Prepare a report on disclosure issues related to the segment and noncontrolling interest information for HP.

Prepare a report on disclosure issues related to the segment and noncontrolling interest information for HP. I am not allowed to attach a website per this website my last post was flagged but any website containg this infomration is fine!! I am just having an issue talking about and understand their non controlling interests.

I’m not really sutre what infomrtaion is needed


HEWLETT-PACKARD COMPANY AND SUBSIDIARIES

Consolidated Balance Sheets

October 31
20112010
In millions, except
par value
ASSETS
Current assets:
Cash and cash equivalents$8,043$10,929
Accounts receivable18,22418,481
Financing receivables3,1622,986
Inventory7,4906,466
Other current assets14,10215,322
Total current assets51,02154,184
Property, plant and equipment12,29211,763
Long-term financing receivables and other assets10,75512,225
Goodwill44,55138,483
Purchased intangible assets10,8987,848
Total assets$129,517$124,503
LIABILITIES AND STOCKHOLDERS’ EQUITY
Current liabilities:
Notes payable and short-term borrowings$8,083$7,046
Accounts payable14,75014,365
Employee compensation and benefits3,9994,256
Taxes on earnings1,048802
Deferred revenue7,4496,727
Accrued restructuring654911
Other accrued liabilities14,45915,296
Total current liabilities50,44249,403
Long-term debt22,55115,258
Other liabilities17,52019,061
Commitments and contingencies
Stockholders’ equity:
HP stockholders’ equity
Preferred stock, $0.01 par value (300 shares authorized; none issued)
Common stock, $0.01 par value (9,600 shares authorized; 1,991 and 2,204 shares issued and outstanding, respectively)2022
Additional paid-in capital6,83711,569
Retained earnings35,26632,695
Accumulated other comprehensive loss(3,498)(3,837)
Total HP stockholders’ equity38,62540,449
Non-controlling interests379332
Total stockholders’ equity39,00440,781
Total liabilities and stockholders’ equity$129,517$124,503

The accompanying notes are an integral part of these Consolidated Financial Statements.

76

Table of Contents


HEWLETT-PACKARD COMPANY AND SUBSIDIARIES

Consolidated Statements of Cash Flows

For the fiscal years ended October 31
201120102009
In millions
Cash flows from operating activities:
Net earnings$7,074$8,761$7,660
Adjustments to reconcile net earnings to net cash provided by operating activities:
Depreciation and amortization4,9844,8204,780
Impairment of goodwill and purchased intangible assets885
Stock-based compensation expense685668635
Provision for doubtful accounts—accounts and financing receivables81156345
Provision for inventory217189221
Restructuring charges6451,144640
Deferred taxes on earnings166197379
Excess tax benefit from stock-based compensation(163)(294)(162)
Other, net(46)16922
Changes in assets and liabilities:
Accounts and financing receivables(227)(2,398)(549)
Inventory(1,252)(270)1,532
Accounts payable275(698)(153)
Taxes on earnings610723733
Restructuring(1,002)(1,334)(1,237)
Other assets and liabilities(293)89(1,467)
Net cash provided by operating activities12,63911,92213,379
Cash flows from investing activities:
Investment in property, plant and equipment(4,539)(4,133)(3,695)
Proceeds from sale of property, plant and equipment999602495
Purchases of available-for-sale securities and other investments(96)(51)(160)
Maturities and sales of available-for-sale securities and other investments68200171
Payments in connection with business acquisitions, net of cash acquired(10,480)(8,102)(391)
Proceeds from business divestiture, net89125
Net cash used in investing activities(13,959)(11,359)(3,580)
Cash flows from financing activities:
(Payments) issuance of commercial paper and notes payable, net(1,270)4,156(6,856)
Issuance of debt11,9423,1566,800
Payment of debt(2,336)(1,323)(2,710)
Issuance of common stock under employee stock plans8962,6171,837
Repurchase of common stock(10,117)(11,042)(5,140)
Excess tax benefit from stock-based compensation163294162
Cash dividends paid(844)(771)(766)
Net cash used in financing activities(1,566)(2,913)(6,673)
(Decrease) increase in cash and cash equivalents(2,886)(2,350)3,126
Cash and cash equivalents at beginning of period10,92913,27910,153
Cash and cash equivalents at end of period$8,043$10,929$13,279

The accompanying notes are an integral part of these Consolidated Financial Statements.

