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Intermediate Accounting Volume 2, Seventh Canadian Edition Solution Manual

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    Chapter 1 2 : Financial Liabilities and Provisions Case 12 - 1 Ski Incorporated 12 - 2 Prescriptions Depot Limited 1 2 - 3 Camani Corporation Suggested Time Technical Review TR12 - 1 Financial liabilities and provisions (IFRS) ...... 10 TR12 - 2 Financial liabilities and provisions (ASPE) ..... 10 TR 12 - 3 Provision, measurement ................................ ... 10 TR12 - 4 Guarantee ................................ ......................... 10 TR 12 - 5 Provision, warranty ................................ .......... 5 TR12 - 6 Foreign currency ................................ .............. 5 TR 12 - 7 N ote payabl e ................................ .................... 5 TR 12 - 8 Discounting, note payable ................................ 10 TR12 - 9 Discounting, provision ................................ ..... 10 TR 12 - 10 Classification liabilities ................................ .... 10 Assignment A 12 - 1 Common financial liabilities ............................ 10 A 1 2 - 2 Common financial liabilities: taxes ................. 20 A 1 2 - 3 Common financial liabilities: taxes ................ 2 0 A 1 2 - 4 Foreign currency payables (*W) ...................... 1 0 A 1 2 - 5 Common financial liabilities and foreign currency 25 A 12 - 6 Provisions ................................ ......................... 20 A 1 2 - 7 Provisions (*W) ................................ ............... 20 A 1 2 - 8 Provisions ................................ ......................... 20 A 1 2 - 9 Provision measurement ................................ .... 15 A 12 - 10 Provision measurement ................................ .... 15 A 12 - 11 Provisions; compensated absences .................. 15 A 12 - 12 Provisions; war ranty ................................ ........ 15 A 12 - 13 Provisions; warranty ................................ ....... 20 A 12 - 14 Provisions; warranty ................................ ....... 25 A 1 2 - 1 5 Discounting; no - interest note ........................... 15 A 12 - 16 Discounting; low - interest note (*W) ............... 20 A 1 2 - 17 Discounting; low - interest note ......................... 20 A 12 - 18 Discounting; provision ................................ ..... 15 A 12 - 19 Discountin g; provision ................................ ..... 25 A 12 - 20 Discounting; provision ................................ ..... 25 A 12 - 21 Classification and SCF ................................ ..... 20 A 12 - 22 SCF ................................ ................................ .. 2 0 A 1 2 - 2 3 Liabilities - ASPE ................................ ........... 10 A 12 - 24 Liabilities - ASPE (*W) ................................ ... 20 A 12 - 25 Liabilities - ASPE ................................ ............ 2 0

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    *W The solution to this as signment is on the text website, Connect. The solution is marked WEB.

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    Cases Case 12 - 1 Ski Incorporat ed To: Members of Board of Directors From: Accounting Advisor Overview Ski Incorporated (SI) is a public company therefore you are using IFRS. The bank loan has a minimum current ratio so you will need to be careful and watch for any impacts on the ratio. You have had a tough year this year with a taxable loss so the bank financing is critical to your operations. Management will be concerned with their bonus based on net income but this will not be a concern this year with the taxable loss since there will not be any bonus. Issues 1. Taxable loss 2. Revenue recognition memberships 3. Revenue recognition guests 4. Special promotions 5. Coupons 6. Dealer Loan 7. Lawsuit 8. Lease 9. Gasoline storage tanks Analysis and Recommendations 1. Taxable loss SI had a taxable loss of $400,000 in 20X5. Since this is the first ever taxable loss the loss would be carried back for up to three years to recover past taxes paid at the tax rates in those years. Usually you would want to go back three years first so that if you incur another loss next year you can still go back to the other two years if there is taxable income remaining. This will result in an income tax receivable which will increase current assets and have a positive impact on your current ratio. 2. Revenue recognition memberships The contract with the customer is for the membership in the club. This would be a written agreement between the member and SI. There is one performance obligation , the promised service is membership in the ski club. There is no transfer of the service until

