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**(a) Anwar and Bashir**
**Statement of Profit or Loss and Appropriation Account for the year ended 31 December 2023**

| | £ | £ |
|---|---|---|
| **Revenue** | | 450,000 |
| **Cost of Sales** | | |
| Opening Inventory | 34,500 | |
| Purchases | 265,000 | |
| | 299,500 | |
| Less: Closing Inventory | (38,200) | (261,300) |
| **Gross Profit** | | **188,700** |
| **Expenses** | | |
| Salaries and Wages | 42,000 | |
| Rent and Rates \((\pounds 24,000 - \pounds 3,000)\) | 21,000 | |
| General Expenses \((\pounds 27,200 + \pounds 1,200)\) | 28,400 | |
| Depreciation on Equipment \((15\% \times (\pounds 80,000 - \pounds 32,000))\) | 7,200 | |
| Provision for doubtful debts \((5\% \times \pounds 32,000)\) | 1,600 | (100,200) |
| **Profit for the year** | | **88,500** |
| Add: Interest on Drawings | | |
| - Anwar \((5\% \times \pounds 24,000)\) | 1,200 | |
| - Bashir \((5\% \times \pounds 16,000)\) | 800 | 2,000 |
| | | 90,500 |
| Less: Interest on Capital | | |
| - Anwar \((6\% \times \pounds 150,000)\) | (9,000) | |
| - Bashir \((6\% \times \pounds 100,000)\) | (6,000) | (15,000) |
| Less: Partner Salary (Bashir) | | (18,000) |
| **Residual Profit** | | **57,500** |
| **Share of Profit** | | |
| - Anwar \((3/5 \times \pounds 57,500)\) | | 34,500 |
| - Bashir \((2/5 \times \times \pounds 57,500)\) | | 23,000 |

**(b) Partners' Current Accounts**

| Details | Anwar (£) | Bashir (£) | Details | Anwar (£) | Bashir (£) |
|---|---|---|---|---|---|
| Bal b/f | - | 3,500 | Bal b/f | 8,200 | - |
| Drawings | 24,000 | 16,000 | Interest on Capital | 9,000 | 6,000 |
| Interest on Drawings | 1,200 | 800 | Salary | - | 18,000 |
| | | | Share of Profit | 34,500 | 23,000 |
| Bal c/f | 26,500 | 26,700 | | | |
| **Total** | **51,700** | **47,000** | **Total** | **51,700** | **47,000** |
| | | | Bal b/f | 26,500 | 26,700 |

**(c) Statement of Financial Position as at 31 December 2023**

| **Non-Current Assets** | Cost (£) | Accum. Depr (£) | Carrying Value (£) |
|---|---|---|---|
| Premises | 200,000 | - | 200,000 |
| Equipment | 80,000 | 39,200 | 40,800 |
| | **280,000** | **39,200** | **240,800** |
| **Current Assets** | | | |
| Inventory | | 38,200 | |
| Trade Receivables | 32,000 | | |
| Less: Provision for Doubtful Debts | (1,600) | 30,400 | |
| Prepaid Rent & Rates | | 3,000 | |
| Cash and Bank | | 11,500 | 83,100 |
| **Total Assets** | | | **323,900** |
| **Capital and Liabilities** | | | |
| Capital Accounts: Anwar | | 150,000 | |
| Capital Accounts: Bashir | | 100,000 | 250,000 |
| Current Accounts: Anwar | | 26,500 | |
| Current Accounts: Bashir | | 26,700 | 53,200 |
| **Current Liabilities** | | | |
| Trade Payables | | 19,500 | |
| Accrued General Expenses | | 1,200 | 20,700 |
| **Total Capital and Liabilities** | | | **323,900** |

**(d) Evaluation of Admitting Caleb as a Partner**
**Arguments in favor**:
- Caleb is a senior manager, so admitting him as a partner ensures his long-term motivation, commitment, and prevents him from leaving to join a competitor.
- He is likely to bring additional capital investment into the business, which can be used to fund non-current asset expansion.
- He brings valuable skills and contacts which may increase revenue and improve the efficiency of the business.

**Arguments against**:
- Profits will have to be shared among three partners instead of two, which could dilute the current partners' share of profits unless total profits rise significantly.
- Decision-making can become slower, and conflict could arise regarding business strategy.
- Valuation of goodwill needs to be carried out, which can cause accounting disagreements between partners.

**Conclusion**:
Admitting Caleb is highly recommended if the business needs his expertise and capital for expansion. However, the existing partners must carefully draft a new partnership agreement to protect their interests.

