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Real World Business Ethics: How Would You React?

Author/Moderator: Robert W. Walter, JD
Publisher: AICPA
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Description

This course provides you with case studies drawn from "real-life" litigation and administrative proceedings involving CPAs in public practice and industry that were resolved both in favor of and against accounting and auditing professionals. It helps you take a proactive, risk-avoidance stance by pointing out common pitfalls and presenting alternative courses of action. Gain a renewed sense of appreciation for the pitfalls faced by every financial professional and a heightened sensitivity for the types of ethical dilemmas you could face in the future.

Objectives: 

  • Understand what ethical standards and considerations are critical to accounting and auditing professionals
  • Recognize the presence of ethical issues
  • Apply ethical standards to "real life"

Prerequisite:  Experience in financial accounting.

Table of Contents

  • Chapter 0 - Overview
    • Introduction
    • Chapter Topics
  • Chapter 1 - Case 1 – Superlative Software Corp. – You Are the CFO
    • Learning Objectives
    • Introduction
    • Focus Points
    • Regulatory Issues
    • Revenue Recognition/Financial Misstatement Issues in the Software Industry
    • Regulatory Developments
      • Consequences
    • Ethical Guides
    • Case Study Facts
      • Superlative, Its Background, and the CFO
      • The Interview and Hiring Process
      • Your First Month at Work
      • The Denouement
    • Case Study Questions
    • Suggested Readings
  • Chapter 2 - Case 2 – Pointer Electronics, Inc. – You Are the Audit Partner
    • Learning Objectives
    • Introduction
    • Focus Points
    • Regulatory Issues
    • Recent Developments
    • Proposed Auditing Standards Nos. 8-14: Auditor’s Assessment of and Response to Risk
    • Ethical Guides
    • Case Study Facts
      • Pointer Electronics and Your Firm’s Involvement
      • The Audit and Your Review
      • You and the Engagement Partner’s Confrontation
    • Case Study Questions
    • Suggested Readings
  • Chapter 3 - Case 3 – BAN&K Advisory Services LLC – You Are the Audit Partner
    • Learning Objectives
    • Introduction
    • Focus Points
    • Regulatory Issues
    • Recent Developments
      • Consequences
    • Ethical Guides
    • Case Study Facts
      • BAN&K and its History
    • Case Study Questions
    • Suggested Readings
  • Chapter 4 - Case 4 – Forensic Review Services LLC – You Are the Forensic Auditor
    • Learning Objectives
    • Introduction
    • Focus Points
      • Supporting Lavish Lifestyles: Large and Small Company Management Lose Their Moral Compass
      • Why Did the Audit Fail?
    • Recent Developments
    • Regulatory Issues
    • Ethical Guides
    • Case Study Facts
      • You Get the Call
      • The Investigation Begins
    • Case Study Questions
    • Suggested Readings
  • Chapter 5 - Case 5 – Department of Enforcement – You Are the Accounting Investigator
    • Learning Objectives
    • Focus Points
    • Regulatory Issues
    • Ethical Guides
    • Case Study Facts
      • Introduction
      • The Case Status Report
    • Case Study Questions
    • Suggested Readings
  • Chapter 6 - Case 6 – Megatron Corp. – You Are the Corporate Controller
    • Learning Objectives
    • Introduction
    • Focus Points
    • Regulatory Issues
    • Ethical Guides
    • Case Study Facts
      • Megatron’s Business
      • The Storm Arrives
      • You Get the Call – Now What?
    • Case Study Questions
    • Suggested Readings
  • Chapter 7 - Case 7 – AA&C LLP – You Are a Member of the Practice Development Committee
    • Learning Objective
    • Introduction
    • Focus Points
    • Regulatory Issues
    • Recent Developments
      • Is Ethical Corporate Behavior Its Own Reward – or Are There Also More Tangible Returns?
    • Ethical Guides
    • Case Study Facts
      • AA&C LLP and the Practice Development Committee
      • The Meeting of the Practice Development Committee
    • Case Study Questions
    • Suggested Readings
  • Chapter 8 - Case 8 – Precious Mining Inc. – You Are the Audit Committee Chair
    • Learning Objectives
    • Introduction
    • Focus Points
    • Regulatory Issues
      • Standards for Audit Committee Members
    • Ethical Guides
    • Case Study Facts
      • Precious Mining Inc. and Your Role
      • Your World Gets Turned Upside Down
      • The Next Day
    • Case Study Questions
    • Suggested Readings
  • Chapter 9 - Case 9 – Incisive Lasers Corporation – You Are the Outside Counselor
    • Learning Objectives
    • Introduction
    • Focus Points
    • Regulatory Issues
    • Ethical Guides
    • Case Study Facts
      • You Have a Prospective New Client
      • Your Meeting with Bill Peavey
    • Case Study Questions
    • Suggested Readings
  • Chapter 10 - Case 10 – Scrap Metal Aggregators, Inc. – You Are the Tax Return Preparer
    • Learning Objectives
    • Introduction
    • Focus Points: Statements on Standards for Tax Services
    • Recent Developments
    • Ethical Guides
    • Case Study Facts
    • Case Study Questions
    • Suggested Readings
  • Chapter 11 - Case 11 – Radar One, LLP – You Are the Amended Return Preparer
    • Learning Objectives
    • Introduction
    • Recent Developments
    • Focus Points: Treasury Circular 230
      • Subpart A – Rules Governing Authority to Practice
      • Subpart B – Rules Governing Authority to Practice
      • Subpart C – Sanctions for Violations of the Regulations
    • Strengthening Circular 230: Tax Shelter Best Practices
      • Best Practices
      • Compliance Procedures and Discipline of Oversight Personnel
      • Covered Tax Shelter Opinions – New Requirements
    • Recent Tax Shelter Fraud Cases Featuring Preparers
    • Ethical Guides
    • Case Study Facts
    • Case Study Questions
    • Suggested Readings
  • Chapter 12 - Case 12 – Military Communications Corp. – You Are the Outside Tax Advisor. 12-1 Learning Objectives
    • Introduction
    • Focus Points: Section 409A – What It Is, Why It Is Important, When It Applies and to Whom It Applies
      • What Is Section 409A and Why Is It Important?
      • Application of Section 409A
      • What to do in 2009
      • What About Private Companies – How Do You Know If an Option or SAR Was Granted at Less Than Fair Market Value?
    • Other Corporate and Individual Tax Implications Related to Backdated Options
    • Potential Solutions Now Being Used to Address Backdated Options and Discounted Stock Rights
    • Recent A&A Regulatory Advisories on Options
    • Ethical Guides
    • Case Study Facts
    • Case Study Questions
    • Suggested Readings
  • Chapter 13 - Latest Developments
  • Appendix A -Ethics Interpretation and Conceptual Framework
  • Appendix B - Designing an Ethics Training Program
    • What Is an Ethics Training Program?
    • What Are the Objectives of an Ethics Training Program?
    • What Makes Up an Ethics Training Program?
    • How Does the Organization Implement an Ethics Training Program?
    • Who Provides Ethics Training?
    • Who Is the Ethics Training Program Directed To?
    • What Issues Are Commonly Encountered in Designing Ethics Training Programs?
    • How Does an Organization Evaluate the Effectiveness of Its Ethics Training Program?
    • What Follow Up Should Take Place after the Ethics Training Program Is Initiated?
  • Appendix C - Ethics Decision Tree for CPAs in Business and Industry

