UNIT I
Generally Accepted Accounting Principles (GAAP)
Accounting Standards: Concept, Meaning, Nature and Purpose
Accounting Standard Concept:
We know that generally accepted accounting principles (GAAP) aim to bring uniformity and comparability to financial statements. In many places, you can see that GAAP allows different alternative accounting treatments for the same item. For example, different stock valuations result in different financial statements.
Such practices can lead the intended user in the wrong direction when making decisions related to his or her field. Given the problems faced by many accounting users, the need to develop common accounting standards has increased.
To this end, the Institute of Chartered Accountants of India (ICAI), which is also a member of the International Accounting Standards Committee (IASC), formed the Accounting Standards Committee (ASB) in 1977. ASB needed accounting. After detailed investigation and discussion, a draft was prepared and submitted to ICAI. After proper review, ICAI finalized them and notified them of their use in the financial statements.
Meaning of accounting standards:
Accounting standards are written statements consisting of rules and guidelines issued by accounting institutions for the preparation of unified and consistent financial statements and other disclosures that affect different users of accounting information. is.
Accounting standards set the conditions for accounting policies and practices with codes, guidelines, and adjustments that facilitate the interpretation of items contained in financial statements and even their handling in the books.
Nature of accounting standards:
Based on the discussion above, accounting standards can be said to be guides, dictators, service providers, and harmonizers in the field of accounting processes.
(I) Useful as a guide to accountants:
Accounting standards serve accountants as a guide to the accounting process. They provide the basis for the account to be prepared. For example, they provide a way to value inventory.
(II) Act as a dictator:
Accounting standards act as a dictator in the field of accounting. In some areas, like dictators, accountants have no choice but to choose practices other than those listed in accounting standards. For example, the cash flow statement must be prepared in the format specified by accounting standards.
(III) Act as a service provider:
Accounting standards constitute the scope of accounting by defining specific terms, presenting accounting issues, specifying standards, and explaining numerous disclosures and implementation dates. Therefore, accounting standards are descriptive in nature and act as a service provider.
(IV) Functions as a harmonizer.
There is no bias in accounting standards and there is uniformity in accounting methods. They remove the effects of various accounting practices and policies. Accounting standards often develop and provide solutions to specific accounting problems. Therefore, whenever there is a contradiction in the accounting problem, it is clear that the accounting standard acts as a harmonizer and facilitates the accountant's solution.
Purpose of Accounting Standards:
Previously, accounting was used to record business transactions of a financial nature. Currently, its main focus is on providing accounting information during the decision-making process.
Accounting standards are required for the following purposes:
(I) To bring unity to accounting methods:
Accounting standards brings equality to accounting methods by proposing standard treatments for accounting issues. For example, AS-6 (revised edition) describes depreciation accounting methods.
(II) To improve the reliability of financial statements:
Accounting is the language of business. The information provided by accountants is often based solely on the information contained in the financial statements, and many users make various decisions about their field. In this regard, financial statements need to provide a true and fair view of business concerns. Accounting standards bring credibility and credibility to different users.
They also help potential users of the information contained in financial statements with disclosure standards that make it easier for even the layperson to interpret the data. Accounting standards provide a concrete theoretical basis for the accounting process. They provide accounting uniformity, make financial statements for different business units comparable in different years, and again facilitate decision making.
(III) Simplify accounting information:
Accounting standards prevent users from reaching misleading conclusions and make financial data easy for everyone. For example, AS-3 (revised edition) clearly classifies cash flows in terms of "sales activities," "investment activities," and "finance activities."
(IV) Prevent fraud and manipulation:
Accounting standards prevent management from manipulating data. By systematizing accounting methods, fraud and operations can be minimized.
(V) Assist auditors:
Accounting standards set the conditions for accounting policies and practices with codes, guidelines, and adjustments for creating and interpreting the items that appear in financial statements. Therefore, these terms, policies, guidelines, etc. are the basis for auditing the books.
Accounting standard formulation procedure
Let's take a quick look at the procedure setup process that ASB follows:
Salient features of Accounting Standard (AS): 1 (ICAI)
The characteristics of accounting standards:
1. Recognize financial events.
2. Measure financial transactions.
3. Presentation of financial statements in a fair manner.
4. Corporate disclosure requirements to prevent erroneous information from being provided to stakeholders.
5. Improve the reliability of financial statements.
6. Check your company's progress and market position with comparability.
7. Required disclosure requirements and valuation methods for various financial transactions.
International Financial Reporting Standards (IFRS): - Need and Procedures
Need of IFRS range
Proper procedure of IFRS
Proper procedures for standards typically include: (* The following means required by the IFRS Foundation's Constitution):
The IASB deliberates at publicly open meetings.
Effective date
Each IFRS and interpretation sets its own effective date and transition policy.
Language
English is the official language of the IASB's discussion documents, exposure drafts, IFRS, and interpretation. If the process guarantees the quality of a translation, the IASB may approve the translation and the IASB may license other translations.
Overview:
Accounting concepts defines the assumption on the basis of which financial statement of a business entity is prepared. Concepts are those basic assumption and condition which form the basis upon which the accountancy has been laid.
Accounting principles
Accounting convention emerges out of accounting practices, commonly known as accounting principle, adopted by various organizations over a period of time. Accounting bodies may change any of the convention to improve the quality of accounting information.
The basic accounting concept is as follows:
A unit of exchange and measurement is required to uniformly account for a company's transactions. The common denominator chosen in accounting is the currency unit. Money is the lowest common denominator for measuring the exchangeability of goods and services such as labor, natural resources and capital.
The concept of monetary measurement considers accounting to be a process of measuring and communicating financially measurable company activity. Obviously, the financial statements should show the money spent.
The concept of measuring money means two limitations of accounting. First, accounting is limited to the generation of information expressed in monetary units. It does not record and convey other relevant but non-monetary information. Second, the concept of monetary measurement concerns the limitation of the monetary unit itself as a unit of measurement.
There are concerns about purchasing power, which is the main characteristic of currency units, or the amount of goods and services that money can obtain. Traditionally, financial accounting has addressed this issue by stating that the concept assumes that the purchasing power of a currency unit is stable over the long term or that price changes are not significant. Although still accepted in current financial reporting, the concept of stable monetary units is subject to continuous and permanent criticism.
2. Entity concept:
The concept of an entity assumes that its financial statements and other accounting information belong to a particular company that is different from its owner. Therefore, an analysis of business transactions, including costs and revenues, is expressed in terms of changes in the company's financial position.
Similarly, the assets and liabilities devoted to business activities are the assets and liabilities of the entity. The company's transaction is reported, not the company's owner's transaction. Therefore, this concept allows accountants to distinguish between personal and commercial transactions. This concept applies to sole proprietorships, partnerships, businesses, and small businesses. It may also apply to multiple companies, such as when a segment of a company, such as a department, or an interrelated company is merged.
3. Dual aspect concept:
This concept is at the guts of the whole accounting process. Accountants record events that affect the wealth of a specific entity. The question is which aspect of this wealth is vital. Accounting entities are artificial creations, so it's essential to understand who their resources belong to or what purpose they serve.
It's also important to understand what sorts of resources you manage, like cash, buildings, and land. Therefore, the accounting record system was developed to point out two main things: (a) the source of wealth and (b) the shape it takes. Suppose Mr. X decides to line up a business and transfers Rs. 100,000 from his personal checking account to a different business account.
He may record this event as follows:
Obviously, the source of wealth must be numerically adequate to the shape of wealth. S (source) must be adequate to F (form) because they're simply different aspects of an equivalent thing, that is, within the sort of equations.
In addition, transactions or events that affect a company's wealth got to record two aspects so as to take care of equality on each side of the accounting equation.
If a corporation acquires an asset, it must be one among the following:
(A) Other assets are abandoned.
(B) There was an obligation to pay it.
(C) Profitable and increased amount of cash the operator has got to pay to the owner.
(D) The owner funded the acquisition of the asset.
This doesn't mean that the transaction affects both the source and sort of wealth.
There are four categories of events that affect accounting equations:
(A) Both the source and sort of wealth are increased by an equivalent amount.
(B) Both the source and sort of wealth are reduced by an equivalent amount.
(C) Some increase without changing the source of wealth, others decrease.
(D) Some sources of wealth increase and a few decreases without changing the shape of wealth retention.
The above example shows category (a) because once you start a transaction for an entity, the source of wealth and therefore the sort of wealth, cash, increases from zero to rupees. 1,00,000. In contrast, X may plan to withdraw Rs. 20,000 cash from business.
In that case, the financial position of the entity would be:
It is essential to know why each side of the equation are reduced. By withdrawing cash, X automatically reduces the availability of personal funds to the business by an equivalent amount. Now suppose Mr. X buys a listing of products for Rs. 30,000 in cash available. His capital supply remains an equivalent, but the composition of his business assets does.
The two aspects of this transaction aren't within the same direction, but are compensatory and are increasing stocks that set a cash reduction. Similarly, sources of wealth are often suffering from transactions. So, if X gives his son Y, it becomes Rs. 20,000 shares of the business by transferring some of his own profits, the consequences are:
However, if X gives YR. He personally receives $ 20,000 in cash, and when Y puts it into the business, each side of the equation are affected. Y capital Rs. 20,000 is balanced by additional Rs. 20,000 in cash, X capital remains rupees. 80,000.
4. Periodicity Concept:
According to this concept, accounting should be created after all periods, not at the end of the entity's lifetime. This period is usually one calendar year. In India, it lasts from April 1st of the year to March 31st of the following year.
This is also known as the concept of fixed accounting periods. According to the concept of "going concern", an entity is expected to have an indefinite life. It is inconvenient for an entity to measure the performance it has achieved in the normal course of its business.
If a spinning mill lasts for 100 years, it is not desirable to measure its performance and financial position only at the end of its life.
Therefore, a small but feasible portion of the entity's life cycle is selected to measure performance and confirm financial position. A year is usually spent measuring performance and assessing financial position. However, it can be 6 months, 9 months, or 15 months.
According to this concept, accounting should be created after all periods, not at the end of the entity's lifetime. This period is usually one calendar year. In India, it lasts from April 1st of the year to March 31st of the following year.
Therefore, you do not need to look at revenues and expenses over an excessively long time frame for performance evaluation. This concept makes the accounting system work and makes the term "occurrence" meaningful. Given the infinite time frame, nothing happens. There can be no unpaid expenses or unreceived income. Accrued expenses or income accrued only occurs when you refer to a finite time frame called the accounting period.
Therefore, the concept of periodicity is simplified in the following ways:
(I) Comparison of financial statements for different periods
(II) Unified and consistent accounting to identify business profits and assets
(III) Matching costs and regular income to obtain correct results of business operations
This concept is derived from the concept of going concern. As we have seen, companies are expected to continue their business indefinitely unless they know the opposite. However, investors and other users of corporate accounting information cannot afford to wait forever for the information they need for their diverse needs. To meet their needs, the "lifetime" of an entity is divided into any specified time period that is shorter than the lifespan of the enterprise. The normal reporting period is 12 months (1 year). Companies also report financial information summarized on an interim basis: semi-annually, quarterly, and even monthly. This is a concept called periodicity, period assumptions, or simply accounting periods. Periods are usually identified in the financial statements.
Periodicity allows report users to compare information over specific time periods and between companies in the same industry (as a basis for decision making). Aside from these advantages, the concept of periodicity has certain drawbacks. For example, this concept assumes that you can identify a business transaction over a specific time period, even if you know that some transactions (such as the purchase of fixed assets) will affect many periods. Also, as the concept implies, determining income on a regular basis leads to a comparison of the results of consecutive periods. Such comparisons can be misleading as the patterns of business activity change over time. In addition, recurring accounts require arbitrary allocation and allocation methods.
5. Realization or Cognitive concept:
The concept of realization or recognition indicates the amount of revenue that should be recognized from a particular sale. Realization rules help accountants determine if revenues or expenses have been incurred. This allows accountants to measure, record, and report on financial reports.
Realization refers to the inflow of cash or cash charges (accounts receivable, accounts receivable, etc.) resulting from the sale of goods or services. Therefore, if the customer purchases Rs. If you pay 500 worth of goods in cash at a grocery store, the store will realize Rs. 500 from the sale.
If the clothing store sells Rs suits. 3,000, if the buyer agrees to pay within 30 days, the store will realize Rs. From sale to 3,000 (accounts receivable) (conservative concept), provided the buyer has a good credit record and the payment is reasonably secure.
The concept of realization states that the amount perceived as revenue is reasonably certain to be realized, that is, reasonably certain to be paid by the customer. Of course, there is room for difference in judgment as to whether or not it is "reasonably certain."
However, this concept explicitly acknowledges that the perceived revenue amount is lower than the selling price of the goods and services sold. The obvious situation is the discounted sale of goods at a price lower than the normal selling price. In such cases, the revenue will be recorded at a lower price rather than the normal price.
6. Matching concept:
The concept of matching in financial accounting is the process of matching (associating) performance or revenue (measured at the selling price of goods and services offered) with labour or expense (measured at the cost of goods and services used) over a specific period of time. is. Targets for which income has been determined.
This concept emphasizes which item of expense in a particular accounting period is expense. That is, expenses are reported as expenses for the accounting period in which revenue related to those expenses is reported. For example, if the sales of some products are reported as revenue for one year, the costs for those products are reported as expenses for the same year.
The concept of matching only needs to be met after the accountant has completed the concept of realization. First measure the revenue according to the concept of realization, then associate the costs with these revenues. Cost matches revenue, but not the other way around.
Therefore, the reconciliation process requires significant cost allocation in acquisition cost accounting. Past (history) costs are investigated and steps are taken to assign a cost element that is considered to have expired service potential or to match it with the associated revenue.
The remaining component of the cost, which is considered to have continued potential for future services, is carried over to the past balance sheet and is called an asset. Therefore, the balance sheet is just a report of unallocated past costs waiting for the estimated future service potential to expire before it matches the appropriate revenue.
7. The concept of accrual accounting:
According to the Financial Accounting Standards Board (USA):
"Accrual accounting is that the financial impact of transactions and other events and situations that affect a corporation on cash, not only during the amount during which it had been received, but also during the amount during which those transactions, events and situations occur. Accrual accounting is paid to the corporate as more (or perhaps less) cash spent on resources and activities, also because the start and end of the method. it's associated with the method of being returned. We recognize that purchases, production, sales, other operations, and other events that affect a company's performance during a period often do not match the receipt or payment of cash for that period. "
Realization and matching concepts are central to accrual accounting. Accrual accounting measures revenue for a period of time as the difference between the revenues recognized during that period and the costs that match those incomes. In accrual accounting, the period revenue is usually not the same as the period cash receipt from the customer, and the period cost is usually not the same as the period cash payment.
Cash Basis Accounting:
In cash-basis accounting, sales are not recorded until the period in which they are received in cash. Similarly, costs are deducted from sales during the period in which the cash payment was made. Therefore, neither realization nor matching concepts apply to cash basis accounting.
In reality, "pure" cash-basis accounting is rare. This is because the pure cash basis approach requires the acquisition of inventory to be treated as a reduction in profit when paying the acquisition cost, not when selling the inventory. Similarly, the cost of acquiring plant and equipment items is treated as a reduction in profit if these long-lived items are paid in cash rather than after they have been used.
Obviously, such a pure cash basis approach would result in a balance sheet and income statement with limited usefulness. Therefore, what is commonly referred to as cash-basis accounting is actually a mixture of cash-basis for some items (especially cost of goods sold and period costs) and accrual-based for others (especially product costs and long-term assets). This mix is sometimes referred to as modified cash-basis accounting to distinguish it from the pure cash-basis method.
Cash-basis accounting is most often seen in small businesses that do not have large inventories because they provide services. Examples include restaurants, hairdressers, hairdressers, and income tax filing companies.
Most of these establishments do not provide credit to their customers, so cash-basis profits may not differ dramatically from accrual income. Nevertheless, cash basis accounting is not permitted by GAAP for any type of entity.
8. Consistency concept:
In this concept, once an organization has decided on one method, it should be used for all subsequent transactions and events of the same nature unless there is a good reason to change it. Frequent changes in accounting methods make it difficult to compare financial statements for one period with financial statements for another period.
Consistent use of accounting methods and procedures over the long term checks income statement and balance sheet distortions, and possible operations on these statements. Consistency is needed to help external users compare the financial statements of a particular company over time and make sound economic decisions.
9. Conservatism concept:
This trait can be considered a reactive version of the Minimax management philosophy. That is, it minimizes the potential for maximum loss.
The concept of accounting conservatism suggests that accounting should be cautious and cautious until the opposite evidence emerges, where and when uncertainty and risk exposure are legitimate. Accounting conservatism does not mean intentionally underestimating income and assets. It applies only to situations where there is reasonable doubt. For example, inventories are valued at the lower end of cost or market value.
In its application to the income statement, conservatism encourages recognition of all losses incurred or may occur, but does not recognize profits until they are actually realized. Early depreciation of intangible assets and restrictions on recording asset valuations have also been motivated, at least to some extent, by conservatism. Not recognizing revenue until the sale is made is another sign of conservatism.
10. Materiality concept:
The law has a doctrine called de minimis non curat lex. This means that the court does not consider trivial issues. Similarly, accountants do not attempt to record events that are not so important that the task of recording them is not justified by the usefulness of the results.
The concept of materiality means that transactions and events that have a non-significant or non-significant impact must not be recorded and reported in the financial statements. Recording of non-essential events is claimed to be unjustifiable in terms of their low usefulness to subsequent users.
For example, conceptually, a brand-new paper pad is an asset of an entity. Each time someone writes on the pad's page, some of this asset is exhausted and retained earnings are reduced accordingly. Theoretically, it is possible to see how many partially used pads the company owns at the end of the accounting period and display this amount as an asset.
However, the cost of such efforts is clearly unreasonable, and accountants are not willing to do this. The accountant took a simpler action, albeit inaccurate, that the asset was exhausted (expenditure) when the pad was purchased or when the pad was issued to the user from the consumable inventory. Treat as.
Unfortunately, there is no consensus on what it means to be important and the exact line that distinguishes between important and non-important events. Decisions depend on judgment and common sense. The accounting creator is meant to interpret what is important and what is not.
Perhaps the importance of an event or transaction can be determined in terms of financial position, performance, changes in an organization's financial position, and its impact on user evaluations or decisions.
11. Going Concern Concept:
An entity is considered to be in business unless there is evidence of opposition. Because companies are relatively permanent, financial accounting is designed with the assumption that the business will survive indefinitely in the future.
The Going Concern concept justifies the valuation of assets on a non-clearing basis and requires the use of acquisition costs for many valuations. In addition, fixed and intangible assets are amortized over their useful lives, rather than in shorter periods, in the hope of early liquidation.
This further means that the data transmitted is tentative and that the current statement should disclose adjustments to the statement over the past year revealed by more recent developments.
12. Historical Cost Concept
The concept of cost is that the asset should be recorded at the exchange price, that is, the acquisition cost or the acquisition cost. Acquisition costs are recognized as an appropriate valuation criterion for recognizing the acquisition of all goods and services, costs, expenses and capital.
For accounting purposes, business transactions are usually measured in terms of the particular price or cost at which the transaction occurred. That is, financial accounting measurements are based on exchange prices, where economic resources and obligations are exchanged. Therefore, the quantity of an asset listed during a company's account doesn't indicate what the asset could also be sold for.
The concept of acquisition cost means there's little point in revaluing an asset to reflect its current value, because the company has no plans to sell its asset. Additionally, for practical reasons, accountants like better to report actual costs over market values that are difficult to verify.
Accounting Principles
The basic assumptions and concepts mentioned above have been modified to make accounting information useful to a variety of stakeholders. The principles of these changes are as follows:
Principles are:
1. Cost-benefit
2. Importance
3. Consistency
4. Be cautious
This amended principle states that the cost of applying the principle must not exceed the benefits obtained from it. If the cost is greater than the profit, then the principle needs to be changed.
2. Materiality Principle
The principle of materiality requires that all relatively relevant information be disclosed in the financial statements. Important non-essential information is omitted or merged with other items.
3. Principle of Consistency
The purpose of the principle of consistency is to maintain the comparability of financial statements. The rules, practices, concepts and principles used in accounting should be continuously adhered to and applied annually. Comparing the financial results of a business between different accounting periods is important and meaningful only if you follow consistent practices in reviewing them. For example, asset depreciation can be provided in a variety of ways, but whichever method you choose, you must do it on a regular basis.
4. Principle of Prudence (conservatism)
The principle of prudence takes into account all expected losses, but leaves all expected benefits. For example, when valuing a stock in trade, the lower of the market price and cost is taken into account.
What is accounting software?
Accounting software is a useful tool for recording the flow of funds in a company and examining its financial position. You can use it to record transactions, generate reports, manage customer and vendor contacts, create purchase orders, track inventory levels, bill customers, and monitor account balances. [Check out the best accounting software and invoice generator recommendations.]
“Accounting packages help us organize our records and' force' to a systematic structure,” Ken Stalcup, senior director of Houlihan Valuation Advisors, told business.com. "
What are the features of accounting software?
Now that you understand what accounting software is and why you need to use it, it's important to know the tools and features you're looking for when choosing a system. Almost all online accounting software uses double-entry bookkeeping to ensure accuracy and includes accounts receivable, accounts payable, banking and reporting capabilities. Some also include inventory management, project management, time tracking, and payroll tools, but these features are typically included in higher-tier plans or add-ons that cost extra. Here are some core elements of accounting software.
1. Accounts receivable
It needs to be able to proceed the bill and track what the consumer is borrowing (accounts receivable, or A / R) and their payments. Here are a number of the most A / R features to seem for:
Invoice processing
At a minimum, your accounting software must be able to process your bill. When money is borrowed from you, you need to know from whom, how much, and when to expect payment. All accounting systems allow you to print invoices, but in most cases, you can email invoices. The system must remember basic customer data like name, address, account number, and standard terminology. Most software systems today also remember standard prices for a variety of products and services.
Automatic billing
This ensures that your revenue isn't delayed because you forget to send your invoice. In addition, with automated statements and delayed reminders, the accounting software acts as a collection department to notify customers of invoice payments.
Payment procedure
Many accounting systems allow customers to pay invoices online by clicking the button on the electronic invoice to send. There are many benefits to vendors, including reduced staff time spent processing checks and making bank deposits, increased payment security, and reduced processing time. However, it costs money. Expect to pay the same fees as a credit card processing company to get your accounting system to process your debit and credit card payments.
Some systems allow you to deposit ACH payments directly into your checking account. Also, there is no such thing as automatically paying your checking account every month without waiting for a check by mail or sending money to a bank. This also costs money in many cases, but is usually cheaper than accepting card payments.
2. Accounts payable
No one likes to pay invoices, but tracking what you owe is essential for any business. There are many ways the accounting system handles the outflow side of funds. Here are a number of the foremost useful accounts payable (A / P) features:
Purchase order
Processing and borrowing purchases is one of the main tasks of accounting software, but its features range from creating simple purchase orders to following quotes, purchasing and paying.
Vendor credit memo
It's easy for businesses to lose track of all the credits that vendors frequently distribute, either as rewards or returns. However, credit notes are as valuable as cash, so a system that can track them can help keep costs down.
Automatic payment
From scheduling bank payments and direct deposits to printing checks, many A / P modules fully automate the payment process and keep you up to date.
IRS tax form
Having a database of the most common tax returns, such as 1099 and 1096, can save you a lot of time. This is especially true if the accounting system can fill out all the required data on the form and submit them electronically to the IRS. Electronic tax payments and form submissions can help prevent penalties for late payments.
3. Salary
In some accounting systems, the payroll module is very sophisticated and provides a complete payroll service that does everything from time calculation and wage processing to payroll tax payments and 401 (k) deductions. some characteristics are:
Fluctuating wage schedule
A system that can accurately calculate the amount to be paid to an employee, whether paid to the employee or paid on an hourly basis, is essential. Problems occur when there are many intermittent ones.
Workers or part-time staff. Many of them are paid on weekly basis or biweekly. The software needs to be able to handle different payroll schedules, along with different types of rewards (commissions, salaries, profit sharing, bonuses, etc.) and benefits (health insurance, severance pay plans, and even paid parking benefits).
Direct deposit
This is essential for accounting software's recent support, as most people expect their salaries to be deposited directly into their bank accounts. With decent accounting software, you should be able to set up scheduled direct deposit payments.
Automatic tax calculation
This ranges from basic deduction-only processing to providing sophisticated tax rates and printing relevant forms. Check if your system supports new employee reporting, expense tracking, W-4 and W-9. Would you like to process monthly federal tax deposits and quarterly federal tax reports, such as Form 941? Would you like to process annual reports and returns for W-2, W-3, Form 940, 1099, etc.? Can I file a tax return for income tax or unemployment insurance? Can you handle workers' accident compensation insurance calculations and payments?
Expense refunds and deductions
If employees bear tax-deductible expenses such as travel and entertainment expenses, they need a system that can handle these refunds and ensure that payments meet the tax deadline.
4. Bank
At the very least, accounting software needs some form of link to your bank account. This allows you to make direct payments and import real-time data from your bank into your accounting system. Some software can go even further.
Account adjustment
If you have multiple bank accounts, software that can track and adjust all of them is essential. Make sure your program includes the General Ledger feature and the check book reconciliation.
