ACCA – PM EDC – JUNE 2021

APPROACH TO EXAMINING THE SYLLABUS

The syllabus is assessed by a three-hour computer-based examination.

All questions are compulsory. The exam will contain both computational and discursive elements.

Some questions will adopt a scenario/case study approach.

Candidates are provided with a formulae sheet.

The total exam time is 3 hours. Prior to the start of the exam candidates are given an extra 10 minutes to read the
exam instructions.

Section A of the exam comprises 15 objective test questions of 2 marks each.

Section B of the exam comprises of three case style questions. These each contain five objective test questions
which are based around a common scenario.

Section C of the exam comprises two 20 mark constructed response questions. The two 20-mark questions will
come from decision making techniques, budgeting and control and/or performance measurement and control
areas of the syllabus. These questions may also include requirements related to the information systems area of the
syllabus. The section A questions and the questions in section B can cover any areas of the syllabus.

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INFORMATION, TECHNOLOGIES AND SYSTEMS FOR ORGANISATIONAL PERFORMANCE

Q1

Q2

Q3

Q4

Q5

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Q6

Q7

Q8

Q9

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Q10

The following statements have been made about management information and management information systems.

(1) Management information is often produced from transaction processing systems.

(2) The data used in management information systems comes mainly from sources within the organisation and its
operations.

Which of the above statements is/are true?

Q11

The following statements have been made about operational control.

(1) Budgeting is commonly associated with decision-making at the operational planning level within a management
hierarchy.

(2) Operational control decisions in general are more narrowly focused and have a shorter time horizon than
management control decisions.

Which of the above statements is/are true?

Q12

Which one of the following terms is used to describe an information system that provides senior executives with
online access to important information obtained from both internal and external sources?

A. Executive information system

B. Enterprise resource planning system
C. Management information system
D. Transaction processing system

Q13

Data used by the management that has been obtained from an official government source is an example of:

A. External primary data

B. External secondary data
C. Internal primary data
D. Internal secondary data

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Q14

The following statements have been made about data and information.

(1)In-depth analysis of data on a database in order to identify undiscovered trends or patterns in the data is known
as data mining.

(2)Large public databases are a major source of feedback for many commercial organisations.

Which of the above statements is/are true?

Q15

For which of the following reasons are controls needed over internally-generated information?

(1) To prevent information overload.

(2) To prevent unauthorised dissemination of information.

Q16

The following statements have been made about information systems.

(1) Feedback is information produced from a system that is used by management to take action to control further
inputs to the system.

(2) Information for benchmarking purposes may be obtained from both internal and external sources.

Which of the above statements is/are true?

Q17

The following statements have been made about data and information.

(1) The major problem with information overload is that managers may be given more information than they
need to make their decisions.
(2) A major problem with external information is that it may be difficult to assess its reliability.

Which of the above statements is/are true?

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Q18

The following statements have been made about information systems.

(1) Key features of enterprise resource planning systems are that they are IT systems that integrate the
information requirements of different processes or functions within the organisation.
(2) All systems in which people work are open systems.

Which of the above statements is/are true?

Q19

Q20

Q21

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Q22

Q23

Q24

Q25

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Q26

Q27

Q28

Q29

Q30

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Q31

Q32

Q33

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SPECIALIST COST AND MANAGEMENT ACCOUNTING TECHNIQUES

ACTIVITY BASED COSTING

Q1

Required:

(1) Using ABC, calculate overhead cost/u for product C and D

(2) Using AC, absorbed based labour hours, calculate overhead cost per unit for product C and D

Q2

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Q54

The following statements have been made about activity based costing.

(1) Implementation of ABC is unlikely to be cost-effective when variable production costs are a low proportion
of total production costs.
(2) In a system of ABC, for costs that vary with production levels, the most suitable cost driver is likely to be
direct labour hours or machine hours.

Which of the above statements is/are true?

Q55

The following statements have been made about activity based costing.