**(a) Statement of Profit or Loss and Appropriation Account: [24 Marks]**
- Gross profit: \(\pounds 188,700\) [3 marks] (1 mark for Opening + Purchases, 1 mark for Closing, 1 mark for correct GP)
- Rent and Rates adjustment: \(\pounds 21,000\) [2 marks] (1 mark for method, 1 mark for accuracy)
- General Expenses adjustment: \(\pounds 28,400\) [2 marks] (1 mark for method, 1 mark for accuracy)
- Depreciation on Equipment: \(\pounds 7,200\) [2 marks] (1 mark for method, 1 mark for accuracy)
- Provision for doubtful debts: \(\pounds 1,600\) [2 marks]
- Net Profit for the year: \(\pounds 88,500\) [1 mark]
- Interest on Drawings: Anwar \(\pounds 1,200\), Bashir \(\pounds 800\) [2 marks]
- Interest on Capital: Anwar \(\pounds 9,000\), Bashir \(\pounds 6,000\) [2 marks]
- Partner Salary Bashir: \(\pounds 18,000\) [1 mark]
- Share of profit: Anwar \(\pounds 34,500\) [3 marks] (2 method, 1 accuracy)
- Share of profit: Bashir \(\pounds 23,000\) [4 marks] (2 method, 2 accuracy)

**(b) Current Accounts: [10 Marks]**
- Opening balances: Anwar Cr \(\pounds 8,200\) [1 mark], Bashir Dr \(\pounds 3,500\) [1 mark]
- Drawings & Interest on Drawings: Anwar \(\pounds 24,000\) & \(\pounds 1,200\) [2 marks]; Bashir \(\pounds 16,000\) & \(\pounds 800\) [2 marks]
- Salary & Interest on Capital: Anwar \(\pounds 9,000\) [1 mark]; Bashir \(\pounds 6,000\) & \(\pounds 18,000\) [2 marks]
- Balances c/f: Anwar \(\pounds 26,500\) Cr, Bashir \(\pounds 26,700\) Cr [1 mark]

**(c) Statement of Financial Position: [13 Marks]**
- Non-current assets (Premises and Equipment net book values): [3 marks]
- Closing inventory: \(\pounds 38,200\) [1 mark]
- Trade receivables net of provision: \(\pounds 30,400\) [2 marks]
- Prepayments & Cash/Bank: [2 marks]
- Capital account balances: [2 marks]
- Current account balances: [2 marks]
- Current liabilities (Payables and Accruals): [1 mark]

**(d) Evaluation of Admitting Caleb: [8 Marks]**
- Underpinning knowledge of partnership entry (up to 2 marks)
- Positives of Caleb's entry (up to 2 marks)
- Negatives/Concerns of Caleb's entry (up to 2 marks)
- Justified conclusion/recommendation (2 marks)

**(a) Absorption Costing Calculations**
**(i) Overhead Allocation**
- Factory Rent and Power (Ratio 6,000 : 4,000, i.e., 3:2):
- Tempo: \(\frac{3}{5} \times \pounds 400,000 = \pounds 240,000\)
- Rhythm: \(\frac{2}{5} \times \pounds 400,000 = \pounds 160,000\)
- Quality Inspection Costs (Ratio 120 : 180, i.e., 2:3):
- Tempo: \(\frac{2}{5} \times \pounds 180,000 = \pounds 72,000\)
- Rhythm: \(\frac{3}{5} \times \pounds 180,000 = \pounds 108,000\)
- Administrative Overheads (Direct Labor Hours: Tempo \(12,000 \times 2 = 24,000\) hrs; Rhythm \(8,000 \times 3 = 24,000\) hrs. Total hours = 48,000. Rate = \(\pounds 96,000 / 48,000 = \pounds 2\) per hour):
- Tempo: \(24,000 \text{ hours} \times \pounds 2 = \pounds 48,000\)
- Rhythm: \(24,000 \text{ hours} \times \pounds 2 = \pounds 48,000\)
- **Total Allocated Overheads**:
- Tempo: \(\pounds 240,000 + \pounds 72,000 + \pounds 48,000 = \pounds 360,000\)
- Rhythm: \(\pounds 160,000 + \pounds 108,000 + \pounds 48,000 = \pounds 316,000\)

**(ii) Overhead Absorption Rate (OAR) per unit**
- Tempo: \(\pounds 360,000 / 12,000 \text{ units} = \pounds 30.00\) per unit
- Rhythm: \(\pounds 316,000 / 8,000 \text{ units} = \pounds 39.50\) per unit

**(iii) Standard Production Cost per unit**
- Tempo: Materials \(\pounds 45\) + Labour \(\pounds 24\) + Overheads \(\pounds 30\) = \(\pounds 99.00\) per unit
- Rhythm: Materials \(\pounds 60\) + Labour \(\pounds 36\) + Overheads \(\pounds 39.50\) = \(\pounds 135.50\) per unit

