Professional Documents
Culture Documents
through your
Chart of Accounts
August
2012
Unlocking the value
inherent in your Chart
of Accounts (COA)
is not just an exercise
for technical accountants
to labour over. Many
leading finance functions
will attest, the COA can
drive real business benefits.
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Introduction
2
Our client case studies
Client 1
This global bank provides retail, corporate and investment banking services at
more than 2,000 offices worldwide. Services include personal savings and
checking accounts, brokerage and trust services. The company also offers
asset management (including mutual funds) and investment banking services
such as underwriting and mergers and acquisitions advice. The bank has been
expanding its Asian, Caribbean and Latin American businesses.
Client 2
This banking and financial services provider is based in Australia,
but operates globally. It employs more than 50,000 people. The bank offers
accounts, credit cards, home and personal loans and insurance services.
Client 3
This global technology company designs and develops visualisation
solutions for a variety of professional markets, including medical imaging,
media and entertainment, infrastructure and utilities, traffic and
transportation, defense and security, education and training and corporate
AV. It has its own facilities for sales and marketing, customer support, R&D
and manufacturing in Europe, North America and Asia Pacific.
Client story
For two of our
More analysis requested
clients, involving the
40% CFO in global COA
Increased reporting redesigns was a
Deeper understanding critical success
of debt and financing 40% factor.
issues required The CFOs took
An example is when
In complex
a single COA code
organisations,
block such as cost
stakeholders
centre values, which
continuously
are used to define
seek more
organisation
information to
structures and
understand the
accountability is
story behind the
also used to capture
numbers.
customer segments
Redesigns
and product groups
should be
to support reporting.
viewed as an
Typically, this is an
opportunity to
indication that the
revisit the
COA is not meeting
organisations
business needs or
information needs.
that information gaps
A continuous
exist impacting
review cycle
decision making.
through a strong
governance
In addition to setting
structure can help
key design principles
maintain the health
for the future state
of the COA.
chart, organisations
Deloitte
should review the
recommends that
charts current state to
the COA is
understand the
reviewed every
Client story heavily amended 3 Uncover
Client #1 initially to support the
areas in the
viewed the burgeoning needs chart where a
rationalisation of of the single segment
hundreds of values in organisations
is used for
its account structure global footprint. multiple
as equivalent to Streamlining purposes. This
creating a new COA. duplicate and will reveal
While this was true in unused values information
a technical sense, the would have
requirements
organisation could provided that are not
have missed a additional clarity, being met in the
significant opportunity but this benefit
chart, and
to refresh the would have been ensure
COA to meet its short-lived as new adherence to a
changed information values leading practice
requirements. Although mushroomed to
of using single
streamlining and meet other purpose code
rationalising values in information gaps.
blocks, where
the account structure
each code block
would have enhanced Key takeaways has a single use
the clarity, ease of use
1 Start and
and simplicity of the
with a study a clear
COA, this approach did definition
of your
not consider that the
current COA 4
business had recently
but dont Review
moved to a segment
stop there new
and region matrix
structure.
2 Intervie value
w your s
The COA held
information requ
disparate
stakeholders ested
definitions of
(corporate tax, in the
segments, where
financial past
products and
planning and six
customer
analysis, mont
definitions were
treasury, hs to
comingled in a
business unit identi
single chart block.
managers) to fy
Furthermore,
understand emer
it ignored the growing
their pain ging
demands of local
points. Start by busin
regulatory and
asking who ess
statutory bodies. The
needs what requi
COA had lost its
information reme
relevance and was
and how? nts.
Chart of
Unlock the Accounts June
power of your 2012 5
3. Listen to the business not every
answer can be found in the COA
design? Thick ledger:
Our point of view The GL is the
A multi-dimensional COA that Answering these central
provides greater performance questions and repository for
and analytical insights needs considering the financial,
to be balanced with not following points management
overburdening the general will help you and, in some
ledger (GL). A thick GL can understand how cases,
extend the close process, with thick or thin the operational
a greater number of segments GL needs to be. reporting. Data
to post transactions to, or more is detailed in
reconciliation of variances the GL,
during period end. On the with several
other hand, pulling information dimensions of
from outside the ledger can information
make it inaccurate, inefficient
incorporated into
and hard to manage; cause
the COA to facilitate
system performance
most reporting
challenges; and result in high
needs.
maintenance costs. Sub-
ledgers should be used to
Thin ledger: The GL
track detailed transactional
holds summary-level
information, which can
financial data
facilitate in-depth analysis and
required for statutory
reconciliation.
reporting only. A
reporting and
Typically, these key
business analytics
questions need to be asked
solution (data mart)
when redesigning the COA:
provides focused
1. What is the management and
purpose of the GL? operational reporting.
Should it be used only for Data marts rely
statutory financial on sub-ledgers
reporting?
to gather
2. How much data will detailed data
be in the GL?
and additional
3. Do we develop a dimensions of
single global COA?
information.
4. What are the legal
requirements for the Management ledger:
organisation based on its This is a ledger that
countries of operation? reconciles back to
5. What are the the financial books
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Client story
Key takeaways
1 Establish key design guiding principles by
asking:
Do we design a thick or a thin general ledger?