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Excerpts

Chapter 1 - Case 1 – Superlative Software Corp. – You Are the CFO

Learning Objectives
• Review common accounting, auditing and regulatory issues related to revenue recognition;

• Sensitize you to how your integrity can become an issue in financial management decision making, particularly in the context of revenue recognition; and

• Understand proper internal and external reporting procedures when faced with accounting irregularities.
Introduction

The following case study is designed to highlight the most common cause of accounting irregularities, busted audits, restatements, and accounting enforcement actions: revenue recognition. Time and again, financial managers are called upon to make business decisions about how (or if) to record revenues from the sale of services or products. Many of these decisions are made in reliance on the representations of officers or employees of the organization, meaning that your integrity can oftentimes be riding on the integrity of others. While maintaining proper internal controls and procedures are instrumental in addressing many of these issues, personal integrity and the willingness to confront difficult choices are a necessary part of effective financial management. A lack of integrity on your part or on the part of others may condemn the organization to joining the ranks of corporate wrongdoers and may expose you to regulatory, civil, or criminal sanctions. Therefore, when you encounter difficult revenue recognition issues, take time to reflect on the regulatory, ethical, and business implications of your decisions and ask yourself: How will this determination look in hindsight, particularly to someone outside of our company?

Focus Points


The Treadway Commission report that analyzed approximately 200 cases of fraudulent financial statement reporting from 1987 through 1997 found that over 50% of these cases involved either the premature recording of revenues or the recording of fictitious revenues. Moreover, the CEO and CFO were implicated in the fraudulent reporting in 83% of the cases. Most of the cases were brought against companies that lacked an audit committee or had an audit committee that met only once each year.

According to the 2008 Securities Class Action Filings Study conducted by Cornerstone Research and Stanford Law School, 94% of the federal securities class action lawsuits filed through December 15, 2008, included accounting allegations. Improper revenue recognition was cited in 26% of those cases. If you eliminate the miscellaneous category, the only category of accounting allegations that individually accounted for more class action filings in 2008 than revenue recognition was overstatement of assets other than accounts receivable and inventory – which accounted for 32% of the filings. From these statistics, you can conclude that while 20 years has passed since the Treadway Commission began its study, revenue recognition continues to be a significant issue that places companies in legal and regulatory jeopardy.

In October 2007, the Huron Consulting Group published a study of financial restatements that occurred between August 2004 and December 2006. The study found that approximately 1,900 companies had restated their financial statements during this 28 month period. Of the companies that reported restatements, approximately 20% took longer than four months to file their restated financial statements, resulting in these companies being generally unable to timely file a quarterly report on Form 10-Q or an annual report on Form 10-K. The Huron Consulting Group study also found that revenue recognition was among the top five accounting issues cited by companies that restated their financial statements in this period, and was the second most common reason cited for a restatement when the restatement took more than four months to complete.