**(iv) Absorption Statement of Profit or Loss**

| | Tempo | Rhythm | Total |
|---|---|---|---|
| **Sales** | £1,575,000 | £1,540,000 | £3,115,000 |
| **Cost of Sales**: | | | |
| Production Cost | £1,188,000 | £1,084,000 | £2,272,000 |
| Less: Closing Inventory | (£148,500) | (£135,500) | (£284,000) |
| **Cost of Sales** | (£1,039,500) | (£948,500) | (£1,988,000) |
| **Net Profit** | **£535,500** | **£591,500** | **£1,127,000** |

**(b) Marginal Costing Calculations**
**(i) Contribution per unit**
- Tempo: Selling price \(\pounds 150\) - Variable cost \(\pounds 69\) (Materials \(\pounds 45\) + Labour \(\pounds 24\)) = \(\pounds 81\)
- Rhythm: Selling price \(\pounds 220\) - Variable cost \(\pounds 96\) (Materials \(\pounds 60\) + Labour \(\pounds 36\)) = \(\pounds 124\)

**(ii) Marginal Costing Statement of Profit or Loss**

| | Tempo | Rhythm | Total |
|---|---|---|---|
| **Sales** | £1,575,000 | £1,540,000 | £3,115,000 |
| **Variable Cost of Sales** | | | |
| Production Variable Cost | £828,000 | £768,000 | £1,596,000 |
| Less: Closing Inventory | (£103,500) | (£96,000) | (£199,500) |
| **Variable Cost of Sales** | (£724,500) | (£672,000) | (£1,396,500) |
| **Contribution** | **£850,500** | **£868,000** | **£1,718,500** |
| Less: Fixed Overheads | | | (£676,000) |
| **Net Profit** | | | **£1,042,500** |

**(c) Reconciliation**

| | £ |
|---|---|
| **Profit under Absorption Costing** | **1,127,000** |
| Less: Fixed overheads in Closing Inventory: | |
| - Tempo: \(1,500 \text{ units} \times \pounds 30\) | (45,000) |
| - Rhythm: \(1,000 \text{ units} \times \pounds 39.50\) | (39,500) |
| **Profit under Marginal Costing** | **1,042,500** |

**(d) Evaluation of Special Export Order**
**Arguments in favor**:
- The special price of \(\pounds 90\) per unit exceeds the variable cost of \(\pounds 69\) by \(\pounds 21\) per unit.
- It provides an additional contribution of \(\pounds 21 \times 1,000 = \pounds 21,000\), which will increase total company profits directly because fixed costs are already covered.
- It utilizes spare capacity which might otherwise go wasted.

**Arguments against**:
- Existing domestic customers might find out about the lower price and demand a similar discount, which would severely damage profitability.
- Selling at \(\pounds 90\) is below the absorption cost of \(\pounds 99\). If this becomes a regular occurrence, the company will not cover its fixed overheads.
- There might be additional hidden transport or tariff costs for export which would reduce the contribution.

**Conclusion**:
Accept the order as a one-off measure to boost profits by \(\pounds 21,000\), provided it is in an isolated foreign market to prevent price erosion in the home market.

**(a) Absorption Costing: [28 Marks]**
- (i) Overhead allocation of Rent & Power: Tempo \(\pounds 240,000\), Rhythm \(\pounds 160,000\) [3 marks]
- Quality Inspection allocation: Tempo \(\pounds 72,000\), Rhythm \(\pounds 108,000\) [3 marks]
- Administrative allocation: Tempo \(\pounds 48,000\), Rhythm \(\pounds 48,000\) [2 marks]
- (ii) OAR: Tempo \(\pounds 30.00\) [2 marks], Rhythm \(\pounds 39.50\) [2 marks]
- (iii) Standard Cost: Tempo \(\pounds 99.00\) [2 marks], Rhythm \(\pounds 135.50\) [2 marks]
- (iv) Profit Statement: Sales columns [2 marks], Cost of Sales Tempo [2 marks], Cost of Sales Rhythm [2 marks], Closing Inventories [3 marks], Net Profits [3 marks]

**(b) Marginal Costing: [15 Marks]**
- (i) Contribution per unit: Tempo \(\pounds 81\) [2 marks], Rhythm \(\pounds 124\) [2 marks]
- (ii) Statement of Profit or Loss: Sales [2 marks], Variable production costs [3 marks], Closing inventories [3 marks], Total Contribution [3 marks], Fixed Overheads deducted [1 mark], Net Profit [1 mark]

**(c) Reconciliation: [4 Marks]**
- Formula/method used to reconcile [2 marks]
- Correct values (Tempo \(\pounds 45,000\), Rhythm \(\pounds 39,500\)) and balanced final profits [2 marks]

**(d) Evaluation: [8 Marks]**
- Identification of positive contribution of \(\pounds 21,000\) [2 marks]
- Analysis of qualitative issues (pricing integrity, capacity, export costs) [4 marks]
- Conclusion with recommendation [2 marks]

