Consolidated Cash Flow Statement First Year
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Hedge Accounting FBS 2013 USER CONFERENCE
9/12/2013 Hedge Accounting FBS 2013 USER CONFERENCE Purpose of a Hedge • Provide a change in value of the hedging instrument in the opposite direction of the hedged item. • For tax purposes, the gains or losses on from hedging activities are recognized when hedges are lifted • For accounting purposes, hedging gains/losses are recognized in the period the gains or losses occur – Hedging is consider normal business operation so should be matched to gross revenue and expense 1 9/12/2013 What is Hedging? • Hedging is a risk management strategy that attempts to offset price movements of owned assets, planned production of a commodity or good, or planned purchases of commodity or good against a derivative instrument (which generally derives its value from an underlying physical commodity). • It is not an attempt to make money in the futures and options markets, but rather an attempt to offset price changes in the cash market, thereby protecting the producers net income. What is Not Hedging? • Speculation – Taking a futures or options position in a commodity not owned or produced. – Taking the same position in the futures or options market as exists (or will exist) on the farm. • Forward contracts – Fixed price, delayed or deferred price contracts, basis contracts, installment sale contracts, etc. 2 9/12/2013 Tax Purposes • May be different from GAAP • An agricultural producer normally reports hedging gains or losses when the hedge is closed (similar to GAAP). • However, if the producer meets certain requirements, they can elect to report all hedging gains and losses on a mark- to-market basis (i.e. -
Webinar Small Business Playbook for Effective Cash Flow Forecasting Pretty Books Learning Lab 2 03/2020
Webinar Small Business Playbook for Effective Cash Flow Forecasting Pretty Books Learning Lab 2 03/2020 Learning Lab Playbook // Cash flow management is vital to all companies, big or small. Establishing good Small Business cash flow forecasting practices provides you with clarity into your money and lets Playbook for Effective you stay ahead of the game. In this learning lab, you will learn the playbook for Cash Flow Forecasting managing cash flow forecasting. Pretty Books Before we begin. 3 03/2020 • Presentation is about 10 minutes. • Email questions after the webinar to: [email protected] • Free 30-Min Office Hour available . • Presentation will be emailed to you. • Cash Flow tool kit is available for download on the resources page of our website. Pretty Books Agenda 4 03/2020 Introduction The Financial ‘Fog‘? The Playbook Summary Questions & Answers Pretty Books Cash flow amidst uncertainty. 5 03/2020 01 How much money do I have? You are required to look Where did my money go? ahead to make decisions 02 now, however, looking out is not so easy. There are 03 How much money do I need? always more questions. Nothing is definite. 04 How long will my money last? Pretty Books Clear the fog! Know your numbers. 6 03/2020 Clear the fog! Know your numbers, get clear with your financials. // Clear the fog! Clearing the ‘fog‘ is something every business does, big or small, crisis or not. This is because the interplay of profit, cash in bank and investment is dynamic. Your goal is to clear out as much of this ‘fog‘ as possible, letting you plan better and make more informed decisions. -
14. Calculating Total Cash Flows
Chapter 2 Lecture Problems 14. Calculating Total Cash Flows. Greene Co. shows the following information on its 2008 income statement: Sales = $138,000 Costs = $71,500 Other expenses = $4,100 Depreciation expense = $10,100 Interest expense = $7,900 Taxes = $17,760 Dividends = $5,400. In addition, you're told that the firm issued $2,500 in new equity during 2008, and redeemed $3,800 in outstanding long-term debt. a. What is the 2008 operating cash flow? b. What is the 2008 cash flow to creditors? c. What is the 2008 cash flow to stockholders? d. If net fixed assets increased by $17,400 during the year, what was the addition to NWC? a. To calculate the OCF, we first need to construct an income statement. The income statement starts with revenues and subtracts costs to arrive at EBIT. We then subtract out interest to get taxable income, and then subtract taxes to arrive at net income. Doing so, we get: Income Statement Sales $138,000 Costs 71,500 Other Expenses 4,100 Depreciation 10,100 EBIT $52,300 Interest 7,900 Taxable income $44,400 Taxes 17,760 Net income $26,640 Dividends $5,400 Addition to retained earnings 21,240 Page 1 Chapter 2 Lecture Problems Dividends paid plus addition to retained earnings must equal net income, so: Net income = Dividends + Addition to retained earnings Addition to retained earnings = $26,640 – 5,400 Addition to retained earnings = $21,240 So, the operating cash flow is: OCF = EBIT + Depreciation – Taxes OCF = $52,300 + 10,100 – 17,760 OCF = $44,640 b. -
IFRS 9, Financial Instruments Understanding the Basics Introduction
