Analysis of Operating Statements
1. Every company shall in each year hold, in addition to any other meetings, a general meeting as its annual general meeting and shall specify the meeting as such in the notice calling it. Not more than 15 months shall elapse between the date of one annual genera! meeting of a company and that of the next. At every annual general meeting of a company, the Board of Directors of the company shall lay before the company,
a) Balance sheet as at the end of the period.
b) Profit and Loss account for the period.
The period to which the account aforesaid relates is referred to in the Companies Act as the "financial year" and it may be less or more than the calender year. But shall not exceed fifteen months.
2. The requirements as to profit and loss account are indicated in Part II of Schedule VI of the Companies Act. It shall be made out as clearly as possible to disclose the result of the working of the company during the period covered by the account and shall also disclose every material feature relating to the income and expenditure of the company arranged under the most convenient heads. The corresponding amounts for the immediately preceding financial year for all items shown in the profit and loss account shall also be given in the profit and loss account.
3. The profit and loss account for a given accounting period may be conveniently divided into three portions as under:
a) Manufacturing Account
b) Trading Account
c) Appropriation Account.
All these three accounts may not be maintained as some manufacturers may combine the manufacturing and trading accounts, while companies conducting only trading activities may not be having a manufacturing account. After the profit has been established by the operations recorded in the manufacturing and trading account, it is usual to transfer the balance to an appropriation account, from which appropriations are made to Taxation provision, General Reserves and provision for dividends. The profit and loss account forms the connecting link between opening and closing balance sheet dates.
4. A clearer picture for purposes of analysis would emerge if the profit and loss statement is divided into following distinct groups :
a) Total sales and other income
b) The cost of goods sold
c) The gross profit
d) Selling and distribution expenses
e) Administrative expenses
f) Net profit/loss
Classification of the profit and loss items in the above manner, facilitates evaluation of structural relationships i.e. the proportion of the component parts such as cost of goods sold, selling and distribution expenses and administrative expenses to total sales. Preparation of Profit and Loss statements on a similar basis for a number of years enables evaluation of trends, i.e. movements in the various comparable groups from year to year.
5. Keeping these observations in view, all profit and loss statements may be classified and set down for comparison and study in the following manner.
Details | 1st year | 2nd year | 3rd year | |||
---|---|---|---|---|---|---|
Amount | % | Amount | % | Amount | % | |
Sales | 4,55,000 | 100 | 4,10,000 | 100 | 3,90,000 | 100 |
Less : Cost of goods sold | 3,73,100 | 82 | 3,52,600 | 86 | 3,51,000 | 90 |
Gross Profit | 81,900 | 18 | 57,400 | 14 | 39,000 | 10 |
Less : Selling and distributing expenses | 31,850 | 7 | 24,600 | 6 | 19,500 | 5 |
Administrative Expenses | 18,200 | 4 | 16,400 | 4 | 15,600 | 4 |
Net Profit | 31,850 | 7 | 16,400 | 4 | 3,900 | 1 |
These are the profit and loss statements of a manufacturing concern classified as suggested above for three consecutive years. By arrangement of the figures in the like manner and equating each year sales to 100, the cost of goods sold as percentage of sales, gross profit as percentage of sales, selling and distributing expenses as percentage of sales and lastly administrative expenses as percentage of sales have all been calculated and recorded. Reducing the expenses as percentage of sales will enable comparisons to be made as to how the expenses have fared in the context of the rising and falling trend in sales. In the above analysis, a steady fall in sales year by year may be noted, and in the context of this fall, a steady rise in the cost of goods may be perceived. The increase is about 4% a year and the basic factors that have contributed to this steady rise should be a major factor determining the quantum of profits that would emerge. Similar remarks will apply to the items also, which on the whole will enable the reader's mind to make a detailed comparison constituting the different outgoings and enables study of the underlying trends.
The use of percentages in analysis of operating statements is subject to following limitations :
(a) Sales realisations might appear increased or decreased owing to a rise or fall in selling prices.
(b) Any alteration of one group is accompanied by alterations in another group - as the total of all percentages should be 100.
Inspite of the above limitations, the percentage comparisons usually give a clearer picture of the basic trends underlying the changes, than comparison of absolute amounts.
7. The basic trends that cause fluctuation in profits may be summarised here for purposes of investigation, as follows :-
(a) A rise or fall in sales level and its effect on net profit.
(b) A rise or fall in sales in relation to total funds employed.
(c) Maintenance of a reasonable steadiness in the percentage of cost of goods sold to sales.
(d) A rise or fall in gross profits.
(e) Changes in percentage of selling expenses in relation to sales.