**(a) Trade Receivables Collection Schedule**

| | July (£) | Aug (£) | Sept (£) | Oct (£) | Nov (£) | Dec (£) |
|---|---|---|---|---|---|---|
| **Cash Sales (20% less 2%)** | 27,440 | 29,400 | 31,360 | 33,320 | 35,280 | 39,200 |
| **Credit Collections (1 month ago - 50%)** | 65,000 | 70,000 | 75,000 | 80,000 | 85,000 | 90,000 |
| **Credit Collections (2 months ago - 28%)** | 33,600 | 36,400 | 39,200 | 42,000 | 44,800 | 47,600 |
| **Total Receipts** | **126,040** | **135,800** | **145,560** | **155,320** | **165,080** | **176,800** |

*Note calculations*:
- Cash Sales: e.g. July: \(140,000 \times 20\% \times 0.98 = 27,440\)
- July Credit 1m: June Sales \(130,000 \times 50\% = 65,000\)
- July Credit 2m: May Sales \(120,000 \times 28\% = 33,600\)

**(b) Cash Budget for July to December 2024**

| | July (£) | Aug (£) | Sept (£) | Oct (£) | Nov (£) | Dec (£) |
|---|---|---|---|---|---|---|
| **Opening Balance** | 18,000 | 20,540 | 21,840 | 27,900 | 44,220 | 77,300 |
| **Total Receipts** | 126,040 | 135,800 | 145,560 | 155,320 | 165,080 | 176,800 |
| **Total Cash Available** | 144,040 | 156,340 | 167,400 | 183,220 | 209,300 | 254,100 |
| **Payments** | | | | | | |
| Purchases | 77,000 | 82,000 | 87,000 | 92,000 | 97,000 | 104,000 |
| Salaries | 20,000 | 20,000 | 20,000 | 20,000 | 20,000 | 20,000 |
| Rent | 12,000 | - | - | 12,000 | - | - |
| General Expenses | 14,500 | 15,000 | 15,000 | 15,000 | 15,000 | 15,000 |
| Delivery Van | - | 17,500 | 17,500 | - | - | - |
| **Total Payments** | **123,500** | **134,500** | **139,500** | **139,000** | **132,000** | **139,000** |
| **Closing Balance** | **20,540** | **21,840** | **27,900** | **44,220** | **77,300** | **115,100** |

*Note calculations*:
- Purchases: e.g. July: \((80,000 \times 0.4) + (75,000 \times 0.6) = 77,000\)
- General Expenses: June paid in July (14,500). July onwards paid next month (15,000).

**(c) Budgeted Statement of Profit or Loss for the 6 months ending 31 December 2024**

| | £ | £ |
|---|---|---|
| **Revenue** | | 1,000,000 |
| **Cost of Sales (Purchases)** | | (560,000) |
| **Gross Profit** | | **440,000** |
| **Expenses** | | |
| Salaries \((\pounds 20,000 \times 6)\) | 120,000 | |
| Rent Expense \((\pounds 12,000 \times 2)\) | 24,000 | |
| General Expenses \((\pounds 15,000 \times 6)\) | 90,000 | |
| Depreciation \((\pounds 4,000 \times 6)\) | 24,000 | |
| Bad Debts \((2\% \times \pounds 1,000,000)\) | 20,000 | |
| Cash Discount Allowed | 4,000 | (282,000) |
| **Budgeted Net Profit** | | **158,000** |

**(d) Evaluation of Cash Budgeting**
**Benefits**:
- Allows the business to forecast cash deficits in advance and arrange overdraft facilities or loans (though in this case, the balance remains healthy and positive).
- Helps plan capital expenditure, like the delivery van in August/September, ensuring there is enough liquidity to make the installment payments.
- Assists in monitoring trade receivables and trade payables to ensure payment terms are being met.

**Limitations**:
- It is based on estimates; if actual sales are much lower or bad debts are higher, the cash balance will be worse than budgeted.
- Focuses solely on cash flow, not profitability. A business can be highly profitable but fail due to poor cash flow management, or vice versa.

**Conclusion**:
Preparing cash budgets is an essential management tool for Vista Retail Ltd. It allows proactive management of cash, ensuring the company avoids insolvency and makes optimal use of surplus funds.

