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52. Consultation paper on DIRECTORS' REMUNERATION
53. Local tax and law papers for Polish students
54. Applying for membership: the papers, the people and the process
55. Paper T4 part B Case Study: to maximise your marks under the logic criterion, the recommendations that you make in your report should be fully justified, commercially sensible and based on an accurate financial analysis
56. Paper P1 Performance Operations: when you're conducting investment appraisals or making capital budgeting decisions, the annualised equivalent method will allow you to make a proper comparison of assets with unequal lifespans
57. Management accounting--risk and control strategy: the examiner for paper P3 examines the crisis at Northern Rock and considers whether it was caused by a failure of risk management: PAPER P3
58. Paper P3 Performance Strategy: the ASAP approach (analyse requirements, source syllabus knowledge, analyse scenario, plan answer) to tackling exam questions is a technique that P3 candidates would be well advised to learn and use
59. Performance operations: since the very first sitting under the 2010 syllabus, all P1 papers have contained questions on investment projects, vet candidates still make the most basic blunders when applying standard appraisal techniques
60. Financial strategy: the examiner for F3 offers her guide to the most significant differences between the new paper and its predecessor under the old syllabus, P9
61. Paper P3 performance strategy: typically, P3 focuses on dealing with the downside risks facing a business, but arbitrage--a method of making near-riskless upside gains--is a potentially important element of performance strategy, too
62. Paper F2 Financial Management: until environmental reporting becomes a legal requirement, questions on the topic will continue to focus on the pros and cons of disclosure, but it's still crucial to make a careful note of their requirements
63. Paper F2 financial management: although some aspects of the accounting standards relating to financial instruments are complicated, you will still pick up some easy marks if you forget the jargon and focus on the basic calculations
64. Paper P2 performance management: too many students offer weak generalisations when they're required to explain a particular technique or system. It's essential to focus on the distinguishing features of the subject at hand
65. Paper F3 financial strategy: if your company is considering an investment project in a completely new industry to it, beware of using its current WACC to discount the post-tax operating cash flows of that project
66. Paper E1 enterprise operations: philanthropy is only one face of corporate social responsibility. CSR also covers ethics, regulatory compliance and business's contribution to economic development
67. Paper P3 performance strategy: the UK's corporate governance code has been revised--and it features a number of significant changes of emphasis that are relevant to P3
68. Management accounting--risk and control strategy: does your FD use the green-cross code? The examiner for paper P3 considers how people manage risk and compares their strategies to those of organisations
69. Performance management: in the first of two articles, Ian Janes analyses the principles underpinning the types of decision-making scenarios to be found in the new P2 paper
70. Management accounting--business strategy: the examiner for paper P6 explains the commercial value of foresight and outlines some of the key methods available for envisioning the future
71. Papers in the management accounting pillar: although it's hard for investors to calculate it reliably from a company's published accounts, operational gearing is a useful measure of risk
72. Management accounting--risk and control strategy: candidates must take more than the traditional accounting view of risk, control and internal audit. The examiner for paper P3 uses a case study to explain why
73. Management accounting--decision management: you don't have to use algebra or calculus to apply profit maximisation in paper P2, but a grasp of algebra will enhance your understanding of this technique
74. Managerial level, strategic level and TOPCIMA papers; if you treat reading the business pages of the quality newspapers as a chance to hone your analytical skills, it will make your exam answers far more insightful
75. Performance operations: don't spoil all your thorough learning and revision for the P1 paper by not practising exam technique. Make your calculations clear, manage your time carefully and focus on the verbs used in each requirement
76. CIMA contributes to discussion paper
77. Discussion paper released
78. CIMA global events: Joachim presents governance paper
79. Managerial level, strategic level and TOPCIMA papers: the addition of reading time for papers P1 to P10 is intended to reduce the time pressure on students. But this extra 20 minutes must be managed properly, too
80. All papers time management: previous articles on time management have tended to focus on exam technique, but it's equally important to make the most of this precious and limited resource during your studies, too
81. All papers at managerial and strategic levels: good exam technique can make the difference between success and failure. David Forster offers his tips for scoring those vital extra marks
82. The Organisation for Economic Co-operation and Development's working group on bribery is inviting public comments on its consultation paper
83. Financial analysis: candidates have tended to struggle with questions on US Gaap versus IFRS. The examiner for paper P8 offers her guidance on the topic
84. CIMA has responded to the Accounting Standards Board's consultation paper, 'IASB ED of a proposed IFRS for SMEs', and to the Financial Reporting Council (FRC) on its proposal to encourage the voluntary disclosure of qualified audit reports
85. Paper T4 part B clarification
86. Changes to managerial level papers from May 2007
87. Exam question papers
88. The European Federation of Accountants (FEE) has published the findings of its discussion paper
89. Management accounting papers: even holy matrimony isn't sacred when it comes to the application of cost theory. Victor Sheahan explains why a small wedding could prove to be a false economy
90. CIMA has responded to consultations on the future role of the Accounting Standards Board; the European Financial Reporting Advisory Group's discussion paper 'Achieving consistent application of IFRS in the EU'; and the IASB's proposed policy for technical corrections
91. Management accounting--business strategy: a co-examiner for paper P6 discusses the relationship between strategy and management accounting, and the scope for numerical analysis in the exam
92. Management accounting--business strategy: Porter's value chain has a modified version that's more applicable when analysing service organisations. The examiner for paper P6 explains
93. Financial accounting and tax principles: any section of paper P7 can test you on leasing agreements and how to treat them. Sally Vernon offers her guide to accounting for leases
94. TOPCIMA: from this September's sitting, P10 question papers will no longer contain the full marking matrix. Teresa Jacobs explains the institute's decision
95. CBI hails pensions blueprint: but ministers have been criticised for ignoring key issues. (Pensions Green Paper)
96. Internet-based reporting paper
97. The effect of recent Finance Acts on the Business Taxation paper
98. Discussion paper on business combinations
99. Pay and display: the one thing that employees read every month is their payslip. Louisa Roberts explains how companies and advertisers are finding new ways to take advantage of this on paper and on-line. (Payroll Payslip Advertising)
100. Putting it Down on Paper
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