(f) Changes in percentage of administrative expenses to sales.
(g) Changes in net profits.
A proper evaluation of these changes over a period of years would give valuable information about the progress of a company and would be of some assistance for a Banker for discussing business problems with proprietors or Directors of enterprises.
Increase or decrease of factory efficiency resulting in increase or decrease in volume of production, increase or decrease of gross margin by increase or decrease of selling or manufacturing costs are all important positions about the actual working of the company and these are reflected in the profit and loss statements.
It is therefore necessary that the figures given in the profit and loss statements be properly classified and compared year by year to enable drawing financial inferences.
While the changes in the yearly Balance Sheets indicate changes in the quantum and nature of assets held and the nature of funds employed for such holding, the changes in the profit and loss accounts, indicate the changes in the results obtained from the application of those funds and utilisation of those assets.
8. An analysis of the income and expenditure account may be made in the following manner.
Income | Year 1 | Year 2 | Year 3 |
---|
1. Sales
2. Closing stock of inventory and work in progress
3. Opening stock of inventory and work in progress
4. Value of production ( 1 + 2 - 3 )
5. Other income, if any
6. Total income (4 + 5)
Expenditure
7. Raw materials consumed and other manufacturing expenses
8. Salaries, wages and other benefit to staff
9. Selling expenses
10. Depreciation
11. Administrative expenses
12. Total expenses (7 to 11)
13. Profit before tax and interest (6 -12)
14. Interest
15. Tax provision
16. Profit after tax and interest [13 - (14 + 15)]
17. Dividend
18. Retained profits (16-17)
9. Any profit and loss account may be recast in this particular form and certain changes taking place in the cost structure and efficiency in the use of funds may then be evaluated.
I. On the cost structure :
(a) Raw materials used and other manufacturing expenses as percentage of production - i.e 7/4 x 100. Changes in this percentage year by year indicates rise or falls of manufacturing costs of a given volume of production.
(b) Total expenses as value of production - i.e. 12/4 x 100. Changes in this percentage year by year indicates rise or fall of total expenses as percentage of a given volume of production.
II. Efficiency in the use of funds :
(a) Value of production as percentage of net worth - i.e. 4 / T.N. W. x 100. Changes in this percentage indicates the increase or decrease in the efficient use of funds, or increase or decrease In Management efficiency.
(b) Value of production as percentage of total net assets. Changes in this ratio indicates also the efficiency in the use of funds and management. In both these cases greater the production. In relation to net worth or total capital employed, greater financial efficiency may be presumed.
This analysis helps any entrepreneur to correct any regressive trend in the working of any enterprise under his care and for a Banker, helps to have real inside knowledge about the working of the enterprise, to arrive at right lending decisions and discuss company problems with entrepreneurs in an effective manner.
10. The above should be sufficient to enable analysis of any profit and loss account for drawing simple financial inferences useful to a Banker for evaluation of the financial strength and earning capacity of any enterprise. The profit and loss account is also considered in the context of net infiow and outflow of cash and a result of operations. This aspect will be discussed in a note titled "Cash flow". It is also considered in the context of a "Break even point" at which level of production the enterprise will just meet its working expenses or make a no profit or no loss position. This aspect would be discussed in a separate note entitled Break even analysis.
Operational Income: The Key to Creditworthiness
Operating Statements Case Study 1
A proposal from a leading two-wheeler manufacturing company requesting our bank to share 50% of their working capital requirement with their existing bankers was received. The key financial indicators contained in the company's application are given below :
(Rupees in Lacs) | |||
---|---|---|---|
2015 | 2016 | 2017 | |
Sales | 5600 | 6200 | 7400 |
Net profit after tax | 190 | 205 | 220 |
Net working capital | 1200 | 1400 | 1600 |
Current ratio | 1.42:1 | 1.44:1 | 1.47:1 |
Tangible Net Worth | 3400 | 3465 | 3545 |
Ratio of Total liabilities to Tangible net worth | 1.24:1 | 1.23:1 | 1.20:1 |
A preliminary analysis of the proposal evoked a favourable response from the Regional Office which has strongly recommended the proposal pointing out the strong financial position, good profits, deposit prospects, growth opportunities and prospects of boosting advances portfolio of the branch / Region.