Bank deposit preparation
These days, accounting packages that can't handle basic electronic deposit settings are unheard of, but you need to know what types of electronic payments you can handle.
Please check the handling
If you pay a lot of money with a check, you can save a lot of time by using a system that can print and process your check. Also be aware of other features such as check invalidation and notification of duplicate check payments.
What reporting options does accounting software offer?
In addition to the set of features available in accounting software, the quality and quantity of reports that a system can generate vary greatly. Some systems offer a wide range of reporting options in virtually unlimited categories. Others only provide basic reports: depositing and withdrawing money. Here are some better options.
Standard report
The accounting system must be able to generate the usual reports used in business, such as income statements (income statements), balance sheets (assets and liabilities), cash flow statements, accounts receivable, accounts payable, and salary summaries.
Customizable report
A system that enables customizable reporting options allows you to create and compile selected reports. Look for a system that allows you to easily add or remove columns from standard reports, resize column widths, and remember custom reports for future replication.
Graph summary
Long lists of numbers can be difficult to interpret, so software that can convert data to image formats such as pie charts and bar charts can help you understand where your money is going. Look for the ability to display the previous year on the same graph as the colour coding feature for easy comparison.
Cost forecast
All reports help identify trends, but systems that can interpret data, perform statistical analysis, and make forecasts help make financial decisions based on facts rather than guesses. Look for a system that includes budgeting, quoting, and other cost features.
Subsidiary report
If you have multiple businesses, a system that can integrate certain financial aspects can provide a better view of your entire portfolio than you can estimate from individual reports.
Accounting software is employed to gather and report information about the financial viability of a business. This software is vital for correct management of your organization. Before deciding which software package to use, it's important to know the various sorts of accounting software and therefore the situations during which you would like to use each. the subsequent list shows the overall classification of accounting software.
You can run a really small business just by using electronic spreadsheets in your accounting software. Spreadsheet software is inexpensive and therefore the system is often configured in any way. However, spreadsheets are error-prone because the knowledge are often entered within the wrong place, incorrectly entered, or not entered in the least, leading to inaccurate financial statements. Therefore, spreadsheets are typically used only in organizations with very low transaction volumes.
2. Commercial software
Commercial off-the-shelf (COTS) software is that the leading accounting software used round the world. it's reasonably configurable for your business needs, contains multiple layers of error detection to stop misinformation entry, and typically produces standard reports which will be configured for your needs. There are COTS packages that are specific to a specific industry and have additional features to satisfy the requirements of the target market. COTS software may require the services of a consultant to put in and should require a lengthy installation process also as onsite staff to take care of the software. A variation of this idea is accounting software available as a web service, which needs users to log in to the vendor's site to access the software. The latter approach requires you to pay a monthly fee for every user instead of pre-purchasing the software.
3. Enterprise Resource Planning Software (ERP)
ERP software consolidates information from all parts of your business into one database. This approach eliminates the issues related to using independent department-specific software that doesn't share information. However, it's very expensive and may take a year or more to put in. This software is typically only needed within the largest and most complex organizations.
4. Custom accounting software
This software is custom developed for your organization. This approach is typically only taken when the requirements of the entity are very specific and can't be met by the COTS or ERP package. However, custom software is buggy and requires more maintenance than off-the-shelf packages, so this approach is never adopted.
Accounting is that the first and most crucial skill for SMEs to survive.
It helps you track the situation of money flow and whether your start-up will achieve it by the top of the year. Therefore, if you actually want to enhance your accounting and finance skills, accounting software may be a good way to enhance your financial skills as an SMB. When well-integrated, it becomes a crucial a part of the system and may significantly improve all of your company's finances, from bookkeeping to tax accounting.
If the start-up is running effectively, accounting will help track take advantage all operating activities. As a result, if you would like to proportion, your business must exceed your budget.
This is where accounting software comes in. Benefits include time savings, cost savings, and increased productivity.
Below are just a couple of the various benefits of using online software tailored specifically for little businesses.
1. Saving time, money and expenses with accounting software
This is one among the simplest things about using accounting software to drive your business operations. the very fact that you simply can automate some, if not all, accounting tasks are often very helpful.
For example, consider paying an invoice. Most folks automatically pay your phone and internet bills monthly, except for businesses, you add a monthly fee. Also, if you pay manually, you're wasting tons of the time you'll have spent somewhere good.
By using Invoice Berry to trace your expenses, you'll basically track your expenses on the pass category. this suggests you'll create reports to ascertain where and the way you spend most of your money. Of course, this is often all done automatically.
2. Convenience of accounting software
This is directly linked to the above. Today, convenience is everything.
Ideally, the simplest sort of accounting software is straightforward and straightforward to line up. When a corporation decides on software, it are often distracted by the flashy features that it's going to need just just in case and pay quite it must.
On the opposite hand, if your small business needs software to process invoices, you would like something that's quick and straightforward to line up.
Invoice Berry is meant with accessibility in mind for both you and your clients. All the tools you would like are online, which may prevent tons of billing time. It doesn't waste time downloading and fixing unwanted software, so it's easily accessible to both parties.
Accounting Convenience-Software
The name of the sport here is User Experience.
Invoicing are going to be easier than ever when everything is already available online.
3. Customize
Customization is another important a part of accounting software.
Because, actually, your operational activities are unique to you and you. Sure, you would possibly find someone within the same industry who is more or less doing an equivalent number – but your income is exclusive to you.
Do you know where I'm going with this?
Customization is vital because it tailors your accounting needs specifically to your company. Not the opposite way around.
By customizing your invoice, you'll give life and personality to your business. With Invoice Berry's invoice template, you'll add logos, specific terms of use, payment methods and more to form your invoice really yours.
With this feature, you'll send professional yet crisp invoices, bespoke up to T, designed to satisfy all of your needs.
4. Tracking is simpler
One of the foremost important financial goals for a corporation is tracking and analysis.
However, it is often difficult to succeed in that goal without managing your invoices. you ought to always closely monitor your income and invoices to seek out areas for improvement.
For example, are invoices paid on time? Is there how to hurry up the process? the way to bear with late clients?
Accounting-Software-Tracking-Data
Data and analytics are an excellent thanks to determine if your business is occupation the proper direction.
Fortunately, you'll use Invoice Berry to simply track your expenses and invoices and save them for later reference. With Invoice Berry, it can take up to 60 seconds to line up your online invoice. 60 seconds to pay with regular payments with holding clients.
5. Tax assistance
Tax accounting can always look complicated, especially for SMBs. After all, there are numerous sorts of taxes that it is often difficult to trace them.
Fortunately for you, this is often where accounting software can prevent many sleepless nights. When subsequent tax season comes, you would like to start out producing financial statements and tax summary reports.
But when this happens, you're ready. Method is as follows.
Fortunately, Invoice Berry also can assist you create invoices, with or without taxes. for instance, you'll add nuisance tax or VAT options to.
An invoice to save you the trouble of billing individually.
6. Create a business plan If you're just getting started, your business plan is everything.
7. Multi-currency
If you are managing a remote work team, it may seem difficult at first to process invoices in different currencies. However, the problem of converting international currencies to each other is a thing of the past.
Today, most accounting software is equipped to process multi-currency invoices coming from all over the world.
With the ability to customize invoices and add payments, handling international currencies has never been easier. Invoice Berry personally handles invoices in over 200 currencies.
Put everything together
Overall, there are many benefits to using accounting software, and Invoice Berry can save you a lot of time and money based on how easy it is to set up.
Best of all, you can customize your invoices specifically as needed, or use one of many business plans and invoice templates for free.
If that sounds like something you're interested in, try Invoice Berry Billing Software for free and be aware that you can change your plan at any time.
Installation of Accounting Software
In reality, software providers are happy to involve software buyers as much as possible. This means that the more work you do, the lower your final software costs will be. However, keep in mind that some companies think they know more than the professionals they do every day. It's like self-diagnosing a serious illness and doing your own surgery! The best approach is to consider implementing new software as a team approach. You need to get involved as your software provider can't really do it alone.
Also consider that many of today's businesses, especially small businesses, do not have accountants or managers on staff. Your software provider may have an accountant who can ensure that your new system is properly configured for use. Before implementation, it's easy to think that things will go smoothly. A quick Google search for "accounting software configuration errors" (2.57 million results!) Unfortunately confirms that configuration errors occur very often.
For some things, you should actually do it yourself. However, many of these tasks are time consuming or error-prone, allowing software providers to perform their tasks better. How to import data from an existing system is determined by comparing the value of the time people spend manually entering information against the cost of importing the data.
At best, trying to go alone if done wrong means that the process needs to be restarted, and in the worst case, it can lead to incorrect data and increased costs and taxes. Your software provider is well aware of this. Instead of spending eight hours achieving one of these items, the software provider may be able to perform the same task in two hours. How much time can you save overall? Potentially pretty. According to a survey conducted by SAP, implementations of 3 months or more are common even in SMEs, and it took 9 months or more to complete 39% of all ERP implementations. So, yes, there is a lot of fat to trim.
It's also important to realize that no employee may simply be messing around with their thumbs. Employees have normal day-to-day tasks that they need to perform. It takes a lot of time to review, select, install software, collect accounting data, configure an accounting system, and learn how to use it properly. The time they are probably unavailable. If you think about it, you would say, "I have nothing else to do, so I can devote all my time to accomplishing this." In today's business environment, this is very rare.
Here is a brief list of the major steps that need to be completed to implement a new accounting software system.
2. Software installation
h. Configure the system documentation for your needs, such as:
i. Create a custom report to provide the information in the format you need. These reports include both operational and financial areas.
j. Establish the necessary "linkages" with other software, such as importing data from e-commerce applications and time clocks. Integration with other systems depends on the individual system. Pay attention to all security, backups, and the ability to recover from a failed import.
3. Accounting System Configuration
b. Load certain other information to support the actual business situation at the time of conversion
4. System Training
Other items
- Implementation plan
- Software installation
- Accounting system configuration
- System training
Advantages and Disadvantages of Accounting Software
Pros: Benefits of accounting software
These are the most advantages of why you ought to use such software to manage your business.
Cons: Disadvantages of accounting software
Key takeaways:
18. Task Automation-Examples: Payroll Calculation, Payroll Statement Creation, VAT Calculation, etc.
19. Integration with other systems such as online banking and electronic filing.
20. Accounting software can help you save time and money and provide valuable insights into your business. If you choose your package carefully, investing in a computerized accounting system can be one of the best decisions you can make for your business.
Meaning
The final account is the account prepared by the Joint Stock Company at the end of the fiscal year. The purpose of creating a final account is to provide a clear picture of the financial situation of the organization to its management, owners or other users of such accounting information.
Final account preparation involves preparing a set of accounts and statements at the end of the fiscal year.
The final account is prepared for the following purposes:
Trading account
The results of the purchase and sale of goods are known as the trading account. This sheet is provided to show the difference between the sales price and the cost price. It is prepared to show the trading results of the business i.e. The total profit or total loss maintained by the business. It records the direct costs of the business company.
According to J.R. Batliboi,
The trading account shows the results of buying and selling goods. When we prepare this account, the general establishment costs are not taken into account and only the transaction of goods is included."
Profit and loss accounts
This account is prepared to check the net profit/loss and fiscal year expenses of the business during the fiscal year. It records the indirect expenses of the business company like rent, salary, and advertising expenses. Profit and loss a/C includes expenses and losses and gains and losses incurred in business other than the production of goods and services.
Balance sheet
The balance statement shows the financial status of the business at a specific date. The financial status of a business is discovered by aggregating its assets and liabilities on a specific date. The excess of assets over liabilities represents the capital sunk into the business and reflects the financial health of the enterprise.
Now it is known as a statement of the financial status of the company.
Trading account
Trade and manufacturing operating companies deal with the sale and purchase of goods. Therefore, only the manufacturing and trading entities prepare the trading account. Service providers do not prepare for this.
Advantages of preparing a trading account format
Items in trading account format
The trading account contains the following details:
Item of income (Cr.Side)
Item of expenditure (Dr.Side)
Notes
Trading Account Format
Particulars | Amount | Particulars | Amount |
To opening stock | xxx | By sales | xxx |
To purchase | xxx | Less: Returns | xxx |
Less: returns | xxx | By Closing stock | xxx |
To direct expenses: | xxx | By Gross loss c/d |
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Freight & carriage | xxx |
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Custom & insurance | xxx |
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Wages | xxx |
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Gas, water & fuel | xxx |
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Factory expenses | xxx |
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Royalty on production | xxx |
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To Gross profit c/d | xxx |
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Profit and loss A/C
All companies generally prepare profit and loss accounts/statements at the end of the year to gain visibility of income, revenue, expenses, and losses incurred in a certain range of periods. It is important to prepare a profit and loss statement because this information helps organizations make the right business decisions, such as where to cut costs, from where the business can generate more profit, and which parts of the business are suffering from losses.
Trading account is prepared to check gross profit/loss while profit and loss account is created to check profit and loss/net loss.
Profit and loss accounts are made to check the annual profit or loss of a business. This account only shows overhead. All items of income and expenses, whether cash or non-cash, are considered in this account.
Only revenue or expenses related to the current period are debited or credited to the profit and loss account. The profit and loss account starts with gross profit on the credit side and, if there is a total loss, appears on the debit side. Items not displayed in the profit and loss account format
Drawing: the drawing is not the company's expense. Therefore, we debit it to capital a/c, and not to profit and loss a/c.
Income tax: for a company, income tax is an expense, but for a sole proprietor, it is his personal expense. Therefore, we debit it to the capital A/C.
Discounts: as we know, discounts are of two types–trade discounts and cash discounts. We deduct the trade discount from the amount charged and therefore do not show it in the account books. On the other hand, if the customer pays the amount on a certain date, a cash discount will be possible. We view cash discounts in account books. Therefore, we debit it to the profit and loss account.
Bad debt: it is because of the customer and the amount he does not pay it. We debit this amount to profit and loss a/c in the event that preparations have already been made for a bet that is worse than it is initially written off from it. When bad loans are recovered, it is again. Now it is not credited to the account of the party, but recovered account should be credited to the bad debt and is written on the credit side of the profit and loss account
Profit and Loss Account Format
Particulars | Amount | Particulars | Amount |
To Gross loss b/d | xxx | To Gross profit b/d | xxx |
Management expenses: | xxx | Income: | xxx |
To salaries | xxx | By Discount received | xxx |
To office rent, rates, and taxes | xxx | By Commission received | xxx |
To printing and stationery | xxx | Non-trading income: | xxx |
To Telephone charges | xxx | By Bank interest | xxx |
To Insurance | xxx | By Rent received | xxx |
To Audit fees | xxx | By Dividend received | xxx |
To Legal charges | xxx | By Bad debts recovered | xxx |
To Electricity charges | xxx | Abnormal gains: | xxx |
To Maintenance expenses | xxx | By Profit on sale of machinery | xxx |
To Repairs and renewals | xxx | By Profit on sale of investments | xxx |
To Depreciation | xxx | By Net Loss(transferred to Capital A/c) | xxx |
Selling distribution expenses: |
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To Salaries | xxx |
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To Advertisement | xxx |
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To Godown | xxx |
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To Carriage outward | xxx |
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To Bad debts | xxx |
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To Provision for bad debts | xxx |
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To Selling commission | xxx |
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Financial expenses: |
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To Bank charges | xxx |
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To Interest on loan | xxx |
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To Discount allowed | xxx |
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Abnormal losses: | xxx |
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To Loss on sale of machinery | xxx |
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To Loss on sale of investments | xxx |
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To Loss by fire | xxx |
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To Net Profit(transferred to capital a/c) | xxx |
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TOTAL |
| TOTAL |
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Balance Sheet
A balance sheet (also known as a financial statement) is a financial statement that shows the Assets, Liabilities and ownership interests of a business at a specific date. The main purpose of drawing up a balance sheet is to disclose the financial status of the enterprise at a certain date. The balance sheet can be prepared at any time, but it is prepared mainly at the end of the accounting period.
Most of the information about Assets, Liabilities and owner's equity items is taken from the company's adjusted trial balance. Retained earnings are the part of the owner's equity section which is provided by the retained earnings statement.
Section of the balance sheet
To be widely considered about the balance sheet of the division part of assets part of liabilities main capital. For each department:
Assets section
In the balance sheet, assets with similar characteristics are grouped. The mainly adopted approach is to divide assets into current and non-current assets. Liquid assets include cash and all assets that can be converted into cash or expected to be consumed in a short period of time–usually one year. Examples of current assets include cash, cash equivalents, accounts receivable, prepayment costs or prepayment, short-term investments and inventories.
All assets that aren't listed as current assets are grouped as non-current assets. A common feature of such assets is that they continue to provide profit for a long time-usually more than one year. Examples of such assets include long-term investments, equipment, plants and machinery, land and buildings, and intangible assets.
Debt Division
A debt is an obligation to a party other than the owner of the business. They are grouped as current and long-term liabilities in the balance sheet. Current liabilities are obligations that are expected to be met within a one-year period by using current assets of the business or by providing goods or services.
Owner's equity division
The owner's interest is the obligation of the business to its owner. The term owner's equity is mainly used in the balance sheet of a business in the form of a sole proprietor and partnership. In the balance sheet of the company the term “ownership interest “is often replaced by the term "shareholder interest".
When the balance sheet is created, the liabilities section appears first, and the owner's equity section appears later.
Balance sheet format there are two formats on the balance sheet that present Assets, Liabilities and owner's ' equity–the account format and the report format
In the account form, the balance sheet is divided into the left and right, like the t-account. Both liabilities and the owner's capital are listed on the right side of the balance sheet, while assets are listed on the left. If all the elements of the balance sheet are listed correctly, then the sum on the asset side (that is, on the left) is equal to the sum on the debt and the capital side of the owner (that is, on the right).
Assets | $ | Liabilities & Stockholder’s equity | $ |
Current assets : Cash Account receivable Prepaid building rent Unexpired insurance Supplies
Total current assets
|
85,550 4,700 1,500 3,600 250
| Liabilities: Notes payable Accounts payable Salaries payable Income tax payable Unearned service revenue
Total liabilities |
5,000 1,600 2,000 3,000 4,400
|
95.600 | 16,000 | ||
Non-current assets: Equipment 9,000 Acc. dep. –Equipment 3,600 |
5,400
| Stockholder’s equity: Capital stock 50,000 Retained earnings 35.000 Total liabilities & stockholder’s equity
|
85,000
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101,200 | 101,000 | ||
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BUSINESS CONSULTING COMPANY
BALANCE SHEET
As at December 31, 2015
In reporting format, the balance table element is displayed vertically, the asset section is displayed at the highest, and therefore the liabilities and owner's equity sections are displayed below the asset section.
The example below shows both formats.
Assets Current assets:
Cash Account receivable Prepaid building rent Unexpired insurance Supplies
Total current assets
|
85,500 4,700 1,500 3,600 250
|
95,600
| |
Non-current assets: Equipment 9000 Acc. Dep- Equipment 3600
Total assets
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5,400
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101,000
| |
Liabilities & Stockholder’s Equity Liabilities Notes payable Accounts payable Salaries payable Income tax payable Unearned service revenue
Total liabilities
|
5,000 1,600 2000 3000 4,400
|
16,000 | |
Stockholder’s equity: Capital stock Retained earning
Total stockholder’s equity
Total liabilities and stockholder’s equity |
50,000 35,000
|
85,000
| |
101,00 |
Types of adjustment entry for the final account
The value of the closing stock is checked at the end of the fiscal year, so it is displayed as an adjustment. It must be credited to the transaction a/c and displayed on the asset side of b/S.
The adjustment entry is:
Closing stock a/c ------ Dr.
To trade A / c
Trading account and balance sheet
Rs | |
| By Sales |
| By Trading Stock |
Balance Sheet
Liabilities | Rs | Assets | Rs |
|
| Closing Stock |
|
2. Unpaid expenses:
These are expenses incurred in the fiscal year, but no payments have been made. Any unpaid or unpaid expenses will be added to such expense a/c in P&L a/c and will be displayed as current liability in b/S.
For example, monthly rent in May 2002 Rs. 1,000 remains unpaid. A calendar year is an accounting year.
Adjusting entries:
Rent account Dr. Rs.1000
To Outstanding Rent a/c Rs. 1,000
Profit and loss accounts
|
|
| Rs |
TO Rent Account Add: Outstanding | [11 month rent] [December] | 11,000 1,000 |
12,000 |
Balance Sheet as on 31st December 2002
Liabilities | Rs | Assets |
|
Outstanding Expenses: Rent |
1,000 |
|
|
3. Prepaid Expenses
These are the costs paid, but part of the amount paid extends to the next year. It is also called" expiring expenses". The prepaid amount paid should be deducted from such expenses and displayed as current assets in the B/S.
For example, Rs premium a total of 2,400 people were paid on July 1, 2002. A calendar year is an accounting year. The annual premium is paid for 1 month, so the 6-month premium concerns half of the current year and the other half the following year.
Hence Rs. 1,200 must be treated as an upfront payment, deducted from the premium paid and displayed as an asset on b/S.
Adjusting entries:
Prepaid insurance a / c Dr Rs. 1, 200
To Premium A / c Rs. 1, 200
Profit and Loss Account
| Rs | Rs |
|
To Insurance Premium a/c Less: Prepaid insurance | 2,400 1,200 | 1,200 |
|
Balance Sheet
Liabilities | Rs | Assets | Rs |
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| Prepaid Insurance | 1,200 |
4. Accrued income:
It is an income that has already been earned [i.e. the service has already been rendered], but no money has been received. For example, interest on investments accrued Rs. 1,200.
Interest in the current year is due to the end of the year. That amount can actually be received in the next year. Currently, it represents income, which has become accounts receivable or accrued. Therefore, P&L is credited to a/c, IS accounts receivable and appears as an asset in b/S.
Adjusting entries:
Accrued interest a / c Dr. Rs. 1,200
To be interested in a / c Rs. 1,200
Profit and Loss Account
| By Interest on investment Add: Interest accrued | …… 1,200 |
|
Balance Sheet
Liabilities | Rs | Assets | Rs |
|
| Interest accrued | 1,200 |
5. Income received in advance:
These are the income received during the current year, but part of the amount received is related to the following year. Such amounts must be deducted from the total amount received in P & L A / C and displayed on the debt side of B / S, which represents the amount that the business is obliged to return.
For example, business concerns have received a three-year apprenticeship premium equivalent to Rs.6, 000. Rs in this amount.2, 000 IE, 1/3 of Rs.6, 000 is for the current year and must be credited to P&L a/c as income. And balance Rs. As business is obliged to return 4, 000 represents responsibility.
Adjusting entries:
Apprentice premium A / c Dr Rs. 4000
To Apprentice premium received in advance Rs. 4000
Profit and Loss Account
|
| Rs | Rs |
| By Apprentice Premium Less: Received in advance | 6,000 4,000 |
2,000 |
Balance Sheet
Liabilities | Rs | Assets | Rs |
Apprentice Premiu received in advance | 4,500 |
|
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6. Depreciation of assets:
Depreciation implies a decrease or decrease in the value of an asset due to its constant use. It may also occur due to wear and tear, the passage of time and obsolescence. It's a loss to business.
It is usually calculated at a certain percentage to the value of the asset, and so the amount obtained is shown first on the debit side of the P & L A/C, and then subtracted from the original value of the asset of B/s.
For example, a business has furniture worth Rs. At the end of the year 50, 000 it is depreciated by 5%.
Adjusting entries:
Depreciation A / c Dr Rs. 2,500
To Furniture A / c to Rs. 2,500
[5% Rs 50,000 = 2,500]
Profit and Loss Account
| Rs. |
|
To Depreciation a/c Furniture | 2,500 |
|
Balance Sheet
Liabilities | Rs | Assets |
| Rs |
|
| Furniture Less: Depreciation | 50,000 2,500 |
47,500 |
7. Bad debts
Debt represents money from the debtor [i.e., the uncollected portion of the credit sale]. When a debt becomes irretrievable, it becomes a bad debt and is treated as a loss. The amount of non-performing loans is debited to P&L a/c and deducted from the various debtors of B/S.
For example, a trader's ledger balance on sundry debtors shows Rs with 20,000. 1,000 are estimated to be unrecoverable.
Adjusting entries:
Bad debts a / c Dr Rs. 1,000
To Sundry debtor a / c to Rs. 1,000
a) Provision for bad and doubtful debt:
Every business has a lot of trading through margin trading. This gives rise to a significant amount of book debts or debtors. But 100% of these debts are rarely recovered.
Therefore, it would be necessary to bring down the balance of the debtor to it true position. The usual practice is to calculate such a bad debt at a certain rate, based on the past experience of the debtor. It is called reserves or reserves for doubtful debts.
However, the allowance for bad loans and bad debt is calculated on good debt, that is, after deducting previously unadjusted bad loans.
For example:
At the end of the year the sundries debtors of traders stood in the Rs.21, 000. It is estimated to be Rs. 1,000 is written off as bad loans and a 5% allowance is created for bad debt.
Adjusting entries:
Bad Debts a/c Dr. Rs. 1,000
To Sundry Debtors a/c Rs. 1,000
To Profit and Loss a/c Dr. Rs. 2,000
To Bad Debts a/c Rs. 1,000
To Provision for Doubtful Debts 1,000
Profit and Loss Account
| Rs |
|
TO Bad Debts To Reserve for doubtful Debts | 1,000 1,000 |
|
If there is an old provision for doubtful debts, it should be adjusted [deducted] against the new provision.
