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INDIVIDUAL ASSIGNMENT 2 One.Tel Case Strategic Business Risk Assessment, Inherent Risk Assessment and Preliminary Going Concern Assessment Nature of the Entity’s Business One.Tel was launched in Sydn

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INDIVIDUAL ASSIGNMENT 
2
One.Tel Case
Strategic Business Risk Assessment, Inherent Risk Assessment and Preliminary Going Concern
Assessment
Nature of the Entity’s Business
One.Tel was launched in Sydney, Australia in May 1995. They were described as a global
telecommunications company offering a fully integrated product list including low-cost international
and national calls, Internet services, prepaid and post paid calling cards plus GSM mobile phone
services. Their strategies as customer-focused and dedicated to pr...

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INDIVIDUAL ASSIGNMENT 
2
One.Tel Case
Strategic Business Risk Assessment, Inherent Risk Assessment and Preliminary Going Concern
Assessment
Nature of the Entity’s Business
One.Tel was launched in Sydney, Australia in May 1995. They were described as a global
telecommunications company offering a fully integrated product list including low-cost international
and national calls, Internet services, prepaid and post paid calling cards plus GSM mobile phone
services. Their strategies as customer-focused and dedicated to providing innovative, quality
telecommunication services at reduced prices. Details of total revenue by geographic segment for the
year ended 30 June 20001
are as follows:
Country $M %
Australia 429.4 64
UK 144.7 21
France 15.1 2
Netherlands 36.6 5
Hong Kong 39.2 6
Other 13.2 2
Total 678.2
The Industry
Australia’s telecommunications infrastructure with a fully digitised network is as sophisticated and
as modern as any in the world. Land based phone lines penetrate about 96 per cent of all households,
with 2 million Internet subscribers and over 7 million Internet users. Mobile phone services are well
established in Australia with more than 8 million users or 42 per cent of the population, one of the
highest user rates in the world. Telstra, Optus and Vodafone each operate separate GSM mobile
networks. Telstra’s market share is around 57 per cent, Optus 31 per cent and Vodafone 11 per cent.
(Source: US Department of State FY2001 Country Commercial Guide)
Prior to the deregulation of Australia’s telecommunications industry on 1 July 1997, there were two
carriers. There are now 35 carriers who are often former service providers and are generally reliant
upon leasing network capacity from Telstra, although some are developing their own switching and
network capability.
The influx of smaller carriers into the telephony market has acted as one of the major developments
in producing important competitive results in the deregulated market. These carriers typically
provide international and long-distance calls and, more recently, complete telephony services. The
 
3
growth in revenue does not correspond directly with growth in the number of telecommunication
service providers due to greater market competition, reduced prices, and lower revenue per
company.
Telstra, the former monopoly carrier, is the dominant provider of Australia’s land-based telephony
service. This network has nearly 10 million connections and an annual growth rate of five per cent.
Telstra still dominates the telecommunications environment although its market share has dropped
significantly in recent years.
Mobile phone services are well established in Australia with more than 8 million users or 42 per cent
of the population, one of the highest user rates in the world. Telstra, Optus and Vodafone each
operate separate GSM mobile networks. Telstra’s market share is around 57 per cent, Optus 31 per
cent, and Vodafone 11 per cent.
Management
The Board of One.Tel comprised nine members, including five non-executive directors and four
executive directors. Due to the rapid growth of the industry described in the previous section
significant managerial experience in the industry was limited. The functions of the board included:
i. approval of corporate strategy, and financial plans;
ii. identifying and addressing areas of significant risk facing the company;
iii. reviewing and monitoring management processes and reporting mechanisms;
iv. monitoring financial performance;
v. Appointment of the senior management team.2
 
