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Operating Liabilities and Time Value of Money

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FADM Term 1 2018

Session #6:

Operating Liabilities and Time Value of Money


Learning Objectives

  • Understand common types of operating liabilities
  • Account for provisions and contingencies
  • Implement time-value-of-money concepts

Liabilities

A liability is:

  • A present obligation (legal or constructive)
  • Legal obligations are created by contracts. EG: bank loans, arrangements with vendors, rental agreements.
  • Constructive obligation arises if past practice creates a valid expectation on the part of a third party. EG: sales returns, product warranties.
  • Created by a past event (the “obligating event”)
  • Will require an outflow of resources (cash, inventory, labor, etc)
  • Payment is unavoidable
  • The amount can be estimated reliably

OPERATING Liabilities

Operating liabilities

  • Arise from the company’s operating cycle
  • Are not related to financing or financing-associated costs and obligations
  • Are typically interest-free

Current operating liabilities are due within one year

  • Accounts payable
  • Accrued expenses (provisions) eg: wages payable, taxes payable, etc.
  • Unearned revenues
  • Customer deposits
  • Current deferred income tax liabilities

Long-term operating liabilities are due beyond one year

  • Warranty provision
  • Pension liabilities
  • Long-term deferred income tax liabilities

Deferred Revenue

Obligation created by “past event” involving a customer
BUT where revenue has
not yet been earned.

Examples of Deferred (Unearned) Revenue

  • Cash deposits from customers
  • Advance billings on contracts
  • Subscriptions

Example: On 1 January, 2018 Wall Street Journal receives $18,000 cash from customers for journal deliveries during calendar year 2018. How should WSJ record the cash received? What monthly adjustment should be made during 2018?

Cash

Non-cash Assets

Liability

Equity

Revenue

Expense

Net Income

1/1/18

18,000

18,000
Def. Rev

Monthly

(1,500)
Def. Rev

1,500
Ret. Earn.

1,500

1,500

Provisions: Liabilities of Uncertain Timing or Amount

Must recognize a PROVISION on the BS and IS if, and only if:

  • A present obligation exists
  • The obligating event creates an unavoidable legal or constructive obligation
  • Payment is more likely than not (probability of future payment >50%)
  • The amount can be estimated reliably

Measuring provisions  

  • Recognize the “best estimate” of the amount required to settle the obligation
  • Use discounted present value if doing so is material
  • Best estimate depends on the nature of the obligating event:
  • One-off events (restructuring, environmental clean-up, lawsuits) are measured at the most likely amount
  • Large population events (warranties, customer refunds) are measured at a probability-weighted expected value.

Contingent Liabilities and Assets

Contingent liabilities

  • Payment is possible (probability of future payment < 50%)
  • Existence will be confirmed by future events that are not wholly within the control of the entity. Example: defendant in litigation where settlement is not probable.
  • NOT RECOGNIZED as a provision on the balance sheet
  • Disclosed in the notes (unless the possibility of payment is remote).

Contingent assets

  • “Possible” assets (probability future benefit < 50%)
  • Existence will be confirmed by future events that are not wholly within the control of the entity. Example: plaintiff in litigation where settlement is not probable.
  • Not recognized as an asset on the balance sheet
  • Disclosed in the notes when it is more likely than not (>50%) that an inflow of benefits will occur.

Provisions and Contingencies

A retail store has a long-standing policy of allowing customers to return goods within 30-days. Historical data show that about 5% of sales are returned.  Sales for March were $87 million and the company has a gross margin of 42%.

Cash

Non-cash Assets

Liability

Equity

Revenue

Expense

Net Income

2.52
Inventory

4.35
Sales Returns

(1.83)
Ret. Earn

(4.35)

2.52
COGS

(1.83)

 This assumes that the returned product can be resold. If not, the COGS / Inventory adjustment would not happen. 

A pharmaceutical firm faces a class-action lawsuit that involves over 100,000 plaintiffs. Company lawyers believe that the court will likely dismiss the suit but that a settlement would be approximately $10,000 per plaintiff.

NO entry because the future cash outflow is not likely. Firm will disclose only.

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