Using the information provided below, complete the following two tabs in this MS Excel Workbook

Using the information provided below, complete the following two tabs in this MS Excel Workbook:
– MOH Cost Allocation – Traditional Methodology
– MOH Cost Allocation – Activity-based Costing (ABC) Methodology (complete partially completed analysis)
The background paper, Management Accounting Concepts, provides useful guidance for completing this assignment.
Compare the results you obtained in these two tabs. Describe briefly below the likely effects of management’s decision to adopt the traditional method, rather than the ABC method, of allocating MOH costs to products. (In formulating your response, it may be helpful to review pages 43 – 44 of the background paper, Management Accounting Concepts.) Limit the length of your response to 150 words.
Replace this text with your response.
Company information:
A division of Premium Products Company operates from a single plant located in the midwestern U.S.  
The division makes and sells 3 products. Shown below for each product is management’s fiscal year ending (FYE) Dec. 31, 20X2 plans for:
Product
A-199B-299C-399
– Units of production and sales              10,000       10,000           10,000
– Production batch size (units in each production run)                      25               40                 100
– Product unit selling price$          197.00$   170.00$        148.00
Management organized the plant to operate in the nine service and production departments listed below. For each department listed is shown:
– The normal, expected MOH costs (obtained from the approved production plan and operating budget for the FYE Dec. 31, 20X2)
– The MOH allocation base selected by management, which adopted the traditional MOH allocation method (see next tab in this workbook)
– The planned (i) total value of each MOH allocation base and (ii) consumption of each base by each production department
$USMOH allocation base    Casting    Machining    Assembly    PackingTotal
Production scheduling     151,000Machine hours (MHs)Unit-related         9,000           22,500             9,000         4,50045,000
Quality inspection     313,000BatchesUnit-related               75                 300                225             150        750
M&E* setup        83,000M&E setups hoursBatch-related            980             2,450                980             490    4,900
M&E* maintenance     502,000M&E Maint. Dept. hoursUnit-related         4,500             9,000             2,700         1,80018,000
Building and admin.     522,000Full-time employeesPlant-related                 8                   12                  10               10          40
Casting     125,000MHsUnit-related         9,000           22,500             9,000         4,50045,000
Machining     250,000MHsUnit-related         9,000           22,500             9,000         4,50045,000
Assembly     106,000Direct labor hours (DLHs)Unit-related         4,100           17,000          10,500       10,40042,000
Packing        71,000DLHsUnit-related         4,100           17,000          10,500       10,40042,000
Total2,123,000
* M&E: machinery and equipment
The company’s engineering department determined the following standard per-unit requirements of:
– MHs and DLHs in each production department
– Direct material and direct labor cost
Product
Per-unit requirementsA-199B-299C-399
MHs in each production department:
Casting                     0.3              0.3                  0.3
Machining                     0.9              0.7                  0.6
Assembly                     0.4              0.3                  0.2
Packing                     0.2              0.2                  0.1
Total                     1.8              1.5                  1.2
DLHs in each production department:
Casting                     0.2              0.2                  0.2
Machining                     1.0              0.6                  0.2
Assembly                     0.5              0.4                  0.3
Packing                     0.3              0.3                  0.3
Total                     2.0              1.5                  1.0
Cost per unit:
Direct material$             28.00$      25.00$          22.00
Direct labor (including “fringe”)$             38.00$      33.00$          28.00
The facilitator will grade this assignment, assigning up to 100 points for it as follows:MaximumEarned
Accurate, essentially complete, and concise description of the reasons that the traditional
method of allocating MOH costs may lead to distortions in computed product unit costs and
the adverse effects such distortions may have on management’s decisions                   20             20points
Traditional method of MOH cost allocation – Accuracy and completeness of:
– Amounts and other information input into MS Excel worksheet                   15             15points