Should the GL be used only for
statutory financial reporting?
2 In your interviews, dont just speak to the
financial accounting team. Make sure the financial
analysis and planning team is included to achieve
the
best outcomes
3 Incorporate a parallel reporting and business
analytics strategy and solution into the COA design
to provide focused management and operational
reporting, and extensively leverage sub-ledgers
4.
Leverage
technolog Client story
first application
was known to
the project
Our point of view
team during
A COA redesign is often
the design
triggered by an
phase, the
enterprise resource
banks took a
planning (ERP) system
business-
upgrade or a new
driven process
implementation. Best-of-
to develop the
breed vendors offer
final design.
sophisticated solutions
To best capture
that automate
the data
traditionally painful
required to
processes, such as
support
balancing intercompany
decision
transactions. While
making across
there may be an
the
attraction to design the organisation,
COA in a way that Deloitte has
caters for the typically used
application, our view is information and
that a system-agnostic accounting
approach needs to be models.
adopted. This is Information
illustrated below. models identify
the
organisations
dimension
(slice and dice)
needs and
accounting
App
models identify
licat
ionwhich
indedimensions are
penneeded by
den
each
t
component of
the financial
statements indicators.
and key
performanc
e
Application dependent
Identify information Develop dimension Develop accounting Define the system Implement C
requirements definitions model enabled COA of Accounts
Who needs How should How should How should data Implement d
what information relevant information information fields be organised? structure bas
and how? be organised? be presented? common com
business nee
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them, should happen
before determining how
the COA will be set up in
the system. Best-of-
breed applications are
configurable to
information requirements
and a clear
understanding of
business needs should
precede evaluation of
The models are
options to define and
used to
implement the COA in
communicate
the system. This
high-level,
approach will ensure that
business-defined
the initial phases of
requirements and
design are driven by
guide the
business reporting
management of
requirements,
that information.
establishment of
After the information and standard definitions for
accounting models are those requirements and
2 Use
information
and
accounting
models to
understand
the
information
requirements
3 Establ
ish criteria to
rationalise
information
requirements
for a future
state COA
4 Consider the
application only after
the information
requirements have
been finalised.
Information model
(What/how/who)
Information Who:
consumers Survey key
Information stakeholders
Businessdimensions
components Finance
Treasury
Capital markets.
What:
Information
components
How: Revenue
Business dimensions Costs & expenses
Legal entity Assets
Accounting basis Liabilities & equity
Reports. Statistical/KPI.
Accountin
g model
example
(COA by
dimension
s) (B/S,
P/L,
KPIs)
Accounts Business unit Operating unit Product Chart field 1 Chart field 2
Legal entity Responsibility centre Product Location Customer segment
customer
Processing Department
Branch Shared Cost Revenue
services centre centre
Profit and loss statement
Interest Income
Loans x x x x x x x
Securities x x x x x x x
Securities purchased x x x x x x x
under resale agreement
Deposits with financial x x x x x x x
institutions
Interest expense
Deposits x x x x x x x
Subordinated debentures x x x x x
Capital instrument liabilities x x x x x
Other x x x x x x
Provision for credit losses x x x x x
Net interest income x x x x x x x x
Unlock the power of your 2012 9
Chart of Accounts June
5. Keep regulators happy and
your finance talent engaged bank) the COA
Our point of view Typically, regulatory incorporated
While this lesson will not resonate reports need to be counterparties in its
for all organisations, for our reconciled back to customer segment
banking clients, regulatory externally published code block.
reporting is a figures. Often, Counterparties are
major task. Finance staff regulatory reporting other national
members spend significant is subject to banks, monetary
amounts of time extracting data significant follow up authorities or
from legacy systems and questioning from the governments that
reconciling it with externally regulators and act as the ultimate
published reports. organisations need guarantee for loans
With increased regulatory to show how the and indemnities.
pressure and an ongoing need specific roll-up of Managing
to respond to regulatory information ties counterparty risk
changes and requests for back to what has has been a key
information, the GL can ease been reported to the focus since the
the reconciliation workload and market. While some global financial
the need to manipulate data. To regulatory reporting crisis. The ability to
reduce the potential risk of cannot be report against this
reputation loss or financial costs completely sourced dimension sheds
associated with inadequate from the GL, much insight into the
regulatory reporting, finance of it is driven by banks risk and
teams require consistent data reporting from an supports more
sets that serve multiple income and balance accurate filings to
purposes. sheet perspective. regulatory bodies.
4 Implement robust
training and communication
programs to manage the impact
of future changes
5 Conduct a review of
Corporate Accounting
Policy manuals to ensure
they are consistent with the new COA design.
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4
Where to next?
Authors
Sue Yen
Deloitte Canada
Manager, Finance & Performance Management
Charlotte Desot
Deloitte Belgium
Director, Enterprise Risk Services
Jonetta Love
Deloitte USA
Manager, Tax Management Consulting
Paul Wensor
Partner Consulting
Melbourne
Tel: +61 3 9671 7067
pwensor@deloitte.com.au
Geoff Lamont
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