Balance Sheet
Liabilities | Rs | Assets | Rs |
|
|
| Sundry Debtors Less: Bad Debts
Less: Provision for Doubtful Debts | 21,000 1,000 |
19,000 |
20,000 | ||||
1,000 |
b) Provision for discounts to debtors:
Cash discounts are allowed to debtors to prompt quick payments. After providing bad loans and bad debts, the debtor's balance represents the debt from a healthy party.
They may pay their dues on time and try to take advantage of the acceptable cash discounts themselves. Therefore, this discount should be expected and offered. It is, therefore, the usual practice in business is to offer debtors discounts at a certain percentage on good debt.
For example:
Suppose a trader has various debtors equivalent to rs.20, 000 and he estimates that a provision for a discount of 5% is desirable, after a provision of 2% for bad debts. Then about healthy debt, i e a provision of 19,000 at 2% has been made as a reserve for debtors ' discounts.
Adjusting entries:
Profit and Loss a/c Dr. Rs.380
To Reserve for Discount on Debtors a/c Rs.380
Profit and Loss Account
| Rs |
|
To ad Debts To Reserve for Doubtful Debts To Reserve for Discount on Debtors |
1,000 380 |
|
Balance Sheet
Liabilities | Rs | Assets |
| Rs |
|
| Sundry Debtors Less: Provision for Doubtful on Debts
Less: Provision for Doubtful Debts | 20,000 1,000
19,000 380 |
18,620 |
8. Provision for discounts to creditors:
The creditor represents the amount paid by the business to the supplier of goods on credit. A healthy business concern is the creditor's goodwill and the practice of settling accounts with creditors in time to get the discounts allowed by them.
In that case, the liability for various creditors can be reduced to the extent of the expected discount. Based on past practice, a certain percentage of the balance of receivables is calculated as a reserve for discounts and subtracted from the balance of receivables of B/S, and the same amount is calculated as the gain of P&L A/C.
For example:
Traders had various creditors at Rs. 10,000on31th December2002. It is desirable to *provide 3% for this amount for discounts.
Adjusting entries:
Discounts on creditors for Reserve a /c Dr Rs. 300
To Profit and loss a / c Rs. 300
Profit and Loss Account
| Rs |
| Rs |
|
| By Reserve for Discount on Creditors | 300 |
Balance Sheet
Liabilities | Rs |
|
|
|
Sundry Debtors Less: Reserve for Discount | 10,000 300 |
9,700 |
|
|
9. Interest on capital:
Often, interest at the usual rate is allowed to the owner's capital, which is adopted in the business. This is necessary in order to assess the efficiency of the business. Otherwise, the profit will include interest and will be displayed at a higher rate.
So the interest charged is a loss to the business and a profit to the owner. Thus, it is debited to profit and loss a/c and added to the capital of the balance sheet.
Adjusting entries:
a) Interest on Capital a/c Dr.
To Capital a/c
b) Profit and Loss a/c Dr.
To Interest on Capital a/c
10. Interest in drawing:
The drawing is the money that the owner has withdrawn from the capital. It charge interest on the drawing so that it allows business interest on capital. It's a profit to the business and a loss to the owner. Thus, it is credited to profit and loss a/c and deducted from the capital on the balance sheet.
Profit and Loss Account
| Rs |
| Rs |
To Interest on Capital |
| By Interest on Drawings |
|
Balance Sheet
|
|
|
|
Capital Add: Interest on Capital Less: Drawings Interest on Drawings |
|
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Adjustment of special items:
1. Products distributed as free samples:
To promote the products, free samples are supplied to experts in the field. For example, distributed a free sample of a book to a professor, a free sample of medicine to a doctor, etc.
Since it is a promotional activity, the cost of such a sample should be treated as promotional costs, for example, advertising. Free sample distribution is equivalent to a decrease in purchase or sale without a monetary return.
Thus, the adjusted entry is:
The net effect will be the reduction of purchases as promotional costs and the charge to the profit and loss account
2. Goods sold or sold on an approval basis: sometimes goods are sold on an approval basis in order to gain the trust of customers about the quality of the goods. If the customer approves it, it becomes a sale. If the customer does not approve it, the sale is not completed and therefore cannot be treated as a sale. Suppose that at the end of the fiscal year, you have a specific product with the customer that was sent on an approval basis, and you need to pass the necessary entries for reconciliation.
The adjustment entry is as follows: the treatment is as follows:
(A) As a deduction from sales at the selling price on the credit side of the trading account, and in addition to closing the shares at the cost price.
(h) As a deduction from debtors on the asset side, and as the total inventory displayed at the cost on the asset side of the balance sheet (cost+finished stock in stock with authorized customers).
3. About shipping of products by consignment sale:
Since consignment transactions are not sales transactions, they do not directly affect transactions and profit and loss accounts. Another consignment account is opened, and the goods sent to the consignment are debited to the consignment account. When an account sale is received, it is treated as a consignment sale, credited to the consignment account and debited to the consignment account.
The consignment inventory remaining at the consignment is deposited into the consignment account, and after invoicing the consignment cost, the consignment fee, etc., the consignment profit is confirmed. However, the closing stock of the deposit is displayed on the asset side of the balance sheet, and the profit and loss of the deposit is credited to the profit and loss account (if there is a loss of the deposit, it is cancelled).
The transfer input of consignment profit and loss is as follows:
4. Loss of stock due to fire:
If the stock is destroyed by fire, the losses incurred will be treated differently under the following three possible circumstances:
B. If the stock is fully insured-when the fully insured stock is destroyed, the company has a claim to the insurance company for the recovery of losses due to the goods destroyed by fire. Therefore, the claim takes precedence in the entry –
In practice, claims against the insurance company are treated as "debtors" and are indicated on the asset side of the balance sheet as payments from the insurance company.
If the insurance company settled the dues, the entry would be
In fact, the account of the insurance company does not appear on the balance sheet, since the cash/bank balance on the balance sheet increases with the settled claims.
C. if the shares are partially insured-in this case, the total value of the destroyed shares will be credited to the trading account, that portion of the claim settled by the insurance company will be debited to the insurance company account, and the difference between the destroyed shares and the accepted insurance claim will be debited to the profit and loss account as a loss. The entries are as follows –
5. Deferred appropriations: A huge expenditure of the nature of the revenue generated at the initial stage of a business enterprise with the belief that it derives profit from such expenditure during subsequent years is considered a deferred revenue expenditure if the charge of such expenses is spread over the number of years in which the profit is expected to be derived.
Part of such expenditure is charged as revenue for each year, and the rest is capitalized on the basis of the matching concept. For example, huge expenditures on "advertising" occur in the first year of the business and derive profits over an estimated period of ten years. Then one-tenth of that expenditure each year is charged to income over a decade period. The Important point here is that the expenditure that is not charged to the revenue is capitalized and appears as a fictitious asset on the balance sheet.
For example, suppose that the ad cost incurred Rs.2, 00,000 will be able to bring benefits over five year’s term. Then a fifth of two, 00,000, i.e., Rs.40, 000 are going to be charged on revenue for the primary year and therefore the remaining Rs.1,60,000 are shown as fictitious assets. In the second year Rs.40, 000 are charged for earnings and 1,20,000 outstanding are shown as fictitious assets. This process lasts for five years until the full expenditure is written off. Entries passed in the first year are –
6. Creation of reserve funds: To strengthen the financial situation of the enterprise, a part of the net profit can be transferred to the reserve account by appropriation. The entries for creating a reserve fund are –
7. Committee of managers:
Business companies sometimes offer profit incentives to managers in the form of commissions to motivate people to increase business profits. This fee is given as a percentage of net profit. There are two ways to provide this percentage of net profit.
(a) The percentage of the commission against net profit before charging such fees;
(b) The percentage of fees to net income after invoicing such fees;
8. Specific hidden tweaks:
The adjustments are not given explicitly under the array of adjustments, but they need to be placed and adjusted. For example, the balance displays the subsequent items alongside other items at the top of Dec31, 2009:
DR Cr
10% loan January 1, 2009 - -
Interest on loan 3,000 -
(Paid during the year)
If we carefully observe loans are obtained in March 1, 2009 at a rate of interest of 10%. That is, the interest paid on a one-year loan in December31, 2009 (Rs.50, 000×10/100) rupees.5, 000. But the interest paid is only Rs.3, 000 as shown in the trial balance. This indicates that interest is not paid (Rs.5, 000-3,000-2,000. Therefore, this should be considered as an adjustment. The entry is –
Profit and Loss A/c Dr 2,000
TO Interest payable A/c 2,000
Here, the total interest charged to the profit and loss account is Rs. Will you be given 3,000 trial balances plus interest expense? 2,000, which is completely equivalent to Rs.5,000. Interest expense Rs.2,000 will appear as liabilities on the balance sheet.
Please note that there are many adjustments to different types of courses and preparations for the final. Their treatment is explained when they appear.
Worksheet
When all the necessary information for financial reporting is ready (that is, information on the trial balance and adjustment, officially aggregated without errors), the accountant prefers to draft a work sheet. The worksheet is a rough work and is not part of the financial statements.
The worksheet is provided for convenience to ensure that the financial statements prepared in the debit and credit columns representing the trial balance, adjusted, adjusted trial balance, trading account, profit and loss account and balance sheet are in order.
Tips if balance sheet not tallied
‘My balance sheet is not tallied, though I have made all the adjustment entries, correctly’ – this is the common statement often heard from the students, coming out of the examination hall.
Follow the following to tips to avoid this situation:
Once you follow meticulously, your balance sheet would always tally.
Introduction to schedule vi of company’s act, 1956
Note: Schedule VI of Companies Act, 1956 is now Schedule III of Companies Act, 2013
Provisions relating to financial statements as per the companies act, 2013
1. Section 129 of companies act 2013, provides for preparation of financial statements.
2. 2(40) to include balance sheet, profit and loss account/income and expenditure account, cash flow statement, statement of changes in equity and any explanatory note annexed to the above.
3. New section 129 corresponds to existing section 210. It provides that the financial statements shall give a true and fair view of the state of affairs of the company and shall comply with the accounting standards notified under new section 133.
4. It is also provided that the financial statements shall be prepared in the form provided in new schedule III of Companies Act, 2013.
5. It may be noted that in the new schedule III the provisions for preparation of balance sheet and statement of profit and loss have been given which are on the same lines as in the existing schedule VI.
6. Further, in the new Schedule III detailed instructions have been given for preparation of consolidated financial statements as consolidation of accounts of subsidiary companies is now made mandatory in section 129.
7. It may be noted that for the first time a provision has been made in the new section 129(3)that if a company has one or more subsidiaries it will have to prepare a consolidated financial statement of the company and of all the subsidiaries in the form provided in the new schedule III of Companies Act, 2013.
8. The company has also to attack along with its financial statement, a separate statement containing the salient features of the financials of the subsidiary companies in such form as may prescribed by the rules.
9. It is also provided that if the company has interest in any associate company or a joint venture the accounts of that company as well as joint venture shall be consolidated.
10. For this purpose associate company has been defined in new section 2(6) company has significant influence i.e. it has. 20% of the total share capital of the company or has control on the business decision under an agreement.
11. The Central Government has power to exempt any companies from complying with any of the requirements made under the section.
General instruction for preparation of balance sheet and statement of profit and loss of a company (section 129) | |||||||
GENERAL INSTRUCTIONS | (1) Where compliance with the requirements of the Act including Accounting Standards as applicable to the companies require any change in treatment or disclosure including addition, amendment, substitution or deletion in the head or sub-head or any changes, in the financial statements or statements forming part thereof, the same shall be made and the requirements of this Schedule shall stand modified accordingly.(2) The disclosure requirements specified in this Schedule are in addition to and not in substitution of the disclosure requirements specified in the Accounting Standards prescribed under the Companies Act, 2013. Additional disclosures specified in the Accounting Standards shall be made in the notes to accounts or by way of additional statement unless required to be disclosed on the face of the Financial Statements. Similarly, all other disclosures as required by the Companies Act shall be made in the notes to accounts in addition to the requirements set out in this Schedule. (3) (i) Notes to accounts shall contain information in addition to that presented in the Financial Statements and shall provide where required a) narrative descriptions or disaggregation’s of items recognized in those statements; and b) Information about items that do not qualify for recognition in those statements. (ii) Each item on the face of the Balance Sheet and Statement of Profit and Loss shall be cross-referenced to any related information in the notes to accounts. In preparing the Financial Statements including the notes to accounts, a balance shall be maintained between providing excessive detail that may not assist users of financial statements and not providing important information as a result of too much aggregation (4) (i) Depending upon the turnover of the company, the figures appearing in the Financial Statements maybe rounded off as given below:—
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(ii) Once a unit of measurement is used, it shall be used uniformly in the Financial Statements.(5) Except in the case of the first Financial Statements laid before the Company (after its incorporation) the corresponding amounts (comparatives) for the immediately preceding reporting period for all items shown in the Financial Statements including notes shall also be given. (6) For the purpose of this Schedule, the terms used herein shall be as per the applicable | |||||||
Note: —this part of Schedule sets out the minimum requirements for on the face of the Balance Sheet, and the Statement of Profit and Loss (hereinafter referred to as —Financial Statements || for the purpose of this Schedule) and Notes. Line items, sub-line items and sub-totals shall be presented as an addition or substitution on the face of the Financial Statements when such presentation is relevant to an understanding of the company’s financial position or performance or to cater to industry/sector-specific disclosure requirements or when required for compliance with the amendments to the Companies Act or under the Accounting Standards. |
Part 1- format of balance sheet
Name of the Company
Balance Sheet as at
| Notes | Current Year | Previous Year |
(in Rs.) | (in Rs.) | ||
EQUITY AND LIABILITIES |
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Shareholders Fund |
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Share Capital | 1 |
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Reserves & Surplus | 2 |
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Money Received against Warrants |
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Share Application Money pending allotment |
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Non-current Liabilities |
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Long Term Borrowings | 3 |
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Deferred Tax Liabilities (Net) | 4 |
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Other Long Term Liabilities | 5 |
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Long Term Provisions | 6 |
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Current Liabilities |
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Short Term Borrowings | 7 |
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Trade Payables | 8 |
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Other Current Liabilities | 9 |
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Short Term Provisions | 10 |
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Total |
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ASSETS |
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Non-current Assets |
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Fixed Assets | 11 |
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Tangible Assets |
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Intangible Assets |
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Capital Work-in-Progress |
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Intangible Assets under development |
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Non-current Investments | 12 |
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Deferred Tax Assets (Net) |
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Long Term Loans & Advances | 13 |
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Other Non-current Assets | 14 |
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Current Assets |
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Current Investments | 15 |
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Inventories | 16 |
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Trade Receivables | 17 |
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Cash and Cash Equivalents | 18 |
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Short Term Loans & Advances | 19 |
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Other Current Assets | 20 |
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Total |
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Significant Accounting Policies |
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The accompanying notes are an integral part of the financial statements |
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General instructions for preparation of balance sheet
| PARTICULARS |
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1. | When an asset shall be classified as current? | If it satisfies any of the given criteria | (a) it is expected to be realised, or is intended for sale or consumption, in the company’s normal operating cycle; or (b) it is held primarily for the purpose of being traded; or (c) it is expected to be realised within twelve months after the reporting date; or (d) it is cash or cash equivalent unless it is restricted from being exchanged or used to settle a liability for at least twelve months after the reporting date. |
2. | When an asset shall be classified as Non Current ? |
| Asset other than Current Asset shall be classified as non current |
| Operating Cycle | Time between The acquisition of assets for processing And Their realisation in cash or cash equivalents | Where the normal operating cycle cannot be identified: It is assumed to have a duration of 12 months |
| When liability shall be classified as current ? | If it satisfies any of thegiven criteria | (a) It is expected to be settled in the company normal operating cycle; or (b) It is held primarily for the purpose of being traded; or (c) It is due to be settled within twelve months after the reporting date; or (d)The company does not have an unconditional right to defer settlement of the liability for least twelve months after the reporting cm Terms of a liability that could, at the option the counterparty, result in its settlement by the issue of equity instruments do not affect its classification. |
| When an liability shall be classified as Non Current ? |
| Liability other than Current liability shall be classified as Non-Current. |
| When receivable shall be classified as a “trade receivable” ? | If it is in respect of the amount due on account of goods sold or services rendered | In The Normal Course Of Business |
| When payable shall be classified as a “trade payable” ? | If it is in respect of the amount due on account of goods purchased or services received | In The Normal Course Of Business |
1 | Share Capital | For each Class of Share Capital(Different classes of preference shares to be treated separately) | a. The number and amount of shares authorized. b. The number of shares issued, subscribed and fully paid, and subscribed but not fully paid. c. Par value per share. d. A reconciliation of the number of shares outstanding at the beginning and at the end of the reporting period. e. The rights, preferences and restrictions attaching to each class of shares including restrictions on the distribution of dividends and the repayment of capital. f. Shares in respect of each class in the company held by its holding company or its ultimate holding company including shares held by or by subsidiaries or associates of the holding company or the ultimate holding company in aggregate. g. Shares in the company held by each shareholder holding more than 5 per cent, shares specifying the number of shares held. h. Shares reserved for issue under options and contracts/commitments for the sale of shares/disinvestment, including the terms and amounts. i. For the period of five years immediately preceding the date as at which the Balance Sheet is prepared. i. Aggregate number and class of shares allotted as fully paid-up pursuant to contract(s) without payment being received in cash. ii. Aggregate number and class of shares allotted as fully paid-up by way of bonus shares. iii. Aggregate number and class of shares bought back. j. Terms of any securities convertible into equity/preference shares issued along with the earliest date of conversion in descending order starting from the farthest such date. k. Calls unpaid (showing aggregate value of calls unpaid by directors and officers). l. Forfeited shares (amount originally paid-up). |
2 | Reserves and Surplus | shall be classified as | 1) Capital Reserves; 2) Capital Redemption Reserve; 3) Securities Premium Reserve; 4) Debenture Redemption Reserve; 5) Revaluation Reserve; 6) Share Options Outstanding Account; 7) Other Reserves(specify the nature and purpose of each reserve and the amount in respect thereof); 8) Surplus i.e., balance in Statement of Profit and Loss disclosing allocations and appropriations such as dividend, bonus snares and transfer to/from reserves, etc.; (Additions and deductions since last balance sheet to be shown under each of the specified heads); |
Reserve specifically represented | by earmarked investments shall be termed as a “fund”. | ||
Debit balance of statement of profit and loss | Shall be shown as a negative figure under the head “Surplus”. Similarly, the balance of “Reserves and Surplus”, after adjusting negative balance of surplus, if any, shall be shown under the head “Reserves and Surplus” even if the resulting figure is in the negative. | ||
3. | Long-Term Borrowings | shall be classified as | 1) Bonds/debentures; 2) Term loans: (i) from banks. (ii) from other parties 3) Deferred payment liabilities; 4) Deposits; 5) Loans and advances from related parties; 6) Long term maturities of finance lease obligations; 7) Other loans and advances (specify nature) |
shall be further sub-classified as | SECURED AND UNSECURED (Nature of security shall be specified separately in each case) | ||
Where loans have been guaranteed by directors or others | The aggregate amount of such loans under each head shall be disclosed. | ||
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| Bonds/debentures (along with the rate of interest and particulars of redemption or conversion, as the case maybe) | shall be stated in descending order of maturity or conversion, starting from farthest redemption or conversion date, as the case may be. Where bonds/debentures are redeemable by instalments, the date of maturity for this purpose must be reckoned as the date on which the first instalment becomes due. |
Particulars of any redeemed bonds/debentures | which the company has power to reissue shall be disclosed | ||
Shall state | Terms of repayment of term loans and other loans | ||
Shall specify | Period and amount of continuing default as on the balance sheet date in repayment of loans and interest(separately in each case) | ||
4. | Other Long-term Liabilities | shall be classified as | (1) Trade payables; (2) Others. |
5. | Long-term provisions | shall be classified as | 1) Provision for employee benefits; 2) Others (specify nature). |
6. | Short-term borrowings | shall be classified as | 1) Loans repayable on demand; (i) from banks. (ii) from other parties. (2) Loans and advances from related parties; (3) Deposits; (4) Other loans and advances (specify nature). |
Borrowings shall further be sub-classified as | secured and unsecured(Nature of security shall be specified separately in each case) | ||
Where loans have been guaranteed by directors or others | The aggregate amount of such loans under each head shall be disclosed. | ||
Shall specify | Period and amount of continuing default as on the balance sheet date in repayment of loans and interest (separately in each case) | ||
7. | Other current liabilities | shall be classified as | 1) Current maturities of long-term debt; 2) Current maturities of finance lease obligations; 3) Interest accrued but not due on borrowings; 4) Interest accrued and due on borrowings; 5) Income received in advance; 6) Unpaid Jividends; 7) Application money received for allotment of securities and due for refund and interest accrued thereon. Share application money includes advances towards allotment of share capital. The terms and conditions including the number of shares proposed to be issued, the amount of premium, if any, and the period before which shares shall be allotted shall be disclosed. It shall also be disclosed whether the company has sufficient authorised capital to cover the share capital amount resulting from allotment of shares out of such share application money. Further, the period for which the share application money has been pending beyond the period for allotment as mentioned in the document inviting application for shares along with the reason for such share application money being pending shall be disclosed. Share application money not exceeding the issued capital and to the extent not refundable shall be shown under the head Equity and share application money to the extent refundable, i.e., the amount in excess of subscription or in case the requirements of minimum subscription are not met, shall be separately shown under “Other current liabilities”; 8) Unpaid matured deposits and interest accrued thereon; 9) Unpaid matured debentures and interest accrued thereon; 10) Other payables (specify nature). |
8 | Short-term provisions | shall be classified as | 1) Provision for employee benefits 2) Others (specify nature). |
9. | Tangible assets | Classification shall be given as | 1) Land; 2) Buildings; 3) Plant and Equipment; 4) Furniture and Fixtures; 5) Vehicles; 6) Office equipment; 7) Others (specify nature). |
| Under lease shall be separately specified | under each class of asset | |
| A reconciliation of the gross and net carrying amounts of each class of assets at the beginning and end of the reporting period | showing additions, disposals, acquisitions through business combinations and other adjustments and the related depreciation and impairment losses/reversals shall be disclosed separately. | |
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| Where sums have been written-off on a reduction of capital or revaluation of assets or where sums have been added on revaluation of assets, every balance sheet subsequent to date of such write-off, or addition | shall show the reduced or increased figures as applicable and shall by way of a note also show the amount of the reduction or increase as applicable together with the date thereof for the first five years subsequent to the date of such reduction or increase. |
10 | Intangible assets | Classification shall be given as | 1) Goodwill; 2) Brands /trademarks; 3) Computer software; 4) Mastheads and publishing titles; 5) Mining rights; 6) Copyrights, and patents and other intellectual property rights, services and operating rights; 7) Recipes, formulae, models, designs and prototypes; 8) Licences and franchise; 9) Others (specify nature). |
A reconciliation of the gross and net carrying amounts of each class of assets at the beginning and end of the reporting period | showing additions, disposals, acquisitions through business combinations and other adjustments and the related depreciation and impairment losses/reversals shall be disclosed separately. | ||
Where sums have been written-off on a reduction of capital or revaluation of assets or where sums have been added on revaluation of assets, every balance sheet subsequent to date of such write-off, or addition | shall show the reduced or increased figures as applicable and shall by way of a note also show the amount of the reduction or increase as applicable together with the date thereof for the first five years subsequent to the date of such reduction or increase. | ||
11. | Non-current investments | shall be classified as trade investments and other investments and further classified as | 1) Investment property; 2) Investments in Equity Instruments; 3) Investments in preference shares; 4) Investments in Government or trust securities; 5) Investments in debentures or bonds; 6) Investments in Mutual Funds; 7) Investments in partnership firms; 8) Other non-current investments (specify nature). Under each classification, details shall be given of names of the bodies corporate indicating separately whether such bodies are (i) subsidiaries, (ii) associates, (iii) joint ventures, or (iv) controlled special purpose entities in whom investments have been made and the nature and extent of the investment so made in each such body corporate (showing separately investments which are partly-paid). In regard to investments in the capital of partnership firms, the names of the firms (with the names of all their partners, total capital and the shares of each partner) shall be given. |
Investments carried at other than at cost | should be separately stated specifying the basis for valuation thereof; | ||
The following shall also be disclosed | 1) Aggregate amount of quoted investments and market value thereof; 2) Aggregate amount of unquoted investments; 3) Aggregate provision for diminution in value of investments. | ||
12. | Long-term loans and advances | loans and advances shall be classified as: | 1) Capital Advances; 2) Security Deposits; 3) Loans and advances to related parties (giving details thereof); 4) Other loans and advances (specify nature). |
The above shall also be separately sub-classified as: | 1) Secured, considered good; 2) Unsecured, considered good; 3) Doubtful. | ||
Allowance for bad and doubtful loans and advances | shall be disclosed under the relevant heads separately. | ||
Loans and advances due by directors or other officers of the company or any of them either severally or jointly with any other persons or amounts due by firms or private companies respectively in which any director is a partner or a director or a member | should be separately stated. | ||
13. | Other non-current assets | shall be classified as | 1) Long-term Trade Receivables (including trade receivables on deferred credit terms); 2) Others (specify nature); 3) Long term Trade Receivables, shall be sub-classified as: |
| (i) Secured, considered good; (ii) Unsecured, considered good; (iii) Doubtful Allowance for bad and doubtful debts shall be disclosed under the relevant heads separately. Debts due by directors or other officers of the company or any of them either severally or jointly with any other person or debts due by firms or private companies respectively in which any director is a partner or a director or a member should be separately stated. | ||
14. | Current Investments | shall be classified as | 1) Investments in Equity Instruments; 2) Investment in Preference Shares; 3) Investments in Government or trust securities: 4) Investments in debentures or bonds; 5) Investments in Mutual Funds; 6) Investments in partnership firms; 7) Other investments (specify nature). |
Under each classification | Details shall be given of names of the bodies corporate indicating separately whether such bodies are: (i) subsidiaries, (ii) associates, (iii) joint ventures, or (iv) controlled special purpose entities in whom investments have been made and the nature and extent of the investment so made in each such body corporate (showing separately investments which are partly paid). In regard to investments in the capital of partnership firms, the names of the firms (with the names of all their partners, total capital and the shares of each partner) shall be given. | ||
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| following shall also be disclosed: | 1) The basis of valuation of individual investments 2) Aggregate amount of quoted investments and market value thereof; 3) Aggregate amount of unquoted investments; 4) Aggregate provision made for diminution in value of investments |
15. | Inventories | Inventories shall be classified as: | 1) Raw materials; 2) Work-in-progress; 3) Finished goods; 4) Stock-in-trade (in respect of goods acquired for trading); 5) Stores and spares; 6) Loose tools; 7) Others (specify nature) |
Goods-in-transit | shall be disclosed under the relevant sub-head of inventories | ||
Mode of valuation | shall be stated | ||
16. | Trade Receivables | Shall separately state shall be sub-classified as | Aggregate amount of Trade Receivables outstanding for a period exceeding six months from the date they are due for payment |
1) Secured, considered good; 2) Unsecured, considered good; 3) Doubtful. Allowance for bad and doubtful debts shall be disclosed under the relevant heads separately. Debts due by directors or other officers of the company or any of them either severally or jointly with any other person or debts due by firms or private companies respectively in which any director is a partner or a director or a member should be separately stated. | |||
17. | Cash and cash equivalents | shall be classified as | 1) Balances with banks; 2) Cheques, drafts on hand; 3) Cash on hand; 4) Others (specify nature) |
Earmarked balances with banks (for example, for unpaid dividend) | shall be separately stated | ||
Balances with banks to the extent held as margin money or security against the borrowings, guarantees, other commitments | shall be disclosed separately. | ||
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| Repatriation restrictions, if any, in respect of cash and bank balances | shall be disclosed separately. |
Bank deposits with more than twelve months maturity | shall be disclosed separately. | ||
18. | Short-term loans and advances | shall be classified as: | 1) Loans and advances to related parties (giving details thereof); 2) Others (specify nature). |
above shall also be sub-classified as | 1) Secured, considered good; 2) Unsecured, considered good; 3) Doubtful. | ||
Allowance for bad and doubtful loans and advances | shall be disclosed under the relevant heads separately | ||
Loans and advances due by directors or other officers of the company or any of them either severally or jointly with any other person or amounts due by firms or private companies respectively in which any director is a partner or a director or a member | shall be separately stated | ||
19. | Other current assets (specify nature) | an all-inclusive heading | which incorporates current assets that do not fit into any other asset categories |
20. | Contingent liabilities (to the extent not | shall be classified as | 1) Claims against the company not acknowledged as debt; |
| provided for) commitments (to the extent not provided for) | shall be classified as | 2) Guarantees; 3) Other money for which the company is contingently liable. 1) Estimated amount of contracts remaining to be executed on capital account and not provided for; 2) Uncalled liability on shares and other investments partly paid; 3) Other commitments (specify nature). |
PART 2- FORMAT OF STATEMENT OF PROFIT OR LOSS
| Notes | Current Year | Previous Year |
(in Rs.) | (in Rs.) | ||
Continuing Operations |
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REVENUE | 2 |
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Revenue from Operations |
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Less : Excise Duty |
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Revenue from Operations (Net) | 21 |
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Other Income | 22 |
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Total Revenue |
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EXPENSES |
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Cost of Materials Consumed | 23 |
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Purchases of Stock-in-Trade | 24 |
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(Increase)/Decrease in Inventories of FG/WIP/Stock-in-trade | 25 |
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Employee Benefit Expenses | 26 |
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Finance Cost | 27 |
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Depreciation & Amortisation Expenses | 28 |
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Other Expenses | 29 |
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Total Expenses |
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Profit Before Exceptional and Extraordinary Items & Tax |
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Exceptional Income / Expenses |
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Profit Before Extraordinary Items & Tax |
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Prior Period Items |
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Extraordinary Items |
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Profit Before Tax |
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Provision for Taxation | 30 |
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Profit/(Loss) for the period from continuing operations |
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Discontinuing Operations |
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Profit/(Loss) from Discontinuing operations |
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Tax expense of Discontinuing operations |
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Profit/(Loss) from Discontinuing operations after Tax |
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Profit/(Loss) for the period |
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Earnings per Share | 3 |
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Basic EPS (in Rs.) |
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Diluted EPS (in Rs.) |
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Details to be disclosed in the notes
a. Amount of “Revenue from operations” will be divided in –
i. Sale of products (including excise duty)
ii. Sale of services
iii. Other operating revenues
b. Finance cost will be distributed in –
i. Interest
ii. Dividend on redeemable preference shares
iii. Exchange Differences regarded as an adjustment to borrowing costs, and
iv. Other borrowing costs (if any)
c. Other Income will be distributed in –
i. Interest Income,
ii. Dividend Income, and
iii. Other non-operating income
d. Other Comprehensive Income shall be classified into –
i. Items that will not be reclassified to profit or loss
1. Changes in revaluation surplus
2. Remeasurements of the defined benefit plans
3. Equity Instruments through Other Comprehensive Income
4. Fair value changes relating to own credit risk of financial liabilities designated at fair value through profit or loss
5.Share of Other Comprehensive Income in Associates and Joint Ventures, to the extent not to be classified into profit or loss, and
6. Others
ii. Items that will be reclassified to profit or loss
1. Exchange differences in translating the financial statements of a foreign operation;
2. Debt instruments through Other Comprehensive Income;
3. The effective portion of gains and loss on hedging instruments in a cash flow hedge;
4. Share of other comprehensive income in Associates and Joint Ventures, to the extent to be classified into profit or loss; and
5. Others
e. Employees benefit expense
i. Salaries and wages,
ii. Contribution to provident and other funds,
iii. Share-based payments to employees
iv.staff welfare expenses
f. Depreciation and amortisation expense,
g. Interest Income,
h. Interest Expense,
i. Dividend Income,
j. Net gain or loss on sale of investments,
k. Net gain or loss on foreign currency transaction and translation (other than considered as finance cost),
l. Payment to the auditor as
i. Auditor
ii. For taxation matters
iii. For company law matters
iv. For other services
v. For reimbursement of expenses
m. Amount of expenses incurred on corporate social responsibility activities,
n. Details of items of exceptional nature
o. Any other expense or income which exceeds higher of Rs. 10,00,000 or 1% of revenue from operations.