– Accuracy of computations of per-unit MOH cost and total cost of each product                   25             25points
Activity-based method of MOH cost allocation – Accuracy and completeness of:
– Amounts and other information input into MS Excel worksheet                   15             15points
– Accuracy of computations of per-unit MOH cost and total cost of each product                   25             25points
Total points                 100           100Premium Products CompanyManufacturing Overhead (MOH) Cost Allocation – Activity-based Costing (ABC) MethodologyFor fiscal year ending (FYE) December 31, 20X2(Amounts determined as part of production plan and operating budget approved on November 5, 20X1)ActivityNormal,cost poolexpectedActivityi.e., NormallevelMOHNormal, planned per-unit consumption of cost driverexpectedDriver(volume) ofDriverProduct A-199Product B-299Product C-399Service departments:MOH costsActivity cost drivertypecost driverRateHoursCostHoursCostHoursCost    Production scheduling$        151,000No. of production runs (batches)Batch                  750$    201.33NA$     201.33NA$   201.33NA    Quality inspectionNo. of production runs (batches)Batch#DIV/0!NA#DIV/0!NANA#DIV/0!    M&E setupNo. of M&E Setup Dept. setup hoursBatch          8.3                –            5.5              –            2.1              –      M&E maintenanceNo. of MHs in all production deptsUnit             45,000          1.8                –                –                –      Building (1)           210,000No. of MHs in all production deptsUnit                –            1.5              –                –      Plant administration(2)           312,000No. of DLHs in all production deptsUnit$             –  $           –            1.0$           –  $        673,000Production departments:Supervision (Indirect labor):    Casting$          81,000Setup time (hours) in CastingBatch                  980$      82.65          1.5$     123.98          1.2$     99.18          0.8$     66.12    Machining           100,000Setup time (hours) in MachiningBatch#DIV/0!          3.8#DIV/0!          3.0#DIV/0!          1.8#DIV/0!    Assembly             85,000Number of DLHs in AssemblyUnit             10,500          0.5                –                –            0.3              –      Packing             51,000Number of DLHs in PackingUnit                –            0.3              –                –  M&E costs (3):    Casting             44,000Number of MHs in CastingUnit               9,000          0.3                –                –                –      Machining           150,000Number of MHs in MachiningUnit                –            0.7              –                –      Assembly             21,000Number of MHs in AssemblyUnit                –                –            0.2              –      Packing             20,000Number of MHs in PackingUnit$             –  $           –  $           –  $        552,000Total normal, expected MOH costs$     1,225,000MOH costs:(1) Building costs include depreciation, power, water, property taxes and insurance, and maintenance    Total batch-related (above)#DIV/0!(2) Plant administration is comprised of:    Normal, planned batch size (units)               25       – Supervisory costs of division (plant) V.P., which includes salary and related personnel costs    Batch-related costs per unit#DIV/0!       – Plant-level human resources and accounting staff, which includes salaries and related costs,      Total unit-related (above)                –             and costs of telecommunications, office supplies and equipment, and contract payroll services.Total MOH cost per unit(3) Production dept M&E costs include depreciation, rent, refurbishments, property taxes and insuranceDirect materialDLHs: Direct labor hours (recorded work time of production employees)Direct labor (including “fringe”)          38.00M&E: Machinery and equipmentTotal cost per unit$       38.00$           –  $           –  MHs: Machine hours (recorded operating time)MOH: Manufacturing overhead costs

BANK RECONCILIATION

Beeler Furniture Company deposits all cash

Coins, currency (paper money), checks, money orders, and money on deposit that is available for unrestricted withdrawal from banks and other financial institutions. To simplify, this chapter assumes that a company has only one bank account, which is identified in the Ledger as “Cash.”

receipts each Wednesday and Friday in a night depository, after banking hours. The data required to reconcile the bank statement

A summary of all transactions mailed to the depositor or made available online by the bank each month.

as of June 30 have been taken from various documents and records and are reproduced as follows. The sources of the data are printed in capital letters. All checks were written for payments on account.