**(a) Trade Receivables Collection Schedule: [12 Marks]**
- Cash sales calculations (correctly applying 2% discount on 20%): [3 marks]
- 1 month credit collections: [3 marks]
- 2 month credit collections: [3 marks]
- Correct totals for all months: [3 marks]

**(b) Cash Budget: [20 Marks]**
- Opening balances: [2 marks]
- Receipts row: [2 marks]
- Purchases payments (calculated correctly with 40/60 split): [4 marks]
- Rent and Salaries payments: [3 marks]
- General expenses payments (incorporating June's accrual flow): [3 marks]
- Delivery van installment payments: [2 marks]
- Closing bank balances: [4 marks]

**(c) Budgeted Statement of Profit or Loss: [13 Marks]**
- Revenue: \(\pounds 1,000,000\) [1 mark]
- Cost of Sales: \(\pounds 560,000\) [2 marks]
- Gross Profit: \(\pounds 440,000\) [1 mark]
- Salaries & Rent Expenses: [2 marks]
- General Expenses: \(\pounds 90,000\) [2 marks]
- Depreciation: \(\pounds 24,000\) [1 mark]
- Bad debts: \(\pounds 20,000\) [2 marks]
- Cash discount allowed: \(\pounds 4,000\) [1 mark]
- Budgeted Net Profit: \(\pounds 158,000\) [1 mark]

**(d) Evaluation of Cash Budgeting: [10 Marks]**
- Detail of working capital benefits (up to 3 marks)
- Limitations of cash budgeting (up to 3 marks)
- Focus on business survival/solvency (2 marks)
- Final conclusion/recommendation (2 marks)

**(a) Apex Engineering plc**
**Statement of Profit or Loss and Other Comprehensive Income for the year ended 31 December 2023**

| | £ |
|---|---|
| **Revenue** | 1,850,000 |
| Cost of Sales | (1,120,000) |
| **Gross Profit** | **730,000** |
| Distribution Costs \((\pounds 185,000 + \pounds 21,500)\) | (206,500) |
| Administrative Expenses \((\pounds 215,000 + \pounds 21,500)\) | (236,500) |
| **Operating Profit** | **287,000** |
| Finance Cost (Debenture Interest: \(8\% \times \pounds 150,000\)) | (12,000) |
| **Profit before Tax** | **275,000** |
| Income Tax Expense | (42,000) |
| **Profit for the year** | **233,000** |
| **Other Comprehensive Income** | |
| Revaluation Surplus on Land and Buildings (Note 1) | 300,000 |
| **Total Comprehensive Income** | **533,000** |

*Note 1 (Revaluation calculation)*:
- Land and Buildings Cost: £1,150,000
- Accum Depr 1 Jan 2023: £85,000
- Buildings Depr for year: \(2\% \times (\pounds 1,150,000 - \pounds 400,000) = \pounds 15,000\)
- Total NBV before revaluation = \(\pounds 1,150,000 - (\pounds 85,000 + \pounds 15,000) = \pounds 1,050,000\)
- Revaluation Surplus = \(\pounds 1,350,000 - \pounds 1,050,000 = \pounds 300,000\)
- Total Depr for year = Buildings £15,000 + Machinery \(10\% \times (\pounds 420,000 - \pounds 140,000) = \pounds 28,000\). Total = £43,000. Split = £21,500 each.

**(b) Statement of Changes in Equity for the year ended 31 December 2023**

| | Share Capital (£) | Share Premium (£) | Revaluation Res. (£) | General Res. (£) | Retained Earnings (£) | Total (£) |
|---|---|---|---|---|---|---|
| **Bal 1 Jan 2023** | 600,000 | 150,000 | 40,000 | 50,000 | 112,500 | 952,500 |
| Profit for Year | - | - | - | - | 233,000 | 233,000 |
| Revaluation | - | - | 300,000 | - | - | 300,000 |
| Interim Dividend | - | - | - | - | (18,000) | (18,000) |
| Transfer to Gen. Res. | - | - | - | 20,000 | (20,000) | - |
| **Bal 31 Dec 2023** | **600,000** | **150,000** | **340,000** | **70,000** | **307,500** | **1,467,500** |

**(c) Statement of Financial Position as at 31 December 2023**

| **Non-Current Assets** | £ |
|---|---|
| Land and Buildings (at valuation) | 1,350,000 |
| Machinery \((\pounds 420,000 - \pounds 168,000)\) | 252,000 |
| | **1,602,000** |
| **Current Assets** | |
| Trade Receivables | 125,000 |
| Bank | 38,000 |
| | **163,000** |
| **Total Assets** | **1,765,000** |
| **Equity and Liabilities** | |
| Share Capital | 600,000 |
| Reserves | 867,500 |
| **Total Equity** | **1,467,500** |
| **Non-Current Liabilities** | |
| 8% Debentures | 150,000 |
| **Current Liabilities** | |
| Trade Payables | 93,500 |
| Accrued Debenture Interest | 12,000 |
| Tax Liability | 42,000 |
| | **147,500** |
| **Total Equity and Liabilities** | **1,765,000** |

**(d) Evaluation of Financing Options**
**Arguments for Debentures (6%)**:
- Interest rates (6%) are relatively low compared to the cost of equity.
- Interest payments are tax-deductible, reducing corporate tax liability.
- Does not dilute existing share ownership or voting power.