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    the membership is provided. The contract price is $10,000. The non - refundable deposit is an advance payment towards this initiation fee and is part of the overall transaction price. The performance obligation for the initiation fee is satisfied over the period of time that the member belongs to the club. The $10,000 would be recognized over the average period a member belongs. There should be enough historical data available to come up with a reasonable estimate. There would be no cash collection risk since the amount is paid upfront. The annual fee is a written agreement between the member and SI. There is again one performance obligation the service for this year. The fee o f $2,000 is the total contract price and is received in 20X5 for the 20X6 ski season. This would be unearned revenue when received. Assuming the ski season goes from Dec 1 until March 31 $500 would be recognized in 20X5 and the remainder in 20X6 which would be the period in which the service is performed. There would be no cash collection risk since the amount is paid upfront. 3. Revenue recognition guests The contract with the guest is the written contract when they receive the ticket to ski not when the reservation is made since this reservation could be cancelled . The performance obligation is the right to ski that day. The overall contract price is the price of the ski ticket. The performance would be the right to ski on that day. There is no cash collection risk since the guest pays by credit card when they purchase the ticket. 4. Special promotions The contract with the customer is the written contract when they receive the ticket and the right to a future lesson. There are two separate performance obligations the right to ski and the right to the lesson. The total contract price is $100. This price would need to be allocated to the two separate performance obligations based on their relative fair value. Fair value ski pass 80 = 61.5% x 100 = $61.50 Fair value lesson 50 = 38.5% x 100 = $38.50 Total fair value 130 The $61.50 for the ski pass the performance obligation would be satisfied on the day that they ski. For the $38.50 the performance obligation would be satisfied on th e day they take the lesson. There would be no cash collection risk assuming a credit card is used to purchase the special pass. 5. Coupons It must be determined if an economic loss would occur for the coupons. The coupons are for $5 and the price of a ski pass is $80. This is a minor amount compared to the price of the ski pass so SI would still be selling the ski pass at a profit. Therefore, the coupons should only be recognized as a cost when they are redeemed.

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    6. Dealer Loan The manufacturer of the ski lift has provided a 0% interest loan. This is often referred to as a dealer loan. The loan is either measured in FVTPL or other liabilities. Most liabilities are measured in other liabilities and since there is no mismatch I recommend this loan be recorded in other liabilities. SI is required to record the loan at fair value using the market rate of interest which would be their incremental borrowing rate of 8%. Therefore, the loan would be recorded at $2.5 million (2 periods, 8%) = $2,143,350. The loan would then be amortized using the effective interest method and interest expense of $171,468 would be recorded in 20X5. This would not impact the current ratio in 20X5 because the full amount would be presented as long term. 7. Lawsuit It must be determined if the lawsuit is probable and if the amount can be measured. The Board has decided to settle the lawsuit therefore it is probable there will be a payment. The amount will be based on managements best estimate. Since there is a range this would be the midpoint of the range or $250,000 should be accrued as a provision . In addition, there would be note disclosure on the details of the lawsuit. This liability would be current if the payment is made next year which would have a negative impact on the current ratio. 8. Lease The lease would be an onerous contract since the costs exceed the benefits since the leased property will not be used by SI. A provision should be set up for the $10,000 – 5,000 = $5,000 x 24 months = $120,000. The current portion of the provision would have a negative impact on the current ratio. 9. Gasoline storage tanks The gasoline storage tanks would be set up as an item of property, plant and equipment and depreciated over the 15 years. The costs to remove the tanks would be a legal obligation and would need to be set up as a decommissioning provision. The provision would be set up at the present value of the $2.5 million. The PV would be $2.5 million (15 periods, 8%) = $788,100. This amount would be debited to the gasoline storage tanks and credited to the provision. Since the life of the storage tanks and the decommission provision are the same the $10,788,100 would be depreciated over the 15 years which would be $ 719, 207 of depreciation expense in 20X5. Interest expense of $63,048 would also be recognized in 20X5 which would increase the decommissioning provision. The asset would be a long term asset and the decommissioning provisions would be a long term liability so t his would not impact the current ratio.