CASH ACCOUNT:
Balance as of June 1$9,317.40
CASH RECEIPTS FOR MONTH OF JUNE$9,223.76

DUPLICATE DEPOSIT TICKETS: Date and amount of each deposit in June:

DateAmountDateAmountDateAmount
June 1$1,080.50June 10$996.61June 22$897.34
3854.1715882.9524947.21
8840.50171,606.74301,117.74

CHECKS WRITTEN: Number and amount of each check issued in June:

Check No.AmountCheck No.AmountCheck No.Amount
740$237.50747Void754$449.75
741495.15748$450.90755272.75
742501.90749640.13756113.95
743761.30750276.77757407.95
744506.88751299.37758259.60
745117.25752537.01759901.50
746298.66753380.95760486.39

Total amount of checks issued in June: $8,395.66

BANK RECONCILIATION FOR PRECEDING MONTH:

Question not attempted.

BEELER FURNITURE COMPANY
Bank Reconciliation
May 31, 2016
1Cash balance according to bank statement$9,447.20
2Add deposit for May 31, not recorded by bank690.25
3$10,137.45
4Deduct outstanding checks:
5No. 731$162.15
6No. 736345.95
7No. 738251.40
8No. 73960.55820.05
9Adjusted balance$9,317.40
10
11Cash balance according to company’s records$9,352.50
12Deduct service charges35.10
13Adjusted balance$9,317.40

JUNE BANK STATEMENT:

PAGE 1 MEMBER FDIC ACCOUNT NUMBER AMERICAN NATIONAL BANK OF CHICAGO FROM 6/01/2016 TO 6/30/2016 CHICAGO, IL 60603 (312) 441-1239 BALANCE 9,447.20 9 DEPOSITS 8,691.77 20 WITHDRAWALS 7,599.26 BEELER FURNITURE COMPANY 4 OTHER DEBITS AND CREDITS 3,088.00CR NEW BALANCE 13,624.71 CHECKS AND OTHER DEBITS DEPOSITS DATE BALANCE- No.731 162.18 No. 738 345.98 690.28 6/01 9,829.38 No.739 60.88 No.740 237.50 1,080.50 6/02 10,411.80 No. 741 49B.18 No.742 801.90 8B4.17 6/04 10,268.92 No. 743 671.30 No.744 BO6.88 840.50 6/09 9,931.24 No. 74B 117.28 No.746 298.66 MS 3,800.00 6/09 13,018.33 No. 748 4B0.90 No.749 640.13 210.00 6/09 12,134.30 299.37 No. 750 276.77 No.7B1 896.61 12,484.77 No. 753 380.95 6/16 No. 752 B37.01 882.98 12,419.76 No. 754 449.78 No.7BB 272.78 1,606.74 6/18 13,304.00 897.34 No. 757 407.98 No. 760 488.39 6/23 13,307.00 942.71 6/2B 14,249.71 NSF B50.00 6/28 13,699.71 13,624.71 SC 7B.00 6/30 EC ERROR CORRECTION OD OVERDRAFT MS MISCELLANEOUS PS PAT STOPPED YMENT NSF NOT SUFFICIENT FUNDS SC SERVICE CHARGE THE RECONCILEMENT OF THIS STATEMENT WITH YOUR RECORDS IS ESSENTIAL. ANY ERROR OR EXCEPTION SHOULD BE REPORTED IMMEDIATELY
Required:
1.Prepare a bank reconciliation as of June 30. If errors in recording deposits or checks are discovered, assume that the errors were made by the company. Assume that all deposits are from cash sales. All checks are written to satisfy accounts payable. Refer to the Labels and Amount Descriptions list provided for the exact wording of the answer choices for text entries. To enter the Check number, please enter “No. ” preceeding the number. (Note: “Deduct”, “Add”, or colons (:) will automatically appear if required.)
2.Journalize the necessary entries. The accounts have not been closed. Refer to the Chart of Accounts for exact wording of account titles.
3.What is the amount of Cash that should appear on the balance sheet as of June 30?
4.Assume that a canceled check for $390 has been incorrectly recorded by the bank as $930. Briefly explain how the error would be included in a bank reconciliation and how it should be corrected.