(1) Activity based costs are not the same as relevant costs for the purpose of short-run decision-making.
(2) Activity based costing is a form of absorption costing.

Which of the above statements is/are true?

TARGET COSTING & LIFE CYCLE COSTING

Q1

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Q2

Volt Co generates and sells electricity. It operates two types of power station; nuclear and wind.

The costs and output of the two types of power station are detailed below:

Nuclear station
A nuclear station can generate 9,000 gigawatts of electricity in each of its 40 years of useful life. Operating costs are
$486m per year. Operating costs include a provision for depreciation of $175m per year to recover the $7,000m cost
of building the power station.

Each nuclear station has an estimated decommissioning cost of $12,000m at the end of its life. The decommissioning
cost relates to the cost of safely disposing of spent nuclear fuel.

Wind station
A wind station can generate 1,750 gigawatts of electricity per year. It has a life-cycle cost of $55,000 per gigawatt and
an average operating cost of $40,000 per gigawatt over its 20-year life.

Required

A. What is the life-cycle cost per gigawatt of the nuclear station (to the nearest $'000)?

B. Which of the following will decrease the total life-cycle cost of a nuclear station?
(1) Increasing the useful life of the station
(2) Reducing the decommissioning cost

C. How would the disposal cost of spent nuclear fuel be categorised in environmental management
accounting (EMA)?

a. Prevention cost
b. Detection cost
c. Internal failure cost
d. External Failure cost

D. If Volt Co sets a price to earn an operating margin of 40% over the life of a wind station, what will be
the total lifetime profit per station (to the nearest $m)?

E. Which of the following are benefits of life-cycle costing for Volt Co?
(1) It facilitates the designing out of costs at the product development stage
(2) It can encourage better control of operating costs over the life cycle
(3) It gives a better understanding of the causes of overhead costs
(4) It provides useful data for short-term decision-making
Q3

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Q4

Required: Determine the cost gap per unit for each year and in total

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Q5

Q6

Q7

Q8

Q9

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Q10

Explain your answer to the above answer

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Throughput accounting

Q1

Glam co is a hairdressing salon which provides both ‘cuts’ and ‘treatment’ to clients. All cuts and treatments at the
salon are carried out by one of the four senior stylists. The salon also has two salon assistant and one junior stylist.

Required:

a) Determine the bottleneck activity and maximum cut and treatment services
b) Calculate the TPAR for cut and treatment services
c) Briefly how can the TPAR can be improved in part (b)
d) It is estimated that there will about 4,000 clients for each service for the coming year. If Glam wishes to
maximise its profit based on TPA, what should be the service mix and its maximum profit

Q2

Q3

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Q4

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Q21

The following statements have been made about throughput accounting and the theory of constraints.

(1) The production capacity of a bottleneck resource should determine the production schedule for the
organisation as a whole.
(2) Idle time should be avoided in areas of production that are not a bottleneck resource.

Which of the above statements is/are true?

Q22

A manufacturing company uses throughput accounting. It has identified Labour Grade A as its bottleneck resource.
Which one of the following measures might enable the company to improve its total throughput?

(1) Reduce the selling prices of some products in order to increase sales demand.
(2) Improve the efficiency of machine usage by cutting down wastage.
(3) Pay Grade A labour overtime at a premium of $4 per hour in order to work additional hours.

Q23

The following statements have been made about throughput accounting.

(1) Direct labour should always be treated as a factory cost when measuring throughput.

(2) If machine time is the bottleneck resource, there is no value in taking measures to improve direct labour
efficiency.

Which of the above statements is/are true?

Environment Management Accounting

Q1
Which statement is true?
1. A ‘carbon footprint’ (as defined by the Carbon Trust) measures the total greenhouse gas emissions caused
directly and indirectly by a person, organisation, event or product.
2. Environment-related costs, which can be attributed to joint cost centres, and environment-driven costs,
which tend to be hidden on general overheads.
3. The aim of flow cost accounting is to reduce the quantity of materials which, as well as having a positive
effect on the environment, should have a positive effect on a business’ total costs in the long run.
4. Input/output analysis is a technique records material inflows and balances this with outflows on the basis
that, what comes in, must go out.

