Thursday, March 5, 2009

Auditors cite 'substantial doubt' about GM's survival


CHICAGO (AFP) - - General Motors warned it could be liquidated through bankruptcy after its auditors voiced "substantial doubt" about the struggling automaker's ability to stay afloat in an annual report released Thursday.

GM is currently funding its operations with 13.4 billion dollars in emergency loans from the US government and said last month it will need an additional 22.6 billion in government aid if it is to survive a collapse of global auto sales amid a deepening recession.



The US Treasury has not yet announced whether it would grant GM the additional loans and is reportedly considering whether the automaker should be restructured under bankruptcy protection.

"The administration is very mindful of the challenges in the auto sector," Treasury spokesman Isaac Baker told AFP.

"Our team is working around the clock to develop the most thoughtful approach possible to the situation."

The independent auditors concluded that GM's "recurring losses from operations, stockholders' deficit and inability to generate sufficient cash flow to meet our obligations and sustain our operations raise substantial doubt about our ability to continue as a going concern," GM said in the report filed with securities regulators.

The automaker cautioned in a statement that this assessment was "not unexpected" and "has no impact on the aggressive actions we are taking to restructure our business for long-term viability."

A week ago General Motors warned of a "challenging" year ahead as it posted a 30.9-billion-dollar 2008 loss, bringing the tally from four consecutive years of bleeding balance sheets to a whopping 86.6 billion dollars.

GM has asked the US Treasury for an additional 16.6 billion dollars and said it needs another six billion from the governments of Canada, Germany, Britain, Sweden, and Thailand.

GM warned in its report that it "could potentially be required to seek relief through a filing under the US Bankruptcy Code, either through a prepackaged plan of reorganization or under an alternative plan, which could include liquidation" if it is not able to obtain those loans.

The largest US automaker has repeatedly said it will likely be liquidated if it is forced into bankruptcy protection because consumers would be wary of buying its vehicles.

In the restructuring plan submitted to the US Treasury last month, GM estimated it would need up to 100 billion dollars in government financing in order to restructure under bankruptcy protection.

Other substantial threats to GM's survival include an inability to restructure its debt by June 1, a further deterioration in global auto sales, and the potential failure of key suppliers, GM said in a 25 page discussion of risk factors.

The US Treasury could also call back its loans if GM is unable to reach a deal with its creditors and main union by March 31 or if officials determine that GM is not a viable company.

GM said it no longer expects it will be able to consolidate Saab and could post a loss in excess of a billion dollars in the first quarter related to the disposal of the Swedish mark.

GM further warned that its former parts subsidiary, Delphi, is "unlikely to emerge from bankruptcy in the near-term without government support and possibly may not emerge at all."

If that were to happen, GM said it may have to acquire some of Delphi's plants in order to ensure supply of critical parts or else it may be forced to pay higher prices to another supplier.

GM also noted the fragile state of its partially-owned financial arm, GMAC, on which it is heavily dependent to finance loans for customers.

GMAC's residential mortgage unit is of particular concern, GM said, noting that the housing crisis and credit crunch has "adversely affected ResCap's business, liquidity and its capital position and has raised substantial doubt about ResCap's ability to continue as a going concern."

GM cautioned that the value of its common stock will be "significantly and materially diluted" by plans to covert massive amounts of debt into stock.

Its shares closed down 15.5 percent at 1.86 dollars.

Source: AFC News

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Monday, February 9, 2009

State-Owned Banks’ performance is getting better than privates’ – Ministry of State-owned Enterprise


Jakarta, (ANTARA News).

The State Ministry of State-Owned Enterprises (Meneg BUMN) claim the State-Owned banks’ performance are getting better compared to the private banks though in adverse economic conditions.

" The financial performance of State-Owned Banks are getting better, reflected from positive financial ratios compared to the privates’" said Deputy of State Ministry BUMN for Financial Services and Banking, Parikesit Suprapto, in Jakarta, Monday.

According to Parikesit, credit channeling of State-owned Banks in recent time have more selective but eventually could reach the specified goals. Selective credit approvals and more prudent risk management resulting significant decrease in Non Performing Loan; lower even compared to the private banks. Further, Parikesit didn't itemize the State-Owned Banks’ finance ratio including NPL.

