某安装公司承接商务楼机电安装工程，工程内容：设备、管道和通风空调安装等；商务楼办公区域空调系统采用多联机组。项目部在施工成本分析预测后，采取劳动定额管理，实行计件工资制：控制设备采购；在量、价方面控制材料采购控制施工机械租赁等措施控制施工成本，使计划成本小于安装公司下达给项目部的目标成本。项目部依据施工总进度计划，编制多联机组空调系统施工进度计划(见表3)，报公司审批时被否定，要求重新编制。在施工质量检查时，监理工程师要求项目部整改下列问题：
(1)个别柔性短管长度为300mm，接缝采用粘接；
(2)矩形柔性短管与风管连接采用抱箍固定
(3)柔性短管与法兰连接采用压板铆接，铆钉间距为100mm。
商务楼机电工程完成后，安装公司、设计单位和监理单位分别向建设单位提交报告，申请竣工验收，建设单位组织成立验收组，制定验收方案。安装公司、设计单位和监理单位分别向建设单位移交了工程建设交工技术文件和监理文件。

郑女士有一个在读初三的女儿，就此她向理财师就子女教育规划方面的问题进行了咨询。

根据以上材料回答下题。

背景资料：

某公司中标修建城市新建主干道，全长2.5km，双向四车道。其结构从下至上为：20cm厚石灰稳定碎石底基层，38cm厚水泥稳定碎石基层，8cm厚粗粒式沥青混合料底面层，6cm厚中粒式沥青混合料中面层，4cm厚细粒式沥青混合料表面层。项目部编制的施工机械计划表列有：挖掘机、铲运机、压路机、洒水车、平地机、自卸汽车。

施工方案部分内容如下：（1）石灰稳定碎石底基层直线段由中间向两边、曲线段由外侧向内侧的方式进行碾压；（2）水泥稳定碎石基层一次性摊铺完成后，立即喷洒透层油；（3）上面层采用轮胎压路机初压。
施工现场设立了公示牌，内容包括工程概况牌、安全生产牌、文明施工牌、安全纪律牌。

项目部将20cm厚石灰稳定碎石底基层、38cm厚水泥稳定碎石基层、8cm厚粗粒式沥青混合料底面层、6cm厚中粒式沥青混合料中面层、4cm厚细粒式沥青混合料表面层等五个施工过程分别用：Ⅰ、Ⅱ、Ⅲ、Ⅳ、Ⅴ表示，并将Ⅰ、Ⅱ两项划分为四个施工段①、②、③、④。

Ⅰ、Ⅱ两项在各施工段上持续时间如表4-1所示：

而Ⅲ、Ⅳ、Ⅴ不分施工段连续施工，持续时间均为一周。项目部按各施工段持续时间连续、均衡作业，不平行、搭接施工的原则安排了施工进度计划（表型如表4-2）

【背景资料】某施工单位承建了一段路基工程，其中K18+220-K18+430设置了一段挡土墙，路基填方高度为11m。挡土墙横断面示意图如下：

挡土墙施工流程为：施工准备(含构件C预制)→测量放线→工序A→地基处理→排水沟施工→基础浇筑→构件C安装→工序B→填料填筑与压实→墙顶封闭。路基工程施工前项目部进行了技术交底，技术交底工作由项目经理组织，项目总工程师主持施工，向项目部、分包单位的全体施工技术人员和班组进行交底，交底人员和参与人员双方签字确认。技术交底记录部分内容如下：(1)筋带采用聚丙烯土工带，进场时检查出厂质量证明书后即可用于施工。(2)聚丙烯土工带的下料长度去设计长度。聚丙烯土工带与面板的连接，可将土工带一端从面板预埋拉纤或预留孔中穿过，折回与另一端对齐，并采用筋带扣在前段将筋带扎成一束。(3)填土分层厚度及碾压遍数，应根据拉筋间距、碾压机具和密实度要求，通过试验确定。为保证压实效果，所有填筑区域均使用重型压实机械压实，严禁使用羊足碾碾压。(4)填料摊铺，碾压应从拉筋尾部开始，平行于墙面碾压，然后向拉筋中部逐步进行。再向墙面方向进行。严禁平行于拉筋方向碾压，碾压机其不得在挡土墙范围内调头。

根据资料 (4)，出租非专利技术的会计处理正确的是 (    )。

【背景资料】
某预应力T型梁桥，大桥主体工程施工完成后，施工单位即进行台背回填。该桥台高9m，桥台地基为微风化砂岩。为了施工管理和质量检验评定的需要，施工单位将台背回填作为分部工程，下设挖台阶与填土两个分项工程进行质量评定。台背回填前，进行了挖台阶施工，自检后请监理工程师检查验收，但驻地监理工程师临时外出开会，考虑到地基为砂岩，强度满足要求，施工单位及时进行了台背填筑，等监理工程师回来后补办手续。台背填筑时，采用与桥头引道一致的粘土作为台背填料，并对进场的填料进行检验，在桥台上绘出每层填筑的填厚线位，采用水平分层填筑方法填筑，分层松铺厚度30cm，用夯压机械进行夯实，每层夯实完工后进行自检并照相，并对每个桥台单独建立了技术档案。