www.pwc.com/ifrs9 IFRS 9, Financial Instruments Understanding the basics Introduction Revenue isn’t the only new IFRS to worry about for 2018—there is IFRS 9, Financial Instruments, to consider as well. Contrary to widespread belief, IFRS 9 affects more than just financial institutions. Any entity could have significant changes to its financial reporting as the result of this standard. That is certain to be the case for those with long-term loans, equity investments, or any non- vanilla financial assets. It might even be the case for those only holding short- term receivables. It all depends. Possible consequences of IFRS 9 include: • More income statement volatility. IFRS 9 raises the risk that more assets will have to be measured at fair value with changes in fair value recognized in profit and loss as they arise. • Earlier recognition of impairment losses on receivables and loans, including trade receivables. Entities will have to start providing for possible future credit losses in the very first reporting period a loan goes on the books – even if it is highly likely that the asset will be fully collectible. • Significant new disclosure requirements—the more significantly impacted may need new systems and processes to collect the necessary data. IFRS 9 also includes significant new hedging requirements, which we address in a separate publication – Practical guide – General hedge accounting. With careful planning, the changes that IFRS 9 introduces might provide a great opportunity for balance sheet optimization, or enhanced efficiency of the reporting process and cost savings. Left too long, they could lead to some nasty surprises. -
Preparing a Short-Term Cash Flow Forecast
Preparing a short-term What is a short-term cash How does a short-term cash flow forecast and why is it flow forecast differ from a cash flow forecast important? budget or business plan? 27 April 2020 The COVID-19 crisis has brought the importance of cash flow A short-term cash flow forecast is a forecast of the The income statement or profit and loss account forecasting and management into sharp focus for businesses. cash you have, the cash you expect to receive and in a budget or business plan includes non-cash the cash you expect to pay out of your business over accounting items such as depreciation and accruals This document explores the importance of forecasting, explains a certain period, typically 13 weeks. Fundamentally, for various expenses. The forecast cash flow how it differs from a budget or business plan and offers it’s about having good enough information to give statement contained in these plans is derived from practical tips for preparing a short-term cash flow forecast. you time and money to make the right business the forecast income statement and balance sheet decisions. on an indirect basis and shows the broad categories You can also access this information in podcast form here. of where cash is generated and where cash is spent. Forecasts are important because: They are produced on a monthly or quarterly basis. • They provide visibility of your future cash position In contrast, a short-term cash flow forecast: and highlight if and when your cash position is going to be tight. -
Sinclair Broadcast Group Reports Record 1St Quarter Revenue and Broadcast Cash Flow; Pro Forma BCF up 7%, ATCF Per Share up 35%
Sinclair Broadcast Group Reports Record 1st Quarter Revenue and Broadcast Cash Flow; Pro Forma BCF Up 7%, ATCF Per Share Up 35% BALTIMORE, April 30 /PRNewswire/ -- Sinclair Broadcast Group, Inc. (Nasdaq: SBGI) (the "Company") reported today its financial results for the three months ended March 31, 1997. Total revenues increased to $108.2 million for the three months ended March 31, 1997, from $47.8 million for the three months ended March 31, 1996, or 126.4%. These increases in broadcast revenues were primarily the result of acquisitions consummated by the Company during 1996 (collectively, the "Acquisitions"), and growth in television broadcast revenue. The Super Bowl on FOX was a significant driver of revenue during the quarter. Broadcast cash flow increased to $42.8 million for the three months ended March 31, 1997, from $22.8 million for the three months ended March 31, 1996,or 87.7%. The increase in broadcast cash flow for the three months ended March 31, 1997, as compared to the three months ended March 31, 1996, resulted primarily from the Acquisitions and growth in television broadcast cash flow. Operating cash flow increased to $39.3 million for the three months ended March 31, 1997, from $21.5 million for the three months ended March 31, 1996, or 82.8%. The increases in operating cash flow for the three months ended March 31, 1997, as compared to the three months ended March 31, 1996, resulted primarily from the Acquisitions and growth in television broadcast cash flow. After tax cash flow increased to $19.5 million for the three months ended March 31, 1997, from $13.0 million for the three months ended March 31, 1996, or 50.0%. -