One would tend to agree with the recommendation of Branch / Regional office merely by a preliminary scrutiny of the proposal. However, having regard to the need for a detailed study of the Operating Statement as explained above, we called for the same, but the company did not respond. On the contrary, the Company was annoyed that we were seeking redundant information as, according to them, sufficient information has already been provided. Nevertheless, we took pains to recast the available records in such a manner as would fit in with our format of the Operating Statement which is given below :
(Rs. in Lacs) | |||
PARTICULARS | 2015 | 2016 | 2017 |
---|---|---|---|
1.NET SALES | |||
i.Domestic Sales | 5600 | 6200 | 7400 |
ii.Exports | - | - | - |
TOTAL | 5600 | 6200 | 7400 |
COST OF SALES | |||
i. Opening Stock-Finished Good | 750 | 600 | 650 |
Work in Process | 350 | 250 | 350 |
ii. ADD : Raw Materials & Other Stores consumed | 3000 | 3700 | 4300 |
Manufacturing Expenses | 1100 | 1300 | 1700 |
Depreciation | 150 | 170 | 180 |
iii. LESS : Closing Stock Finished Goods | 600 | 650 | 600 |
Work in Process | 250 | 350 | 450 |
SUB TOTAL | 4500 | 5020 | 6130 |
3. Gross Profit ( + )/Loss(-)(1-2) | 1100 | 1180 | 1270 |
4. Selling & Administrative Expenses | 1250 | 1340 | 1430 |
5. Interest and Other Financial Charges | 30 | 30 | 45 |
SUB TOTAL | 4500 | 5020 | 6130 |
6. Opening Profit ( + )/Loss(-) [3-(4 + 5)j: | (-)180 | (-)195 | (-)205 |
7. Other Income/Expenses | |||
i. Other Income | 385 | 430 | 490 |
ii. Less Other Expenses | 5 | 10 | 15 |
SUB TOTAL | 380 | 420 | 475 |
8. Profit before tax (+)/Loss(-) | 200 | 225 | 270 |
9. Income Tax provision | 10 | 20 | 50 |
10. Net Profit after tax (+)/Loss(-) | 190 | 205 | 220 |
11. Net Profit before depreciation, and tax | 350 | 395 | 450 |
12. Cash Generation | 340 | 375 | 400 |
13. Dividend | 140 | 140 | 140 |
14. Retained Profit (10-13) | 50 | 65 | 80 |
15. Net Cash accrual (12-13) | 200 | 235 | 260 |
It can be seen from the Operating Statement given above that the Company was not really making any profit from their operations. Bulk of its income is classified under other income. Further enquiries revealed that the Company had invested substantial amounts received by it in the form of 'booking deposits'. The interest received on such investments was so high that the company could even declare dividend out of this income. A look at the operating statement would reveal that the company, after all, did not make any operating profit at all. The position was deteriorating and revival of the company depended upon implementation of the expansion/modernisation programmes. It was also observed that the income generated out of customers' deposits was so high that part of the investment could yield 25 to 26% return and was borne out of inter-corporate investments made in associates which were non-starters. Part of the interest income, was also on accrual basis sought to be shown under income received. The proposal was not considered sound and it was not taken up.
St would be interesting to note that perhaps after this case, the Finance Ministry's attention was drawn to certain irregularities connected with raising of money and investment of such moneys outside the business and they came out with certain guidelines, covering the investment pattern of funds raised which are unconnected with the operations.
While the study of operating statement will throw meaningful inferences, this exercise is likely to be cumbersome and complicated in certain types of activities. For instance, where a borrower has got various turnkey projects under different stages, we can make inferences on his financial statements only when we know the accounting practice followed and method they adopt for profit booking. Whiie some have uniform accounting for balance sheet and tax purposes, some adopt different methods for tax and balance sheet purposes.
Similarly, to avoid heavy taxation and advance-tax obligations, some borrowers account on cash basis and some on accrual basis. While tax planning procedure of borrowers may not pose any problem for us, we can reasonably infer that they are making taxable profits and we should guard against cases that show impressive results which in reality do not mean anything to us as lenders.
Operating Statements Case Study 2
While handling large credit proposals of borrowers having different divisions, the study of the consolidated operating statements of all the divisions is not likely to give a clear picture. To illustrate this, the summary of financial statements obtained from a Group company having two divisions viz A and B are given below.
ABC LIMITED | ||
---|---|---|
Position as on 31.12.21 | (Rs. in Lacs) | |
Block | 5800 | |
Less Deferred | 3000 | |
2800 | ||
Current Assets | 1800 | |
Less Current Liabilities | 1200 | |
600 | ||
Misc Assets | Ni | Nii |
3400 |
Consisting of: | |
---|---|
Paid up capital | 2400 |
Reserves and Surpluses | 1000 |
3400 | |
Net sales | 2500 |
Net profit before Tax | 230 |
Tax provision | 50 |
Net profit | 180 |
Dividend | 48 |
It would appear that performance of the company as a whole is impressive. Our Bank had financed the division A and all the commitments to the bank were promptly met. When the company approached us for renewal/enhancement, we asked for a separate data for each division.