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Q2. Which of the following EMA technique would include an assessment of clean-up cost and cost of
decontinamation when a project comes to an end?

(1) Environment ABC

(2) Input output analysis
(3) Flow cost accounting
(4) Life cycle costing

Q3. Which EMA techniques consider the following process: It makes material flows transparent by looking at the
physical quantities involved, their costs and their value. It divides the material flows into three categories: material,
system and delivery only.

A. Input output analysis

B. Flow cost accounting
C. Life cycle costing
D. None of the above

Q4

Q5

Q6

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Q7

Which one of the following environmental costs should not be included in an environmental cost budget?

A. Cost of cleaning up contaminated sites

B. Costs of using pollution-prevention methods and technology
C. Cost of fines for environmental contamination
D. Cost of recycling waste

Q8

According to the United Nations Division for Sustainable Development (UNDSD), environmental costs may be
described as comprising costs incurred to protect the environment (such as pollution reduction measures), and also:

A. Energy costs
B. Costs of wasted materials, capital and labour
C. Costs of detecting damage to the environment
D. Costs to the general public of environmental damage

Q9

According to one definition of environmental management accounting (EMA), EMA involves identifying, collecting,
analysing and using monetary information about environment-related costs and savings, and also:

A. Investment returns on environmentally-friendly investment

B. Physical information about the use and flows of energy, water and materials, including waste and emissions
C. Impacts on the environment for which the organisation does not incur any direct cost
D. The profitability of products, allowing for environmental costs

Q10

The following statements have been made about environmental management accounting.

(1) A system of environmental management accounting provides environmental information for internal use by
management, but not for external reporting.

(2) Environmental management accounting systems typically make use of life cycle costing.

Which of the above statements is/are true

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DECISION MAKING TECHNIQUES

LP & LF

Q1

Required:

a) Optimal production plan and its maximum contribution

b) Calculate relevant shadow price(s) and slack and/or surplus

Q2

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Q3

Cara Co makes two products, the Seebach and the Herdorf. To make a unit of each product the following resources
are required:

Seebach Herdorf
Materials ($100 per kg) 5 kg 7 kg
Labour hours ($45 per hour) 2 hours 3 hours
Machine hours ($60 per hour) 3 hours 2 hours

Fixed overheads are $300,000 each month.

The contribution per unit made on each product is as follows:

Seebach Herdorf
Contribution ($ per unit) 250 315

The maximum demand each month is 4,000 units of Seebach and 3,000 units of Herdorf. The products and materials
are perishable and inventories of raw materials or finished goods cannot be stored.

Cara Co has a legally binding obligation to produce a minimum of 2,000 units of Herdorf in each of months 1 and 2.
There is no minimum production required in month 3.

The manufacturing manager is planning production volumes and the maximum availability of resources for months 1,
2 and 3 are as follows:

Month 1 2 3
Materials (kg) 34,000 42,000 35,000
Labour (hours) 18,000 12,000 24,000
Machine (hours) 18,000 19,000 12,000

For month 3 the following linear programming graph has been produced:

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Required:

A. What is/are the limiting factor(s) in month 1?

The production manager has identified that the only limiting factor in month 2 is labour hours.

B. What is the production volume for Herdorf for month 2 (to the nearest whole unit)?

C. If the shadow price for month 2 is $125 per labour hour, which of the following statements is/are
correct?
(1) The production manager would be willing to pay existing staff a maximum overtime premium of $125 per
hour for the next 2,000 hours
(2) The production manager would be willing to pay a maximum of $170 per hour for an additional 2,000
hours of temporary staff time
D. What is the maximum profit which can be earned in month 3?

E. Which of the following interpretations of the linear programming graph produced for month 3 is/are
correct?

(1) All other things being equal, unless demand increases for either product
labour will be a slack variable
(2) If more machine hours were made available in month 3 they would be
used initially to make Herdorfs

Q4

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Q5

Q6

Required: determine the OPP and its maximum profit

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PRICING

Q1

Required: Optimal selling price and quantity and its maximum profit.