PAGE 1 MEMBER FDIC ACCOUNT NUMBER AMERICAN NATIONAL BANK OF CHICAGO FROM 6/01/2016 TO 6/30/2016 CHICAGO, IL 60603 (312) 441-1239 BALANCE 9,447.20 9 DEPOSITS 8,691.77 20 WITHDRAWALS 7,599.26 BEELER FURNITURE COMPANY 4 OTHER DEBITS AND CREDITS 3,088.00CR NEW BALANCE 13,624.71 CHECKS AND OTHER DEBITS DEPOSITS DATE BALANCE- No.731 162.18 No. 738 345.98 690.28 6/01 9,829.38 No.739 60.88 No.740 237.50 1,080.50 6/02 10,411.80 No. 741 49B.18 No.742 801.90 8B4.17 6/04 10,268.92 No. 743 671.30 No.744 BO6.88 840.50 6/09 9,931.24 No. 74B 117.28 No.746 298.66 MS 3,800.00 6/09 13,018.33 No. 748 4B0.90 No.749 640.13 210.00 6/09 12,134.30 299.37 No. 750 276.77 No.7B1 896.61 12,484.77 No. 753 380.95 6/16 No. 752 B37.01 882.98 12,419.76 No. 754 449.78 No.7BB 272.78 1,606.74 6/18 13,304.00 897.34 No. 757 407.98 No. 760 488.39 6/23 13,307.00 942.71 6/2B 14,249.71 NSF B50.00 6/28 13,699.71 13,624.71 SC 7B.00 6/30 EC ERROR CORRECTION OD OVERDRAFT MS MISCELLANEOUS PS PAT STOPPED YMENT NSF NOT SUFFICIENT FUNDS SC SERVICE CHARGE THE RECONCILEMENT OF THIS STATEMENT WITH YOUR RECORDS IS ESSENTIAL. ANY ERROR OR EXCEPTION SHOULD BE REPORTED IMMEDIATELY

COMPREHENSIVE INCOME ATTRIBUTABLE TO SHAREOWNERS OF THE COCA-COLA COMPANY

Comparative Analysis Case

The Coca-Cola Company and PepsiCo, Inc.

The financial statements of Coca-Cola and PepsiCo are presented in Appendices C and D, respectively. The companies’ complete annual reports, including the notes to the financial statements, are available online.

Instructions
Use the companies’ financial information to answer the following questions.

What was the effective tax rate in 2014 for Coca-Cola and PepsiCo? Why might their tax rates differ?