**Arguments for Rights Issue**:
- Shares do not require mandatory annual interest payments, which reduces cash flow risk if the business hits a downturn.
- Rights issues do not increase the debt ratio/gearing of the company, keeping the company low-risk and financially stable.
- No obligation to repay the capital (debentures have to be redeemed in the future).

**Conclusion**:
Since Apex Engineering plc already has a low level of gearing (debentures represent only a small fraction of capital), a 6% debenture issue is a highly cost-effective way to raise £200,000 without diluting control.

**(a) Statement of Profit or Loss and OCI: [22 Marks]**
- Revenue & Cost of Sales: [1 mark]
- Gross Profit: [1 mark]
- Depreciation on Buildings and Machinery: [3 marks]
- Split of expenses: [2 marks]
- Operating Profit: [1 mark]
- Debenture interest expense: [2 marks]
- Profit before tax & Net profit: [2 marks]
- Tax expense: [1 mark]
- Revaluation surplus on L&B calculation: [7 marks] (2 marks for NBV, 3 marks for revaluation surplus, 2 marks for correct presentation in OCI)
- Total Comprehensive Income: [2 marks]

**(b) Statement of Changes in Equity: [12 Marks]**
- Opening balances: [2 marks]
- Profit for the year entry: [2 marks]
- Revaluation Surplus entry: [2 marks]
- Interim Dividend entry: [2 marks]
- Transfer to General Reserve entry: [2 marks]
- Closing balances columns and total: [2 marks]

**(c) Statement of Financial Position: [9 Marks]**
- Non-current assets carrying values: [2 marks]
- Current assets: [2 marks]
- Total assets: [1 mark]
- Equity section: [1 mark]
- Non-current liabilities: [1 mark]
- Current liabilities (including accrual & tax): [2 marks]

**(d) Evaluation: [12 Marks]**
- Discussion of gearing/debt implications (up to 4 marks)
- Discussion of equity dilution/rights issue implications (up to 4 marks)
- Analysis of tax and cash-flow benefits (up to 2 marks)
- Clearly justified final recommendation (2 marks)

Part (a): Revaluation profit of £15,000 is shared in the old ratio (3:2) -> A: £9,000, B: £6,000. Goodwill is first created in the old ratio (A: £18,000, B: £12,000) and then written off in the new ratio (A: £15,000, B: £9,000, C: £6,000). C contributes cash of £35,000. Adjusted Capitals: A = £60,000 (opening) + £9,000 (revaluation) + £18,000 (goodwill) - £15,000 (goodwill write-off) = £72,000. B = £40,000 + £6,000 + £12,000 - £9,000 = £49,000. C = £35,000 - £6,000 = £29,000. Part (b): Interest on Capital at 5% on adjusted capitals: A: £3,600, B: £2,450, C: £1,450. Total Interest on Capital = £7,500. Total Available Profit = Net profit £48,000 + Interest on drawings (£480 + £320) = £48,800. Residual Profit = £48,800 - £7,500 = £41,300. Shared in new ratio (5:3:2): A: £20,650, B: £12,390, C: £8,260. Part (c): Fixed capital accounts keep the initial capital investment intact, making it easier to monitor the long-term investment of partners, and separate current accounts show the daily/yearly transactions like drawings, salaries, interest, and share of profit. Fluctuating capital accounts merge all transactions into one account, which can cause confusion and deplete capital. Maintaining fixed accounts is highly recommended for clarity and prevention of capital erosion.

Part (a): 12 marks total. 2 marks for revaluation profit split, 4 marks for goodwill creation and write-off, 2 marks for cash contribution of C, 4 marks for accurate balances carried down. Part (b): 10 marks total. 1 mark for Net Profit, 2 marks for Interest on Drawings calculation/entry, 3 marks for Interest on Capital calculation, 1 mark for Residual profit, 3 marks for profit share split. Part (c): 8 marks total. Up to 4 marks for benefits of fixed/current structure, up to 2 marks for fluctuating structure, up to 2 marks for final reasoned conclusion.