COVID-19 Managing Cash Flow During a Period of Crisis
COVID-19: Managing cash flow during a period of crisis COVID-19 Managing cash flow during a period of crisis i COVID-19: Managing cash flow during a period of crisis ii COVID-19: Managing cash flow during a period of crisis As a typical “black swan” event, COVID-19 took the world by complete surprise. This newly identified coronavirus was first seen in Wuhan, the capital of Hubei province in central China, on December 31, 2019. As we enter March 2020, the virus has infected over 90,000 people, and led to more than 3,000 deaths. More importantly, more than 75 countries are now reporting positive cases of COVID-19 as the virus spreads globally, impacting communities, ecosystems, and supply chains far beyond China. The focus of most businesses is now on protecting employees, understanding the risks to their business, and managing the supply chain disruptions caused by the efforts to contain the spread of COVID-19. The full impact of this epidemic on businesses and supply chains is still unknown, with the most optimistic forecasts predicting that normalcy in China may return by April,1 with a full global recovery lagging depending on how other geographies are ultimately affected by the virus. However, one thing is certain: this event will have global economic and financial ramifications that will be felt throughout global supply chains, from raw materials to finished products. Our recent report, COVID-19: Managing supply chain risk and disruption, provided 25 recommendations for companies that have business relationships and supply chain flows to and/or from China and other impacted geographies. -
Cash Flow BCAS 18: Cash Flow
BANGLADESH COST ACCOUNTING STANDARDS BCAS - 18 Cash Flow BCAS 18: Cash Flow BCAS 18: Cash Flow 18.1 Introduction Cash flow in a company is a very important issue from managerial perspective. Forecasting cash flows are very important for decision making purposes. Reporting cash flow related information for internal decision making process receives extra attention along with external reporting. At the same time, management of cash flows on a regular basis is an important task of treasury now-a- days. The firms need to maintain a delicate balance between holding too much cash resulting into sacrifice of profitable investment opportunities and too little cash triggering unnecessary borrowing to support daily transactions. The purpose of this standard is to consider issues in developing and using cash flow information from a forward looking perspective. Sometimes it has been observed that in spite of adequate profit in business, they are unable to meet their taxes and dividends, just because of shortage of cash. Improving cash flow is a smart move for any business. It does not matter how great the business model is, how profitable it is, or how many investors the business has lined up. The business cannot survive if it fails to manage its cash properly. Given these trends, it is becoming increasingly important that cash flow information be prepared in a consistent and reliable manner. 18.2 Objectives The standard provides a basic guideline on forecasting cash inflows and outflows, reporting of cash flow related information, analyzing cash flow data and using cash flow data in different typical situations. The standard also highlights the importance of generating accurate cash flow information timely which is very important for cash flow management. -
VALUE IFRS Plc Illustrative IFRS Consolidated Financial Statements December 2019
VALUE IFRS Plc Illustrative IFRS consolidated financial statements December 2019 This publication presents the sample annual financial reports of a fictional listed company, VALUE IFRS Plc. It illustrates the financial reporting requirements that would apply to such a company under International Financial Reporting Standards as issued at 31 May 2019. Supporting commentary is also provided. For the purposes of this publication, VALUE IFRS Plc is listed on a fictive Stock Exchange and is the parent entity in a consolidated entity. VALUE IFRS Plc 2019 is for illustrative purposes only and should be used in conjunction with the relevant financial reporting standards and any other reporting pronouncements and legislation applicable in specific jurisdictions. Global Accounting Consulting Services PricewaterhouseCoopers LLP This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors. About PwC At PwC, our purpose is to build trust in society and solve important problems. We're a network of firms in 158 countries with more than 250,000 people who are committed to delivering quality in assurance, advisory and tax services. Find out more and tell us what matters to you by visiting us at www.pwc.com © 2019 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. VALUE IFRS Plc Illustrative IFRS consolidated financial statements December -
Clearing up Confusion Over Calculation of Free Cash Flow