He further explained, that State-Owned banks’ credit growth achieved as targeted by BI (Bank Indonesia) equal to 20%. Moreover, reserves of Bank BRI, Bank Mandiri and Bank BNI currently are aboved 100%.

Currently, the State Ministry of State-Owned Enterprises still in reviewing an arrangements to develop State-Owned Banks holding company no later than 2010. This plan is part of BI’s policy to set a single presence policy which will be established no later than 2010. (C/P).




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Sunday, February 8, 2009

Too early to nail Satyam auditors


On January 13, PricewaterhouseCoopers, the independent auditor of Satyam withdrew its audit reports on financial statements issued by Satyam. Dismayed investors and general public are still debating on how an auditor can withdraw a report that was relied on by investors.

The audit community is feeling let down that a firm of PwC’s stature could not detect the overstatement of revenues and the holes in cash and bank balances. The media has already pronounced the auditor guilty of negligence. These sentiments are understandable. But at the same time we should dispassionately consider what is expected from an independent audit.
Detection of fraud and error is not the principal aim of audit. This principle was laid down as early as in 1986 in the leading case, Re-Kingston Cotton Mills Co. If there remains a deep-laid fraud in the accounts, which in the normal course of examination of accounts may not come to light, it will not be construed as audit failure, provided the auditor was not negligent in carrying out his normal work. An auditor is not a ‘detective’.

(****)

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Saturday, January 31, 2009

How does Internal Audit deal with situations where the top management is not cooperative and responsive?

The complete question was:
How does Internal Audit deal with situations where the top management is not co -operating in sharing of information/is not responsive to the internal audit recommendations?

(Asked by Prashant B on LinkedIn's QA)

Dear Prashant,

I think Internal Auditor should learn first that situations before dealing with that situations. Please keep in mind that you cannot blame one of another or even blame on the situation.

Why the top management prefer to take defensive position rather than taking the opportunity to improve management's performance? The answer might be related with the definition of role and responsibility of audit commitee (that should be clearly described in AC Charter and also well established by the commitees). The AC Charter should be well understood by both member of AC and also the management. In alot of circumstances, Audit committees should press more and trust less with corporate management.

On the other side, IA function need to communicate its IA Charter to management. IA function should be able to 'marketing' their services to its customers by promoting the idea of 'helping to help you' to its customers. Because in the end of the day, the improvement and add values could become the ultimate 'products' of IA services.

Regards,
Catur P.
http://indogrc.blogspot.com

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Corporate Management, Governance, and Ethics Best Practices

1. Edition - March 2008 Price: 57.90 Euro 2008. 430 Pages, Hardcover- Practical Approach Book -ISBN-10: 0-470-11723-0ISBN-13: 978-0-470-11723-1 - John Wiley & Sons

By Vallabhaneni, S. Rao

This book is managers' and executives' one-stop comprehensive reference for best practices in Corporate management, Governance and Ethics.

Representing a single and collective voice for the entire business management profession, Corporate Management, Governance, and Ethics Best Practices provides a cohesive framework for organization-wide implementation of the best practices used by today's leading companies and is an authoritative source on best practices covering all functions of a business corporation, including governance and ethics.

Because every company's resources and budget is different, Corporate Management, Governance, and Ethics Best Practices takes a "big picture" approach, allowing managers and executives to tailor each practice based on organization-specific resource availability as well as management strategies and priorities. Each self-contained chapter begins with an over-view of the topic, a presentation of management's roles and responsibilities, a dis-cussion of core topics, and ends with applicable laws, rules, regulations, standards, and principles.

From the contents:
  • Preface.
  • Chapter 1. Introduction.
  • Chapter 2. Corporate Governance Best Practices.
  • Chapter 3. Corporate Ethics Best Practices.
  • Chapter 4. General Management Best Practices.
  • Chapter 5. Manufacturing and Service Management Best Practices.
  • Chapter 6. Marketing and Sales Management Best Practices.
  • Chapter 7. Quality Management Best Practices.
  • Chapter 8. Process Management Best Practices.
  • Chapter 9. Human Resources Management Best Practices.
  • Chapter 10. Accounting, Treasury, and Finance Management Best Practices.
  • Chapter 11. Information Technology Management Best Practices.
  • Chapter 12. International Business Management Best Practices.
  • Chapter 13. Project Management Best Practices.
  • Index.

(C/P)


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