4

Financial Statements3
BALANCE SHEETS AT 30 JUNE 2000
Consolidated Parent Entity
Note 2000 1999 2000 1999
$M $M $M $M
CURRENT ASSETS
Cash 25 335.7 172.6 164.2 170.8
Receivables 9 218.4 72.0 104.0 58.9
Inventories 10 5.1 2.5 4.5 1.8
Other 11 68.9 49.1 50.8 35.3
TOTAL CURRENT ASSETS 628.1 296.2 323.5 266.8
NON CURRENT ASSETS
Investments 12 – – 26.0 17.1
Receivables 9 – 2.9 356.7 62.0
Plant and equipment 14 155.7 41.0 85.9 28.1
Intangibles 15 559.8 28.0 522.3 –
Other 11 91.9 157.9 71.1 132.3
TOTAL NON CURRENT ASSETS 807.4 229.8 1062.0 239.5
TOTAL ASSETS 1,435.5 526.0 1,385.5 506.3
CURRENT LIABILITIES
Accounts payable 16 277.2 73.0 115.5 50.4
Borrowings 17 92.2 7.2 20.2 7.2
Provisions 18 5.8 4.7 5.2 4.4
TOTAL CURRENT LIABILITIES 375.2 84.9 140.9 62.0
NON CURRENT LIABILITIES
Accounts payable 16 – – 2.3 1.2
Borrowings 17 107.3 62.9 80.5 62.9
Provisions 18 8.2 15.2 8.1 14.6
TOTAL NON CURRENT LIABILITIES 115.5 78.1 90.9 78.7
TOTAL LIABILITIES 490.7 163.0 231.8 140.7
NET ASSETS 944.8 363.0 1,153.7 365.6
SHAREHOLDERS' EQUITY
Share capital 19 1,225.6 355.6 1,225.6 355.6
Convertible notes 17 0.1 3.7 0.1 3.7
Retained profits/(accumulated losses) (282.1) 9.1 (68.7) 9.6
Reserves 20 1.2 (5.4) (3.3) (3.3)
TOTAL SHAREHOLDERS' EQUITY 944.8 363.0 1,153.7 365.6
5
FINANCIAL STATEMENTS OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2000
Consolidated Parent Entity
Note 2000 1999 2000 1999
$M $M $M $M
CASH FLOW FROM OPERATING
ACTIVITIES
Receipts from customers 510.9 300.1 283.3 250.2
Payments to suppliers and employees (684.8) (328.1) (327.4) (250.2)
Interest received 16.9 1.9 11.1 1.9
Interest and other borrowing costs paid (11.9) (3.5) (7.5) (3.5)
Income tax refunded – 0.7 – 0.7
Net cash used by operating activities 25 (168.9) (28.9) (40.5) (0.9)
CASH FLOW FROM INVESTING
ACTIVITIES
Proceeds from sale of investments – 1.6 – 1.6
Proceeds from sale of plant and equipment – 19.2 – 19.2
Payment for plant and equipment (87.5) (34.0) (32.3) (20.0)
Purchase of licences (525.6) (9.5) (523.1) -
Purchase of Controlled Entities – (6.9) – (6.9)
Payment of deferred consideration (1.8) – (1.8) -
Loans provided to wholly owned entities – – (264.4) (53.8)
Loans provided to other parties – (2.6) – (2.6)
Net cash used by investing activities (614.9) (32.2) (821.6) (62.5)
CASH FLOW FROM FINANCING
ACTIVITIES
Proceeds from issue of shares 818.5 280.3 818.5 280.3
Proceeds from borrowings 139.8 59.0 50.0 59.0
Finance lease principal repayments (11.2) (4.2) (11.2) (4.2)
Dividends paid (1.8) (2.5) (1.8) (2.5)
Share buy-back – (106.4) – (106.4)
Net cash provided by financing activities 945.3 226.2 855.5 226.2
Net increase in cash held 161.5 165.1 (6.6) 162.8
Cash and cash equivalents at beginning of year 172.6 8.4 170.8 8.0
Exchange rate adjustment 1.6 (0.9) – –
Cash and cash equivalents at end of year 25 335.7 172.6 164.2 170.8
6
PROFIT AND LOSS STATEMENTS FOR THE YEAR ENDED 30 JUNE 2000
Consolidated Parent Entity
Note 2000 1999 2000 1999
$M $M $M $M
Eamings/(loss) before depreciation,amortisation,
interest, abnormal items and income tax (230.4) 25.2 (57.3) 24.7
Depreciation and amortisation 2 (35.3) (12.3) (26.6) (9.8)
Net interest (expense)/revenue and other
borrowing costs 2 3.3 (1.6) 4.3 (1.6)
Operating profit/(loss) before abnormal items
and income tax (262.4) 11.3 (79.6) 13.3
Abnormal items 4 (33.5) (1.4) (5.4) (1.4)
Operating profit/(loss) before income tax 2 (295.9) 9.9 (85.0) 11.9
Income tax (expense)/benefit attributable to
operating profit/loss 3 4.8 (2.9) 6.8 (4.0)
Operating profit/(loss) after income tax (291.1) 7.0 (78.2), 7.9
Retained profits at the beginning of the
financial year 9.1 5.1 9.6 4.7
Total available for appropriation (282.0) 12.1 (68.6) 12.6
Dividends provided for or paid 7 0.1 3.0 0.1 3.0
Retained profits/(accumulated losses) at the end
of the financial year (282.1) 9.1 (68.7) 9.6
7
Discussion Questions
1. List and discuss several factors that would have contributed to an increased
inherent risk assessment at the financial report level. Also identify which of these
factors may be identified during the strategic business risk assessment.
2. List and discuss several inherent risk factors that would have contributed to an
increased inherent risk assessment at the account balance level.
3. Do you believe that the area of going concern should be assessed as high, medium
or low? Identify the factors that are the basis for your decision.

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Introduction

It refers to the risk that has been existing in the financial statement of the organization mainly led to arise the risk of misstatement either due to error or fraud. Hence, it is required to do assent of the same. It has been provided that the basement of the inherent risk mainly based on various factors which involvedifficulty in the valuation procedure or any type of uncertainty prevailing in business environment.

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