Schedules forming a part of balance sheet & profit & loss account
Particulars | Current Year | Previous Year |
1. SHARE CAPITAL |
|
|
Authorised Share Capital : |
|
|
--- Equity Shares of Rs.-- each |
|
|
|
|
|
Issued Subscribed and Paid Up Capital : |
|
|
--- Equity Shares of Rs.-- each |
|
|
|
|
|
Less: Calls unpaid by Directors & Officers |
|
|
Less: Calls unpaid by Others |
|
|
Less: Shares Forfeited : |
|
|
Add: Forfeited Shares Reissued |
|
|
|
|
|
Total |
|
|
|
|
|
2. RESERVES & SURPLUS |
|
|
Capital Surplus |
|
|
As per last Balance Sheet |
|
|
Add : Additions during the year |
|
|
Less : Transfer / Adjustment during the year |
|
|
|
|
|
Profit & Loss Account |
|
|
As per last Balance Sheet |
|
|
Add : Transfer from General Reserves |
|
|
Add : Transfer from Capital Reserves |
|
|
Add : Transfer from Special Sources |
|
|
Add : Transfer from Other Reserves |
|
|
Add : Other Additions |
|
|
Less : Transfer to General Reserves |
|
|
Less : Transfer to Statutory Reserves |
|
|
Less : Transfer to Capital Reserves |
|
|
Less : Transfer to Capital Redemption Reserves |
|
|
Less : Transfer to Debenture Redemption Reserves |
|
|
Less : Transfer to Other Reserves |
|
|
Less : Appropriation for Interim Dividend |
|
|
Less : Appropriation for Final Dividend |
|
|
Less : Appropriation for Preference Dividend |
|
|
Less : Appropriation for Special Dividend |
|
|
Less : Appropriation for Dividend Distribution Tax on Equity Dividend |
|
|
Less : Appropriation for Dividend Distribution Tax on Preference Dividend |
|
|
Less : Other Deductions(Misc/Preliminary Exps not w/off) |
|
|
|
|
|
Surplus / (Deficit) during the year |
|
|
|
|
|
Total |
|
|
|
|
|
3. LONG TERM BORROWINGS |
|
|
Secured |
|
|
Bonds |
|
|
Debentures |
|
|
Loans from Banks |
|
|
Loans from Financial Institutions |
|
|
Loans from related parties |
|
|
Loans from Other |
|
|
Secured Deposits |
|
|
Loan from Subsidiaries |
|
|
Loan from Directors |
|
|
Loan from Managers |
|
|
Loan taken for Fixed Assets |
|
|
Hire Purchase Instalment Payable |
|
|
Other Secured Borrowings |
|
|
|
|
|
Unsecured |
|
|
Bonds |
|
|
Debentures |
|
|
Loans from Banks |
|
|
Loans from Financial Institutions |
|
|
Loans from related parties |
|
|
Loans from Other |
|
|
Unsecured Deposits |
|
|
Loan from Subsidiaries |
|
|
Loan from Directors |
|
|
Loan from Managers |
|
|
Loan taken for Fixed Assets |
|
|
Hire Purchase Instalment Payable |
|
|
Other Secured Borrowings |
|
|
Total |
|
|
|
|
|
|
|
|
4. DEFERRED TAX ASSET / LIABILITIES |
|
|
Deferred Tax Liabilities |
|
|
Branch Profit Tax |
|
|
Others |
|
|
|
|
|
|
|
|
Deferred Tax Assets |
|
|
Fixed Assets |
|
|
Others |
|
|
Total |
|
|
|
|
|
|
|
|
5. OTHER LONG TERM LIABILITIES |
|
|
Trade Payables |
|
|
Other Long Term Liabilities |
|
|
Total |
|
|
|
|
|
6. LONG TERM PROVISIONS |
|
|
Provision for Employee Related Liabilities |
|
|
Employee Health Insurance |
|
|
Other Long Term Provisions |
|
|
Others |
|
|
|
|
|
Total |
|
|
|
|
|
7. SHORT TERM BORROWINGS |
|
|
Secured |
|
|
Bonds |
|
|
Debentures |
|
|
Loans from Banks |
|
|
Loans from Financial Institutions |
|
|
Loans from related parties |
|
|
Loans from Other |
|
|
Secured Deposits |
|
|
Loan from Subsidiaries |
|
|
Loan from Directors |
|
|
Loan from Managers |
|
|
Loan taken for Fixed Assets |
|
|
Hire Purchase Installment Payable |
|
|
Other Secured Borrowings |
|
|
|
|
|
Unsecured |
|
|
Bonds |
|
|
Debentures |
|
|
Loans from Banks |
|
|
Loans from Financial Institutions |
|
|
Loans from related parties |
|
|
Loans from Other |
|
|
Unsecured Deposits |
|
|
Loan from Subsidiaries |
|
|
Loan from Directors |
|
|
Loan from Managers |
|
|
Loan taken for Fixed Assets |
|
|
Hire Purchase Instalment Payable |
|
|
Other Secured Borrowings |
|
|
Total |
|
|
|
|
|
8. TRADE PAYABLES |
|
|
|
|
|
Creditors for Materials |
|
|
Creditors for Expenses |
|
|
Other Creditors |
|
|
|
|
|
Total |
|
|
|
|
|
9. OTHER CURRENT LIABILITIES |
|
|
Current Maturity of Long Term Debt |
|
|
Current Maturity of Finance Lease Obligation |
|
|
Interest Accrued but not Due |
|
|
Interest Accrued and Due |
|
|
Advances Received |
|
|
Unclaimed / Unpaid Amounts |
|
|
Share Application Money Refundable |
|
|
Other Payables |
|
|
|
|
|
Total |
|
|
|
|
|
10. SHORT TERM PROVISIONS |
|
|
Provision for Employee Related Liabilities |
|
|
Provision for Employees |
|
|
Provision for Dividend |
|
|
Provision for Dividend Distribution Tax |
|
|
Provision for Statutory Liabilities |
|
|
Other Short Term Provisions |
|
|
|
|
|
Total |
|
|
|
|
|
11. FIXED ASSETS |
|
|
Tangible |
|
|
Land & Building |
|
|
Add: Additions |
|
|
Less: Deductions |
|
|
Less: Depreciation |
|
|
|
|
|
Plant & Machinery |
|
|
Add: Additions |
|
|
Less: Deductions |
|
|
Less: Depreciation |
|
|
|
|
|
Furniture |
|
|
Add: Additions |
|
|
Less: Deductions |
|
|
Less: Depreciation |
|
|
|
|
|
Other Assets, etc |
|
|
Add: Additions |
|
|
Less: Deductions |
|
|
Less: Depreciation |
|
|
|
|
|
Intangible Assets |
|
|
Goodwill |
|
|
Brands / Trademarks |
|
|
Computer Software |
|
|
Mastheads and publishing titles |
|
|
Copyrights |
|
|
Patents |
|
|
Other intellectual property rights, |
|
|
Services & operating rights |
|
|
Less: Amortization |
|
|
|
|
|
Total Assets |
|
|
|
|
|
12. NON CURRENT INVESTMENTS |
|
|
A. Quoted Investments |
|
|
1. Trade Investments |
|
|
In Government Securities of Local Authorities |
|
|
In Debt Securities |
|
|
In Equity Securities |
|
|
In Preference Securities |
|
|
Other Investments |
|
|
|
|
|
2. Non-Trade Investments |
|
|
In Government Securities of Local Authorities |
|
|
In Debt Securities |
|
|
In Equity Securities |
|
|
In Preference Securities |
|
|
Other Investments |
|
|
|
|
|
3. Other Investments |
|
|
Investments in Associates |
|
|
Investments in Joint Venture |
|
|
Investments in Subsidiaries |
|
|
Investments in Controlled Special Purpose Entities |
|
|
|
|
|
B. Unquoted Investments |
|
|
1. Trade Investments |
|
|
In Government Securities of Local Authorities |
|
|
In Debt Securities |
|
|
In Equity Securities |
|
|
In Preference Securities |
|
|
In Mutual Funds |
|
|
In Property |
|
|
Other Investments |
|
|
|
|
|
2. Non-Trade Investments |
|
|
In Government Securities of Local Authorities |
|
|
In Debt Securities |
|
|
In Equity Securities |
|
|
In Preference Securities |
|
|
In Mutual Funds |
|
|
In Property |
|
|
Other Investments |
|
|
|
|
|
3. Other Investments |
|
|
Investments in Associates |
|
|
Investments in Joint Venture |
|
|
Investments in Subsidiaries |
|
|
Investments in Controlled Special Purpose Entities |
|
|
Investment in Capital of Partnership Firm |
|
|
|
|
|
Less : Provision for Diminution in Non-current Investments |
|
|
|
|
|
Total |
|
|
|
|
|
13. LONG TERM LOANS & ADVANCES |
|
|
Capital Advances |
|
|
Inter-Corporate Deposits |
|
|
Deposit with Statutory Authorities |
|
|
Other Security Deposits |
|
|
Given to Subsidiaries |
|
|
Given to Associates |
|
|
Given to Directors |
|
|
Given to Other Related Parties |
|
|
Given to Suppliers |
|
|
Given to Employees |
|
|
Other Long Term Loans & Advances |
|
|
Total |
|
|
14. OTHER NON-CURRENT ASSETS |
|
|
Long Term Trade Receivables |
|
|
|
|
|
Other Non-Current Assets |
|
|
Total |
|
|
|
|
|
15. CURRENT INVESTMENTS |
|
|
A. Quoted Investments |
|
|
1. Trade Investments |
|
|
In Government Securities of Local Authorities |
|
|
In Debt Securities |
|
|
In Equity Securities |
|
|
In Preference Securities |
|
|
Other Investments |
|
|
|
|
|
2. Non-Trade Investments |
|
|
In Government Securities of Local Authorities |
|
|
In Debt Securities |
|
|
In Equity Securities |
|
|
In Preference Securities |
|
|
Other Investments |
|
|
|
|
|
3. Other Investments |
|
|
Investments in Associates |
|
|
Investments in Joint Venture |
|
|
Investments in Subsidiaries |
|
|
Investments in Controlled Special Purpose Entities |
|
|
|
|
|
B. Unquoted Investments |
|
|
1. Trade Investments |
|
|
In Government Securities of Local Authorities |
|
|
In Debt Securities |
|
|
In Equity Securities |
|
|
In Preference Securities |
|
|
In Mutual Funds |
|
|
In Property |
|
|
Other Investments |
|
|
|
|
|
2. Non-Trade Investments |
|
|
In Government Securities of Local Authorities |
|
|
In Debt Securities |
|
|
In Equity Securities |
|
|
In Preference Securities |
|
|
In Mutual Funds |
|
|
In Property |
|
|
Other Investments |
|
|
|
|
|
3. Other Investments |
|
|
Investments in Associates |
|
|
Investments in Joint Venture |
|
|
Investments in Subsidiaries |
|
|
Investments in Controlled Special Purpose Entities |
|
|
Investment in Capital of Partnership Firm |
|
|
|
|
|
Less : Provision for Diminution in Non-current Investments |
|
|
|
|
|
Total |
|
|
|
|
|
16. INVENTORIES |
|
|
Raw materials |
|
|
Work in progress |
|
|
Finished goods |
|
|
Stock in trade (in respect of goods acquired for trading) |
|
|
Stores & Spares |
|
|
Loose Tools |
|
|
Others (Specify) |
|
|
Consumables |
|
|
Packing materials |
|
|
|
|
|
Total |
|
|
|
|
|
17. TRADE RECEIVABLES |
|
|
Secured - Considered Good |
|
|
Outstanding for more than six months |
|
|
Others |
|
|
|
|
|
Unsecured - Considered Good |
|
|
Outstanding for more than six months |
|
|
Others |
|
|
|
|
|
Unsecured - Considered Doubtful |
|
|
Outstanding for more than six months |
|
|
Others |
|
|
|
|
|
Other Trade Receivables |
|
|
Less : Provision for Doubtful Debts |
|
|
|
|
|
Total |
|
|
18. Cash & Cash Equivalents |
|
|
Cash in Hand |
|
|
Balance at Banks |
|
|
Total |
|
|
19. SHORT TERM LOANS & ADVANCES |
|
|
Given to Subsidiaries |
|
|
Given to Associates |
|
|
Given to Directors |
|
|
Given to Other Related Parties |
|
|
Given to Suppliers |
|
|
Given to Employees |
|
|
Other Long Term Loans & Advances |
|
|
Total |
|
|
|
|
|
20. OTHER CURRENT ASSETS |
|
|
Interest Accrued on Investments |
|
|
Unbilled Revenue |
|
|
Payment of Taxes |
|
|
Dividend Receivable |
|
|
Recoverable from government agencies |
|
|
Export Incentives Receivables |
|
|
Interest Income Accrued but Not Due |
|
|
Assets Held up Disposal |
|
|
Derivative Assets |
|
|
Prepaid Expenses |
|
|
Notes Receivable |
|
|
Claims Recoverable |
|
|
Other Receivables |
|
|
Total |
|
|
|
|
|
21. REVENUE FROM OPERATIONS |
|
|
Revenue from Sale of Products |
|
|
Export Sales |
|
|
Domestic Sales |
|
|
Revenue from Sale of Services |
|
|
Revenue from Contract |
|
|
Works Contract |
|
|
Revenue from Intangible Assets |
|
|
Patents Charges |
|
|
Revenue from Other Operations |
|
|
Other Income |
|
|
Total |
|
|
|
|
|
Less : Service Tax Collected |
|
|
Less : Other Duties & Taxes Collected |
|
|
Less : Inter Division Transfer |
|
|
Less : Brokerage Discounts & Rebates |
|
|
Less : Sales Return |
|
|
Less : Other Allowances & Deductions against Sales |
|
|
|
|
|
Total |
|
|
|
|
|
22. OTHER INCOME |
|
|
|
|
|
Rent Receipt |
|
|
Commission |
|
|
Dividend Income |
|
|
Interest Income |
|
|
Profit on sale of fixed assets |
|
|
Profit on sale of investment being securities chargeable to Securities Transaction Tax (STT) |
|
|
Profit on sale of other investment |
|
|
Profit on account of currency fluctuation |
|
|
Agriculture income |
|
|
Net gain / (loss) on sale of investment |
|
|
Other non operating income |
|
|
Other Income |
|
|
|
|
|
Total |
|
|
|
|
|
23. COST OF MATERIALS CONSUMED |
|
|
Raw Materials, Packing Materials, Stores & Spares |
|
|
Opening Stock |
|
|
Add: Purchases |
|
|
Add: Incidental Expenses on purchase |
|
|
Less: Purchase Returns |
|
|
Less: Closing Stock |
|
|
|
|
|
Total |
|
|
|
|
|
24. PURCHASE OF STOCK IN TRADE |
|
|
|
|
|
Traded Goods |
|
|
Finished Goods |
|
|
|
|
|
Total |
|
|
|
|
|
25. (INCREASE)/ DECREASE IN INVENTORIES |
|
|
Traded Goods |
|
|
Opening Stock |
|
|
Less: Closing Stock |
|
|
|
|
|
Finished Goods |
|
|
Opening Stock |
|
|
Less: Closing Stock |
|
|
|
|
|
Work in Progress |
|
|
Opening Stock |
|
|
Less: Closing Stock |
|
|
Total |
|
|
|
|
|
26. EMPLOYEE BENEFIT EXPENSES |
|
|
|
|
|
Salaries & Wages |
|
|
Overtime Wages |
|
|
Bonus |
|
|
Director’s Remuneration |
|
|
Managerial Remuneration |
|
|
Reimbursement of Medical Exp |
|
|
Leave Encashment |
|
|
Leave Travel Benefits |
|
|
Contribution to approved Superannuation fund |
|
|
Contribution to recognized Provident fund |
|
|
Contribution to recognized Gratuity fund |
|
|
Contribution to any other fund/ESI |
|
|
Any other benefit to employees in respect of which expenditure has been incurred. |
|
|
Gratuity |
|
|
Performance Pay |
|
|
Profit Share |
|
|
|
|
|
Total |
|
|
|
|
|
27. FINANCE COSTS |
|
|
|
|
|
Interest Expenses |
|
|
Other borrowing cost |
|
|
Net Loss / (Gain) on foreign currency transaction |
|
|
Forward cancellation |
|
|
Bank charges/Bank Guarantee Charges |
|
|
Total |
|
|
|
|
|
28. DEPRECIATION & AMORTISATION EXPENSE |
|
|
Depreciation Expense |
|
|
Amortization Expense |
|
|
Total |
|
|
29. OTHER EXPENSES |
|
|
|
|
|
Manufacturing & Service Cost |
|
|
Transportation charges/Freight |
|
|
Consumption of stores and spare parts: |
|
|
Oil |
|
|
Packing Materials |
|
|
Stores |
|
|
Other consumables |
|
|
Tools, Jigs & fixtures |
|
|
Power and fuel. (Electricity/Generator Exp) |
|
|
Repairs to buildings. |
|
|
Repairs to machinery |
|
|
Research & Development Expenditure |
|
|
Installation S/W |
|
|
Payment to Auditors |
|
|
As auditors - statutory audit |
|
|
For taxation matters |
|
|
For company law matters |
|
|
For management services |
|
|
For other services |
|
|
Reimbursement of expenses |
|
|
Selling/Marketing Expenses |
|
|
Sales promotion including publicity (other than advertisement) |
|
|
Advertisement |
|
|
Commission Paid |
|
|
Other Expenses |
|
|
Duties and taxes in respect of goods and services purchased |
|
|
Custom duty |
|
|
Countervailing duty |
|
|
Special additional duty |
|
|
Union excise duty |
|
|
Service tax |
|
|
VAT/ Sales tax |
|
|
Any other tax |
|
|
Rents |
|
|
Insurance |
|
|
Medical Insurance |
|
|
Life Insurance |
|
|
Key-man Insurance |
|
|
Other Insurance including factory, office, car, goods, etc |
|
|
Workmen and staff welfare expenses |
|
|
Entertainment |
|
|
Hospitality |
|
|
Conference |
|
|
Hotel, Boarding and Lodging |
|
|
Travelling expenses including foreign travelling |
|
|
Conveyance Expenses |
|
|
Telephone Expenses |
|
|
Guest House Expenses |
|
|
Club expenses |
|
|
Festival celebration expenses |
|
|
Scholarships |
|
|
Gift |
|
|
Donation |
|
|
Rates and taxes, paid or payable to Government or any local body (excluding taxes on income) |
|
|
Union Excise Duty |
|
|
Service Tax |
|
|
VAT/Sales Tax |
|
|
Cess |
|
|
Any other rate, tax, duty or cess |
|
|
Other Expenses |
|
|
Bad debts |
|
|
Provision for bad & doubtful debts |
|
|
Other Provisions |
|
|
|
|
|
30. PROVISION FOR TAX |
|
|
Tax Expense |
|
|
Deferred Tax expense |
|
|
Total |
|
|
Problem 1:
From the following ledger balance presented by Sen. on 31st March, 2016 prepare a trading account:
Particulars | Rs | Particulars | Rs |
Stock(1-4-2015) Purchase Wages Carriage inwards Freight inward | 10,000 1,60,000 30,000 10,000 8,000 | Sales Returns inward Return outward Gas and Fuel | 3,00,000 16,000 10,000 8,000 |
Other information:
Trading account for the year ended 31st March, 2016
Dr Cr
Particulars | Rs | RS | Particulars | Rs | Rs |
To Opening Stock To purchase Less: Return outwards To wages Add: Outstanding To carriage inwards To freight inwards To Gas and fuel Less: Prepaid To Gross profit c/d |
1,60,000 10,000 | 10,000
1,50,000
34,000 10,000 8,000
7,000 85,000
| By Sales Less: Returns inward BY Closing Stock | 30,00,000 16,000 |
2.84,000 20,000
|
| |||||
30,000 4,000 | |||||
8,000 1,000 | |||||
| |||||
3,04,00 | |||||
3,04,00 | |||||
|
|
Problem 2:
From the following details presented by Thilak for the year 31st March, 2017, we will prepare a profit and loss account.