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    Case 12 - 2 Prescriptions Depot Limited Overview Prescriptions Depot Limited (PDL) is a large private company with revenues of $5.4 billion and earnings of $295 million. The company complies with IFRS, and is contemplating a public offering in the medium term. GAAP compliance is therefore important. Reporting objectives are to report growth in sales, especially year - over - year same - store sales growth, and stable earnings. Because of possible analyst interest, sales measurement is of critical importance. Ethical reporting choices are critical, given the possibility for increased scrutiny in the future; sudden changes in accounting policy at a later date may not be viewed with favor by analysts. R eporting objectives are meant to support a public offering. Issues 1. Loyalty points program 2. Decommissioning obligation s 3. Cash refund program 4. Coupon program Analysis and recommendations 1. Loyalty points program PDL operates a loyalty points program, which will impact on the measurement of sales revenue, important for analysts. Currently, a sale transaction with point value attached is recognized as a sale entirely in the current period. An expense and liability for the cost – not sales value – of goods to be redeemed in the future is recognized in the same time period as the sale. This policy maximizes the sales value recorded with the initial transaction. It does not reflect the substance of the transaction, though, which is that PDL has rendered multiple deliverables in sale: both the initial sale, and the subsequent sale based on points value are being sold. Accordingly, PDL must consider an alternate approach to its loyalty point program: 1. The sale in the store is a contract with the customer but there are two separate performance obligations. There is the sale of the goods now and the future redemption of points. This loyalty program provides the customer with a material right. On a sale that involves issuance of points, the consideration received must be all ocated between the sale of the product and the points on a

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    relative stand alone basis. The v alue of points to be redeemed in the future is recorded as unearned revenue. 2. As is now the case, ca reful measurement of the amount - unearned revenue, now - includes analysis of redemption , bonus offers , breakage, expiry, and the like. 3. Whe n points are redeemed, the sales value of the redemption transaction is recorded as sales revenue and cost of goods sold reflects the merchandi s e purchased. This approach defers sales revenue and gross profit to later periods. As a result , current earning s (and sales) are lower, but future periods show higher sales and earnings. Trends may be affected. Analys ts will react better to accurate information, and ther e is time for this to be assessed since plans to offer share s to the public are described as “medium term”. 2. Decommissioning obligation PDL has an obligation to remove its customized, specialized pharmacy installations in leased premises. This is a future obligation based on a past action, and represents a provision in the financial statements. It is not now recorded. This is essentially a decommissioning obligation , and standards require recognition. Accordingly, PDL must estimate the cost to restore premises, removing the custom set - up. PDL must also estimate when restoration is likely to happen; lease renewal must be assessed. Finally, a borrowing rate for the appropriate term and amount must be estimated, and a discounted liability calculated. The discounted liability is recognized as an asset and a liability. The asset is depreciated over the life of the leased premises. Interest is accrued annually on the liability. These two charges will decrease earnings, but represent appropriate accounting measurement. Note also that estima tes must be revised, and any changes in estimate are reflected in a revised present value and asset balance. 3. Cash refund program The cash refund program is now accounted for when the refund takes place, recording a reduction to cash and a reduction to sales. Since the promotion involves a cash refund, an obligation exists to pay cash in the future, based on a past transaction.

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    If there was a refund period open over the end of a reporting period, this accounting policy would not capture the obligation to provide refunds. That is, if the six week documentation window were open, after a given promotion, there would be refunds to be made bas ed on recorded sales of the period. This ob ligation to provide refunds would not be reflected in the financial statements. Therefore, PDL must estimate the extent of cash refunds waiting to be filed and record th em as a liability when the promotion weekend ends. Estimates can be based on past practice. The amount refunded to customers should be reported as a sales discount (a contra - sales account) , not as a direct decrease to sales. It should also not be recorded as a promotion expense, as it is a reduction in sales value. Recording the amounts as a sales discount is preferable to di rectly reducing sales, because it may help preserve information about the extent of program use for inter nal tracking . Analyses of sales trends may focus on net sales, so this accounting treatment may not improve sales trends, a corporate reporting objective . The policy will record refunds earlier, and may decrease earnings in the short term. Over time, there will be no cumulative difference to earnings. 4. Coupon program The coupon program is now accounted for by recording sales at the amount of cash received from customers. PDL then reduces inventory – and thus cost of goods sold - for manufacturer rebates given for coupons redeemed. (i.e., debit accounts payable, and credit inventory which becomes cost of goods sold). This has the correct impact on gross profit (give or take some timing issues of inventory sale), but understates sales. Since PDL is increasingly concerned with correct measurement of sales, the accounting policy for coupons must be revisited. The correct treatment: 1. Sales is measured at the retail price, regardless of whether the value is received from customers ($20,000, in the case exa mple) or from the manufacturer in the form of coupons ( $5,000). The coupons are in essence an account receivable, used to reduce an account payable. 2. Merchandise is recorded at the invoice cost ($98,000) not the amount of cash paid ($93,000). Using the existing accounting policy, sales are recorded at $20,000, and cost of goods sold (for many products, one assumes) at $93,000. With the revised system, sa les are $ 25,000 and cost of go ods sold is $98,000. There is no overall change to earnings, but sales are more accurately stated, which is preferable for PDL.