In March 2008, Audit Analytics reported that restatements in calendar year 2007 declined for the first time since 2001. In 2007, the number of restatements dropped by 31% from 2006’s 1,801 restatements, to 1,237 restatements. The report also noted, however, that companies that filed “revenue recognition restatements” experienced persistent declines in their stock prices both in the 50 days preceding the restatement announcement and for the 50 days following the announcement.

In the Exposure Draft for SAS No. 99 Consideration of Fraud in a Financial Statement Audit, the following statement appeared:
In a public entity, because of the ever-present interest of the investors in the viability, financial condition, and operating results of the entity, there is always some incentive or pressure to achieve a given level of financial performance. [Paragraph 54]
This statement highlights the fact that in a public entity, there may almost never be a time when some pressure is not present to present more favorable financial results than might have been achieved.

As issued, SAS No. 99 highlighted several incentives and sources of pressure that may increase the risk of fraudulent financial reporting, including
• The company’s financial stability or profitability is threatened by economic, industry, or entity operating conditions;

• Excessive pressure on management to meet third party expectations, such as those of analysts, creditors, rating agencies, or potential acquisition targets;

• Management or the board members’ net worth is threatened by the company’s financial performance; and

• Incentive sales or profitability goals create undue pressure on management or operating personnel.
Avoid this Pitfall. If other members of your management team evidence tendencies to internalize these types of pressures, your integrity (not to mention your professional career) may ride on your ability to withstand such pressures. In talking with the other members of management, remind them that once the company takes the first step down that “slippery slope,” it becomes increasingly likely that more steps will have to be taken, thus leading to a “snowball” effect. If you sense that this is where pressures from third parties are likely to take the company, you need to carefully consider whether you want to be associated with the company under these circumstances. It is interesting to note that many cases of fraudulent financial reporting begin as “minor” adjustments that multiply over time and ultimately result in a restatement that finds the company and its officers the subject of regulatory action. Conversely, a management team that deals with these or other pressures in an honest and forthright manner will command the respect of outsiders and is a desirable place for you to be.

Regulatory Issues

FASB Statements of Financial Accounting Concepts (SFACs), SEC Staff Accounting Bulletins (SABs) and a wealth of Statements of Financial Accounting Standards (SFASs),1 Accounting Principles Board Opinions (APBs),1 Accounting Research Bulletins (ARBs),1 AICPA Statement of Positions (SOPs),1 Financial Reporting Releases (FRRs),1 and Emerging Issues Task Force (EITF)1 issuances give general and specific industry guidance for revenue recognition. (See the discussion in the introduction of SAB Nos. 101 and 104 for a non-exclusive listing of revenue recognition releases, including their industry topics.) Unfortunately, revenue recognition or, more to the point, improper recording and/or recognition of revenues, are also prevalent topics in the SEC’s Accounting and Auditing Enforcement Releases (AAERs) involving public companies, their financial executives, and their auditors.

The issue of round tripping of revenues received much attention after Enron, other energy trading companies, and a host of telecommunications carriers were accused of engaging in this practice. Round tripping involves the recording of revenues from simultaneous or nearly simultaneous trades of financial instruments, capacity, or commodities by two companies. In most instances, round trip trades should have been characterized as exchanges rather than sales.

Avoid this Pitfall. When dealing with a customer of your company that also happens to be a supplier of products or services to your company, be especially cautious about booking revenues, particularly if the timing or dollar amount of purchases and sales between the companies happen to coincide. Remember that these types of relationships will draw a high degree of regulatory and audit scrutiny, so your files should have backup that will help in delineating why the transactions were proper, necessary and in the ordinary course.

Revenue recognition is without doubt the critical accounting policy to be discussed in Management’s Discussion and Analysis (MD&A). Furthermore, the discussion of any critical accounting estimates that underlie revenue recognition is vitally important to regulators and investors seeking to understand the impact of estimates on a company’s financial performance. Remember, however, as the Commission stated in its release on Current Accounting and Disclosure Issues in August 2001, “The disclosure should be concise and to the point; more disclosure is not necessarily better.” In other words, quality, not quantity.

The following four criteria must be met under SAB No. 101 and SAB No. 104 to recognize revenue: (1) persuasive evidence of an arrangement exists, (2) the product has been shipped and the customer takes ownership and assumes the risk of loss, (3) the selling price is fixed or determinable, and (4) collection of the resulting receivable is reasonably assured. These criteria are consistent with those set forth in FASB Accounting Standards Codification (ASC) 985-605 (SOP No. 97-2), which specifically addresses revenue recognition in the context of software sales. FASB ASC 985-605 (SOP No. 97-2) goes on to state that if software upgrades,

1 Guidance has been organized under the FASB Accounting Standards Codification™, which is expected to become authoritative in July 2009 (at the time this manual went to press). See the Latest Developments Chapter for additional information.

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Videocourse Details

NASBA Field of Study: Behavioral Ethics
Level: Intermediate
Recommended CPE Credit: 16
Real World Business Ethics: How Would You React?
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