【背景材料】

某工程公司承接了4G设备安装工程，需要安装12个BBU和72个RRU(宏站),包括12个GPS天线和72对定向天线。工期为40天，安装到第30天的时候项目经理察看了进度成本表，如下：

（二）甲企业为增值税一般纳税人，2021年发生与无形资产相关的经济业务如下:
(1)1月1日，自行研发一项管理用A非专利技术。截至2月28日，发生研究人员薪酬 20万元，以银行存款支付其他研究费用40万元，取得增值税专用发票注明的增值 税税额为5. 2万元，研究阶段的相关活动已结束。
(2)3月1日，A非专利技术研发活动进入开发阶段。该阶段共发生研发人员薪酬50万 元，研发设备折旧10万元，以银行存款支付其他研发费用60万元，取得增值税专 用发票注明的增值税税额为7.8万元，所有支出均符合资本化条件。4月10 0 , A 非专利技术研发活动结束，经测试达到预定技术标准并投入使用。该非专利技术预 计使用年限为5年，无残值，釆用直线法摊销。
(3)6月1日，甲企业将A非专利技术经营出租给乙企业，双方约定的租赁期限为6个 月。月末，甲企业收取当月租金10万元，增值税税额为0.6万元，并开具增值税 专用发票，款项已存入银行。
(4)12月1日，A非专利技术租赁期满，甲企业将其出售给丙企业，售价95万元，开 出增值税专用发票注明增值税税额为5. 7万元，款项已收，存入银行。
要求：
根据上述资料，不考虑其他因素，分析回答下列小题。(答案中的金额单位用万元表示)
2021年12月1日，甲企业处置A非专利技术对当期损益的影响金额为（ ）万元。

6月份，某铝型厂预计9月份需要500吨铝作为原料，当时铝的现货价格为53000元／吨，因目前仓库库容不够，无法现在购进。为了防止铝价上涨，决定在上海期货交易所进行铝套期保值期货交易，当天9月份铝期货价格为53300元／吨。到了9月1日，铝价大幅度上涨。现货铝价为56000元／吨，9月份铝期货价格为56050元／吨。

申请设立合伙企业，应当向企业登记机关提交 ( )。

[A] The first and more important is the consumer’s growing preference for eating out; the consumption of food and drink in places other than homes has risen from about 32 percent of total consumption in 1995 to 35 percent in 2000 and is expected to approach 38 percent by 20This development is boosting wholesale demand from the food service segment by 4 to 5 percent a year across Europe, compared with growth in retail demand of 1 to 2 percent. Meanwhile, as the recession is looming large, people are getting anxious. They tend to keep a tighter hold on their purse and consider eating at home a realistic alternative.

[B] Retail sales of food and drink in Europe’s largest markets are at a standstill, leaving European grocery retailers hungry for opportunities to grow. Most leading retailers have already tried e-commerce, with limited success, and expansion abroad. But almost all have ignored the big, profitable opportunity in their own backyard: the wholesale food and drink trade, which appears to be just the kind of market retailers need.

[C] Will such variations bring about a change in the overall structure of the food and drink market? Definitely not. The functioning of the market is based on flexible trends dominated by potential buyers. In other words, it is up to the buyer, rather than the seller, to decide what to buy .At any rate, this change will ultimately be acclaimed by an ever-growing number of both domestic and international consumers, regardless of how long the current consumer pattern will take hold.

[D] All in all, this clearly seems to be a market in which big retailers could profitably apply their scale, existing infrastructure and proven skills in the management of product ranges, logistics, and marketing intelligence. Retailers that master the intricacies of wholesaling in Europe may well expect to rake in substantial profits thereby. At least, that is how it looks as a whole. Closer inspection reveals important differences among the biggest national markets, especially in their customer segments and wholesale structures, as well as the competitive dynamics of individual food and drink categories. Big retailers must understand these differences before they can identify the segments of European wholesaling in which their particular abilities might unseat smaller but entrenched competitors. New skills and unfamiliar business models are needed too.

[E] Despite variations in detail, wholesale markets in the countries that have been closely examined-France, Germany, Italy, and Spain-are made out of the same building blocks. Demand comes mainly from two sources: independent mom-and-pop grocery stores which, unlike large retail chains, are too small to buy straight from producers, and food service operators that cater to consumers when they don’t eat at home. Such food service operators range from snack machines to large institutional catering ventures, but most of these businesses are known in the trade as “horeca”: hotels, restaurants, and cafes. Overall, Europe’s wholesale market for food and drink is growing at the same sluggish pace as the retail market, but the figures, when added together, mask two opposing trends.

[F] For example, wholesale food and drink sales come to $268 billion in France, Germany, Italy, Spain, and the United Kingdom in 2000-more than 40 percent of retail sales. Moreover, average overall margins are higher in wholesale than in retail; wholesale demand from the food service sector is growing quickly as more Europeans eat out more often; and changes in the competitive dynamics of this fragmented industry are at last making it feasible for wholesalers to consolidate.

[G] However, none of these requirements should deter large retailers (and even some large good producers and existing wholesalers) from trying their hand, for those that master the intricacies of wholesaling in Europe stand to reap considerable gains.