Saturday, April 30, 2016

Accounting for Living Animals: IAS 16 or IAS 41 Illustrative Problem

MEOW Philippines Corporation formed a joint venture with TIGERWORLD Africa, the largest wild cat park in the world, to create TIGERWORLD Philippines that will be located in Palawan. MEOW purchased 25 tigers from TIGERWORLD Africa. Each tiger costs P 2,000,000.

These wild cats were all approximately five years old at the time of purchase and have an expected total lifespan of 25 years. Meow also paid P 750,000 for marine insurance, P 1,500,000 for veterinary costs, and P 5,000,000 to transport the animals from to Palawan.

MEOW also purchased a 15-hectare land for P 20,000,000 and spent P 10,000,000 to create the exhibit, which is expected to last 30 years and have no salvage value.


How should the company account for the foregoing costs / expenses?


Note: See the Next post for the complete solution and discussion.
http://theaudituniverse.blogspot.com/2016/05/accounting-for-living-animals-ias-16-or.html

Monday, April 25, 2016

Accounting for Bearer Plants Answer to the Illustrative Problem

SOLUTIONS AND DISCUSSIONS:

[See Accounting for Bearer Plants: Illustrative Problem]

In June 2014 the IASB amended the scope of IAS 16 to include bearer plants related to agricultural activity. This amendments are mandatory effective starting January 1, 2016.

IAS 16.6 defines a bearer plant as a living plant that is: (1) is used in the production or supply of agricultural produce; (2) is expected to bear produce for more than one period; and (3) has a remote likelihood of being sold as agricultural produce, except for incidental scrap sales.

Under IAS 16, bearer plants will be measured initially at COST. Subsequently, these items will be measured using either Cost Model (cost less any accumulated depreciation and any accumulated impairment losses) or Revaluation Model (Revalued amount less any subsequent accumulated depreciation and subsequent accumulated impairment losses), depending on the entity’s accounting policy.


The following chart summarizes the accounting treatment on Living Plants:

Thus, using the amendments to IAS 16 and IAS 41, the following entries shall be provided by the RENATA DE COCO CORPORATION for the year 2016:






















Sunday, April 24, 2016

Accounting for Bearer Plants: Illustrative Problem

RENATA DE COCO Corporation is engaged in the production of coconut water concentrate, virgin coconut oil, and coconut milk. On January 2, 2016, the entity purchase a 15-hectare coconut plantation in Davao City, Philippines. The costs associated with this acquisition are as follows:


It is expected that these coconut trees will provide fruits for 12 years. On the reporting date (December 31, 2016) the company conducted an assessment and found no any signs of deterioration in value.

How should the company account for the coconut trees applying the Amendments to IAS 41 Agriculture and IAS 16 Property Plant and Equipment on bearer plants during 2016?


Note: See the Next post for the complete solution and discussion

Saturday, April 23, 2016

Master of Science in Accountancy (MSA)

Master of Science in Accountancy is a graduate program designed to enhance the skills and knowledge of Accountancy Graduates. Furthermore, this program is built upon the critical thinking and technical skills needed to analyze and resolve complex accountancy issues and provide for depth and breadth in the accounting discipline otherwise not attainable in the undergraduate or MBA.

This program prepares individuals for professional certifications beyond the CPA title, such as Certified Internal Auditor (CIA), Certified Fraud Examiner (CFE), Certified Information Systems Auditor (CISA), Certified Financial Services Auditor, Certified Government Auditing Professional (CGAP), and Certified Management Accountant (CMA).


Currently, there are only 8 schools in the Philippines that offer Master of Science in Accountancy.


Full IFRS vs IFRS For SMEs: Investment in Associates

IAS 28 versus Section 14



DISCLAIMER:

All IFRSs mentioned this blog post were provided for EDUCATIONAL PURPOSE ONLY. “International Accounting Standards” and “International Financial Reporting Standards” "IFRS" and "IFRS for SMEs" are Trade Marks of the IFRS Foundation. All copyrights and trademarks belong to the IFRS Foundation.

