this sub-part. (6 marks)

正确答案：

 

(ii) The use of the trading loss of Tethys Ltd for the year ending 31 December 2008; (6 marks)

正确答案：
(ii) Tethys Ltd – Use of trading loss
– The two companies will not be in a group relief group as Saturn Ltd will not own 75% of Tethys Ltd.
– For a consortium to exist, 75% of the ordinary share capital of Tethys Ltd must be held by companies which each
hold at least 5%. Accordingly, Tethys Ltd will be a consortium company if the balance of its share capital is owned
by Clangers Ltd but not if it is owned by Edith Clanger.
– If Tethys Ltd qualifies as a consortium company: 65% of its trading losses in the period from 1 August 2008 to
31 December 2008 can be surrendered to Saturn Ltd, i.e. ￡21,667 (￡80,000 x 5/12 x 65%).
– If Tethys Ltd does not qualify as a consortium company: none of its loss can be surrendered to Saturn Ltd.
– The acquisition of 65% of Tethys Ltd is a change in ownership of the company. If there is a major change in the
nature or conduct of the trade of Tethys Ltd within three years of 1 August 2008, the loss arising prior to that date
cannot be carried forward for relief in the future.
Further information required:
– Ownership of the balance of the share capital of Tethys Ltd.

3 Clyde Williams is facing a dilemma. He has successfully built up a small family-owned company, Concrete Solutions

Ltd, manufacturing a range of concrete based products used in making roads, pavements and walkways. The

production technology is very low tech and uses simple wooden moulds into which the concrete is poured. As a

consequence he is able to use low skilled and low cost labour, which would find it difficult to find alternative

employment in a region with high unemployment levels. The company has employed many of its workforce since its

creation in 1996. The company’s products are heavy, bulky and costly to transport. This means its market is limited

to a 30-mile area around the small rural town where the manufacturing facility is located. Its customers are a mix of

private sector building firms and public sector local councils responsible for maintaining roads and pavements. By its

nature much of the demand is seasonal and very price sensitive.

A large international civil engineering company has recently approached Clyde with an opportunity to become a

supplier of concrete blocks used in a sophisticated system for preventing coast and riverbank erosion. The process

involves interlocking blocks being placed on a durable textile base. Recent trends in global warming and pressure in

many countries to build in areas liable to flooding have created a growing international market for the patented erosion

prevention system. Clyde has the opportunity to become the sole UK supplier of the blocks and to be one of a small

number of suppliers able to export the blocks to Europe. To do it he will need to invest a significant amount in CAM

(computer aided manufacturing) technology with a linked investment in the workforce skills needed to operate the

new technology. The net result will be a small increase in the size of the labour force but redundancy for a significant

number of its existing workers either unwilling or unable to adapt to the demands of the new technology. Successful

entry into this new market will reduce his reliance on the seasonal low margin concrete products he currently produces

and significantly improve profitability.

One further complication exists. Concrete Solutions is located in a quiet residential area of its home town. Clyde is

under constant pressure from the local residents and their council representatives to reduce the amount of noise and

dust created in the production process. Any move into making the new blocks will increase the pollution problems

the residents face. There is a possibility of moving the whole manufacturing process to a site on a new industrial estate

being built by the council in a rival town. However closure of the existing site would lead to a loss of jobs in the current

location. Clyde has asked for your help in resolving his dilemma.

Required:

(a) Using models where appropriate, advise Clyde on whether he should choose to take advantage of the

opportunity offered by the international company. (12 marks)

正确答案：

SWOT analysis, including his personal liability to manage the strategic change would be useful. There may be a significant
investment in new technology and employee training to make the new blocks. In effect he will be forming a strategic alliance
with the international company and making significant changes to both the value chain and value system. There will be no
need to invest in sales and marketing as this will be the responsibility of its larger partner. As a major strategic option there
is a need to address issues of its suitability, acceptability and feasibility. In terms of suitability the option seems to address
many of the strategic problems attached to his current product range. It is a product that can be sold all year round and into
a much wider geographical market area. It is in terms of acceptability that the dilemma reveals itself and the impact on the
different stakeholders involved – he may find stakeholder mapping and scenario building useful in coming to a decision. As
the owner of the business he needs to assess the risk involved against the likely returns. Feasibility looks reasonably sound– new resources and skills will be needed but affordable and achievable with the support of the partner.

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