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ACCA2011-2014p1考官报告下载
Examiner’s report
P1 Governance, Risk & Ethics
June 2014
Examiner’s report – P1 June 2014 1
General Comments
The June 2014 P1 paper, as in previous diets, was based on a compulsory multi-part question for 50 marks in
section A, followed by a choice of two from three 25 mark questions in section B. I am pleased to report that
many people passed the exam with some achieving excellent marks, and as usual, I congratulate all successful
candidates and their tutors for all the hard work and commitment they put into the teaching and learning.
The paper itself was similar in tone and feel to previous P1 diets and there should not have been anything too
surprising or difficult for well-prepared candidates to cope with. In section B of the paper, most candidates chose
to do question 2, which was done better overall than questions 3 and 4.
Specific Comments
Question One
As in many previous P1 diets, the case scenario in question 1 was based on a real-life case that happened to a
major international company some years ago. The company in question suffered a lot of reputational damage but
continued with its practice of supplying formula baby products to developing country mothers. The questions in
this compulsory question explored some of the issues that were caused by the decision to continue marketing
formula baby foods when others had withdrawn from the market.
As in all previous P1 questions, a thorough analysis of the case scenario was essential to achieve a good level of
performance. In requirement (a), for example, it was not enough to be able to define the three terms
(transparency, judgement and reputation). The requirement was clearly to assess the Xaxa board’s performance
against each one. Many candidates seemed to default to assuming that the board’s performance against each
one was negative, but a careful analysis of the case showed that the company had been relatively transparent
about its actions and had been transparent to its shareholders. This, again, underlines the importance of a
thorough analysis of the case.
Part (b) was answered poorly by many candidates. The first task was essentially knowledge based and so should
have been done well by well-prepared candidates. Most candidates should have been able to explain the
purposes of a corporate code of ethics and many did this well. But it was surprising that many answers did not
attract these relatively straightforward marks. The second task was poorly done overall. Candidates were asked to
examine how the adoption of such a code might make Xaxa reconsider its marketing of baby foods, and this was
done well by only a minority of candidates. Some weaker answers attempted to answer this requirement using
the Tucker or AAA framework. It was difficult to see what lay behind such attempts but in each such case, they
were not well-rewarded.
There were two tasks in part (c), both carrying equal marks. Part (c)(i) was essentially a knowledge based
question for 5 marks and asked about the reasons for shareholder intervention in the governance of a company.
Most candidates were able to gain some marks here but I was disappointed that we were unable to give higher
marks for this in many cases. A well-prepared candidate who had worked through the study manual and the past
papers should have been able to gain full marks for this part. Part (c)(ii) was more ambitious and required a
careful analysis of the case to discuss the reasons why the Oublie Group (a group of influential shareholders)
might intervene in the management at Xaxa Company. The case was carefully written to include several reasons
why such intervention might be considered necessary. To do this task well required that candidates not only
knew what the preconditions for shareholder intervention were (i.e. part (a)), but also that they had studied the
case to select the reasons from the behaviour of Xaxa Company. This was less well done than part (c)(i).
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