Particulars | Rs | Particulars | Rs |
Gross profit Rent paid Salaries Commissions (Cr.) Discount received Insurance Premium paid | 1,00,000 22,000 10,000 12,000 2,000 8,000 | Interest received Bad debts Provisions for bad debts(1-4-2016) Sundry debtors Buildings | 6,000 2,000 4,000 40,000 80,000 |
Adjustment:
Solution:
Profit and Loss Account for the year ended 31st March, 2017
Dr. Cr.
Particulars | Rs | RS | Particulars | Rs | Rs |
To Rent Add: Outstanding (22,000x1/11) To Salaries Add: Outstanding To Insurance premium
Less: Prepaid insurance To Provision for bad and doubtful debts(closing)
Add: Bad debts Add: Further bad debts
Less: Opening provisions for bad and doubtful debts To Depreciate on building (80,000 x 10%)
To Net profit (transferred to capital A/c)
| 22,000 2,000 |
24,000
14,000
6,000
2,900 8,000 | By Gross profit b/d By Commission
Less: Received in advance By Discount received By interest received Add: Accrued | - 12,000 2,000 | 1,00,000
10,000 2,000
8,000
|
10,000 4,000 | 6,000
2,000 | ||||
8,000 2,000 | |||||
1,900 2,000 3,000
| |||||
6,900
4,000 | |||||
| |||||
65,100 | |||||
1,20,000 | |||||
1,20,000 |
Working notes:
Debtors: 40,000
Less: further bad loans: 2,000: 38,000
Allowance for bad and bad debt of 5%: 38,000x5 % =Rs. 1,900
Problem 3:
As of 31st December, 2017, from the balance below, prepare a profit and loss account.
Particulars | Rs | Particulars | Rs |
Gross profit Salaries Office rent paid Advertisement | 50,000 18,000 12,000 8,000 | Rent received Discount received Carriage outwards Fire insurance premium | 2,000 3,000 2,500 6,500 |
Adjustment:
Dr. Cr.
Particulars | Rs | RS | Particulars | Rs | Rs |
To Salaries To Office rent To Advertisement To Carriage outwards To Fire insurance premium Less: Prepaid To Manager’s commission To Net profit (transferred to capital account) |
6,500 1,500 | 18,000 12,000 8,000 2,500
5,000 1,000
9,000 | By Gross profit b/d By Rent received Add: Rent accrued By Discount received |
2,000 500 | 50,000
2,500 3,000
55,500 |
| |||||
55,500 |
Profit and Loss Account for the year ended 31st December, 2017
Dr. Cr.
Particulars | Rs | Rs | Particulars | Rs | Rs |
To Salaries To Office Rent To Advertisement To Carriage outwards To Fire insurance premium Less: Prepaid TO Manager’s commission To Net profit (transferred to capital account) |
6,500 1,500 | 18,000 12,000 8,000 2,500
5,000 1,000
9,000
55,500 | By Gross profit/d By Rent received Add: Rent accrued By Discount received |
2,000 500 | 50,000
2,500 3,000
55,500 |
| |||||
|
Working notes:
Manager’s Commission= Net profit before charging commission x Rate of Commission/100
Net profit = 55,500 – (18,000 + 12,000 + 8,000 + 2,500 + 5,000) = Rs. 10,000
Manager’s commission = 10,000x 10/100 = 1,000
Problem 4:
Prepare a trading and profit and loss account from the following balances obtained from Siva books:
Particulars | Rs | Particulars | Rs |
Stock on 01.01.2016 Purchase Sales Expenses on purchase Bank charges paid | 9,000 22,000 42,000 1,500 3,500 | Bad debts Sundry expenses Discount allowed Expenses on sale Repairs on office furniture | 1,200 1,800 1,700 1,000 600 |
Adjustment:
Solution
Dr. Trading and Profit and Loss Account for the year 31st December, 2016 Cr.
Particulars | Rs. | Particulars | Rs |
To Opening stock To Purchase To Expense’s on purchase To Gross profit c/d
To Bank charges To Bad debts To Sundry expenses To Discount allowed TO Expense on sale To Repairs on office furniture TO Manager’s commission To Net profit (transferred to capital A/c) | 9,000 22,000 1,500 14,000 | By Sales By Closing stock
By Gross profit b/d | 42,000 4,500
|
46,500 | 46,500 | ||
3,500 1,200 1,800 1,700 1,000 600 200 4,000
| 14,000
| ||
14,000 | 14,000 |
Working Note:
Commission = Net profit before charging commissions x Rate of commissions/(100+ Rate of commissions) x 100
Net profit = 14,000 – (3,500 + 1,000+1,200+1,800+1,700+600) = Rs 4,200
Manager’s commission = 4,200 x 5/105 = Rs 200
Problem 5:
From the following details, we have prepared Madhu's balance sheet and finished 31st March, 2018. During the final account creation, the following adjustments were made:
Particulars | Rs | Particulars | Rs |
Capital Drawings Cash in hand Loan from Bank Bank over draft Investment Bills receivables | 2,00,000 40,000 15,000 40,000 20,000 20,000 10,000 | Sundry creditors Bill payable Goodwill Sundry debtor Land and Building Vehicles Cash at bank | 40,000 20,000 60,000 80,000 50,000 80,000 25,000 |
Solution:
In the book of Madhu
Balance Sheet as on 31st March, 2018
Particulars | Rs | Rs | Particulars | Rs | Rs |
Capital Add: Net profit Add: Interest on capital
Less: Drawings Loan from bank
Add: Interest outstanding Bills payable Sundry creditors Bank overdraft Add: Interest outstanding
Outstanding liabilities Salaries Wages | 2,00,000 96,000 20,000 |
2,76,000
46,000 20,000 40,000
23,000
30,000
| Good will Land and Building Vehicles Less: Depreciation
Investment Stock in trade Sundry debtors Less: Bad debts
Less: Provision for bad and doubtful debts
Bills receivable Cash at bank Cash in hand |
80,000 8,000 | 60,000 50,000
72,000 20,000 1,20,000
63,000
10,000 25,000 15,000
|
3,16,000 40,000 | |||||
80,000 10,000 | |||||
40,000
6,000 | |||||
20,000 3,000 | 70,000
7,000 | ||||
10,000 20,000 |
| ||||
4,35,000 | |||||
| 4,35,000 |
Problem 6:
The following balance was extracted from Thomas's book as of 31st March, 2018 additional information:
Particular | Rs | Paricular | Rs |
Purchase Return inward Opening stock Freight inwards Wages Investments Bank Charges Land Machinery Buildings Cash at bank Cash in hand | 75,000 2,000 10,000 4,000 2,000 10,000 1,000 30,000 30,000 25,000 18,000 4,000 2,11,000 | Capital Creditors Sales Return outwards | 60,000 30,000 1,20,000 1,000
2,11,000 |
Prepare a trading account, a profit and loss account and a balance sheet.
Solution:
In the book of Thomas
Trading and Profit and Loss Account for the year ended 31st March, 2018
Dr. Cr.
Particulars | RS | Rs | Particulars | Rs | Rs |
To Opening stock TO Purchase Less: Return outward To Freight inwards To wages To Gross profit c/d
To Depreciation on machinery To Bank charges To Net profit (transferred to a/c) |
75,000 1,000 | 10,000
74,000 4,000 2,000 37,000 | By Sales Less: Return inward
By Closing stock
By Gross profit b/d BY Accrued interest on investment | 1,20,000 2,000 |
1,18,000
9,000
|
| |||||
| |||||
1,27,000 | 1,27,000 | ||||
3,000 1,000 35,000 |
37,000 2,000
| ||||
39,000 | |||||
39,000 |
Balance Sheet as on 31st March, 2018
Particulars | RS | Rs | Particulars | Rs | Rs |
Capital Add: Net profit Creditors | 60,000 35,000
|
95,000 30,000
| Land Building Machinery Less Depreciation Investment Add: Accrued interest Stock in trade Cash at bank Cash in hand
|
30,000 3,000 | 30,000 25,000
27,000
12,000 9,000 18,000 4,000
|
10,000 2,000 | |||||
1,25,000
| |||||
1,25,000 |
Problem 7:
Below is a balance extracted from Nagarajan's book as of 31st March, 2016 .
Particulars | Rs | Particulars | Rs |
Purchase Wages Freight inwards Advertisement Carriage outwards Cash Machinery Debtors Bills receivable Stock on 1st January, 2016 | 10,000 600 750 500 400 1,200 8000 2,250 300 1,000 25,000 | Sales Commission received Rent received Creditors Capital | 15,100 1,900 600 2,400 5,000
25,000 |
After adjusting for the following, we will prepare trading and profit and loss accounts for the year ending 31st March, 2016 and balance sheet as of that date:
Solution:
In the book of Nagrajan
Trading and Profit and Loss Account for the year ended 31st March, 2016
Dr. Cr.
Particulars | Rs | Rs | Particulars | Rs | Rs |
To Opening stock To Purchase TO Wages Add: Outstanding To Freight inwards To Gross profit c/d
TO Advertisement Less: Prepaid advertisement To Carriage outwards TO Net profit (transferred to capital a/c) |
600 200 | 1,000 10,000
800 750 4,650 | By Sales By Closing stock
By Gross profit b/d By Commission received Less: Received in advance By Rent received |
1,900 400 | 15,100 2,100
|
500 150 | |||||
17,200 | 17,200 4,650 | ||||
350 400
6,000
|
1,500 600
| ||||
| |||||
| |||||
6,750 | 6,750 |
Problem 8:
Consider the following balance extracted from Jain's book, as of 31st December, 2016. Prepare the final account.
|
|
|
|
Capital Debtors Creditors Purchase Sales Income tax of Jain paid Opening stock | 20,000 8,000 10,500 60,00 80,000 500 12,000 | Offices Salaries Establishment expenses Selling expense Furniture Cash at bank Miscellaneous receipt Drawings | 6,600 4,500 2,300 10,000 2,400 600 4,800 |
Adjustment
Solution:
In the book of Jain
Trading and profit and Loss Account for the year ended 31st Dec,2016
Dr. Cr.
Particular | Rs | Rs | Particular | Rs | Rs |
To Opening Stock To Purchase To Gross Profit c/d
To Office salaries Add: Outstanding To Establish expenses To Selling expenses To Depreciation on furniture (10,000 x 10%) To interest on capital (20,000 x 5%) To Net profit (transferred to capital a/c) |
6,600 600 | 12,000 60,000 22,000 | By sales By closing stock
By Gross Profit b/d By miscellaneous receipt |
| 80,000 4,000 |
94,000 |
94,000 | ||||
72,00 4,500 2,300 1,000
1000
6,600
| 22,000
600
| ||||
| |||||
22,600 | 22,600 |
Balance Sheet as on 31st December, 2016
Liabilities | Rs | Rs | Assets | Rs | Rs |
Capital Add: Net profit Add: Interest on capital
Less: Drawings 4,800 Income tax 500 Creditors Office salaries outstanding
| 20,000 6,600 1,100 27,600
5,300 |
22,300 10,500 600 | Furniture Less: Depreciation Stock in trade Debtors
Cash at bank | 10,000 1,000 |
9,000 14,000 8,000 2,400 |
| |||||
| |||||
33,400 |
Problem 9:
Edward's books include: We will prepare his trading and profit and loss a/c for the year to 31st December, 2016 and ended the balance sheet for the day.
Debit balances | Rs | Credit balances | Rs |
Drawings Sundry debtors Coal, gas and water Return inward Purchase Stock on 1-11-2016 Travelling expenses Interest on loan paid Petty cash Repairs Investment | 5,000 60,000 10,500 2,500 2,56,500 89,700 51,250 300 710 4,090 70,000 | Capital Loan at 6% p.a. Sales Interest on investment Sundry creditors | 1,31,500 20,000 3,56,500 2,550 40,000
|
5,50,550 | 5,50,550 |
Adjustment:
Solution:
In the books of Edward
Trading and Profit and Loss Account for the year ended 31st Dec, 2016
Dr. Cr.
Particulars | ₹ | ₹ | Particulars | ₹ | ₹ |
To opening stock To purchase To Coal, gas and water To Gross profit c/d
To travelling expenses To interest on loan paid To Repair To Provide Provision for bad and doubtful debts To Provision for Discount on debtors Net Profit (transferred to capital a/c)
|
300
900 | 89,000 2,56,500 10,500 1,27,300 | By sales Less: Returns inward By Closing stock
By Gross profit b/d By Interest on Investment | 3,56,00 2,500 |
3,54,500 1,30,000 |
| |||||
4,84,000 | |||||
4,84,000 | |||||
51,250
1,200
4,090 3,000
1,140
69,170
|
1,23,300 2,550
| ||||
1,29,850 |
|
| 1,29,850 |
Balance Sheet as on 31st December, 2016
|
Liabilities | ₹ | ₹ | Assets | ₹ | ₹ |
Capital Add: Net profit
Less: Drawings 6% Loan Add interest outstanding Sundry creditors
| 1,31,500 69,170 2,00,000 5,000 20,000 900 |
1,95,670
20,900 40,000 | Investments Stock in trade Sundry debtors Less: Provision for bad and doubtful debts( 60,000* 5/100) Less: Provision for discount on debtors (57,000*2/100) Pretty cash |
60,000
3,000
57,000 1,140
| 70,000 1,30,000
55,860 710 |
2,56,570 |
|
Problem 10:
Karyan & co. operates the cloth business. And then, in 2008, the company's accounting books show the debtor in Rs. 4, 00,000. Of those debtors, Rs. 20,000 was recognized as bad debts since those debtors became insolvent. Display positions in financial statements.
Solution:
Profit /loss Account as on 31st
Dr Cr
Particulars | Amt | Particulars | Amt |
To bad debts | 20,000 |
|
|
Balance sheet as on 31st
Liabilities | Amt | Assets | Amt |
|
| Sundry debtors:4,00,000 Bad debts 20,000 | 3,80,000 |
INTRODUCTION: -
A branch may be defined as section of an enterprise, geographically separated from the rest of the business, controlled by head office, and generally carrying on the same activities as of the enterprise. As a business grow, it may open up branches in different towns and cities in order to market its product/services over a large territory and thus increase its profit.
For example, Bata shoe Co. Ltd has branches in various cities all over the country. The same example holds good for a commercial bank also.
As per the provision of Companies Act, branch office in relation to a company means-
a) Any establishment described as a branch by the company; or
b) Any establishment carrying on either the same or substantially the same activity as that carried on by the head office of the company; or
c) Any establishment engaged in any production, processing or manufacture.
It should be mentioned that a branch is not a separate legal entity it is simply a segment of a business. From an accounting standpoint, a branch is a clearly identifiable profit centre. In order to exercise greater control over the branches it is necessary to ascertain profit or loss made by such branches separately. Apart from this, specialised accounting techni9have to be adopted for controlling various branches activities and for their smooth running both at the branch level and at the head office level. The system of accounting varies between different enterprises in accordance with their type of activities, methods of operation and the preference of their managements.
NEED FOR BRANCH ACCOUNTING
TYPES OF BRANCHES
From accounting point of view, the branches can be divided into the following main cases:
1) HOME BRANCHES: -
a) Dependent Branches (Where the head office maintains all the accounts)
b) Independent Branches (Where the branch keeps its own accounts)
2) FOREIGN BRANCHES: -
They almost invariably trade independently and record their transaction in foreign currency.
Dependent Branches
When the policies and administration of a branch are totally controlled by the head office, who also maintains its accounts, the branch is called as dependent branch.
Independent Branches
Independent Branches are those which make purchases from outside, get goods from Head Office, supply goods to Head Office and fix the selling price by itself Thus an independent Branch enjoys a good amount of freedom like an American Son.
ACCOUNTING SYSTEM OF BRANCHES
The accounting arrangement of a branch depends upon its size, the type of activities, the methods of operation and the degree of control to be exercised by the head office. There are three main system of accounting for branches transaction, viz.
This system of accounting is suitable for the small- size branches. Under this, a Branch Account is opened for each branch in the head office ledger. All the transaction relating to that branch is recorded in this account. The branch account is prepared in such a way that it discloses the profit or loss of the branch.
Head office may send goods to branch either at "cost price" or "selling price".
Cost price method: - under this method at the beginning of the year the branch Account is debited with the opening balances of asset such as stock, petty cash, furniture, prepaid expenses, etc. lying with the branch. Similarly, it is credited with the opening balance of liabilities of the branch such as, creditors, ots salary, rent, etc.
The branch is then debited with the amount of goods sent to the branch and other amounts remitted to meet various expenses such as, salaries, rent, rates, taxes, etc. Likewise, the branch account is credited with the return of goods by the branch and receipts from branches. At the year end, Branch Account is debited with the closing values of liabilities and credited with the closing values of assets. The difference between the two sides represents profit or loss for the branch for a particular period.
DEBTORS METHOD
Journal entries
1) For goods sent to branch
Branch A/c _______Dr.
To Goods Sent to Branch A/c
(Being goods sent to branch)
2) For goods returned by the branch
Goods Sent to Branch A/c _______Dr.
To Branch A/c
(Being goods returned by the branch)
3) For amount sent to branch for expenses
Branch A/c _______ Dr.
To Bank A/c
(Being cheque sent to branch for expenses)
4) For amount received from branch
Bank A/c _______ Dr.
To Branch A/c
(Being cash or cheque received from branch)
5) For closing goods sent to branch account
Goods Sent to Branch Alc Dr.
To Purchase A/c
(Being balance transferred to Trading Account)
6) For closing balances of assets at the branch
Branch Assets A/c ________ Dr. (Individually)
To Branch A/c
(Being closing balances of assets brought into account)
7) For closing balances of Liabilities at the branch
Branch A/c ________Dr.
To Branch Liabilities A/c (Individually)
(Being closing balances of liabilities brought into account)
8) For transferring Profit or Loss to General Profit and Loss Account
i) If Profit
Branch A/c _______ Dr.
To General Profit and Loss A/c
(Being branch profit transferred to General P & L A/c)
ii) If Loss
General Profit and Loss A/c ________ Dr.
To Branch A/c
(Being branch loss transferred to General P & L A/c)
The closing balances of branch assets and liabilities are shown in the Balance Sheet
of the head office. At the beginning of the next year, the entire numbers 6 and 7 are
reversed so as to show opening balances in the Branch Account.
STOCK AND DEBTORS METHOD:
Under this method accounts relating to branch are maintained in a more comprehensive and detailed manner as compared to Debtors method. This method keeps a better control stock. Under this method separate accounts are prepared for various accounting function
This accounting procedure under this method depends upon the policy of head office with regard to pricing of goods send to branch. Head office may adopt one of the following methods for invoicing goods to branch.
When goods have been invoiced to branch at cost price.
In this case following accounts are prepared.
a) Branch Stock Account
b) Goods sent to Branch Account
c) Branch Debtors Account
d) Branch Expenses Account
e) Branch Profit & Loss Account
f) Branch Cash Account
I) When goods are sent to the branch (at invoice price)
Branch Stock A/c _____ Dr.
To Goods Sent to Branch A/c
2) When goods are returned by the branch to the H.O. (at invoice price)
Goods Sent to Branch A/c _______ Dr.
To Branch Stock A/c
3) When sales are made by the branch
i) For Cash Sales
Cash A/c _______ Dr.
To Branch Stock A/c
ii) For Credit Sales
Branch Debtors A/c _______ Dr.
To Branch Stock A/c
4) When Cash is Received from Debtors
Cash A/c ______ Dr.
To Branch Debtors A/c
5) For Sales Returns
Branch Stock A/c ________ Dr.
To Branch Debtors A/c
6) For discount allowed, bad debts, etc.
Branch Expenses A/c ________ Dr.
To Branch Debtors A/c
7) For Shortage of Stock
Branch Adjustment A/c ________ Dr.(with amount of loading)
Branch P & L A/c ________ Dr. (with cost of shortage)
To Branch Stock A/c
For surplus at branch, the reverse entry will be passed.
8) For Branch Expenses paid in Cash
Branch Expenses A/c ______ Dr.
To Cash A/c
9) For Closing Branch Expenses Account
Branch P&L A/c ______ Dr.
To Branch Expenses A/c
10) For Adjustment of Loading on the Opening Stock
Stock Reserve A/c ______ Dr.
To Branch Adjustment A/c
11) For Adjustment of Loading on the Closing Stock
Branch Adjustment A/c ______ Dr.
To Stock Reserve A/c
12) For Adjustment Loading Goods sent to Branch
Goods Sent to Branch A/c ________ Dr.
To Branch Adjustment A/c
13) For Transfer of Gross Profit
Branch Adjustment A/c _______ Dr.
To Branch P & L A/c
Examples
Q.11 (AT COST)
Suri is having his Head office at Mumbai and Branch Office at Nasik. Prepare the branch Account in the books of the Head Office from the following transaction with the branch:
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
Opening Balance at Branch: |
| Amounts remitted to the Branch for : |
|
- Petty Cash | 1,000 | - Petty Cash Expenses | 4,000 |
- Stock | 39,500 | - Salary | 12,000 |
- Debtors | 21,000 | - Rent and Taxes | 3,500 |
Goods Supplied to Branch during the year | 3,10,000 | Closing balances ay Branch: |
|
Amounts remitted by the branch |
| - Petty | 950 |
- Cash Sales | 1,13,200 | - Debtors | 53,000 |
- Realisation from Debtors | 2,30,300 | - Stock | 26,500 |
SOLUTION: -
IN THE BOOKS OF H.O.
Dr. NASIK BRANCH ACCOUNT. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d |
| By Bank (Remittance): |
|
Branch petty cash | 1,000 | - Petty Cash Expenses | 4,000 |
Branch Stock | 39,500 | - Salary | 12,000 |
Branch Debtors | 21,000 | - Rent and Taxes | 3,500 |
To Goods sent to Branch | 3,10,000 | Closing balance at Branch |
|
To cash remitted for: |
| - Petty Cash | 950 |
Petty Cash Expenses | 4,000 | - Debtors | 53,000 |
Salary | 12,000 | - Stock | 26,500 |
Rent | 3,500 |
|
|
To General P&L (Bal Fig) | 32,950 |
|
|
TOTAL | 4,23,950 | TOTAL | 4,23,950 |
Q.12 (INVOICE PRICE)
D of Delhi have a branch at Madras. Goods are sent by the Head Office at Invoice Price which is at the Profit of 25% on Cost Price. All the Expenses of the branch are paid by the Head Office. From the following particulars, prepare Branch Account in Head Office Books
BALANCES | OPENING | CLOSING |
Stock at invoice | 11,000 | 13,000 |
Debtors | 1,700 | 2,000 |
Petty Cash | 100 | 25 |
TOTAL | 12,800 | 15,025 |
Goods sent to branch at invoice price Rs. 20,000.
Expenses made by head office: -Rent Rs.600, Wages Rs.200, Salaries Rs.900
Remittance made to Head Office: - Cash Sales Rs. 2,650, Cash collected from debtors Rs. 21,000
Goods Returned by Branch at Invoice Price Rs.400
SOLUTION: -
IN THE BOOKS OF HEAD OFFICE
Dr. MADRAS BRANCH A/c. Cr.