Part (a): Closing inventory in units = Production 12,000 - Sales 9,000 = 3,000 units. (i) Marginal costing unit cost = £12 + £8 + £4 = £24. Inventory value = 3,000 * £24 = £72,000. (ii) Absorption costing unit cost = £24 + £10 = £34. Inventory value = 3,000 * £34 = £102,000. Part (b)(i): Marginal Costing Profit Statement: Sales (9,000 * £50) = £450,000. Less Variable Cost of Sales: Cost of Production (12,000 * £24) = £288,000, Less Closing Inventory (3,000 * £24) = (£72,000). Variable Cost of Sales = £216,000. Contribution = £234,000. Less Fixed Overheads = £100,000. Net Profit = £134,000. Part (b)(ii): Absorption Costing Profit Statement: Sales = £450,000. Cost of Sales: Cost of Production (12,000 * £34) = £408,000, Less Closing Inventory (3,000 * £34) = (£102,000). Cost of Sales at Standard = £306,000. Adjustment for Over-absorbed overheads (absorbed 12,000 * £10 = £120,000 vs actual £100,000, so £20,000 over-absorbed): Subtract £20,000 from Cost of Sales. Adjusted Cost of Sales = £286,000. Net Profit = £164,000. Part (c): Reconciliation: Profit under absorption costing £164,000 less profit under marginal costing £134,000 = £30,000. This is equal to the increase in inventory (3,000 units) multiplied by the fixed overhead rate (£10) = £30,000. Part (d): Marginal costing is excellent for short-term decisions because contribution is key and profits are not distorted by changes in inventory levels. However, absorption costing is required for financial reporting (IAS 2) and ensures all costs are covered in pricing decisions.

Part (a): 5 marks total. (i) 2 marks for Marginal costing calculation, (ii) 3 marks for Absorption costing calculation. Part (b): 15 marks total. (i) 6 marks for Marginal costing statement (Sales, Variable cost, Contribution, Fixed cost, Profit). (ii) 9 marks for Absorption costing statement (Sales, Cost of production, closing inventory, over-absorption calculation, adjusted cost of sales, profit). Part (c): 4 marks total for correct reconciliation layout and math. Part (d): 6 marks total for balanced evaluation of both methods and a logical recommendation.

Part (a): Credit sales (80% of total): Oct £32,000, Nov £40,000, Dec £48,000. Cash receipts from credit customers: October = £0. November = 60% of Oct credit sales (£32,000 * 60% = £19,200) less 2% discount (£384) = £18,816. December = 38% of Oct credit sales (£32,000 * 38% = £12,160) + 60% of Nov credit sales (£40,000 * 60% = £24,000) less 2% discount (£480) = £23,520. Total for Dec = £12,160 + £23,520 = £35,680. Part (b): Cash budget: Cash sales (20% of sales): Oct £8,000, Nov £10,000, Dec £12,000. Total receipts: Oct £8,000, Nov £28,816, Dec £47,680. Payments: Trade Payables (paid month after with 3% discount): Oct £0, Nov £24,250 (£25,000 * 97%), Dec £29,100 (£30,000 * 97%). Wages: £5,000 monthly. Rent: £12,000 in Oct. Overheads (excluding depreciation of £1,000): £3,000 monthly. Capital expenditure: Nov £15,000. Total payments: Oct £20,000, Nov £47,250, Dec £37,100. Net cash flow: Oct (£12,000), Nov (£18,434), Dec £10,580. Opening bank balance: Oct £20,000, Nov £8,000, Dec (£10,434). Closing bank balance: Oct £8,000, Nov (£10,434), Dec £146. Part (c): Cash budgets identify cash surpluses and deficits in advance, allowing for planning (e.g. securing overdrafts). Strategies for cash deficits: Arrange an overdraft facility, delay capital expenditure (such as the equipment purchase in November), or negotiate longer credit periods with suppliers.

Part (a): 8 marks total. 1 mark for identifying credit sales, 3 marks for November receipts, 4 marks for December receipts. Part (b): 14 marks total. 2 marks for cash sales, 3 marks for payables payments, 1 mark for wages, 2 marks for rent, 2 marks for operating overheads (correctly excluding depreciation), 1 mark for capital expenditure, 3 marks for net cash flows and running bank balances. Part (c): 8 marks total. 4 marks for evaluating cash budgets, 4 marks for discussing two strategies for managing a deficit.

Part (a): Initial shares = £400,000 / £0.50 = 800,000 shares. Rights issue: 1 for 4 = 200,000 shares at £0.80. Share Capital addition = 200,000 * £0.50 = £100,000. Share Premium addition = 200,000 * £0.30 = £60,000. New share count = 1,000,000 shares. Bonus issue: 1 for 10 = 100,000 shares. Share Capital addition = 100,000 * £0.50 = £50,000. Share Premium debit = £50,000. Closing Share Capital = £400,000 + £100,000 + £50,000 = £550,000. Closing Share Premium = £120,000 + £60,000 - £50,000 = £130,000. Part (b): Interim dividend paid on 1,100,000 shares * £0.05 = £55,000. Retained Earnings closing: £85,000 + £115,000 (profit) - £55,000 (dividend) - £20,000 (transfer to General Reserve) = £125,000. General Reserve closing: £40,000 + £20,000 = £60,000. Total Equity = £550,000 (Share Capital) + £130,000 (Premium) + £125,000 (Retained Earnings) + £60,000 (General Reserve) = £865,000. Part (c): Cash dividends provide immediate liquidity and returns to shareholders, which is preferred by income-seeking investors, but drains the company's cash. Bonus shares preserve cash within the business for reinvestment, and although they increase the share count and lower the share price proportionately, they signal confidence and can increase liquidity in the market.

