I just read that Royal Caribbean have recently entered the World’s largest passenger ship – the Oasis of the Seas – into service. It is enormous, with elevators to carry passengers up and down the 18 passenger decks. To my old fashioned tastes, it looks rather like a floating housing estate, but I think that’s just age.
Whilst watching an online tour of the ship, I found myself being rather accountant-like about it. What’s it’s design life and is its useful life going to be shorter? Do cruise ships go out of fashion before they become too unreliable to sail? Will it generate more revenues in the early years than the later years? So should sum of digits/reducing balance depreciation be used instead of straight line? Of the cost of £800 million to build it, how much is down to the hull of the ship itself and how much to the decoration? The decoration is no doubt ideal for its target customers just now, but it’s bound to look hopelessly dated in twenty years’ time. So what’s their policy for “unbundling” the ship into separate components and depreciating each over a different life?
There is much criticism of ship owners sending their decommissioned ships to developing countries to be broken. As a cruise company, this ship will no doubt not suffer that fate, as to do so would damage the company’s public relations. So there might be a constructive obligation to decommission the ship in about 30 years’ time at a loss. Have they recognised that as a liability and discounted to present value? They should have done, because IAS 37 requires it.
Finally, the interview with the CEO of the company starts by admitting that 2009 has been “horrible” and 2010 doesn’t look much better. Evidence of impairment right at launch perhaps? IAS 36 only allows companies to project revenues five years into the future when valuing assets (unless an extension to this period can be justified). Will the global recession be over by then?
So whilst other people see a big ship, I see a floating cocktail of accounting and audit issues. Is this normal?
https://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.png00Stevehttps://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.pngSteve2009-12-02 18:17:002009-12-02 18:17:00Is it a boat? Is it a plane? No, it's the world’s biggest non-current asset?
On 12 November 2009, the IASB issued IFRS 9 “Financial Instruments”. This is the first stage of a three stage project that will probably make or break the international reputation of the IASB and its deeply impressive chairman, Sir David Tweedie.
The IASB inherited IAS 32 and IAS 39 from its predecessor, the IASC. IAS 32 and IAS 39 have been rather markedly unloved ever since their introduction. IAS 39 in particular has been criticised for taking fairly complicated financial transactions and making them more complicated still with piecemeal rules for different types of transaction. Although it definitely had its supporters, many people said that the perceived complexity of IAS 39 made it insufficiently understandable by most people to be much real use.
Here at ExP, we believe that IAS 39 has had a slightly unfair press over the years. It does have its faults for sure, but it also has a decent logic at its core. The new IFRS (which will come in three parts over the next year; the next two stages to deal with impairments and the third phase to address hedging rules) has a tough job. Make the rules simpler and it will create loopholes that will be exploited by creative accounting. Close every possible gap and it will result in an accounting standard that puts on weight each year with minor amendments and ends up not understandable.
The attempts at simplification are honourable. We’ll wait to see with interest how well they work. But well done to the IASB for keeping calm in the global financial crisis that many commentators blamed the accountancy profession for making much worse. They were under huge pressure to make change and they appear to have done a good job in the time they had available.
https://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.png00Stevehttps://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.pngSteve2009-11-29 19:07:122009-11-29 19:07:12IFRS 9 released. This is a biggie.
British Airways is a big airline and so is Iberia; the flag carrier airline of Spain. Both have experienced considerable difficulties in recent years with the global recession greatly reducing revenues and causing operating losses.
For nearly two years, the two airlines were in discussions about merger, in order to share routes and operating fixed costs. The deal was finally announced in mid November 2009.
The deal is that the two airlines will fuse to create a new business with the working name of Topco. Topco’s capital will be 55% owned by BA’s shareholders and 45% by Iberia’s shareholders. The board will meet in Spain and the CEO of BA will become the CEO of the new business.
For accounting purposes, mergers don’t exist. There is always an acquirer and an acquiree; respectively being the controlling party and the controlled. In this situation, we accountants see it that BA has just done a deal to acquire a new subsidiary, called Iberia. Assuming that Iberia’s shareholders agree to sell. And before that happens, there’s the minor issue of BA’s huge deficit on its defined benefit pension scheme to sort out. IAS 19 produces some deeply unattractive pension liabilities on BA’s statement of financial position.
https://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.png00Stevehttps://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.pngSteve2009-11-22 19:03:022009-11-22 19:03:02BA and Iberia to merge. Except not.
General Motors has had a difficult time of late, but things appear to be getting better. Dogged by poor sales in its core US market, it was forced to raise cash by drastic means. This involved agreeing the sale of its European subsidiaries (Opel and Vauxhall). The sale of both to a consortium including Russian banks and Canadian car spares manufacturers. There were legal formalities to complete, but the deal had been announced, largely supported by the German government and looked certain to go through.
At the start of November 2009, it was announced that the board of General Motors had met after a mammoth session and decided not to do the deal to sell its European businesses. The environment for GM had improved more rapidly than expected and a sale no longer looked necessary.
A discontinued activity is defined in IFRS 5 paragraph 32 as a separate business unit that (a)represents a separate major line of business or geographical area of operations,(b)is part of a single co-ordinated plan to dispose of a separate major line of business or geographical area of operations or(c)is a subsidiary acquired exclusively with a view to resale. Vauxhall/Opel sounds like it would fit this definition. It may have been presented as a discontinued activity after being reclassified as held for sale.