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Q2

CVP

Q1

General fixed overhead costs are expected to be $550,000 next year. Calculate to nearest units and dollars

REQUIRED:
A. Calculate the weighted average C/S ratio and contribution per unit.
B. Calculate BEP (total) in value and units and BEP in value and units for each product
C. MOS and MOS ratio based on sales value
D. BEP in value based on (i) constant sales mix; (ii) most profitable product

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Q2

Q3

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(c) BEP in value based on most profitable product

Q 61

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Q4

Which of the following statements relating to cost volume profit analysis are true?

(1) Production levels and sales levels are assumed to be the same so there is no inventory movement
(2) The contribution to sales ratio (C/S ratio) can be used to indicate the relative profitability of different
products
(3) CVP analysis assumes that fixed costs will change if output either falls or increases significantly
(4) Sales prices are recognised to vary at different levels of activity especially if higher volume of sales is
needed

RC/SPECIAL ORDER

Q1

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Q2

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Q3

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FURTHER PROCESSING

Q1

The total production cost in November was $15,000. It is company policy to apportion common cost based
on sales value

(b) Calculate the total profit for Process Co based on part (a) decision

Q2

In further processing decision, the decision is made by calculating:

A. Contribution earned after further processing

B. Incremental revenue after further processing
C. Compare incremental revenue per output with incremental cost per output
D. Compare total incremental revenue with total incremental cost

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MAKE OR BUY/OUTSOURCE

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SHUT DOWN DECISION

Q1

The TNB plc manufactures a line of four related products in a single factory, which is currently operating below capacity.
Annual sales and costs of the products are shown below:

W X Y Z Total
$’000 $’000 $’000 $’000 $’000

Sales 2,000 2,500 1,000 500 6,000

Factory cost of sales
D. Materials 300 400 200 40 940
D. Labour 500 600 400 100 1,600
Overhead 600 800 500 100 2,000
1,400 1,800 1,100 240 4,540

Gross margin 600 700 (100) 260 1,460

Selling overhead 300 375 150 75 900
Operating profit/(loss) 300 325 (250) 185 560

The factory overhead costs allocated to products are based on predetermined overhead absorption rates of which 40%
is estimated to be variable at the current operating volume.
Selling overheads are applied to products based on 15% of sales value; the variable component of this is approximately
5% of sales.
The loss being reported in the above table against product Y is indicative of recent results and has led the management
to consider its withdrawal. It is estimated that if product Y were to be withdrawn a saving of fixed factory and selling
costs of $100,000 would occur.

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Required:
(a) On financial grounds should Y be withdrawn? Briefly explain and qualify your answer.

(b) Following some further enquiries, it is estimated that:

Product Z may in some cases be a substitute for Y. If Y were to be withdrawn, sales of Z would increase by $300,000.
Products W and Y are complimentary. Consequently, sales of W would have dropped by 10% if Y were to be
withdrawn completely. Sales of product X would not be affected by sales of any other products.
The saving of fixed costs achieved by the complete withdrawal of product Y would still be $100,000.
In the light of this new information should product Y be continued or withdrawn. Briefly explain your answer.
(c) Other factors to consider before making final decision

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RISK & UNCERTAINTY

Q1

Required: Based on maximising expected value, decide the optimal price per unit

Q2

Required: calculate maximum amount can be paid for the market research

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Q3

Q4

REQUIRED:
Determine the supply level if decision criteria is to minimax regret

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Q16

Q17

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Q18

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BUDGETING AND CONTROL

Q1

Q2

Q3

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Q4

Q5

Q6

Q7

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Q8

Yumi Co owns a number of restaurants. It is a well-established company, and its restaurants have gained a favourable
reputation for the quality of their meals.