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    Conclusion Any company with an eye on public markets must carefully assess its reporting practices and ensure appropriate accounting is followed. PDL has several policies, for loyalty points, cash refunds and coupon transactions that impact on reporting of sales and timing of earnings. In addition, they have unrecorded decommissioning obligation s. Appropriate accounting demonstrates the ethical commitment of management.

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    Case 12 - 3 Camani Corporation Overview Camani Corporation has been negatively affected by economic conditions, and the 20X3 financial results are under particular scrutiny to determine the viability of the existing strategic model. The executive team will receive a “return to profitability” bonus if 20X3 earnings are positive. Under these circumstances, there is obvious pressure to shade reporting policies and estimates to support higher earnings. There are significant ethical pressures on all stakeholders in the company, but especially management. Issues 1. Calculate cash from operating activities, based on current draft financial statements. 2. Analyse reporting implications of identified estimated financial statements elements: legal issues, depreciation policy, technology contract, inventory valuation, restructuring and environmental liability. 3. Re - calculate cash from operating activities, based on revised financial statements Analysis and conclusions 1. Cash flow from operating activities, existing draft financial statements Exhibit 1 shows that cash flow from operating activities is a negative, at ($1,721). Earnings of $1,535 reflect cash flows of ($800), and dividends on common shares are another ($921). The negative operating cash flows are caused by large build - ups in account receivable and inventory. The increase in accounts payable and accrued liabilities works to mitigate this, but is not as large as the inventory build - up. This is contrary to a return to profitability implied by positive earnings, and calls into question the declaration of common dividends. 2. Analysis of accounting policies and estimates a. Legal issues The accrual has been made based on one set of expected values, resulting in the accrual of $830. If a different, less optimistic set of probabilities is used, the accrual is $1,110: Total payment (in 000’s) Alternate probability Expected value

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    (000’s) $ 100 0% 0 500 20 $ 100 700 30 210 1,200 30 360 2,200 20 440 $ 1,110 This is an additional liability and expense of $280 (See Exhibit 2). b. Depreciation policy Retaining prior years’ estimates for depreciation amounts would result in $200 additional depreciation. (See Exhibit 2). c. Technology services CC had recorded $1,200 as an estimate for technology services rendered; if the $4,000 contract is considered 45% complete (rather than 30%), another $600 (15%) must be recorded. This is a liability and presumably an expense. (See Exhibit 2). d. Inventory valuation Retaining prior years’ estimates for inventory valuation would result in $775 additional write - down ($3,125 - $2,350.) Note that inventory levels are higher in 20X3, which is not consistent with less need for a valuation adjustment. Much might depend on the state of the economy, though, and a thorough review of the analysis the CC has prepared. (See Exhibit 2). e. Restructuring No accrual has yet been recorded for a restructuring. The plan has not been announced or approved, and the plan is not formal the plan at this stage. Only a formal plan, once communicated, would meet the requirements of a constructive liability. At this stage, recording is premature, and no accrual has been recorded. f. Environmental liability If the liability had been record ed at 5%, rather than 7%, $329 ($400, 4 years, 5%) would have been recorded, rather than $306. Interest would have been $16, not $21 (a $5 difference), and depreciation, over four years, would h ave been $82, rather than $77 ( a $5 difference). These adjustments are minor, and are summarized in Exhibit 2. Effect on financial performance