PARTICULARS | AMOUNT | AMOUNT | PARTICULARS | AMOUNT | AMOUNT |
To Balance b/d |
|
| By Stock Reserve A/c b/d(Load on OP. Stock 11,000 X 25/125) |
| 2,200 |
Stock (IP) |
| 11,000 | By Bank |
|
|
Debtors |
| 1,700 | Cash Sales | 2,650 |
|
Petty Cash |
| 100 | Cash collected from Debtors | 21,000 | 23,650 |
To Goods sent to Branch (IP) |
| 20,000 | By Goods sent to branch (Returns at IP) |
| 400 |
To Bank (Expenses): |
|
| By Goods sent to branch (19,600 X 25/125; net Loading) |
| 3,920 |
Rent | 600 |
| By Balance c/d |
|
|
Wages | 200 |
| Stock (IP) | 13,000 |
|
Salaries | 900 | 1,700 | Debtors | 2,000 |
|
To Stock Reserve A/c c/d(Load on Cl. Stock 13,000 X 25/125) |
| 2,600 | Petty Cash | 25 | 15,025 |
To Net Profit tfd to general P&L (Bal Fig) |
| 8,095 |
|
|
|
TOTAL |
| 45,195 | TOTAL |
| 45,195 |
Note: Goods are sent by Head Office at @ 25% on Cost Price.
So, Cost + Profit = Invoice Price
100 + 25 = 125
Profit charged by Head Office is 1/5 or 20% of Invoice Price.
Q.13 (INVOICE PRICE)
One M.P. Head Office has a branch at Berhampur to which goods are invoiced at cost plus 20% .from the following particulars prepare the Branch Account in the Head Office Books :
PARTICULARS | AMOUNT |
Goods sent to Branch at invoice Price | 2,11,872 |
Total Sales | 2,06,400 |
Cash Sales | 1,10,400 |
Cash received from Branch Debtors | 88,000 |
Branch Debtors at commencement | 24,000 |
Branch Stock at commencement at Invoice price | 7,680 |
Branch Stock at Close of the period at Invoice Price | 13,440 |
SOLUTION: -
IN THE BOOKS OF M.P. HEAD OFFICE
Dr. BERHAMPUR BRANCH ACCOUNT. Cr.
PARTICULARS | AMOUNT | AMOUNT | PARTICULARS | AMOUNT | AMOUNT |
To Balance b/d |
|
| By Stock Reserve A/c b/d(Load on OP. Stock) |
| 1,280 |
Stock (IP) |
| 7,680 | By Bank |
|
|
Debtors |
| 24,000 | Cash Sales | 1,10,400 |
|
To Goods sent to Branch (IP) |
| 2,11,872 | Cash collected from Debtors | 88,000 | 1,98,400 |
To Stock Reserve A/c c/d(Load on Cl. Stock) |
| 2,240 | By Goods sent to branch (2,11,872 X 20/120; net Loading) |
| 35,312 |
To Net Profit tfd to general P&L (Bal Fig) |
| 34,640 | By Balance c/d |
|
|
|
|
| Stock (IP) | 13,440 |
|
|
|
| Debtors | 32,000 | 45,440 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
TOTAL |
| 2,80,432 | TOTAL |
| 2,80,432 |
Working Note:
Dr. BERHAMPUR BRANCH DEBTORS ACCOUNT. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 24,000 | By Cash | 88,000 |
To Credit Sales | 96,000 | By balance c/d (balancing figure) | 32,000 |
TOTAL | 1,20,000 | TOTAL | 1,20,000 |
(2)
Total Sales =2,06,400
Less: - Cash Sales =1,10,400
Credit Sales =96,000
(3)
Goods are sent by Head Office at @ 20% on Cost Price.
So, Cost + Profit = Invoice Price
100 + 20 = 120
Profit charged by Head Office is 1/6 of Invoice Price.
Q.14 (AT COST)
The Canada commercial company invoiced goods to its Jaipur Branch at cost. The head office paid all the branch expenses from its bank except petty cash expenses which were Paid by the branch. From the following details relating to the branch, prepare
(1): Branch Stock A/c
(2)Branch Debtors A/c
(3)Branch Expenses A/c
(4)Branch P&L A/c
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
Stock (Opening) | 21,000 | Discount to Customer | 4,200 |
Debtors (Opening) | 37,800 | Bad Debts | 1,800 |
Petty Cash(Opening) | 600 | Goods returned by customers to branch | 1,500 |
Goods sent to H.O. | 78,000 | Salaries | 18,600 |
Goods returned to H.O. | 3,000 | Rent | 3,600 |
Cash Sales | 52,500 | Debtors(Closing) | 29,400 |
Advertisement | 2,400 | Petty Cash (Closing) | 300 |
Cash received from debtors | 85,500 | Credit Sales | 85,200 |
Stock(Closing) | 19,500 |
|
|
Allowances to Customer | 600 |
|
|
|
|
|
|
SOLUTION: -
Dr. BRANCH STOCK A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 21,000 | By Branch Cash | 52,500 |
To Goods sent to sent Branch | 78,000 | By Goods sent to Branch | 3,000 |
To Branch Debtors | 1,500 | By Branch Debtors | 85,200 |
To Branch P&L (Transfer) | 59,700 | By Balance c/d | 19,500 |
TOTAL | 1,60,200 | TOTAL | 1,60,200 |
Dr. BRANCH DEBTORS A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 37,800 | By Branch Cash | 85,500 |
To Branch Stock (Credit Sales) | 85,200 | By Branch expenses Bad Debts 1,800 Allowances 600 Discount 4,200
| 6,600 |
|
| By Branch Stock (Returns) | 1,500 |
|
| By Balance c/d | 29,400 |
TOTAL | 1,23,000 | TOTAL | 1,23,000 |
Dr. BRANCH EXPENSES A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Debtors | 6,600 | By Branch P&L | 31,500 |
To Bank Advertisement 2,400 Salaries 18,600 Rent 3,600 | 24,600 |
|
|
To Petty Expenses (600-300) | 300 |
|
|
|
|
|
|
TOTAL | 31,500 | TOTAL | 31,500 |
Dr. BRANCH PROFIT & LOSS A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Expenses | 31,500 | By Branch Stock | 59,700 |
To General P&L (Bal Fig) | 28,200 |
|
|
TOTAL | 59,700 | TOTAL | 59,700 |
Q.15 (AT COST)
The following are the details of ‘Indore Branch’ for the year 2018
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
Opening stock | 6,000 | Salaries | 2,000 |
Opening Petty Cash | 500 | Rent | 1,500 |
Opening Debtors | 8,000 | Closing Stock | 8,000 |
Goods sent to Branch | 24,000 | Cash sent to Branch | 2,200 |
Goods returned by Branch | 800 | Discount Allowed | 100 |
Remittance from Branch | 33,500 | Bad Debts | 150 |
Returns from Debtors | 2,000 | Commission Paid | 750 |
Collection from Debtors | 34,000 | Closing Petty Cash | 450 |
Cash Sales | 1,500 | Closing Debtors | 9,000 |
Prepare: (1) Branch Stock A/c (2) Branch Debtors A/c (3) Branch Expenses A/c
(4) Branch P&L A/c (5) Branch Cash (6) Goods sent to Branch A/c
SOLUTION: -
Dr. BRANCH STOCK A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 6,000 | By Branch Cash (Cash Sales) | 1,500 |
To Goods sent to sent Branch | 24,000 | By Goods sent to Branch | 800 |
To Branch Debtors(Return Inwards) | 2,000 | By Branch Debtors(Credit Sales) | 37,250 |
To Branch P&L (Transfer) | 15,550 | By Balance c/d | 8,000 |
TOTAL | 47,550 | TOTAL | 47,550 |
Dr. BRANCH DEBTORS A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 8,000 | By Branch Cash (Received from Debtors) | 34,000 |
To Branch Stock (Credit Sales) (Bal Fig) | 37,250 | Branch expenses Bad Debts 150 Discount 100 | 250 |
|
| By Branch Stock (Returns) | 2,000 |
|
| By Balance c/d | 9,000 |
TOTAL | 45,250 | TOTAL | 45,250 |
Dr. BRANCH CASH A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance (Petty Cash) | 500 | By Branch Expenses Salaries 2,000 Rent 1,500 Commission 750 | 4,250 |
To Bank (Remittance) | 2,200 | By Bank (Remittance from Branch) | 33,500 |
To Branch stock (Cash Sales) | 1,500 | By Balance (Petty Cash) | 450 |
To Branch Debtors (Received) | 34,000 |
|
|
|
|
|
|
TOTAL | 38,200 | TOTAL | 38,200 |
Dr. BRANCH EXPENSES A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Debtors | 6,600 | By Branch P&L | 31,500 |
To Bank Advertisement 2,400 Salaries 18,600 Rent 3,600
| 24,600 |
|
|
To Petty Expenses (600-300) | 300 |
|
|
|
|
|
|
TOTAL | 31,500 | TOTAL | 31,500 |
Dr. BRANCH EXPENSES A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Debtors | 250 | By Branch P&L (Balance Transferred) | 4,500 |
To Branch Cash | 4,250 |
|
|
|
|
|
|
|
|
|
|
TOTAL | 4,500 | TOTAL | 4,500 |
Dr. GOODS SENT TO BRANCH A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Stock | 800 | By Branch Stock | 24,000 |
To Purchase | 23,200 |
|
|
|
|
|
|
|
|
|
|
TOTAL | 24,000 | TOTAL | 24,000 |
Dr. BRANCH PROFIT & LOSS A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Expenses | 4,500 | By Branch Stock (Gross Profit) | 15,550 |
To General P&L (Bal Fig) | 11,050 |
|
|
TOTAL | 15,550 | TOTAL | 15,550 |
Q.16 Mumbai Textile Mills Ltd. Has branch at Agra. Goods are invoiced to branch at cost plus 50%. Branch remits all cash received to the head office and all expenses are met by head office. From the following particulars, prepare the necessary accounts under the Stock and Debtors system to Show the Profit Earned at the Branch:
PARTICULARS | AMOUNT |
Stock on the 1st April,2013 (Invoice Price) | 93,000 |
Debtors on 1st April,2013 | 68,000 |
Goods Invoiced to Branch (Cost) | 3,40,000 |
Sales at Branch: |
|
Cash | 2,50,100 |
Credit | 3,10,000 |
Cash Collected from Debtors | 3,04,000 |
Goods Returned by Debtors | 12,000 |
Goods Returned by Branch to head office | 1,500 |
Shortage of Stock | 4,500 |
Discount Allowed to Customer | 2,000 |
Expenses at Branch | 54,000 |
SOLUTION: -
Dr. BRANCH STOCK A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 93,000 | By Branch Cash (Cash Sales) | 2,50,100 |
To Goods sent to sent Branch (3,40,000 X 150%) | 5,10,000 | By Branch Debtors(Credit Sales) | 3,10,000 |
To Branch Debtors | 12,000 | By Goods sent to Branch | 1,500 |
|
| By Branch Adjustment (Shortage) | 4,500 |
|
| By Balance c/d | 48,900 |
TOTAL | 6,15,000 | TOTAL | 6,15,000 |
Dr. BRANCH ADJUSTMENT A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Stock(Shortage) | 4,500 | By Stock Reserve(Loading on Opening Stock) | 31,000 |
To Goods Sent to Branch | 500 | By Goods Sent to Branch | 1,70,000 |
To Gross Profit c/d | 1,79,700 |
|
|
To Stock Reserve(Loading on Closing Stock) | 16,300 |
|
|
TOTAL | 2,01,000 | TOTAL | 2,01,000 |
Dr. BRANCH PROFIT & LOSS A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Expenses | 54,000 | By Branch Stock (Gross Profit) | 1,79,700 |
To Discount | 2,000 |
|
|
To General P&L (Bal Fig) | 1,23,700 |
|
|
TOTAL | 1,79,700 | TOTAL | 1,79,700 |
Dr. GOODS SENT TO BRANCH A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Stock | 1,500 | By Branch Stock | 5,10,000 |
To Branch Adjustment | 1,70,000 | By Branch Adjustment | 500 |
To Trading A/c(Bal Fig) | 3,39,000 |
|
|
|
|
|
|
TOTAL | 5,10,500 | TOTAL | 5,10,500 |
Dr. BRANCH DEBTORS A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 68,000 | By Branch Cash (Received from Debtors) | 3,04,000 |
|
| By Branch expenses (Discount) | 2,000 |
To Branch Stock (Credit Sales) | 3,10,000 | By Branch Stock (Returns) | 12,000 |
|
| By Balance c/d | 60,000 |
TOTAL | 3,78,000 | TOTAL | 3,78,000 |
Dr. BRANCH CASH A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Sales | 2,50,100 | By Head Office Cash | 5,54,100 |
To Debtors | 3,04,000 | (Sent to HO) |
|
TOTAL | 5,54,100 | TOTAL | 5,54,100 |
Q.17. A Ltd. has a branch in Calcutta. Goods are invoiced at cost plus 25%. | |
Opening Balance | 2002 |
Stock | 3,200 |
Debtors | 1,300 |
Goods sent to Branch (Invoice price) | 75,000 |
Sales at Calcutta |
|
Cash Sales | 32,000 |
Credit Sales | 38,000 |
Cash collected from Debtors | 33,400 |
Discount allowed | 400 |
Bad Debts written off | 250 |
Cash sent to Branch for expenses | 5,500 |
Stock at end | 7,900 |
SOLUTION: -
BRANCH STOCK A/C | |||
To Balance b/d | 3,200 | To Cash Sales | 32,000 |
To Goods Sent to Branch A/c |
| By Branch Debtors | 38,000 |
| 75,000 | By Branch Adjustment A/c | 300 |
|
| By Balance c/d | 7,900 |
| 78,200 |
| 78,200 |
GOODS SENT TO BRANCH A/C | |||
To br. Adjustment A/c (loading) | 15,000 | By Br. Stock A/c | 75,000 |
To Trading A/c (Transfer) | 60,000 |
|
|
| 75,000 |
| 75,000 |
BRANCH STOCK RESERVE A/C
To Br. Adjustment A/c | 640 | By Balance b/d | 640 | |||
To balance c/d | 1,580 | By Branch Adj. A/c | 1,580 | |||
| 2,220 |
| 2,220 | |||
BRANCH DEBTORS A/C | ||||||
To Balance b/d | 1,300 | By Cash | 33,400 | |||
To Branch Stock (Cr. Sales) | 38,000 | By Branch Exp. A/c |
| |||
|
| Discount | 400 |
| ||
|
| Bad Debts | 250 | 650 | ||
|
| By Bal. c/d | 5,250 | |||
| 39,300 |
| 39,300 | |||
BRANCH ADJUSTMENT A/C | ||||||
To Branch Stock Reserve |
|
| ||||
(closing stock) A/c | 1,580 | By Stock Reserve (opening stock) | 640 | |||
To br. Stock A/c (shortage) | 300 |
|
| |||
To Br. Exp. A/c | 7,150 | By Goods sent to br. A/c | 15,000 | |||
To P & L A/c | 6,610 |
|
| |||
| 15,640 |
| 15,640 | |||
BRANCH EXPENSES A/C | ||||||
To Cash | 6,500 | By Branch Adjustment A/c | 7,150 | |||
To branch Dr. s A/c |
|
|
| |||
| Discount | 400 |
|
|
| |
| Bad Debts | 250 | 650 |
|
| |
| 7,150 |
| 7,150 | |||
Independent branches
Steps to maintain an independent branch account
The independent branch, like the headquarters, keeps all records individually and independently in the double-entry bookkeeping system. Dependents have little power, rely on headquarters for supplies and expenses, and are like a minor son.
An independent branch is a branch that purchases from outside, receives goods from the head office, supplies the goods to the head office, and fixes the selling price on its own. Therefore, an independent branch enjoys considerable freedom like an American son.
Features of independent branches:
1. The Independent Branch holds a complete set of books. Such branches receive goods from headquarters and external parties. I have my own bank account. Therefore, the branch maintains an accounting frill system.
2. Create your own trial balance, transaction and income statement and balance sheet. A copy of these statements is sent to headquarters for inclusion in the headquarters books.
3. The books contain accounts called "head office accounts" or "head office checking accounts". This account will be credited with everything received from headquarters and debited with everything sent to headquarters. That is, all transactions related to headquarters are recorded in this account. Therefore, the checking account at the head office is the account of the sole proprietor (that is, the capital account).
Despite their independence, branches cannot function without resources, and resources are provided by headquarters, especially in the early stages. Therefore, the investment by the headquarters from the perspective of the headquarters account is essentially a personal account.
Similarly, the head office opens a "branch checking" account on the books. It is also the executive account between the branch and the headquarters, which includes all transactions between the branch and the headquarters.
The feature is that the head office current balance of the branch books and the branch current balance of the head office books are mutually maintained.
The balance of these accounts on any date is equal to the difference between the assets and liabilities of the branch on that day. The branch recurring balance of the head office book and the head office recurring balance of the branch book show the same but opposite balances on a particular date.
4. There may be inter-branch transactions. That is, goods are transferred from one branch to another at the same headquarters. We'll talk about such entries later.
5. When the head office receives the account and statement, the head office checks the balance. The balance is displayed in the head office accounts in the branch books and in the branch accounts in the head office books. The difference will be adjusted. This is treated individually.
Accounting journals for regular transactions
Inter-branch transactions:
If the head office has multiple branches, transactions may take place between them, and such transactions are called inter-branch transactions. A branch does not need to have an account at another branch. Inter-branch transactions are treated as transactions with the head office.
The entries are:
Items in transit:
Generally, the balance of the branch's checking in the head office's books is the same as the balance of the head's checking in the branch's books. The balances of these current accounts must be the same, but on the opposite side of both books.
The difference occurs in the following situations:
1. If the branch sends goods or cash to the head office, the branch will enter it in the head office account. However, the same is recorded in the headquarters books only upon receipt of goods or cash. For example, goods or cash sent by a branch just before the end of a fiscal year may not reach headquarters in the same fiscal year.
Therefore, the branch accounts are not credited in the head office books, but the head office accounts are debited in the branch books at the same time. Therefore, there is a difference between the two books.
2. Similarly, the head office may send cash or goods to the branch office. When you submit them, the branch checking account will be debited to the headquarters books. If the item is not received by the branch book, the corresponding entry will not be passed to the branch book.
In this way, goods or cash sent from the head office to the branch office or from the branch office to the head office and not received by the recipient are called in transit.
1. If the goods or cash sent by the branch is in transit, the following entry will be passed.
Goods or cash sent from the branch are in transit
The above entries will remain on the books for a short period of time or until the cash or goods in transit arrive. If the recipient receives the goods or cash in transit, the shipping account will be closed because you need to cancel the entry.
Incorporation of branch trial balances into head office books:
If a branch is dependent, it is relatively easy to incorporate the branch results because the accounting for such a branch is done at the headquarters itself. Profit is transferred from the branch account under the debtor system or the branch adjustment account under the stock debtor system to the general profit and loss account. An independent branch with its own accounting system creates a trial balance and sends a copy to the headquarters.
After receiving the trial balance from the branch, the head office passes a built-in entry to prepare the balance sheet combined with the branch's transactions and income statement. With the help of the branch trial balance, the head office records in a book about the branch. This process is known as the integration of branch trial balances.
There are two ways:
(A) Incorporation of all items into the trial balance:
The item is divided into two parts.
(A) Items related to trading and income statement
(B) Items related to the balance sheet.
After passing the above six journals, Headquarters creates branch transactions and P & L accounts.
Closing entries if head office wants
Items related to the balance sheet
After passing all eight of these entries, the total debit of the branch accounts equals the total of the crediting branch accounts, so the branch accounts in the head office books are automatically balanced. That is, if branch assets and liabilities are included, the branch accounts in the head office books created and incorporated after adjustment do not leave a balance.
If the assets and liabilities of the branch are not included, the branch accounts in the head office books created by the above method will leave a closing balance equal to the net assets (assets minus liabilities) as of the closing date.
(B) Incorporation of branch net income / loss, liabilities and assets:
Instead of transferring all items, the branch can create transactions and profit and loss accounts and transfer only net income or net loss to headquarters with or without assets and liabilities.
If assets and liabilities are transferred, the headquarters will not leave a balance. However, if assets and liabilities are not transferred, the head office account will have a balance equal to net worth. However, at the time the consolidated balance sheet was created, this account was replaced by branch assets and liabilities.
Q.18 Suri is having his Head office at Mumbai and Branch Office at Nasik. Prepare the branch Account in the books of the Head Office from the following transaction with the branch:
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
Opening Balance at Branch: |
| Amounts remitted to the Branch for : |
|
- Petty Cash | 1,000 | - Petty Cash Expenses | 4,000 |
- Stock | 39,500 | - Salary | 12,000 |
- Debtors | 21,000 | - Rent and Taxes | 3,500 |
Goods Supplied to Branch during the year | 3,10,000 | Closing balances ay Branch: |
|
Amounts remitted by the branch |
| - Petty | 950 |
- Cash Sales | 1,13,200 | - Debtors | 53,000 |
- Realisation from Debtors | 2,30,300 | - Stock | 26,500 |
A18.
IN THE BOOKS OF H.O.
Dr. NASIK BRANCH ACCOUNT. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d |
| By Bank (Remittance): |
|
Branch petty cash | 1,000 | - Petty Cash Expenses | 4,000 |
Branch Stock | 39,500 | - Salary | 12,000 |
Branch Debtors | 21,000 | - Rent and Taxes | 3,500 |
To Goods sent to Branch | 3,10,000 | Closing balance at Branch |
|
To cash remitted for: |
| - Petty Cash | 950 |
Petty Cash Expenses | 4,000 | - Debtors | 53,000 |
Salary | 12,000 | - Stock | 26,500 |
Rent | 3,500 |
|
|
To General P&L (Bal Fig) | 32,950 |
|
|
TOTAL | 4,23,950 | TOTAL | 4,23,950 |
Q.19 D of Delhi have a branch at Madras. Goods are sent by the Head Office at Invoice Price which is at the Profit of 25% on Cost Price. All the Expenses of the branch are paid by the Head Office. From the following particulars, prepare Branch Account in Head Office Books
BALANCES | OPENING | CLOSING |
Stock at invoice | 11,000 | 13,000 |
Debtors | 1,700 | 2,000 |
Petty Cash | 100 | 25 |
TOTAL | 12,800 | 15,025 |
Goods sent to branch at invoice price Rs. 20,000.
Expenses made by head office: -Rent Rs.600, Wages Rs.200, Salaries Rs.900
Remittance made to Head Office: - Cash Sales Rs. 2,650, Cash collected from debtors Rs. 21,000
Goods Returned by Branch at Invoice Price Rs.400
A19.
IN THE BOOKS OF HEAD OFFICE
Dr. MADRAS BRANCH A/c. Cr.
PARTICULARS | AMOUNT | AMOUNT | PARTICULARS | AMOUNT | AMOUNT |
To Balance b/d |
|
| By Stock Reserve A/c b/d(Load on OP. Stock 11,000 X 25/125) |
| 2,200 |
Stock (IP) |
| 11,000 | By Bank |
|
|
Debtors |
| 1,700 | Cash Sales | 2,650 |
|
Petty Cash |
| 100 | Cash collected from Debtors | 21,000 | 23,650 |
To Goods sent to Branch (IP) |
| 20,000 | By Goods sent to branch (Returns at IP) |
| 400 |
To Bank (Expenses): |
|
| By Goods sent to branch (19,600 X 25/125; net Loading) |
| 3,920 |
Rent | 600 |
| By Balance c/d |
|
|
Wages | 200 |
| Stock (IP) | 13,000 |
|
Salaries | 900 | 1,700 | Debtors | 2,000 |
|
To Stock Reserve A/c c/d(Load on Cl. Stock 13,000 X 25/125) |
| 2,600 | Petty Cash | 25 | 15,025 |
To Net Profit tfd to general P&L (Bal Fig) |
| 8,095 |
|
|
|
TOTAL |
| 45,195 | TOTAL |
| 45,195 |
Note: Goods are sent by Head Office at @ 25% on Cost Price.
So, Cost + Profit = Invoice Price
100 + 25 = 125
Profit charged by Head Office is 1/5 or 20% of Invoice Price.
Q.20One M.P. Head Office has a branch at Berhampur to which goods are invoiced at cost plus 20% .from the following particulars prepare the Branch Account in the Head Office Books :
PARTICULARS | AMOUNT |
Goods sent to Branch at invoice Price | 2,11,872 |
Total Sales | 2,06,400 |
Cash Sales | 1,10,400 |
Cash received from Branch Debtors | 88,000 |
Branch Debtors at commencement | 24,000 |
Branch Stock at commencement at Invoice price | 7,680 |
Branch Stock at Close of the period at Invoice Price | 13,440 |
A20.
IN THE BOOKS OF M.P. HEAD OFFICE
Dr. BERHAMPUR BRANCH ACCOUNT. Cr.