Yumi Co’s restaurants are all set in rural locations, where there is limited competition and this enabled them to
develop a loyal customer base. Restaurants design their own menus and décor to fit with the requirements of their
local market.

Yumi Co has been consistently profitable, however as is the case across the restaurant industry, profit margins are
quite low and there is still a constant need for Yumi Co to monitor costs.

One of Yumi Co’s restaurants is located in the small town of Cowly. Cowly has recently been the location for the
filming of a popular television series and visitor numbers to the town have increased significantly as a result. Yumi
Co’s restaurant in Cowly has noticed a similar increase in customer numbers.

At the start of the current month a new restaurant opened in Cowly. The manager of Yumi Co’s restaurant in Cowly
has expressed concerns about the impact this new competitor will have on their ability to achieve profit targets for the
rest of the year.

Budgets for all of Yumi Co’s restaurants are prepared by the head office. At the start of each year, restaurant
managers are given an annual budget, which is split into months. At the end of each month, the manager receives a
statement comparing actual monthly performance against budget.

The statement for the Cowly restaurant for the most recent completed month is as follows:

Actual Budget Variance

Number of customers 1,800 1,500
$ $ $
Revenue 87,300 75,000 12,300 F
Costs:
Food and drink 26,100 22,500 3,600 A
Staff wages 38,250 31,500 6,750 A
Heat, light and power 8,100 7,500 600 A
Rent, rates and other overheads 12,600 12,000 600 A
Profit 2,250 1,500 750 F

Notes:
(1) Rent, rates and other overheads are apportioned to its restaurants by Yumi Co’s head office, based on a fixed
annual charge.
(2) All other budgeted costs are treated as variable costs, based on the expected number of customers.

Yumi Co currently adopts an incremental approach to budgeting, with the annual budget figures for each year being
based on the previous year’s figures. However, a new finance director has recently joined the company, and he has
questioned whether this is suitable for all Yumi Co’s restaurants.

The new finance director has also suggested that the company should adopt a more participative approach to
budgeting.

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Required:

(a) (i) Prepare a flexed budget for the Cowly restaurant. (3 marks)

(ii) With reference to your answer from part (i), explain the main weaknesses in the current monthly budget
statements issued to the restaurants as a basis for managing performance.

(b) Discuss whether an incremental approach to budgeting is appropriate for Yumi Co.
(6 marks)
(c) Define a participative approach to budgeting and explain the potential advantages and disadvantages of
introducing this approach at Yumi Co.
(7 marks)

Q9

Static Co is a multinational consumer goods company. Traditionally, the company has used a fixed annual budgeting
process in which it sets quarterly sales revenue targets for each of its product lines. Historically, however, if a product
line fails to reach its sales revenue target in any of the first three quarters, the company’s Sales Director (SD) and
Finance Director (FD) simply go back and reduce the sales revenue targets for the quarter just ended, to make it look
like the target was reached. They then increase the target for the final quarter to include any shortfall in sales from
earlier quarters.

During the last financial year ended 31 August 20X6, this practice meant that managers had to heavily discount many
of their product lines in the final quarter in order to boost sales volumes and meet the increased targets. Even with the
discounts, however, they still did not quite reach the targets. On the basis of the sales targets set at the beginning of
that year, the company had also invested $6m in a new production line in January 20X6. However, to date, this new
production line still has not been used. As a result of both these factors, Static Co saw a dramatic fall in return on
investment from 16% to 8% in the year.

Consequently, the Managing Director (MD), the FD and the SD have all been dismissed. Two key members of the
accounts department are also on sick leave due to stress and are not expected to return for some weeks. A new MD,
who is inexperienced in this industry, has been appointed and is in the process of recruiting a new SD and a new FD.
He has said:

“These mistakes could have been largely avoided if the company had been using rolling budgets, instead of
manipulating fixed budgets. From now on, we will be using rolling budgets, updating our budgets on a quarterly basis,
with immediate effect.”