It’s unusual for a volte face this big to happen, but it occasionally does. It can produce odd effects in profit, as items are written down to expected sales value and then reclassified at their previous carrying value.
https://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.png00Stevehttps://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.pngSteve2009-11-15 18:13:032009-11-15 18:13:03When is a discontinued activity not a discontinued activity?
Everybody is calling it a merger, but do mergers really exist? And from what date does the combination happen?
Key aspect 1: Determining if IFRS 3 applies and identifying the acquirer.
IFRS 3 applies only to combinations as a result of which an entity (identified as “the acquirer”) obtains “control” of “the acquiree”. Is that the case?
Yes: Xerox is set to acquire 100% of ACS, with ACS expected to “continue to operate as an independent organisation” (branded “ACS, a Xerox Company”) and with Lynn Blodgett (ACS CEO) reporting to Ursula Burns (Xerox CEO).
Key aspect 2: Determining the acquisition date
IFRS 3 requires the combination to be acquisition accounted for at the date when control is obtained. Is the “acquisition date” determinable based on released information?
Not quite: the agreement was signed by the two boards on 28.09.09, but the transaction is “expected to close” by the end of Q1-2010.
Key aspect 3: Recognising and measuring the consideration transferred
IFRS 3 requires consideration transferred to be fair valued at acquisition date, with any transaction costs being expensed and not included as part of the consideration. How does it work in the case?
Xerox is set to pay $18.6 in cash and issue 4.9 shares in exchange of 1 ACS share. Considering share prices on the eve of the deal being announced, such consideration would have amounted to $6.2 billion. However, due to the subsequent fall in Xerox’ share price , the fair value of the agreed consideration went down to $5.5 billion. By the “acquisition date”, the fair value of this consideration may again vary. As to the costs of issuing the new shares raising the $3 billion expected to be needed to finance the deal, IFRS 3 would want them expensed in acquirer’s books and NOT considered as part of the consideration paid (and, therefore, potentially capitalised as goodwill).
https://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.png00Stevehttps://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.pngSteve2009-11-04 18:09:132009-11-04 18:09:13Xerox Corporation and Affiliated Computer Services (BPO world leader) unveil planned new business combination
A few accounting standards arguably have an unfortunate tendency to exaggerate the economic cycle. During a time of economic downturn, the chances of a company having impaired assets is increased. This has the unfortunate effect of taking poor trading results and augmenting them with impairment losses. In other words, accounting conventions take a bad situation and make it worse.
Or so some people would say.
Some financial instruments are also shown at fair value. Fair value is primarily decided by reference to market values. During a slump, this also makes reported results worse.
The argument advanced by many is that we ought to amend accounting standards to introduce some sort of dampening effect – requiring companies to impair assets or make provisions during times of boom and release these provisions during a slump. This, it is argued, is only the equivalent of making hay while the sun shines.
There’s only one problem with this idea of “dynamic provisioning”. Mostly, it flies in the face of the definition of a liability in the Framework. Also, it’s precisely the opposite of what IAS 37 and IFRS 4 (insurance contracts) aimed to do. Fiddling with the accounts to save people from unjustifiable optimism and excessive, groundless pessimism might be politically popular in the current market turbulence, but arguably it would only reduce the reliability of financial reporting in the long term. Investors ought to be smart enough to use other information provided to them, such as the statement of cash flows, before reaching judgement on the desirability of a company’s shares.
We hope that the IASB stick to their guns and resist the pressure to codify creative accounting and massaging figures by bogus provisions. We’re confident that they will.
https://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.png00Stevehttps://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.pngSteve2009-10-14 18:14:492009-10-14 18:14:49Are accountants to blame for the global crisis?
Deferred tax assets are only assets if they are expected to generate an inflow of benefits. In the current environment, impairments are hurting lots of companies; one of the World’s most high profile electronics giants included.
In January 2009, Hitachi Corp (New York and Tokyo listed) issued a statement aimed at warning capital markets about group’s intention to book a valuation allowance in the amount of 200 Yen billion against its deferred tax assets as at 31/03/09.
IAS 12 requires recognition of deferred tax assets (that is, “receivables” due from the tax authorities, as arising from the temporary deductible differences between the accounting and the tax bases of reporting entity’s assets and liabilities as at the reporting date) only if the reporting entity can prove recoverability of such assets, in the form of tax savings by reducing taxes payable in the future. This is done by deducting calculated temporary deductible differences at the current reporting date from future expected taxable profits. If such future profits can no longer be reliably foreseen (and that is supposed to happen pretty often in economic downturn times, as it was with Hitachi’s case), any previously recognised deferred tax assets are impaired, with the consequent adverse effect on the entity’s reported net income for the year. This makes bad times worse, as disappointing profits are made worse by tax asset write-offs. Ouch.
As the columnist Paul Davis put it in the one of the September 2009 issues of the “American Banker” magazine, “’Deferred Tax Assets’ May Be Next Bottom-Line Hit”
https://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.png00Stevehttps://www.theexpgroup.com/wp-content/uploads/2018/06/styleguide-EXP-4.pngSteve2009-08-19 19:01:112009-08-19 19:01:11Hard times for deferred tax
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