PARTICULARS | AMOUNT | AMOUNT | PARTICULARS | AMOUNT | AMOUNT |
To Balance b/d |
|
| By Stock Reserve A/c b/d(Load on OP. Stock) |
| 1,280 |
Stock (IP) |
| 7,680 | By Bank |
|
|
Debtors |
| 24,000 | Cash Sales | 1,10,400 |
|
To Goods sent to Branch (IP) |
| 2,11,872 | Cash collected from Debtors | 88,000 | 1,98,400 |
To Stock Reserve A/c c/d(Load on Cl. Stock) |
| 2,240 | By Goods sent to branch (2,11,872 X 20/120; net Loading) |
| 35,312 |
To Net Profit tfd to general P&L (Bal Fig) |
| 34,640 | By Balance c/d |
|
|
|
|
| Stock (IP) | 13,440 |
|
|
|
| Debtors | 32,000 | 45,440 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
TOTAL |
| 2,80,432 | TOTAL |
| 2,80,432 |
Working Note:
Dr. BERHAMPUR BRANCH DEBTORS ACCOUNT. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 24,000 | By Cash | 88,000 |
To Credit Sales | 96,000 | By balance c/d (balancing figure) | 32,000 |
TOTAL | 1,20,000 | TOTAL | 1,20,000 |
(2)
Total Sales =2,06,400
Less: - Cash Sales =1,10,400
Credit Sales =96,000
(3)
Goods are sent by Head Office at @ 20% on Cost Price.
So, Cost + Profit = Invoice Price
100 + 20 = 120
Profit charged by Head Office is 1/6 of Invoice Price.
Q.21 The Canada commercial company invoiced goods to its Jaipur Branch at cost. The head office paid all the branch expenses from its bank except petty cash expenses which were Paid by the branch. From the following details relating to the branch, prepare
(1): Branch Stock A/c
(2)Branch Debtors A/c
(3)Branch Expenses A/c
(4)Branch P&L A/c
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
Stock (Opening) | 21,000 | Discount to Customer | 4,200 |
Debtors (Opening) | 37,800 | Bad Debts | 1,800 |
Petty Cash(Opening) | 600 | Goods returned by customers to branch | 1,500 |
Goods sent to H.O. | 78,000 | Salaries | 18,600 |
Goods returned to H.O. | 3,000 | Rent | 3,600 |
Cash Sales | 52,500 | Debtors(Closing) | 29,400 |
Advertisement | 2,400 | Petty Cash (Closing) | 300 |
Cash received from debtors | 85,500 | Credit Sales | 85,200 |
Stock(Closing) | 19,500 |
|
|
Allowances to Customer | 600 |
|
|
|
|
|
|
A21.
Dr. BRANCH STOCK A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 21,000 | By Branch Cash | 52,500 |
To Goods sent to sent Branch | 78,000 | By Goods sent to Branch | 3,000 |
To Branch Debtors | 1,500 | By Branch Debtors | 85,200 |
To Branch P&L (Transfer) | 59,700 | By Balance c/d | 19,500 |
TOTAL | 1,60,200 | TOTAL | 1,60,200 |
Dr. BRANCH DEBTORS A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 37,800 | By Branch Cash | 85,500 |
To Branch Stock (Credit Sales) | 85,200 | By Branch expenses Bad Debts 1,800 Allowances 600 Discount 4,200
| 6,600 |
|
| By Branch Stock (Returns) | 1,500 |
|
| By Balance c/d | 29,400 |
TOTAL | 1,23,000 | TOTAL | 1,23,000 |
Dr. BRANCH EXPENSES A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Debtors | 6,600 | By Branch P&L | 31,500 |
To Bank Advertisement 2,400 Salaries 18,600 Rent 3,600 | 24,600 |
|
|
To Petty Expenses (600-300) | 300 |
|
|
|
|
|
|
TOTAL | 31,500 | TOTAL | 31,500 |
Dr. BRANCH PROFIT & LOSS A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Expenses | 31,500 | By Branch Stock | 59,700 |
To General P&L (Bal Fig) | 28,200 |
|
|
TOTAL | 59,700 | TOTAL | 59,700 |
Q.22 The following are the details of ‘Indore Branch’ for the year 2018
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
Opening stock | 6,000 | Salaries | 2,000 |
Opening Petty Cash | 500 | Rent | 1,500 |
Opening Debtors | 8,000 | Closing Stock | 8,000 |
Goods sent to Branch | 24,000 | Cash sent to Branch | 2,200 |
Goods returned by Branch | 800 | Discount Allowed | 100 |
Remittance from Branch | 33,500 | Bad Debts | 150 |
Returns from Debtors | 2,000 | Commission Paid | 750 |
Collection from Debtors | 34,000 | Closing Petty Cash | 450 |
Cash Sales | 1,500 | Closing Debtors | 9,000 |
Prepare: (1) Branch Stock A/c (2) Branch Debtors A/c (3) Branch Expenses A/c
(4) Branch P&L A/c (5) Branch Cash (6) Goods sent to Branch A/c
A22.
Dr. BRANCH STOCK A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 6,000 | By Branch Cash (Cash Sales) | 1,500 |
To Goods sent to sent Branch | 24,000 | By Goods sent to Branch | 800 |
To Branch Debtors(Return Inwards) | 2,000 | By Branch Debtors(Credit Sales) | 37,250 |
To Branch P&L (Transfer) | 15,550 | By Balance c/d | 8,000 |
TOTAL | 47,550 | TOTAL | 47,550 |
Dr. BRANCH DEBTORS A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 8,000 | By Branch Cash (Received from Debtors) | 34,000 |
To Branch Stock (Credit Sales) (Bal Fig) | 37,250 | Branch expenses Bad Debts 150 Discount 100 | 250 |
|
| By Branch Stock (Returns) | 2,000 |
|
| By Balance c/d | 9,000 |
TOTAL | 45,250 | TOTAL | 45,250 |
Dr. BRANCH CASH A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance (Petty Cash) | 500 | By Branch Expenses Salaries 2,000 Rent 1,500 Commission 750 | 4,250 |
To Bank (Remittance) | 2,200 | By Bank (Remittance from Branch) | 33,500 |
To Branch stock (Cash Sales) | 1,500 | By Balance (Petty Cash) | 450 |
To Branch Debtors (Received) | 34,000 |
|
|
|
|
|
|
TOTAL | 38,200 | TOTAL | 38,200 |
Dr. BRANCH EXPENSES A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Debtors | 6,600 | By Branch P&L | 31,500 |
To Bank Advertisement 2,400 Salaries 18,600 Rent 3,600
| 24,600 |
|
|
To Petty Expenses (600-300) | 300 |
|
|
|
|
|
|
TOTAL | 31,500 | TOTAL | 31,500 |
Dr. BRANCH EXPENSES A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Debtors | 250 | By Branch P&L (Balance Transferred) | 4,500 |
To Branch Cash | 4,250 |
|
|
|
|
|
|
|
|
|
|
TOTAL | 4,500 | TOTAL | 4,500 |
Dr. GOODS SENT TO BRANCH A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Stock | 800 | By Branch Stock | 24,000 |
To Purchase | 23,200 |
|
|
|
|
|
|
|
|
|
|
TOTAL | 24,000 | TOTAL | 24,000 |
Dr. BRANCH PROFIT & LOSS A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Expenses | 4,500 | By Branch Stock (Gross Profit) | 15,550 |
To General P&L (Bal Fig) | 11,050 |
|
|
TOTAL | 15,550 | TOTAL | 15,550 |
Q.23Mumbai Textile Mills Ltd. Has branch at Agra. Goods are invoiced to branch at cost plus 50%. Branch remits all cash received to the head office and all expenses are met by head office. From the following particulars, prepare the necessary accounts under the Stock and Debtors system to Show the Profit Earned at the Branch:
PARTICULARS | AMOUNT |
Stock on the 1st April,2013 (Invoice Price) | 93,000 |
Debtors on 1st April,2013 | 68,000 |
Goods Invoiced to Branch (Cost) | 3,40,000 |
Sales at Branch: |
|
Cash | 2,50,100 |
Credit | 3,10,000 |
Cash Collected from Debtors | 3,04,000 |
Goods Returned by Debtors | 12,000 |
Goods Returned by Branch to head office | 1,500 |
Shortage of Stock | 4,500 |
Discount Allowed to Customer | 2,000 |
Expenses at Branch | 54,000 |
A23.
Dr. BRANCH STOCK A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 93,000 | By Branch Cash (Cash Sales) | 2,50,100 |
To Goods sent to sent Branch (3,40,000 X 150%) | 5,10,000 | By Branch Debtors(Credit Sales) | 3,10,000 |
To Branch Debtors | 12,000 | By Goods sent to Branch | 1,500 |
|
| By Branch Adjustment (Shortage) | 4,500 |
|
| By Balance c/d | 48,900 |
TOTAL | 6,15,000 | TOTAL | 6,15,000 |
Dr. BRANCH ADJUSTMENT A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Stock(Shortage) | 4,500 | By Stock Reserve(Loading on Opening Stock) | 31,000 |
To Goods Sent to Branch | 500 | By Goods Sent to Branch | 1,70,000 |
To Gross Profit c/d | 1,79,700 |
|
|
To Stock Reserve(Loading on Closing Stock) | 16,300 |
|
|
TOTAL | 2,01,000 | TOTAL | 2,01,000 |
Dr. BRANCH PROFIT & LOSS A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Expenses | 54,000 | By Branch Stock (Gross Profit) | 1,79,700 |
To Discount | 2,000 |
|
|
To General P&L (Bal Fig) | 1,23,700 |
|
|
TOTAL | 1,79,700 | TOTAL | 1,79,700 |
Dr. GOODS SENT TO BRANCH A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Branch Stock | 1,500 | By Branch Stock | 5,10,000 |
To Branch Adjustment | 1,70,000 | By Branch Adjustment | 500 |
To Trading A/c(Bal Fig) | 3,39,000 |
|
|
|
|
|
|
TOTAL | 5,10,500 | TOTAL | 5,10,500 |
Dr. BRANCH DEBTORS A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Balance b/d | 68,000 | By Branch Cash (Received from Debtors) | 3,04,000 |
|
| By Branch expenses (Discount) | 2,000 |
To Branch Stock (Credit Sales) | 3,10,000 | By Branch Stock (Returns) | 12,000 |
|
| By Balance c/d | 60,000 |
TOTAL | 3,78,000 | TOTAL | 3,78,000 |
Dr. BRANCH CASH A/c. Cr.
PARTICULARS | AMOUNT | PARTICULARS | AMOUNT |
To Sales | 2,50,100 | By Head Office Cash | 5,54,100 |
To Debtors | 3,04,000 | (Sent to HO) |
|
TOTAL | 5,54,100 | TOTAL | 5,54,100 |
Q.24. A Ltd. has a branch in Calcutta. Goods are invoiced at cost plus 25%. | |
Opening Balance | 2002 |
Stock | 3,200 |
Debtors | 1,300 |
Goods sent to Branch (Invoice price) | 75,000 |
Sales at Calcutta |
|
Cash Sales | 32,000 |
Credit Sales | 38,000 |
Cash collected from Debtors | 33,400 |
Discount allowed | 400 |
Bad Debts written off | 250 |
Cash sent to Branch for expenses | 5,500 |
Stock at end | 7,900 |
A24.
BRANCH STOCK A/C | |||
To Balance b/d | 3,200 | To Cash Sales | 32,000 |
To Goods Sent to Branch A/c |
| By Branch Debtors | 38,000 |
| 75,000 | By Branch Adjustment A/c | 300 |
|
| By Balance c/d | 7,900 |
| 78,200 |
| 78,200 |
GOODS SENT TO BRANCH A/C | |||
To br. Adjustment A/c (loading) | 15,000 | By Br. Stock A/c | 75,000 |
To Trading A/c (Transfer) | 60,000 |
|
|
| 75,000 |
| 75,000 |
BRANCH STOCK RESERVE A/C
To Br. Adjustment A/c | 640 | By Balance b/d | 640 | |||
To balance c/d | 1,580 | By Branch Adj. A/c | 1,580 | |||
| 2,220 |
| 2,220 | |||
BRANCH DEBTORS A/C | ||||||
To Balance b/d | 1,300 | By Cash | 33,400 | |||
To Branch Stock (Cr. Sales) | 38,000 | By Branch Exp. A/c |
| |||
|
| Discount | 400 |
| ||
|
| Bad Debts | 250 | 650 | ||
|
| By Bal. c/d | 5,250 | |||
| 39,300 |
| 39,300 | |||
BRANCH ADJUSTMENT A/C | ||||||
To Branch Stock Reserve |
|
| ||||
(closing stock) A/c | 1,580 | By Stock Reserve (opening stock) | 640 | |||
To br. Stock A/c (shortage) | 300 |
|
| |||
To Br. Exp. A/c | 7,150 | By Goods sent to br. A/c | 15,000 | |||
To P & L A/c | 6,610 |
|
| |||
| 15,640 |
| 15,640 | |||
BRANCH EXPENSES A/C | ||||||
To Cash | 6,500 | By Branch Adjustment A/c | 7,150 | |||
To branch Dr.s A/c |
|
|
| |||
| Discount | 400 |
|
|
| |
| Bad Debts | 250 | 650 |
|
| |
| 7,150 |
| 7,150 | |||
Key takeaways:
Introduction
Departmental Accounting refers to maintaining accounts for one or more branches or departments of the company. Revenues and expenses of the department are recorded and reported separately. The departmental accounts are then consolidated into accounts of the head office to prepare financial statements of the company.
The departmental stores are the example of large-scale retail selling just under a single roof. Different departments involve in different goods to be sold out. To calculate the net result of the whole organization, full-fledged trading, and profit, and loss account are to prepare. But to evaluate individual department, it will be creditworthy to prepare individual trading and profit and loss account.
For example, a textile mill which is having head office and factory. Separate accounts are maintained for production facilities and then the final results are sent to the head office which then incorporates by the head office in their accounts. Maintenance of separate accounts for each branch of a bank or financial institution also falls under the category of departmental accounting. The bank then prepares its financial statement after consolidating accounts of all branches.
A departmental accounting system is an accounting information system that records the activities and financial information about the department. Departmental Accounting is a vital one for large prosperous business organizations. It controls wastage & misusing, compensates the employee in terms of profit and commission, compares performance and progress of year to year or department to department or similar type of firm to firm.
Meaning & Concept of Departmental Accounting
Meaning of Departmental Accounting:
Where a big business with diverse trading activities conduct under the same roof the same usually divide into several departments and each department deals with a particular kind of goods or service. For example, a textile merchant may trade in cotton, woollen and jute fabrics. The overall performance for this type of business depends, however, on departmental efficiency.
As a result, it is desirable to maintain accounts in such a manner that the result of each department can be known—together with the result as a whole. The system of accounting follows for this; the purpose knows as Departmental Accounts. This system of accounting helps the proprietors to:
The Concept of Departmental Accounting:
Departmentalization enables big firms to determine the areas needing special attention to the achievement of overall objectives. The units or departments needing more funds and more attention than others and the one(s) contributing more toward goal attainment could be identified with good departmentalization. The purpose is basically to find out the performance and capability of the units or departments to make adjustments for the achievement of the firm’s objectives.
Each unit, department or subsidiary gives the free use of some of the assets of the firm and some responsibilities which can be profit-making, revenue generation or cost control. As expenses incur by the firm on behalf of all its departments, indirect expenses are to apportion to the departments, if each department is to present a financial statement or if the statement is to prepare by the company on a departmental basis.
Departmental accounting is about the preparation of final accounts taking into consideration divisional performance before the overall performance. With that system of accounting, companies that departmentalize can easily conclude as they are very well’ performing units, averagely or moderately performing units. Departmental accounting aims at separating the several activities of a business to compare results and to assist the proprietors/owners in formulating policies.
Objectives of Departmental Accounting:
The main objectives of departmental accounting are:
Methods & Techniques of Departmental Accounting
Departmental accounts are prepared in such a manner that all desired information is available and departmental profit can correctly make.
There are two methods:
They are as explained below:
Where Individual Set of Books are maintained:
Under this method, the accounts of each department independently maintain. The departmental results of all the departments collect and take into consideration to find out the net result of the organization.
Where All Departmental Accounts are maintained Columnar-Wise Collectively:
A Departmental Trading and Profit and Loss Account open for each department in a columnar form together with a separate column for ‘Total’ to ascertain the individual result of the different departments and also as a whole. But the Balance Sheet prepares in a combining form.
And to incorporate the purchase and sale of goods, the subsidiary books and also the nominal accounts into the ledger must be ruled out with extra columns for each department in arriving at the desired departmental figures to prepare departmental final accounts. If there is a larger volume of cash purchase and cash sales, the Cash Book also must maintain separate columns for cash purchases and cash sales of various departments.
Advantages of Departmental Accounting
The most significant advantages of departmental accounts are:
Principles of Departmental Accounting
Preparation of final accounts of a departmentalized business requires the following:
Sometimes control accounts have to resort to determine the creditors’ or debtors’ value to the business. In any case, as the departmental values show the total figures, for the business as a whole, are, to sum up.
Basis of Allocation of Common Expenditure among different Departments
Expenses should be allocated among different departments on a rational basis while preparing departmental accounts.
Individual Identifiable Expenses: Expenses incurred specially for a particular department are charged directly thereto, e.g., insurance charges of stock held by the department.
Common Expenses: Common expenses, the benefit of which is shared by all the departments and which are capable of precise allocation are distributed among the departments concerned on some equitable basis considered suitable in the circumstances of the case.
Allocation of Expenses
Sr No | Expenses | Basis of Allocation |
1. | Rent, rates and taxes, repairs and maintenance, insurance of building | Floor area occupied by each department (if given) otherwise on time basis |
2. | Lighting and Heating expenses (e.g., energy expenses) | Consumption of energy by each department |
3. | Selling expenses, e.g., discount, bad debts, selling commission, freight outward, travelling sales manager’s salary and other costs | Sales of each department |
4. | Carriage inward/ Discount received | Purchases of each department |
5. | Wages/Salaries | Time devoted to each department |
6. | Depreciation, insurance, repairs and maintenance of capital assets | Value of assets of each department otherwise on time basis |
7. | Administrative and other expenses, e.g., salaries of managers, directors, common advertisement expenses, | Time basis or equally among all departments |
8. | Labour welfare expenses | Number of employees in each department |
9. | PF/ESI contributions | Wages and salaries of each department |
Note: There are certain expenses and income, most being of financial nature, which cannot be apportioned on a suitable basis; therefore they are recognised in the combined Profit and Loss Account, for example, interest on loan, profit/loss on sale of investment, etc.
Appropriateness of some of the apportionment methods – key points:
Types of Departments
There are two types of departments: Dependent and Independent Departments.
Independent Departments
Departments which work independently of each other and have negligible inter- department transfers are called Independent Departments.
Dependent Departments
Departments which transfer goods from one department to another department for further processing are called dependent departments. Here, the output of one department becomes the input for the other department. These transfers may be done at cost or some pre-decided selling price. The price at which this is done is known as transfer price. In these departments, unloading is required if the transfer price is having a profit element. The method of eliminating unrealised profit will be discussed later.
Inter Departmental Transfers
Whenever goods or services are provided by one department to another, their cost should be separately recorded and charged to the department benefiting thereby and credited to that providing the goods or services. The totals of such benefits (inter-departmental transfers) should be disclosed in the departmental Profit and Loss Account, to distinguish them from other items of expenditure.
Basis of Inter-Departmental Transfers
Goods and services may be charged by one department to another usually on any of the following three bases:
(i) Cost,
(ii) Current market price,
(iii) Cost plus agreed percentage of profit.
Elimination of Unrealised Profit
When profit is added in the inter-departmental transfers the loading included in the unsold inventory at the end of the year is to be excluded before final accounts are prepared so as to eliminate any anticipatory (internal) profit included therein.
Stock Reserve
Unrealised profit included in unsold stock at the end of accounting period is eliminated by creating an appropriate stock reserve by debiting the combined Profit and Loss Account. The amount of stock reserve will be calculated as:
Transfer price of unsold stock × Profit included in transfer price
Transfer price
Journal Entry
At the end of the accounting year, the following journal entry will be passed for elimination of unrealised profit (creation of stock reserve):
Profit and Loss Account Dr.
To Stock Reserve
(Being a provision made for unrealised profit included in closing stock)
In the beginning of the next accounting year, the aforesaid journal entry will be reversed as under:
Stock Reserve Dr.
To Profit and Loss Account
(Being provision for unrealised profit reversed.)
Disclosure in Balance Sheet
The unsold closing stock acquired from another department will appear on the assets side of the balance sheet as under:
(An extract of the assets side of the balance sheet)
Current assets xxx
Stock xxx
Less: Stock reserve xxx
xxx
Q25. From the following Trial Balance, prepare Departmental Trading and Profit and Loss Account for the year ended 31.12.2013 and a Balance Sheet as at the date in the books of Sri S. Maity:
Particulars | Dr. Rs. | Cr. Rs. |
Stock (1.1.2013): Dept. A Dept. B Purchases: Dept. A Dept. B Sales: Dept. A Dept. B Wages: Dept. A Dept. B Rent Salaries Lighting and Heating Discount Allowed Discount Received Advertising Carriage Inward Furniture and Fittings Plant and Machinery Sundry Debtors Sundry Creditors Capital Drawings Cash in hand Cash at Bank |
5,400 4,900
9,800 7,350
1,340 240 1,870 1,320 420 441
738 469 600 4,200 1,820
900 32 1,980 |
16,900 13,520
133
3,737 9,530 |
43,820 | 43,820 |
The following information is also provided:
Rent and Lighting and Heating are to be allocated between Factory and Office in the ratio of 3:2. Rent, Lighting and Heating, Salaries and Depreciation are to be apportioned to A and B Depts. as 2:1. Other expenses and incomes are to be apportioned to A and B Depts. on suitable basis.
The following adjustments are to be made:
Rent Prepaid Rs 370; Lighting and Heating outstanding Rs 180; Depreciation of Furniture and Fittings @ 10% p.a. and Plant and Machinery @ 10% p.a.
The Stock at 31.12.2012: Dept. A Rs 2,748; Dept. B Rs 2,401.
A25.
In the books of Sri S. Maity
Departmental Trading and Profit & Loss Account for the year ended 31.12.2013
Dr. Cr.
Particulars | Dept. A Rs | Dept. B Rs | Total Rs | Particulars | Dept. A Rs | Dept. B Rs | Total Rs |
To Opening Stock | 5,400 | 4,900 | 10,300 | By Sales To Closing Stock
By Gross Profit b/d
To Dis. Received (4 :3) To Net Loss | 16,900 | 13,520 | 30,420 |
To Purchase | 9,800 | 7,350 | 17,150 | 2,748 | 2,401 | 5,149 | |
To Wages | 1,340 | 240 | 1,580 |
|
|
| |
To Carriage Inwards (4:3) | 268 | 201 | 4691 |
|
|
| |
To Rent | 600 | 300 | 9006 |
|
|
| |
To Lighting and Heating | 240 | 120 | 3602 |
|
|
| |
To Gross Profit c/d | 2,000 | 2,810 | 4,810 |
|
|
| |
| 19,648 | 15,921 | 35,569 | 19,648 | 15,921 | 35,569 | |
To Rent |
400 |
200 |
6006 |
2,000 |
2,810 |
4,810 | |
To Advertisement | 410 | 328 | 7384 |
|
|
| |
To Salaries (2:1) | 880 | 440 | 1,3205 |
|
|
| |
To Lighting and Heating | 160 | 80 | 2402 | 76 | 57 | 1337 | |
To Discount Allowed |
|
|
| 339 | --- | --- | |
(on Sales) | 245 | 196 | 4413 |
|
|
| |
To Dep. On (2:1) |
|
|
|
|
|
| |
Plant & Machinery | 280 | 140 | 420 |
|
|
| |
Furniture & Fixture | 40 | 20 | 60 |
|
|
| |
To Net Profit | --- | 1,463 | 1,124 |
|
|
| |
| 2,415 | 2,867 | 4,943 | 2,415 | 2,867 | 4,943 |
Balance Sheet as at 31.12.2013
Liabilities | Amount Rs | Amount Rs | Assets | Amount Rs | Amount Rs |
Capital | 9,530 |
| Plant and Machinery | 4,200 |
|
Add: Net Profit | 1,124 |
| Less: Depreciation | 420 | 3,780 |
| 10,654 |
| Furniture and Fittings | 600 |
|
Less: Drawings | 900 | 9,754 | Less: Depreciation | 60 | 540 |
Sundry Creditors |
| 3,737 |
|
|
|
Outstanding Liabilities: |
|
| Closing Stock: |
|
|
Lighting and Heating |
| 180 | Dept. A | 2,748 |
|
|
|
| Dept. B | 2,401 | 5,149 |
|
|
| Sundry Debtors |
| 1,820 |
|
|
| Prepaid Rent |
| 370 |
|
|
| Cash at Bank |
| 1,980 |
|
|
| Cash in Hand |
| 32 |
|
| 13,671 |
|
| 13,671 |
Workings:
Allocation of Expenses and Incomes
Sl. No. | Expense/Income | Basis | Dept. A | Dept. B |
1 | Carriage Inward | Purchase (4:3) | =Rs 469 x 4/7 = Rs 268 | = Rs 469 x 3/7 = Rs 201 |
2 | Lighting & Heating (Rs 420 + Rs 180) Factory part = 600 x 3/5 Office part = 600 x 2/5 | Rs 600 (Given)
360 240 |
= Rs 360 x 2/3 = Rs 240 = Rs 240 x 2/3 = Rs 160 |
= Rs 360 x 1/3 = Rs 120 = Rs 240 x 1/3 = Rs 80 |
3 | Discount Allowed | = Sales | = Rs 441 x (16900/30420) = Rs 245 | = Rs 441 x (13520/30420) = Rs 196 |
4 | Advertisement | = Sales | = Rs 738 x (16900/30420) = Rs 410 | = Rs 738 x (13520/30420) = Rs 328 |
5 | Salaries | 2 : 1 | = Rs 1,320 x (2/3) = Rs 880 | = Rs 1,320 x (1/3) = Rs 440 |
6 | Rent Rs 1,500 = (Rs 1,870 – Rs 370) Factory part = 1,500 x 3/5 = 900 Office part = 1,500 x 2/5 =600 | 2 : 1
2 : 1 |
= Rs 900 x (2/3) = Rs 600 = Rs 600 x (2/3) = Rs 400 |
= Rs 900 x (1/3) = Rs 300 = Rs 600 x (1/3) = Rs 200 |
7 | Discount Received | Purchase (4:3) | = Rs 133 x (4/7) = Rs 76 | = Rs 133 x (3/7) = Rs 57 |
Q26. The Trading and Profit & Loss Account of Bindas Ltd. for the year ended 31st March is as under :
Particulars | Amount Rs | Particulars | Amount Rs | ||
Purchases |
|
| Sales |
|
|
Transistors | (A) | 1,60,000 | Transistors | (A) | 1,75,000 |
Tape Recorders | (B) | 1,25,000 | Tape Recorders | (B) | 1,40,000 |
Spare parts for Servicing and |
|
| Servicing and Repair Jobs | (C) | 35,000 |
Repair Job | (C) | 80,000 | Stock on 31st March |
|
|
|
|
| Transistors | (A) | 60,100 |
Salaries and wages |
| 48,000 | Tape Recorders | (B) | 20,300 |
Rent |
| 10,800 | Spare parts for servicing & |
|
|
Sundry Expenses |
| 11,000 | repair jobs | (C) | 44,600 |
Net Profit |
| 40,200 |
|
|
|
|
| 4,75,000 |
|
| 4,75,000 |
Prepare Departmental Accounts for each of the three Departments A, B and C mentioned above after taking into consideration the following :
A26.