Full IFRS vs IFRS For SMEs: Borrowing Costs

IAS 23 versus Section 25
DISCLAIMER:

All IFRSs mentioned this blog post were provided for EDUCATIONAL PURPOSE ONLY. “International Accounting Standards” and “International Financial Reporting Standards” "IFRS" and "IFRS for SMEs" are Trade Marks of the IFRS Foundation. All copyrights and trademarks belong to the IFRS Foundation.

Full IFRS vs IFRS For SMEs: Investment Property

IAS 40 versus Section 16


DISCLAIMER:

All IFRSs mentioned this blog post were provided for EDUCATIONAL PURPOSE ONLY. “International Accounting Standards” and “International Financial Reporting Standards” "IFRS" and "IFRS for SMEs" are Trade Marks of the IFRS Foundation. All copyrights and trademarks belong to the IFRS Foundation.

Full IFRS vs IFRS For SMEs: Financial Statements



IAS 1 versus Sections 4-8


DISCLAIMER:

All IFRSs mentioned this blog post were provided for EDUCATIONAL PURPOSE ONLY. “International Accounting Standards” and “International Financial Reporting Standards” "IFRS" and "IFRS for SMEs" are Trade Marks of the IFRS Foundation. All copyrights and trademarks belong to the IFRS Foundation.

Corporate Social Responsibility: An Overview

Few decades ago, many corporate executives have struggled with the issue of the firm’s responsibility to society. Some argued that the only “responsibility” of a corporation is to make money and increase the shareholder value. In other words, corporate financial responsibility has been its bottom line driving force.
However, in the last two decades, a movement defining broader corporate responsibilities – for the environment, for local communities, for working conditions, and for ethical practices – has gathered momentum and taken hold.
This new driving force is known as corporate social responsibility (CSR). CSR is oftentimes also described as the corporate “triple bottom line”– the totality of the corporation’s FINANCIAL, SOCIAL, and ENVIRONMENTAL performance in conducting its business.
However, there is no agreed definition of CSR. This raises the question as to what exactly can be considered to be corporate social responsibility. So, what is Corporate Social Responsibility?
According to Sir Geoffrey Chandler, CSR generally refers ”to transparent business practices that are based on ethical values, compliance with legal requirements, and respect for people, communities, and the environment. Thus, beyond making profits, companies are responsible for the totality of their impact on people and the planet.”.

VIEWS ABOUT CORPORATE SOCIAL RESPONSIBILITY

CORPORATIONS ARE PART OF SOCIETY
Archie B. Carroll, one of the early CSR theorists, states that  “the social responsibility of business encompasses the economic, legal, ethical, and discretionary expectations that society has of organizations at a given point in time.” In 1991, Carroll introduced his Pyramid of CSR:

PROFIT IS ALL THAT MATTER
Equally some people are more cynical in their view of corporate activity.
Peter Drucker had the opinion that: “business turns a social problem into economic opportunity and economic benefit, into productive capacity, into human competence, into well-paid jobs, and into wealth.
 CSR IS CONDITIONAL
Lance Moir, an educator and author, states that: “whether or not business should undertake CSR, and the forms that responsibility should take, depends upon economic perspective of the firm that is adopted.”

DRIVING FORCES OF CORPORATE SOCIAL RESPONSIBILITY

INCREASE AFFLUENCE – CSR becomes more relevant as economies grow and stabilize. Therefore, the greatest attention to CSR is found in developed countries. Stable work and security provide the luxury of choice and socially responsible activism. No such luxury exists when basic needs are in question.
ECOLOGICAL SUSTAINABILITY – Perhaps the most obvious and most talked about of the drivers, concerns over pollution, waste, natural resource depletion, climate change and the like continue to fuel the CSR discussion and heighten expectations for proactive corporate action. After all, it is in the best interest of firms to protect for the sustainable future the long-term availability of the resources on which they depend.
GLOBALIZATION – Globalization has had considerable impacts. First, the increased wealth and power of multinational corporations has led to questions on the decreased authority of the nation-state, especially in developing areas. Further, cultural differences have added to the complexity of CSR as expectations of acceptable behavior vary regionally. With increased power comes increased responsibility and globalization has fueled the need to filter all strategic decisions through a CSR lens to ensure optimal outcomes for diverse stakeholders.
FREE FLOW OF INFORMATION – Through the Internet and other electronic mediums the flow of information has shifted back to the stakeholders, especially in the case of three important groups: consumers, NGOs and the general media. Easily accessible and affordable communication technologies have permanently changed the game and only truly authentic and transparent companies will profit in the long term.
POWER OF THE BRAND – Brands are today the focal point of corporate success and much of the health of the brand depends on public perception of the corporation. In other words, reputation is the key and honest CSR is a way to protect that reputation and therefore the brand.