The original fixed budget for the year ended 31 August 20X7, for which the first quarter (Q1) has just ended, is shown
below:
Budget
Q1 Q2 Q3 Q4 Total
YE 31st August 20X7
$'000 $'000 $'000 $'000 $'000
Revenue 13,425 13,694 13,967 14,247 55,333
Cost of sales (8,055) (8,216) (8,380) (8,548) (33,199)
Gross profit 5,370 5,478 5,587 5,699 22,134
Distribution costs (671) (685) (698) (712) (2,766)
Administration costs (2,000) (2,000) (2,000) (2,000) (8,000)
Operating profit 2,699 2,793 2,889 2,987 11,368

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The budget was based on the following assumptions:
(1) Sales volumes would grow by a fixed compound percentage each quarter
(2) Gross profit margin would remain stable each quarter
(3) Distribution costs would remain a fixed percentage of revenue each quarter
(4) Administration costs would be fixed each quarter

The actual results for the first quarter (Q1) have just been produced and are as follows:
Actual results Q1
$'000
Revenue 14,096
Cost of sales (8,740)
Gross profit 5,356
Distribution costs (705)
Administration costs (2,020)
Operating profit 2,631

The new MD believes that the difference between the actual and the budgeted sales figures for Q1 is a result of
incorrect forecasting of prices, however he is confident that the four assumptions the fixed budget was based on were
correct and that the rolling budget should still be prepared using these assumptions.

Required

(a) Prepare Static Co's rolling budget for the next four quarters.

b) Discuss the problems which have occurred at Static Co due to the previous budgeting process and the
improvements which might now be seen through the use of realistic rolling budgets.
(c) Discuss the problems which may be encountered when Static Co tries to implement the new budgeting
system.

Q10

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LEARNING CURVE

Q1

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Q2

Q3

Q4

Q5

Q6

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STANDARD COSTING AND VARIANCE

Q1

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Q2

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Q3

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Q4

Q5

REQUIRED:
A. Total labour hours for the first 1,000 units at 90%nlearning rate
B. The labour cost per unit at steady state
C. Calculate the labour efficiency planning and operational variance after considering of learning curve

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Q7

Q1

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ACCA – PM EDC – JUNE 2021

PERFORMANCE MEASUREMENT & CONTROL

Q1

PM/SUNWAYTES/RAJ 66
ACCA – PM EDC – JUNE 2021

Q2

Other Information:
Division S external selling price per unit is $1400 per unit. The scooter will be assembled at variable cost of $200 per
unit.
Total fixed cost for division M and S are $2m and $5m respectively.

REQUIRED:
A. The transfer price based on group’s current policy if each division focus on maximising their profits
B. Total profit for Division M and S and in total based on current policy
C. Discuss and ideal transfer price to achieve goal congruence and profits for each division and in total

PM/SUNWAYTES/RAJ 67
ACCA – PM EDC – JUNE 2021

Q3

PM/SUNWAYTES/RAJ 68
ACCA – PM EDC – JUNE 2021

Q4

PM/SUNWAYTES/RAJ 69
ACCA – PM EDC – JUNE 2021

Q1

Q2

PM/SUNWAYTES/RAJ 70
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 71
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 72
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 73
ACCA – PM EDC – JUNE 2021

MCQs –F5

PM/SUNWAYTES/RAJ 74
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 75
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 76
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 77
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 78
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 79
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 80
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 81
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 82
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 83
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 84
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 85
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 86
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 87
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 88
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 89
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 90
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 91
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 92
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 93
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 94
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 95
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 96
ACCA – PM EDC – JUNE 2021

MCQs - OTHERS

PM/SUNWAYTES/RAJ 97
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 98
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 99
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 100
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 101
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 102
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 103
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 104
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 105
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 106
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 107
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 108
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 109
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 110
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 111
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 112
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 113
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 114
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 115
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 116
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 117
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 118
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 119
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 120
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 121
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 122
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 123
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 124
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 125
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 126
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 127
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 128
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 129
ACCA – PM EDC – JUNE 2021

PM/SUNWAYTES/RAJ 130