Departmental P&L Accounts for the year ended 31st March (Amount in Rs)
Dr. Cr.
Particulars | A Rs | B Rs | C Rs | Particulars | A Rs | B Rs | C Rs |
To Purchases |
| 1,25,000 | — | By Sales | 1,75,000 | 1,40,000 | — |
To Spares | — | — | 80,000 | By Services | — | — | 35,000 |
To Salary & Wages | 12,000 | 24,000 | 12,000 | By Closing Stock | 60,100 | 20,300 | 44,600 |
To Rent | 2,400 | 2,400 | 6,000 | By Net Loss | — | — | 19,500 |
To Sundry Expenses* | 5,500 | 4,400 | 1,100 |
|
|
|
|
To Net Profit | 55,200 | 4,500 |
|
|
|
|
|
| 2,35,100 | 1,60,300 | 99,100 |
| 2,35,100 | 1,60,300 | 99,100 |
Note : Sundry Expenses are apportioned in the ratio of Turnover (5 : 4 : 1) i.e. 1,75,000 : 1,40,000 : 35,000.
Inter Departmental Transfer
Transfer made by one department to another may be recorded either:
At Cost Price
When transfers are made, Recipient Department should be debited at cost price and Transferring Department should be credited at Cost Price.
Q27. Make an appropriate entry for inter transfer of goods from one department to another. Department A transferred goods for Rs 30,000 to Department B.
A27.
In the Books of...
Journal
Date | Particulars | L/F | Debit Rs | Credit Rs |
| Department Trading (B) A/c Dr. To Department Trading (A) A/c (Goods are transferred to Department B from Department A.) |
| 30,000 |
30,000 |
At Invoice Price i.e. Provision for unrealized Profit.
In case of goods transfer from one department to another, no problem arises if all goods are sold within the year. On the other hand, problem arises where all goods are not sold. Under the circumstances, appropriate adjustments must be made against the unsold stock for ascertaining the correct profit or loss. As such, provision to be made for both opening stock and closing stock. The entries for this purpose are:
For Opening Stock Reserve:
Opening Stock Reserve A/c Dr.
To General Profit and Loss A/c
For Closing Stock Reserve:
General Profit and Loss A/c Dr.
To Closing Stock Reserve A/c
Q28. Department A sells goods to Department B at a profit of 25% on cost and to department C at 10% profit on cost. Department B sells goods to Department A and Department C at a profit of 15% and 20% on sales respectively. Dept. C charges 20% and 25% profit on cost and department A and department b respectively.
Department managers are entitled to 10% commission on net profit after eliminating unrealised profit on department sales being eliminated. Departmental profit after charging managers commission but before adjustment of unrealized profits are: Dept. A Rs 72,000; Dept. B Rs 54,000; and Dept. C Rs 36,000. Stock lying at different departments at the end of the year are:
Particulars | Department A Rs | Department B Rs | Department C Rs |
Transfer from Department A Transfer from Department B Transfer from Department C | --- 28,000 12,000 | 30,000 --- 10,000 | 22,000 24,000 --- |
Find out the correct departmental profit after charging manager’s commission.
A28
Computation of correct Profit
Particulars | Department A Rs | Department B Rs | Department C Rs |
Profit after charging manager’s commission. Add back: Manager’s Commission @ 1/9th | 72,000 8,000 | 54,000 6,000 | 36,000 4,000 |
Less: Unrealised Profit on stock | 80,000 8,000 | 60,000 9,000 | 40,000 4,000* |
Profit before charging Manager’s Commission Less: Manager’s Commission @10% Correct Profit after charging commission | 72,000 7,200 | 51,000 5,100 | 36,000 3,600 |
64,800 | 45,900 | 32,400 |
Workings:
Computation of unrealized Profit on Stock
Particulars | Department A Rs | Department B Rs | Department C Rs | Total Rs |
Department - A | --- | 30,000 x 1/5 = Rs 6,000 | 22,000 x 1/11 = Rs 2,000 | 8,000 |
Department - B | 28,000 x 15/100 = Rs 4,200 | --- | 24,000 x 20/100 = Rs 4,800 | 9,000 |
Department - C | 12,000 x 1/6 = Rs 2,000 | 10,000 x 1/5 = Rs 2,000 | --- | 4,000 |
Q29. Snow White Ltd has two departments — Cloth and Readymade Clothes. Ready Made Clothes are made by the Firm itself out of cloth supplied by the Cloth Department at its usual selling price. From the following figures, prepare Departmental Trading and Profit and Loss Accounts for the year ended 31st March 2013.
Particulars | Cloth Department (Rs) | Readymade Clothes (Rs) |
Opening Stock on 1st April, 2012 Purchases Sales Transfer to Readymade Clothes Department Expenses - Manufacturing Selling Closing Stock on 31st March, 2013 | 3,00,000 20,00,000 22,00,000 3,00,000 — 20,000 2,00,000 | 50,000 15,000 4,50,000 — 60,000 6,000 60,000 |
The Stock in the Readymade Clothes Department may be considered as consisting of 75% Cloth and 25% other expenses. The Cloth Department earned Gross Profit at the rate of 15% during the year 2011-12.
General Expenses of the business as a whole came to Rs 1,10,000.
A29.
Departmental Trading and Profit and Loss A/c for the year ended 31st March 2013
Dr. Cr.
Particulars | Cloth (Rs) | RM (Rs) | Total (Rs) | Particulars | Cloth (Rs) | RM (Rs) | Total (Rs) |
To Opg. Stock | 3,00,000 | 50,000 | 3,50,000 | By Sales | 22,00,000 | 4,50,000 | 26,50,000 |
To Purchases | 20,00,000 | 15,000 | 20,15,000 | By Tfr. to RM | 3,00,000 | — | 3,00,000 |
To Tfr from | — | 3,00,000 | 3,00,000 | By Closing | 2,00,000 | 60,000 | 2,60,000 |
Cloth Dept. |
|
|
| Stock |
|
|
|
To Mfg. Exps. |
| 60,000 | 60,000 |
|
|
|
|
To Gross Profit | 4,00,000 | 85,000 | 4,85,000 |
|
|
|
|
| 27,00,000 | 10,000 | 32,10,000 |
| 27,00,000 | 5,10,000 | 32,10,000 |
To Selling Exp. | 20,000 | 6,000 | 26,000 |
| 4,00,000 | 85,000 | 4,85,000 |
To Profit c/d | 3,80,000 | 79,000 | 4,59,000 | By Gross Profit |
|
|
|
4,00,000 | 85,000 | 4,85,000 | 4,00,000 | 85,000 | 4,85,000 | ||
|
|
|
| By Profit b/d |
|
| 4,59,000 |
To Gen. Exp. To Stock Reserve | 1,10,000 1,575 |
|
| ||||
(See Note below) To Net profit | 3,47,425 |
|
| ||||
4,59,000 | 4,59,000 |
Note 1 : Stock Reserve to be additionally provided is 7,200 – 5,625 = Rs 1,575; calculated as under :
Particulars | On Opening Stock | On Closing Stock |
Rate of GP on Sales in Cloth Dept Element of Cloth Stock in Readymade Clothes Stock Reserve required to be maintained | Given = 15% 75% of 50,000 = 37,500 37,500 × 15% = 5,625 | 4,00,000 ÷ 25,00,000 = 16% 75% of 60,000 = 45,000 45,000 × 16% = 7,200 |
Note 2: In this case, it is possible to ascertain the Reserve already created against Unrealised Profit in the Opening Stock. In the absence of information, the Reserve should be calculated on the difference in the Opening and Closing Stocks i.e. Rs 10,000 in this question. Since the Closing Stock has increased, the Reserve calculated would be debited to P&L A/c. In case of decrease in Stocks, the Reserve would be credited to P&L A/c.
Q30. A & Co. has two departments P & Q. department P sells goods to department Q at normal selling prices. From the following particulars, prepare departmental Trading & PL account for the year ended 31.03.2018 and also ascertain the net profit to be transferred to Balance Sheet:
Particulars | Department P (Rs) | Department Q (Rs) |
Opening stock | 5,00,000 | NIL |
Purchases | 28,00,000 | 3,00,000 |
Goods from P | NIL | 8,00,000 |
Wages | 3,50,000 | 2,00,000 |
Travelling expenses | 20,000 | 1,60,000 |
Closing stock at cost to the department | 8,00,000 | 2,09,000 |
Sales | 30,00,000 | 2,00,0000 |
Printing & Stationery | 30,000 | 25,000 |
The following expenses incurred for both the departments were not apportioned between the departments:
Salaries Rs 33,000, advertisement expenses Rs 1,20,000, General expenses Rs 5,00,000, Depreciation is to be charged @30% on the machinery worth Rs 96,000.
The advertisement expenses of the departments are to be apportioned in the turnover ratio. Salaries and depreciation are to be apportioned in the ratio 2:1 and 1:3 respectively. General expenses are to be apportioned in the ratio 3:1.
A30
A & CO.
Departmental Trading and P/L Account for the year ended 31.03.2018
Dr. Cr.
Particulars | Deptt. P (Rs) | Deptt. Q (Rs) | Total (Rs) | Particulars | Deptt. P (Rs) | Deptt. Q (Rs) | Total (Rs) |
To Opening Stock |
| Nil | 5,00,000 | By Sales | 30,00,000 | 20,00,000 | 50,00,000 |
To Purchases | 28,00,000 | 3,00,000 | 31,00,000 | By Goods transferred to Q | 8,00,000 |
|
|
To Goods from P |
| 8,00,000 |
| By Closing Stock | 8,00,000 | 2,09,000 | 10,09,000 |
To Wages | 3,50,000 | 2,00,000 | 5,50,000 |
|
|
|
|
To Gross Profit c/d | 9,50,000 | 9,09,000 | 18,59,000 |
|
|
|
|
| 46,00,000 | 22,09,000 | 60,09,000 |
| 46,00,000 | 22,09,000 | 60,09,000 |
To Travelling Expenses | 20,000 | 1,60,000 | 1,80,000 | By Gross Profit b/d | 9,50,000 | 9,09,000 | 18,59,000 |
To Printing & Stationery | 30,000 | 25,000 | 55,000 |
|
|
|
|
To Salaries (2:1) | 2,20,000 | 1,10,000 | 3,30,000 |
|
|
|
|
To Advertisement Expenses (3:2) | 72,000 | 48,000 | 1,20,000 |
|
|
|
|
To General Expenses (3:1) | 3,75,000 | 1,25,000 | 5,00,000 |
|
|
|
|
To Depreciation (1:3) | 7,200 | 21,600 | 28,800 |
|
|
|
|
To Net Profit c/d | 2,25,800 | 4,19,400 | 6,45,200 |
|
|
|
|
| 9,50,000 | 9,09,000 | 18,59,000 |
| 9,50,000 | 9,09,000 | 18,59,000 |
|
|
|
| By Net Profit b/d |
|
| 6,45,200 |
To Provision for unrealised profit on closing stock (note 2) |
|
| 38,000 |
|
|
|
|
To Capital A/c (net profit transferred) |
|
| 6,07,200 |
|
|
|
|
Working notes:
1. Gross profit ratio of department P = 9,50,000/(30,00,000 + 8,00,000)×100 = 25%
2. Proportionate P department’s stock in department Q
(Purchase from department P/total purchases of department Q)*total stock of department Q
= Rs (8,00,000/11,00,000) × Rs 2,09,000 = Rs 1,52,000
Unrealised profit = 25% of Rs1,52,000 = Rs 38,000
Q31. Samudra & Co, a Partnership Firm has three departments viz. K, L, M which are under the charge of the Partners B, C and D respectively. The following Consolidated P&L Account is given below :
Dr. Profit and Loss Account Cr.
Particulars | Amount Rs | Particulars | Amount Rs |
To Opening Stocks (Note 1) | 81,890 | By Sales (Note 7) | 4,00,000 |
To Purchases (Note 2) | 2,65,700 | By Closing Stocks (Note 8) | 89,000 |
To Salaries and Wages | 48,000 | By Discounts Received (Note10) | 800 |
(Note 3) |
|
|
|
To Rent Expenses (Note 4) | 10,800 |
|
|
To Selling Expenses (Note 5) | 14,400 |
|
|
To Discount Allowed (Note 5) | 1,200 |
|
|
To Depreciation (Note 6) | 750 |
|
|
To Net Profit for the year | 67,060 |
|
|
| 4,89,800 |
| 4,89,800 |
From the above Account and the following additional information, prepare the Departmental P&L Accounts for the year ended 31st March, 2013.
A31
Dr. Cr.
Particulars | K (Rs) | L (Rs) | M (Rs) | Particulars | K (Rs) | L (Rs) | M (Rs) |
To Opening Stock |
| 24,000 | 20,000 | By Sales | 1,80,000 | 1,30,000 | 90,000 |
To Purchases | 1,40,700 | 80,600 | 44,400 | By Transfer | 10,700 | 600 | — |
To Inter-Dept Trf | — | — | 11,300 | By Closing Stock | 45,100 | 22,300 | 21,600 |
To Wages | — | — | 12,000 |
|
|
|
|
To Gross Profit c/d | 57,210 | 48,300 | 23,900 |
|
|
|
|
| 2,35,800 | 1,52,900 | 1,11,600 |
|
|
|
|
To Salaries (4:4:1) | 16,000 | 16,000 | 4,000 |
| 2,35,800 | 1,52,900 | 1,11,600 |
To Rent (2:2:5) | 2,400 | 2,400 | 6,000 | By Gross Profit b/d | 57,210 | 48,300 | 23,900 |
To Selling Exp | 6,480 | 4,680 | 3,240 | By Discounts |
|
|
|
To Disc. (18:13:9) | 540 | 390 | 270 | Received |
|
|
|
To Depreciation | 250 | 250 | 250 |
| 400 | 250 | 150 |
To Net Profit c/d | 31,940 | 24,830 | 10,290 |
|
|
|
|
| 57,610 | 48,550 | 24,050 |
| 57,610 | 48,550 | 24,050 |
2. Computation of Stock Reserve
From the above profits, Stock Reserve should be eliminated on the Closing Stock.
3. Profit and Loss Appropriation Account
Dr. Cr.
Particulars | Amount Rs | Particulars | Amount Rs | |
To Stock Reserve |
| 1,710 | By Profit b/d | 67,060 |
To Profits transferred to Capital: |
|
| (31,940 + 24,830 + 10,290) |
|
B : 75% of 31,940 | 23,955 |
|
|
|
C : 75% of 24,830 | 18,623 |
|
|
|
D : 75% of 10,290 | 7,718 | 50,296 |
|
|
To balance profits trfd in 2: 1: 1 |
|
|
|
|
B : 50% of 15,054 | 7,527 |
|
|
|
C : 25% of 15,054 | 3,763 |
|
|
|
D : 25% of 15,054 | 3,764 |
|
|
|
(bal.fig) |
| 15,054 |
|
|
|
| 67,060 |
| 67,060 |
Q32. Pooma Ltd. has 2 departments M & S. From the following particulars, prepare Departmental Trading Account & Consolidated Trading Account for the year ended 31st March, 2013.
Particulars | M (Rs) | S (Rs) |
Opening Stock Purchases Carriage Inwards Wages Sales (excluding inter departmental transfers) Purchased Goods transferred By S to M By M to S Finished Goods transferred By S to M By M to S Return of Finished Goods By M to S By S to M Closing Stock Purchased Goods Finished Goods | 20,000 92,000 2,000 12,000 1,40,000
10,000 —
35,000 —
10,000 —
4,500 24,000 | 12,000 68,000 2,000 8,000 1,12,000
— 8,000
— 40,000
— 7,000
6,000 14,000 |
Purchased Goods have been transferred at their respective departmental Purchase Cost & Finished Goods at Departmental Market Price. 20% of Finished Stock (Closing) at each Department represented Finished Goods received from the other Department.
A32
Dr. Cr.
Particulars | M (Rs) | S (Rs) | Particulars | M (Rs) | S (Rs) |
To Opening Stock |
| 12,000 | By Sales | 140,000 | 112,000 |
To Purchases | 92,000 | 68,000 | By Transfer: |
|
|
To Transfer : |
|
| Purchased Goods | 8,000 | 10,000 |
Purchased Goods | 10,000 | 8,000 | Finished Goods | 35,000 | 40,000 |
Finished Goods | 40,000 | 35,000 | By Closing Stock Purchased |
|
|
To Wages | 12,000 | 8,000 | Goods | 4,500 | 6,000 |
To Carriage Inwards | 2,000 | 2,000 | Finished Goods out of t/f | 4,800 | 2,800 |
To Return of Finished Goods | 7,000 | 10,000 | Balance | 19,200 | 11,200 |
To Gross Profit | 38,500 | 46,000 | By Return of Finished Goods | 10,000 | 7,000 |
|
|
|
|
|
|
| 2,21,500 | 1,89,000 |
| 2,21,500 | 1,89,000 |
b. Calculation of Gross Profit Ratio
Particulars | M (Rs) | S (Rs) |
Sales Add : Transfer of Finished Goods Less : Return of Finished Goods Net Sales [A] Gross Profit [B] as calculated below Gross Profit Ratio [B ÷ A] | 140,000 35,000 (7,000) 168,000 38,500 22.9% | 112,000 40,000 (10,000) 142,000 46,000 32.4% |
c. Consolidated Trading Account for the year ended 31st March, 2013
Dr. Cr.
Particulars | Amount (Rs) | Particulars | Amount (Rs) | ||
To | Opening Stock (20,000+12,000) |
| By | Sales (1,40,000 + 1,12,000) | 2,52,000 |
To | Purchases (92,000 + 68,000) | 160,000 | By | Closing Stock |
|
To | Wages (12,000 + 8,000) | 20,000 | By | Purchase Goods 10,500 |
|
To | Carriage Inwards | 4,000 |
| (4,500+6,000) |
|
| (2,000+2,000) |
| By | Finished Goods 38,000 | 48,500 |
To | Stock Reserve: |
|
| (24,000+14,000) |
|
| [24,000 × 20%] × 32.4% | 1,555 |
|
|
|
| [14,000 × 20%] × 22.9% | 641 |
|
|
|
To | Net Profit | 82,304 |
|
|
|
|
| 3,00,500 |
|
| 3,00,500 |
Q33. Department X sells goods to Department Y at a profit of 25% on cost & to Department Z at a profit of 10% on cost. Department Y sells goods to X & Z at a profit of 15% & 20% on sales, respectively.
Department Z charges 20% & 25% profit on cost to Department X & Y, respectively.
Department Managers are entitled to 10% Commission on Net Profit subject to Unrealized profits on Departmental sales being eliminated.
Departmental profits after charging manager’s commission, bur before adjustment of unrealized profits are : X = Rs 36,000; Y = Rs 27,000; Z = Rs 18,000
Stocks lying at different departments at the year end are as under :
Particulars | X (Rs) | Y (Rs) | Z (Rs) |
Transfer from Department X Transfer from Department Y Transfer from Department Z | — 14,000 6,000 | 15,000 — 5,000 | 11,000 12,000 — |
Find out the correct Departmental Profits after charging Managers’ Commission.
A33
Computation of Unrealised Profits
From Department X to Y and Z at 25% and 10% of Cost |
Nil | 15,000 × 25/125 = 3,000 | 11,000 × 10/110 = 1,000 | 4,000 |
From Department Y to X and Z at 15% and 20% of Sales | 14,000 × 15/100 = 2,100 | Nil | 12,000 × 20/100 = 2,400 | 4,500 |
From Department Z to X and Y at 20% and 25% of Cost | 6,000×20/120 = 1,000 | 5,000×25/125 = 1,000 | Nil | 2,000 |
Computation of Correct Departmental Profits after charging Manager’s Commission correctly
Particulars | Department X (Rs) | Department Y (Rs) | Department Z (Rs) |
Profits after charging Manager’s Commission Add : Wrong Commission = 10% of Profits = 1/10 on Profits before charging commission = 1/9 on Profits after charging commission | 36,000 1/9 × 36,000 = 4,000 | 27,000 1/9 × 27,000 = 3,000 | 18,000 1/9 × 18,000 = 2,000 |
Profits before charging commission Less : Unrealised Profits i.e. Stock Reserve | 40,000 4,000 | 30,000 4,500 | 20,000 2,000 |
Profits qualifying for commission Less : Commission at 10% of above | 36,000 3,600 | 25,500 2,550 | 18,000 1,800 |
Correct Profits after charging commission | 32,400 | 22,950 | 16,200 |
Q34. The following details are available in respect of a business for a year.
Department | Opening Stock | Purchase | Sales |
X Y Z | 120 units 80 units 152 units | 1,000 units 2,000 units 2,400 units | 1,020 units at Rs 20.00 each 1,920 units at Rs 22.50 each 2,496 units at Rs 25.00 each |
The total value of purchases is Rs 1,00,000. It is observed that the rate of Gross Profit is the same in each department. Prepare Departmental Trading Account for the above year.
A34.
Computation of Closing Stock Quantity (in units)
Particulars | X | Y | Z |
Opening Stock Add: Purchases Less : Units Sold | 120 1,000 (1,020) | 80 2,000 (1,920) | 152 2,400 (2,496) |
Closing Stock | 100 | 106 | 56 |
Computation of Gross Profit Ratio
We are informed that the GP Ratio is the same for all departments. Selling Price is given for each department’s products but the Sale Quantity is different from that of Purchase Quantity. To find the Uniform GP Rate, the sale value of Purchase Quantity should be compared with the Total Cost of Purchase, as under. Assuming all purchases are sold, the sale proceeds would be
Department | X | 1,000 | units | @ | Rs 20.00 | 20,000 |
Department | Y | 2,000 | units | @ | Rs 22.50 | 45,000 |
Department | Z | 2,400 | units | @ | Rs 25.00 | 60,000 |
Total Sale Value of Purchase Quantity | 125,000 |
| ||||
Less : Cost of Purchase | 1,00,000 |
| ||||
Gross Profit Amount Gross Profit Ratio | 25,000 25,000 ÷ 1,25,000 |
20% of Selling Price |
Computation of Profit and Cost for each article
Department | Selling Price | Profit at 1/5 of SP | Cost = Sales – Profit |
Department X Department Y Department Z | Rs 20.00 Rs 22.50 Rs 25.00 | 1/5 of Rs 20.00 = 4.00 1/5 of Rs 22.50 = 4.50 1/5 of Rs 25.00 = 5.00 | Rs 16.00 Rs 18.00 Rs 20.00 |
Departmental Trading Account for the year ended
Dr. Cr.
Particulars | X (Rs) | Y (Rs) | Z (Rs) | Total (Rs) | Particulars | X (Rs) | Y (Rs) | Z (Rs) | Total (Rs) |
To Op. stock To Purchase To Gross Profit | 1,920 16,000 4,080 | 1,440 36,000 8,640 | 3,040 48,000 12,480 | 6,400 100,000 25,200 | By Sales By Cl. stock | 20,400 1,600 | 43,200 2,880 | 62,400 1,120 | 126,000 5,600 |
22,000 | 46,080 | 63,520 | 131,600 | 22,000 | 46,080 | 63,520 | 131,600 |
Opening and Closing Stocks are valued at Cost as indicated in WN 3 above. Sale Amount in the Trading Account is computed for the Sale Quantity only. Gross Profit is calculated at 20% of Sale Value.
Key takeaways:
References: