Consolidation course, module 7 // Concluding toughts
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We have come to the end of this course devoted
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to the consolidation of accounts.
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You remember that the objective was to provide a complete
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and coherent picture of the financial situation
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of a group of companies.
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I am now going to offer you some general reflections in
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particular on the notion of control.
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Then suggests some technical deepenings that seem relevant
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to me before mentioning the limits
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of consolidation in the production of relevant
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and complete financial information.
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A few comments to start with.
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The objective was of course to provide useful
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and relevant information,
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but not only for accounting purposes,
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but also for financial analysis purposes.
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You remember the comments I made on the financial leverage
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making the distinction between the consolidated leverage
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and the real financial leverage of a company.
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A second point is about simple equity stake versus
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affiliate companies.
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Where is a border?
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Where is a boundary between these two categories?
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To be honest, it's a little bit blurred. It's a bit fuzzy.
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It's not real science, I would say.
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What does it mean a mere participation in a company
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as opposed to participating
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through the decision making process without
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controlling the company?
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To be honest, the distinction is a little bit fuzzy.
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Again, the concept of control itself is a little bit fuzzy
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and it's certainly not limited
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to the percentage of participation.
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Of course, we observe the situation in which you have 100%,
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no doubt it's control 70%.
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Well, no doubt it's control,
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but the reality of control is sometimes a little
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bit more complex.
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Example, when you discuss with the auditors, they are going
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to ask you some questions about the composition
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of the board of directors.
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Do you have say 40% of the shares,
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but 60% of the seats of the board?
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Who is the chairman of the board?
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Who is electing the chairman
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of the board coming from which company?
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What are the economic relations between the company
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and its various shareholders about transfer pricing,
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about management fees, about paying for licenses
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or whatsoever, so this is quite important to understand
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that maybe you have less than 50%,
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but the reality of control is really in your hands,
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and then the auditors are going to ask you
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to fully integrate even though again,
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you have less than 50%.
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A few suggestions about deep diving about deepening.
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This course was just an introductory course.
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We went quite far,
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but basically there are two technical details,
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which I suggest you deep dive in.
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The first one is about intangible assets related
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with the acquisition of control of a company.
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You remember that we identified
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A, a gap in the consolidation of 240
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and we said part of it is about brands.
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Part of it is about goodwill.
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It's absolutely fundamental to understand how you
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evaluate brands, how you evaluate a goodwill,
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and how you run impairment test each
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and every year when your auditors are in charge
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of signing your accounts.
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This is a very important topic
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and as a topic, maybe even more important is problems
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related with the consolidation of foreign subsidiaries.
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The parent company operates in a country
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and is communicating
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and publishing its accounts in its working currency,
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but maybe there is a foreign subsidiary which is operating
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in another context with another currency.
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Now, you have to consolidate,
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but you have to take into account in the consolidations the
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evolution of the parities
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between one currency and the other.
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Maybe there are different taxation rules.
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You have to take that also into consideration,
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et cetera, et cetera.
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The problems related with the consolidation
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of foreign subsidiaries are very important
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and quite technical as well.
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These are two topics I suggest for deep diving,
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but there are plenty of others, of course.
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Now, what about the limits of consolidation?
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You remember, we hold 100% of the shares.
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The company is a subsidiary,
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which is fully integrated in terms of decisions,
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strategic operational decisions.
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Then we go for global integration
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and we aggregate all the accounts.
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We have more complete information as far
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as the group is concerned.
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We know about the scope,
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we know about the perimeter of activity.
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We know the size and we have information
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about the performance.
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That is absolutely great,
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but sometimes in a group there is some diversity between
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businesses, between geographical areas,
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and then we need more information about this diversity
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because we lose information when we aggregate all the
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accounts and in a diversified group,
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there is a concept which is absolutely fundamental,
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whose name is business segment.
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A segment is a kind of entity,
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which is a little bit different from the other
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segments of the group.
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Let me give you an example, which is very classical.
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What about the automotive industry?
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You sell cars, trucks whatsoever,
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but this is an industrial activity very often
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for this kind of business.
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You complement this industrial activity
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with providing a service, which is sales financing.
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Sales financing is about lending.
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You understand that the financial economics
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and the financial structure
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of a sales financing activity is completely different from
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manufacturing goods, which are cars or trucks or whatsoever.
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Then of course, you have to globally integrate the accounts
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because it's one unique group,
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but you need to provide information by segment,
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which kind of information is
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Relevant. By segment
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revenues, obviously operating income, the ebit,
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the depreciation and amortization so
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that you can calculate the ebit, duh, operating assets,
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gross or net of operating liabilities, cash,
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industrial investment, capital expenditures,
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and so on and so forth.
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This is absolutely fundamental to provide this kind
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of information by activity and by geographical area.
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Then you have a very good idea not only about the group,
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but also about the competence of the group.
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When you analyze the financial communication, which is
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provided by groups, you can observe a great diversity in the
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quality of information.
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Of course, quality means
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that it's true information which is approved, signed
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by the auditors obviously, but is it precise enough?
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What is the level of granularity of the information?
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Do you need more information or not?
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And you understand that for companies there's a huge trade
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off between transparency, providing accurate information so
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that the financial analyst know what is happening
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inside the group, but confidentiality, you don't want
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to disclose too much, especially for your competitors.
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This trade off is extremely complex to manage
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and there is always a difficulty in the optimization
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for companies between transparency and confidentiality.
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Now we are at the end of this pedagogical process.
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Understanding how consolidation impacts the financial
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statement of a company is a competence which is
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of utmost importance.
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This is true of course for the finance
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and accounting function,
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but also for managers who in business operations develop
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and run industrial projects,
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but it is also a very technical and difficult topic.
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You went through the entire process. Bravo, well done.
We have come to the end of this course devoted to the consolidation of accounts.
You remember that the objective was to provide a complete and coherent picture of the financial situation of a group of companies.
I am now going to offer you some general reflections in particular on the notion of control.
Then suggests some technical deepenings that seem relevant to me before mentioning the limits of consolidation in the production of relevant and complete financial information.
A few comments to start with.
The objective was of course to provide useful and relevant information, but not only for accounting purposes, but also for financial analysis purposes.
You remember the comments I made on the financial leverage making the distinction between the consolidated leverage and the real financial leverage of a company.
A second point is about simple equity stake versus affiliate companies.
Where is a border? Where is a boundary between these two categories? To be honest, it's a little bit blurred.
It's a bit fuzzy.
It's not real science, I would say.
What does it mean a mere participation in a company as opposed to participating through the decision making process without controlling the company? To be honest, the distinction is a little bit fuzzy.
Again, the concept of control itself is a little bit fuzzy and it's certainly not limited to the percentage of participation.
Of course, we observe the situation in which you have 100%, no doubt it's control 70%.
Well, no doubt it's control, but the reality of control is sometimes a little bit more complex.
Example, when you discuss with the auditors, they are going to ask you some questions about the composition of the board of directors.
Do you have say 40% of the shares, but 60% of the seats of the board? Who is the chairman of the board? Who is electing the chairman of the board coming from which company? What are the economic relations between the company and its various shareholders about transfer pricing, about management fees, about paying for licenses or whatsoever, so this is quite important to understand that maybe you have less than 50%, but the reality of control is really in your hands, and then the auditors are going to ask you to fully integrate even though again, you have less than 50%.
A few suggestions about deep diving about deepening.
This course was just an introductory course.
We went quite far, but basically there are two technical details, which I suggest you deep dive in.
The first one is about intangible assets related with the acquisition of control of a company.
You remember that we identified A, a gap in the consolidation of 240 and we said part of it is about brands.
Part of it is about goodwill.
It's absolutely fundamental to understand how you evaluate brands, how you evaluate a goodwill, and how you run impairment test each and every year when your auditors are in charge of signing your accounts.
This is a very important topic and as a topic, maybe even more important is problems related with the consolidation of foreign subsidiaries.
The parent company operates in a country and is communicating and publishing its accounts in its working currency, but maybe there is a foreign subsidiary which is operating in another context with another currency.
Now, you have to consolidate, but you have to take into account in the consolidations the evolution of the parities between one currency and the other.
Maybe there are different taxation rules.
You have to take that also into consideration, et cetera, et cetera.
The problems related with the consolidation of foreign subsidiaries are very important and quite technical as well.
These are two topics I suggest for deep diving, but there are plenty of others, of course.
Now, what about the limits of consolidation? You remember, we hold 100% of the shares.
The company is a subsidiary, which is fully integrated in terms of decisions, strategic operational decisions.
Then we go for global integration and we aggregate all the accounts.
We have more complete information as far as the group is concerned.
We know about the scope, we know about the perimeter of activity.
We know the size and we have information about the performance.
That is absolutely great, but sometimes in a group there is some diversity between businesses, between geographical areas, and then we need more information about this diversity because we lose information when we aggregate all the accounts and in a diversified group, there is a concept which is absolutely fundamental, whose name is business segment.
A segment is a kind of entity, which is a little bit different from the other segments of the group.
Let me give you an example, which is very classical.
What about the automotive industry? You sell cars, trucks whatsoever, but this is an industrial activity very often for this kind of business.
You complement this industrial activity with providing a service, which is sales financing.
Sales financing is about lending.
You understand that the financial economics and the financial structure of a sales financing activity is completely different from manufacturing goods, which are cars or trucks or whatsoever.
Then of course, you have to globally integrate the accounts because it's one unique group, but you need to provide information by segment, which kind of information is Relevant.
By segment revenues, obviously operating income, the ebit, the depreciation and amortization so that you can calculate the ebit, duh, operating assets, gross or net of operating liabilities, cash, industrial investment, capital expenditures, and so on and so forth.
This is absolutely fundamental to provide this kind of information by activity and by geographical area.
Then you have a very good idea not only about the group, but also about the competence of the group.
When you analyze the financial communication, which is provided by groups, you can observe a great diversity in the quality of information.
Of course, quality means that it's true information which is approved, signed by the auditors obviously, but is it precise enough? What is the level of granularity of the information? Do you need more information or not? And you understand that for companies there's a huge trade off between transparency, providing accurate information so that the financial analyst know what is happening inside the group, but confidentiality, you don't want to disclose too much, especially for your competitors.
This trade off is extremely complex to manage and there is always a difficulty in the optimization for companies between transparency and confidentiality.
Now we are at the end of this pedagogical process.
Understanding how consolidation impacts the financial statement of a company is a competence which is of utmost importance.
This is true of course for the finance and accounting function, but also for managers who in business operations develop and run industrial projects, but it is also a very technical and difficult topic.
You went through the entire process.
Bravo, well done.