STAGES OF CORPORATE SOCIAL RESPONSIBILITY



In the defensive stage, the company is faced with often unexpected criticism, usually from civil activists and the media but sometimes from direct stakeholders such as customers, employees, and investors. The company’s responses are designed and implemented by legal and communications teams and tend to involve either outright rejections of allegations (“It didn’t happen”) or denials of the links between the company’s practices and the alleged negative outcomes (“It wasn’t our fault”).
At the compliance stage, it’s clear that a corporate policy must be established and observed, usually in ways that can be made visible to critics (“We ensure that we don’t do what we agreed not to do”).
At the managerial stage, the company realizes that it’s facing a long-term problem that cannot be swatted away with attempts at compliance or a public relations strategy. The company will have to give managers of the core business responsibility for the problem and its solution.
A company at the strategic stage learns how realigning its strategy to address responsible business practices can give it a leg up on the competition and contribute to the organization’s long-term success.
Ultimately, many companies recognize the importance of getting other companies to follow their lead. They may promote participation by other firms in their industries, endorsing the principle that the public is best served through collective action.
Note: Originally prepared as a presentation material for GMB 711. GMB 711 is a core subject for  Master of Science in Accountancy  and Master in Business Administration Programs at University of the East Graduate School (Manila, Philippines)
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REFERENCES

Aras, G and Crowther D., Corporate Social Responsibility, 2008 ISBN 978-87-7681-415-1

Carroll, A., The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders, Business Horizons, July-August 1991

Catalyst Consortium, What is Corporate Social Responsibility? 8 Questions and Answer, July 2002.

Martincik, D. and Polivka, M. Contribution Of Corporate Social Responsibility To The Shareholdervalue: Experimental Perspective, Ekonomika a mangement.

Sharma, A and Kiran, R., Corporate Social Responsibility: Driving Forces and Challenges, International Journal of Business Research and Development Vol. 2 No. 1, pp. 18‐27 (2013).

Five Driving Forces of Corporate Social Responsibility, http://www.triplepundit.com/2011/05


Comparative Analysis of Corporate Governance Models

According to Professor Kenneth Scott of Stanford Law School, “corporate governance includes every force that bears on the decision-making of the firm. That would encompass not only the control rights of stockholders, but also the contractual covenants and insolvency powers of debt holders, the commitments entered into with employees, customers and suppliers, the regulations issued by governmental agencies, and the statutes enacted by parliamentary bodies.” (March 1999)
The corporate governance structure of corporations in a given country is determined by several factors: the de facto realities of the corporate environment in the country; each corporation’s articles of association; and the legal and regulatory framework outlining the rights and responsibilities of all parties involved in corporate governance.
Different models of corporate governance differ according to the variety of capitalism in which they are embedded. In each country, the corporate governance structure or model has certain attributes or essential elements, which separate it from the structures of other countries. Currently, researchers have identified three widely accepted types of corporate governance structures developed in capital markets. These are the Anglo-American model, the Japanese model, and the German model:

Note: Submitted as a requirement for GAC 731. GAC 731 Internal Audit Theory and Practice is a major subject for  Master of Science in Accountancy Program at University of the East Graduate School (Manila, Philippines)

Effective Dates: New IFRS Standards & Amendments




DISCLAIMER:
All contents of this blog post are provided for EDUCATIONAL PURPOSE ONLY. “International Accounting Standards” and “International Financial Reporting Standards” are Trade Marks of the IFRS Foundation. All copyrights and trademarks belong to the IFRS Foundation.