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    The adjustments indicated by these areas have been included in the revised draft statement of financial position and financial performance shown in Exhibit 3. The statement of earnings now reflects a loss of $320. This would eliminate any return to profitability bonus, and means that the operating strategy of the company needs to be assessed. 3. Cash flow from operating activities, revised draft financial statements The reported loss of $320 is more consistent with the negative cash flow from operating activities. Exhibit 4 shows the revised operating activities section of the SCF. Cash used by operating activities is unchanged, at ($1,721). This demonstrates the reason that many focus on the SCF, since it is unaffected by estimates that underlie earnings measurement. Conclusion Additional information should be requested by the audit committee in each these areas, to gather evidence to support the accrual that has been made, or suggest a more appropriate amount. Since profits are marginal and there is significant incentive for management to show profit in 20X3, very careful evaluation of these areas is warranted.

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    Exhibit 1 Operating activities, SCF Existing draft summarized financial statements Camani Corporation Operating Activities Section of the Statement of Cash Flow Year ended 31 December 20x 3 Operating Activities: Net income ................................ ................................ .......... $1,535 Adjustments for non - cash items: Depreciation ................................ ................................ ....... 3,900 Interest ................................ ................................ ............... 21 5,456 Changes in current assets and current liabilities: Increase in accounts receivable ................................ ......... (3,740) Increase in inventory ................................ ......................... (6,950) Increase in prepaids ................................ ........................... (87) Increase in accounts payable and accrued liabilities ......... 4,521 (800) Cash paid for common dividends ($1,535 + $643 = $2,178 - $1,257) (921) Net cash provided (used) by operations ................................ .... $(1,721) Exhibit 2 Camani Corporation Adjustments based on estimated amounts 1) Expense ($1,110 - $830) ................................ ................................ 280 Accrued liabilities ................................ ................................ .......... 280 2) Depreciation Expense ($4,100 - $3,900) ................................ ....... 200 Plant and equipment (net) ................................ .............................. 200 3) Expense ................................ ................................ ......................... 600 Accrued liabilities ................................ ................................ .......... 600 4) Expense ($3,125 - $2,350) ................................ ............................ 775 Inventory ................................ ................................ ........................ 775 5) None 6) Depreciation expense ($82 - $77) ................................ .................. 5 Asset ($329 - $306) less $5 extra depreciation ................................ 18 Interest expense ($21 - $16) ................................ .......................... 5 Accrued liabilities ($329 - $306) less $5 change in interest .......... 18

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    Exhibit 3 Camani Corporation REVISED Summarized Draft 20X3 Financial Statements REVISED Summarized Draft Statement of Financial Position At 31 December (in 000’s) Assets 20X3 20X2 Cash $ 2,340 $ 1,680 Accounts receivable 16,780 13,040 Inventory ( - $775) 61,145 54,970 Prepaids 542 455 Land 5,860 5,860 Plant and equipment (net) ( - $200 +$18) 19,538 18,650 Other assets 650 290 Total debits $106,855 $94,945 Liabilities Accounts payable and accrued liabilities(+$280 + $600) 48,268 42,867 Long - term debt (+$18) 53,545 46,200 Equity Common shares 5,640 5,235 Retained earnings ($643 - $320 loss - $921 divs) (598) 643 Total credits $106,855 $94,945 REVISED Summarized Draft Statement of Earnings For the year ended 31 December 20X3 Sales revenue $104,910 Cost of goods sold (+$775) (67,005) Depreciation expense (+$200 + $5) (4,105) Operating, administration and marketing (+$280 + $600 - $5) (34,120) Earnings and comprehensive income $ (320)

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    Exhibit 4 REVISED Operating activities, SCF Revised draft summarized financial statements Camani Corporation Operating Activities Section of the Statement of Cash Flow Year ended 31 December 20x3 Operating Activities: Net income (loss) ................................ ................................ ( $320) Adjustments for non - cash items: Depreciation ................................ ................................ ....... 4,105 Interest ................................ ................................ ............... 16 3,801 Changes in current assets and current liabilities: Increase in accounts receivable ................................ ......... (3,740) Increase in inventory ................................ ......................... (6,175) Increase in prepaids ................................ ........................... (87) Increase in accounts payable and accrued liabilities ......... 5,401 (800) Cash paid for common dividends (unchanged) ........................ (921) Net cash provided (used) by operations ................................ .... $(1,721)

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