Clearing Up Confusion Over Calculation of Free Cash Flow Dr. Howard Keen, Assistant Professor of Finance, Temple University, USA ABSTRACT This paper addresses student confusion over the calculation of the key valuation measure of free cash flow. Confusion is shown to arise from the measure used to represent capital expenditures and from the treatment of depreciation expense. Even for students who have had a full complement of undergraduate finance courses, the former is clearly a point of confusion for many students and its handling has important implications for the latter. This paper illustrates the lack of clarity and consistency in standard textbook treatment of this issue, provides evidence of resulting student confusion and offers clear and easy-to-understand guidelines for students to follow to help avoid that confusion. By adhering to the guidelines presented, even beginning students should be better able to navigate through what can appear to be mystifying presentations of how to incorporate capital spending and depreciation into the computation of a firm’s free cash flow. INTRODUCTION The motivation for this paper was born out of the teaching of the Finance Capstone course to senior Finance majors at Temple University. The paper focuses on the confusing treatment of the key components of capital expenditures and depreciation within the context of deriving free cash flow (FCF). A review of representative corporate finance textbooks reveals a glaring lack of clarity and consistency in the presentation of the use of gross or net fixed assets to derive ―capital expenditures‖ and in the separate explicit inclusion of depreciation. The question of whether capital expenditures is represented by a change in gross or net fixed assets is clearly a point of confusion for many students, even those who have had the full complement of undergraduate finance courses. -
Accounting for Investment in Associates (Part 2)
Accounting for investment in associates (Part 2) IAS 28 defines the equity method as a method of accounting whereby the investment is initially recognised at cost and adjusted thereafter for the post-acquisition change in the investor's share of net assets of the investee. The equity method Application of the equity method financial statements of the investor In some circumstances, an entity has, entities and prepares consolidated An entity with significant influence Under the equity method, an and the separate financial in substance, an existing ownership financial statements, these over, or joint control of, an investee investment is initially recognised at statements, when prepared. as a result of a transaction that consolidated financial statements will should account for its investment in an cost, and the carrying amount is currently gives it access to the returns be used in applying the equity associate or a joint venture using the adjusted thereafter for: Although IFRS 3 Business associated with an ownership method. When the associate or joint Combinations requires the costs interest. In such circumstances, the venture does not prepare equity method except when the ?? the investor's share of the post- associated with acquiring a subsidiary proportion allocated to the entity is consolidated financial statements, investment qualifies for exemption. acquisition profits or losses of the to be recognised as an expense in determined by taking into account because it has associates and/or joint investee, which are recognised in consolidated -
Receipt Bank Cash Flow Guide
CASH FLOW SURVIVAL GUIDE STEPS TO TURNING THE TIDE Receipt Bank Guides NOTHING IS CERTAIN IN BUSINESS OR IN LIFE. CRISIS OR NOT, CREATING POSITIVE CASH FLOW IS AN ESSENTIAL FOR ANY ENTERPRISE AND CAN BE ONE OF THE TOUGHEST HURDLES TO GET OVER. MANY SMBS STRUGGLE TO SURVIVE DUE TO LACK OF CASH FLOW UNDERSTANDING. In this guide, we gathered advice and strategies from experts within the wider accounting and bookkeeping industry. It starts with keeping a finger on your financial pulse and taking a granular look at your income and expenditure. Here are the two ways any business can manage their finances and gain clarity over their cash flow. We will dive into cash flow statements to better understand where you’ve been, then explore cash flow forecasting so your business can know where it's headed. Walk away from this guide with the know-how and knowledge needed to: • Understand your cash flow • Modernise your systems • Manage the unexpected Let’s begin. PAIN POINT SOLUTION Not enough visibility over your own Put it all in one digital place. expenses Start building a cloud accounting app Don’t have the right financial tools to stack, use software that integrates with tackle data your general ledger. Run more profit and loss reports using Limited view of financial health real time financial data. Use a cash flow statement and Not enough cash flow throughout the forecasting system to determine your year for a rainy day position now and in the future. Cash Flow Survival Guide 2020 3 FIRST THINGS FIRST: KNOW YOUR POSITION Businesses are often born from a passion, but for many owners, that isn’t always accounting or bookkeeping.