THE COCA-COLA COMPANY AND SUBSIDIARIES CONSOLIDATED STATEMENTS OF INCOME
Year Ended December 31,201420132012
(In millions except per share data)
NET OPERATING REVENUES$ 45,998$ 46,854$ 48,017
Cost of goods sold17,88918,42119,053
GROSS PROFIT28,10928,43328,964
Selling, general and administrative expenses17,21817,31017,738
Other operating charges1,183895447
OPERATING INCOME9,70810,22810,779
Interest income594534471
Interest expense483463397
Equity income (loss) — net769602819
Other income (loss) — net(1,263)576137
INCOME BEFORE INCOME TAXES9,32511,47711,809
Income taxes2,2012,8512,723
CONSOLIDATED NET INCOME7,1248,6269,086
Less: Net income attributable to noncontrolling interests264267
NET INCOME ATTRIBUTABLE TO SHAREOWNERS OF THE COCA-COLA COMPANY$ 7,098$ 8,584$ 9,019
BASIC NET INCOME PER SHARE1$ 1.62$ 1.94$ 2.00
DILUTED NET INCOME PER SHARE1$ 1.60$ 1.90$ 1.97
AVERAGE SHARES OUTSTANDING4,3874,4344,504
Effect of dilutive securities637580
AVERAGE SHARES OUTSTANDING ASSUMING DILUTION4,4504,5094,584

1Calculated based on net income attributable to shareowners of The Coca-Cola Company.

THE COCA-COLA COMPANY AND SUBSIDIARIES CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
Year Ended December 31,201420132012
(In millions)
CONSOLIDATED NET INCOME$ 7,124$ 8,626$ 9,086
Other comprehensive income:
  Net foreign currency translation adjustment(2,382)(1,187)(182)
  Net gain (loss) on derivatives35715199
  Net unrealized gain (loss) on available-for-sale securities714(80)178
  Net change in pension and other benefit liabilities(1,039)1,066(668)
TOTAL COMPREHENSIVE INCOME4,7748,5768,513
Less: Comprehensive income (loss) attributable to noncontrolling interests2139105
TOTAL COMPREHENSIVE INCOME ATTRIBUTABLE TO SHAREOWNERS OF THE COCA-COLA COMPANY$ 4,753$ 8,537$ 8,408
THE COCA-COLA COMPANY AND SUBSIDIARIES CONSOLIDATED BALANCE SHEETS
December 31,20142013
(In millions except par value)
ASSETS
  CURRENT ASSETS
    Cash and cash equivalents$ 8,958$ 10,414
    Short-term investments9,0526,707
  TOTAL CASH, CASH EQUIVALENTS AND SHORT-TERM INVESTMENTS18,01017,121
    Marketable securities3,6653,147
    Trade accounts receivable, less allowances of $331 and $61, respectively4,4664,873
    Inventories3,1003,277
    Prepaid expenses and other assets3,0662,886
    Assets held for sale679
  TOTAL CURRENT ASSETS32,98631,304
  EQUITY METHOD INVESTMENTS9,94710,393
  OTHER INVESTMENTS3,6781,119
  OTHER ASSETS4,4074,661
  PROPERTY, PLANT AND EQUIPMENT — net14,63314,967
  TRADEMARKS WITH INDEFINITE LIVES6,5336,744
  BOTTLERS’ FRANCHISE RIGHTS WITH INDEFINITE LIVES6,6897,415
  GOODWILL12,10012,312
  OTHER INTANGIBLE ASSETS1,0501,140
                 TOTAL$92,023$ 90,055Pepsico, Inc. is a leading global food and beverage company with a complementary portfolio of enjoyable brands, including Frito-Lay, Gatorade, Pepsi-Cola, Quaker, and Tropicana. Through its operations, authorized bottlers, contract manufacturers, and other third parties, PepsiCo makes, markets, distributes, and sells a wide variety of convenient and enjoyable beverages, foods, and snacks, serving customers and consumers in more than 200 countries and territories. To access PepsiCo’s complete annual report, including notes to the financial statements, follow these steps:Go to http://www.pepsico.com/Investors.Select SEC Filings and then the 10K, dated 2/12/2015 (select the pdf version).Select Entire document.The Notes to Consolidated Financial Statements begin on page 73.Consolidated Statement of IncomePepsiCo, Inc. and SubsidiariesFiscal years ended December 27, 2014, December 28, 2013 and December 29, 2012(in millions except per share amounts