Part (a): 10 marks total. (i) 5 marks for Ordinary Share Capital ledger (opening balance, rights issue, bonus issue, closing balance), (ii) 5 marks for Share Premium ledger (opening balance, rights issue, bonus issue debit, closing balance). Part (b): 12 marks total. 3 marks for Rights issue presentation, 3 marks for Bonus issue presentation, 2 marks for dividend calculation and entry, 2 marks for transfer to reserve, 2 marks for correct final totals of all columns and total equity. Part (c): 8 marks total. Up to 4 marks for discussing dividends, up to 3 marks for bonus issues, 1 mark for final summary/conclusion.

Part (a): Journal entries: (1) Dr Sales £1,200, Cr Suspense £1,200. (2) Dr T. Miller £990, Cr Suspense £990. (3) Dr J. Carter £1,500, Cr Suspense £1,500. (4) Dr Motor Repairs £950, Cr Motor Vehicles Asset £950; Dr Provision for Depreciation of Motor Vehicles £190, Cr Depreciation Expense £190. (5) Dr Discount Allowed £800, Cr Suspense £800. (6) Dr Rent Received £370, Cr Suspense £370. Part (b): Suspense Account: Debit side: Opening balance difference £4,860. Credit side: Sales £1,200, T. Miller £990, J. Carter £1,500, Discount Allowed £800, Rent Received £370. Total credits = £4,860, which clears the suspense account completely. Part (c): Corrected Profit Statement: Draft profit £34,200. Adjustments: Overcast Sales -£1,200; Repairs expense -£950; Depreciation adjustment +£190; Discount Allowed correction -£800; Overcredited Rent -£370. Corrected Profit = £31,070. Part (d): Control accounts act as an independent check on the accuracy of the subsidiary ledgers, help detect errors and fraud quickly, and provide a rapid total for receivables and payables for use in trial balances and financial statements.

Part (a): 12 marks total. 2 marks for each journal entry (1 mark for debits, 1 mark for credits). Part (b): 6 marks total. 1 mark for opening balance, 5 marks for the correct placement of credit adjustments. Part (c): 6 marks total. 1 mark for draft profit, 4 marks for adjustments (including repairs and depreciation net effect), 1 mark for correct final profit. Part (d): 6 marks total. Up to 4 marks for benefits, up to 2 marks for limitations or overall conclusion.

Part (a): Operating profit before interest and tax = £72,000. Less Interest paid: (£4,400). Profit before tax = £67,600. Adjustments: Depreciation +£35,000; Loss on sale of plant +£3,000 (£15,000 - £12,000); Interest expense +£4,400. Operating cash flow before working capital = £110,000. Working capital changes: Increase in inventory: (£13,000); Increase in receivables: (£9,000); Increase in payables: +£6,000. Cash from operations = £94,000. Less Interest paid: (£4,400); Less Tax paid: (£17,600) (opening tax payable £18,000 + expense £17,600 - closing £18,000 = £17,600 paid). Net cash from Operating Activities = £72,000. Part (b): Investing Activities: Proceeds from sale of plant +£12,000; Purchase of PPE: (£120,000) (calculated as opening net book value £410,000 - depreciation £35,000 - carrying value sold £15,000 + additions = closing £480,000, so additions = £120,000). Net cash used in Investing Activities = (£108,000). Financing Activities: Issue of Share Capital +£50,000; Share Premium increase +£20,000; Repayment of Bank Loan (£30,000) (£70,000 to £40,000); Dividends paid (£20,000). Net cash from Financing Activities = +£20,000. Net decrease in cash = 72,000 - 108,000 + 20,000 = (£16,000). Part (c): Stellar plc has strong operational cash generation of £72,000. However, it undertook significant capital investments of £120,000 and repaid loans of £30,000, which led to a net cash outflow of £16,000 and reduced cash to £12,000. Liquidity is tightening but overall operating performance is healthy.

Part (a): 12 marks total. 1 mark for profit before tax, 2 marks for depreciation, 2 marks for loss on disposal, 3 marks for working capital changes (inventory, receivables, payables), 2 marks for interest and tax paid, 2 marks for correct net operating cash flow. Part (b): 10 marks total. 2 marks for disposal proceeds, 3 marks for PPE additions calculation, 3 marks for financing items (shares, loans, dividends), 2 marks for correct net decrease and cash reconciliation. Part (c): 8 marks total. Up to 4 marks for analyzing operating cash and outflows, up to 2 marks for working capital ratio comments, up to 2 marks for a balanced conclusion.