The company protested that in respect of division B, it has separate banking arrangement and it would be cumbersome to work out separate data. But, we insisted on such data being furnished to enable us to proceed further with their application. After some resistance, the company had reluctantly furnished the information called for which is given below.
Operating Statement | Division A | Division B | Consolidated |
---|---|---|---|
1. Net Sales | 2000 | 500 | 2500 |
2. Cost of sales | 1100 | 600 | 1700 |
3. Gross Profit ( + )/Loss(-)(1-2) | 900 | (-)100 | 800 |
4. Selling & Administrative Expenses | 120 | 100 | 220 |
5. Interest and Other Financial Charges | 180 | 170 | 350 |
300 | 270 | 570 | |
6. Operating Profit ( + )/Loss(-) [3 -(4 + 6)1 | 600 | (-)370 | 230 |
7. Other Innterest / expenses | 600 | (-)370 | 230 |
8. Profit before tax (+ )/Loss(-) | 50 | ||
9. Provision for taxation Net profit after tax (+ )/Loss(-) | 180 |
Balance Sheet | |||
---|---|---|---|
Block | 5000 | 800 | 5800 |
Less: Deferred | 1800 | 1200 | 3000 |
A | 3200 | (-)400 | 2800 |
Current Assets Less: Current liabilities | 1200 | 600 | 1800 |
B | 400 | 800 | 1200 |
800 | (-)200 | 600 | |
Total (A + B) Consisting of: Pair up capital Reserves & surpluses Tangible Net Worth | 4000 | (-)600 | 3400 |
1800 | 600 | 2400 | |
2200 | (-)1200 | 1000 | |
4000 | (-)600 | 3400 |
The information relating to the division B not financed by us revealed that the division threatened the very existence of the entire company. Huge funded debts in Division B were required to be serviced and the operating loss was no answer. We, as the Leader of the consortium for division A, had to intervene and carried on discussions at different levels. Finally, we persuaded the company to close down the division B and sell the block assets of that division. The company which had uninterrupted dividend payment record, had to stop this trend for a while, about which they were worried. The company was also apprehensive that public deposit-holders and debenture-holders would not renew their support in the absence of dividend paying trend. The benefit accruing on account of closure of division B was worth facing the other crisis. Our Bank very firmly handled the situation. The company which was reluctant initially, appreciated the Bank's move subsequently. The Bank can take pride in safeguarding not only their interest but also that of the borrower.
Operating Statements Case Study 3
While presence of a predominant amount of other income (as seen from the operating statement) should alert us, we should not jump to any conclusions without a proper dialogue, with the borrower when such study reveals an unacceptable position. For example, an Operating Statement of a borrower revealed the following position :
A.C. & COMPANY LTD | |||
---|---|---|---|
(in Lacs of Rs.) | |||
31. 12.20 | 31. 12.21 | 31.12.22 | |
Net sales | 600 | 650 | 700 |
Operating Loss | 5 | 4 | 5 |
Other income | 20 | 25 | 27 |
Net profit | 15 | 21 | 25 |
It would appear, prima facie, that the unit had hardly generated operating income. Bulk of its earnings came from income from other sources. The initial reaction to the above unit's proposal involving take over of the account from some other bank was not obviously very favourable. However, it was decided to call for few more past financial statements and in each of the past years also, there was predominant presence of "other income". Instead of taking decision in isolation, it was decided to have detailed discussions with the borrower. Fortunately, the clarifications furnished were convincing. The bank was about to come to wrong conclusions and turn down the proposal but for the analytical approach to decision making, adopted by us.
In the instant case, the unit had both domestic and export sales. During the last 4 to 5 years, it had slackened domestic activity and was concentrating on export market for the same item. The export price did not absorb the domestic cost, thereby reducing the operating profit to a minimum. However, being an export oriented unit, it was compensated by other cash/kind compensation supports such as duty-draw back, cash assistance, REP licences, Exim Scrips etc. Realisation of these was accounted by the unit under other income though they were part and parcel of primary activity of the unit. The company clearly established generation of sizeable operating profit, when direct income and other income were clubbed and there was full justification to include the other income as part of Operating Profit.
A favourable decision, on the unit's proposal was taken by the Bank. This case highlights that inference should not be drawn merely based on data received and cast but an in-depth study is to be made and meaningful dialogue with the customer be held which would supplement the numerical figures that are seen in the financial statements.
A lender should have an analytical mind and enquiring skills so as to understand the underlying meaning of the figures that the Operating Statements contain.